future. (Musser, 2018) D-Wave technology is organizations and agencies is mandated to already in test mode with Volkswagen pairing coordinate research, establish goals and the technology to successfully test improve- priorities, assess and recommend federal infra- ments of Beijing traffic patterns. structure, assess workforce in the discipline, and evaluate opportunities for international cooper- REGULATION OF QUANTUM ation. A National Quantum Initiative Advisory COMPUTING: THE NATIONAL Committee is to advise the President of trends QUANTUM INITIATIVE ACT OF 2018 and developments, management and implemen- tation, and whether the goals and activities are As in all advance of technology, regulation maintaining U.S. leadership in quantum infor- slowly and inevitably follows after Congressional mation and technology. Remaining titles of the hearings which highlight both the wonders Act call for reports by the National Institute of but also the perceived abuses and the need to Standards and Technology assessing needs, reign in actual and possible harmful conse- gaps, and recommendations; and the National quences of the new innovation. Coupled with Science Foundation concerning information major advances by China in AI and competitive theory, physics, computational science, applied pressures in general, the oft-deeply politically mathematics, networking, sensing and detec- divided Congress was able to agree almost tion, and materials science and technology. unanimously in the House of Representatives (Martin, 2017) and unanimously in the Senate with the need to promote the acceleration of quantum WHITE HOUSE INITIATIVES computing advances. Thus, the President signed into law the National Quantum Initiative Act on In 2018, the National Science and Technology December 21, 2018. (National Quantum Initiative Council (NSTC) the Office of Science and Act, 2018) Among the purposes of the Act are Technology Policy (OSTP) commenced a the support of R&D, demonstration, and appli- cation of quantum information science and subcommittee national strategic program for technology; interagency cooperation and coor- Quantum Information Science (QIS) to secure dination; promotion of federal government’s and maintain U.S. leadership in the latest tech- efforts in research and collaboration with nological emanation. (National Science and industry and universities; education and training through Multidisciplinary Centers for Quantum www.europeanbusinessreview.com 101 Research and Education; and advancement of the development of international standards. (Seth & Brummel, 2019) The Act, with funding of some $1.3 billion over a ten-year time frame, provides for the implementation of a National Initiative Program to accomplish the said goals through a newly created National Quantum Coordination Office headed by the Director of the Office of Science and Technology in consultation with the Director of the National Science Foundation and the Secretary of Energy. A subcommittee of Quantum Information Science of multiple
TECHNOLOGY Technology Council, 2018) The program sets forth investment in joint technology research centers to address the latest technological present and by partnerships among industry, government, forthcoming issues are as follows: and academia; and maintain awareness of the forthcoming quantum revolution and how it Focus on a science-first approach that aims to may affect agencies within the U.S. government; identify and solve Grand Challenges: problems whose solutions enable transformative scientific Provide critical infrastructure and support and industrial progress. needed to realize the The initiative seeks to do Artificial intelligence, rather than scientific and techno- so by strengthening feder- logical opportunities. ally-funded R&D programs being replaced, will be enhanced Suggestions include the from the issuance of grants to an exponential degree causing identification of critically to researchers; cross-disci- speculative theoretical assump- needed infrastructure and pline dialogue particularly encourage investment within the scientific commu- tions of undetectable a much longer among all stakeholders; nity; establish a formal lifespan because of its ability to coordination body such slow the aging of cells, detect encourage government as NSTC; and focus on the agencies to provide QIS research community major challenges and prior- previously cancers and other organ with increased access itize investments to address malfunctions, and a myriad of other to existing and future the challenges; advances in almost every profession. facilities and support technologies; establish Build a quantum-smart end-user testbed facilities and diverse workforce for training and engage- to meet the needs of a growing field. The ment; explore relevant applications to quantum program includes encouragement of industry computing missions by federal agencies and and academia to create convergent trans- stakeholders; and leverage existing infrastruc- sector approaches for workforce development; ture, including manufacturing facilities for increase the size of QIS-ready workforce; repurposing and expansion to advance quantum encourage academia to foster quantum science technology development; and engineering and address early stages of such learning beginning at the elementary level and Drive economic growth and maintain national continuing at all levels of education; reach out security by promoting understanding and mech- to the community for investments in quantum anisms for understanding national security science; and track and estimate the future work- concerns and stay current with defense and secu- force needs of the quantum industry; rity implications of QIS technologies; and ensure consistent applications among U.S, universi- Deepen quantum industry engagement, ties and industry relating to QIS research; and providing appropriate mechanisms for public-private partnerships. Suggestions Continue to develop international collabora- include the formation of a U.S. quantum tion and cooperation with like-minded industry Consortium with participants from academia, and government partners; ensure the U.S. government, and industry to coordinate efforts continues to attract and retain the best talent to address needs and roadblocks to quantum in QIS research and development; and identify development include ng addressing issues such strengths and focus areas as well as gaps and as intellectual property, and the need to stream- opportunities with international parties for a line technology-transfer mechanisms; increase better understanding of the QIS landscape. 102 THE EUROPEAN BUSINESS REVIEW SEPTEMBER - OCTOBER 2021
The key next step will be to develop agency-level slow the aging of cells, detect previously cancers plans that address the identified approaches and and other organ malfunctions, and a myriad of policy opportunities in the next section, which other advances in almost every profession. will be integrated into an overall strategic plan. This will enable new opportunities on a ten-year Major financial centers are already investing horizon, possibly including: the development. substantial sums in the technology that some (National Science and Technology Council, 2018) commentators allege cannot be controlled. Thus, the largest U.S. bank, JP Morgan Chase, and the The ten-year goal to create a quantum-smart German automaker Daimler AG are investing in workforce for the foreseeable future aims in quantum experimentation by their and other part on education of students commencing companies utilizing IBM quantum processors in elementary school to make them knowl- to understand how to enhance their operations. edgeable of QIS. The Department of Energy is For example, Daimler is interested in battery funding $218 million for 85 QIS projects spread improvement by using IBM prototypes to stim- among 28 higher learning institutions and ulate chemical structures and reactions therein. nine Department of Energy labs. (Nott, 2018) (Simonite, 2018) Banking will be transformed The National Science Foundation is mandated by the ability to utilize quantum cryptography to build up to five institutes to train people in by means of quantum key distribution whereby quantum computing. It incorporates the vision an encrypted message and its keys are trans- of the physicist Chris Monroe and others who mitted separately resulting in the destruction of want and intend by the year 2050 for a high the encrypted message if hacking is attempted school student to be able to use the technology and notification sent to sender and receiver. as easily as the use of Snapchat. Currently, there is a significant shortage of quantum computer Advantages are transmission of data 100,000 scientists which is retarding U.S. advancements times faster than current speed of transmission. in the field. (Chen, 2018) Cryptocurrencies may be enhanced or replaced by quantum money because they would be QUANTUM COMPUTING AND unclonable and unreproducible. (Skinner, 2018) FUTURE DISRUPTION www.europeanbusinessreview.com 103 Quantum computing will disrupt the existing landscape of how business is conducted and will have untold major consequences on a personal level. The transition to blockchain and artifi- cial intelligence as a means of securing data from intrusion has been an ongoing pursuit in almost every area of human endeavor including investments, banking, accounting, government, etc. The problem is that quantum computing would disrupt the said existing technologies by possibly overcoming the inability to hack block- chain’s “unhackable” private keys. Artificial intelligence, rather than being replaced, will be enhanced to an exponential degree causing spec- ulative theoretical assumptions of undetectable a much longer lifespan because of its ability to
TECHNOLOGY QUANTUM COMPUTING AND our concepts of the physical world; its effect on so-called THE LEGAL PROFESSION un-hackable devices and uses such as blockchain and other security mechanisms; innumerable jobs will both cease but Major perceived threats to the legal profes- (hopefully) replaced by an equal or greater number of new sion have arisen in the technological advances jobs; the requirement of STEM education commencing as brought about by blockchain and artificial early as elementary school; security and how armed conflicts intelligence. With the ability of blockchain to are conducted; the great advances in medical science and permanently record online transactions accom- prolongation of life-span; and innumerable other altera- plished privately between parties; the advent tions of human activity. Like almost all other technological and usage of “smart contracts;” the enormous advances there are inherent risks as well as breathtaking enhancement of data integration, accumula- opportunities for the benefit of humankind. No one can tion, and analyses, e.g., with the elimination predict with certainty whether blockchain, artificial intelli- of hundreds of attorneys and work hours in gence, quantum computing, and futuristic occurrences will mergers and acquisitions due diligence prepara- ultimately benefit humankind. Nevertheless, at least for tions, and many other usages, perceived threats these authors, the study of the exponential technological to the professions; have caused a rethinking of growth is endlessly fascinating and a glimpse of what the how the profession will need to be re-oriented. near future will entail. The looming of quantum computing greatly enhances the question of how the technology will revolutionize the manner in which the profession is conducted and how the law school curriculum must incorporate technology as a major addition to course requirements and described by one author as “Computational Law.” (Zent, 2018) CONCLUSION Quantum computing is the latest evolution in technological development which will bring about major changes to almost all segments of society. It is the latest in the oft-used but truly applicable word “revolution” because it is poten- tially immensely disruptive by radically altering ABOUT THE AUTHORS Emilio Collar is a Professor of Management Information Systems in the Rosario (Roy) Girasa is Distinguished Ancell School of Business at Western CT Professor of Pace University and has State University in Danbury, CT. He holds been a professor of law in the Lubin a BBA and MS in Information systems School of Business on the Pleasantville, from Pace University (NY) and a PhD NY campus since 1980. He holds four from the University of Colorado at Boulder. He is a KPMG degrees: a BS and PhD from Fordham Doctor Scholar and a member of Beta Gamma Sigma. University, an MLA from Johns Hopkins University, and a JD from New York University School of Law. 104 THE EUROPEAN BUSINESS REVIEW SEPTEMBER - OCTOBER 2021
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TECHNOLOGY HOW TO MAKE SENSE FROM AND WITH AI ? by Imène Brigui A s a consequence of Hypercon- Managers find themselves in an environ- nectivity, tremendous growth of ment full of uncertainty and requiring iOT and mobile technology ex- immediacy, flawless situational intelli- pansion, data is becoming highly acces- gence and highly flexible systems. sible to companies : large, multiform, multi-channel and available more and To handle this complex environment, more quickly. companies need to push the boundaries of information systems by integrating Paradoxically, this explosion of data, highly cognitive capacities. More than supporting decision making at multiple ever, the cognitive is crucial nowadays levels, also adds complexity to it. to create value. Reasoning on data allows 108 THE EUROPEAN BUSINESS REVIEW SEPTEMBER - OCTOBER 2021
us to capitalize on a rare and vital resource for Are they capable of abstraction? companies: knowledge! If we consider that data only supports decision making by reacting to This includes the system's ability to deduce new stimuli and responding to predefined patterns, it concepts and to aggregate concepts to which it clearly won’t be capable to support learning and has not been explicitly programmed. In contrast building intelligence to make sense. to the more \"classical\" cases where the system applies rules or instructions to facts it observes, A company is clearly an intellectual place: we abstraction is the process of observing facts think, interpret, imagine, structure and there- and abstracting new rules/approaches/thinking fore reason. We don’t just react. Managers must patterns from them. therefore have the ability to learn and unlearn quickly, and so must systems! More than ever, How do they reason? we need intelligent systems able to make sense with and for decision makers. This represents the degree of sophistication of In order to provide systems with cognitive the cognitive approaches used as well as the capacities, Artificial Intelligence represents a major asset. This contribution is neither binary complexity of the concepts manipulated. Does nor uniform. To grasp it, four dimensions have to be explored: perception, learning, abstrac- the system reason on exclusively structured tion and reasoning. data? Semi-structured? Does it manipulate What do the systems perceive? knowledge and logical rules? Is it based on This includes the perimeter of the environment in which the system is conscious to exist. This strict or fuzzy concepts? Is it able to specify includes not only the volume of data that the system collects, but also the degree of accuracy what information it lacks to perfectly structure of that data and its quality. A system that contin- uously perceives stimuli can allow for greater a prediction or prescription? proactivity and adaptability. This system will be all the more intelligent if it is able to question To make sense, we need to ask 2 basic ques- its context and thus push the boundaries of its perception in an autonomous and dynamic way. tions. The first is: Is that Are they capable of learning? A company is clearly meaningful ? easy to under- stand ? And the second is : This represents the capacity of a system to learn from the situations in which it has been used. an intellectual Is that reasonable ? logical ? Learning is fundamental for the system to capi- place: we think, It is all about meaning talize on what has happened in the past in order interpret, imagine, to be more and more efficient in predicting and and logic. The implemen- thus anticipating what is likely to happen in the tation and appropriation future. Several types of learning can be distin- guished, including statistical learning, which is structure and of AI techniques in compa- guided by large volumes of data. therefore reason. nies today would require We don’t just react. concrete actions about meaningfulness and Logic on both AI paradigms as well as their implementation. www.europeanbusinessreview.com 109
TECHNOLOGY MEANINGFULNESS EXPLAIN / JUSTIFY Confidence comes from understanding how algorithms work. Managers need to get the reasoning logic of the systems they use to accept them with consciousness and serenity. Let's take the example of Machine Learning and Deep Learning techniques, famous for their performance in prediction, classifica- tion in many successful applications: pattern recognition, medical diagnosis, real-time translation, etc. They particularly suffer from this lack of explainability. Users receive recommendations and/or predictions but do not understand the logical path by which the system got to this solution. (RE)TRUSTING AI A certain lack of trust has been observed for last years on many AI techniques, especially on the respect of private data, black box processing and biases of all kinds. The ubiquity of AI in LOGIC Indeed, for a serene adoption of these techniques, it is important to be aware of these shortcomings and to our professional or ABILITY TO RESPOND TO A ensure greater transparency on both personal, public or PROBLEM AND NOT TO A TREND perception (the data captured) and private lives adds to reasoning (the why and how). Adopting AI is not just about over- The ubiquity of AI in our profes- the fear that things laying algorithms to solve more or less sional or personal, public or private are getting out of wellformulated problems. Indeed, lives adds to the fear that things are hand. A fear that is the resolution of a problem inevitably getting out of hand. A fear that is requires a precise and enlightened intensified by the lack of knowledge intensified by the definition of the problem itself. about AI techniques. A first step lack of knowledge We cannot claim to be able to solve would be to train and understand about AI techniques. these paradigms without going neces- all types of problems in a company (and they are many and various) by sarily to the purely technical aspects. relying on the same miracle tech- Simplifying access to knowledge in niques. A deep work should be done this disciplinary field is becoming a to define the actual needs and objec- necessity. Hence, we need to control/monitor tives, to assess uncertainties, to audit available AI, from one side and we need to train/sensitize data resources. That is crucial to select the humans from the other side. appropriate technique(s) to be deployed. 110 THE EUROPEAN BUSINESS REVIEW SEPTEMBER - OCTOBER 2021
Humans are able to reinforce learning qualities through explicit feedback that would bring logical rigor to classical learning techniques and support, therefore, the cognitive capacities through the human dimension. PUTTING HUMAN INTELLIGENCE AT THE suggest that a major challenge would be to HEART OF SYSTEMS think of bridges between systems that reason on rules and logic in rigorous way and statis- In addition to the training and awareness tical learning systems. Bridges and integrating already mentioned, human intelligence must be logics must also be thought of between human put back at the heart of algorithms by ensuring intelligence and artificial intelligence. Thus, a constant AI/Human co-construction. This the challenge is to make different visions of requires a broadening of perception in order to artificial reasoning and human reasoning better assimilate and capture human knowledge cohabit and interact to make sense. and expertise. ABOUT THE AUTHOR In addition, humans are able to reinforce learning qualities through explicit feedback Imène Brigui, associate that would bring logical rigor to classical professor and researcher at learning techniques and support, therefore, the emlyon business school, cognitive capacities through the human dimen- holds a PhD in Computer sion. This would allow the development of Science from Paris situational intelligence in which human inputs Dauphine University. Her are fundamental. research areas focus on Artificial Intelligence and in particular Intelligent Agents. During more HYBRIDIZATION CREATES VALUE than 15 years’ experience in research and teaching, she has been involved in several AI will be resolutely hybrid. Hybrid thanks to research projects and pedagogical responsibili- the integration of paradigms that have been ties. She is also engaged in multiple AI and Data mutually exclusive till now. Many researchers communities in France and abroad. www.europeanbusinessreview.com 111
SUPPLY CHAIN RESHORING AND NEW GLOBALIZATION: THE FUTURE OF SUPPLY CHAINS by Luigi Gentili Reshoring is an economic Aftermath the worldwide corona- ones, which are deployed in neighbour- phenomenon that virus pandemic explosion, many ing countries. The short supply chains, has increased during international companies have de- in contrast, are being strengthened, as it the pandemic crisis. cided to repatriate their productive activ- is happening in several European coun- Many governments and ities. Offshoring, practised for more than tries: companies previously relocated businesses decide to 20 years, seems to be outdated. Recent abroad, back down to their home coun- repatriate their produc- research carried out by McKinsey uses try (backshoring) or neighbouring coun- tion lines from abroad in the term “great rebalancing”1 : by starting tries (nearshoring). order to be more resilient. from 2025, 25% of world exports could be It’s happening particu- affected by the phenomenon of reshor- Reshoring is not new. The term was larly in the US, the UK, ing, i.e., the re-location of productive coined in the United States of America Europe and some Asian activities previously transferred abroad. when Michael Fields, former presi- countries. The benefits This worths a 4.500-billion-dollars val- dent of Oracle Software, begins to talk for the economy are ue. Reshoring is the opposite of offshor- about it in an interview at the monthly many in terms of inno- ing, indicating the return of the industry Fortune2 : the main topic is reshoring vation, employment and transferred out of the national borders, from India in information technology3. attracting investment. especially in Asian countries, such as The United States has never yielded Because of reshoring, China or Vietnam, and Eastern Europe, the first position in the ranking of global supply chains are such as Romania or Serbia. The phe- the reshoring. The sectors that have basically set to change, nomenon mainly affects the long supply mostly benefited from reshoring creating a new phase of chains, which are very distant from the are electronics and mechanics, globalization. relocating companies and not the short followed by clothing4. Reshoring has 112 THE EUROPEAN BUSINESS REVIEW SEPTEMBER - OCTOBER 2021
contributed enormously to the recovery of Among Western countries, France and the the US economy, so much that the companies United Kingdom have also assumed a decisive role that implemented it are considered national in pro-reshoring policies5. In 2013, France identi- heroes. General Electric Co. and Ford Motor fied different types of intervention depending on Company, for example, have created from 2012 size and strategies of the companies, and devel- to 2016 thousands of jobs by means of it. The oped ad hoc services for each of them. In 2014, the USA supremacy in reshoring depends on some United Kingdom launched the “UK Reshore Plan”, typical figures which provides that only this Reshoring is the opposite of offshoring, indi- such support nation possesses services to assess and is able to cating the return of the industry transferred the probability better manage. out of the national borders, especially in Asian of a reshoring In fact, the countries, such as China or Vietnam, and initiative success, decisive factor assisting in the that favoured Eastern Europe, such as Romania or Serbia. definition and implementation reshoring was the reduction of the return of energy costs due to the discovery and strategy, and incentivising the improvement exploitation of shale gas coupled with the of the quality standard of firms. In addition, availability of public funding for technolog- the “Advanced Manufacturing Supply Chain ical innovation, partially aimed at support Initiative” was signed, which encourages specific technological clusters. suppliers to increase the competitiveness of www.europeanbusinessreview.com 113
SUPPLY CHAIN the mechanisms which rule the global economy British value chains. In Asian countries, however, and that it needs to be protected against the South Korea has a leading role in pro-reshoring risks of blocking or slowing down supply chains. policies. In 2013 and 2016, the government offers It has been immediately clear that during the financial subsidies, tax reductions and incentives pandemic, delays in the supply of many goods for innovation to companies returning home. caused several difficulties to Western countries: the Covid 19 was a big obstacle the production There are many reasons to drive companies and distribution of iPhones, cars, health masks, back home. On the industrial side, reshoring is gloves, respiratory and active pharmaceutical no more motivated because of the rising labour ingredients, too. Such Countries as China, costs in the emerging countries, and more where off-shoring is most targeted, have been emphasis is given criticized for exces- both to the differ- It has been immediately clear that during sive economic ential of production dependence. costs and to the the pandemic, delays in the supply of many Hence it comes the goods caused several difficulties to Western need to bring home total cost sourcing countries: the Covid 19 was a big obstacle (reshoring), diver- sify or recompose components (i.e., transport costs, logistics, insurance the production and distribution of iPhones, and make shorter, processes, customs cars, health masks, gloves, respiratory and flexible, resilient duties, etc.), which, active pharmaceutical ingredients, too. and sustainable the cumulated, can set industrial supply to zero the economic chains. The accel- convenience of the eration towards low labour rate. This trend also takes advantage reshoring was widespread, investing many of and follow the development of Industry 4.0: countries and the strategic responses of govern- robots, 3D printing, the internet of things, and ments have been diverse and significant, even if cloud computing, which are all factors that are their actions are still in progress. going to progressively reduce the presence of labour in companies, especially those related to Japan’s economic policy, for example, low or medium skills, which markedly charac- includes manufacturing exodus from China. terize the base of the work transferred abroad. Tokyo began to support reshoring with an ample On the marketing side, instead, reshoring is $2.2 billion financing plan9. In the European stimulated by the lack of timely response to the Union, reshoring is considered a fundamental needs of the company’s customers, the contin- means of creating employment growth and uous change of tastes and customization of scientific research. In France, the “Plan de purchases6. Always linked to marketing, there Reliance” points to the reshoring of strategic are other reasons: the quality of the products, the sectors, such as the energy transition and the ability to produce in small series, the reputation battery, hydrogen and artificial intelligence and the corporate image. For some countries, sectors. Germany, concerned about the lack such as Italy, there is even the exploitation of the of semiconductors needed by the car industry, “made in” effect: in fact, the “Made in Italy” is calls on the EU to significantly increase the largely considered by consumers a guarantee of market share of “chips”. In the USA, President quality in the food and fashion sectors 7,8. Biden has included the repatriation of activities in the medical equipment and products sectors Today, to these causes is added another due among the main points of the stimulus plan for to Covid 19 because it has shown how critical are economic recovery. 114 THE EUROPEAN BUSINESS REVIEW SEPTEMBER - OCTOBER 2021
In addition to government decisions, the distances, not only physical but also there are business decisions. According to a cultural, between production sites and Research recent study by Bank of America, even 80% & Development centres innovation is conse- of multinationals have already drawn up quently favoured. All this encourage productive plans to repatriate relocated productions10. investments at the territorial level, creating a Generally, large companies are more involved leverage effect for industry 4.0. in reshoring: in Europe, for example, 60% of these are organisations with more than 250 However, for a proper success of the indus- employees11. There are also cases concerning trial policy, the managerial errors that in the particular production chains; this is the case of past have characterised offshoring must be the maxi-project advanced by the big compa- overcome. It’s not just by avoiding the manage- nies of the drug according to which about sixty rial errors that rise from the inability to assess small and medium-sized companies belonging the hidden costs in re-shoring projects12, but to the drug supply chain have decided to relo- also by avoiding accounting errors due to hasty cate production in Italy to remove it from the and ill-considered decisions, and managerial dependence of China and India. errors due to the socio-organizational struc- ture of companies. Ade Asefeso has analysed Reshoring is part of the new the coordination errors in globalization. Value chains restruc- By reducing the distances, offshoring projects by referring ture themselves locally, thus not only physical but to the context of the seven deadly shortening the distances between also cultural, between sins: pride, sloth, greed, lust, national companies and foreign envy, gluttony and wrath13. As a subcontractors. At the same time, production sites and result of this work, it is suggested not only the global interdepend- Research & Development to avoid organizational incon- ence links remain and become centres innovation is sistencies in order not to repeat stronger, but long production the same mistakes or additional chains are organizing to become consequently favoured. ones by focusing on the following more resilient to sudden interrup- issues: too much arrogance, too tions, too. One of the consequences much laziness, lack of interest in of this new globalisation will also be an improve- the destiny of the business, excessive frenzy to ment in the innovation capacities of companies, resolve the impediments, too much rivalry with being interdependence and innovation condu- opponents, the excessive thirst for profits and cive to technological development: by reducing too much haste to find a scapegoat for mistakes. www.europeanbusinessreview.com 115
SUPPLY CHAIN What will be the future of REFERENCES reshoring? Although it is real difficult 1. Sneader K. and Singhal S., (2021). “The next normal arrives: Trands that will define 2021 – and to say, it is clear enough to experts that on the long term it will depend beyond”, Mc Kinsey & Company, January. on the choice between two reshoring approaches: single firm or supply 2. Holz R., (2009). “An Investigation into Off-shoring and Back-shoring in the German Automotive chain14. While at the level of single- Industry”, PhD Thesis at the University of Wales, Swansea. firm, the process is easier to be implemented, even if a lot of struc- 3. Fisher A., (2006). “Bringing the Jobs Home”, CNN Money, March 20th, Fortune Magazine. tural rigidities faced by companies 4. Reshoring Initiative, (2017). “The Reshoring Initiative Reshoring Initiative 2016 Data Report: The Tide during Covid-19 would remain, in the case of supply chain it becomes Has Turned”. possible to face sudden variations and increase resilience, responsive- 5. Edit by Traù F. (2020), “Rapporto scenari industriali 2020”, Centro Studi Confindustria. ness and restoration capabilities. 6. S. Grappi, (2016). “Il reshoring visto dal consumatore”, Milano, Franco Angeli. There is no doubt, however, that it 7. Fratocchi L., Ancarani A., Barbieri P., Di Mauro C., Nassimbeni G., Sartori M., Vignoli M., Zanoni A. (2016). becomes more difficult to attract an entire supply chain within a single “Il back-reshoring manifatturiero nei processi di internazionalizzazione: inquadramento teorico ed country. Consequently, proper evidenze empiriche”, Sinergie Italian Journal of Management. cooperation with countries in close 8. Benstead A.V., Stevenson M., Hendry L.C. (2017), “Why and how do firms reshore? A contingen- macro-regions could become an cy-based conceptual framework”, Operations Management Research. incentive in favour of nearshoring initiatives. 9. Kuo M. A., (2020), “Tokyo Prods Japanese Firms to Leave China”, The Diplomat, May, 05. 10. Mashyekhi R., (2020). “MIt would cost $1 trillion to move global supply chains out of China - but the long-term gains could be worth it”, Fortune, August 19. 11. Eurofound (2019), Reshoring in Europe: Overview 2015–2018, Publications Office of the European Union, Luxembourg. 12. Moradlou H. and Blackhouse C. J. (2016), “A review of manufacturing re-shoring in the context of customer-focused postponement strategies”, Journal of Engineering Manufacture 230(9). 13. Asefeso A., (2014). “Reshoring. Manufacturing is coming home”, MCIPS MBA. 14. Barbieri P., Boffelli A., Elia S. et al. (2020), “What can we learn about reshoring after Covid-19? Operations Management Research. ABOUT THE AUTHOR Luigi Gentili is a sociologist, professor of Brand economy and Media studies at the Pantheon Institute, Design & Technology of Rome. He is also the president of CEIMA, Centre for the Study of Managerial Innovation. He has worked with various business schools, enterprises networks and professional associ- ations. As a speaker, he often gives speeches at conferences and conventions for prestigious institutions. His primary research interest is management studies, economic sociology and industrial development. He is the author of many books published in Italy, including “Economia liquida” (Liquid economy) and “Ripartire dalla crescita” (Restarting from growth), recently published by Armando Editore. 116 THE EUROPEAN BUSINESS REVIEW SEPTEMBER - OCTOBER 2021
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DEVELOPMENT Is a cashless society realistic? THE RURAL CHALLENGE TO THE POST-PANDEMIC “NEW NORMAL” by Aaron van Klyton and governments used stimulus payments to mitigate the Juan Fernando Tavera-Mesías economic and financial effects of the lockdown. Vendors and consumers quickly abandoned paper money for fear of Mobile banking and digital payments (“m-payments”) transmitting the virus and increasing the contagion rate. One were already core features of government devel- year into the pandemic, a realisation emerged that the digital opment policies aimed at beefing up digital innovations implemented during the pandemic increased the efficiency of firms, particularly for the services sector. infrastructure, increasing the visibility of the informal Many have predicted that such innovations will remain in economy, and providing a low-cost way of bringing financial place post-pandemic, forming part of what has been called solutions to marginalised popula- the “new normal”. tions. International organisations The COVID-19 pandemic The Colombian government, also promoted m-payments to accelerated digitalisation like other countries in Latin increase financial inclusion in and digitisation glob- America, initiated measures to bottom-of-the-pyramid markets reduce the economic impact of around the world. From the social distancing for marginalised private sector, banks devel- ally. Furthermore, social populations, including much- oped innovative strategies and distancing, remote working, needed economic stimulus money. developed new digital products and increased digital trans- One condition for receiving this to reach a broader number of money was the possession of a unbanked and under-banked actions imply that societies regular savings account or a simpli- consumers through smartphone have become more reliant fied account only accessed through applications (apps). on non-physical forms of mobile payment apps. Bottom- of-the-pyramid users prefer the The COVID-19 pandemic accelerated digitalisation and digi- communications. latter because it is easier to open and has no account fees and tisation globally. Furthermore, social distancing, remote working, minimal transaction fees. At the and increased digital transactions imply that societies have start of the pandemic, there were just over three million become more reliant on non-physical forms of commu- simplified accounts active in Colombia; four months later nications. During the pandemic, many Latin American that number had increased to more than 5.4 million. 118 THE EUROPEAN BUSINESS REVIEW SEPTEMBER - OCTOBER 2021
However, consumers in rural regions often lack high authorities and other stakeholders to create “cashless levels of technology awareness or experience in using societies”. However, these short-term experiments financial products. These regions are characterised by did not yield the expected results (that is, a successful inadequate digital infrastructure and irregular network and sustained use of m-payments) due to a number of connections. Although the pre-pandemic institutional factors. These included 1) the importance of cash as efforts to enhance the use of m-payments received both a core component of the informal economy and a an abrupt boost, the question remains as to whether cultural symbol; 2) the installation of an automatic teller m-payments will be fully embraced by these users as an machine (ATM), thwarting the bank’s own efforts to fully institutionalised practice in the longer term. remove cash from the ecosystem; 3) rural gender rela- tions; and 4) the banks’ premature withdrawal from the Despite overwhelming support for digital solutions towns. What resulted was a tension between the market to the problem of widespread financial exclusion, we and government objectives and the social and cultural found that active and passive forms of resistance to structures of the towns. mobile banking have emerged in recent market inter- ventions in rural Colombia which call into question the 1 THE IMPORTANCE OF CASH effectiveness of existing strategies regarding the usage of m-payments. We hope to draw out critical lessons Prior to the pandemic, rural communities in developing from these studies in order to better understand the countries used cash to organise social life. For the towns sustained post-pandemic use of m-payments. studied in this report, it was customary to have a weekly Día del Pueblo (Village Day), where local residents and In our work, we examined the implementation and people from the surrounding areas would come to the acceptance of two different mobile banking apps through town plaza to buy and sell items, socialise, and catch up. a series of interviews in two rural towns in the Department This was typically the day that bosses doled out stacks of Antioquia, Colombia. The first town1 experienced a of Colombian pesos to workers for their weekly labour. fully private sector initiative to develop and implement These processes and rituals made sense to locals and an app to close the paper-money cycle completely. In were embedded in the towns’ traditions and dovetailed the second town2, a digital payment system was imple- with the informal economy in rural life, where workers mented as part of a contract with the government to were paid in cash on an ad hoc basis for odd jobs and deliver a subsidy to low-income, vulnerable women. In short-term “contracts”. each case, the banks engaged collaboratively with the town concerned and with national and local government 1. https://www.emerald.com/insight/content/doi/10.1108/ITP-05-2020-0273/ www.europeanbusinessreview.com 119 2. https://www.sciencedirect.com/science/article/pii/S0743016720302102full/html?skipTracking=true
DEVELOPMENT 2 THE “WRONG” TECHNOLOGY 3 LA MAMÁ ES LA JEFA DEL HOGAR COMES TO TOWN – A QUESTION OF GENDER? In the first town, locals were able to purchase almost In Antioquia, there is the well-known expression, “La anything using digital money at a significant proportion mamá es la jefa del hogar” (the mother is the boss in of local businesses (supermarkets, hotels, restaurants, the home), which means that running the household, and farming supply shops). The bank also hired a local including the savings and budgeting, is largely within her agent to visit the outskirts of the town (las veredas) on domain. And, in fact, we found that the women in the motorbike to answer questions about the service, accept town were more open to using the app than the men in cash deposits – which were then credited to users’ app their initial evaluation of the service and subsequent use, accounts – and to give cash withdrawals from a minia- such as digitising the community savings circle managed ture safe attached to the bike, acting as a “travelling by the local women (las natilleras). Accordingly, the banks teller”. Furthermore, cash withdrawals could also be included women in their training strategies. In the end, performed through corresponsales bancarios, micro-bank however, the women were often negatively influenced by branches housed in local shops. However, such actions their husbands’ resistance to it, undermining the adop- undermined trust in the digital ecosystem and, in fact, tion of the technology. reinforced the significance and use of cash in the town. 4 THE BANKS’ PREMATURE In the second town, the bank installed an ATM at the “PULL-OUT” request of the mayor, who no doubt perceived it as a sign of local development. However, despite providing a resource Both banks came to the towns in full force, hosting activi- for consumer freedom for some, the strategy reintro- ties such as education programmes, sponsoring festivals, duced cash in the town, reinforcing its meaningfulness and running workshops to train the merchants and the and working against the advances of the digital solution. corresponsales on how to use the app to make transactions. While the contract with the government facilitated an The banks’ involvement was necessary to allay the (irra- important and difficult task – depositing digital money in tional) fears of some locals, such as the belief that the the app – the ATM was an ever-present invitation to with- money was actually in the mobile, meaning that losing the draw cash, reversing any progress achieved in creating mobile would translate to losing the money. a cashless society. In short, these actions contributed to “value co-destruction” for the innovation, rather than In both towns, after the pilot period, residents manifested value co-creation. lukewarm enthusiasm for using digital money. In the second 120 THE EUROPEAN BUSINESS REVIEW SEPTEMBER - OCTOBER 2021
town, the bank lost the government contract to deliver the and people are free to interact face-to-face again: to what subsidy, which inadvertently increased the difficulty of insti- extent will m-payments remain a dominant currency for tutionalising a digital ecosystem for mobile payment. The rural communities, or will the residents “bounce back” bank was then compelled to convince people to withdraw to cash-based traditions? In view of this, we offer some the subsidy from an “app-less” new bank and deposit it into recommendations on the development and marketing of the app’s account – an additional effort for users. The loss m-payment applications for these vulnerable consumers. of the contract also reduced the bank’s available resources to support its activities in the town and service the community. The An ecosystemic approach IMPLICATIONS FOR bank’s subsequent departure from implies that banks BUSINESS PRACTICE the town destabilised the emergent conceptualise user experi- digital payment ecosystem and ences beyond one-to-one First, we suggest that banks increased the perception of risk take an ecosystemic approach and uncertainty for local app users. Therefore, instead of the early interactions (that is, to ensure that their m-payment users constituting a sufficient cata- user-app or user-mer- strategy is sustainable in rural lyst for institutionalising digital chant) and integrate a markets. This requires a commit- money practices, the old cash- ment from specific actors to based traditions resumed. Our broader range of actors in integrate resources and develop findings showed that the change detailed strategies. long-term relationships to prevent of the dominant form of currency these consumers from bouncing to digital money required signifi- back to cash-based traditions. An cant adjustments for rural communities due to the tangible ecosystemic approach implies that banks conceptualise symbolism and cultural significance of cash. While the user experiences beyond one-to-one interactions (that is, banks tried to shorten the learning curve and reduce fric- user-app or user-merchant) and integrate a broader range of tions associated with the institutionalisation of digital actors in detailed strategies. For example, local and national money, little progress was made. From these examples, a government actors, technology suppliers, merchants, and question arises with regard to the sustainability of m-pay- education institutions should be the first line of coordi- ments in rural communities, particularly as the clutches of nation to ensure that users remain loyal to m-payment the pandemic lift, government stimulus payments dry up apps through practice, policy, and communications. www.europeanbusinessreview.com 121
DEVELOPMENT Furthermore, m-payments can be used to support extended for rural communities. This requires identifying the tradi- social distancing measures until the long tail of this virus tional roles that women maintain in rural households and concludes, thus embedding these practices pre-emptively designing communications and user experiences in terms with respect to future pandemics. The potential value of of their needs and preferences. Furthermore, integrating the the ecosystem could be maximised if banks consider the women’s traditional managerial roles into an m-payments experience and design of service for each of the aforemen- app design, along with financial education and training, tioned actors, “guaranteeing” that could serve to empower them as all of them can pursue their social social entrepreneurs. and economic interests. In other Our findings emphasise words, simply planning for the user the importance of taking experience will no longer be suffi- into consideration the WHY SHOULD THE cient for the institutionalisation of context of rural life when RURAL QUESTION m-payments. developing a value propo- MATTER TO sition for mobile banking PRACTITIONER GENDER IN RURAL and digital payments, AUDIENCES? COMMUNITIES (LET THE otherwise businesses WOMEN LEAD THE WAY!) and banks might not fully Our findings emphasise the impor- “cash in” on the benefits tance of taking into consideration As alluded to above, our findings the context of rural life when devel- oping a value proposition for mobile show that women could be effective of a new digital normal. banking and digital payments, agents of change for the institution- otherwise businesses and banks alisation of mobile banking in rural might not fully “cash in” on the communities. Women are the central pillar of these tight- benefits of a new digital normal. We found that while rural knit collectivist communities; they manage the savings communities were not inherently opposed to m-payments, and run the household. They constitute a critical aspect of additional support structures were needed to build confi- rural ecosystems and can affect the outcome of innovation dence in the innovation and embed it into everyday practice. processes. Therefore, mainstreaming the gender perspective Bank managers should also bear in mind that technology- matters and implies that banks should give greater considera- enabled consumption represents a “magical” proposition tion to the role that women play in financial management for for rural communities, often far removed from the pene- product design, implementation, and marketing strategies tration of high technology. As such, they can live between 122 THE EUROPEAN BUSINESS REVIEW SEPTEMBER - OCTOBER 2021
two worlds – the traditional and the digital – which has its product on the rural market in a top-down manner. In implications for successfully implementing digital innova- addition to the government welfare subsidy, small earn- tions in a service ecosystem. ings from the informal labour market could also have been facilitated through the app, had it been acknowledged and The challenge remains for banks to develop strategies that included within targeted marketing strategies. In the new keep customers drawn towards m-payment use, even during norm of “cashlessness”, salaries could be transferred digitally non-consumption moments, to counteract the bounce- to employees in rural areas, and mobile banking applications back effect. In this regard, we recommend that marketing would ensure that a good proportion of money circulates communications evolve from simple banners and the like through the economy without rematerialising as cash. to a more discursive tactic, supporting social distance prac- tices and reinforcing a sense of pride that rewards mobile In sum, we argue for an overarching, inclusive strategy banking use. In practice, this could entail integrating other where different actors (national government, regional financial services into the digital sphere, such as micro- government, local government, vendors, families, and tour- credit lending. To this point, financially marginalised people ists) are involved and “reside” within the digital sphere. This in rural communities often turn to informal lenders who would foster a favourable institutional context for repli- charge high interest rates and stipulate weekly payments cating m-payment practices, offering greater value. for short-term assistance (pagadiaros). The app could offer microloans using digital money, which would extend the References value proposition beyond the basic mobile payment transac- van Klyton, A., Tavera-Mesias, J.-F. and Castaño-Muñoz, W. tions of the original app design. This would have a secondary (2021), “Innovation resistance and mobile banking in rural positive effect on economic inclusion when combined with Colombia”, Journal of Rural Studies, Volume 81, 2021, pp. micro-entrepreneurial training and financial education. 269-280, ISSN 0743-0167, https://doi.org/10.1016/j. Moreover, banks could adopt a management philos- jrurstud.2020.10.035. ophy that reflects an understanding of value as a co-created (https://www.sciencedirect.com/science/article/pii/ process between multiple actors of an ecosystem, rather S0743016720302102) than as a product developed by the bank and delivered to the customer. This approach would enhance the value prop- van Klyton, A., Tavera-Mesias, J.-F. and Castaño-Muñoz, osition, because it takes into consideration the “jobs, pains, W. (2021), “Value co-creation and co-destruction in the and gains” (Osterwalder et al., 2014) of mobile banking usage first cashless society in Colombia – a middle range theory and mitigates the potential perception of a brand imposing approach”, Information Technology & People, ahead of print, https://doi.org/10.1108/ITP-05-2020-0273 ABOUT THE AUTHORS Aaron van Klyton (PhD, King’s College London) is assistant professor of inter- national business at Ramapo College of New Jersey and visiting professor on the PhD Business Management Programme at the University of San Buenaventura- Cali, Colombia. He conducts research on mobile banking, SME finance and green innovation, and innovation resistance. Juan Fernando Tavera-Mesías is a professor and consultant of marketing at University of Antioquia. He conducts research on mobile banking, technology acceptance and service ecosystems. His work has been published in Journal of Rural Studies, Information Technology and People, and Journal of Service Management, among others. www.europeanbusinessreview.com 123
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BOOK REVIEW MAKING THE CASE THAT EVERYONE IS A DISRUPTER: A BOOK REVIEW OF ALIEN THINKING By Kyle Scott Innovation is the key to success and the essential ingredient for staying ahead of the competition. Unfortunately, modern life does not give us the time or space to be the innovators we need to be. ALIEN Thinking provides readers a template for how we can overcome these obstacles. ALIEN Thinking: The Unconventional Path to Breakthrough Ideas by Cyril Bouquet, Jean-Louis Barsoux and Michael Wade, New York: Public Affairs, 2021. Image Source: https://alienthinking.org/ wwwwww..eeuurrooppeeaannbbuussiinneessssrreevviieeww..ccoomm 112255
ABOOK REVIEW practitioner’s realism. This book makes a compel- ATTENTION ling case for creativity while providing actionable insights of how to implement. ALIEN is the acronym the authors use Everyone has been LLEVITATION for Attention, Levitation, told to “think outside Imagination, Experimentation, the box.” Of course, and Navigation. In their words, the person using the phrase ALIEN thinking is the “antidote is themselves an “in the to orthodoxy”. There is a chapter box thinker” otherwise dedicated to each of these they would not be using elements that contain anecdotes and case studies to illuminate the points and help the reader develop the skills and structure a tired cliché. While the necessary to harness break- juxtaposition is comical, the through thinking. This format demand on workers to be creative and innovative is a real concern since these are not things one makes the book IMAGINATION can do on command as one needs the right accessible and the space, time, resources and skillset to do so. lessons easy to inter- With limited time, and with attention being nalize. Each chapter I pulled in too many directions to maintain also ends with a Key a line of thought for longer than a TikTok Takeaways section video, creativity and innovation can seem which is particu- like stretch goals more than necessities. But larly helpful for later to succeed in a competitive landscape, and to reference. be able to pivot when the landscape changes, creativity is a necessity and those individuals The most thought and companies that provoking, and timely, chapter is dedicated cultivate it are best to Imagination. Imagination seems positioned to succeed. ALIEN is the acronym Given this impera- the authors use for to be the linchpin tive, ALIEN Thinking: Attention, Levitation, holding all the other The Unconventional Imagination, pieces together. Imagination is difficult since it Path to Breakthrough requires us to break away from the algorithmic-de- Ideas by Cyril Bouquet, Experimentation, and fined information flow which insures we only Jean-Louis Barsoux and Navigation. In their consume content which is reflective of the previous Michael Wade, is essen- words, ALIEN thinking content we’ve consumed. This almost guarantees tial reading for anyone that we are not exposed to new ideas or experiences looking to up their crea- is the “antidote to that would inspire creativity. It’s a great way to sell tivity game and take a orthodoxy”. us bedsheets and beer, but it impedes our exposure lead in today’s business to new ideas which are the impetus of imagination. world. These three IMD This process silos individuals since each of our feeds, professors are accomplished researchers, search results, and recommendations are tailor-made authors, teachers and consultants who for each one of us based upon what we’ve previ- combine an academic’s idealism with a ously searched, watched or engaged with. This stifles 126 THE EUROPEAN BUSINESS REVIEW SEPTEMBER - OCTOBER 2021
imagination. This is a separate but related issue to Organizations are also moving away from the negative effect technology has on our ability to traditional strategic planning to scenario plan- concentrate—an issue relevant to chapters 2 and 3. ning. Strategic planning is a static process that Overcoming an environment that limits imag- assumes one can look into the future and assign ination, and in the authors’ argument sets up probabilities to expected futures. Resources are obstacles to ALIEN thinking more gener- then allocated according ally, requires establishing practices ALIEN Thinking contains to those probabilities. that counteract these negative effects great examples of This is how traditional and provide the space, opportunity, short term and long- and resources to engage in the type of companies that had bet term planning is done. thinking and activity that will lead to wrong on the future and The problem with this breakthrough thoughts. In separate were unable to adjust when approach is we’re not projects these authors have explored good at predicting the how organizations can transform their they realized their error. future. ALIEN Thinking operations to better leverage a firm’s contains great examples resources to deliver and extract value of companies that had from customers. For instance, Wade has written bet wrong on the future and were unable to adjust extensively on digital transformations and how an when they realized their error. Strategic thinking agile, holistic approach can lead to better adapt- requires an allocation of resources that is hard—if ability and execution. At its core, organizational not impossible—to reverse. Scenario planning, on agility both requires and enables ALIEN thinking. the other hand, assumes we cannot know the future There is a synchronicity between gaining new and rather than taking a probabilistic approach it insights, having an organization receptive to imple- looks to what’s possible. Because what’s possible menting strategies in accordance with new insights cannot always be predicted, organizations who and the pillars of agile work such as a commitment engage in scenario planning must be agile as they to innovation with cross-functional, self-forming, recognize the need to adapt to unknowable and autonomous teams. With so many companies changing circ*mstances. We can see the bene- favoring agile—if not the methodology proper—it fits of scenario planning if we look at the past E eighteen months. It is those organizations who EXPERIMENTATION were adaptable and open to innovation that have makes perfect sense for ALIEN Thinking to become succeeded in a rapidly changing and unpredict- essential reading for executives, managers and front line workers who need to understand why agile able environment. In short: Those organizations works and what conditions need to be nurtured and cultivated to make it happen. who had ALIENs were best equipped to seize on the opportunities the pandemic offered. What this book demonstrates is NNAVIGATION that regardless of what methodology or management technique is imple- mented, the mindset is what matters. A closed and rigid mindset will block anything from a system that is supposed to be www.europeanbusinessreview.com 127
BOOK REVIEW innovative. Likewise, a bureaucratic system can be circum- is predicated on one’s ability to think and act on new and vented by ALIENs. The book provides terrific examples of innovative ideas—is even more limited. Of course, there are how to become an ALIEN and how to take small, practical exceptions and this book does a wonderful job highlighting measures to help us move in that direction. But, without the ALIEN thinkers who are not among the most privileged. desire to be different and think differently, we won’t take that Because a few have overcome doesn’t mean there isn’t an first step to becoming transformational thinkers. ethical issue that needs to be addressed. Equitable oppor- This is not to say having a game plan for implemen- tunity to the resources—primarily space and time—that will tation is unimportant. The authors dedicate time to allow the ambitious but underprivileged to engage in the sort discussing the importance of of thinking that leads to inno- execution and best practices ALIEN Thinking shows the vations should be a priority for for doing so. Chapter 6 focuses reader how anyone—with the policymakers and companies. on Navigation—the N in No book can do everything ALIEN—and exemplifies how right structure and approach— and perhaps this is an opportu- practitioner-oriented these can have breakthrough ideas nity for a follow up project. So authors are. It’s not enough and how to make those ideas aside from this minor qualm, to have a great idea; you need ALIEN Thinking has the poten- to implement and follow more than just an idea. tial to reshape how we think about innovation from an through. The authors dedi- cate this Navigation chapter to individual and organizational helping the reader learn to navigate corporate structures, level—namely, that it’s possible with the right plan in place. investor meetings, and other potential roadblocks so their There are practical and impactful lessons for the reader who idea can progress. This is where most books gloss over chooses to engage. This book serves as a needed companion operational realities and where this book gives the reader to the current selection of titles that focus on the ills of the what they need to succeed. modern workplace and a society defined by its distractions. If I have one qualm with this book it was a missed oppor- Those books miss the opportunity to offer practical, correc- tunity to bring up the ethics of creating the opportunity for tive action; ALIEN Thinking fills that void. ALIEN Thinking is creativity. Those who succeed are ALIEN thinkers which also the perfect companion to management books on agile, requires space, time and resources. Those who have success- scrum, and scenario planning as it gives individuals the tools fully secured resources can further engage in ALIEN thinking needed to fully leverage the power of those methodologies. more easily which keeps them at the top of the hierarchy. For Whereas those books usually focus on organizations and instance, a frontline warehouse worker who is compensated groups, this book adds individuals to the mix. and retained based upon hourly productivity has less time to In a world that celebrates billionaires launching them- dedicate to exploring new opportunities than the CEO who selves into space, it may seem difficult for the average person has a personal driver, private plane and spends down time in to think of themselves as an innovator if that’s what it takes. Aspen and Davos at thought leadership conferences. Assume ALIEN Thinking shows the reader how anyone—with the right now the warehouse worker is a single parent with dependent structure and approach—can have breakthrough ideas and elderly parents and the opportunity to succeed—which how to make those ideas more than just an idea. ABOUT THE AUTHOR Kyle Scott, PhD, MBA has previously written for The European Business Review and other publications including Forbes, Christian Science Monitor, Huffington Post and dozens of other news outlets and trade publications. Kyle has authored five books with his sixth, Preparing for an unknown future, due out early next year. Email: [emailprotected] Twitter: @kanthonyscott LinkedIn: https://www.linkedin.com/in/kyle-anthony-scott/ 128 THE EUROPEAN BUSINESS REVIEW SEPTEMBER - OCTOBER 2021 Image Source: https://alienthinking.org/
