Understanding the application of AI in manufacturing - how broadly is it being used and why. Machine learning, robotics, and other technologies are advancing at a fast pace. Today we will look at 8 different aspects of AI adoption in manufacturing from across the globe. We will also go through the pace at which AI is developing and what trajectory will it take in the near future.

International Business is connecting the global world under one roof. Bringing in resources from different countries, making them understand the importance to collaborate and collaborate quick. Plus presenting a lucrative and ROI picture on the time, analysis and funds invested on International business discussions on projects spanning to multiple countries.

Introduction to capital goods industry (briefly)
- Scope of adoption of digital & trends
- Approach to identifying use cases for digital in capital goods with a case example in cement industry
- Building a business case & prioritizing initiatives for implementation
- General best practices for implementation.
I will do this presentation as an individual and will share my experience. Just to clarify, I will not be sharing any information of thyssenkrupp during the presentation, as adherence to our compliance guidelines.

8 years of international experience in supply chain, strategic marketing and strategic finance Successful fund raising (>2 million USD) for a Digital Innovation Center in a large conglomerate (40+ billion USD) by formulating an investment proposal. Subsequently, led the incubation of the center in Singapore Regular speaker on additive manufacturing themes
Co-Author of whitepaper "Additive Manufacturing: Adding up Growth Opportunities for ASEAN" (thyssenkrupp) published in partnership with EOS and NAMIC in July 2019. [https://lead.thyssenkrupp.com/amsgwp/] Specialities: Additive manufacturing, aerospace, automotive, energy & utilities, mining & chemicals.

1. Customer experience: Creating value through transforming customer journeys,
2. What matters in customer-experience transformations
3. Creating more satisfying customer experiences and managing the customer experience
4. Role of BAs in defining an approach to customer-experience transformation
5. A holistic approach to customer-experience transformation - Role of Platforms & Creating Ecosystems as a basis for Innovation
6. Leveraging & Evolving Learning from other experiences/domains
7. The Way Ahead..

A management consultant and corporate strategist with approx 13 years of extensive experience and track record in leading number of assignments involving Strategic business initiatives, new business rollouts & strategy implementation, assisting CXOs & Business teams to tackle problems with the innovative uses of Processes & Technology that drive revenue and create business value. An explorer and dreamer, Pranav has always been attracted to creating new - markets, products or services. In past worked with KPMG PWC INFOSYS WIPRO & startups (more details in profile attached : https://www.linkedin.com/in/krpranav/)

I will be also talking about how can we improve responsiveness in our communication citing examples
1) Customer requests for change in requirement which has been signed off, a responsive BA will send a quick reply suggesting we are looking into this change and will get back to you by tomorrow evening. Customer is now confident that the change request is being looked into. Giving a specific ETA on the next response would not keep them waiting. This is seen in many of us where we tend to wait and understand the requirement before getting back to the customer. In this situation either customer asks the BA if the requirement is being looked into or Customer may talk to the Project Manager suggesting BA has not replied yet. Proactively responding to any forms of communication avoids confusion and doubt in customer's minds.
2)Increase responsiveness during time of an issue-This should be developed by Business Analysts when there is an issue and major escalations are foresighted. BA must proactively communicate with all relevant stakeholders including BA's Management team. Delaying response in these times causes anxiety among stakeholders. Maintaining cool and responding to all answers by the stakeholders should be developed.
3)Responsiveness to the queries and suggestions put forth by the development and testing team members signifies the BA is tracking the progress and their queries are prioritized. I will also talk about keeping a 30-minute window technique for an email and how it has helped me become more productive. I will include some pointers on do's and do not's while working on improving responsiveness.

Outline of the talk -
1. Making data driven assumptions and recommendations for product and customer experience optimization.
2. Combining persona, web surveys and customer service insights to understand customer's journey and pain points.
3. Defining customer driven product roadmap vs business driven product roadmap.
4. Always start your requirement user story with "As a Customer I'd like to"
5. How AB testing in combination with web analytics and customer session recording are delivering enhanced customer experience.

Process improvement programs challenge status quo and make people uncomfortable. Balancing the art of stakeholder management and innovating to get better, can be a delicate game. With all this in mind, to create a successful program, that is worth the investment and brings a positive acceptance towards changes, treat it like the DMAIC process.

Many individuals think about analytics as a process that converts data into information. Whole industries have been developed to help us capture and organize our data and then process that data through methodologies that range from simple trend development to cognitive Artificial Intelligence. Often what is lost is that for information to, itself, be useful it must transform from the digital realm into the physical one. In other words, if at some point information is going to get us to change what we are doing, it must get pulled out of the machine and brought into the mind of a human. In most organizations, the human at the front of that transformation for digital to physical is the analyst. But at the same time, in most organizations the analyst is not the decision maker who can drive an organization to act or change. So, the analyst is a translator, moving data, transforming it to information, and sending it along to the decision maker in a way that she can understand. The great analyst knows that the job isn't done once information is delivered, but only when it is understood and acted upon.Here in lies the art behind analytics: the analyst is ultimately responsible for getting someone else to understand when the analyst does not control that person's comprehension; and the analyst is ultimately responsible for getting an organization to act when the analyst does not control decision makers' motivations. This discussion will present a simple framework: that of businesses making quality decisions by having quality conversations using quality information that came from quality data, and will build from that framework to briefly explore the human psychological barriers and opportunities that analysts can mitigate and exploit, respectively, to help drive good decisions through good conversations.

Business analysis is one of the most versatile professions, allowing us to understand more sides of the business than most, and enabling a work life balance many struggle to achieve. You can specialize in process, or agile methodologies and software development, or system integration, or operational excellence, or RPA. There are noticeable trends at play; BAs functioning as project managers, bots are changing our solution options, and who knows what AI will bring to the table? That said, many of today's top companies are still working on process and data efficiency. Most aren't ready for full automation and the big ideas many of us get when asked to solve a problem. They're often focused on converting to a more fluid and integrated system. Based on that I think we're still a ways off from being replaced by machine. We still have time to explore our interests, leverage the versatility of this role, and assess the future as it unfolds.

Over time, technology grows at an exponential rate. But businesses aren’t able to keep up fast enough. Businesses will need to make systemic changes to be responsive to technology advancements, but the transformation will not happen overnight. This calls for a role to facilitate this change, and we believe that business analysts (BAs) are uniquely positioned to play this role.

This session will give a starting point to the BAs to make a shift by understanding some of the key tenets for new age business analysis. This enables them to be change leaders as more businesses are modeled around technology.

A dynamic Digital Marketing professional having total 18 years of experience.
Experience in building digital marketing solutions using Adobe Experience Cloud products.
Design effective GTM strategies for products/solutions, work with cross-functional teams to have them implemented.
Currently leading Adobe Center of Excellence in HCL.