Businesses need to think hybrid when going for cloud computing – Gulf News

Businesses are making the shift to a cloud... but is that enough? Hybrid ways are the best way to go about it. Image Credit: Supplied

Building a cloud journey has become a top priority for businesses to help them adopt innovative technologies, revolutionize business models, and subsequently impact the bottom-line.

However, challenges like management, security, and governance of data and workloads distributed on multiple clouds have become significant barriers in defining a robust and cohesive cloud journey. A hybrid cloud can resolve most of these challenges

The hybrid model allows businesses to manage multiple clouds explicitly designated to meet current and incremental requirements, data, and workloads in a secured and governed manner, backed by a flexible architecture.

Such a landscape may include the combination of one or more on-premise infrastructures, internally managed or outsourced private clouds, public clouds from multiple providers, and even infrastructure for legacy and most modern IoT and Edge systemsall running simultaneously to fuel the digitization needs of the enterprise across functions.

In banking, for example, instantaneously processing millions of transactions and delivering a perfect customer experience throughout the journey is pivotal. However, securing the customer's data at every step is essential for banks to maintain trust and integrity.

A hybrid approach helps banks define modern architectures to cater to security, governance, speed, ease of management on-demand with agility in a business-strategy-first model.

In an IBM study conducted by IDC in Middle East, Turkey and Africa, 85 per cent said they are pursuing or looking to pursue a hybrid cloud strategy in their organization. More than 55 per cent suggested the key reason to adopt a hybrid cloud was flexibility and significant cost savings.

Lets explore some of the other tangible benefits.

Simplify movement between clouds

Enterprise workload and capability requirements, cost implications, security or regulatory pressures, an infrastructure lift-and-shift risk exposure, and other factors can influence the need for a sudden full or partial cloud-to-cloud migration. Mission-critical workloads span extensive IT estates that include traditional data centres and clouds in different locations, each with unique government and regulatory requirements.

In parallel, the immense focus on artificial intelligence has mandated businesses to collect, aggregate, and analyze data for building actionable insights to innovate business models at scale. On average, a business today draws data from over 400 sources to build advanced analytics for decision-making.

As the volume of data grows, the maintenance implications and underlying cost grows too, and can often slow down the entire transformation.

Build once, deploy anywhere

Building a hybrid approach can offer greater flexibility to tackle these obstacles by providing an open, faster, and more secure way to move core business applications to any cloud flexibly. With hybrid solutions, organizations easily move and deploy containerized workloads consistently on any infrastructure.

This can also reduce expected downtime from weeks to hours. Beyond migration, such solutions also help with automation capabilities, improve employee productivity, and deliver better end-to-end customer journeys while reducing the burden of governing content and processes.

At Telecom Egypt, we implemented a hybrid cloud solution, infusing AI for more flexibility and scalability of operations. They can now manage and automate their networks, while identifying, isolating and resolving problems before they impact operations. All of which is powered by real-time, historical analytics.

This will also enable new digital services with ease.

Openness and security

Not relying on a single vendor increases the flexibility of choosing the right cloud for your business requirements without fitting needs to vendors specifications. A hybrid approach also lets you meet certain local or industry-specific regulatory requirements by separating workloads or data into locations as needed but running your systems in a centralized fashion.

Our work with appsNmobile Solutions in Ghana has seen the collaboration create a fast, stable infrastructure that builds in security for payment transactions in a challenging environment.

Todays organizations want choice, and they can have it by choosing the appropriate cloud for each of their requirements. They seek open innovation - minus vendor lock-in - and the ability to build once and deploy anywhere.

Choosing a hybrid cloud that provides the agility, security, mobility, integration, and cost efficiencies will play a key role in driving business success in the post-pandemic era.

-Mostafa Zafer isVice-President at IBM Data & AI, Automation and Security, Middle East and Africa.

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Businesses need to think hybrid when going for cloud computing - Gulf News

Cloud Computing For Business Operations Market: The Development Strategies Adopted By Major Key Players And To Understand The Competitive Scenario …

Cloud Computing For Business Operations Marketincludes Overview, classification, industry value, price, cost and gross profit. It also covers types, enterprises and applications. To start with, analytical view to complete information of Cloud Computing For Business Operations market. It offers market view by regions with countries, development in Cloud Computing For Business Operations industry, opportunity with challenges, sales strategies, growth strategies and revenue analysis to include price.

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Cloud Computing For Business Operations Market report helps to analyses competitive developments such as joint ventures, strategic alliances, mergers and acquisitions, new product developments, and research and developments in the Global Cloud Computing For Business Operations Market Sales 2020 Industry Trend and Forecast 2026.

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Market Segment by Type, covers

Cloud Computing For Business Operations Market Segment by Applications, can be divided into

Market Segment by Regions, regional analysis covers North America (United States, Canada and Mexico) Europe (Germany, UK, France, Italy, Russia, Spain and Benelux) Asia Pacific (China, Japan, India, Southeast Asia and Australia) Latin America (Brazil, Argentina and Colombia) Middle East and Africa

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Cloud Computing For Business Operations Market: The Development Strategies Adopted By Major Key Players And To Understand The Competitive Scenario ...

Cognitive Cloud Computing Market 2021 Global Insights and Business Scenario Google, Inc., IPsoft Inc., IBM Corporation, Apple, Inc., Attivio, Inc.,…

Cognitive Cloud Computing Market Research Report2021provides detailedanalysis of Growth Factors ofthe market as well asit gives analysis of the Market size, Latest trends, SWOT Analysis by Regions and Forecasted market research data until 2027. The Cognitive Cloud Computing market report has studied key opportunities in the market and influencing factor which is useful to the business. The report also maps the qualitative and quantitative impact of various market factors like macro-economic indicators, PPP, Epidemiological data, Insurance scenario and patent and IP information, Government Policies and business regulations along with market attractiveness as per segments.

The global Cognitive Cloud Computing market size is expected to gain market growth in the forecast period of 2020 to 2025, with a CAGR of 30.2% (Approx.).

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Companies Covered (Sales, Price, Revenue, Volume, Gross Margin and Market Share)- Google, Inc., IPsoft Inc., IBM Corporation, Apple, Inc., Attivio, Inc., Amazon Web Services, Inc., Clarifai, Inc, Baidu, Inc., CognitiveScale, BMC Software, Inc.

Market Segmentation by Types

Cloud-based Services

On-premises Software

Market Segmentation by Applications

Healthcare

IT&telecom

Government(Defense)

Banking Financial Services

Insurance(BFSI)

Retail

Other

With tables and figureshelping analyze worldwide Global Cognitive Cloud Computing Industry, this research provides key statistics on the state of the industry and is a valuable source of guidance and direction for companies and individuals interested in the Industry.

Geographically, the 118 pages report includes the research on production, consumption, revenue, market share and growth rate, and forecast (2015-2026) of the following regions:United StatesEurope (Germany, UK, France, Italy, Spain, Russia, Poland)ChinaJapanIndiaSoutheast Asia (Malaysia, Singapore, Philippines, Indonesia, Thailand, Vietnam)Central and South America (Brazil, Mexico, Colombia)Middle East and Africa (Saudi Arabia, United Arab Emirates, Turkey, Egypt, South Africa, Nigeria)

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Cognitive Cloud Computing Market 2021 Global Insights and Business Scenario Google, Inc., IPsoft Inc., IBM Corporation, Apple, Inc., Attivio, Inc.,...

HPE Spaceborne Computer-2 linked to Azure cloud for the Space Station – SpaceNews

SAN FRANCISCO Hewlett Packard Enterprise is preparing to send a second-generation Spaceborne Computer to the International Space Station later this month.

The Spaceborne Computer-2 will be linked to Microsofts Azure cloud through NASA and HPE ground stations, meaning the space station will have far more data processing power and better connections with Earth than ever before, HPE and Microsoft announced Feb. 11.

Astronauts and space explorers deserve access to the best cloud computing technologies and advanced processing at the ultimate edge, according to the news release. Sometimes analysis needs to be done immediately at the edge where every passing moment counts, and other times the analysis is so massively complex that it can only be performed with the power of the hyperscale cloud.

The first HPE Spaceborne Computer, a proof of concept, traveled to ISS in 2017 and back to Earth in 2019.

The new computer is designed to give ISS astronauts the type of technologies organizations on Earth rely on to process data. It will eliminate the need to transfer data to and from Earth, which requires a lot of bandwidth and time, according to the news release.

HPE and Microsoft are collaborating to further accelerate space exploration by delivering state-of-the art technologies to tackle a range of data processing needs while in orbit, Mark Fernandez, HPE Spaceborne Computer-2 principal investigator, said in a statement. By bringing together HPEs Spaceborne Computer-2, which is based on the HPE Edgeline Converged Edge system for advanced edge computing and AI capabilities, with Microsoft Azure to connect to the cloud, we are enabling space explorers to seamlessly transmit large data sets to and from Earth and benefit from an edge-to-cloud experience.

On February 20, HPEs Spaceborne Computer-2 is scheduled to travel to the ISS on the 15th Northrop Grumman cargo resupply mission. The ISS National Lab plans to sponsor Spaceborne Computer-2 research over the next two to three years.

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South Andros, Bahamas Travel Guide | What to Do & Where to Stay in Bahamas – MarieClaire.com

Editor's note: As we continue to practice social distancing, we encourage our readers to check the Center for Disease Control website for up-to-date information on how to safely travel during the COVID-19 pandemic. For now, bookmark this Instagram travel guide for inspoyou're going to love it.

With more than 90 miles of pristine beaches, Andros is the largest island in the Bahamas and the fifth-largest island in the Caribbean. Fishermen know Andros as the bonefishing capital of the world, but the island has mainly stayed off the tourist radarmaking it the perfect place for a socially-distant getaway.

Andros is one of the "out islands" of the Bahamas, where cruise ships never come to port and no high-rise hotel has ever been built. The area is actually made up of three main islandsNorth Andros, Mangrove Cay, and South Andros, which are connected by bridgesand covered in mangrove forests, wetlands, palm savannas, wild orchids, and, of course, secluded beaches. East of Andros is one of the worlds largest coral reefs and beyond that, the deep blue Tongue of the Ocean. This deep water basin separates the islands of Andros and New Providence, attracting snorkelers and divers.

As for COVID-19 safety protocols, the Bahamas requires visitors to submit a health visa (all visitors are required to opt into a $40 COVID-19 health insurance) for approval before visiting. Youll need to take a COVID-19 PCR test within five days of travel and upload your negative result, along with scanned travel documents and a health questionnaire found here. If you're staying in the Bahamas for more than five days, youll take a COVID-19 rapid antigen test on the fifth day of your visit as well. Additionally, the Centers for Disease Control and Prevention (CDC) requires proof of a negative COVID-19 test or documentation of having recovered from COVID-19 for all air passengers arriving from a foreign country to the United States, so you'll need to get a test before you leave.

If you're comfortable traveling after reviewing the island's safety protocols, find out where to stay, what to do, and what to eat in South Andros, below.

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The best way to get to South Andros is to fly the Makers Air shuttle from Fort Lauderdale, Florida. The 10-seat plane will take you to Congo Town International, the islands airport, in about an hour. To catch an early morning flight, stay the night before your trip in Fort Lauderdale at the Hyatt Centric Las Olas.

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If youve ever seen HGTVs Renovation Island, you know about luxury resort Caerula Mar Club, owned and designed by Bryan and Sarah Baeumler. The resort is the first to open in South Andros in almost 20 years, breathing new life into the area. The boutique property offers only 18 oceanfront suites and six private villas dotting the expansive resort, so you don't have to worry about crowds. If you're staying more than five days, the resort can administer your day-five COVID-19 rapid antigen test on site.

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If the ocean waves are gentle enough, grab a standup paddleboard from the resort to explore the coastline. With bigger waves, opt for a kayak to paddle out into the crystal blue water.

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If you arent afraid of the mythical Lusca sea monster that guards Andross blue holes, jump into the water and explore the natural caves. A local guide can help you discover the best spots and explain the islands flora and fauna along the way.

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Drifts straddles the beach and pool area at Caerula Mar, making it the perfect spot to order lunch with your toes in the water. Fish tacos are made with the catch of the day and salads are filled with vegetables from nearby gardens. Order a Pia Colada to go with your lunchmade with fresh pineapple and topped with toasted coconut!or heat things up with a spicy Bloody Mary.

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The Andros Barrier Reef is the third-largest in the world and home to stunning sea life. On the island side, the reef drops to about eight feet; on the ocean side, it plunges to a depth of more than 6,000 feet.

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Head over to The Pointe for a typical Bahamian lunch of fried conch and a local Kalik beer. The casual restaurant offers sweeping ocean views and outdoor gazebo seating.

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Wake up early one morning and head to what's considered the most beautiful beach in South Andros: Kemps Bay. For a perfect start to the day, kick up your feet and watch the sunrise with a mimosa in hand.

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For an unforgettable dinner, experience South Andros's sole fine-dining restaurant: Lusca. The restaurant, located at the Caerula Mar, is led by Argentine chef Sebastian Perez and provides a new menu inspired by seasonal ingredients each night.

If you've fallen in love with South Andros, book a trip here.

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BPC details goals of offshore Bahamas well review – Offshore Oil and Gas Magazine

BPC says that the Perseverance #1 well validates the company's structural play concept.

Courtesy BPC

Offshore staff

NASSAU, The Bahamas Thedrillship Stena ICEMAXhas left the location of BPCs Perseverance #1 well offshore The Bahamas, having completed P&A operations.

BPCs remaining tasks in connection with the campaign are to complete final well reports, statutory documentation and other formal records.

Although the well did not prove commercial oil volumes, it did confirm the presence of a working hydrocarbon system, validating the company's structural play concept.

The well also verified the presence of seals, high-porosity reservoir and hydrocarbon charge, all of which point to hydrocarbon potential in various independent, untested play systems and structures seismically identified from 2D and 3D within the licenses, BPC said.

Since announcing the result, the company has received approaches from various parties in the industry and has engaged Gneiss Energy to help attract broader industry interest in a farm-in to the companys four southern offshore exploration licenses.

Post drilling subsurface evaluation has started, including cuttings analysis and geologic age dating, petrophysical analysis, gas chromatography and recalibration of the exploration play concepts.

Results will assist revision of stratigraphic and structural models and assessment of the extent of vertical closures.

2/16/2021

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BPC details goals of offshore Bahamas well review - Offshore Oil and Gas Magazine

New Bahama Village Music Program head Kawana Staffney is always on the go – KeysNews.com

Kawana Staffney, the new executive director for the beloved Bahama Village Music Program, was never one to sit still.

Even as a young girl going to Poinciana Elementary and Key West High schools, Staffney was involved in multiple community organizations including a ministerial group and the cheerleading squad. A fourth-generation Conch, with family roots in Cuba and the Bahamas, Staffney has always been a large presence in the Key West community.

As an adult, shes just as busy. As executive director and administrator of the 21-year-old Bahama Village Music Program (BVMP), she works half-days there and half-days as a teacher at Horace OBryant School. If thats not enough, Staffney tutors kids after-school and on the weekends; is the mother of three sons, two still at home; and serves on the local Martin Luther King Jr. Scholarship Committee that gives annual scholarships to local graduating high school seniors to help with college expenses.

For me, family and faith and just the love of my community is what keeps me going, she said. Ive always been a part of something in this community. When they say it takes a village, this is that village.

Her willingness to jump in and volunteer for organizations she believes in is how she first became acquainted with the neighborhood music program. When her son, Dylon, turned 6, the age where Key West kids of any color and culture can start taking BVMP music lessons after-school and during the summer, she saw how the program helped him gain confidence. She started volunteering there.

It brought him out of his shell, she said about her son. They just became family.

At that point, Katchen Duncan was the BVMP Executive Director, carrying on the traditions established by founder Robin Kaplan, who established the music program to honor Ellen Sanchez. Sanchez had taught piano lessons to generations of Bahama Village kids for decades. Staffneys mother took lessons from Sanchez when she was a girl.

[Kaplans] goal was to make sure all the community kids had access to free music, Staffney said. The program today has the same goal. But weve changed to be more broad-based. While still African-American, were now incorporating the community demographics: Creole, Haitian, Hispanic, some Indian. We want to make sure our programs cover all those genres.

During non-COVID-19 times, the program can handle up to 200 students ages 6 to 17, who can take both individual and group music lessons. While focusing on individual lessons due to the virus, there is still the Joyful Noise Choir that in safer days performs at all sorts of city events; the Junior Junkanoos that emphasizes Bahamian musical culture; the School of Rock, the Ukulele Orchestra and the Steel Pan Band.

We are ready to resume in full gear but were on hold right now, Staffney said about the larger music groups. Were still here. Were still going, just in small numbers one on one.

The goal of the program then and now is to give the kids a creative outlet. For the newest members of the community who have recently moved to Key West, Staffney says some dont have a full mastery of the English language. But when they pick up an instrument, particularly if its one from their home country, no translation is needed.

Its to give them a safe place to be. The last thing you want to see is kids running out on the streets with nothing to do. Were the refuge. And theres not many of those in town, Staffney said.

Once the coronavirus recedes, things are set to fall into place for the music program. The approved expansion of the Douglass Gym complex will give the BVMP more space for classes, band practice and instrument storage. Staffney says the plan is to also create a sound engineering studio that will teach kids the technical side of music recording and writing. And she wants to start a Latin Ensemble band, again honoring the music traditions and cultures of its students.

Just giving them overall pride in where they came from, Staffney observed. Youll be giving them something invaluable and that they can take with them as they move forward. Whether its writing or music, they want an outlet. This is where they can get it.

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$1m complex ‘a sign of investor confidence in Grand Bahama’ – Bahamas Tribune

By DENISE MAYCOCK

Tribune Freeport Reporter

dmaycock@tribunemedia.net

THE new $1m Agora building complex that was officially opened in Freeport over the weekend signals the growing investor-confidence of local Bahamians in the Grand Bahama economy, Minister of Agriculture and Marine Resources Michael Pintard said.

Johniece Smith, a successful entrepreneur of several businesses, was commended by Mr Pintard for her incredible entrepreneurial spirit.

The single-story complex, situated at No 51 East Beach Drive, is expected to be ready for occupancy by the end of the month. Agora (which means marketplace in Greek) will house her 10 businesses at the location, as well as three others.

Ms Smith owns the Meat Market & Chicken Depot, Big Johns Restaurant Supplies, Nickels & Dimes Variety Store, All Service Auto Club, among several others.

The mother of three attributed her drive to succeed to her late father and businessman John Smith (owner of Lucaya Shipping Agency), who was a role model and major source of inspiration in her life.

Mr Pintard said that he is pleased with Ms Smith and all other entrepreneurs who are keeping the economy going.

I want to congratulate Johniece on behalf of the Prime Minister of The Bahamas because she has done an incredible job over the years creating opportunities for GB, he said.

The truth is we are going through an extremely difficult time nationwide and globally. And when entrepreneurs show confidence in their country and their community by investing, it lifts the spirits of persons and creates opportunities.

And no matter how many programmes any government or non-governmental agency put in place to help people, citizens would rather create sunshine for themselves through having job opportunities. And so, it is the work of persons like Johniece Smith, and her incredible teamwho are creating opportunities so that people are able to provide for their families with dignity.

Ms Smith, CEO of Enaje Challis Group of Companies, started construction on the complex in 2017, but work came to a halt in September 2019 during Hurricane Dorian. However, work resumed and went into full force during the COVID-19 pandemic.

She was determined to keep pushing, despite the tough economy and the hardship brought on by the pandemic.

Valued at just over $1m, Ms Smith anticipates the building will become the ultimate marketplace in Grand Bahama. It will give customers a unique one-stop-shop experience So, we will almost be able to satisfy every possible need or desire of the average customer, she said.

Being a successful businesswoman, Ms Smith is a big supporter of women empowerment. I think Im a great motivator for young females, especially young black females. If they simply put their trust in God, put their foot forward, and be prepared to put in the hard work they can achieve all their dreams.

I think I am a clear example of what can happen through diligence and hard work. We are operating a total of eight businesses in Freeport, said the CEO, who also revealed that her company has about five new projects on the table that are anticipated to open by the end of the year.

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$1m complex 'a sign of investor confidence in Grand Bahama' - Bahamas Tribune

Atari: Results of the first half of 2020-2021 Paris Stock Exchange:ATA – GlobeNewswire

Results of the first half of 2020-2021Press Release - Paris, France February 15, 2021 at 9h00 pm

Growth of the game business over the period, but licensing activity impacted by Covid-19

With a very successful launch at the end of 2020, the Atari VCS will have a positive contribution in the second half of the 2020-2021 financial year

The Atari blockchain eco-system is starting on a solid foundation

Atari is anticipating a positive result for 2020-2021

The first half of the financial year 2020-2021 ended on September 30, 2020 and the provisional results have been reviewed by the Board of Directors on February 12, 2021. The audit review of the consolidated financial statements is being finalized.

Highlights of the first half of 2020-2021 (April 1, 2020 to September 30, 2020):

Highlights of the second half of 2020-2021 (October 1, 2020 to March 30, 2021):

Results of the first half 2020-2021

The strategy of the Atari Group aims at the development of the game catalogue with a strong specialization on mobile platforms and simulation / strategy games (Atari Games) and on real-money games (Atari Casino), the development of the Atari VCS (Atari VCS) and of related projects notably in the blockchain space (Atari Partners).

For the first half ended September 30, 2020 (April 1 to September 30, 2020), the Atari Group recorded revenue of 7.8M, compared to 10.7M for the same half of the previous financial year. The growth in the games activity is overshadowed by the decline in the licensing business and by the delay of the launch of the Atari VCS to the second half of the financial year, both activities having been confronted with logistical issues (sourcing and transportation) caused by the COVID 19 crisis.

The Atari VCS is not contributing to the results of the first half since the deliveries of machines started after September 30, 2020. Following the launch in December 2020, the customer feedback to date is overwhelmingly positive.

The activity related to the Atari Token has started during this period and generated 0.3M as revenue and 0.2M as deferred revenue. The positive reception of the Atari Token by the users, the rapid development of use cases (see atarichain.com) and the evolution of the price of the Atari Token on the exchanges attest to the very successful start and to the growth potential of this activity.

The gross margin level stands at 80.6% of turnover during the period compared to 87.7% for the previous period.

The main expense items are in line with the expectations of the Group and reflect the efforts made to invest in its 4 business lines. The R&D expenses still cover investments in the Atari and RollerCoaster Tycoon franchises, with a strong specialization on mobile platforms and simulation / strategy games. Marketing and selling expenses amounted to 1.5 M for the first half of the 2020-2021 financial year, mainly supporting the games activity over the period. General and administrative expenses amounted to 2.0 M and remained stable compared to the previous period.Thus, the Group generated a current operating result of -1.1 M during the first half of 2020-2021, compared to +0.7 M in the first half of 2019-2020.

Other financial income and expenses are mainly related to a fair value adjustment of the Animoca shares, resulting in a net income of the consolidated entities of -1.5M.

Balance Sheet as at September 30, 2020

Non-current financial assets include 11.9 M of trade receivables with a maturity of more than one year, compared to 12.1 M as of March 31, 2020.

Other current liabilities include notably 2.5 M of deferred revenue for the pre-orders of the Atari VCS. This amount will be recognized as revenue in the second half of the 2020-2021 financial year.

Outlook for 2020/2021

The Group is now targeting a positive net income for the financial year 2020-2021 (compared to an increase in profitability over the prior financial year), despite the delays in the licensing activities and of the launch of the VCS caused by the global pandemic. Achieving this objective assumes the delivery before March 31, 2021 of the produced VCS units, as well as the finalization of licensing agreements in the second half of the financial year 2020-2021 currently being negotiated. These elements could however be delayed to the following quarter given the persistent health crisis and the risks inherent in any negotiation process.

The second half will be marked by several important projects, inparticular:

ATARI GAMES

ATARI CASINO

Public testing of Atari Casino on the blockchain

ATARI VCS

ATARI PARTNERS

Disclaimer:The realization of the plans, and their operational budget and financing plan remain inherently uncertain, and the non-realization of these assumptions may impact their value.

About Atari:Atari, comprised of Atari SA and its subsidiaries, is a global interactive entertainment and multiplatform licensing group. The true innovator of the video game, founded in 1972, Atari owns and/or manages a portfolio of more than 200 games and franchises, including globally known brands such as Asteroids, Centipede, Missile Command and Pong. From this important portfolio of intellectual properties, Atari delivers attractive online games for smartphones, tablets, and other connected devices. Atari also develops and distributes interactive entertainment for Microsoft, Sony and Nintendo game consoles. Atari also leverages its brand and franchises with licensing agreements through other media, derivative products and publishing. For more information:www.atari.comandwww.atari-investisseurs.fr/en/.Atari shares are listed inFranceon Euronext Paris (Compartment C, ISIN Code FR0010478248, Ticker ATA), in Sweden on Nasdaq First North Growth Market as Swedish Depositary Receipts (ISIN Code SE0012481232, Ticker ATA SDB) and are eligible for the Nasdaq International program inthe United States(OTC - Ticker PONGF).

Contacts

Atari - Philippe Mularski, CFO Calyptus - Marie CalleuxTel +33 1 83 64 61 57 - pm@atari-sa.com Tel + 33 1 53 65 68 68 atari@calyptus.net

Redeye AB (Certified Adviser) Catharina Prmhall Tel: +46 8 121 576 90 certifiedadviser@redeye.se

This is information that Atari SA. is obliged to make public pursuant to the EU Market Abuse Regulation. The information was submitted for publication, through the agency of the contact persons set out above, on February 15, 2021 at 09:00pm CET.

APPENDIX

Net cash position as of September 30, 2020

(1) Gross financial debt is restated for the Legalist debt, which was recorded as a financial liability under IFRS 9 but will be definitively retained by the Group.

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Atari: Results of the first half of 2020-2021 Paris Stock Exchange:ATA - GlobeNewswire

CME: The Benefits of More Automated FX Trade – finews.asia

FX markets are unique not only in their scale but also in their complexity. There are multiple trading paradigms, and also multiple venues where trades may be executed. The FX ecosystem is highly fragmented and the case for more automation has been clear for some time.

Steve French,Head of Product Strategy, Head of Product for Traiana

And yet, automation hasnt happened yet. Why not, and when will it happen? Steve French, Head of Product for Traiana, writes about the challenges to automation, its benefits, and the key steps that firms should take on their journey towards implementing automation. Inefficiency is an ever-present risk factor in FX trading and post-trade processing. This should be surprising, but it isnt.

FX markets are complex eco-systems in which the complexities arise from three main areas: first, there are the challenges associated with the need to support post-trade processing across the whole of the fragmented eco-system; secondly, there is the established practice of using multiple vendors and/or internal systems to support individual areas of the wider FX market; and finally, there is the related established practice of using multiple vendors and/or internal systems to support discrete aspects of the overall FX trade lifecycle.

Challenges Facing the Back Office

All this adds up to a diverse matrix of processes and procedures that have evolved to handle, bluntly, anything that the FX market can throw at it. To cite just a few examples that illustrate the challenges facing the back office, some clients still book trades manually, and resort to fax and/or email confirmation.

Some clients have no agreed protocol or method for responding to significant events which is problematic for derivatives if not so much for cash markets. In cash, some bilateral trades are still being settled manually. There is widespread automation in FX, of course, but it falls significantly short of being universal.

The maxim if it aint broke, dont fix it applies as well here as it did to stagecoach technology at around the time the first Model T Ford rolled off the production line. Whats to be done?

Putting the Money Up Front

Historically, investment has been focused on front-office activities. Since the financial crisis, regulatory conformance has taken a huge slice of IT budgets, says French. Back-office and supporting post-trade services have only received a small percentage of the IT spend.

But the benefits of automation are increasingly being acknowledged: lower operational risks and avoidance of settlement failures; lower support and operational costs. Automated matching, confirmation and affirmation processes with a greater number of counterparties will also lower costs for intermediaries and execution providers and will provide a more streamlined flow of trades into settlement and clearing services

How, Then, Do We Move Forward?

First point: regulation facilitates automation. French says: Theres an indirect impact of regulation whereby the costs associated with maintaining bi-lateral agreements with counterparties and having to post VM for some FX instruments under UMR are pushing more firms towards clearing, which will force standardized processes to emerge. Were seeing an expansion of the number of FX instruments supported by central counterparties as well as the introduction of listed FX instruments, which some are using as alternatives to pure OTC FX market trading.

Read the full article here.

CME Groups Traiana operates the leading market infrastructure for post-trade processing and risk management across asset classes and provides client service and risk management technology across the financial sector. Global banks, broker/dealers, buy-side firms and trading platforms use our cross-asset class services to automate risk management and pre-trade/post-trade processing of listed and over-the-counter transactions. Traianas network is comprised of the global financial communitys leading voices providing insight, thought leadership and connectivity.

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CME: The Benefits of More Automated FX Trade - finews.asia

RIOT GAMES, FREAKS 4U GAMING and SPORTFIVE partner up to produce and commercialize the 2021 VALORANT CHAMPIONS TOUR – European Gaming Industry News

Reading Time: 2 minutes

Riot Games and Freaks 4U Gaming have agreed to a partnership for the tournament organization and broadcasting of the 2021 VALORANT Champions Tour. SPORTFIVE complements the partnership as a comprehensive marketing partner for the Challengers, Challenger Finals and Last Chance Qualifiers in Europe, CIS countries and Turkey.

Esports publisher Riot Games, Freaks 4U Gaming, one of the leading esports content creators worldwide, and global sports business agency SPORTFIVE have joined forces to establish and commercialize the first edition of the VALORANT Champions Tour in Europe, the Commonwealth of Independent States (CIS), and Turkey.

Last November, Riot Games announced the 2021 VALORANT Champions Tour as a global competitive gaming ecosystem with the goal of making VALORANT the next big cross-generational esports title.For broadcasting and tournament organization in Europe, CIS countries, and Turkey, Riot Games has secured the full expertise of Freaks 4U Gaming, building upon their existing League of Legends collaboration in the German speaking markets. As well as producing the main broadcasts in each territory, Freaks 4U Gaming will also localize the broadcasts in German (via Agents Range) and French (via 1PV).

To ensure the best possible coverage on the marketing side, SPORTFIVE complements the strategic collaboration to acquire potent partners for the 2021 VALORANT Challengers, Challenger Finals and Last Chance Qualifiers in Europe, CIS countries and Turkey together with Freaks 4U Gaming as a co-commercialization partner.

Daniel Ringland, Head of VALORANT Esports for Europe and MENA at Riot Games, said:We couldnt be more excited to launch our partnership with Freaks 4U Gaming and SPORTFIVE to bring the future of VALORANT esports to Europe, Turkey, and the CIS. Both companies bring a wealth of experience, expertise, and enthusiasm to the table and Im confident that together we will build something fans love.

Michael Haenisch, CEO at Freaks 4U Gaming, said:We are thrilled to expand our partnership with Riot Games and to closely collaborate on the creation of the VALORANT esports eco-system by producing and broadcasting the 2021 VALORANT Champions Tour in Europe, CIS and Turkey. Together with Riot Games and SPORTFIVE, we aim to build a sustainable foundation for VALORANT esports by establishing meaningful brand partnerships leading to a great player and viewer experience.

Thomas Ottl, Executive Director Global Esports at SPORTFIVE, added:Being responsible for the marketing mandate for one of the hottest esports titles of the upcoming years is a tremendous pleasure for us. With our expertise and our global sales force, were excited to open up a unique opportunity for brands to become a top-tier partner. Furthermore, to enlarge our portfolio within our partnership with Freaks 4U Gaming and Riot Games makes us excited and is a great next step in our relationship.

Earlier this month the VALORANT Champions Tour kicked off in Europe with the first of three Challenger tournaments in Stage 01, followed by the first of three Challenger tournaments in the CIS and Turkey last weekend. During the Challengers, participating teams play for a total prize pool of EUR 177,500 and the qualification for the first 2021 VALORANT Masters event in March, where additional USD 300,000 prize money will be at stake.

The three Regional Challengers and the Masters will be played entirely online with top matches streamed on the respective Twitch and YouTube streams.

Related

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RIOT GAMES, FREAKS 4U GAMING and SPORTFIVE partner up to produce and commercialize the 2021 VALORANT CHAMPIONS TOUR - European Gaming Industry News

Neom’s futuristic ‘Line’ in the sand is good news for Saudi Arabia’s tech start-ups – Arab News

Digitalization is transforming Saudi Arabia, where a young, tech-savvy population and public-sector economic reforms like Vision 2030 and the governments ICT strategy aim to grow the Kingdoms tech sector by an astounding SR50 billion ($13.33 billion) over the next four years.

But big ambitions require big challenges and the Kingdoms recently announced plan to build The Line a 173km high-speed transport and data corridor through northwest Saudi Arabia is just the kind of bold, visionary project that will sustain the expanding tech sector.

Not only will the infrastructure corridor in the desert give shape, form and purpose to the futuristic smart city Neom on the Red Sea The Line is also sure to act as a lightning rod for investment and inspiration for Saudi Arabias growing entrepreneurial class.

That is the consensus of the Saudi tech start-ups we support closely at Waed, the entrepreneurship arm of Saudi Aramco. Since 2011, Waed has deployed SR375 million to Saudi entrepreneurs through no-collateral loans, venture capital investments and incubation training.

Many of them see the multi-billion-dollar urban road, rail and internet backbone driving the adoption of artificial intelligence (AI), robotics, The Internet of Things, the cloud, blockchain, and a host of other emerging technologies.

The Kingdom is a fertile ground for tech innovation. More than 70 percent of Saudi residents are under 30 years old. An astounding 93 percent are connected to the internet, while the global average is closer to 53 percent.

Wassim Basrawi

That a cutting-edge, three-level superhighway of moving people, freight and data will be built in Saudi Arabia is no coincidence, but more convincing proof of the traction being achieved by the Kingdoms ongoing digital transformation, which has changed daily life over a decade.

The Kingdom is a fertile ground for tech innovation. More than 70 percent of Saudi residents are under 30 years old. An astounding 93 percent are connected to the internet, while the global average is closer to 53 percent. There are about 15 million more mobile phones than people in the Kingdom.

In Saudi Arabia today, you can do almost everything online: Register a business, renew a car registration, even attend court hearings and trials by web or mobile app. Some innovations were developed during the coronavirus disease pandemic, but many preceded it and are likely to outlive the virus.

Consider Hazen.ai, a Makkah start-up supported by the Waed Ventures venture capital fund whose smart, AI-based traffic management and video analysis systems make highways and roads safer. Hazens products beat out international competitors in November to win the prestigious Global Best Use of AI in Traffic Safety Award from the International Road Federation.

Sohaib Ahmad Khan, Hazen.ais chief executive and co-founder, said giga projects like The Line will drive expansion of Saudi Arabias IT sector for years to come. A project of this scale definitely has immense potential in boosting the local technology eco-system, he added.

Time will tell whether The Line translates into new business for Hazen.ai. The corridor is supposed to become the high-tech backbone of a smarter urban grid, one without roads and traffic.

But like many Saudi entrepreneurs these days, Sohaib is undaunted. Optimism is the currency of the moment. Saudi Arabia is a land of opportunity, he said. One thing I can assure you is, we will be investigating what opportunities are there.

Disclaimer: Views expressed by writers in this section are their own and do not necessarily reflect Arab News' point-of-view

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Neom's futuristic 'Line' in the sand is good news for Saudi Arabia's tech start-ups - Arab News

A ‘pop-up’ airport for electric aircraft could transform the way we think about urban travel – CNBC

This image shows how the facility in Coventry, England, could look once up and running.

From bike sharing schemes and hydrogen buses to app-based ride hailing services booked using a smartphone, urban mobility is changing.

With governments around the world attempting to phase out diesel and gasoline vehicles in favor of low and zero emission options, the infrastructure required to keep our towns and cities moving will also need to change.

New plug-in charging networks, for instance, will be a crucial tool to dispel fears about range anxiety and ensure electric vehicle users can charge up as and when needed.

Roads, long the preserve of cars, will need to be adapted and modified to account for any increase in cycling, while people who walk to and from their destination will also need to be catered for, whether that be through wider sidewalks or pedestrianized zones.

Other ideas about the future of urban transport are focused on the skies above our streets.

Toward the end of January, it was announced that a project centered around urban air mobility had been granted 1.2 million ($1.65 million) from U.K. Research and Innovation's Future Flight Challenge, a government backed program.

The idea behind Urban Air Port's concept, dubbed Air One, is to develop a "pop-up" airport and charging hub that would be used by electric vertical take-off and landing aircraft, or eVTOL. This refers to vehicles such as delivery drones and air taxis.

According to Urban Air Port, the development will be launched in the English city of Coventry this year. The firm wants to roll out 200 similar sites around the world in the next five years.

Other organizations involved in the initiative planned for Coventry include the city's council and Hyundai Motor Group. Alongside its involvement in the Coventry project, Hyundai is also developing its own eVTOL and is looking to commercialize the tech by 2028.

Elsewhere, smaller companies such as Lilium are working on similar offerings. The German-based firm said last month that it had signed an agreement with infrastructure giant Ferrovial to develop at least ten "vertiports" in the U.S.

In a statement at the time, Lilium stressed the importance of these hubs, noting they provided "infrastructure for landing, recharging, and taking off with passengers."

To some, the idea of electric, airborne delivery drones and air taxis becoming crucial cogs in future transportation systems may seem outlandish. Just how big a role could they play?

"In the long term, they will eventually form an important part of the overall mobility eco-system, as they have the potential to address the congestion pains created by our currently 2-dimensional transportation network," Andrew Hart, a director at SBD Automotive, told CNBC via email.

Hart said such vehicles would remain "relatively niche" in the next 10 to 20 years, catering to specific segments like luxury or specific uses cases such as agriculture and logistics.

The big challenges early movers would face, he explained, related to infrastructure and what he described as a "nascent legal structure" that was likely to delay homologation, a term which refers to formal approval.

On the subject of the infrastructure required to make vehicles such as air taxis viable in towns and cities, Hart said they would need "well-planned mobility hubs" that allowed for "efficient arrivals and departures" to prevent congestion on the ground.

"Various proposals have been put forward for different types of inner-city and rural sites, including re-purposing the top floor of multi-story car parks and using small airfields located on the outskirts of cities," he added, noting that issues surrounding charging infrastructure would also pose a "major headache" in the short-term.

The proof of concept project in Coventry, Hart said, would "be an interesting activity to help highlight and begin addressing many of the practical challenges of rolling out air taxis."

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A 'pop-up' airport for electric aircraft could transform the way we think about urban travel - CNBC

Why Investors Should Heed The African Tech Startups Devouring Consumer Finance – Forbes

Guest article by Damien Pieretti

African technology founders will likely contribute immensely to the continents economic boom.

From Cairo to Lagos, financial exclusion persists as a socio-economic hardship and a symptom of structural inefficiencies in African economies. Now more than ever, it also reflects opportunities for technology and telecommunications firms to catalyze innovations that expand market access to previously unserviceable customer segments while generating attractive returns for investors.

Recent American and Chinese venture capital transactions in payment solutions exemplify the magnitude of this dual socio-financial opportunity in both developed and emerging economies. In African countries like Egypt and Nigeria two of the continents largest and most mature economies where financial exclusion rates remain orders of magnitude greater than in the US hundreds of funded startups have already begun unlocking the long-term value in almost every sector, especially financial services.

By 2025, Google and the IFC project that Africas internet economy will add USD180 billion to - and account for 5.2% of - the continents annual GDP; by 2050, those figures will increase to USD712 billion and 8.5%, respectively. The Google/IFC report also noted a 2019 peak of ~USD2 billion in VC funding in Africa. However, tech founders here still lack sufficient access to capital, even in financial technology (FinTech), says Dr. Ayman Ismail, a Cairo-based angel investor and university professor.

Why Investors Should Pay More Attention

Recent anecdotal commentary by prominent VCs suggests valuations in the region are likely underpriced. Foreign capital allocators would be wise to examine the inherent opportunity landscape reflected in the digital transformations underway in African economies, starting with Egypt and Nigeria, two of Africas emerging technology hubs.

Even markets as geographically and culturally disparate as those of North and sub-Saharan Africa exhibit important converging success factors, including:

Beyond the medium-term improvements in exit prospects, longer-term liquidity for todays early-stage technology assets could also improve thanks to recent shifts towards Environmental, Social and Governance (ESG) principles. Indeed, around USD 40.5 trillion in assets under management now get screened against ESG criteria.

FinTech, particularly payment solutions, has helped by laying down crucial digital infrastructure ... [+] over which further technological solutions can be extended.

Monetizing the Digitization of Egypts Informal Economy

In the span of just a decade, Egypts startup eco-system has evolved from a handful of incubators and pre-seed startups to encompass an expanding universe of government- and corporate-sponsored institutions, independent accelerators, a regulatory sandbox, and local venture capitalists and angel syndicates, all supporting the growth of hundreds of new technology companies each year.

FinTech, particularly payment solutions, has helped by laying down crucial digital infrastructure over which further technological solutions can be extended. Here, the Egyptian government has provided direct support, determined to unlock growth hindered by an inefficient cash-based informal economy amounting to roughly a third of GDP, while two thirds of the population still remains unbankable.

Fawry, a FinTech firm founded in 2008, now operates a nationwide B2B and B2C digital payments platform processing millions in daily transactional throughput while serving 29 million merchants and digital wallet holders. The firm went public in 2019 and currently has a market capitalization exceeding USD2 billion, with two state-owned banks among its largest shareholders. This makes Fawry the fourth largest publicly traded security in Egypt and more valuable than all but two of the countrys 13 listed banks. The Egyptian central bank will have assisted by subsidizing the deployment of 300k point of sale machines across the country.

Egyptian technology companies have clear competitive advantages enabling them to offer liquidity solutions to a growing population of consumers with various working capital challenges, points out Mazen Nadim, co-founder of Foundation Ventures (FV). Capiter, an FV portfolio company, is building out a receivables finance platform to serve thousands of small businesses in Cairo. Like Ismail, Nadim perceives opportunities for technology firms to reduce inefficiencies in almost every sector.

In financial services, this encompasses payment solutions, neo-banking products, as well as nano-lending and wealth management services, to name but a few verticals with recent seed- and venture-round transactions. Furthermore, Egyptian FinTech startups not only reduce financial exclusion, but also create opportunities for local financial institutions to pursue strategic partnerships that improve user experience and lower customer acquisition costs.

Thndr, Egypts youngest licensed securities brokerage, offers a potential example.

Retail asset management services might not seem like a material opportunity today considering the relatively small and illiquid market for publicly traded equities in Egypt. However, the prospect of new primary offerings has already caught the attention of foreign asset managers, while the democratization of capital markets services today likely augurs the emergence of whole new customer segments over the next decade. Egyptian regulators are also supportive of such initiatives which expand financial literacy and well-being, says Amal Enan, Managing Director at Dubai-based Global Ventures (GV).

In a world where technology allows any company to integrate financial services into its value proposition, Enan continues, Egypt is set to close the financial inclusion gap as we see more software and IT companies blending financial solutions into sectors as disparate as healthcare and agriculture.

Foreign investors have a historic opportunity to meet founders in the field and make a fortune.

A Nigerian E-Commerce Unicorn is Just the Beginning

In Nigeria, Egyptian technology firms can find more than a few formidable counterparts thanks to a similar convergence of local talent, government-sponsored initiatives, private infrastructure, venture capitalists and angel investors. Whereas Egypts first technology unicorn originated in payment solutions, Nigerias flagship startup emerged in e-commerce with Jumia, whose NYSE-traded ADRs are now valued at almost USD5 billion.

Nigerian banks, through partnerships in the local"agency banking"network, a key pillar of the central bank's financial inclusion initiative, have arguably kept better pace with digital product offerings than their counterparts in other countries in the region.

Still, a familiar narrative pervades whereby a massive economically marginalized population with high mobile penetration rates creates opportunities for software and telecom companies to lead the digitization of crucial economic sectors like consumer finance, e-commerce and healthcare. Solutions often blend in financial services, as seen with Helium Health (GV portfolio company), a B2C and B2B healthcare technology firm which offers ancillary products like lending and claims processing.

In Africa, says Fernando Cabral, Chief Venture Growth at Djassi Africa, mobile penetration has jumped from around 1% in 2000 to over half the population today, creating inherent competitive advantages for telecoms to distribute mass market financial services. Safaricom, Kenyas chief telecom operator, offers another salient example through its subsidiary M-Pesa which brought mobile money accounts to 96% of the population lifting millions out of poverty in the process.

Macro-economic realities coupled with the catalyzing effects of the global pandemic likely explain at least a portion of staggering financial ratios for Fawry (~250x P/E) and Jumia (~54x P/B), where investors clearly expect their respective serviceable markets to grow substantially.

Beyond IPOs, global technology corporations considering geographic expansion into Africa offer another possible exit ramp for investors in Nigeria and other regional startups hubs.

In Nigeria, Egypts Paymob now has a comparable exit multiple with Stripes USD200 million acquisition of Lagos-based Paystack last October. Both Paystack and Paymob provide merchants with API-enabled payment solutions, and Paymob already competes in markets outside Egypt, notably in Kenya, Pakistan and Palestine. Swvl, an Egyptian VC-backed logistics startup, is a major customer of Paymob and operates in many of the same foreign markets. When asked for his reaction to Stripes corporate buyout of Paystack, Ayman Ismail, Paymobs Board Chairman, described it as a welcome signal.

Challenges, Diversified Entry Ways and Expanding Exit Ramps

Treating the ~USD3 trillion African economy as a monolith would of course ignore its economic and cultural diversity. Nor should digitally native entrepreneurs underestimate technical and regulatory challenges in achieving scale, points out Pam Attebery, HSBCs Head of Innovation in MENA. These challenges include residual gaps in local and regional telecommunications infrastructure.

However, with the African Continental Free Trade Area in effect as of January, African tech startups can expect to compete for a share of larger regional markets. With that, it doesnt take much imagination to see burgeoning startup ecosystems in Egypt, Nigeria or any of the other nine African countries with large pools of professional developer talent, creating a steady pipeline of liquidity events through IPOs and accretive regional corporate buyouts over the next decade.

At the same time, financial innovation on the ground may also diversify opportunities for individual and institutional investors to allocate capital locally through, for example, the democratization of angel finance and emergence of venture debt funds.

It no longer seems to be a question of whether capital allocators should examine Africas technological opportunity landscape, but how they should approach this historic opportunity.

Damien Pieretti

Damien Pieretti is currently a Vice President at HSBC where he manages global affiliate risk and advises the firm on cross-border matters. The views expressed in thisarticleare entirely his own and do not reflect any official stance held by HSBC as a firm on the above topics.

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Why Investors Should Heed The African Tech Startups Devouring Consumer Finance - Forbes

Biomass Utilization System Market Analysis 2021 to 2027 with Strategic Trends Growth, Revenue|KOBELCO ECO-SOLUTIONS, China Southern Power Grid,…

Los Angeles, United State, February 2021, QY Research offers an overarching research and analysis-based study on the global Biomass Utilization System market, covering growth prospects, market development potential, profitability, supply and demand, and other important subjects. The report presented here comes out as a highly reliable source of information and data on the global Biomass Utilization System market. The researchers and analysts who have prepared the report used an advanced research methodology and authentic primary and secondary sources of market information and data. Readers are provided with clear understanding on the current and future situations of the global Biomass Utilization System market based on revenue, volume, production, trends, technology, innovation, and other critical factors.

Major Key Manufacturers of Biomass Utilization System Market are: KOBELCO ECO-SOLUTIONS, China Southern Power Grid, Ingelia, Toyo Engineering Corporation, A A Energy, EnBW, ReEnergy Holdings, Everbright Environment Group, General Electric, BBJ Group

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The report offers an in-depth assessment of key market dynamics, the competitive landscape, segments, and regions in order to help readers to become better familiar with the global Biomass Utilization System market. It particularly sheds light on market fluctuations, pricing structure, uncertainties, potential risks, and growth prospects to help players to plan effective strategies for gaining successful in the global Biomass Utilization System market. Importantly, it allows players to gain deep insights into the business development and market growth of leading companies operating in the global Biomass Utilization System market. Players will also be able to know about future market challenges, distribution scenarios, product pricing changes, and other related factors beforehand.

Global Biomass Utilization System Market by Type Segments:

Direct Combustion, Anaerobic Digestion, Fermentation, Oil Exaction, Pyrolysis, Gasification

Global Biomass Utilization System Market by Application Segments:

Heating, Electricity Generation, Transport Fuels, Biofertilizers, Bioplastics, Others

Table of Contents

1 Market Overview of Biomass Utilization System1.1 Biomass Utilization System Market Overview1.1.1 Biomass Utilization System Product Scope1.1.2 Biomass Utilization System Market Status and Outlook1.2 Global Biomass Utilization System Market Size Overview by Region 2016 VS 2021VS 20271.3 Global Biomass Utilization System Market Size by Region (2016-2027)1.4 Global Biomass Utilization System Historic Market Size by Region (2016-2021)1.5 Global Biomass Utilization System Market Size Forecast by Region (2022-2027)1.6 Key Regions, Biomass Utilization System Market Size (2016-2027)1.6.1 North America Biomass Utilization System Market Size (2016-2027)1.6.2 Europe Biomass Utilization System Market Size (2016-2027)1.6.3 Asia-Pacific Biomass Utilization System Market Size (2016-2027)1.6.4 Latin America Biomass Utilization System Market Size (2016-2027)1.6.5 Middle East & Africa Biomass Utilization System Market Size (2016-2027)2 Biomass Utilization System Market Overview by Type2.1 Global Biomass Utilization System Market Size by Type: 2016 VS 2021 VS 20272.2 Global Biomass Utilization System Historic Market Size by Type (2016-2021)2.3 Global Biomass Utilization System Forecasted Market Size by Type (2022-2027)2.4 Direct Combustion2.5 Anaerobic Digestion2.6 Fermentation2.7 Oil Exaction2.8 Pyrolysis2.9 Gasification3 Biomass Utilization System Market Overview by Application3.1 Global Biomass Utilization System Market Size by Application: 2016 VS 2021 VS 20273.2 Global Biomass Utilization System Historic Market Size by Application (2016-2021)3.3 Global Biomass Utilization System Forecasted Market Size by Application (2022-2027)3.4 Heating3.5 Electricity Generation3.6 Transport Fuels3.7 Biofertilizers3.8 Bioplastics3.9 Others4 Biomass Utilization System Competition Analysis by Players4.1 Global Biomass Utilization System Market Size by Players (2016-2021)4.2 Global Top Players by Company Type (Tier 1, Tier 2 and Tier 3) & (based on the Revenue in Biomass Utilization System as of 2020)4.3 Date of Key Players Enter into Biomass Utilization System Market4.4 Global Top Players Biomass Utilization System Headquarters and Area Served4.5 Key Players Biomass Utilization System Product Solution and Service4.6 Competitive Status4.6.1 Biomass Utilization System Market Concentration Rate4.6.2 Mergers & Acquisitions, Expansion Plans5 Company (Top Players) Profiles and Key Data5.1 KOBELCO ECO-SOLUTIONS5.1.1 KOBELCO ECO-SOLUTIONS Profile5.1.2 KOBELCO ECO-SOLUTIONS Main Business5.1.3 KOBELCO ECO-SOLUTIONS Biomass Utilization System Products, Services and Solutions5.1.4 KOBELCO ECO-SOLUTIONS Biomass Utilization System Revenue (US$ Million) & (2016-2021)5.1.5 KOBELCO ECO-SOLUTIONS Recent Developments5.2 China Southern Power Grid5.2.1 China Southern Power Grid Profile5.2.2 China Southern Power Grid Main Business5.2.3 China Southern Power Grid Biomass Utilization System Products, Services and Solutions5.2.4 China Southern Power Grid Biomass Utilization System Revenue (US$ Million) & (2016-2021)5.2.5 China Southern Power Grid Recent Developments5.3 Ingelia5.5.1 Ingelia Profile5.3.2 Ingelia Main Business5.3.3 Ingelia Biomass Utilization System Products, Services and Solutions5.3.4 Ingelia Biomass Utilization System Revenue (US$ Million) & (2016-2021)5.3.5 Toyo Engineering Corporation Recent Developments5.4 Toyo Engineering Corporation5.4.1 Toyo Engineering Corporation Profile5.4.2 Toyo Engineering Corporation Main Business5.4.3 Toyo Engineering Corporation Biomass Utilization System Products, Services and Solutions5.4.4 Toyo Engineering Corporation Biomass Utilization System Revenue (US$ Million) & (2016-2021)5.4.5 Toyo Engineering Corporation Recent Developments5.5 A A Energy5.5.1 A A Energy Profile5.5.2 A A Energy Main Business5.5.3 A A Energy Biomass Utilization System Products, Services and Solutions5.5.4 A A Energy Biomass Utilization System Revenue (US$ Million) & (2016-2021)5.5.5 A A Energy Recent Developments5.6 EnBW5.6.1 EnBW Profile5.6.2 EnBW Main Business5.6.3 EnBW Biomass Utilization System Products, Services and Solutions5.6.4 EnBW Biomass Utilization System Revenue (US$ Million) & (2016-2021)5.6.5 EnBW Recent Developments5.7 ReEnergy Holdings5.7.1 ReEnergy Holdings Profile5.7.2 ReEnergy Holdings Main Business5.7.3 ReEnergy Holdings Biomass Utilization System Products, Services and Solutions5.7.4 ReEnergy Holdings Biomass Utilization System Revenue (US$ Million) & (2016-2021)5.7.5 ReEnergy Holdings Recent Developments5.8 Everbright Environment Group5.8.1 Everbright Environment Group Profile5.8.2 Everbright Environment Group Main Business5.8.3 Everbright Environment Group Biomass Utilization System Products, Services and Solutions5.8.4 Everbright Environment Group Biomass Utilization System Revenue (US$ Million) & (2016-2021)5.8.5 Everbright Environment Group Recent Developments5.9 General Electric5.9.1 General Electric Profile5.9.2 General Electric Main Business5.9.3 General Electric Biomass Utilization System Products, Services and Solutions5.9.4 General Electric Biomass Utilization System Revenue (US$ Million) & (2016-2021)5.9.5 General Electric Recent Developments5.10 BBJ Group5.10.1 BBJ Group Profile5.10.2 BBJ Group Main Business5.10.3 BBJ Group Biomass Utilization System Products, Services and Solutions5.10.4 BBJ Group Biomass Utilization System Revenue (US$ Million) & (2016-2021)5.10.5 BBJ Group Recent Developments6 North America6.1 North America Biomass Utilization System Market Size by Country (2016-2027)6.2 United States6.3 Canada7 Europe7.1 Europe Biomass Utilization System Market Size by Country (2016-2027)7.2 Germany7.3 France7.4 U.K.7.5 Italy7.6 Russia7.7 Nordic7.8 Rest of Europe8 Asia-Pacific8.1 Asia-Pacific Biomass Utilization System Market Size by Region (2016-2027)8.2 China8.3 Japan8.4 South Korea8.5 Southeast Asia8.6 India8.7 Australia8.8 Rest of Asia-Pacific9 Latin America9.1 Latin America Biomass Utilization System Market Size by Country (2016-2027)9.2 Mexico9.3 Brazil9.4 Rest of Latin America10 Middle East & Africa10.1 Middle East & Africa Biomass Utilization System Market Size by Country (2016-2027)10.2 Turkey10.3 Saudi Arabia10.4 UAE10.5 Rest of Middle East & Africa11 Biomass Utilization System Market Dynamics11.1 Biomass Utilization System Industry Trends11.2 Biomass Utilization System Market Drivers11.3 Biomass Utilization System Market Challenges11.4 Biomass Utilization System Market Restraints12 Research Finding /Conclusion13 Methodology and Data Source13.1 Methodology/Research Approach13.1.1 Research Programs/Design13.1.2 Market Size Estimation13.1.3 Market Breakdown and Data Triangulation13.2 Data Source13.2.1 Secondary Sources13.2.2 Primary Sources13.3 Disclaimer13.4 Author List

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Biomass Utilization System Market Analysis 2021 to 2027 with Strategic Trends Growth, Revenue|KOBELCO ECO-SOLUTIONS, China Southern Power Grid,...

New #femaleboss project makes a stand for Scottish women in business – HeraldScotland

YOUNG Enterprise Scotland (YES) and Royal Bank of Scotland have joined forces to launch the #FemaleBoss programme for Scotlands college students, to encourage and inspire more women to set up their own businesses.

In Scotland, female-led businesses currently contribute 8.8billion to the economy. But it isnt just financial success that they contribute to. They form a significant part of our towns and cities by creating employment opportunities, diversifying sector activity, attracting investment and acting as role models and mentors to young people.

More importantly still, it is estimated that by helping female-led firms achieve future success could add a further 13bn to the local economy.Addressing the first session of the #FemaleBoss programme via video link, Cabinet Secretary for Finance Kate Forbes emphasised the value of female entrepreneurship to society.

She said: It is estimated that closing the entrepreneurial gender gap could grow the Scottish economy by as much as 5%, creating around 35,000 jobs.

It is time we realised that economic potential, not just for Scotlands economic future but also so that women can reap the benefits and share the enthusiasm and excitement of taking control of their own economic future of being the boss.

Taking that task on, the #FemaleBoss programme reaches out to 18-30 year-olds through all further education colleges across Scotland. It is delivered through five online sessions variously hosted by female entrepreneurs, an occupational psychologist and business experts giving practical instruction. One session deals exclusively with the digital economy and the importance of a digital mindset for running a 21st century business.

In total, #FemaleBoss offers support, including small grants, to kick start a business idea, along with coaching, mentoring, and collaboration to help young females succeed. Delivered as part of the YES Bridge 2 Business platform in colleges it hopes to spark female entrepreneurship among students impacted by a shrinking jobs market caused by COVID.

Young Enterprise Scotland has a pedigree of 28 years in enterprise education and for the last seven has been the key enterprise education facilitator within Scotlands FE Colleges via the Bridge 2 Business Programme, explains YES CEO, Geoff Leask.

In partnership with the colleges, we have particularly built a strong track record of engagement with students from disadvantaged groups, most of whom will have had little or no experience of Enterprise Education.

Self-employment, entrepreneurship, starting a business or freelancing will not have been considered a viable career option in their education experiences to date. This initiative will help to address this issue.

Paula Ritchie, Regional Enterprise Director for Royal Bank of Scotland (pictured centre below): Supporting entrepreneurship of any kind is crucial for our country but it is especially true when it comes to female entrepreneurship and the unique challenges they face.

"Women have no less potential than men when starting and scaling a business but have to tackle obstacles that others dont.

Royal Bank recently unveiled The Rose Review, a study led by CEO Alison Rose into the challenges faced by women in business. It found that only one in three start-up enterprises are female led. On average females start their business with 50% less capital and receive less than 1% venture capital. But, as well as access to funding, they can also be held back by caring responsibilities and access to mentoring and networking.

Paula continues: A key factor is ensuring we create the support to help female-led firms overcome these challenges and allow them to unlock their full potential.

The impact of 2020 is making many females re-evaluate what they want from life, regardless of age or events. Many, through choice or not, are exploring self-employment or taking their idea to the next stage and hopefully, through our work with partners such as YES, more young people will explore this avenue and realise there is support and groups who want them to succeed.

Many great leaders of all genders and backgrounds share similar mindsets but from my own experience I often find that female business leaders display a sense of purpose combined with compassion, great communication skills and open mindedness. They also display a sense of trust in themselves and show trust and care in their teams. We are dedicated to inspiring women of all ages to consider entrepreneurship and equipping them with the practical tools and support as early as possible in their journey. And it is my passion to help women, or indeed anyone, realise their dream and be the boss.

As well as working with Royal Bank, YES Bridge 2 Business collaborates with ERASMUS, the Scottish Enterprise Unlocking Ambition Programme, Accenture Digital Skills and College Development Network Awards.www.yes.org

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Graduate had a gut feeling healthy snack venture would thrive

NETWORKING and tapping into Scotlands extensive entrepreneurial eco-system have been critical factors on Lauren Leisks journey from pizza waitress to female boss.

Aged just 26, Lauren heads up Fodilicious, an innovative free-from food business that targets a market of 13 million people in the UK who suffer from Irritable Bowel Syndrome (IBS).

Having recently launched its first low FODMAP product, Cookie Buttons, the company is growing fast.

Fodilicious says its product is the UKs first low FODMAP certified, gut-friendly, bite-sized snack for irritable bowel syndrome, which is also vegan and plant-based, gluten free certified by Coeliac UK, 100% natural and a healthier snack choice that is less than 100 calories.

Since it was set up, Fodilicious has won awards in competitions including Scottish EDGE, the Scottish start-up competition.

Lauren had not seen herself as a business-owner until the idea for Fodilicious grew as she progressed through university.

I started to pitch the idea to friends and family and the more I did my research, the more the idea became a realistic career, she said.

In the food business there is a lot of trial and error, but its been fun.

Ive learned to put myself out there, network, get my pitch right because you never know who youll meet and be ready to adapt.

With the likes of Young Enterprise Scotland, the Royal Bank of Scotland Accelerator programme, Queen Margaret University, my strong personal network and the many competitive funding schemes, Ive been able to access lots of support and that has really set me up to make a success of my business.

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New #femaleboss project makes a stand for Scottish women in business - HeraldScotland

The New Zealand Merino Company Launches Apparel Industry’s First 100% Regenerative Wool Platform in Partnership With Global Brands Allbirds,…

Published 02-12-21

Submitted by VF Corporation

CHRISTCHURCH, NEW ZEALAND,February 12, 2021 /CSRwire/-The New Zealand Merino Company (NZM) and global Merino wool apparel and footwear brandsAllbirds,icebreaker, andSmartwool announced they are working collectively with 167 sheep growers to create the worlds first regenerative wool platform that represents 2.4 million acres (more than one million hectares) in New Zealand. They are doing their part to tackle the impact of the global fashion industry, which is responsible for 10% of annual greenhouse gas emissions worldwide.

We are on a journey of continuous improvement that recognises and celebrates progress over perfection. Through our industry-leading carbon footprint work with our leading brand partners, andwith support from the Ministry forPrimary Industries, we know on-farm emissions represent approximately 60% of the emissions associated with woollen products and are our biggest opportunity to lower our impacts, says John Brakenridge, NZM CEO. ZQRXis an important and necessary evolution of our ethical wool program, ZQ. Through the adoption of regenerative practices that both store more carbon and emit less, we could reduce our on-farm emissions down to zero.

Building on the success of NZMs ethical wool platform, ZQ, ZQRXis the next evolution of doing what is right for both people and the planet. Climate change and greenhouse gas emissions are addressed within the ZQRXframework, with regenerative farming practices representing a considerable opportunity to sequester (store) carbon, and slow climate change. The ZQRXindex includes the foundational tenants of ZQ such as animal welfare and social responsibility, as well as an increased focus on environmental issues that directly reduce carbon emission and improve biodiversity, like waste, water quality and soil health.

The ZQRXindex is currently being applied to 167 farms in New Zealand, representing over two million acres of land and resulting in carbon being retained and stored in soil, and in vegetation, with many additional animal welfare and social responsibility benefits also being seen.

The ZQRXindex addresses the health of the eco-system and farming communities, rewarding the value of growers who are committed to regenerative agricultural practises, says Brakenridge. ZQRXis the start of a global movement toward brands, businesses and growers working together to address critical global issues such as climate change and biodiversity loss. We dream of a day when all wool is farmed with regenerative practices.

To generate a movement of this scale, the Merino wool industrys most iconic brandsAllbirds,icebreaker, andSmartwoolhave set aside their competitive nature and are working collectively to support the ZQRXplatform and address the immediate challenges of climate change.

As we've seen through 2020, swift sea-change can only be achieved through collective action; together, competitors have enough influence to right the ship when it comes to the universal threat of climate change. With ZQRX, we are backing a movement towards a truly regenerative future, one that prioritizes the planet and supports our unwavering pursuit to make better things in a better way," says Allbirds Co-Founder Tim Brown.

Known for their trailblazing approach to sustainability,icebreakerandSmartwoolhelped found the original ZQ platform 13 years ago, whileAllbirds, who also source ZQ ethical wool, will be the first fashion brand to label every item produced with its carbon footprint.

We believe in continual improvement and when you know better, you do better. Thats why weve been driving innovative sustainable Merino wool solutions at every level of our business for over 25 years, says Jen McLaren, Smartwool Brand President. ZQRXis the next better way and an important advancement in moving our industry forward. By working together we can affect change at scale.

Combined the three brands represent approximately 2 million kgs of wool. Together, these industry leaders have committed to sourcing their New Zealand Merino through the ZQRXplatform; helping assure a successful launch of the game-changing regenerative program.

Weve always believed nature has the answers and our decisions need to have respect for the greater ecosystem. We are constantly impressed by the way farmers care for their land, care for their animals and care for their people. They are all interlinked. Our growers have already made strides, over generations, to farm regeneratively. ZQRXboth honours these steps and provides us a platform to measure, track improvements and push beyond, says Greg Smith, icebreaker Brand President. While there is no one solution to the climate challenges we face, the ZQRXplatform empowers farmers to work with nature to improve continuously. It is one step we, collectively, as the worlds leading Merino wool brands, can take to change the world and leave the planet better off than we found it.

-end-

Media Enquiries

New ZealandKatharine Broughton | katharine.broughton@beat.net.nz | +64 275 495 277

GlobalAllbirds Allison Sparkuhl |allison@allbirds.comVF Corporation Molly Cuffe |molly_cuffe@vfc.com

About The New Zealand Merino Company

NZM is an integrated sales, marketing, and innovation company focused on redesigning the wool industry and complementary areas of New Zealands primary industries. NZM works with the very best growers and the very best value chain players as a platform for market shaping reform through an innovative business model that focuses on branding, marketing and deep consumer insights. These, combined with research/development and product innovation work, are the differentiators that ensure supply chain alignment and value-capture back to our ZQ growers.

About Allbirds

At Allbirds, we believe in making better things in a better way. Since inception, we have balanced purpose and profit, with a focus on combating the proliferation of petroleum-based materials in apparel and footwear. Our story began with superfine New Zealand Merino Wool, but we have since developed a Eucalyptus fibre knit fabric and a Sugarcane-based EVA foam, which we open-sourced for all to use, including competitors. We believe that collaborative development and the sharing of technologies will help protect the planet for future generations. Lets get better, together.

About icebreaker

Founded by Jeremy Moon in 1995 in New Zealand, icebreaker pioneered the ethical and sustainable production of natural performance apparel. Now a part of the VF Corporation, icebreaker continues to challenge the status quo while championing natural, transparent and responsible ways to do business. Following the publication of its Transparency Report in 2018 and 2019, icebreaker was one of only a handful of brands to be awarded an A+ rating in the Tearfund Ethical Fashion report, two years in a row and received an All rating, for the 2020 COVID Fashion report. The report found icebreaker to be excellent in every area, including scrutiny of policy, traceability, transparency, supplier relationships and worker rights at every stage of the production process. icebreaker looks to nature for the answers and for innovative ways to do more with less. Working with what nature provides and adapting as nature does, icebreaker enables consumers to join a movement towards choosing natural and preserving our planet for generations to come. icebreaker is sold in more than 5,000 stores in 50 countries through wholesale, Touch Lab retail stores and e-commerce platforms. To discover more, visit icebreaker.com

About Smartwool

Based in Denver, Colorado, Smartwool is a sock and apparel brand whose products are designed to get the most out of the inherent benefits of Merino wool and to bring comfort, confidence, and community to a life lived outside. For information on the full range of Smartwool products or to find a dealer near you, pleasevisitwww.Smartwool.com. Smartwool, a division of VF Outdoor, LLC, is a brand of VF Corporation.

VF Corporation outfits consumers around the world with its diverse portfolio of iconic lifestyle brands, including Vans, The North Face, Timberland, Wrangler and Lee. Founded in 1899, VF is one of the worlds largest apparel, footwear and accessories companies with socially and environmentally responsible operations spanning numerous geographies, product categories and distribution channels. VF is committed to delivering innovative products to consumers and creating long-term value for its customers and shareholders. For more information, visit http://www.vfc.com

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The New Zealand Merino Company Launches Apparel Industry's First 100% Regenerative Wool Platform in Partnership With Global Brands Allbirds,...

Plant safaris- the mystery and magic of the plant kingdom – Rising Sun Overport

The magic of the plant kingdom bursts into full technicolour life with the start of an all-new 824-minute South African series- Leon Kluge Plant Safaris on PPLWX- Peoples Weather (DStv- channel 180) and Openview (DStv channel 115), from Monday, March 1 at 6pm.

With the passion of an investigative detective determined to gather all the clues and answers, Leon Kluge, an award-winning landscape artist, designer and plant-lover, takes viewers into the mysterious world of some uniquely South African plant species and the unbelievably clever tricks they have devised over the years, to survive.

In this first eight-part series, the worlds smallest but richest floral biome, fynbos, is exquisitely and meticulously explored by Kluge.

Our safari team goes in search for the most interesting plants in these various fynbos landscapes. As experienced horticulturists and botanists, we are constantly surprised at what we discover. There is always something fascinating and new each time we foray into these ancient landscapes, and there is no doubt that we reveal some mind-boggling plants in every episode. We also look into the various intriguing relationships these plants have with animals and humans, and the interesting folklore attached to certain species, explained Kluge.

ALSO READ: Tree-mendous fun as children help plant 250 trees at nature reserve

Highlighting the unique gift that fynbos has given the world, Kluge opens viewers eyes to the fynbos in and around the forests, wetlands, mountains, waterfalls, rocks, beaches and deserts. Expect to learn so much more about the beautiful and highly unusual flowers and plants citizens often take for granted. Pretty and ugly, tiny and huge, colourful and dull, simply ordinary and just plain weird. Meet a rare plant that farms insects and the plant that provides us with the key ingredient for the Capes famous waterblommetjie bredie.

Meet plants that are pollinated by rodents at night, learn why the globally famous Pin-cushion Protea is a vital link in the Cape wildlife ecosystem and discover much, much more in this fascinating show.

Stephan Le Roux, CEO of Peoples Weather, said, We love Leons charm in this series, his unbridled enthusiasm and knowledge of plants draws us in leaving us eager to know more. Sometimes in our pursuit for the big game and adrenaline-filled adventures, we miss what underpins our entire eco-system- the plants. So, we are delighted to be able to bring a little bit of Leons contagious plant passion straight into your lounge as he makes this wonderful world come alive.

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Plant safaris- the mystery and magic of the plant kingdom - Rising Sun Overport

A digital catch-22: after the crisis, who’s betting on digital transformation? – USAPP American Politics and Policy (blog)

Many organisations attempt digital transformation, but failure is five times more likely than success. Digital transformation is not a piece of cake. It requires redesigning the whole organisation and involves large-scale change. Being slow to adopt digital technologies may reduce risk in the short term but builds growing business risk and reduced competitiveness in the long term. And this trend will be repeated and magnified by the growing adoption of automation and AI over the next five years. Leslie Willcocks writes that there are ways out of the digital catch-22, but senior executives responsible for digital transformation will need to take a much bigger view of the change process, if the potential business value of digital investments is going to be realised.

Todays organisations are facing a digital catch-22. On the one hand, digital transformation is difficult and costly, and short-term investment may be needed elsewhere to where its really hurting. On the other hand, todays organisations cannot afford not to become tomorrows digital businesses. In this article I will point up the dimensions and intractability of this digital catch-22, before suggesting some ways forward.

But not so fast; firstly, what is digital transformation? Digital transformation requires digitisation converting something non-digital (e.g., a health record, an identity card) into a digital format that can then be used by a computer system. Digital transformation also requires digitalisation enabling, improving, or changing business operations, functions, or activities by utilising digital technologies and using digitised data to create management intelligence and actionable knowledge. All threedigitisation, digitalisation, and digital transformationare needed to build a digital business. Digitisation and digitalisation are necessary but insufficient. My academic colleague George Westerman put it rather well: When digital transformation is done right, its like a caterpillar turning into a butterfly, but when done wrong (or we might add, incompletely), all you get is a really fast caterpillar. Digital transformation must focus on the whole organisation, and large-scale change. It involves radical redesign, then deployment of business models, activities, processes, and competencies to fully leverage the opportunities provided by digital technologies. I would guess you already have some idea of why it is so difficult.

Lets find some evidence for the high level of challenge. It is notable, firstly, that organisations are surprisingly slow into digital transformation, given that this has been on many executive agendas since at least 2010. Many organisations digitise, digitalise even, but this does not add up to digital transformation, though many might think it does. The reasons for the lack of speed are complex, but failure is five times more likely than success. The high failure rate is indicative of the large number of stumbling blocks and can be very dissuading for others. Our work suggests that slow progress reflects how siloed many organisations have become. What we call the seven-siloed organisation points to the barriers to change inherited from older business models. The siloes include processes, technology, data, culture, structures, skills sets, and managerial mindsets. When it comes to digital transformation, any organisation with all these siloes is severely hamstrung from the start.

Yet there is another side to the digital catch-22. What happens if, putting it colloquially, you fail to sail? There are relatively few best performers on digital transformation. These are getting disproportionate gains, recording markedly higher profitability and revenues, accelerating away from the others, and may well establish a competitive advantage that becomes irreversible. What are they achieving? According to one study, they had increased the agility of their digital-strategy practices, enabling first- mover opportunities. They had taken advantage of digital platforms to access broader eco-systems and innovate new digital products and business models. They had used mergers and acquisitions to build new digital capabilities and digital businesses. A significant feature was that they had invested ahead of their competitors in digital talent.

Our own work (here and here) suggests that the best performers on digital transformation add up to around only 20% of organisations, all recording up to a 30% increase in revenues as a part outcome of their digital technology investments over the previous four years. They come from most sectors and regions of the world and are not limited to the obvious hi-tech US and Chinese firms. To add even more urgency, our evidence, consistent with other studies, shows that being slow to adopt digital technologies may reduce risk in the short term, in terms of cost, talent and time, but builds growing business risk and reduced competitiveness in the long term. And this trend will be repeated and magnified by the growing adoption of automation and AI over the next five years.

So, there is plenty of evidence for a digital catch-22, but is there an unlikely saviour here in the form of the pandemic and economic crisis? This has undoubtedly accelerated corporate moves toward digitisation and digitalisation primarily to survive in the short term, establish resilience, and to maintain competitiveness. But we found motives mixed, capabilities variable, and planning horizons mostly short term. That said, a McKinsey surveysuggests that COVID-19 has pushed companies over a technology tipping point. Between January and October 2020, the digitisation of customer and supply-chain interactions and of internal operations had accelerated by three to four years. The share of digital or digitally enabled products in corporate portfolios had accelerated by seven years. Nearly all respondents had put in place quickly at least temporary solutions, to meet many of the new demands on them. Funding for digital initiatives increased more than for anything else. Moreover, the largest shifts in the crisis were also the ones most likely to stick think changing customer needs and expectations, more remote working/collaboration, cloud migration, customer demand for online products and services, and increasing spend on security. Those who had invested heavily into digital technologies over the previous three years also reported a range of facilitating technology-related capabilities that others lacked in the crisis. This meant they were better prepared for the crisis.

Did COVID-19, then, make digital transformation easier? Well, the evidence is that the digital catch-22 has not gone away. Digital technologies are gaining a higher profile amongst the executives who make the key decisions, but the difficulties and complexities of large-scale organizational change on many fronts are not easily circumvented, and there remain many other pressing matters to deal with, distracting executive attention. Moreover, it is one thing to have a burning platform driving needed organisational change, but the particular emergency conditions during 2020 and into 2021 may not be repeated. The spectre of fading competitiveness may not be sufficient motivation for all too many organisations. Clayton Christensens innovators dilemma could kick in once again.

There also remains the management question. For many years, in study after study, we have found that when it comes to introducing information, communication, and now digital technologies into organisations, the majority of challenges and issues up to 75% are managerial and organisational, not technological. For digital transformation, the major challenge we have identified is getting to understand and develop competencies for large-scale radical organizational change shaped by disruptive technologies. Michael Wade and Jialu Shans research is consistent with this in pointing to past failures coming from unrealistic expectations, limited scope, poor governance, and underestimating cultural barriers. They found that, in success stories like Cisco, Unilever, DBS bank, ABB, Nike and Disney, they all had precise, clear, unambiguous, realistic, succinct, measurable objectives that included everyone in the company.

Other studies add to this. From their findings Gerald Kane and colleagues identify the need for a whole organisation approach, but also stress the neglected role of people in digital transformation. They point to the importance of transformative leadership, developing a digital talent mindset, and making the organisation a digital talent magnet. It is a useful reminder that no technology is a silver bullet, a fire-and-forget missile or plug-and-play despite the widespread use of these misleading metaphors. Jeanne Ross and colleagues recognise that for an established organization, existing organisational structures, legacy systems, and embedded habits are significant obstacles. They suggest an evolutionary approach of gradual componentisation of parts of the business, producing digitised business operations and units that fit together over time, building towards creating a digital business. They offer the example of Carmax, a $20-billion-dollar used car retailer and wholesaler that benefited between 2015 and 2020 from gradual, but radical redesign of its systems, processes and people. Meanwhile, Jacques Bughin and colleagues suggest several practices for organisations in catch-up mode: make your strategy process more dynamic; lay out clear priorities; invest early and aggressively in requisite capabilities and talent (especially at senior executive level); invest the time and money this will only happen if becoming digital is a top priority amongst corporate leaders; redefine how you measure success; and empower people. Digital transformations were more likely to be exceptionally effective when companies gave people clear roles and responsibilities and put an owner in charge of each transformation initiative.

All this suggests that there are ways out of the digital catch-22, but senior executives responsible for digital transformation will need to take a much bigger view of the change process, if the potential business value of digital investments is going to be realised.

In summary, there are several interesting features to the long trend of moving to digital business. By 2015 most large organisations were espousing digital business strategies. But by 2021, if you exclude the born digital and the obvious hi-tech companies, few had become digital businesses. This highlights first that organisational change can take a very long time. Secondly, it underlines the importance of execution capabilities, without which strategy means very little. The third point of note is how an ostensible support activityITcan move to the core of the business and become not just a strategic weapon, in terms of cost efficiency and differentiation, but a fundamental platform for operating. The fourth observation is that the 2020-21 crisis accelerated the adoption of digital technologies and the moves to digital business but left much work to be done if organisations are to enhance competitiveness, streamline operations, improve organisational resilience, and become digital businesses.

Notes:

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A digital catch-22: after the crisis, who's betting on digital transformation? - USAPP American Politics and Policy (blog)

How Hotels And OTAs Can Prepare For The Post-Pandemic Future | By Andrew Gogus Hospitality Net – Hospitality Net

At the time, the negative impact on global travel of the Great Recession in 2008, the Icelandic ash cloud in 2010 and, of course, 9/11, were considered 'unprecedented'. The ash cloud resulted in 95,000 flights being cancelled over five days, and 9/11 saw a ban on all civil air traffic from entering US air space for three days. However, that was BC (before COVID). It's been well over a year since the first case of COVID-19 was declared by China and it's only now that we are beginning to understand what 'unprecedented' really looks like.

In the US, the American Hotel and Lodging Association's 2021 State of the Industry report predicts that half of US properties will be booked out during 2021 and states that hotel employment will likely return to pre-pandemic levels within two years. Once the vaccination programme has been fully rolled out, hotel bookings are expected to rise in line with increasing consumer confidence.

In the UK, there's no doubt that, after months of being in lockdown, people are desperate to travel and, like the US, their propensity to do so is very much linked to the vaccine rollout and perhaps, as was the case last summer, we should expect the sector to return domestically first, with short-term rentals and self-catering accommodation proving especially popular.

The good news is people are booking holidays and there has been a noticeable increase in bookings for October (ie post vaccination programme), with agents also reporting an increase in holiday bookings for winter 2021, summer 2022 and even as far ahead as 2023.

If the outlook for leisure travel sounds unsettling, things are not better for the corporate travel sector. The GBTA's recent annual BTI Outlook revealed that business travel spend dropped by 77 percent in Western Europe as a result of COVID and the financial losses for 2020 are expected to be 'ten times larger than the impact of either 9/11 or the Great Recession of 2008'. The decline in spend between 1 April and the end of 2020 is expected to be 68 percent in Western Europe and 63 percent in Eastern Europe. Some industry experts are forecasting that it's unlikely business travel will return to prepandemic levels before 2025.

There is a chink of light at the end of the tunnel, however, as the report predicts a 21 percent increase in business travel spending for 2021, although most of this is expected to come in Q4 as vaccinations increase globally.

The continued rollout of the vaccine really will be central to recovery for the global travel industry. As at 12 Feb 2021, the UK had administered over 14 million first doses; approximately 20 per cent of the population. Over 50s are on track to be protected by May and everyone else by September.

So, the message for the hotel sector is 'don't stand still, it's more important than ever to look forward and plan for a future post-COVID'. To do this, hotels must be able to continue to manage cancellations effectively, encourage and facilitate rebookings, cut costs and increase their discoverability, availability and 'book-ability' in real time.

One huge issue to address now is the mismatch between hotel supply and demand as this will affect the future success and profitability of hotels post-COVID. Of the 15 million accommodations worldwide, 14 million (93%) are not available to book online in real time, which means hoteliers, online travel agents (OTA) and guests are all missing out.

Without an online presence, those 14 million accommodations have limited visibility and discoverability, particularly beyond their local market. For millions, their rates and availability are managed manually and not in real time and they are not benefiting from instant, last minute and long-term bookings.

Before the pandemic, Euromonitor International predicted that 44 per cent of travel bookings would be digital in 2020. 80 per cent of 2019 hotel bookings by travellers under 30 were made online. This really highlights why hotels must start leveraging technology if they are to both survive and grow. The challenge they face is a very fragmented tech market - solutions are complex, expensive, not scalable and not connected - which is why transitioning to managing and accepting real time online payments worldwide remains a huge problem.

The hotel supply/demand mismatch causes equally frustrating challenges for OTAs. A lack of inventory, compared to global availability, reduces choice for travellers and means OTAs are competing for customers with the same, relatively small, product offering.

Plus, 70% of the inventory on the world's biggest OTAs - Booking.com, Expedia, etc - is still not connected in real time, despite statistics proving that connected properties drive the best revenues. On average, 70% of an OTA's revenue comes from its connected properties, which account for just 30% of its inventory, and revenue from those connected properties can be 500% more than from unconnected ones.

So why don't OTAs simply add more inventory to their offering? The economics of visiting long-tail properties for acquisition, especially in emerging markets, just doesn't stack up. And, even when they do contract small properties, it can be difficult to engage and manage them without the right automation and tech stack.

Customers are losing out through lack of choice, convenience and information - aka online booking anxiety. Travellers don't always want to stay with big chains or corporate hotels, they may prefer places that reflect the local area, and these properties are difficult to find and book online.

There are often price and information discrepancies between the OTAs and the hotels that are online, which can lead to confusion and mistrust among guests. Plus, paying online isn't always possible as many hotels are unable to accept real time online payments through their own websites.

So, what's the answer? Simply, OTAs need to be able to find hotels and hotels need to be able to find OTAs because sustainable and scalable supply acquisition, distribution and engagement drives incremental revenue growth for both. Of course, it's not that simple, because the booking chain is very crowded and there are many intermediaries slashing away at profit margins from both sides.

Well, there is. It's called HotelRunner. Listed by WIRED magazine as one of Europe's 100 Hottest Startups two years in a row, travel tech startup HotelRunner is a VC-backed, global sales management and distribution platform for OTAs, hotels and payment providers to 'find, contract, connect, and transact with each other'. Operating a freemium business model, it's the first peer to peer networked marketplace for the sector with over 41,000 accommodation providers registered on the platform in 193 countries: exactly like a dating app for hotels and OTAs.

Alongside connectivity services, HotelRunner provides all types of accommodations with a hotel website, built-in themes, integrated booking engine, property management, call centre, rate intelligence, mobile app, guest relationship and online payment management tools, as well as property management systems integrations.

HotelRunner is also a Booking.com Premier Connectivity Partner, Booking.com Top Connectivity Performer for 2018, Airbnb Software Partner, Agoda Innovative Supplier, Oracle Gold, Hotelbeds Strategic Partner and Google Hotel Ads Partner.

With the ability to plug hotels into OTAs and create their online presence - including website and booking engine - within seven minutes using its self-service platform, HotelRunner has been helping 41,000+ independent hotels and chains to survive COVID and combat the supply and demand mismatch by increasing their visibility.

Hotels of any size are invited to join the platform for free, paying just 1% commission on bookings and this affordability has proven critical says Co-founder and Managing Partner Arden Agopyan, as hotels continue to look for ways they can cut costs but still reach customers in the face of the pandemic.

"We've never been busier as we've been desperately trying to help the global hotel economy fight back over the last 12 months," he said. "Hotels urgently need to manage overheads and, as most of our software is free - website, booking engine for hotels, and part of the channel manager - we've become a go-to provider for them. We've been onboarding hundreds of new hotels from all over the world, from Mexico to Indonesia, and even more infected areas like Italy and Spain."

With hotels and travel agencies having to deal with an influx of cancellations over the last 12 months, HotelRunner has been helping to simplify this process by allowing hotels to manage cancellations and take advantage of the uptick for the rise in long-term bookings and the interest in domestic holidays that was mentioned earlier.

A huge plus for hoteliers is the ability to use HotelRunner to connect to multiple channels/booking extranets through one central solution, allowing them to manage their inventory, availability, reservations and payments in real time, often leading to improved customer experience, trust, reviews and sales. Hoteliers also have access to a mobile app to manage the business on-the-go as managers of small properties are frequently multi-taskers.

For OTAs, HotelRunner offers an affordable, scalable solution to adding real time, global inventory to their online offering, HotelRunner Connect, which has proven popular among leading global OTAs including Booking.com, Agoda, Hotelbeds and Ostrovok for several years.

"We've been a trusted advisor to OTAs for many years, including sitting on the Booking.com Connectivity Advisory Board for Hotels since 2018," said Agopyan. "In that time, we've shared our insights, innovations and tactics to overcome industry challenges and this has shaped many innovations to better support our own customers."

Viewing itself as a platform and network rather than a software provider, HotelRunner provides OTAs with a direct connection to reach out to an eco-system of hotels that would not be economical for them to find themselves. In the past, the team has even connected OTAs to hotels in their home cities and countries. It has also recently acquired a company in Turkey (RateFor), which is part of its strategy to offer a complete tech stack for hotels, including property management and rate intelligence and comparison.

Keen to stress that HotelRunner is not just for leisure travel, Arden points out that the 50+-strong team is also working with corporate travel agencies and B2C players and can manage both B2C and B2C rates for suppliers. The startup is also in discussion with offline travel agencies.

"The number of offline travel agents has dropped rapidly over the years as online bookings have soared, and COVID has accelerated that decline," said Agopyan. "I predict that many of them will die - and soon - unless they act now and digitise. We are already piloting technology that will help and intend to launch our offline travel agency support this year."

Further down the eco chain, HotelRunner offers choice, convenience and reassurance to travellers.

"When guests see "Powered by HotelRunner" on a hotel's booking engine or website, it's reassuring and instils trust: it means the hotel is managing its rates and availability and that it processes payments securely," explained Co-founder and Managing Partner Ali Beklen.

"There is also the added convenience of access to long term availability, reassurance there are no rate or information discrepancies with the OTAs, and minimised double-booking and over-booking risks. HotelRunner hotel websites and booking engines have also been designed to display the COVID-19 related precautions and measures hotels are taking, which is so critical right now."

As highlighted in the introduction, exactly when travel will return to pre-pandemic levels is difficult to call but we do know that legislation and consumer confidence are both inextricably linked to the success of the global vaccine rollout.

"We are optimistic that recovery will happen quicky once the virus is under control, and when it does, we will see a new travel industry emerge. We are forecasting a continued rise in digital bookings with hotels introduce more flexible booking policies."

Those hotels that improve their guest communication and experience with Guest Relationship Management (GRM) and Extras Management will be the ones that stay one step ahead, claims Beklen.

"Just like many other hotel management software providers, our main opportunities this year include increasing accommodation sales performance with autonomous features, and onboarding and engagement with seamless integration experience, auto-payment processing, PMS, contactless and mobile applications. The next step is to increase our total transaction value by connecting with more unconnected properties. And finally, hotel management software providers must increase their content quality through their certified partner ecosystem because, no matter how good you are at what you are doing, you need to be able to present it well."

"We provide scalable zero-touch direct contracting and connectivity for the long-tail which helps the industry to unlock new revenue streams that are desperately needed especially after COVID, and in five years from now, we will be working with at least 1 million accommodations, will be known throughout the travel industry as the go-to supply network, and (assuming it's open) will have processed the first booking for the first hotel on Mars."

HotelRunner is a distribution platform and B2B network for accommodations and travel agencies to find, contract, connect and transact with each other online.

HotelRunner helps accommodations transition their sales and operations from off to online, maximizing their online visibility through a very user-friendly self-service platform and with a freemium business model.

HotelRunner provides a complete online sales and distribution management platform for all types of accommodations - including a direct web booking engine, a 2-way channel manager integrated with 150+ online/offline travel agencies, metasearch, wholesalers, and GDS, as well as a sophisticated multilingual website content management system, front-desk and call center management, guest relationship management, reporting, payment collection, and promotion tools.

HotelRunner, with its HotelRunner Connect division, provides supply acquisition and contracting, automated on-boarding and account opening, engagement, performance benchmarking and reporting, and commission collection services for travel agencies, travel technology providers, and payment systems.

HotelRunner is present in 193 countries with 40,000+ accommodations registered to the platform, also partnering with 150+ online/offline travel agencies, metasearch, wholesalers, and GDS as well as payment systems. HotelRunner is Booking.com Premier Connectivity Partner, Booking.com Top Connectivity Performer for 2018, Airbnb Preferred Software Partner, Agoda Innovative Supplier, Oracle Gold, and Google Hotel Ads Partner.

Follow us:Linkedin: https://www.linkedin.com/company/hotelrunner Twitter: @HotelRunnerFacebook: HotelRunnerInstagram: @hotelrunner

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How Hotels And OTAs Can Prepare For The Post-Pandemic Future | By Andrew Gogus Hospitality Net - Hospitality Net