Category: Technology

Advanced Relationship Leadership

~ Glenn Remoreras ~ Leave a comment

Grateful to be with the global BRM community in Kansas City for World BRMConnect. I introduced PATH, a four-part framework—Purpose, Agility, Trust, Humanity—to elevate leadership in the age of AI.

P – Purpose | Lead with Purpose

 A – Agility | Practice Leadership Agility

 T – Trust | Make Trust Your Operating System

 H – Humanity | Champion Innovation Rooted in Humanity

When people sense you are driven by PURPOSE—that what you’re doing truly matters—they lean in. Purpose inspires commitment. It unites people around a shared vision.

When they see you practice AGILITY—being flexible, adaptive, and open—they trust you can guide them through uncertainty. Agility isn’t about controlling every note; it’s about setting the rhythm, empowering others, and adjusting as the tempo shifts.

When people can count on your honesty, clarity, courage, and authenticity, trust flows. TRUST is our greatest currency in the age of AI—the safety net that allows people to explore boldly. Without it, everything falls apart.

And when people sense you value technology more than people, they disengage. But when they see you anchor innovation in HUMANITY—ethics, empathy, and fairness—they follow with confidence. Humanity keeps leadership grounded and ensures progress benefits all, not just a few.

When all four are strong, leadership will sustain meaningful change and creates lasting impact with purpose in the AI era.

SAP Sapphire 2025 Reflection: The Suite Strikes Back: SAP’s Strategic Bet on Unified Platforms

~ Glenn Remoreras ~ Leave a comment

After more than five years, I had the opportunity to attend SAP Sapphire this week in Orlando. Coming back to this event—especially as our organization embarks on our own S/4HANA program—was both grounding and forward-looking. It reminded me how much the enterprise technology landscape has evolved, and how some foundational ideas are now coming full circle.

In the early 2000s, SAP thrived by convincing enterprises to adopt a unified suite—the SAP Business Suite—over fragmented, siloed systems. That strategy worked. Standardized processes, enterprise-wide data, and tight integration delivered measurable business value. CEMEX, the global building materials company where I spent 15 years leading SAP implementations, was an early beneficiary of this approach.

But as cloud and data integration technologies matured and modular architecture principles took hold, enterprises shifted toward best-of-breed stacks—choosing specialized solutions that delivered depth and agility in specific domains.

Fast forward to 2025: SAP is making a bold attempt to flip the script again—this time driven by the imperative to enable enterprise-wide AI.

SAP executives, led by CEO Christian Klein, told IT and business leaders attending this year’s SAP Sapphire event that by tapping into SAP’s “flywheel” combination of the broadest suite of enterprise apps, context-aware data, and world-class Business AI, they can conquer uncertainty.1

This year’s Sapphire centered around SAP’s renewed strategy of “Best-of-Breed as a Suite.” Powered by an enhanced cloud ERP offering and underpinned by generative AI and semantic data models, SAP is positioning its platform as the most viable foundation for AI at scale. The rationale is clear: AI thrives on context, and context requires clean, connected, and harmonized data—something fragmented tools often fail to deliver.

Christian Klein’s keynote highlighted this shift, along with key announcements around Joule (SAP’s AI copilot), new verticalized application packages, and continued investment in the SAP Business Technology Platform (BTP). SAP is no longer just modernizing its suite—it’s reimagining it to be smarter, modular, and cloud-native.

Notably, the acquisitions of Signavio and LeanIX are becoming more strategically integrated, giving SAP a business process and architecture knowledge base that supports AI-powered micro-transformations. This reflects a shift from monolithic implementations to intelligent, data-informed process optimization at scale.

Still, one critical question remains: Can any vendor truly deliver both “best of breed as a suite” without significant compromise?

Today’s enterprise buyers are used to domain specific best-in-class capabilities—Salesforce for CRM, Coupa for procurement, o9 for Integrated Business Planning, Workday for HR, Snowflake for business data-lake house. The bar is high. SAP of course dominates the ERP landscape, having “SAP customers represent 40% of global economy”. SAP and others must prove they can not only promise seamless integration, but deliver comparable (or superior) functionality across domains—with acceptable trade-offs.

The pressure is on SAP to show that its vision is more than cohesive—it must be compelling both at the edge and at the core.

For organizations like ours in a consumer packaged and distribution businesses, understanding the direction of major platform players is critical to architecting a future-ready enterprise. I believe data will be the differentiator—and our architecture decisions must support an AI-powered future. SAP’s platform-centric strategy resonates with that belief, but success will depend on execution.

Final thought: The platform wars are heating up again—but this time, the battleground is AI enablement and the data fabric that powers it. SAP has made its move. Others are on the same accelerated solutions evolution journey. Let’s see who leads. Let’s see who wins.

1-https://news.sap.com/2025/05/sap-sapphire-companies-facing-big-challenges-we-are-on-your-side/

Reskilling for the AI Era: Thriving Amid Disruption

~ Glenn Remoreras ~ 1 Comment

“AI will be the most transformative technology of the 21st century. It will affect every industry and aspect of our lives.” — Jensen Huang, CEO of NVIDIA

As 2025 draws near, employees are grappling with anxiety-inducing challenges on multiple fronts, with AI disruption being a prominent concern. The approach of a new year often brings reflection on what lies ahead, and for the third consecutive year, anxiety about AI’s disruptive potential feels even more pronounced. Yet, many have embraced a futurist mindset, envisioning a world where, by 2045, “50% of the population will have robots for household chores, avatars will gain real human status, and the average adult will have 12 hours of free time per day, up from 5 hours today,” according to Gartner Maverick research. Preparing for this future demands a shift in mindset—one that embraces new opportunities—and it all begins with reskilling.

The Reskilling Imperative

Today, the need for reskilling is paramount as a growing majority of workers recognize the disruptions AI advancements are bringing to their fields. Many are eager to reskill to stay competitive. For those of us in technical fields, this is not the first time we’ve faced the need to adapt. However, the pace and scale of today’s changes—and the resulting magnitude of disruption—are unprecedented. In the coming years, millions of workers will need to reskill to prepare for the complex societal and industrial transformations ahead. Major organizations like BCG, Infosys, Vodafone, CVS, SAP, and others are heavily investing in reskilling initiatives to navigate these changes effectively.

My Reskilling Journey

As someone who has worked in technology for over 25 years, I’ve witnessed firsthand the necessity of reskilling to keep up with leaps in technology. When I studied computer science in the early 1990s, I learned assembly language programming, COBOL, and VAX computing architectures. By the time I graduated, object-oriented programming was in full swing, and the internet was transforming businesses in unprecedented ways.

Interestingly, almost none of the coding languages I learned in college applied directly to the real world. Shortly after graduating, I taught myself FoxPro, Visual Basic, SAP’s ABAP, .NET, and more.

Digital Natives and the Next Generation

What I quickly realized was that while much of what I learned in school became “obsolete,” my education gave me something far more valuable: the ability to understand computers, architectures, and their implications for business. This foundation enabled me to continually evolve and reskill throughout my career. My computer science background didn’t just make me tech-savvy; it equipped me with the mindset to adapt to technological leaps over the years.

By the time my twin boys were six, I introduced them to object-oriented programming using MIT’s Scratch. They soon discovered the code behind the objects and, by age 12, taught themselves languages like Lua (Roblox Studio) and attended camps for C++ and JavaScript. They even administer virtual servers for their friend groups to host games in Minecraft and Roblox!

While digital natives like them have a head start in terms of comfort with technology, I found they still needed encouragement to embrace AI and understand its importance. Growing up in a digital world provides familiarity, but reskilling to stay ahead of disruptive trends requires a deliberate mindset and proactive effort.

The Role of Companies in Reskilling

Reskilling is not just an individual challenge; it is also a critical priority for organizations. Companies must recognize that their competitiveness in the AI-driven economy depends on the skills of their workforce. I’ve been fortunate to be part of a company like Mark Anthony Group, which invests in AI literacy through initiatives like use case development, AI masterclasses, and AI Day events. We also partner with vendors who are on similar journeys to jointly develop AI capabilities.

Here are some ways companies can support reskilling:

  1. Invest in Training Programs: Organizations should offer tailored training initiatives, from basic AI literacy courses to advanced machine learning certifications. Partnering with platforms like Coursera, Udemy, or universities can make these resources widely accessible.
  2. Encourage Lifelong Learning: Cultivate a culture where continuous learning is celebrated and supported. Offer incentives like tuition reimbursements or paid time off for skill development.
  3. Provide Hands-On Opportunities: Employees need real-world projects to practice new skills. Companies should integrate AI and emerging technologies into workflows and encourage cross-functional collaboration.
  4. Lead with Empathy: Change can be intimidating. Organizations must ensure employees feel supported during transitions and clearly communicate the long-term benefits of reskilling.

Advice for Employees

Staying competitive in the age of AI requires taking ownership of your learning journey. Here are some tips for making the most of reskilling opportunities:

  1. Stay Curious and Open-Minded: Embrace change as inevitable. Cultivate curiosity about new technologies and their potential to enhance your work.
  2. Leverage Company Resources: Take full advantage of training programs, workshops, and certifications offered by your employer. Show initiative by seeking opportunities to apply new skills.
  3. Invest in Self-Learning: Use online platforms like LinkedIn Learning, Khan Academy, or Codecademy to learn independently. Many high-quality resources are free or affordable.
  4. Collaborate and Network: Work with colleagues knowledgeable in new technologies or join communities focused on AI and reskilling to exchange ideas and experiences.
  5. Focus on Transferable Skills: Skills like problem-solving, critical thinking, and adaptability are timeless. Strengthen these alongside technical skills to ensure long-term career resilience.

Reskilling is more than a necessity in the AI-driven era—it is an opportunity to grow, innovate, and thrive. Companies and employees must work together to navigate these changes effectively. Organizations can empower their workforce with the right tools and resources, while employees must embrace the chance to evolve and future-proof their careers.

As I reflect on my reskilling journey, I see that adaptability, curiosity, and a willingness to learn are the keys to success in times of disruption. Let us approach this era of change with optimism and a readiness to unlock its potential.

Beyond Productivity: The Revolutionary Role of Generative AI in Business Transformation

~ Glenn Remoreras ~ 1 Comment

The advent of tools like ChatGPT has significantly intensified the hype around AI, marking a pivotal moment for AI’s entry into the mainstream. Consequently, when discussing AI nowadays, it’s common to reference ChatGPT and other similar tools that have emerged. This sudden surge in attention has made everyone eager to share their thoughts, resulting in the term Generative AI (GenAI) being frequently overused and misapplied, which only adds to the confusion. 

What is Generative AI and Isn’t?

Before diving into the main topic, it’s important to clarify widespread misconceptions surrounding GenAI. What exactly is GenAI, and what is not? Many companies have been leveraging AI since the early 2000s, driven by big data, enhanced machine learning, deep learning for predictive analytics, scenario planning, and data analytics. GenAI stands apart. It denotes a subset of AI technologies capable of generating new content that mirrors human-created work. Typically manifesting as text, video, images, or code, it closely resembles human output.

How can companies embrace GenAI now?

As GenAI technology swiftly evolves, the key question shifts from “if” to “how”. Companies need to make the choice between developing in-house or buying, assessing the required investment, addressing potential risks, and recruiting the right talent and developing talent within, all while considering the distinct needs of the company. With GenAI, I would lean to diving in now with the following actions: 

1. Dive in with organizational exploration and learning approach

2. Explore use cases with business-driven mindset

3. Find partners from your ecosystem to learn and co-innovate together 

4. Invest in sustainable technology foundation and get your proprietary data ready

5. Level up your responsible AI and compliance 

The future of GenAI as the ultimate user interface

Many assume that the capabilities of GenAI to generate diverse outputs could lead to significant productivity gains, to the extent that numerous job categories might be phased out in the coming years, replaced by artificial intelligence. However, I would argue that productivity gains are not the ultimate value of GenAI. Such gains, facilitated by tools like GenAI chatbots, may be easily replicated, and therefore not a source of differentiation. They are difficult to quantify in economic terms or captured as tangible benefits in a business case. For instance, a 30% improvement in process throughput does not necessarily translate into enhanced customer retention, product quality, reduced unplanned operational downtime, or better patient treatment outcomes. 

Speed does not equate to quality. Superior outcomes are defined by greater accuracy, reliability, responsibility, relevance, and reduced risk. These improvements are almost always aligned with the business context and strategic goals rooted in the organization’s mission.

The ability of GenAI to mimic human dialogue in interfacing with complex systems, data and technologic features has given us AI’s first true infliction point in broader adoption. GenAI serves as the ultimate user interface (UI) to various technology capabilities, including AI, ERP, CRM, Data Analytics, etc.

In the wake of the GenAI hype, numerous technology companies have positioned themselves as leaders in this field, highlighting their current offerings and future plans that incorporate GenAI. As a technology leader, I’ve attended several presentations and demos showcasing the GenAI strategies of these companies. Interestingly, most of the new GenAI features focus on making the user interfacing more human-like and intuitive, which isn’t surprising given that language processing is one of GenAI’s greatest strengths.

– O9 has significantly enhanced its industry-leading integrated planning platform by integrating GenAI capabilities. This includes a prompt feature that allows users to access trusted insights. By facilitating decision-making via natural language queries and conversational analytics, this solution speaks in the user’s preferred language and gain insights from already existing Digital Brain.

– SAP AI Copilot Joule offers users the ability to complete tasks using natural language and provides relevant help within the application itself. It enables users to navigate SAP solutions more efficiently, streamline tasks, receive smart insights on demand, and access customized content to get started on their work promptly.

– Salesforce EinsteinGPT brings personalized content to every Salesforce cloud using GenAI, thereby enhancing the productivity of all employees and improving every customer interaction. Salesforce’s GenAI CRM technology aims to provide AI-created content across every interaction within sales, service, marketing, commerce, and IT, on a massive scale. With Einstein GPT, Salesforce is set to redefine customer experiences through the power of generative AI.

As illustrated by these examples, there’s a noticeable enhancement in the utilization of existing digital and technological capabilities within current platforms through the use of GenAI as an intermediary. Envision a future where users interact with their systems in human-centric ways, rather than through the transactional, step-by-step processes that are common today. 

For instance, you could instruct your order fulfillment system with a command like: “Identify any orders from the past week that have not been fulfilled due to stock shortages. Provide a list of affected orders and suggest alternative fulfillment strategies, prioritizing as high urgency.” The system then executes all the necessary steps for you. Essentially, you are conversing with the system, and based on the results, responses, or recommendations, you can tailor your next steps accordingly.

GenAI’s sophisticated understanding of historical context from transactional data, next best action from predictive models, summarization capabilities, will bring a new era of hyper-efficiency in front and back office – taking business process autonomy to a new level. We are looking at a future where GenAI interfacing with technology ecosystems of the future for business agility enabling business transformation journeys. It is, quite frankly, on another level compared to some organizations that have demonstrated the ability to pivot customer journeys on the fly for differentiation.

In conclusion, the value of GenAI extends far beyond mere productivity enhancements; it brings a new era of business transformation where human-like interactions with technology redefine efficiency, decision-making, and strategic agility. As companies navigate the complexities of implementing GenAI, the focus should not just be on the immediate gains but on the long-term potential to revolutionize how we work, think, and innovate within our industries. The journey towards fully embracing GenAI is not without its challenges, but the promise it holds for creating more intuitive, responsive, and intelligent business ecosystems is undeniably compelling.

No Regret Moves

~ Glenn Remoreras ~ Leave a comment

Architectural vision is critical when orchestrating a massive technology build and modernization initiative, especially when faced with significant technical debt. In the beginning, there was a lack of adequate information, and we were confronted with difficult technical questions, often with no easy answers.

It was time for “no regret moves.” Regardless of the situation, no regret moves are actions that carry no downside and often yield extreme value. We focused on what we could control —technology!

  • De-risking ERP with a Lift and Shift approach
  • Network Modernization with SDWAN
  • Cloud migration and decommissioning of our data centers
  • Introduction of new platforms: Data and Integration
  • IT Service Management with ServiceNow

Looking back, there were many anxiety-filled meetings where we had to make bold decisions and hoped for the best.

One by one, our calculated bets paid off, and as a team, we gained self-awareness and knowledge. We felt more confident, which enhanced our ability to meet challenges with creativity and proactivity. We grew as an organization ready to face our next steps from no regret moves, to bets, to big rocks!

Possibilities and Roadblocks

~ Glenn Remoreras ~ Leave a comment

If your engagement feels like a reactive endeavor, it might be because you are getting involved at the tail end of the strategic decision cycle.

1. The first step is to imagine what the business you serve cares about and their long-term aspirations.
2. The second step is to figure out how technology can enable them to get there.
3. The third step is to understand why they are not there yet.

Asking, “What strategic possibilities can technology create for us?” is a more powerful question than “what execution gaps do we have that can be solved by technology?”

If you can help business leaders get to where they seek to go, when they’re ready to get there, then you are removing roadblocks and creating new possibilities.

Learning “Future IT” from Digital Natives

~ Glenn Remoreras ~ Leave a comment

Digital transformation offers IT organizations the unique opportunity to create value by becoming digital change agents for the enterprise.

Early in my career as a young technology professional, I asked why our IT organization often changed. It changed more frequently than other functions within the company. Every other year, new methods emerged and new ways of working. Business requirements of technology capabilities evolved as well as capabilities of newer technologies that impact every aspect of the business. And of course, the usual pendulum swing between centralizing and decentralizing management and control of IT, then to shared services and then to outsourcing. Change is still the norm today, only the rate of change is accelerating and intensifying. Exploration of disruptive business models driven by digital capabilities will no longer be the exclusive domain of digital natives but will become the aspiration of traditional companies as well.  As a response to unrelenting forces of disruption, many companies are embarking on this journey. A company’s long-term survival in this new reality relies on digital excellence as the new norm.

What is your business’ toughest challenge? Shifting markets? Stiffening competition? Combined pressure from digital savvy and restless customers? When such challenges intensify, you may need to redesign strategies, reimagine other business possibilities, models, go-to market tactics and outcomes. In recent years, we have seen the effect of Amazon on retail giants like Walmart. In recent months, we have seen healthcare companies like CVS and Aetna looking to merge in order to redefine themselves and combine their capabilities to become stronger. Healthcare companies like CVS and Aetna know that Amazon already has many of the core competencies needed to compete in healthcare, including ready access to capital, a massive distribution infrastructure, a strong technology base, a robust data analytics capability, and a deep, talented executive bench. Companies respond by transforming themselves to abate competition from digital native companies like Amazon. In the future, the question will not be how we transform to become digital natives, as this will be the norm even for traditional companies. How to get there and survive is the tough challenge of today.

Digital transformation offers IT organizations the unique opportunity to create value by becoming digital change agents for the enterprise. But first, we must learn from digital native companies about how to reshape the way our companies manage and exploit technology. What does it take to transform to be the next digital leader in your space? Apart from understanding where you are today, it is also advantageous to investigate blueprints of success. The IT leadership team in my current organization did just that when our CTO Ricardo Bartra took us to Silicon Valley and San Francisco last month to visit Facebook, Google, CISCO Meraki and Salesforce.

  • At Facebook, we saw how the digital native culture looks like in a campus setting supported and enabled by its facilities, people, and ways of working. When Facebook CEO and cofounder Mark Zuckerberg filed for the company’s initial public offering in 2012, he wrote that one of the sayings he and his employees live by is, “The riskiest thing is to take no risks.” “We encourage everyone to make bold decisions, even if that means being wrong some of the time,” he wrote.
  • At Google, we saw that the challenge is not that technology evolves faster but how visionary companies like them understand and capitalize on them by innovating early and often and converting them into a competitive advantage. I saw their pursuit for bleeding edge technology and always looking for what is next. Google strives for continual innovation, not instant perfection. The presenter told us the story of how GMAIL came to be, from a series of prototypes to a subsequent release of a beta version that quickly took off.
  • Walking around the halls of Meraki’s office, you’d be hard-pressed to guess you’re on a Cisco campus. It still feels like a start-up! At Meraki, we saw how employee experience is increasingly dependent on technology. How DevOps teams and engineers can quickly spin off capabilities to support employee experience by enabling applications eliminating the need to buy.
  • At Salesforce, we saw what agile transformation looks like driven by top management. How salesforce has managed its organization transformation focused on agile culture and ways of working, transforming organizations to empowered teams with clear missions. They provided an environment where their employees become more comfortable and develop expertise in navigating fluid structures made up of teams formed from diverse skills and experiences.

IT functions have historically been built based on the context of specific expertise, IT standards (ITIL), Operating Models and proven BPM and BRM approaches. I spent my first 15 years as an IT professional with a global building materials company and understood how to leverage the power of technology. I learned to recognize the importance of process methods and goals in ensuring harmony between processes and technology platforms, speeding up solution deployments, and enabling continuous improvement and innovation; to understand the impact of IT processes in integrating a large acquisition; and to recommend an appropriate model for integrating an acquisition. Much of what I learned from my first 15 years still applies and I believe will apply to the next 15 years. But I also realize that I need to evolve and be “bi-modal”, embracing digitization and agile thinking. This is my focus today and I am happy that this is also the journey my current IT organization is undertaking. I want to be an IT leader that will be adaptive and dynamic in pulling together capacity and competency from a broader range of sources—traditional and future capabilities such as AI, robots, IoT, cloud, blockchain and alike.

Digital Transformation

How People Really Use Crowdsourcing

~ Glenn Remoreras ~ 2 Comments

While on vacation, you don’t earn money… you spend them. Not my brother-in-law—he finds ways to earn a few bucks. He uses his smartphone and apps like Gigwalk. While in Las Vegas days before the New Year, he surveyed bars and restaurants in the city. He wasn’t bar-hopping or something, he was taking 360 degree pictures of restaurants’ interiors and sending them to Bing. It was a gig he acquired through Gigwalk. The rate for this micro-task is around $5 per picture. Think about this, if 50 of those photos he submitted were accepted, he earned $250. He also does work for big companies that like to employ a “mobile workforce” to check on prices and placement of their products in major supermarkets. He interviews shoppers to conduct designed surveys. The rate for this type of gig is about $10 to $ 20 each. Not bad, isn’t it? Pepsi is using crowdsourcing to promote their sponsorship of the Super Bowl halftime show. They have a contest where fans can submit their personal photos in the hopes that it will be featured in the introduction video. They are sending different instructions per day to fans for diverse types of pictures. I can’t wait to see the outcome of that in the Super Bowl halftime.

What is Crowdsourcing?

This is what crowdsourcing is about—collecting contributions from many individuals to achieve a goal—thus doing more with fewer resources possible. Just imagine if Bing would want to photograph interiors of full service restaurants in the United States and would be willing to employ full time workers to do so. How many workers and for how long? Bing has to consider that there are over 200,000 full service restaurants. Bing would need to contract hundreds of employees for many months to complete this and this would turn out to be a very expensive undertaking.

Crowd - Photo by James Cridland

When you think of a crowd, you think of an unruly bunch of people gathered in a disorganized way. Traditional crowd manipulation is the intentional use of techniques to engage, control, and influence the crowd in order to direct its behavior to accomplish something. Many businesses and politicians have successfully employed that technique in the past. Crowdsourcing differs from traditional crowd manipulation by taking the significance of geographical proximities away from the equation. Nowadays, you can organize individuals from different locations to do what you want using technology. The development of mobile technology in both the application side and for devices (Smartphone) is helping push crowdsourcing to be more commonplace.

Many of us use crowdsourcing without thinking about it. I bet you have used products that came out of crowdsourcing or have participated in crowdsourcing in some way without even realizing it. If you are using Wikipedia, then you are using one example of a service that is a product of the collaborative work of a crowd—or to use a better term, of volunteers.   Wikipedia has 24 million articles that were written collaboratively by volunteers around the world. Almost all of its articles can be edited by anyone with access to the site, and it has about 100,000 active volunteers that contribute in this process. This is a classic crowdsourcing success story. If you have ever rented an apartment and used comments from previous tenants online to help you decide which complex to take; if you have made a purchase in Amazon.com and read customer reviews to help you decide which product to buy; or if you have used comments on TripAdvisor.com to plan a vacation, then you have taken advantage of crowdsourcing.

Crowdsourcing for Social Change

What can you do to contribute to changing the world? Of course, you can donate money to a good cause but beyond that, there are relatively new ways for individuals to shape social change through crowdsourcing. Prominent blogger Alexey Navalny’s site, RosPil.net, makes the most of crowdsourcing by using it as a mechanism to expose corruption in Russia. RosPil uses crowdsourcing to ask anonymous volunteers to report government anomalies in the form of tenders that are designed to generate kickbacks. From a recent HRB article, “Rospil claims, as of December 2011, to have prevented the granting of dubious contracts worth US$1.3 billion.

Married couple Swati and Ramesh Ramanathan set up the website iPaidaBribe.com in India as a unique initiative to fight corruption. They ask anonymous users to disclose the nature, amount, and recipients of bribes. The initiative provides statistics like heat maps and areas of government who have rampant corruption practices.

You don’t even need a specialized website to run crowdsourcing. Many of these initiatives happen in the internet seamlessly through netizens’ initiatives in Facebook, YouTube, Twitter and other social media websites.

Smartphones are making crowdsourcing even more sophisticated. Smartphone use has been climbing steadily upward in the last couple of years. The simple capability of a smartphone to take a photo with location and time stamping is a major capability that is used to capture information easily. As the use of smartphones continue to increase, I foresee a proliferation in simple crowdsourcing initiatives – be it for business, social change or other purpose.

Photo courtesy of James Cridland.