How to create a data-driven culture and tap its full potential

According to The Economist, data has replaced oil as the world’s most valuable resource. Data can help us achieve tremendous things; as individuals, as businesses, and as a society. But to extract the best value from data, you need to be using the best techniques and the best technology. IBM’s Ann-Elise Delbecq explains why businesses’ data still holds untapped potential, and how companies can create a data-driven culture. Learn more at ibm.com/analytics.

The New Economy: We have heard for the last few years now about this ‘untapped potential’ of data; is there still potential left to tap?

Ann-Elise Delbecq: So, I would definitely say that companies have started to analyse their data, but we still have a long way to go.

Companies do understand that they need to rely more and more on data, rather than gut feeling, to get new opportunities. But we do generate a lot of data around the world, and a lot of it remains untapped and not analysed.

So, I think we’re transitioning as we speak.

The New Economy: Why aren’t companies getting all of the value that they want out of their data? What’s the problem?

Ann-Elise Delbecq: I think it’s a combination of factors. So first of all there is weak decision making because of biased insights. And often that’s because there’s not one single version of the truth – that’s because they cannot access data sources, or they can simply not trust their data sources.

Second, there is also this complexity that is coming from the volume of the data, the speed at which data is generated. Different data sources. And also the different types of data, whether it’s structured or unstructured.

And then we also have this really growing cost and risk of protecting and managing data. So I think, really, companies need to create a data-driven culture to reap the benefits of data and analytics.

The New Economy: What do you mean by data-driven culture? And how can companies go about creating one?

Ann-Elise Delbecq: So I think first of all they need to see their data as a strategic asset. And they should also change a little bit their approach to managing data. So, I would really start with an open information architecture, so that teams are freed up from the inhibitors to get to that culture.

And then, you need really this one single version of the truth. You can do that by integrating, cataloguing, and protecting your data. And once you have that one single version of the truth, you can really infuse everything with data science and deep analytics. And that’s how you will get new insights that you never had seen before, and that’s how you will make better decisions and really drive change.

And then, we will want to get to artificial intelligence. That’s where you really are going to put the analytics that you have and the machine learning you really implement it, so that you really get to that path towards artificial intelligence.

The New Economy: What does that look like in practice? Give me an example of a data driven culture.

Ann-Elise Delbecq: Well for example, companies in the financial sector, that really want to better serve their customers. So, they really infuse machine learning and artificial intelligence in their call centres, so that they can better serve their customers. But they also added some real-time analytics into their fraud detection, and also loan underwritings; so that they could really make fast decisions and really be better organised.

The New Economy: Ann-Elise, thank you very much.

Ann-Elise Delbecq: Thank you.

IBM commits to data protection, security, and client ownership

Over the last year The New Economy has been working with IBM to follow the changing conversation around Cloud technology. Sebastian Krause explained how data and cognitive analytics have become key to business success; and Boas Betzler discussed the architecture needed to realise the benefits of the cloud. We spoke to Yasser Eissa, Vice President of IBM Cloud and Cognitive in Europe, to find out where we are today – especially with imminent data protection regulations coming to Europe.

Yasser Eissa: Cloud has evolved over the past years. Most of the companies in Europe have adopted cloud as a tactical approach, focused on IT cost and efficiency, mostly to deploy IT infrastructure as a service through a public cloud provider.

Today, most of the companies are beyond this initial phase. They are seeing cloud as a platform for innovation; to enhance productivity and competitiveness. Those businesses ultimately want to grow their revenue streams, which requires multi-cloud environments: fully integrated, flexible, and with secure solution platforms.

This is why we believe, and we are convinced, that cloud today has to be built for the enterprise: one that can leverage all types of data, and is secure to the core.

In Europe, data is extremely important. In particular in the evolution to multi-cloud. While public cloud might be the ultimate destination for many companies in Europe, hybrid cloud is a key part of this transition. Enterprises today are looking for flexibility and choice: where to best deploy their workloads and applications. An environment based on open standards, highest security levels, and data protection.

In IBM, we take pride that we are able to provide to our clients choice in where to best deploy their workloads and applications. In return, our clients have given us the trust to responsibly host and transparently manage their data. We take this responsibility very seriously.

We were an early adopter of the European Data Protection Code of Conduct, and we are absolutely committed to help our clients meet General Data Protection Regulation compliance criteria by May 2018, when it comes into force.

We have recently also launched a data manifesto, which is a very comprehensive set of principles and policies around data governance, to underline our commitment. But we are not stopping here. On November 1st we announced a new offering: IBM Cloud Private, which is designed to run behind the firewall of our clients. It gives clients the experience of a public cloud, while it runs inside their own data centres. And it facilitates integration and portability of workloads as they evolve to any other cloud platform.

Another thing we did in November: we announced a new supporting model for IBM Cloud in Frankfurt in Germany, in the heart of Europe. Where we are giving clients complete control of their data, and the confidence that their data stays in this cloud data centre in Frankfurt, under the highest security levels and standards.

First and foremost, clients have complete control of their data. Access to client personal data is technically restricted, and under control of IBM EU employees at all times. For dedicated instances, clients are able to review and approve requests from outside the EU if required in exceptional cases.

In addition, we have expanded our support teams to provide 24/7 support to our clients, and we are able to transact directly with our clients – no third party intervention required.

It’s also important to outline that our clients are not required to relinquish the rights to their data; they own their data, and also the insights derived from their data.

We are providing cognitive solutions and cognitive APIs out of the IBM Cloud, so that our clients can infuse it into their products and services, and derive better insights from their structured and unstructured data, and better serve their clients.

Companies across Europe need a cloud that is built for the enterprise, one that can leverage all types of data, and is secure to the core.

Sustainability on the seas – Part Two – Safety, labour and social

Carnival Corporation’s sustainability journey is about more than just caring for the seas it sails on – which we learned about in the first half of this mini-documentary. The company is serious about safety, and has invested around €75m in a brand new facility to improve staff training. It’s also keen to improve the social impact the brand can have in the 700 ports it visits, and make sure it’s providing a positive working environment for its employees.

Karina Spiegel: Well, the safety of our guests and crew is extremely important. Because they’re out at sea the majority of the time, so we are continuously learning and sharing best occupational health and safety practices to continue to make sure that our guests have a safe experience, and our crew is safe.

The New Economy: Carnival Corporation’s sustainability journey is about more than just caring for the seas it sails on. The company is serious about safety, and has invested around €75m in a brand new facility.

Bill Burke: The Arison Centre is a combination of a hotel and a training centre, named after our founder and his son, our current chairman Mickey.

We opened it in July of last year. It gives us four full mission bridge simulators, four engine control room simulators, plus pieces of the engine room, briefing rooms, debriefing rooms. Gives us the opportunity to do environmental officer training, to do hands-on training on breakers and electrical safety. So it allows us to put you in challenging situations that you might not see otherwise. In a centre where you can hit the reset button and start over again if it’s not going well, or you can stop it and say: what are you thinking about right now? Why are you doing this, why are you doing that? It really enhances the learning.

It’s definitely important for us, because we want to raise the standard of what we’re doing at sea. We need to be able to operate our ships in a safe manner, and that’s fundamental to sustainability.

We also want our officers to know we’re investing in them. And from an officer perspective, I think they all want to be as good as they can be. And this gives them an opportunity to do that.

The New Economy: Carnival’s third sustainability focus is its social and labour performance.

Karina Spiegel: On labour and social we have three goals. We have a community goal focused on partnerships and initiatives to support the communities that we visit. We also have a business partner code of conduct and ethics goal, about bringing our expectations to the supply chain, so that our vendors understand our expectations of them.

Then we also have a diversity and ethics goal, which is focused on our employees, to provide a positive work environment and opportunities for them to build their career.

Elaine Heldewier: The social and the labour component is extremely important because the ships are not just steel. It’s the people that make the operation. And socially – because we go to so many different places around the world. Annually we basically cover more than 700 different ports worldwide, it’s important for us to know those places and develop our relationship with them, and see how can we better interact with each other?

The New Economy: Today, sustainability is embedded in all of Carnival’s operations. It’s simply part of its ethos; and it’s how we should all be doing business.

Bill Burke: If we are not sustainable then we won’t be here for a long period of time. And fundamentally, sustainability is about endurance. And you have to take care of the environment, you have to take care of your people, you have to take care of your business to be sustainable.

Karina Spiegel: We are focused on our 2020 sustainability goals, but we are thinking now on what are the next steps beyond 2020. After these goals we want to make sure we already have new goals in place. On the environment, as this again is a big part of our business, and a growing part of our concerns. We want to continue our initiatives with the communities, and continue to have a positive work environment for our employees and make sure that also invites new employees in to work with us in the future.

Elaine Heldewier: For us, it’s an ongoing process. It doesn’t have an end. It’s part of the organisation, and every year we look at components of our sustainability; how do I fit in the bigger picture, and how can I minimise my impact as an individual, and as an organisation?

Bill Burke: I still love going to sea on our ships. Being able to see the ocean different everywhere, beautiful everywhere. Sometimes a little ornery. But I think it’s a wonderful way to connect with the world. And we do have to preserve that. And we’re doing our best to do just that.

If you started here, you missed what Carnival’s doing around environmental sustainability – which is pretty important, so go back and watch that now.

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But for even more innovations disrupting the way we live and work, set sail for The New Economy … dot com

Sustainability on the seas – Part One – Preserving the environment

In 2005, Carnival Corporation set sail on its sustainability journey. Carnival is the world’s largest leisure travel company, and it’s established 10 sustainability goals across three themes: the environment, safety, and labour and social practices. In this first half of our mini-documentary with Carnival Corporation, we focus on the business’s sustainability goals; particularly its exhaust gas cleaning technology, and its use of liquefied natural gas, to improve its emissions profile. Watch the second half of this mini-documentary, which concentrates on the company’s targets around safety, labour, and social practices.

Elaine Heldewier: Sustainability is essential for us, because if we’re not sustainable, we don’t have a business. That’s basically the bottom line.

We operate in a marine environment, and it is important for us that it continues to be healthy. So we have to make sure that we have the infrastructure that supports an operation that is sustainable.

The New Economy: In 2005, Carnival Corporation set sail on its sustainability journey. Carnival is the world’s largest leisure travel company, and it’s established 10 sustainability goals across three themes: the environment, safety, and labour and social practices. 

Karina Spiegel: We have six goals focused on the environment. So, the majority are focused on the environment, because that’s where our business is focused: on the seas, and the pristine environment.

The main goal is our carbon goal, which focuses on reducing emissions by 25 percent by 2020 compared to our 2005 baseline. And we’ve actually almost already achieved that.

We have an exhaust gas cleaning goal, which is focused on air quality. Then we have a water and waste goal – a five percent reduction in waste rate and a five percent improvement in water use efficiency as well.

The New Economy: Carnival has been using exhaust gas cleaning technology since 2013. Today more than 70 percent of the fleet has these scrubbers installed.

Mike Kaczmarek: That means a fleet-wide effort to be able to reduce the emissions on our ships, and particularly the sulphur emissions. Both existing ships and new ships are receiving this technology.

It works by using sea water to scrub the exhaust of the diesel engines. And that removes the sulphur and many of the other particulate matter and noxious gases as well. It meets all the new rules and regulations that are in place now and coming up in the next years; but also dramatically lowers our emissions signature.

The New Economy: Carnival is also starting to use cleaner fuels: it was the first cruise company in the world to use LNG to power its ships at the dock, and its first fully LNG-powered ship is due in 2018.

Tom Strang: The whole industry, not just the cruise segment, but the whole industry is looking to use cleaner fuels for use in 2020.

We are the first cruise company to utilise LNG. It’s the cleanest fossil fuel available. It has about a 25-28 percent reduction in direct carbon emissions, so you immediately get a benefit on greenhouse gas emissions. However, probably the most impactful area is on its zero SOx emissions. It doesn’t have very high particulate rates – you’re getting into about an 80 percent reduction in particulates, and around about the same in nitrogen oxide reductions. Really it has a huge, huge benefit on its environmental impact.

Eric Evans: Next generation ships that we’re building will run on liquefied natural gas, whether at sea or at the dock. And they will be the first of that type of ships in the world. Our first NExL – Next Generation new build – will be delivered in the latter part of 2018. And it will trade in northern Europe, followed by a second ship in 2019 in the western Med, and then so on to our last LNG ship of this existing order, which will be delivered in 2022. So 10 ships that will be engaged in some sort of LNG fuelling and power.

Tom Strang: Using LNG as fuel does require more space. It takes about 1.8 times – approximately – the space that you would otherwise take with a conventional liquid fuel. So there are downsides to it. But that being said, we believe that by careful design, and by ensuring that we’ve optimised everything, we can make sure that that is not a negative.

The New Economy: Optimising operations is key. If you can reduce the amount of fuel you’re using, you’re naturally going to reduce your emissions too.

Peter Fetten: You start of course with the speed of the ship. You have over proportional consumption the faster you go. So we reduce the speed. But you are doing that cleverly, by early departure from the port, or late arrival in the port. To maximise your experience for the guests.

Second biggest consumer is the cooling of the air. So we have replaced the chillers, which are responsible for the cooling of the ships with more efficient chillers. And that has drastic reduction in consumption.

We have done a lot of efficiency upgrades in relation to our hydrodynamics, to reduce the friction between the hull and the water, or make the propeller and the propulsion more efficient. And with that, again, reducing the consumption.

So there are multiple facets of initiatives going on on the electrical propulsion, mechanical side, which are quite, quite deep.

Nordea: Banks must build bridges to a sustainable future

The EU has ambitious sustainability goals – but as yet, no strategy on translating these ambitions into investment opportunities. There are still misalignments between the way our financial systems work, and our urgent need to secure a future for our society. Sasja Beslik, Head of Group Sustainable Finance for Nordea, explains the critical inconsistency between the sustainable development goals countries have agreed and the short-termism of mainstream investments. That mis-alignment needs to be corrected, he argues: and the long-term development of the world depends on reshaping the mission of capitalism to be a force for good.

The New Economy: What are those misalignments at the heart of this sustainability challenge?

Sasja Beslik: There’s a misalignment because the world is running on two completely separated tracks. We have one track where the world has agreed in Paris on reduction of CO₂ emissions; we have sustainable development goals. And on the other hand we have 90 percent of the world’s capital invested without any regards paid to environmental, social, and governance issues.

Pension schemes across Europe – most of them are focused on generating the best possible returns to their customers by investing in industries or in products or in companies that are negatively contributing to sustainable development.

There hasn’t been any particular change in the way how the pension money today is invested in order to generate profit and growth, but also how to contribute to sustainable development. There is no consistency in the approach; the money is still invested like there is another world tomorrow.

The New Economy: So how can incentives be changed to fix that alignment?

Sasja Beslik: I mean, if you look at the way that investments are needed, in terms of making a transition towards a renewable economy, and renewable growth, going forward. 80 percent of that money will need to come from the private sector. The private sector pension schemes and the rest of the institutional money; they need to have a level playing field where the pension schemes have clear guidelines about how they invest, so they don’t misalign investments in one hand and then the national reduction goals in the other one.

Let me give you another example. In most European countries you get subsidies for buying electric or hybrid cars. What happened to electric or hybrid investment products? They are in terms of size and reach much bigger. They are trans-national; they are not only Germany or Sweden or the UK. Imagine a world where you could get tax reductions or reductions on the investment product because that product is having a lower impact on your future than the other one. So these are the things that we need to talk about. And on the political level, this discussion is not taking place at all.

The New Economy: What role have you been playing at Nordea starting those discussions, and in setting the strategy for what you want to achieve in terms of sustainable development?

Sasja Beslik: I used to explain it like this. My sight is not that good, so, if I take my glasses off, this is a mainstream investment. I don’t see everything, but I can make a decision to go or not to go. During the last five, six years, we’ve developed the analysis model – which is the glasses – and now I see you much better.

It’s not only about the information – information is everywhere – it’s about how you value the information you have access to, and how you put that information into the context of your investment.

So we have gradually started integrating understanding in our investment processes by rating companies, by having a dialogue with them, and so on.

An interesting example on a sectoral level: three years ago, we start looking at the pharmaceutical industry – one of the biggest industries in the world – and the impact on the water pollution in their production in India and China related to the efforts of these companies to expand their business operations.

So we engaged a number of companies, we did site visits in India to understand the pollution, and also to see how the companies managing this are better investment opportunities for us going forward because they will have less disruption, they will have less regulation, less penalties and so on.

So either you can invest like this, or you can invest like this. So we prefer to have our glasses on.

The New Economy: With your glasses on, what do you see as the future for sustainable development?

Sasja Beslik: I think the future for sustainable development is actually to find a way to fully utilise the potential of market economy capitalism – the financial sector being part of that – for the forces of good.

We need to understand that the long-term development of the world depends on our ability to reshape the mission of capitalism. and the market economy. And it’s nothing to do with being leftish or rightish or anything like that: it has to do with the fact that we can’t be a force of destruction going forward. And this is something that we need to bear in mind, because the financial sector plays a role, banks play a crucial role in reaching sustainable development goals.

The role of the banks is to support society and build bridges to the future. Imagine how much we could achieve just transforming the way that we operate, and how we invest today, into a bit more sustainable, long-term approach. It will create tremendous change. And this is my vision; I believe that this is the way, going forward.

The New Economy: Sasja, thank you very much.

Sasja Beslik: Thank you for having me.

Ag Innovation Showcase: Harvesting inspiration

The Ag Innovation Showcase has been bringing together innovators and investors from across the agricultural industries since 2009. Delegates from all over the world convene in the Donald Danforth Plant Science Centre in St Louis, Missouri, to discover the science and technologies that can solve the world’s agricultural challenges. Registration is now open for the Ag Innovation Showcase 2017: visit www.agshowcase.com.

Carlo Montemagno: I’m really excited about being here at the AgInnovation Showcase.

Hank Giclas: Well it’s been a fascinating event for me, this is my first time to attend here.

Avi Maidenberg: We’ve been coming here for a number of years; it’s just a great forum to network and connect.

Darryn Keiller: I really enjoyed the experience. Learned a lot about what was happening, and science.

The New Economy: The Ag Innovation Showcase has been bringing together innovators and investors from across the agricultural industries since 2009.

Delegates from all over the world convene in the Donald Danforth Plant Science Centre in St Louis, Missouri, to discover the science and technologies that can solve the world’s agricultural challenges.

Carlo Montemagno: It gives the opportunity for us to be able to identify where the latest breakthroughs are in science and technology; identify what the common problems that are in need of solutions.

Rachel Haurwitz: We get to surround ourselves with other early companies who are looking at brand new innovations, all the way through all the players in the food chain: mid and large sized ag companies, and farmers themselves.

Hank Giclas: I think the most rewarding thing for me is being able to see a lot of the innovators and the entrepreneurs and the technologies that are being worked on, because we’re always on the hunt for folks who have solutions for some of the issues that are pressing the ag industry.

Darryn Keiller: For me it was an opportunity to meet the other strategic players: Syngenta and Monsanto and Dow.

Alec Anderson: It’s really interesting coming here; when you look at what’s around you. It’s good because we’re talking to people who understand agriculture.

Lisa Dyson: And so it’s nice to be in a group of investors that are familiar with the challenges, and that have companies in their portfolios that they’re also bringing to market.

The New Economy: The Ag Innovation Showcase is a partnership between the Donald Danforth Plant Science Center and the Larta Institute. Together they’re expanding the field of agricultural science – and helping researchers commercialise their projects.

Rohit Shukla: This is the eighth year of what we set out to make the community event for agricultural innovation from around the world.

Sam Fiorello: And our idea from the very beginning was to have a gathering that was focused exclusively on plant tech, ag tech, issues of farming, food distribution. And we’d bring together four categories of attendees: investors, innovators, thought leaders, and key strategics.

Rohit Shukla: And the objective has always been aligned with the need to present solutions to problems that have been acutely felt, and will continue to be acutely felt, across the spectrum of agriculture. Which means biology, food production, food distribution,  new sources of food, consumer trends, recycling of food back into the system, inputs, diagnostics. Everything that goes on, both behind the scenes, and in front of the camera, so to speak.

Sam Fiorello: So one of the things that we’re very proud of is that we’re building networks of investors from around the world that can form syndicates to invest in these early stage, mid stage technologies. We’re building awareness of the importance of ag as an investment class, and the solutions it can have. We’re having strategics here so they can not only acquire technology companies, but also give a sense for where they see the industry going. And then we talk to thought leaders about, what’s the five, 10, 15, 20 year look.

BreAnn Washburn: I think it’s been very effective. I’ve learned quite a lot. I feel like I’ve learned a lot more about the industry, and the depth of the industry, and the passion of the people involved in it, but also we’ve made a lot of great connections here.

Lisa Dyson: It’s been a great day. I am happy to be a part of this conference. It’s a great collection of people that they’ve brought together throughout the industry, and it’s very beneficial for all of us.

Sam Fiorello: Today we’re at capacity. Last year and this year in fact, oversubscribed. And I think that momentum will continue. We’re very proud of the work we’ve done, the affiliations we’ve helped make. Bringing folks together, building networks, reinforcing those networks, so they can go off and do great work.

Ag Innovation Showcase: How to feed nine billion people

The Ag Innovation Showcase in St Louis Missouri brings together scientists, investors, farmers and thought leaders to address the big challenges facing agriculture. And for this year’s delegates, there’s one very big challenge for the future of farming: the extra two billion mouths we’re going to need to feed by 2050. Registration is now open for the Ag Innovation Showcase 2017: visit www.agshowcase.com.

Gregg Steinberg: So the global issue that we have obviously is thinking about food production on a broader basis: how to get more out of each acre of land, and how to do it at high quality.

Hank Giclas: We’re going to be a lot more precise, we’re going to be a lot more high-tech; but there is a need, you know: a need to feed nine billion people.

Sam Fiorello: Consensus is that by 2050, the world is going to have to produce between now and then as much food as we have in the last 10,000 years put together.

Claire Kinlaw: We have to produce more food, because the globe is producing more people. We have to change the nature of the food we’re producing: people are eating higher up the food chain. They want more protein.

Rohit Shukla: A lot of it is animal protein. And yet animals end up being an extraordinary problem: not just in terms of care, but in terms of emissions.

Sam Fiorello: And that protein production puts huge pressures on our planet. For food and for fresh water and for arable land.

Carlo Montemagno: Water is everything. Without water we’re done. There’s a huge tension between having water available for developing and producing the food that we need, having water to consume to sustain us, and having water to support other industrial processes. It is probably the central issue of our age: being able to produce clean water from water which is not currently usable.

Sam Fiorello: So this next green revolution that we need to be part of is about a doubling of ag productivity – not production.

Alec Anderson: We have to make better use of what we already grow, as well as just simply focusing on trying to grow more.

Sam Fiorello: That’s really hard, and the only way you get there is through places like the Danforth Centre, that create new ideas, new innovations, and the entrepreneurs that you see here moving those into companies; and the investors lifting those up and eventually providing solutions to farmers and distributors and consumers.

Carlo Montemagno: And the technologies which we’ve seen at the Ag Innovation Showcase indicates to me that industry is on board with these real challenges, and are working very diligently to find solutions for the future.

Sam Fiorello: So they look at things like efficiencies in farming. They look at new ways to help plants thrive on a planet whose climate is changing very drastically. We look at things like eliminating food waste. We’ve seen a trend in the last years from strictly just biology to biology technology and data. So big, big movements.

Gregg Steinberg: How to feed a population that’s going from seven billion to nine billion in a short period of time, doing it in a sustainable manner? So we’re also being stewards of mother earth? Is unbelievably important, and what we’re focused on.

Ag Innovation Showcase: Tech can reduce waste at each link in value chain

On the third day of the Ag Innovation Showcase, Bayer and Monsanto announced their $66bn takeover deal – the latest in a series of mergers and acquisitions that has concentrated agricultural power. But there are opportunities for smaller players to inject innovation into the links in the agricultural value chain, say delegates in St Louis, by making transitions more efficient and decreasing waste. Registration is now open for the Ag Innovation Showcase 2017: visit www.agshowcase.com.

Avi Maidenberg: It’s just a really interesting time in this space. As I mentioned, a lot of consolidation has been happening over the last 12-18 months. There’s also a tremendous amount of opportunities for a lot of small and medium sized companies to really make an impact in this space, because the big ones are shrinking, and there are not many of them left!

Claire Kinlaw: So, there’s a disruption of the whole food value chain, to meet customers’ interests. Which is churning innovation at all kinds of levels, and places along the food chain.

Big areas like precision ag, data, automation; those have just gotten more sophisticated, more integrated. Trying to aim for farmer solutions, not just individual technologies. Also in inputs: reducing the impact on the environment, reducing the cost of inputs, reducing the amount of inputs you put on, so that has both a cost benefit and an environmental benefit.

Sam Fiorello: So the trend that I see, that’s really been amazing, and just in the eight years of the Ag Showcase, is the movement for big data and data analytics infused into agriculture. To making decisions, to machine learning, to vision learning, quadcopters and sensors throughout farms now. So, it used to be those engineers, those techies in Silicon Valley were here, and biologists were there. Well, there’s a confluence now.

Rohit Shukla: Another area that I think is incredibly important is new sources of food. We simply have to have them.

Sam Fiorello: Farmers are always looking for different types of food sources that they can produce, that will be mitigate the risk that have higher values, the example was in 1945 there were no soy beans raised in the US. It was a new crop brought from Asia; and now corn and soy bean are the kings. And so, that kind of search for alternative crops, for alternative uses, is going on all the time.

Rohit Shukla: The issue there has to do with really being able to understand how it is that we create new ways of growing food, and new food itself, new food sources. So crickets, for example. An incredible, incredible part of the meal that is fed to our animals, that then we eat. This is something that I think we’re only beginning to understand now, beyond the cottage industry of crickets that might be served at certain specialty restaurants.

 

 

Claire Kinlaw: If we could create what we need and simply recycle what we produce out the other end, and not have waste, all the better.

So we’ve taken a look at some innovation at various points in the value chain. And there are many opportunities to innovate there, so…

Sam Fiorello: …there’s waste that happens in the farm fields. Then moving it, storing it, sorting it. And all those points along the value chain, including going to the supermarkets, and the supermarkets throwing out large amounts of produce.

There are opportunities in all of those points to reduce waste through infusion of technology and new practices.

Claire Kinlaw: Starting from the field. Get more food out of the field, all the way to the other end. Don’t send it from a grocery store to a landfill; take food and then produce, say, fertiliser, using an anaerobic digestion system. Or feed it to crickets and make protein. Or connect with the food donation system.

Sam Fiorello: Those challenges mean opportunities for startups, and we’ll see a lot of presenting companies here looking at ways to infuse technology into one of those kinks in that chain to make it more efficient.

Claire Kinlaw: And so, all along the chain. Just don’t waste it.

Ag Innovation Showcase: Crispr gene editing will change the ag paradigm

The latest applications for Crispr gene editing took centre stage at the latest Ag Innovation Showcase; but what is Crispr? How does it work, and what does it enable? Speakers from across the industry come together in this video to explain the potential of the technology. Registration is now open for the Ag Innovation Showcase 2017: visit www.agshowcase.com.

Avi Maidenberg: So I think some of the work being done around gene editing, which has kind of been a buzzword in our sector for a little while now, has gotten kind of a centre stage.

Sam Fiorello: I remember three years ago asking a panel of experts: what will change the paradigm of agriculture? And Crispr came up from all of them, saying: it’s a technology that will change everything.

Carlo Montemagno: I think the most exciting thing I heard about today was the gene editing strategies going forward, and the idea of being able to use Crispr to improve the quality and productivity of our food, while at the same time eliminating many of the issues and challenges normally associated with GMO products.

Sam Fiorello: It allows for very precise, very inexpensive marker assisted breeding and gene editing. I’m confident that we’ll see Crispr embedded in products around the world that will help us achieve mission impact.

The New Economy: The latest applications for Crispr gene editing did take centre stage at the latest Ag Innovation Showcase; but what does it enable?

Rachel Haurwitz: It’s the ability to go inside of cells and precisely change DNA sequences. These changes could be very small – maybe just one base of DNA, or could be large – insertion of a whole new gene at a particular site.

It’s based on a little protein called Cas9, which is basically a pair of molecular scissors. By designing a new RNA partner for it, you can target it to a particular site in the genome, and actually break the DNA at that site, cut the DNA.

Turns out cells don’t like to have their DNA broken, and so they quickly go about fixing it. And how it’s fixed is actually what causes the DNA to be edited.

The New Economy: The ability to specifically change DNA is transforming product development. It’s touching everything from basic research to new therapeutics. In agriculture, Crispr is being called precision breeding, or advanced breeding – in part, to try to distance the technology from GMOs.

Rachel Haurwitz: Typically when people talk about GMOs, they’re talking about taking a piece of DNA or a gene from one species, and moving it into an entirely different species.

In the case of Crispr gene editing, we’re typically talking about making small changes inside the organism’s own genome. And in fact, these are often changes that are already found in the wild. And this is simply an approach to bring those specific traits into products faster than a traditional breeding cycle, which would take many, many years. It could be for example drought tolerance, or perhaps something that touches the consumer a little bit closer: today I met someone who’s involved with a company who’d like to make allergen free peanuts using gene editing.

Sam Fiorello: One of the things we need to be sure of right now is getting in front of both the regulatory framework for use of Crispr, and help the general public understand the importance of that tool. Because frankly with some of our work in sub-Saharan Africa for example, we’ve had scientific solutions for some of the targets that we’re going after, that keep poor farmers from having the quality of life that we hope for – we need to get ahead of that with Crispr, so that all the tools can get into farmers’ fields and on the plates of consumers as soon as possible.

Rachel Haurwitz: I think having consumer trust and consumer acceptance is the number one challenge to ultimately seeing these products in the market. Consumers are quickly getting more educated about their food, and unfortunately there’s a lot of misinformation about where our food comes from. And so I think we have an obligation to really explain to consumers what this technology is, what it isn’t, what it enables, and how we measure whether it’s safe or not.

Ag Innovation Showcase: Renewing social licence after the GMO debate

Crispr gene editing is being called precision breeding, in part to distance the technology from the GMO label. So what went wrong with the GMO debate, and what lessons have ag innovators learned? The promise of innovation is exciting the scientific community, but the public remains unconvinced – in large part, because industry stakeholders aren’t connecting on a personal level. Registration is now open for the Ag Innovation Showcase 2017: visit www.agshowcase.com.

Rachel Haurwitz: I think there are probably a number of things that went wrong, but I think one of the key problems was the balance of power. There were a small number of very large companies who themselves did not have a lot of consumer trust, who were telling consumers they were going to have these products. And I think consumers did not react particularly positively to that.

Roxi Beck: There is a real challenge with getting the general public to understand not only what it is that we’re doing, but why.

When you are a consumer on the other side of that technology, and all of a sudden you’re trying to assess the  benefits, it’s hard to do so when all of the traits have been designed for a farmer.

It can allow crops to grow in drought conditions that it couldn’t previously, that can resist pests that would wipe out an entire crop. We need to be thinking more about those crops that have a direct benefit to consumers, but also serve to meet the needs of today’s farmers.

Engaging with consumers is quite the science. The biggest takeaway is first, find a value space connection. People are highly interested in doing the right thing: for the environment, for animals, for the people who are eating the food. And I think we need to start talking about that more. Talk about our families, talk about why we’re so passionate about the work. And then, when the conversation gets further, we have the opportunity to talk about what it is that we’re doing, that reinforces why it’s so important that we do it.

Sam Fiorello: What we need to do is bring consumers and lay people together with scientists, to better articulate this efficacy and safety and the importance of a tool to help meet our challenges.

Rohit Shukla: It’s easy to have a conversation entre nous; to convince ourselves of the greatness of our achievements. It is far more difficult to be able to then get our stakeholders to understand that this is relevant to the way they are going to live. The way they’re going to eat. The way they’re going to have their clothes made, etc. And I think the notion of having that kind of coalition between consumers, producers, innovators, governments, is an incredibly important one.

We cannot ignore the opportunity and the imperative to become engaged with our stakeholders.

Rachel Haurwitz: I think no one company – especially no little company – can reach all of the necessary stakeholders ourselves. And so we’re instead looking at a way to partner with a much larger number of companies, who themselves directly interact with their consumers, and their customers, and their customers’ customers, to really have a broad network of entities who are speaking to various stakeholders about the technology.

Roxi Beck: This is everyone’s responsibility. We have got to take the opportunity, when we’re asked a question, or even when scepticism comes our way and that concern comes to us, to get into a conversation. Not to reshape their opinion, but first to understand where they’re coming from.

If we first get on the same page as them, and can start understanding the world as they see it, we’re going to be much more likely to understand why it is what we’re doing really matters to them at the end of the day.

 

Ag Innovation Showcase: The voice of the farmer

For the first time in its eight year history, the Ag Innovation Showcase featured a series highlighting the voice of the farmer: giving a critical platform to the people on the front line of feeding the world, and the challenges they need innovative help to overcome. We hear from Blake Hurst about the challenges he’s faced this year, and why he chooses to farm the way he does. Registration is now open for the Ag Innovation Showcase 2017: visit www.agshowcase.com.

Sam Fiorello: So, rather than a typical keynote where you have an expert luminary giving a talk, we have a panel of farmers saying, here’s my life, here’s my reality, here’s some pain points, here are things that I’d like to see, so that we can pass this farm on to my children and grandchildren, and continue this legacy and be good stewards of the farm.

Blake Hurst: So, we have a farm in northwest Missouri, and grow corn and soybeans with an extended family. My dad at 81 is still active in the business. Two brothers, three nephews and two son-in-laws all involved. And then my wife and our immediate family have a greenhouse business. About 100,000 sq ft of greenhouse space where we grow bedding plants. So that’s our business.

Our challenge this year has been excess moisture. We lost a little bit of crop to flooding. And we’ve had so much rain, weed control hasn’t been as good as we would have liked. But overall I think we’ll have a good crop. Prices here in the US are lower than we’d like, but we’ll live to fight and farm another day.

Sam Fiorello: Some folks who are not in the ag business have these assumptions that farmers are out there, and they’re uninformed, and they’re… but in fact, farmers are brilliant businesspeople, they understand their land, there’s a sense of stewardship of the farm.

Blake Hurst: One of the things that happens when people criticise agriculture is, they often think of farmers not having agency, of being forced into the way we farm by large companies, or government programmes, or the market. But each day we face a series of decisions on how we’re going to spend the day, how we’re going to tend our crops that day. And farmers are well educated, we’re experienced. We have the ability to make moral judgements.

Sam Fiorello: They’re going to make decisions that help them to maximise their businesses. But those maximisations also mean using less fresh water, because that’s expensive. Using less fertiliser, because fertiliser’s very expensive. Getting more yield.

Blake Hurst: We of course use genetically modified seed, both in our corn and soybeans. Where we farm in northwest Missouri, we have steep slopes, it’s rolling hills and so we’re using totally no-till farming. That’s only possible with the genetically modified seeds, because of the weed control system we’re able to use.

We use herbicides, and they selectively kill undesirable plants, weeds, and they leave the crop unharmed. People need to understand that there is no way to farm without controlling weeds. Any way we control weeds uses resources, and so what we try to do is to control them in the most efficient means possible.

Sam Fiorello: You know, farming is a difficult business, and it’s a changing environment. You have now temperature swings and either go through periods of drought or severe flooding. You’re exposed to the elements. Farmers look to mitigate risk at all costs. That’s their number one thing, it’s shedding risk. And the way you can shed risk is through technology coming through the pipeline, to create sensors, or more efficient ways to sow your seeds and care for those seeds. Seeds that can withstand these dramatic changes in temperature, and other climatic conditions. Plants that can stay ahead of pathogens that are changing all the time. So, it’s a very difficult business. It takes a select few to do it. But those who do it are passionate. It’s more than just work. It’s a livelihood, it’s a way of life for their families.

Ag Innovation Showcase: Whose problem does my technology solve?

Giving a platform to farmers’ voices was an important new part of this year’s Ag Innovation Showcase, because without it, research might go… wrong. Delegates in St Louis, Missouri, discuss the challenges on the farm that actually need to be addressed. Registration is now open for the Ag Innovation Showcase 2017: visit www.agshowcase.com.

Hank Giclas: A lot of times we have somebody from Silicon Valley or some place else like that coming to us with a solution for a problem that we didn’t know we had. It’s important to be in contact with growers early to be able to make sure that you are addressing a real issue on the farm, and perfecting your technology in a way that has utility on the farm as well.

Darryn Keiller: Technologists love developing technology, not always necessarily with the customer in mind. And we need more collaboration between the customers, the universities, the research labs, and the innovators, to bring that ecosystem a little bit more closely together.

Claire Kinlaw: It’s not unique, it’s just you have to understand your end user, and your customer, and your customer’s problems. Taking that perspective – not why is my technology cool, but, whose problem is it that I’m solving, and who’s going to pay to have that solution adopted?

Hank Giclas: I think the biggest challenges being faced by our members are the shortage of agricultural labour. There’s a lot of competition for the available workers that there are.

We’re looking at technologies that will allow us to mechanise some of the labour: places where we can mechanise the harvest, sorting, grading operations.

People are working on automatic lettuce harvesting equipment, strawberry harvests we’re very interested in. That’s a labour intensive crop. And I think that ultimately we’re optimistic about that, because it translates into higher paying jobs in agriculture as well.

Darryn Keiller: And I think one other big factor is that the ag sector as a whole is very slow to change. It is a very slow turning wheel, compared to say, what we see in consumer experiences with adoption of new technology, which are now very rapid. So, there’s a level of education that needs to happen with the ag community, with the farmers, with the growers, to get them on board with the benefits of employing new technology.

Rohit Shukla: So for example, in precision ag, a collection of items that could be broadly classified as the internet of things. Such things as sensors and so on, that have been around for quite some time and are obviously being recalibrated and reworked. But their use really is not that significant when you consider that they need to be really integrated into biology.

Carlo Montemagno: That means we have to develop new sensor technologies, to sense the things that we know are important, and be able to network them all together so that you can generate a complete picture of the activity that’s going on, so you can establish optimum solutions for maximising the productivity, minimising the environmental impacts on producing food.

Hank Giclas: There’s a lot of technology being brought to bear on the water issue. There’s everything from remote visioning, remote sensing, using satellites and drones and aeroplanes and things like that. There’s infield sensors providing information about when to irrigate, where the water is in the soil profile. And all those things are helping us be a lot more precise.

The goal is to put on precisely what the plant needs at the precise time that it needs it. And through that precision, leave a smaller footprint on the planet.