Apr 12, 2021

NetCom Group/Comdata: 12 years of innovative collaboration

Comdata
NetCom
Bizclik Editor
3 min
 NetCom Group/Comdata: 12 years of innovative collaboration
NetCom Group’s Domenico Lanzo discusses the Group’s 12 year collaborative partnership with Comdata, the Group’s history and its supply chain servi...

Founded in 2006 by a group of engineers with specialties in the telecommunications and ICT sectors, NetCom Group over the last 15 years has grown significantly, reaching international levels by having an innovative impact through its research and development (R&D) of automation systems. 

Speaking with Founder and CEO of NetCom Group, Domenico Lanzo explains the history of NetCom Group and Core Informatica which the Group acquired in 2017. “NetCom Group, founded in 2006 and grown in size, has always had the vocation for applied engineering, and in particular, automation systems. Our strong presence in strategic markets such as the Automotive, Multimedia and Digital Media markets, as well as Cyber Security market, has called for a complete offer that included the improvement of remote technical support to our Customers. The acquisition of Core Informatica completed our previous offer by providing technical support,” says Lanzo.

Coming from strong experience in maintenance, Lanzo adds that Core Informatica is an old company built on solid foundations by providing technical support to Olivetti. “The company’s strong ability to provide support on HW and SW has made it possible to enter new markets where organisation, multilingual technical support, and above all, strong problem-solving skills were required. Such skills have made it possible for Core Informatica to remain and stand out in a rapidly growing market along with other players in the ICT sector.”

NetCom Group’s services for the supply chain and procurement

Explaining that NetCom Group is a service and product company, Lanzo says: “We design and develop solutions for the players in the engineering and ICT fields, where embedded software is written to digitally control automation systems.”

“NetCom Group and Core Informatica use their monitoring platforms for access control of supplies, along with their security and control systems for the supply chain. They also provide maintenance of commercial and sales platforms for the final offer to the Customers.”

NetCom Group’s Partnership with Comdata

Beginning their collaborative relationship in 2009, Lanzo reflects that “the historical presence of Core Informatica among the major suppliers of Comdata gives us the honor of considering ourselves a partner rather than a supplier. Our knowledge of the needs of Comdata, during all these years, has made it possible to build, through loyalty policies, our work group which, due to their speed of response to requests, is able to offer quick access to instant technical support.”

Over the years Core Informatica and Comdata’s collaborative partnership has gone from strength to strength. “From the remote and on-site helpdesk services provided from 14 offices, it has now moved on to managing 25 offices in 2020. NetCom Group helps Comdata in managing not only workstations and user services, but also provides support in managing new orders, selling ICT devices, provisioning of licenses, as well as in Data Loss Prevention and Virtual Patching.”

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May 11, 2021

5 Minutes With PwC's Amanda Line on Digital Leadership

DigitalLeadrship
Technology
Strategy
Georgia Wilson
4 min
PwC | Digital Leadership | Strategy | Technology
Amanda Line, PwC Partner and PwC’s Academy Leader on what it means to be a digital leader...

1. Define digital leadership, and what it means to be a digital leader?

Leadership has always required a specialised set of skills, such as curiosity, empathy, and decisive action. In today’s world, there is an urgent need for a new type of leader – one who has a digital mindset and has the skills to drive transformation. With the ever-expanding spectrum of new technologies, we need a new wave of digital leaders who not only understand the application of intelligent technologies in the workplace, but also know how to enable and empower their teams - and that comes from frequent upskilling. Digital leaders are represented across numerous sectors and industries, with a common goal to drive a culture of innovation and transformation. 

2. What do you believe are the essential traits of a digital leader?

Knowledge of digital and data literacy is a given essential to have a strong command of the future economy. In my opinion, what’s even more important are human-centric skills. It is the soft skills such as communication, resilience, emotional intelligence, and entrepreneurial thinking that are pivotal in this new-age digital world. 

Despite the demand for future skillsets, we’re currently facing the biggest skills shortage of our lifetime. PwC’s Middle East CEO survey highlighted that 80% of CEOs believe that a shortage of skills in the workforce is one of the key threats to their organisation’s growth prospects. 

Part of our drive at PwC’s Academy Middle East in leading the upskilling revolution in the region is to facilitate lasting change. We deliver innovative and practical training, that includes both digital and soft skills components, for individuals and organisations across industries to create a truly future-ready workforce in the Middle East.

3. How have these traits changed since the outbreak of COVID-19, or have they remained the same but their significance has grown?

Prior to the pandemic, the World Economic Forum set an ambitious target to upskill one billion people by 2030. This was initiated to tackle the 75 million jobs expected to be displaced by automation and AI by 2022. Since Covid-19, the window of opportunity to reskill has become shorter in the newly constrained labour market.[1] 

The way we live, work and learn has changed drastically, placing digital technologies at the forefront. The pace of change has accelerated the need for upskilling and reskilling. In many organisations and economies, this crisis has highlighted the discrepancy between the skills people have and those needed for jobs in the digital world. 

4. What was the role of a digital leader when the initial outbreak happened?

The need for digital leadership was brought to the forefront by the pandemic. With the huge transition to work from home (WFH), strong leadership has helped guide and steady employees, and ensure continued productivity. Leaders who understand the application of technologies in the workplace have been able to create new drivers for success, including streamlining operational systems, mindful connection of their employees and improved agility in the workplace. 

5. How has that role evolved and what are the next steps for digital leaders going forward in 2021 and beyond?

Eighty-four percent of employers are set to rapidly digitalise working processes, including a significant expansion of remote work—with the potential to move 44% of their workforce to operate remotely.[2] This is a very significant change towards a digital future. Technology is moving at a rapid pace, and having digital skills is no longer a ‘good to have’, it is critical to business success. Leaders and employees alike must adapt to a cycle of constant learning and upskilling to remain competitive.

6. How do these roles mentioned compare to pre-COVID?

Digital leaders were in demand before the pandemic, but now there is an additional urgency for a pipeline of talent with the skills to implement new technologies in the workplace. In order to create sustainable success, digital technologies must be adopted as a core business strategy – and upskilling is key. In 2020, PwC’s Academy introduced a number of qualifications in the region to support training for the digital economy, including the region’s first qualification for AI, the Certified Artificial Intelligence Practitioner (CAIP). 

7. Whilst the initial strategy for digital leaders was to survive the outbreak, what is the strategy for digital leaders as they look to thrive going forward?

We will see more sophisticated technologies being integrated into the workplace, driven by digital leaders. To support these transformations, we will need to close the existing skills gap, and ensure that younger generations are prepared for the future workplace. 

Young professionals will need huge investment in education and skills development. This requires a collaborative effort from governments, private organisations and education providers. In the Middle East for example, PwC’s Academy is working with the regional governments to upskill the national talent for future leadership roles. We also work with the private and public sector for upskilling solutions in finance, tax, HR, marketing, leadership and management, graduate development, digital transformation to name a few. It is this multi 

faceted approach to upskilling that will help our region to thrive. 

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