The partnership, which will see us supply a variety of digital solutions to NHS organisations all over the country, is the latest step in a trusted relationship that has already spanned several decades. It will also be key to accelerating the ongoing digital transformation of the health service, one of the world’s greatest and most-loved public institutions.

Personally speaking, it is something of which I am extremely proud. Microsoft’s work with the NHS is genuinely helping to improve people’s lives. Since the start of the pandemic, for example, the roll out of Microsoft Teams across the organisation saved NHS employees around 17 million hours of productive time, allowing them to concentrate on dealing with the extraordinary levels of demand for healthcare instead.

Today’s partnership announcement could not be more timely. As we celebrate the NHS’s 75^th anniversary, it faces some of the greatest challenges in its history: record waiting lists; soaring inflation; an aging population; and chronic staff shortages. Microsoft’s digital technologies can – and must – contribute to easing these pressures by increasing productivity, supporting collaboration and mitigating security threats.

A lighter load

In short, we must help equip the NHS to thrive in a digital-first world, enabling it to deliver high quality services to patients more quickly, efficiently and equitably.

Using the Microsoft cloud to automate processes is a great place to start as the more we can do to lighten healthcare professionals’ administrative load and alleviate the pressures on their time, the more they can focus on doing what they do best: caring for patients.

As well as freeing up staff from repetitive tasks and unnecessary meetings, automation can also help streamline the process of onboarding for new clinicians, while cloud technologies reduce the need for capital investment in on-premises infrastructure, generating further savings for the NHS that can be redirected to patient care.

Collaboration empowered

The impact on patients’ experiences should be equally transformative. Whether it’s at their GP surgery, on the wards or in a specialist hospital, people want and expect their interactions with the NHS to be joined-up.

Microsoft’s digital technologies can help make that happen, giving staff from across different NHS departments and geographical locations the power to connect and collaborate on the delivery of truly integrated care services.

Imagine nurses overseeing bed and capacity management, for example. By using Teams, they can build a 360-degree view of patient requirements, share operational documents instantly and communicate any changes and updates with each other at speed.

A securer future

Microsoft technologies can also help solve another of the health service’s most pressing concerns: cybersecurity. The volume of data and personal information held by the NHS is greater than ever and the positive side of this is that it enables better, more connected treatment for patients.

However, it is also intensifies the security risk, especially with criminals becoming ever more sophisticated and frequent in their attacks. The financial, operational and societal costs of an NHS cyber breach could undoubtedly be significant and damaging.

In 2021, Microsoft committed to investing $20 billion in security over the next five years to continue protecting our customers around the world. Today’s agreement will enable Microsoft to continue to work with NHS England and Local NHS Organisations, developing the required access to a comprehensive suite of security solutions to protect their people, data and assets. These include threat protection, data governance and compliance solutions that will continue to bolster the health service’s cyber resilience going forward.

Proud history, ambitious future

Microsoft’s mission is to empower every person and every organisation on the planet to achieve more. And nowhere is this more important than in the world of healthcare. One of our company’s most important achievements was the assistance we gave to the NHS during the pandemic, ensuring GP practices, NHS organisations and national bodies could keep their systems running and their people working together at a time of unprecedented national need.

We have also worked closely with NHS IT staff to accelerate the digital transformation of its systems faster than was ever believed possible and continue to support the much-needed shift towards the remote delivery of key elements of the patient journey. Read more about the different elements of our longstanding NHS partnership.

Yet while we are proud of those achievements so far, what really matters is what’s next. The health service once again finds itself facing widespread transformation and reform alongside the ever-present challenge of improving outcomes while limiting costs. Now more than ever, we must look to technology as a way to maximise the time NHS staff have for care and to, ultimately, deliver better experiences for patients. On the path to a digital future, Microsoft is committed to helping the NHS every step of the way.

Find out more

Maximising time to care: accelerating NHS digital achievements, at scale

NHS makes data more discoverable using Azure Cognitive Search to save clinicians’ time

vCreate & Microsoft Azure connects patients with their families and clinical teams

About the author

Jacob leads Microsoft’s UK local government, healthcare and life sciences business.

A former adviser to two UK Prime Ministers, Jacob has worked in healthcare locally, nationally and internationally, in the NHS and overseas.

Jacob was the Harkness Fellow at the Harvard School of Public Health and is a Visiting Senior Research Fellow at King’s College London’s Public Policy Institute.

The post Maximising the time for care in the NHS appeared first on Microsoft Industry Blogs - United Kingdom.

More than a business agreement, the partnership between Microsoft and Sunderland is based on shared values and aspirations. We’re joining forces to positively impact the lives of local people and businesses in this vibrant city.

Microsoft’s focus on public-sector transformation has been a driving force throughout our collaboration. We know from experience that technology and digital solutions can help revolutionise public services, making them more efficient, effective, and citizen-centric.

Working hand in hand with the council, we’re leveraging Microsoft’s cutting-edge technologies and expertise to streamline administrative processes, enhance citizen engagement, and optimise resource allocation. We want to redefine what it means to deliver public services in the digital age. 

“Smart cities” collaboration: creating a connected, sustainable future 

Our mutual commitment to smart cities collaboration also sets this partnership apart. Sunderland City Council’s vision for a new kind of urban development aligns perfectly with our expertise in creating smart city solutions. We’re on a joint mission to transform Sunderland into a connected environment that offers enhanced liveability, economic growth, and environmental sustainability.

By integrating advanced technologies like the Internet of Things (IoT), Artificial Intelligence (AI), and data analytics, we’re shaping an urban ecosystem that will optimise resource management, create intelligent infrastructure, and foster innovation. Together, we’re laying the foundation for a future that embraces digital transformation, innovation, and inclusion.

Empowering citizens with new skills

It’s important to note that our partnership goes beyond technology and infrastructure. At its core, this initiative is about empowering the people of Sunderland.

We understand the importance of digital skills in today’s world. They can provide a significant boost to personal growth, employability, social mobility, and community development. That’s why Microsoft has long supported UK digital talent with events and training opportunities, as well as initiatives such as the Microsoft Connector Community.

In Sunderland, we’re equally committed to bridging the digital divide for residents by providing technology skills training, resources, and support. Through our collaboration we’ll equip individuals with the knowledge and skills needed to thrive in the digital economy. By empowering local people, we’re not only transforming lives but also fuelling innovation, entrepreneurship, and economic resilience within the community. 

“Together, we will minimise disconnects between people, technology and place.”

Liz St Louis
Director of Smart Cities, Sunderland City Council

The journey begins

Our Memorandum of Understanding with Sunderland has set the stage for an exciting journey of collaboration and positive change.

Liz St Louis, Director of Smart Cities at Sunderland City Council, said: “Catalysed by our leading smart city achievements, I am extremely proud to be harnessing this new relationship with esteemed partners, Microsoft. 

“Together, we will minimise disconnects between people, technology and place – leaving no-one and nowhere behind.  

“Microsoft’s thought leadership, technology and digital solutions will help to revolutionise our public services, whilst empowering our people, as we continue to digitally transform our smart city.” 

Watch this space to see how technology innovation and a vision help Sunderland reimagine itself as a thriving digital hub. 

Find out more

• Visit the Microsoft for Government hub
• See our skilling and career resources
• Visit the Microsoft UK Digital Skills hub
• Read the blog: New connections – how we’re bridging the UK digital skills gap

About the author

I lead the Northern Sales Team at Microsoft, working with regional government on digital transformation and using technology and digital skills to drive economic growth and citizens’ lives.

The post Enhancing citizen-centric public services in the digital age appeared first on Microsoft Industry Blogs - United Kingdom.

Mature security organisations are realistic about securing in complex environments. In fact, in two years from now, many organisations believe some of their current vulnerabilities will be less of a liability. For example, 28 percent fewer respondents see networks as a significant security concern in two years as they do today.

What are the only vulnerabilities they expect to see the same or more of a challenge two years from now? Operational Technology (OT) and Internet of Things (IoT). Another increasingly common risk factor according to security leaders is the cyber resilience of their partner small and medium-sized enterprises (SMEs) in their ecosystem.

However, with Zero Trust principles and integrated security, organisations can help build cyber resilience and secure collaboration across their digital estate – including OT, IoT and partner access.

IT and OT

IT is the devices, networks, systems and apps that allow organisations to collaborate and work together. For example, the cloud, a computer, or server.

OT is the back end of the organisation. It’s the hardware and software that manages industrial equipment and systems. For example, industrial control systems or warehouse equipment.

As organisations connect their systems together, this can result in increased exposure to vulnerable OT systems. According to the Ponemon 2021 State of Industrial Cybersecurity, 63 percent of the respondents indicated that their organisation had at least one OT/ICS cybersecurity incident in the past two years.

At the same time, IoT resides in both IT and OT environments. With the added stress of privacy concerns and regulatory requirements, organisations need a holistic approach that unifies IT and OT security.

Multiple layers of defences such as multifactor authentication, endpoint protection, patching, monitoring, identity-based protections and network segmentation can help build resilience and secure collaboration.

Lime and minerals producer Lhoist wanted to ensure their critical OT systems were secure. With Microsoft Azure Defender for IoT, they boosted security while also helping bridge the IT/OT divide.

“We had a malware outbreak occur while we were running proofs of concept to select our OT security solution. Azure Defender for IoT performed well, immediately detecting the suspicious traffic. We were able to pull the plug on the malware before it could stop production,” says Clément Herssens, CISO.

IoT

IoT is now deeply embedding into organisations, bringing convenience and functionality. However, they’re also an entry point for cyber criminals. Our research found 20 million devices that use the default password ‘admin’ in just 45 days of signals. That’s 20 million vulnerabilities.

To ensure critical systems and infrastructure keep running, it is essential for all IoT devices designed, evaluated, and operated securely. IoT manufacturers and cybersecurity experts developed sets of best practice standards for IoT device cybersecurity, which is reflected across policy, such as the European Technology Standards Institute for consumer IoT security.

Build cyber resilience by gaining visibility into assets and risk across your IoT and OT estate. Leverage automation for continuous monitoring and threat detection. By applying Zero Trust, you’ll implement IoT projects built with secure collaboration and resilience in mind.

For Lhoist, not only are they confident in the security of their IoT and OT systems, but they find they also benefit from a wealth of data that helps them optimise and streamline performance.

Partnerships

According to (ISC)2, 64 percent of businesses claim to outsource more than a quarter of their daily business tasks to suppliers that require access to their business data.

And for security leaders, this is a concern. A World Economic Forum study found 88 percent of leaders concerned about the cyber resilience of SMEs in their ecosystems.

When working with partners, you must make sure they have well-defined security and privacy assurance requirements. At Microsoft, we use machine learning to scan active supplier contracts and ensure they meet our requirements periodically.

A Zero Trust approach helps ensure that only the right people are getting the right level of access

How to build resilience and security

To build resilience and secure collaboration in your IoT and IT/OT technology, we need to have the right approach. Build a strong foundation with Zero Trust and a comprehensive implementation of security tools that work across your entire digital environment.

Find out more

Unifying Operational Technology and IT Security

Microsoft Executive Summary Of Forrester’s The State of IoT Security, 2021 Report

Imagine security that drives innovation

The post Unify your digital environment for secure collaboration appeared first on Microsoft Industry Blogs - United Kingdom.

For most of her patient life, the burden of managing both worlds – healthcare and social care – fell on my grandfather, an 80-plus-year-old gentleman with a passion for technology. As her home-based support, he was always eager to help, but often lacked the knowledge and means to do it. No one had ever taught him how to carry out remote monitoring or use blood pressure cuffs. As a result, he frequently struggled to keep my grandmother’s clinician informed in-between visits.

Today, technology is fundamentally changing how care is provided. Modern digital solutions are shifting the industry towards telehealth and remote services. This allows people like my grandparents to receive care at any time, wherever they are.

At the same time, the role of hospitals is changing too.

We’ve long been used to seeing them as patient magnets, but now the paradigm is shifting. As Integrated Care Systems prepare to launch in the UK, hospitals are turning into centres of excellence for clinicians.

That’s something that we at Microsoft want to help achieve. Using technology, we’re working to position hospitals as the lighthouse at the centre of planned and critical treatment. Providing patients with all the clinical coverage and expertise they need, without needing to be physically present.

Delivering unparalleled services in a new era of accessible and equitable care.

From hospital to housepital and hospitel

When I was a young student in Germany, I used to take a very peculiar type of school bus – one that today would be the definition of ‘utilitarian’. During the day, they were taking us to school, but overnight, they could easily be turned into field ambulances. They were capable of hosting some 20 hospital beds in case of necessity. 

Years have passed since then, and yet the concept is still very much the same. If anything, it’s been amplified by the pandemic.

COVID-19 has expanded the way people see hospitals. They can almost be any place where you can safely plug in a laptop and use equipment to treat patients. This has meant repurposing both public-serving spaces. For example, we now talk about hospitels – or private ones, also called housepitals.

Countries around the world are now using hotel rooms as quarantine locations for those needing to self-isolate. Meanwhile, during lockdowns we’ve seen hospitality suites at the Arsenal Stadium being turned into pregnancy clinics. Field hospitals have been set up on the back of mini-buses and conference pavilions became hospital wards. All in the space of weeks.  

Finally, virtual wards and remote care are increasingly taking place in our living rooms and bedrooms, where doctors can check on their patients through online platforms.    

Towards a more hybrid patient journey

As the role of hospitals continues to be redefined, technology and data are reshaping the way health services are provided.  

From the earliest stages of preoperative care, all the way through on-site services to the very end of postoperative care, digital solutions are turning the patient journey into a mix of on and off-site care. This helps organisations cope with demand and make better use of their resources.  

A prime example is Project Breathe, a scheme that I’ve been fortunate to work on and which targets teenage and child patients with cystic fibrosis. Crucial to those suffering from this condition, which affects the lungs, is exercising at least three times a day to keep their breathing normal.

To make sure even the youngest patients commit to it – particularly when at home – Project Breathe has developed a solution that allows children to play computer games while blowing into their spirometer.

This isn’t just helping make the exercise more enjoyable. It also gains key data on the patient’s condition, which can then be analysed to make predictions. All while the patient never leaves home.

Sharing is caring

As a Global Industry specialist, my role is to oversee how Microsoft is helping organisations around the world to implement pioneering technology. That’s something really powerful. It allows me to learn valuable lessons across different countries and apply them to the British healthcare sector.

It’s also a great opportunity to share knowledge and expertise among various organisations and put them in contact for greater collaboration. A great example is the DRIVE initiative that Great Ormond Street Hospital has launched.

Created in collaboration with University College London and Siemens, this initiative brings together doctors, medical device experts and academics. Its goal is to come up with initiatives that inspire care teams to make more and better use of technology in their work.

This, to me, is fundamental to empowering the healthcare sector. Ensuring that all clinics and institutes have the same resources and capabilities is at the heart of providing efficient, reliable care for our communities. As well as the reason why I do this job: For the opportunity to create better access to healthcare and access to better healthcare.  

Making healthcare accessible and equitable

If we really want to realise the idea of ‘hospitals everywhere’, then we need to ensure that everyone has the same technological means to access it. 

This is, in my opinion, one of the biggest challenges the industry is facing. We’re seeing an increasingly strong link between health inequities and digital inclusion. As as result, too many people find themselves underserved and unable to access vital care.

Take my parents, for example. Living in a not-spot, they only get Wi-Fi connectivity when the Edinburgh to London train goes through, thanks to its onboard hotspot. Outside of that, they have to hang the phone out of their bedroom window to get a signal.

How can you run tele consultations when you’re living in these conditions?

That, to me, is where I see partnerships and collaborations like DRIVE to really make the difference. They bring together different types of expertise to make sure that people can receive care wherever they are, however they need it. All while developing affordable solutions, as well as educating people to make the best of them.

Starting out for a new healthcare

I am not usually one to make predictions. However, one thing I know with certainty is that ten years from now, technology will be the deciding factor between successful and unsuccessful organisations. Those of them that have not embraced digital transformation will have a tough time coping.

So how exactly can they get there? What are the first few steps you can take to realise digital transformation at your organisation?

The most important thing when starting off is figuring out where you are today. Take an honest assessment of where you’re starting from. Then, identify an initial two or three goals you want to achieve.

Be realistic about what’s possible and understand your ability to absorb change, as well as where to go and ask for help. Once that comes, the next part is making sure you partner, listen and learn from other organisations.

My advice is also to embrace a risk-taking culture. The unpredictability of COVID-19 has proven that this is crucial.

It’s also shown that when crisis hits, the NHS has proven to itself that it can adapt quickly and deliver some great services. These may not be perfect yet, but they’re a great start to further change and efficiencies.

Microsoft Envision UK

London, May 19 2022
Join us at our first in-person UK conference in over two years where we will explore the road ahead in 2022 and beyond.

Reserve your FREE space now

Find out more

• Drive patient engagement
• 10 real AI applications in healthcare
• A guide to data for healthcare leaders
• Microsoft Cloud for Healthcare

About the author

David is currently a Global Industry Specialist for Microsoft with a focus on Healthcare and Life Sciences. He is a highly experienced business strategist and futurist with a technology pivot. David is driven to help address digital exclusion and heath inequities through his work and collaboration with healthcare systems around the globe. He completed his MBA at Victoria University of Wellington in New Zealand, graduating with a distinction. David continues to live in Asia but operate globally. Some of his work includes the strategy on closing the gap in Indonesia’s universal health insurance system of almost 290 million members. His daily mission is to think about how digital transformation we can create better access to healthcare, and access to better healthcare.

The post Hospitals everywhere: The answer to accessible and equitable healthcare? appeared first on Microsoft Industry Blogs - United Kingdom.

New infrastructure, new business models, new partnerships, new energy markets, unknown costs – this complex terrain is uncharted. So, given the industry’s net zero aspirations and goals to decarbonise, how can business decision-makers make the most of today’s unique opportunities, while mitigating the accompanying risks?

Together with Avanade and Accenture, we’ve created a five-pillar approach to decarbonise the energy sector. It incorporates targets for reducing system costs and goals for boosting and balancing the national energy supply. It also advocates that stakeholders adopt open data principles, new skill sets and a shift in organisational culture. This will support innovation and new business models.  

1.      Decarbonise energy supply

A 25 percent reduction in the levelised* cost per megawatt-hour of grid-scale renewable revenue streams, maximise renewables and optimise nuclear energy value.

*Lifetime costs divided by energy produced.

Core to the government’s aims to reach net zero by 2050 is the goal to decarbonise the energy sector. The government expects emissions need to be reduced by at least two-thirds by 2035 and by at least 90 percent by 2050.

The sector has already significantly cut the levelised cost of wind. However, we believe more can be done with the help of data analytics. For example, Danish renewable energy supplier Ørsted constantly streams data from thousands of turbines. Using Microsoft-powered analytics and AI, it can maximise capacity and drive down operational costs by predicting and pre-empting usage. As a result, they’ve been able to reduce coal consumption by 82 percent in the last decade. They’re planning to fully phase it out by 2025.

2.      Balance the system

Operate a zero carbon electricity system by 2025 and cut the cost of connecting generation, storage and load by 20 percent.

By balancing hydrogen storage through the production of green hydrogen when there is excess wind power and flexible thermal generation with carbon capture and storage, organisations can build more cost-effective systems.

Along with Accenture, we’ve proposed an industry target to cut the cost of connecting energy generation, storage and load by 20 percent in three to five years.

To achieve this, the energy sector needs to take new approaches to system planning and operations. They can achieve this by using smart technology, such as digital twins. With smart grid solutions to increase visibility and control, the network could also work at higher levels of utilisation. As a result, they can more effectively balance power flows as demand rises.

For example, bp uses Azure digital twins to help their sustainability goals and make the transition to net zero carbon by 2050 or sooner. By looking at past and real time data, they can predict future data and improve the efficiency of their facilities.

3.      Electrify demand

Enable 50 percent of new electrification load (transportation and heating) to contribute to system balancing.

If an integrated digital approach is adopted across the energy system, it will help optimise generation and supply. It will also create a grid in which system balancing can be fine-tuned. In the future, this will enable at least half of new electrification load growth to flexibly contribute to system balancing and/or the overcoming of network constraints.

Additionally, hydrogen has a key role to play. Both to store energy and to help balance the system and decarbonise high-temperature industrial processes where electrification is not viable.

Centrica Storage is working with Net Zero Technology Centre and mixed reality specialist VISR Dynamics with support from Microsoft to grow new ways of working. They use HoloLens 2 to support frontline workers and streamline processes on the way to net zero.

4.      Trusted data

Make industry data trusted, open, secure, consistent, accessible and usable to drive efficiency and innovation.

When an organisation creates or adopts an open data standard, it can ensure consistency and predictability for data users. The data also becomes easier to compare and link up, which encourages interoperability between systems and ways of working. This is a powerful asset in business partnerships. In addition, as data becomes easier to access, open innovation often follows. New ways of working help accelerate development processes, enabling smarter solutions and reducing costs

For example, stakeholders can better assess the feasibility, location and operation of projects, as well as practical questions, such as where to connect to the system.

We already have direct examples of sharing trusted information, with Centrica Storage building cross-industry partners and even tech partners in Microsoft. Our partnership with Accenture, Avanade is also helping UK’s transition to net-zero carbon emissions by empowering energy companies with the tech to reach their goals.

5.      Enable the digital workforce

“A technology-powered workforce which is diverse, inclusive and effective.

Net zero will be enabled by new business models centred on digital ecosystems and the cloud. To realise this vision, organisations will need new skills in communications, data infrastructure, analytics and data science. Radical innovation and systemic transformation are best supported by highly agile, dynamic teams that specialise in digital and sustainability solutions.

Leaders need to build a growth mindset culture and focus on re- and upskilling their workforce to be digital-ready. Our Digital Skills Hub has lots of resources to help organisations build the skills they need now and in the future.

Decarbonise and deliver a net zero future

We believe that if the energy sector can implement these pillars in the next three-to-five years, it will be in a strong position to drive the government’s 2050 net zero target and help create a sustainable future for all.

Find out more

About the author

Kevin is responsible for developing the UK strategy in energy and utilities, supporting the enterprise commercial team to help clients achieve more. Working as part of the leadership team in Manufacturing and Resources for Microsoft UK, he supports the development of new digitally enabled markets, helping Microsoft continue its transformation from a technology vendor to a trusted partner.

Kevin is an Honorary Research Fellow with Warwick Manufacturing Group, supporting leading academic work to help solve infrastructures challenges in cyber security. He also works across government, academia and industry within the Construction Leadership Council, helping to accelerate digital transformation within the built environment.

The post 5 steps to decarbonise the energy sector and reach net zero appeared first on Microsoft Industry Blogs - United Kingdom.

SSE Renewables and Microsoft have established a strategic partnership focused on sustainability, to identify, develop and deploy innovation activities aligned to the zero-carbon ambitions. This partnership will look to address new ways of working, with the aspiration of adoption across the SSE group. Together we will collaborate across key themes to promote the awareness of business challenges and opportunities around sustainability, technology and digital innovation. We have a view to share knowledge and develop potential solutions to drive operational efficiency through accelerated renewable energy, decarbonisation and digital solutions.

SSE has a goal of trebling their green energy output by 2030. And while tech helps drive us to this goal, a growth mindset culture and open partnerships will help us achieve this. Let’s take a look at the key takeaways we’ve learnt over our 18-month partnership.

Focus on the end goal of sustainability

We started our partnership in envisioning workshops. This gave us the space to explore the possibilities and opportunities we had and how we could use technology to help. What became immediately clear was that we need to focus on our end goal.

Your values are the key that unlocks your innovation. It’s not a case of shoehorning in a piece of tech just for the sake of it. Ask yourself “How can we do what we need to do?” This will help you start on the right path. And remember to continually ask yourself that question throughout your journey to ensure that goal stays at the top of your mind.

We made sure our workshops had people from different areas of SSE, external organisations and our partners like Microsoft. This meant we got a diverse range of ideas and opinions. What was most important was we all came with open minds, which then grew into a space of growth mindset.

Put the tech in front of your people

We wanted to put digital technology in front of our people in the business and see if we could apply that to our problems. Once people saw what it could do, they became passionate to share the knowledge with the rest of the business.

While it’s important to know that technology isn’t the only part of the journey. It’s the thing that helps unlock our innovation, and allows us to work in a hybrid and agile way. As part of our next step, we brought people in to try out our ideas. We listened to their feedback. With a holistic view of your journey – and always remembering your end goal – you can ensure you’re creating the most resilient path.

Coming with this is the need to re- or up-skill your employees. As we introduce new technology or new ways of working, we need to ensure they are confident to use it in their best way. This can be done though virtual training sessions, or even on-demand learning paths. At Microsoft we have some great resources that we were able to share, such as Microsoft Learn.

Don’t be afraid of innovation to drive sustainability

In the Digital Ventures team, we created an innovation space where we could work quite aggressively to bring SSE’s goals to life. This involves taking risks – which can sound quite frightening, but not when it’s done in a space where it’s safe. We invited people to challenge how we did things. This growth mindset has spread throughout the business, and we’ve found that people are sharing ideas and being more open.

Because we had tools like Microsoft Teams, staying collaborative when we went to 100 percent remote working was easy. It meant that we even had the opportunity to invite more people because there was no commuting or travel to different offices. We did work hard to keep the same energy up that you might experience with in-person ideation sessions.

Get leadership buy-in

Taking action is an important part of getting buy-in from all levels of staff, especially your C-level. By staying transparent with them, they will support your aims. As part of our partnership we had CEO to CEO sessions to help stay open. This helps the leadership team feed down into the team, with appropriate support. At the same time, we encouraged our teams to work with autonomy, giving them the tools, they need to work in their best ways and not be afraid to share ideas and proof of concepts. By working with an agile growth mentality we can avoid process delays to innovation, and subsequent adoption.

Openness between partners drives sustainability

During our 18-month partnership we’ve moved beyond just transaction to a real knowledge sharing, collaborative experience. This growth mindset ecosystem is spreading throughout the teams. As a result, we are starting to see how it is pushing out into the rest of the organisation. This type of partnership helps us unlock our potential, reach our goals and create empowered, excited employees. As we continue, we look forward to working together to create a more resilient community for all.

Find out more

Winds of change: how data and analytics are driving renewable power – This video was originally published on The Times

Find out about Microsoft’s collaborations to help accelerate the UK’s sustainability strategy

Create an agile and innovative workplace

About the authors

Ollie joined SSE’s graduate scheme in 2010, having retrained as a Mechanical Engineer. The change was driven by a desire to do something meaningful for society and also leave our planet better than we found it. Ollie is now supporting the Digital (ad)Ventures in SSER, with a mission to help everyone do more with Digital in our business – and keep having fun doing it.

Danielle is experienced in enabling Energy organisations to use digital technologies to achieve industry focussed outcomes. It is such a pivotal time for the industry to transform, with renewable energy, sustainability and decarbonisation being at the heart of many of her customer conversations. She’s excited and fortunate that her role at Microsoft allows her to bring together our digital solutions and net-zero aspirations to help create the future of sustainable energy.

The post How to build innovation and sustainability with partnerships and growth mindset appeared first on Microsoft Industry Blogs - United Kingdom.