Aera Technology: redefining agility in supply chains
With 15 years of experience in various enterprise software leadership roles Gonzalo Benedit joined Aera Technology in 2020 as General Manager, EMEA. “Aera is a digital platform that enables Cognitive Automation for large enterprises, such as Fortune 500 companies. So pretty large scale organisations operating mostly within the Consumer packaged goods (CPG), pharma chemicals and discrete manufacturing industries. At Aera Technology, we help them to digitise, augment and automate decision-making at scale,” says Benedit. Whilst Aera Technology is headquartered in Mountain View, California, the company operates worldwide, with more than 450 colleagues across Asia, Europe and the Americas.
Empowering supply chain leaders with Cognitive Automation
When asked: what makes Aera Technology’s Cognitive Automation platform unique? Benedit believes “its uniqueness comes from the fact that it’s a single platform that is able to address the core dimensions that are critical to deliver Cognitive Automation at scale: data, science, process, and change.”
Breaking down the four core dimensions, Benedit adds that “when it comes to data, Aera Technology is able to build a single data model. We're able to connect with all the transactional systems of an enterprise and build a single end-to-end data model. When it comes to science we help our customers to apply and deploy deterministic logic, machine learning, and simulations. In terms of process it's about digitising the way decisions are being made in a certain company, division or country. Last but not least the fourth dimension is about change on which we not only deliver an intelligent experience that allows users to easily engage with the platform, but also generate a digital record of all the decisions that have been made and the context under which those decisions were made.”
Aera Technology’s partnership with Kearney
After recently announcing a strategic alliance with global consulting firm Kearney, Benedit explains that Aera Technology is “incredibly excited about our partnership. This means a lot to us, and I would say there are two core components to this partnership.”
“We're working on these with our customers and it's about redefining the way of working for them. This is where we believe in the stability of taking the best of both worlds. So combining Kearney's incredible experience, breadth and depth of knowledge of these industries and operational knowledge and our own Cognitive Operating System™,” says Benedit.
“At the same time we believe there is a great opportunity, which is also the purpose of the partnership, to leverage Kearney's IP. An example of this is through through our own platform. It's basically delivering [Kearney’s] Sense & Pivot powered by Aera Technology. That allows us to deliver value, incredible value, at pace to many of these companies around the world,” says Benedit.
Reflecting on the company’s overall partnership with Kearney, Benedit concludes that “for us, it's an amazing opportunity working with Kearney; it gives our customers access to incredible experience built throughout almost a century so that's invaluable for us. Combine that knowledge with our ability to deliver at a very fast pace, Cognitive Skills, and a digital platform for Cognitive Automation, together we can enable self-driving enterprise. That's a pretty unique value proposition for our customers.”
Q&A: Professor Loredana Padurean, Asia School of Business
As someone who is creating Asia Pacific’s business leaders of the future, what do you believe are the essential skills leaders require?
In many ways, we need leaders who are Renaissance women/men or polymaths, as opposed to specialists of an industry or a field. A polymath is a person with profound knowledge, proficiency and expertise in multiple fields and today’s leaders have to be able to combine various ideas, look at problems in novel and useful ways, and develop a broad and yet still deep set of skills, talents, and knowledge.
You’ve coined ‘smart’ and ‘sharp’ as skills of the future. What are these?
They are replacements for ‘soft’ and ‘hard’ skills, a concept coined by a US Army doctor in 1972 who observed that his pupils had different skills: dealing with machinery required ‘hard’ skills, while dealing with people and paper were ‘soft’ skills. This concept has served us well since, but I find it too binary, not to mention the semantic implications of the words themselves.
Soft implies gentle, delicate, mild, quiet, tender, weak. However, there is nothing soft in navigating competing perspectives and cultures, handling and delivering critical feedback or dealing with office politics. Instead, I prefer to call these skills ‘smart’. Hard implies rigid, difficult, heavy, static. But how can we think of engineering or software development as static or rigid? I believe ‘sharp’ is more apt as such skills need constant updating or sharpening.
I think it’s time to reflect on these classifications, because we can drastically change someone’s perspective by how we choose to talk about and frame something.
How important are smart skills in leadership today?
Smart skills are more important than ever because we live in a world of extreme diversity: generational, ethical, value-based, gender, etc. Gone are the days when giving an order was an effective act of leadership. I personally work with people from five different continents and across five different generations, therefore as leaders, we need to know how to adapt, motivate, inspire and connect. We need to increase our investment in learning about them in action, especially as smart skills are more difficult to develop.
I believe that a successful leader today has to be both smart and sharp. Take cognitive readiness, one of my top 10 smart skills. In order to be cognitive ready, one has to master system dynamics, one of my top 10 sharp skills. Also, did you know that one of the primary reasons why digital transformation fails is not the absence of digital literacy, a sharp skill, but the need for more validation and adaptability, both smart skills. So, instead of thinking of these skills as binary, I prefer to think of them as the yin and yang; co-existing and complementing each other.
So, you can teach leaders smart skills then?
Yes, you can, via a combination of the classroom experience, plus an action component supported by deeply embedded reflection. At ASB we call this Action Learning, and we teach it both in the MBA and in the executive programs. For example, in teaching a leader emotional maturity as a smart skill, first they need to learn what it is, and then act on it, before reflecting on what we did and how we did it. And then to repeat it, but this time with more expertise and awareness. It’s not easy, but that’s why my favourite mantra is ‘the job is easy, the people are not’.
Discover Professor Padurean's successful skills for a digital transformation here