ARCHIVE FOR THE ‘future-of-field-service’ CATEGORY

Kris Oldland, Editor-in-Chief, Field Service News, reflects his thoughts on the impact of Artificial Intelligence in the field service sector during his leader in the May/June issue Field Service News...

A recurring theme across this leader across the first few issues of this year has been around the perfect storm of technology that has evolved around us and how the field service sector is embracing technology at a faster rate than ever...

In fact, I’ve often gone to great lengths to stress that it is not about any one technology, in particular, that is driving field service delivery to ever increasing heights but in fact how these technologies can come together in a service-centric ecosystem.

However, one thing that I keep coming back around to when I’m thinking about this topic is that there is actually one key technology that whilst isn’t perhaps a technology that we can explore on its own is in fact perhaps the most important piece of the puzzle.

That, of course, is Artificial Intelligence or AI.

Of course, in field service, AI is nothing that new.

It could be argued that the complex and intricate algorithms that sit within and enable fully optimised and dynamic scheduling engines to do their thing are AI. They learn, they adapt and they do it largely by themselves (if set up correctly). Sounds like AI to me, and dynamic scheduling has been around for a long time.

There is for sure some degree of truth in this, and AI is to some degrees a nice catchy name for a whole raft of different algorithms all designed to do something different. In some circles we throw in the words Machine Learning as well, which for those that know about this type of thing will almost certainly have a nuanced difference from AI - but speaking on behalf of laymen and troglodytes everywhere - I’m damned if I can work out what it is.

However, what I can do is get my head around just why AI is so important.

As I said earlier it is the various other technologies that are feeding into each other in one ecosystem that will allow us to drive our service standards forwards.

For example, IoT has been a huge talking point in the industry now for quite some time, but the sheer volume of data we now create has made it almost impossible to extrapolate meaningful insight from that data.

Step forward AI.

“Whilst meaningful insight is good to have, surely it becomes a moot point unless we can drive action from it as well...”Similarly, whilst meaningful insight is good to have, surely it becomes a moot point unless we can drive action from it as well. Automation is a phrase that comes in and out of the buzz-word lexicon but it has substance - ultimately we want to be able to automate where ever possible if we are to increase efficiency. But getting data flowing from a to b to trigger c can be a cumbersome and clunky task.

Again step forward AI.

Or how about within the contact centre space allowing your chat-bots to actually prove useful and complete some considerable triage before assessing whether a real human needs to get involved?

Or finally being able to see the true potential of smart-glasses for your engineers by enabling a voice control that actually works and contextual layering of Augmented Reality information when asked for.

Step forward once more AI.

You see it is my belief that AI will become the glue that binds all of our other technologies together. It is the brain that makes the body work.

And perhaps here is the perfect analogy because a brain all by itself is a fairly useless thing - just a big, pink, wrinkly sponge that can’t do anything at all - but give it a body and it can really make things happen.

The same goes for AI - it is not something we should consider as it’s own independent entity. But it is the secret sauce that will make everything else work properly.

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Kris Oldland, Editor-in-Chief, Field Service News talks to Ulrika Lindberg, Vice President, Global Service at Alfa Laval AB following on from her keynote presentation at the Spring Servitization Conference, about why having a customer-centric strategy is key to developing advanced services...

One thing stood out very clearly when Ulrika Lindberg, Vice President, Global Service at Alfa Laval AB posted up her organisations mission statement during her presentation at the Spring Servitization Conference, hosted by Copenhagen Business School and the Advanced Services Group, part of Aston University in the UK, that was that even within this small, yet carefully crafted sentence which captures Alfa Laval's corporate identity, it is clear the value they place on their customers.

On the surface, it certainly seemed indicative of an organisation that already had a clear Outside-In philosophy with regards to how they view their relationship with their customers.

Against a backdrop of a conference where advanced services are the sole talking point, I was keen to see just how important Lindberg and her colleagues at Alfa Laval believe such a mindset is when seeking to establish service as a core strategy within an organisation.

“How important is it? Well it’s in our DNA,” begins Lindberg.

"Whilst we have a wide range of products, we have an even wider range of industries that we serve and we would never be able to do that successfully unless we understood our customers’ needs..."

“Part of the reason why that is, is because whilst we have a wide range of products, we have an even wider range of industries that we serve and we would never be able to do that successfully unless we understood our customers’ needs within their industry.”

“We need to understand how our products can benefit an industry and our customers’ within that industry - and if we don’t have that understanding then we wouldn’t be successful. That is how our whole company has grown, by actually finding where our products could benefit certain industries and how.”

“Some of our products, although customised are not that unique, but one of the things we’ve been able to be successful at is tailoring those to a certain customer or a certain industry.”

It is this industry knowledge, largely fed by a desire to get close to their customers and understand the challenges that they face that has become an intrinsic part of how Alfa Laval approach growth and development - and this is something that ultimately builds upon itself over time.

“The more critical it becomes for us to understand the needs of the sector, the bigger the industry becomes to us and then the further knowledge and insights we develop - which embeds us even further into the industry and into our customer’s processes,” Lindberg explains.

Of course, operating across such a wide array of vertical sectors means that Alfa Laval have to establish a flexible approach to their service offerings as what is good for the goose is not always good for the gander. This is something that becomes particularly prescient when we look at servitization.

One of the big discussions across the conference and beyond is whether there is a need for either a customer pull or a market in decline and in need of disruption for a company to successfully introduce advanced services.

We all see that data is going to be hugely important in the future and we need to build our services around that but I think that we have a lot of work to do to build on that“I’m not sure,” Lindberg responds, giving the question consideration when I put it to her.

“I think certain industries are more advanced and it is easier in those. Equally some geographies are more advanced and it is easier there also. Personally, I would say the geography dimension might influence more whether a company is able to introduce advanced services.”

"I think across the globe, in terms of data and analysing data, there is a big interest but I still think we are just seeing the tip of the iceberg in terms of the complexity this is going to drive in terms of who is going to look at the data and what kind of advice are they going to be delivering?"

"If we look at predictive maintenance who is going to be calling the customer and saying the service is required? If we need to go in and stop the machine what power do we have to do this in a critical environment for the customers where that maintenance might have significant consequences for the customer.”

“I think we all see that data is going to be hugely important in the future and we need to build our services around that but I think that we have a lot of work to do to build on that. The appetite for this is big all around the globe, but the most critical question is 'are we ready?' That is the question I would suggest most companies need to be asking themselves.”

 

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Epson, providers of the Moverio® augmented reality (AR) smart glasses platform, today announced both the availability of the new Moverio BT-350 ANSI Edition smart glasses and the release of the Upskill® Skylight® AR platform on Moverio...

The availability of Upskill’s award-winning software with the new BT-350 ANSI Edition allows the Moverio platform to be used in a variety of commercial environments, with the goal of driving greater worldwide adoption of the technology.

Skylight, Upskill’s AR software platform interface allows hands-on workers to get the job done faster and more accurately by connecting them to the people, information and equipment they need while remaining hands-free to focus on their tasks and their tools.

“Epson was one of the first companies to see the value of smart glasses in the enterprise and their Moverio hardware is an established, trusted name in the market,” said Brian Ballard, CEO and co-founder, Upskill. “By offering the Skylight platform on the Moverio BT-350 ANSI Edition smart glasses, we add increased choice for our customers looking to adopt high quality, industrial-grade AR devices to their operations to drive significant performance improvements across their workforce.”

We’re confident that addressing this workplace safety requirement and collaborating with Upskill, will enable enterprises to accelerate smart glasses adoption across the workforceDesigned to be worn in environments that require safety glasses, the new Moverio BT-350 ANSI model includes indoor and outdoor safety shields that meet ANSI Z87.1 safety certification requirements. Featuring a flexible and durable hinge-based headset, the Moverio BT-350 ANSI smart glasses can be worn comfortably on a wide range of head sizes.

Upskill has received numerous awards for Skylight, including recognition as a World Economic Forum Technology Pioneer, Gartner Cool Vendor, Hannover Messe Hermes Award Finalist, and most recently, Augmented World Expo’s “AR Best in Show,” to name a few. On average, customers using Skylight on smart glasses see a 32 per cent performance improvement in use cases that span manufacturing, logistics and field services. Skylight on the Moverio BT350 ANSI Edition creates a smart-safety glass solution for use anywhere eye protection is required for a safe working environment.

“Since Epson launched its first iteration of the Moverio smart glasses seven years ago, we have been diligently working to enhance the technology to meet the demands of end-users, including the need for an ANSI edition of the Moverio glasses,” said Michael Leyva, product manager, augmented reality solutions, Epson. “We’re confident that addressing this workplace safety requirement and collaborating with Upskill, will enable enterprises to accelerate smart glasses adoption across the workforce.”

Support and Availability The new Moverio BT-350 ANSI smart glasses will be available in July 2018 for $1,199 (USD) through authorized Epson resellers and Epson.com. For additional information on the Moverio BT-350 ANSI Glasses please visit fs-ne.ws/GNQh30l7Eh1

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With mobile computing and field service operations now becoming inextribably linked many field service organisations will benefit greatly from the full 4G coverage and in the not so distant future 5G could possibly make interactions between the field and the back office lightning fast and seamless. It will, therefore, be of interest to US field service organisations that Ericsson announced last week that the company has increased its U.S. footprint by expanding its 4G partnership with Verizon to include new markets.

This extended partnership includes Ericsson Radio System 4G LTE equipment which, in addition to enabling the latest advances in 4G LTE capabilities, will provide a 5G-ready platform that will allow Verizon to rapidly transition sites to 5G when they deploy the service in those markets.

The new markets will be deployed using Ericsson’s latest baseband and dual-band radios, an optimized solution for widescale high-capacity deployment. The solution will be software upgradeable to 5G and will deliver CAT-M and NB-IoT for Massive Internet of Things use cases, as well as industry-leading network capacity.

Verizon and Ericsson have partnered closely to drive the evolution of LTE by using LTE-Advanced features, enhancing capacity and speed on the Verizon 4G LTE network. In 2017, Verizon and Ericsson used these latest technologies to hit several industry milestones, including:

• Achieved 953 Mbps by combining licensed and unlicensed bands with four-carrier aggregation, 4x4 MIMO and 256 QAM in a real-world network environment in Florida
• Exceeded 1 Gbps speeds on the Verizon 4G LTE network using three-carrier aggregation

Verizon and Ericsson reached another milestone in 4G LTE-Advanced technologies that will serve as a stepping stone to 5G by completing their first deployment of FDD (Frequency Division Duplexing) Massive MIMO (Multiple Input – Multiple Output) on Verizon’s wireless network in Irvine, CA.

Ed Chan, Senior Vice President of Technology, Strategy, and Planning, Verizon, says: “We continue to be committed to bringing the best network to Verizon customers. Working with Ericsson allows us to deploy the latest technologies on our 4G LTE-Advanced network will be an important component of our rapid transition to 5G.”

This 4G LTE deployment will improve both spectral and energy efficiency, increasing network capacity for current devices in the market.Yossi Cohen, Head of Customer Unit Verizon, Ericsson North America, says: “We continue to work closely with Verizon to expand the strategic partnership between our companies, enabling Verizon to unleash the latest in 4G technology and simultaneously prepare to launch 5G in these new markets.”

This 4G LTE deployment will improve both spectral and energy efficiency, increasing network capacity for current devices in the market. Further enhancements are expected as the 5G ecosystem evolves. For customers, the result will be faster speeds for using apps and uploading and downloading files.

To prepare for 5G, Ericsson has released its first commercial 5G RAN software, allowing operators to turn on 5G in commercial networks when ready. In addition, the installed base of Ericsson Radio System radios from 2015 onwards can run 5G NR technology with a simple remote software installation.

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A new report commissioned by Aberdeen Standard Investment’s AIPUT fund (Airport Industrial and Property Unit Trust) has highlighted the scale of progress and future potential for the adoption of automated transport and logistics technology at the UK’s airports, including London’s Heathrow, which recently received the formal support of Parliament for its third runway plans.

AIPUT currently holds 2 million sq ft of buildings at Heathrow, dedicated to supporting the airport’s freight and logistics service providers.

The report, produced jointly by specialist UK aviation real estate consultancy, ChappellKing and Dornier Consulting International GmbH, explores the potential efficiency gains from automation across a plethora of airport-related functions such as cargo-handling and logistics operations, as well as passenger transportation both to and within airports.

Commenting on the report, AIPUT Fund Manager, Nick Smith, said:  “Autonomous technology promises enormous benefits to airports and the service companies that support them, transforming the way airports work and improving efficiency and safety, both for passengers and other airport users. At Gatwick, for example, 90% of the airport’s airside vehicles are stationary at any one time, which is both hugely inefficient and demands a vast amount of space.

A much smaller pool of electric-powered autonomous vehicles would drastically cut costs, free up land, reduce emissions, and improve safety. In Düsseldorf, a newly-developed robotic car parking system has demonstrated a 60% reduction in required parking space compared to human drivers.”

“Airports and airport real estate providers need to be ready for the introduction of automated technology as soon as operational and safety regulations permit.  AIPUT intends to stay ahead of the curve by embracing automation, working with our tenants and partners to build autonomous technology into our site masterplans; which we believe will adapt and future-proof our UK estate assets, ensuring that our clients’ buildings and facilities will be able to accommodate and benefit fully from the rapid development of autonomous technology.”

This winter in Norway an autonomous snowplough was tested at Fagernes Airport, with a single machine able to clear an area of 68 acres in a single hour.Trials of a variety of autonomous technological applications have already taken place at a number of UK airports. The first trials of automated air-side vehicles have been completed at Heathrow in collaboration with IAG Cargo and Oxbotica.  Gatwick, meanwhile, recently became the first airport in the world to trial the use of autonomous vehicles to shuttle staff across the airfield, demonstrating that autonomous vehicles can operate safely in highly-complex airfield environments.

This winter in Norway an autonomous snowplough was tested at Fagernes Airport, with a single machine able to clear an area of 68 acres in a single hour. Autonomous technology increases the precision with which snowploughs operate, improving safety during the removal of snow and while driving information and low visibility.

The UK Government has signalled its support for the industry, with the announcement of £22.4 million of funding under the Industrial Strategy for off-road self-driving vehicles, which it believes will revolutionise productivity in a range of sectors, including mining, ports and airports.

As in many other fields of technological development, airports are providing the testbed for a plethora of different autonomous applications.  AIPUT will be ensuring that it is at the forefront of planning for and providing the cutting edge facilities that greater automation will require.

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Gary Brooks, CMO, Syncron talks to Kris Oldland, Editor-in-Chief, Field Service News about how the discussion around uptime has shifted from how to why...

“Time is something that is incredibly perishable, it’s finite, we never seem to have enough of it and we always wish for more of it in dire times.”

This eternal maxim, that translates across all cultures in all corners of the world, was at the heart of an excellent keynote presentation given by Gary Brooks, CMO at Syncron at the Field Service USA Conference in Palm Springs earlier this year.

Time is something that is incredibly perishable, it’s finite, we never seem to have enough of it and we always wish for more of it in dire times“It is interesting to apply that thinking to our business of field service,” Brooks explained when I sat down with him to catch up over a coffee a little later in the day.

“Let's look at it through the lens of time being a cruel mistress and then imagine you're a farmer. Not just any farmer but a very excited farmer because it is the first day of the harvest season. You’re deploying your new half a million dollar combine to go out and harvest at a fantastic new rate - but then it fails.” “It is a Sunday morning and your 200 miles from the dealer and can’t get someone out to fix it - then shift your thinking from that scenario to a question around uptime.”

It is an important shift in thinking and one in which the manufacturer bears more of the burden of failure in return for greater profit and a stickier relationship with the customer.

“At Syncron we’re obsessed with coming up with solutions that help manufacturers improve their uptime levels,” Brooks continues.

“We recently worked with WBR to launch a research project that is looking into uptime. How important is it for the OEM? Do they consider it a strategic advantage? How important is it for the customer of the OEM? 

Do they consider it something that can make their business more competitive? How much are the end users willing to pay for maximised uptime? Are they even willing to pay at all for maximised up time?”

An overwhelming majority of OEMs believe that maximising uptime is a strategic advantage for them“The preliminary research findings have identified that an overwhelming majority of OEMs believe that maximising uptime is a strategic advantage for them. An overwhelming majority of the customers of the OEMs believe it would be a competitive advantage for them. Executives are demanding it from the OEM side. End customers are even willing to pay more for it but the OEM is not ready to maximise uptime.”

It seems clear that the conversation has moved somewhat beyond whether the shift towards uptime was the right path to follow - the question many organisations are now facing is how they make that shift. Although case studies are beginning to surface as Brooks alludes to himself.

“I came to my first field service event three years ago, there was very little mention of the product becoming service, of servitization. Last year there was a tiny bit, but this year we are seeing companies that have now gone out and done it. We’re seeing companies who have now fully evolved to that model.”

Just how important a factor within the move towards servitization is the industry that an organisation operates withinHowever, one consideration I have recently been discussing with the likes of Prof. Baines at Aston University and Ross Townsend of Ishida Europe is just how important a factor within the move towards servitization is the industry that an organisation operates within?

“I think you're absolutely right that it is industry specific,” replies Brooks when I put this to him.

“For example, there are lots of articles on how the automotive industry is transitioning to a new norm where rather than buy a vehicle customers now want to buy access to a vehicle - the end result of which is that the customers no longer become the end-user but a fleet owner whether that be an internal or external operator.”

“And of course a fleet manager will be far more demanding in terms of uptime, than a single end user, so the market disruption really is felt on numerous levels,” Brookes concludes.

Whilst this is a specific example of a vertical being disrupted there could be wider learnings for other industries in how a shift to servitization could impact there own sectors as some business models evolve and other new models that have yet to be considered emerging.

What is holding some sectors back, whilst others drive forwards to embrace advanced services?But what is holding some sectors back, whilst others drive forwards to embrace advanced services?

“Part of the reason for the lack of full adoption could be a mindset, the preliminary response that we are getting from the research suggest that an overwhelming majority of the OEMs view their ability to deliver maximum product uptime or a type of service that guarantees maximum uptime - it was almost 80% that said they would view that as a competitive advantage,” Brookes muses.

“So when things have words like competitive advantage and revenue maximisation tied with it you would think that it would be accelerated implementation - so there is some barrier. The desire exists both on the OEM and the customer side, the opportunity to differentiate your product exists, the technology exists so what are the other variables?”

It is an important question that many companies in many sectors are trying to grapple with and when whoever discovers the answer will hold the keys to the future of field service.

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Rolls Royce’s Andy Harrison has been playing a pivotal role in the Through Life Engineering Services Centre’s work in putting together a blueprint for how organisations can establish advanced services capabilities - a topic he recently discussed at this year’s Spring Servitization Conference. Kris Oldland sat down with him to find out more...

When the topic of servitization comes up it is usually only a matter of time before Rolls Royce and Power by the Hour is mentioned. Indeed, Rolls Royce alongside a select number of other organisations such as Caterpillar and Alstom have essentially become the de-facto poster boys for all things advanced services.

Who better then, to lead a multi-organisation committee created to help distil the complexities of servitization into a meaningful framework than one of one of their key service executives, Andy Harrison, Engineering Associate Fellow - life cycle engineering?

But what exactly is the Through Life Engineering Services Centre, which Harrison heads up?

“For a number of years here in the UK we have had a group of companies get together around through life engineering services. In essence, a sort of working club made up of people working in the services space and in particular services around complex long-life engineered products,” he explains.

“For a number of years, we had struggled to get a framework diagram around what we meant by that this particular space. Then in mid-2016 the EPSRC Centre for Innovative Manufacturing Through Life Engineering Services, which was run out of Cranfield and Durham Universities, issued a strategy paper which called for the creation of a national council - something we have subsequently created.”

So what is the key function of this council?

One of the challenges we have taken on has been to develop a relatively simple explanation of what exactly through life engineering services are“One of the challenges we have taken on has been to develop a relatively simple explanation of what exactly through life engineering services are,” Harrison explains.

“In addition to this, we have also moved onto tackling the question of what a national educational program within this area would look like. If we wanted our engineering graduates to arrive at the doors of organisations already understanding the value of through life support, which we think is 16% + of GDP, then what would that involve?”

It’s an ambitious project, but one that is absolutely critical as we see economies both in the UK and beyond become increasingly more service-centric and Harrison has played an integral role in fulfilling the council’s vision, which is now coming together at pace.

“I’ve led the working group that has put that framework diagram and the education program that goes around it. That is in the process of being embodied into a publicly available specification by the British Standards Institute and it is due for publication sometime very soon,” he comments.

“Essentially what we’ve got is a framework diagram that outlines the topics that make up this thing called Though Life Service, then dividing those topics into further subheadings with information and direction as to what a company would need to know to understand each of those sub-headings.”

In fact, one of the highlights of The Spring Servitization Conference, held this year in Copenhagen, was when Harrison very eloquently and concisely walked the attendees through this framework.

“Basically, the framework diagram is essentially setting the scene when we talk about this space,” Harrison explains.

It’s a way of thinking about the big picture and breaking it out into commonly described terms so that when the industry practitioners review the academic material they have a frame of reference“It’s a way of thinking about the big picture and breaking it out into commonly described terms so that when the industry practitioners review the academic material they have a frame of reference - they can look at it and say ‘OK so this is addressing this part of the equation.’”

This is a huge part of the discussion that needs to come to the fore if the worlds of academia and industry are to fully align around the concept and strategies of servitization - a common language is essential. This is also why the bringing together of a number of different companies from disparate sectors to work on this project alongside Harrison and his team at Rolls Royce is also imperative.

“The fundamentally important part of this is that if you let any one organisation try to write this they would do it in their own language in their own context. It might work for them but it is unlikely to work for a broad range of companies,” Harrison explains.

We have deliberately forced ourselves to argue how to get this down to a small number of items“We have deliberately forced ourselves to argue how to get this down to a small number of items,” he adds.

Within the framework itself, the group has essentially identified three core areas of activity.

“Firstly, there is the business context where the sub-elements are all centred around if and how you understand your customers. Can you identify with them the value opportunities are - and this can be either getting more work out of a machine or spending less money obtaining that work,” Harrison begins.

“Do you have the organisational set up to deliver these benefits and do your customers have the right set up to receive those benefits? Do you have all of the underpinning capabilities that are required such as the consumable elements you need to deliver this level of service - for example, can you model x and predict y? Can you gather the data required? Do those things exist and do you have them within your organisation? We then have to consider what are the service value streams that you have to offer? We divide that up into four streams which are avoid, contain, recover and convert.”

The road to servitization is challenging and the journey for every company of course slightly different reflecting the unique needs, processes and goals an organisation may face“Avoid is can you change the reality of how much damage the product is accumulating and the likely consequences of that? Contain is about an organisation's ability to step in and make the decisions around when and what to do as intervention activities -  so there is no physical activity in this step, it is all around decision making. Recover is your ability to re-inject life back into the asset, through overhaul, repair and inspection. Finally Convert is about your ability to take the experience that you gain in the other three and to generate additional value out of those.”

“The final dimension is the basic life-cycle of the product and the service which talks about the need for planning throughout the life-cycle, the creation process of your products and service, standing up ready for operation, the operational activity of making the products and delivering the support service and eventually the retirement phase of the downturn of the supply chain, the de-commissioning of assets and the eventual retirement of the entire of service offering around them.”

The road to servitization is challenging and the journey for every company of course slightly different reflecting the unique needs, processes and goals an organisation may face.

However, the framework Harrison and his peers have put in place does an excellent job of signposting the way, to help companies navigate the path successfully.

 

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In this episode of The Field Service Podcast, Field Service News Editor-in-Chief talks to Kevin McNally, Sales Director for Asolvi about how technologies such as Cloud, Mobile, Artificial Intelligence and IoT have enabled smaller companies to not only meet the service standards of their larger peers but in some instances exceed those standards...

Did You Know? You can now subscribe to The Field Service Podcast on iTunes! Check it out here and subscribe to get the podcast straight to your phone, desktop or tablet as soon as they are released! 

Want to know more? Field Service News have published a white paper sponsored by Asolvi that explores this topic in further detail. This white paper is available exclusively for fieldservicenews.com subscribers.

If you are not yet a subscriber and are a field service professional you can apply for a complimentary subscription below (after reading our T&Cs here first) and we will send you a copy of the white paper as soon as we receive your application.

Click here to apply for your complimentary industry subscription to fieldservicenews.com and access the white paper now!

Note: Please do take the time to our T&Cs (available in plain English at fieldservicenews.com/subscribe) and note that this content is sponsored by Asolvi)
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Atos, a global leader in digital transformation today announces that it has been identified as a ‘Leader’ by global research and advisory firm NelsonHall in its latest Vendor Evaluation & Assessment Tool (NEAT) for Cognitive IT Infrastructure Management...

Atos supports businesses in their digital transformation by providing the tools, services and consulting to enable them to successfully implement next-generation IT infrastructure and workplace services, such as those which use Artificial Intelligence (AI), cognitive, machine learning, deep learning, virtual agents, advanced analytics and robotics.

Atos’ brand new Codex AI Suite, announced recently, supports businesses and research institutes in the development, deployment and management of AI applications. It offers an easy-to-use, efficient and cost-effective solution to rapidly build and deploy AI applications, better extract value from data and develop new business opportunities.

Atos’ end-to-end Digital Workplace offering includes a range of intelligent solutions to enhance the user experience.Atos’ end-to-end Digital Workplace offering includes a range of intelligent solutions to enhance the user experience. This includes the Atos Virtual Assistant (AVA), which leverages Cognicor’s next-generation AI engine, to offer help and support for users, resulting in reduced downtime, increased user productivity, and cost reduction.

Commenting on this ranking, John Laherty, Senior Research Analyst at NelsonHall, said: “Atos is driving digital transformation across both infrastructure and service desk to improve business outcomes and end-user experience; it is embedding automation into all its standard infrastructure managed services offering for clients.”

Elaborating on Atos’ role as a leader in Cognitive IT Infrastructure Management services, Peter Pluim, Head of Infrastructure & Data Management at Atos, said: “We are delighted to be recognized as a Leader in Cognitive IT Infrastructure Management by NelsonHall. We offer an end-to-end approach to automation and robotics, thereby reducing costs, increasing quality, and creating differentiation with real-time insight for our clients.”

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