Chris Shortt, chief technology officer at Shoprite Group, says the work of the next five years is meeting the customer at their point of need, wherever that is 鈥� and that this does not mean the end of the store.

Speaking on TechCentral鈥檚  podcast series, brought to you by NTT DATA, Shortt said Africa鈥檚 largest retailer is building towards a unified experience regardless of how a customer reaches it: ordering by voice from a home assistant, or walking in to choose their own tomatoes and their own fillet.

鈥淗ow do we blend that for you so that it鈥檚 actually how you want to do things, as opposed to how we might want you to do things,鈥� he said. The group鈥檚 store footprint, he added, is as alive and active as it has always been, and its point of presence in communities still makes a difference to customers.

Delivering on that promise rests on a real-time inventory layer, which is why modernising Shoprite鈥檚 core 麻豆原创 retail platform is the largest technology project the group has running.

You can listen to the podcast here:

Shortt also discusses:

• How the CIO/CTO鈥檚 job has changed, with the infrastructure now simply expected to work and the role shifting towards helping business counterparts understand the art of the possible;
• Why about 12 000聽, and how the gateway the group built picks the least expensive model that can handle a request;
• Why his product teams now pair one or two people with several agents, and what he put to the group鈥檚 chief people officer about recruits who arrive with agents of their own;
• Why he will not comment on other retailers鈥� ERP failures, and the 鈥渄ay in the life of鈥� testing he relies on instead;
• What he tells the audit and risk committee when they ask what keeps him up at night; and
• The book that shaped his thinking, and the productivity habit he will not work without.

Don鈥檛 miss a great discussion on the future of retail.

This podcast first appeared on .

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NTT DATA is a $30+ billion global leader in AI, digital business and technology services, serving 75% of the Fortune Global 100.

The 麻豆原创 solutions will help NTT DATA replace multiple legacy HR systems with one unified platform for people data and processes, strengthening decision-making, employee experience and workforce planning. 麻豆原创 SuccessFactors solutions will serve as the system of record for people and talent data, working alongside NTT DATA鈥檚 existing employee service platform and specialist workforce planning tools. 麻豆原创 Business Data Cloud will connect this data with insights across other business functions.

鈥淭he initiative reflects NTT DATA鈥檚 view of talent as a strategic differentiator and AI as a capability that should be embedded across enterprise organizations,鈥� said , Chief People Officer, NTT DATA, Inc. 鈥淯ltimately, this is about creating an environment where our people feel empowered to do their best work, wherever they are in the world.鈥�

The deployment builds on a strategic partnership between 麻豆原创 and NTT DATA spanning more than 36 years, during which NTT DATA has collaborated as an 麻豆原创 platinum partner, global service partner and global reseller for 麻豆原创. In 2025, NTT DATA adopted 麻豆原创 Cloud ERP Private solutions to modernize its core systems.

麻豆原创 SuccessFactors solutions will now be deployed internally at NTT DATA over a 12-month period, with the company applying its own 麻豆原创 expertise to design and roll out the platform. This will create a single, authoritative source of HR data and processes, laying the foundation for faster, more consistent HR services across the organization. Leading its own implementation will also strengthen NTT DATA鈥檚 ability to guide clients through AI-driven HR transformation, with firsthand experience of the solutions it delivers.

鈥淣TT DATA is demonstrating how AI and cloud technology can redefine the employee experience,鈥� said , Chief Customer Officer and Member of the Executive Board of 麻豆原创 SE. 鈥淲ith a unified, intelligent HR platform, the company will unlock new levels of productivity and scale a people strategy that supports a connected workforce worldwide.鈥�

The post 麻豆原创 Brings 麻豆原创 SuccessFactors and Joule to NTT DATA鈥檚 Global People and Culture Transformation appeared first on 麻豆原创 Africa News Center.

• Shoprite CEO Pieter Engelbrecht says rivals can replicate the group鈥檚 Sixty60 platform, but doing so will take years and significant investment
• Sixty60 grew sales almost 35% to R25.5 billion in the 52 weeks to end June, adding a record R6.6 billion to the previous year鈥檚 sales, and is now gaining traction at Shoprite-branded stores.
• Anchor Capital analyst Steph Erasmus called Shoprite the 鈥済orilla in the room鈥�, saying it is bigger than all its rivals in grocery retail and is using that to its advantage.

Shoprite is signalling that rivals can imitate its on-demand service Sixty60, but doing so will take years and significant investment 鈥� money the retail giant has already committed.

And even then, SA鈥檚 largest retail group intends to stay ahead of the game by constantly introducing new features and capabilities to the platform. This will include everything from new agentic abilities for its AI assistant Pixie to broadening its product and adjacent store ranges that can be curated for delivery.

Asked about the threat other retailers鈥� on-demand platforms and apps pose to Shoprite, CEO Pieter Engelbrecht said while a Sixty60 platform and its app features can be replicated, it鈥檚 鈥済oing to take time and money鈥�.

鈥淎nd that doesn鈥檛 mean we鈥檙e standing still. Every single day, we are improving on [Sixty60]. That鈥檚 why you can now 鈥榓sk鈥� [through Pixie] Jamie Oliver what鈥檚 for dinner on the app. You can take a picture of your shopping list, and Pixie will understand your language and your writing.鈥�

Shoprite has a long-standing partnership with the British celebrity chef.

Engelbrecht, who was speaking to News24 after the publication of full-year results on Tuesday, said what Shoprite offers on Sixty60 is 鈥渘ot so unique that nobody else can do it鈥�; the advantage is that the group has done the heavy lifting in terms of significantly investing over many years into several technologies and platforms that ultimately laid the foundation for Sixty60 and helped Shoprite evolve into what it is today.

This includes its 麻豆原创 enterprise resource planning platform, introduced in 2017, which serves as its 鈥渃ore system of record鈥� and connects its core business operations. The system provides a single data source that gives Shoprite access to accurate information about sales and customer habits. It ultimately laid the framework for building out its
Xtra Savings reward programme, and later Sixty60 in 2019.

Another benefit is that Shoprite owns the underlying code that Sixty60 runs on.

鈥淭here are no licence fees and things like that because we developed the code ourselves. We have already made the investment, so every single day we鈥檙e doing something or adding something to it to make the experience better. In the end, it boils down to your level of execution.鈥�

This echoes what he said at an investor presentation earlier that day. Engelbrecht told investors that apart from the money rivals would need to invest, it would take them a long time to reach Sixty60鈥檚 current 鈥渓evel of execution鈥�.

He rated the Sixty60 platform against rival platforms in the market and said it came out on top.

鈥淚 tested it all. For me, there is no question that Sixty60 is the best online platform. It鈥檚 reliable. That is logically driving the behaviour of customers because they have a great experience.鈥�

This may explain why it continues to command such strong growth 鈥� in the 52 weeks to 28 June, for example, Sixty60 grew sales almost 35% to R25.5 billion, adding a record R6.6 billion in sales. The platform is also gaining traction among Shoprite customers, with the service now available from 137 Shoprite stores.

鈥楧efinitely a need鈥�

Engelbrecht said while Shoprite Sixty60 was not expected to grow as fast as Checkers Sixty60, the group was still 鈥渧ery surprised鈥� by the level of acceptance shown by Shoprite customers.

He said their basket size was 鈥渟lightly smaller鈥� than Checkers shoppers鈥� baskets, but it was 鈥渟till profitable 鈥� There鈥檚 definitely a need for it.鈥�

He also said there was still an opportunity to add all the other parts of its business to Sixty60, combining them with food delivery for a single checkout.

鈥淚t鈥檚 a single delivery, but it鈥檚 actually from four or five different businesses. And that, for me, is probably the top level of convenience you can ask for, and that is what is driving growth.”

The key to the Shoprite group鈥檚 success has been its focus on ensuring 98% stock availability for both online and in-store customers, Engelbrecht told News24. He noted that having suboptimal stock levels could mean a customer ends up receiving only half of what they ordered online.

Over the years, the group has also invested significant capital in improving its tech capabilities and logistics. In the past three years alone, it spent R22.6 billion on digital technology, supply chain upgrades, and store expansions. This equated to R7.8 billion in 2024, R8 billion in 2025, and R6.8 billion in 2026.

In the upcoming year, the group intends to spend R7.7 billion.

Shoprite is also modernising its IT system, with Engelbrecht saying the group will be transitioning to the latest 麻豆原创 S/4HANA platform for financial systems and HR over the next three years.

Engelbrecht also said there were 鈥渓ots of opportunities鈥� for growth for Shoprite in SA, adding that adjacent businesses such as pet (Petshop Science stores now number 185 and have increased sales 74.5%) and pharmacy (standalone Medirite Plus stores now number 22) were 鈥渟lowly but surely starting to contribute鈥�.

鈥淲e鈥檝e still got a long way to go with Outdoor, Uniq by Checkers, Petshop Science, and Medirite Plus,鈥� he said, adding that these adjacent businesses are also helping Sixty60 grow.

Anchor Capital investment analyst Steph Erasmus said his main takeaway from the Shoprite results, particularly the information it shared on Sixty60, was that the retailer is the 鈥済orilla in the room鈥�.

鈥淭hey are vastly bigger than any of their competition in food retail, and they are using that to their advantage, especially in areas like Sixty60 and adding in the adjacencies and the like.鈥�

Erasmus agreed with Engelbrecht about rivals being able to copy the Sixty60 model, saying it 鈥渋s going to take a lot of ammo and a lot of time鈥�.

鈥淚 think Shoprite are just ahead of the curve. They are heading the pack, and it is difficult to see anybody really making a big difference to their market position for the next while.鈥�

This article first appeared on .

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This is according to , Chief Partner Officer for MEA South at 麻豆原创, a Diamond Influence Partner of the upcoming OpenText Summit Africa 2026 in Johannesburg.

De Beer says: 鈥淏ack in the early 90s, everything was about structured data 鈥� that鈥檚 麻豆原创鈥檚 heritage and the backbone of the enterprise resource planning (ERP) that companies run their businesses on. But even back then, we had the foresight to recognise that large amounts of data weren鈥檛 governed and controlled by 麻豆原创 systems. This unstructured data included e-mails, contracts and drawings that were very relevant to business transactions.

鈥淩emarkably, we saw the importance of connecting structured and unstructured data from a business perspective, knowing that this contextual information would add richness to transactional data,鈥� she says. 鈥淥ur partnership with OpenText was a natural joining of forces, combining 麻豆原创鈥檚 ERP with OpenText鈥檚 secure information and content management. From the start, we put OpenText in our solution extensions, with OpenText probably the flagship. Over time, we have built something few can duplicate: a fully autonomous system that captures integrated data across portfolios.鈥�

De Beer says there is a general recognition that many companies have a lot of records that aren’t governed and accessible. 鈥淲hen you pick up an invoice, for example, how do you know which transaction it relates to, what the broader picture is and what the lead-up to the transaction was? Connecting all of this information to the 麻豆原创 system gives a full contextual view of the transaction and all related e-mails and contracts.鈥�

The partnership delivers measurable business value. A report by IDC entitled: 鈥楾he 鈥� found a 351% three-year ROI with just 13 months to payback, a 37% improvement in accounts payable team efficiencies, and significant improvements in time to make vendor payments and complete document migrations.

The partnership is so successful that OpenText has won 麻豆原创鈥檚 highest recognition 鈥� its Pinnacle award 鈥� 21 times.

, ISV Partner Business Manager for MEA Region at 麻豆原创. (Image: AI-enhanced)

Naeem Muhammad, ISV Partner Business Manager for MEA Region at 麻豆原创, notes that the OpenText solution extensions are treated as important 麻豆原创 solutions. 鈥淥penText SKUs are available in the 麻豆原创 price list, and 麻豆原创 offers end-to-end OpenText customer support, contracts and SLAs. We treat them like 麻豆原创 products. We also find our Global Strategic Service Partners, such as leading consulting firms, work very well with 麻豆原创 and OpenText in what we describe as 鈥榯he power of three鈥�.”

De Beer adds: 鈥淲hen software companies partner, it鈥檚 often a hands-off relationship, but this is very much hands on. We have trained people who sell, manage and support OpenText, and customers sign one contract with us.鈥�

Ongoing innovation

Importantly, the partners collaborate closely in helping customers move into the future, De Beer and Muhammad say.

鈥淲hen customers move from legacy 麻豆原创 to later versions, and transformational projects, it is not always clear to customers how to bring the contracts and unstructured data along. OpenText supports transformational projects, helping with archiving and migration,鈥� De Beer says. 鈥淎fter migration, the partnership really comes into its own, giving customers connected systems and a foundation to build on.鈥�

As AI adoption increases, streamlining access to both structured and unstructured data is important for enterprises, Muhammad says: 鈥淎I is only as good as the data it has access to, so with 麻豆原创 and OpenText, it is all combined. Our 麻豆原创 Autonomous Enterprise can access the entire pool of data to take it to the next level. The structured and unstructured data together gives us the right base to build innovation and AI on.鈥�

De Beer adds: 鈥淏oth 麻豆原创 and OpenText have our own AI journeys, but our roadmaps are very connected and they augment each other. At 麻豆原创, we have embedded AI into our flagship Autonomous Enterprise solution, with AI agents in every process. This is where governance becomes important, because humans still need to be in control. With OpenText, we jointly decide where human interventions happen and how governance is applied.鈥�

The partnership benefits 麻豆原创, OpenText, its partners and their customers, De Beer says. 鈥淲ith OpenText, we have a more complete, richer platform we can offer customers, that extends seamlessly because of the roadmaps we built together. For partners, it means more opportunities and a broader solutions set to take to customers. And the customer gets a very complete and governed view of all business information, with security and the same rules applied across the information chain. It’s a win-win for everyone,鈥� she concludes.

The will be held on Thursday, 3 September at The Canvas in Riversands, Johannesburg. 麻豆原创鈥檚 sales and partner teams will be on site and available to discuss with customers and partners, and showcase how the 麻豆原创-OpenText partnership benefits enterprises.

Register for this event here: .

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Mainstream maintenance for 麻豆原创 ECC6 ends 31 December 2026 for organisations on earlier enhancement packs, and 31 December 2027 for those on EP6 through EP8, with an extended maintenance option available at a premium out to 2030. Dallas said that regardless of which deadline applies, the conversation has largely stayed within IT departments and that鈥檚 the wrong room.

鈥淎n ERP migration touches finance, supply chain and procurement directly,鈥� Dallas said. 鈥淚n a hospital, it also touches something the project plan rarely names: patient records.鈥�

While 麻豆原创 typically doesn鈥檛 hold clinical data itself, Dallas explained that a migration of this scale forces every connected system to be reviewed, re-mapped and re-tested and in most hospital groups, records sit right at that intersection, linking patient files to billing, admissions to finance, and HR records to both.

鈥淚f a hospital鈥檚 records governance is already inconsistent, a migration doesn鈥檛 fix that. It exposes it,鈥� he said. Data has to be validated before it moves, retention rules confirmed, and access controls rebuilt or re-confirmed against the HPCSA鈥檚 2022 record retention standards, POPIA, and the NHI Bill鈥檚 requirement for traceable patient data across public and private systems.

Dallas argued that compliance officers, records managers and quality assurance leads need to be involved from the start of a migration, not brought in as reviewers at the end. 鈥淎 records structure built around a legacy system rarely survives a platform change intact,鈥� he said. 鈥淎ny hospital that has quietly lost a file, mixed up patient and finance documents, or struggled to produce a record fast enough during an audit already knows what happens when records aren鈥檛 owned by anyone specific. A migration is what turns that quiet problem into a visible one.鈥�

Dallas argued that compliance officers, records managers and quality assurance leads need to be involved from the start of a migration, not brought in as reviewers at the end. 鈥淎 records structure built around a legacy system rarely survives a platform change intact,鈥� he said. 鈥淎ny hospital that has quietly lost a file, mixed up patient and finance documents, or struggled to produce a record fast enough during an audit already knows what happens when records aren鈥檛 owned by anyone specific. A migration is what turns that quiet problem into a visible one.鈥�

He added that the deadline could work in hospitals鈥� favour if approached the right way. 鈥淚t鈥檚 a forced, scheduled moment to do what most hospitals never get the budget or urgency to do otherwise: bring records under one governed structure, with retention rules that are actually enforced, access that鈥檚 actually controlled, and an audit trail that holds up when someone asks for it.鈥�

Dallas said hospitals that treat the 麻豆原创 deadline as a purely technical cutover will spend the next year and a half moving data, while those that treat it as a records governance moment will fix a long-standing problem alongside the migration.

That thinking shaped the design of docuForce, Metrofile鈥檚 records platform. 鈥淲e built it as a single governed layer across paper and digital records, with audit trail and retention controls built in from the start,鈥� Dallas said. 鈥淪o that when a migration like this one forces the question, the hospital already has the answer.鈥�

About Metrofile

Formed in 1983, Metrofile has over 40 years鈥� experience in records management 鈥� a track record that reflects its capacity to deliver complex projects. The company鈥檚 enduring success lies in its consistent adaptation to industry dynamics and the continuous evolution of its service offerings. Today, Metrofile operates from 69 facilities spanning 116,250 square metres, servicing clients across South Africa, Kenya, Botswana, Mozambique and the Middle East.

This article first appeared on .

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The next phase of artificial intelligence (AI) should be shaped with Africa, not simply about or for the continent, according to 麻豆原创’s Director of Global Government Affairs and CSR for Africa, .

His comments follow the launch of the , announced yesterday by international leaders to expand access to AI, strengthen trust and increase its social and economic impact.

The commission brings together representatives from governments, businesses and international organisations to identify practical ways to unlock AI’s potential while promoting equitable access to the technology.

Its inaugural meeting will take place during the International Telecommunication Union’s (ITU) AI for Good Global Summit, from 7鈥�10 July in Geneva, Switzerland.

The summit forms part of Digital Week, running from 6鈥�10 July, alongside the first UN-mandated Global Dialogue on AI Governance and the WSIS Forum 2026.

Geness, who will participate in discussions at the summit, said Africa should approach global AI governance with a clear agenda centred on economic growth and inclusion.

“Africa must meet that room with clarity, not caution. Our agenda should be simple and bold: AI governance that expands prosperity.

“That means compute access, skills investment, trusted data systems, open standards, local-language innovation, accountable public procurement, and regulation that protects people without suffocating entrepreneurs.

“It means turning the African Union’s Continental AI Strategy from a document into national roadmaps, investment pipelines and regional co-operation. This is technology diplomacy: 54 nations aligning where they can, rather than negotiating as 54 separate voices. This is where I hope to add value.”

Africa’s representation on the commission has been strengthened by the appointment of Rwandan President Paul Kagame as co-chair alongside Salesforce Chair and CEO Marc Benioff.

According to the ITU, the commission aims to promote equitable access to AI and help narrow the global digital divide.

The organisation said an estimated 2.2 billion people remain offline, leaving around a quarter of the world’s population excluded from AI-driven opportunities.

“A key focus of the AI for Good Global Commission will be to bridge digital divides and help ensure that AI becomes a tool for solving global challenges, not deepening inequalities,” the ITU said.

President Kagame said technology should reduce inequality and broaden access to AI’s benefits.

“One thing is certain: technology is supposed to be a force for good, and we have a responsibility to use it accordingly. Let us work together to reduce inequality and allow more of our citizens to benefit from the good AI can deliver to all of us.”

Benioff said AI’s economic potential depends on maintaining public trust.

The promise of AI is built not only on incredible opportunities for economic growth, but on the foundation of trust required for our shared success.”

ITU Secretary-General Doreen Bogdan-Martin, vice-chair of the commission, said collaboration across sectors would be essential to ensure AI benefits people globally.

“No organisation can single-handedly put AI at the service of all humanity. It will take collective leadership and the combined expertise of partners across sectors to ensure AI benefits everyone, everywhere.”

This article first appeared here:

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JSE-listed mining group   has provided an update to shareholders, detailing significant progress on its 麻豆原创 S/4HANA Enterprise Resource Planning (ERP) system re-implementation .

The announcements, following a series of JSE News Service releases since March 2026, highlight the company鈥檚 strategic efforts to fortify its internal controls and address operational challenges.

麻豆原创 S/4HANA ERP Rebuild Nears Final Phase

Following the cyberattack in December 2024 that compromised its previous ERP system, the Wesizwe Board approved the implementation of a new 麻豆原创 S/4HANA system to replace the legacy software.

The primary objective of this project is to strengthen the company鈥檚 internal control environment and drive operational efficiency.

While the initial go-live target was set for early June 2026, the timeline was adjusted to prioritize the finalization of the Audited Annual Financial Statements for the year ended 31 December 2025 (AFS).

The company valued at more than R813 million noted that this step was critical to guarantee data accuracy and integrity within the new system before migration.

With the completion of the 2025 AFS, the re-implementation project has accelerated significantly.

Key milestones achieved include:

• Core System Setup:聽Full configuration of the core system has been finalized.
• Data Standardization:聽All master data has been comprehensively reviewed and standardized.
• Balance Migration:聽The migration of opening balances is currently in its final stages.

The project is now entering its decisive phase, with the migration to the live production environment imminent. This marks the transition to operational use and will enable user access across the platform.

Near-Term Priorities for ERP Stabilisation:

Management is focused on ensuring a seamless transition and rapid post-go-live stabilization. Priority activities include:

• Targeted on-site user training and refresher programs.
• Back-capturing and processing of transactions from January 2026 to date.
• Integration of additional group entities into the new system.
• Rollout of enhanced functionality, including asset, inventory, and maintenance management.

Wesizwe Platinum reiterated its commitment to executing a controlled implementation and will continue to update shareholders on material developments.

Bakubung Mine Commences Section 189 Consultation Process

In a separate development, Wesizwe Platinum confirmed on 04 June 2026 that it has initiated a consultation process in terms of Section 189(3), read with Section 189A of the Labour Relations Act, 66 of 1995, at its flagship Bakubung Platinum Mine in Ledig, North West Province.

The process stems from an ongoing review of the mine鈥檚 operational and economic position. The company is implementing a turnaround strategy aimed at preserving liquidity, protecting long-term viability, and repositioning the business toward a sustainable 3.5 Mtpa operational model.

Commitment to Transparent Engagement

Wesizwe emphasized that no final decision has been made regarding retrenchments. The Section 189 process serves as a formal, joint consensus-seeking consultation with recognized trade unions and elected employee representatives. Discussions will focus on the reasons for the proposed restructuring, alternatives to retrenchment, and measures to mitigate impact on employees.

鈥淲e recognize the sensitivity of this process and its potential impact on employees, families, host communities, and stakeholders,鈥� the company stated. 鈥淲e remain committed to engaging openly, responsibly, and constructively with all affected parties as the process unfolds.鈥�

Temporary Operational Shutdown as Precautionary Measure

As a precautionary measure, and in alignment with its 鈥榋ero Harm to People and the Environment鈥� value, Bakubung Platinum Mine has instituted a temporary operational shutdown. This measure allows the company to monitor the situation and ensure the safety and security of employees before operations resume.

Wesizwe affirms that operations will recommence once the company is satisfied that it is safe and appropriate to do so. The company remains dedicated to managing this process lawfully, fairly, and responsibly while protecting the long-term sustainability of Bakubung Platinum Mine.

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Organisations across industries are using cloud modernisation to build stronger digital foundations, unlock greater agility and embed artificial intelligence directly into business processes.

Companies across Europe are demonstrating how cloud transformation is creating the foundation for more intelligent, resilient and efficient business operations, with several organisations showcasing recent implementation progress at 麻豆原创 麻豆原创PHIRE, held in Madrid between 19 and 21 May.

, Managing Director for Southern Africa at 麻豆原创, says: 鈥淐loud transformation has become the foundation for the next phase of business innovation. By modernising core systems and moving to more scalable, secure and intelligent platforms, organisations can simplify complexity, strengthen resilience and create the conditions for AI to deliver measurable business value.鈥�

Companies RISE to the cloud

is emerging as a leading force in AI-driven retail transformation, combining large-scale cloud adoption with hands-on co-innovation to shape the future of the industry together with 麻豆原创. Following its successful go-live in 2025, Salling Group now operates what is widely regarded as the largest private cloud deployment of globally.

This transformation has laid the digital foundation for embedding AI directly into core retail processes鈥攖urning ERP from a transactional backbone into an intelligent, real-time decision engine.

For Salling Group, technologies such as and 麻豆原创 Business AI are not incremental improvements, but a fundamental change in how the business operates. From forecasting and replenishment to store operations and reporting, AI is enabling faster decisions, reducing manual workloads, and helping employees focus on higher-value tasks.

Agents automate time-consuming procurement task

The Danish wholesaler has deployed artificial intelligence to automate one of the most time-consuming tasks in procurement: processing supplier order confirmations. The solution consists of multiple AI agents, each responsible for a clearly defined task, orchestrated into a single automated workflow built on 麻豆原创鈥檚 Business AI framework. The outcome is faster processing, improved data quality, and more accurate delivery information for customers.

With the coordinated AI agents in place, the company can now automatically identify delays, quantity changes, and price discrepancies 鈥� and respond significantly faster.

鈥淲e have previously tried both robotic process automation (RPA) and traditional automation approaches without really achieving the desired effect. The key difference this time is that we broke the task down into multiple independent AI agents, each responsible for a specific part of the process. Together, they now handle what previously required manual review,鈥� says , IT Director at 尝别尘惫颈驳丑-惭眉濒濒别谤.

The solution was implemented in close collaboration with , which was responsible for making the solution production-ready and fully integrated into 尝别尘惫颈驳丑-惭眉濒濒别谤鈥檚 麻豆原创 landscape.

鈥淏y distributing responsibilities across multiple AI agents, 尝别尘惫颈驳丑-惭眉濒濒别谤 has been able to automate a complex process without losing transparency or control. This has enabled a fast and secure transition from pilot to production and ensures a more robust solution that can easily be expanded as new requirements emerge,鈥� says , 麻豆原创 UX Manager at NTT DATA Business Solutions.

鈥淭his is the first AI agent solution we have put into production. The experience has given us the confidence to consider similar approaches across other areas, including invoice processing and order management,鈥� Frederik Aakerlund concludes.

Pillay adds: 鈥淭hese examples show how cloud modernisation and AI adoption are becoming inseparable. When organisations have a strong digital core, trusted data and scalable cloud infrastructure, they can move beyond experimentation and start embedding intelligence into the processes that matter most. That is where transformation begins to translate into real business impact.鈥�

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麻豆原创 recently hosted a Connect Day during which business leaders discussed how these technologies can be used to drive real results through the firm鈥檚 newly launched Autonomous Enterprise solution. 

Unveiled last month during the 麻豆原创 Sapphire 2026, the solution is positioned to support AI agents, grounded in real business data and governance, to execute core processes end-to-end.

麻豆原创 believes this will result in measurable value across several functions including finance, supply chain, and human capital management.

Nazia Pillay, managing director for Southern Africa at 麻豆原创, said the timing is apt.

鈥淥rganisations are no longer asking whether AI, data, and cloud will shape the future of business. They are asking how to apply these technologies in ways that deliver measurable outcomes, strengthen decision-making and build trust.鈥�

鈥溌槎乖� Connect Day Botswana is an important platform for local leaders to explore how global innovation can be translated into practical strategies that support growth, resilience and sustainable transformation in the region,鈥� she added.

According to 麻豆原创, the value of enterprise AI depends on the strength of the business foundation beneath it.

鈥淎I can only deliver meaningful value when it is connected to trusted data, embedded into business processes and governed responsibly. This is where enterprises need to focus their attention. The goal is not AI for its own sake, but AI that helps people make better decisions, automate routine work, unlock new efficiencies and create stronger organisations,鈥� said Pillay.

She said organisations that establish strong data foundations and move to cloud-based platforms will be best positioned to deploy autonomous capabilities as they mature, while also building enterprises that are more efficient, more resilient, and more competitive.

鈥淏y combining trusted data, cloud-enabled processes, responsible AI and strong partnerships, businesses can become more agile, more resilient and better positioned to serve their customers, employees and communities,鈥� Pillay concluded.

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and the are showcasing how modernisation programmes built on 麻豆原创 technologies are helping organisations move beyond fragmented systems and legacy processes toward more unified, scalable and intelligent operating models.

At this year鈥檚 flagship 麻豆原创 麻豆原创PHIRE event held in Madrid between 19 and 21 May, both organisations shared insights into their modernisation efforts and the impact of initiatives such as RISE with 麻豆原创 to fast-track digital transformation and unlock business outcomes.

, Managing Director for Southern Africa at 麻豆原创, says: 鈥淢odernisation is no longer only about replacing legacy systems. It is about building the digital foundations that allow organisations to simplify complexity, improve efficiency and unlock new value from cloud, data and AI. Whether in the public sector or global industry, 麻豆原创 is helping customers create more agile, intelligent and future-ready organisations.鈥�

City of Madrid advances digital public administration

The Madrid City Council is collaborating with 麻豆原创 Spain on the comprehensive modernisation of its internal management through 麻豆原创 software. The objective is to digitalise procedures, improve efficiency and deliver better services to municipal employees and citizens in finance, revenue management and human resources.

The City Council has worked with 麻豆原创 software for two decades, beginning in 2004 with solutions in finance and HR. In 2020, it launched its public administration modernisation project with the migration to the private cloud. This process is now advancing with the adoption of and .

The challenge was to move beyond traditional models based on fragmented systems, paper-based procedures and isolated developments. In public administration, this fragmentation can slow processes, duplicate data, limit visibility and make it harder to manage revenues, budgets and human resources in an integrated way.

The solution has been to consolidate a new public management model based on unified management, real-time information and digitalised processes. RISE with 麻豆原创 provides the foundation for the move to the private cloud, while 麻豆原创 Business Technology Platform provides the platform for integration, extension and application development.

The transformation has had a significant impact in the tax domain, where 麻豆原创 tax and revenue management solutions are being integrated into the city鈥檚 financial platform. This enables municipal revenues to be managed as a natural extension of the financial system, supporting an end-to-end view of the full cycle from taxpayer registration and assessment to collection and inspection.

Currently, two-thirds of the City Council鈥檚 tax revenues are already managed within this environment, including Property Tax, the Urban Waste Tax for Business Activities, Capital Gains Tax and the Terrace Tax. The next step will be to incorporate the Motor Vehicle Tax and the Economic Activities Tax.

The project has also focused on data quality. During the first year, the City Council carried out a cleansing and harmonisation of master data from previous management systems, generating taxpayer 鈥淕olden Records鈥� and enabling an efficiency rate of 98.02% for Property Tax in 2024.

, IT Manager of Madrid City Council, says: 鈥淭his project marks a paradigm shift: we are moving from managing paper files and isolated systems to managing information and processes in an integrated and intelligent way, with a 360-degree view.鈥�

The impact is being felt across internal management and citizen services. The project supports end-to-end process digitalisation and a 鈥減aperless鈥� administration model, while automation, AI capabilities and robotic process automation are helping reduce manual workloads, minimise errors and improve decision-making through real-time analytics.

Prysmian builds an AI-ready global platform

Prysmian, a global leader in cable solutions for energy and telecommunications, is demonstrating how modernisation can create the foundation for broader business transformation.

The challenge for Prysmian was to strengthen its digital core as it evolved from a cable manufacturer to a global provider of solutions supporting the energy transition and digital transformation. With 鈧�20 billion in revenue, 34 000 employees across more than 50 countries, 109 manufacturing plants and 30 R&D centres, the company needed a unified, resilient and AI-ready platform to support its next phase of business evolution.

Prysmian completed the evolution of its digital infrastructure through RISE with 麻豆原创 in just four months, creating a unified, resilient and AI-ready cloud platform. Through the integration of , , and 麻豆原创 Business Technology Platform, the company built an intelligent platform designed to improve operational efficiency, accelerate decision-making and enhance predictive capabilities.

, Group CIO and Digital Officer at Prysmian, says: 鈥淩ISE with 麻豆原创 provided us with a global ERP foundation, 麻豆原创 BTP connected engineering and business, while embedded AI transformed the way our employees interact with data, redefining how Prysmian operates at scale.鈥�

The impact has been significant. Prysmian has achieved 70% automation of repetitive activities through embedded AI, an 80% reduction in the implementation time of new innovative solutions, and a 50% acceleration in time-to-market for new products.

The company has also introduced concrete AI use cases across business processes, including intelligent customer order automation, automated payment reconciliation and smart expense management. At the same time, Prysmian is using 麻豆原创 BTP to build an advanced cable design platform connecting engineering and business functions, standardising rules, processes and bills of materials to accelerate product development and increase competitiveness.

Pillay adds: 鈥淭he City of Madrid and Prysmian show how modernisation creates measurable value when it is connected to clear organisational priorities. By integrating processes, improving data quality and building intelligent cloud platforms, organisations can improve how they operate today while preparing for the next wave of innovation.鈥�

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