Blog Archives | Page 5 of 7

Using Augmented Intelligence to Address COVID-19

Jul 23, 2020 | 4 min read, Academy, Future of Work & AI

How can AI help us gain new perspectives on the roadblocks of COVID-19?

Can AI provide us with the ability to see more opportunities in addressing the COVID-19 pandemic?

These questions, and more, are covered in this virtual event hosted by Stanford Institute for Human-Centered Artificial Intelligence (HAI) and the AI Initiative at The Future Society to officially announce a global alliance on the COVID-19 pandemic response. The alliance will provide an information service not yet available that is vitally important to facing and mitigating the crisis.

CAIAC is the new alliance that stands for Collective & Augmented Intelligence Against COVID-19.

One of our Board Members, Cyrus Hodes, is the Chair of the AI Initiative with The Future Society, an independent 501(c)(3) nonprofit think-and-do tank. He has a full segment showing you the CAIAC platform in detail and how this alliance will be collaborating about this pandemic.

What is augmented intelligence?

Augmented intelligence is a design pattern for a human-centered partnership model of people and artificial intelligence (AI) working together to enhance cognitive performance, including learning, decision making and new experiences. [Source: Gartner.com]

Which is different than artificial intelligence:

On the other hand, the term “artificial intelligence” is often used to describe machines (or computers) that mimic “cognitive” functions that humans associate with the human mind, such as “learning” and “problem solving”. [Source: Wikipedia]

To watch Cyrus’ talk and demonstration of the CAIAC platform, please watch here:

To watch the full Stanford Institute for Human-Centered Artificial Intelligence (HAI) and the AI Initiative at The Future Society’s virtual event, please click here.

How To Solve Organizational Challenges and Manage Ideas

Jun 22, 2020 | 5 min read, Academy, Idea Management & Enablement

We’re helping solve the challenges that organizations face today by simplifying how ideas are managed.

Introducing Swae’s most recent product update that addresses the complexity of how organizations manage the many challenges and campaigns necessary to make progress (even if the world continues to get more complicated).

swae-idea-management-and-idea-workflow-technology

Would having an abundance of brilliant ideas organized by challenges or campaigns help stop the feelings of overwhelm around all the things that you have to find solutions for today?

We’re sure you’re curious and maybe a little skeptical. Let us break down this latest feature as to how Swae helps create solutions to challenges, manages ideas, and drives innovation.

Swae 84% executives say that innovation is important to their growth strategy

84% of executives say that innovation is important to their growth strategy, yet do not have the processes and systems in place to execute. [Source: McKinsey Global Innovation Survey]

Swae’s AI-based technology platform is designed to create a more inclusive and collaborative environment allowing leaders to get an abundance of highly organized ideas coming their way to make more informed decisions.

Bottom line, we help leaders discern the brilliant ideas from the bad in a more efficient and streamlined manner, which makes innovation happen all the faster.

Since organizations are complex, the decisions that must be made daily are too. In today’s economic environment, we don’t know what will come our way, so leaders across the globe, regardless of the size of an organization, must be prepared to make the best decisions, under every new circumstance, fast. And, more importantly, you’ve got to translate vision into operations through the management of ideas to get there.

Some decisions require broad input, many iterations, and longer lead times to make those decisions, while others require a more targeted audience with shorter lead time and very few iterations. Some challenges need to be solved in a few days or a week (like a rapid response plan to the latest COVID-19 phenomenon). Others can remain open for longer durations, depending on the decision-type, and urgency (for example, an annual strategic planning exercise or an open innovation competition).

Our team realized that Swae needed to allow for much more nuance, complexity, and reconfigurability with the platform in order to match the subtlety, complexity, and urgency of how fast organizations (and even local or state governments) operate and make decisions.

So we redesigned Swae to mirror these needs and used the feedback from our more than 20,000+ users and years of research that we’ve conducted.

Welcome to Swae’s new Challenges feature.

Various challenges running simultaneously!

Swae Before

Previously, users could only have one challenge (or idea campaign) running at any given time to extract ideas from the larger group. A site administrator or manager could configure that challenge or campaign workflow to suit their needs, setting the number of days ideas sat in the collaboration, voting, and management review stages, and including as many idea escalation KPIs and metrics as necessary.

This would help determine under what circumstances ideas would move to the next stage to either become decision-ready or end up it the archives.

While this helped one department lead an innovation or ideation process with the help of Swae, it limited the extent to which other departments could create their own mini-Swae workflows, campaigns, or spaces to source department-specific ideas from specific stakeholders.

Some decisions require wider input, many iterations, and longer lead times to make the final decisions. Other ideas can require a more targeted audience, with shorter lead time and few iterations.

Both need to exist side-by-side to reflect the complexity of any organization. Under our old design, this wasn’t possible; an organization could have many ideas coming from their employees tagged under various themes, but could not have numerous workflows to exist side-by-side on the platform, until now.

Swae Today

Now, Swae can keep up with the many difficult decisions or campaigns that an organization needs to make across multiple teams day-in and day-out.

To be more effective, leaders can run many campaigns simultaneously in search of brilliant ideas for the various kinds of challenges that an organization faces.

Campaigns can include a large group of stakeholders (internal, external, or both), or an invite-only group with the workflows entirely configurable.

Helping you make more informed decisions

Good decision-making is the most important management activity in an organization, driving 95% of performance and 50% of employee engagement.

Under current circumstances, most leaders are making decisions with levels of uncertainty around topics that they’ve never faced previously.

While it is tempting to centralize decision-making to a group of leaders and experts right at the top who operate behind closed doors and coordinate the best possible responses, suspending consultative procedures and processes, or opportunities for inclusion is deeply shortsighted.

Given our technological, social, and cultural evolutions we’re experiencing, gone are the days where leaders make isolated decisions alone in an office, or with a select few who sit “at the top” and continuously push a top-down agenda.

All of the latest research in organizational theory and decision-science illuminates that small, closed, non-diverse teams have more groupthink and make more biased decisions than gender, age, and geographically diverse teams. Unchecked biases limit the quality of choices available, derail good decisions, and cost companies time, money, reputation, and morale.

It’s time that we change how things are done. This is the lesson that comes from 2020 and it isn’t going to change, it’s time to create new and improved systems that are based on the latest science in order to evolve.

We’re just learning that organizations thrive when decisions are made more inclusively. Creative, innovative, and high-quality arguments can lead to more informed decisions, leading to better choices that impact the bottom-line. Swae can accelerate this as it increases the diversity of input, helping remove bias while improving the bottom line.

Here’s what else we know:

Business Insider reported a study that stated, on average, teams make better business decisions than individuals 66% of the time [Source: Business Insider]
A survey with team leaders by Grover Critical Thinking found that:
- 70% agreed or strongly agreed that “Bad decisions cost my organization time and money”
- 82% agreed or strongly agreed that “Bad decisions harm my organization’s reputation in the marketplace” [Source: Grover Critical Thinking]
On the flip side, a study conducted by Towers Perrin found that the top three workplace attributes and interventions that result in employee engagement are 1) Senior management’s interest in employees’ well-being, 2) Challenging work, and, 3) Decision-making authority. The research concludes that having the opportunity to voice ideas freely, feeding views and opinions upwards, and involvement in decision-making are the most successful drivers of employee engagement. [Source: Towers Perrin Talent Report]

Decision-making in the 21st Century is about building a more collaborative environment because employees need to feel engaged, that they’re of value, and that they’re truly involved.

Swae’s new Challenges feature can now empower your organization to garner brilliant ideas across many teams to help you manage all of the major decisions that you need to make every single day. Swae will help you unlock the brilliance and potential of your people so you can pull through the best of the best ideas and make progress all the faster.

In uncertain economic times, you need to know that you’re making the best decisions possible as fast as possible.

To get started, click here to send us an email and we’ll set up your free demo to show you Swae in action.

3 Ways to Improve COVID-19 Relief Programs for the Startup Sector

Jun 22, 2020 | 2 min read, Academy, Change Management, Editor Picks

Part 2 of 2: We Must Protect the Years of Investment Made to Creating a Strong ICT Sector in Canada

swae-tech-startup-ai-platform-better-decision-making

Suggested proposals for Improving CEWS and other relief programs

Based on part one in this series, we reviewed the fundamental issues with COVID-19 crisis relief programs, primarily looking at the Canadian relief programs CEBA and CEWS.

Recently, Soushiant Zanganehpour, CEO of Swae, was invited to provide his perspective alongside other startup Founders/CEOs on this topic to Canada’s Ministry of Innovation Science and Economic Development.

His commentary and recommendations, among the other startup founders present, were focused on the CEBA and CEWS relief programs specifically, and their ability to fit into the startup legal structures and operating circumstances.

3 Potential Solutions to Improve the Relief Programs

The following solutions were the recommended adjustments to the CEWS program to provide the right level of support to those that have been highly affected by the pandemic while supporting economic recovery:

Proposal 1: Redesign the CEWS eligibility criteria to include investment or debt alongside revenue

To help make the CEWS program compatible with how startups within the ICT sector are structured, it has been recommended that the revenue test for eligibility for the CEWS be reframed or expanded to include investments or debt accrued during that time. So, startups that were in the pre-revenue stage and are now in the post-revenue stage, they would be able to demonstrate how they lost financial opportunities resulting from COVID-19, and how they can take advantage of the CEWS specifically to not fall through the cracks.

If the test can reframe revenue to also recognize investment or debt as part of the revenue measure, then many would then be eligible and could benefit from this relief program to be able to survive.

At this time, other than taking on debt (with personal guarantees), without access to the CEWS wage subsidy program or other grants/investments, many like startups like us have a very limited runway to be able to get through this crisis. The fact of the matter is that B2B customers are not in a position to make buying decisions for at least 6–12 months and investors are not in a position to make high-risk investments when they’ve lost 40–60% of their own investment portfolios.

Proposal 2: Expand the range of relief programs beyond CEWS

Alongside Soushiant, there were five other startup Founders/CEOs that were invited to offer potential solutions to Canada’s Ministry of Innovation Science and Economic Development group. Together, they came up with the following list to help expand the programs available:

Businesses can be eligible to get government-backed credit at 0% to 2% interest over a fixed term. The maximum credit amount would be a percentage of the business’ expenses on the tax return for their most recent fiscal year-end and should be capped up to a maximum per company.
Businesses can choose to get money directly from their bank (similar to CEBA or BCAP), or as a credit or grant from the government directly (in this case, the Canadian government).
Business owners should not be required to provide a personal guarantee as is currently being required.
There shouldn’t be a strict revenue reduction qualifier. This introduces complex accounting overhead which has already caused confusion for all involved.
There shouldn’t be a strict requirement for it to be used for payroll or even credited against payroll accounts.
Special non-repayment incentives should be put in place when businesses use this credit to hire back or retain existing employees, hire new employees, or invest in R&D efforts.
Punishment should be extreme for abuse and fraud. Administering banks and grant administrators should be required to inform on the misuse of funds.

Proposal 3: Offer a matching investment facility for startups

(A proposed solution from Soushiant Zanganehpour)

This proposal relates to expanding the eligibility requirements of the BDC Capital Bridge Financing Program, to allow non-VC backed ventures to also access the investment facility.

Currently, the BDC Capital Bridge Financing Program only entertains funding requests if a deal is referred and already backed by a pre-qualified Canadian VC firm. If you are referred to this program by a VC firm General Partner (GP), you as the entrepreneur are out of luck (even if you have syndicated a group of accredited investors yourself and have already raised over the $500K threshold).

This financing program suffers from a fundamental flaw. Historically, over 90% of accredited Canadian VCs do not invest in very early-stage ventures (pre-seed, pre-revenue, or post-revenue) and typically concentrate their investments to ventures who are looking for Series A sized investment round and have Series A metrics and achievements to show ($150K+ MRR).

As a consequence, most startups who are backed by accredited angel investors will not be able to benefit from this bridge program, and the government will also not benefit from the potential upside of being involved in such deals at such an early stage.

This leaves a large gap to fill and a lot of high potential companies without access to resources to continue growing and derisking their ventures.

Soushiant recommended that access to the investment facility should be limited only to technology ventures backed by accredited Canadian VCs and ventures that can syndicate their own accredited investors. He recommended that the Government of Canada should offer a Matching Fund Facility through a Convertible Note, and if an entrepreneur or venture is able to syndicate a set of accredited Canadian investors to commit a minimum of $250K or above, they could benefit from this matching funding facility.

Expanding the scope of this facility or building something complementary has multiple benefits:

It allows other accredited professionals to lead a round, allowing the government to take advantage of the diligence already done on the venture by professionals;
It allows thousands of other startups to benefit from funding in a risk-adjusted manner
It may provide additional assurance to accredited investors to invest more in the ICT sector during this particularly challenging time
It helps the government benefit from any financial upside experienced by promising early-stage companies, as they are involved through a convertible note, not a wage subsidy or through a grant.

Are you a startup or small business facing this same challenge and are concerned about your ability to survive like we are? If so, what are your thoughts on this? We want to hear from you [click here]!

Why There’s a Fundamental Issue with the COVID-19 Crisis Relief Programs

Jun 16, 2020 | 2 min read, Change Management, Editor Picks, Remote Working & Collaboration

Part 1 of 2: Simply, Past Revenue Is Not the Right Measuring Tool

Background and Types of Relief Programs Offered

financial relief programs around the globe kick in with the main goal to stimulate businesses, in Canada, many in the Information and Communication Technology (ICT) sector are feeling left out and misrepresented.

After assessing the various programs offered to companies affected by COVID-19, our research has found that most companies are unable to benefit from a variety of relief programs offered by the government. The issue lies in the way that the programs are structured, and how the companies that make up the ICT sector have financed their growth to-date which is being overlooked. Or, these same companies are being penalized by the government programs that were supposed to help them in a time of crisis.

There’s a serious problem here because there’s a lack of answers around important concerns relating to the fundamental design of the programs, and the bottom line is that many feel the policy makers are ignorant of how technology startups and companies grow. This is leaving founders in the ICT sector feeling unfairly penalized for their legal structures and for the strategic growth decisions they’ve made.

Currently, the most significant relief programs offered to businesses (under 500 people) affected by COVID-19 by the Canadian Federal Government are the Canada Emergency Business Account (CEBA) — a $40,000 interest-free, government-backed loan that includes a $10,000 grant if you spend and pay back the full loan amount. And, there’s the Canadian Emergency Wage Subsidy (CEWS) — a 75% wage subsidy up to a maximum of $847 per week.

To be considered eligible to receive the CEWS, an employer must demonstrate a drop in revenue of 15% or more for March 2020, and 30% or more for April 2020 and May 2020, when compared to their revenue for the same period in 2019. This means that if your revenue did not drop by at least 15–30% more than you made last year, sorry, you’re not eligible.

Where the Canadian Federal Relief Programs Have Design Flaws

And herein lies the fundamental flaw: the design of this program using the revenue test used to establish eligibility overlooks the way startups finance their growth and development.

Let us further explain…

The majority of technology startups do not start their business with revenues to report early on, and growth is based on investments in order to develop a product and find a market for that product to sell to.

Most startups grow through bootstrapping or raising grants, equity investments, and/or debt. In the rare case that a startup begins generating revenue on day number one, under normal growth circumstances they would have less revenue generated last year than they would have this year. In a technology venture, revenues are expected to increase exponentially year-on-year, not remain stable and stagnant for years on end (like a traditional brick and mortar small business or storefront).

If a technology venture generated $100K in revenue last year in 2019, and this year they projected to generate $500K, even a 30% loss would not qualify them for the CEWS program because they have earned well over their 2019 baseline for the same period. This venture must have lost much more than 30% to benefit from this relief.

What the Canadian ICT Sector thinks of the Relief Programs Offered

Following the announcement of the CEBA and CEWS relief programs, the Council of Canadian Innovators (CCI) — a national advocacy organization and business council led by the CEOs of Canada’s fastest-growing companies — conducted a sector-wide survey, to see how the various programs would impact startups and the ICT sector.

We weren’t at all surprised that they found that:

Around 39,000 Canadian ICT companies are ineligible for the CEWS because of how they evaluate a reduction in business activity.
94% (609 CEOs) said they would be ineligible for CEWS based on the previous 30% reduction in wages year-over-year.

Like the other technology startups surveyed, Swae is in the same boat, and like other startups, we did not start our business venture with revenues to report early on. We have grown based on investments in order to develop a product and then find a market for our product. Though we incurred significant losses due to COVID-19, we had no revenue to report during this 3 month eligibility period in 2019 so we do not qualify for the program.

What’s at Stake if Relief Programs are Not Improved and Do Not Increase Accessibility to Liquidity

Given the impact of COVID-19 on most economies globally, stimulation through financial relief is required if there’s going to be any “economy” left when COVID-19 subsides. This isn’t just about Canada, but the entire globe.

Governments could help stimulate technology companies and startups if they were creating programs using suitable measuring tools, and really understood the recipient’s circumstances and the kind of relief needed.

Across Canada, more than 60,000 workers a year are joining the tech sector and the innovations of these startups fuel a network of advanced industries that collectively drive 17% of the national GDP and 11% of national employment. That’s a giant network of customers, clients, and suppliers that stand to lose big time if the startup ecosystem fails.

Many tech startups can only keep going and raise funds based on assumptions around sales that are now becoming null and void during this COVID-19 crisis. This concern has been voiced by many technology entrepreneurs.

For example, Gordon Casey, Founder of Brave Technology Coop in Vancouver, BC said, “We have a team of 7 FTE. Our runway is based on assumptions around sales that are all irrelevant now. So we can either let everyone go to put a pause on the business in every sense and attempt to “time travel” to the other side of COVID. Or, we can keep paying those employees while we pause revenue and sales-generating activities.”

Either way, it’s not a winning scenario for Brave Technology Coop.

They’re not the only ones stuck in that position. Many companies, including Swae, are stuck between pre-revenue and post-revenue generation stages and have no reliable predictions on when a stable and receptive market will happen. It’s a difficult situation no matter how you dice it.

These concerns must be addressed and alleviated to ensure no one is unfairly penalized for their existing legal structure and the growth decisions they’ve made to-date.

Canadian tech entrepreneurs have made tremendous gains over the past 15 years, thanks to the support of all levels of government. From incubators, grant programs, investment funds, to trade missions — all of this nurturing has helped to build a vibrant ecosystem that’s driven huge growth in jobs, investment, and economic activity.

If relief stops due to technicalities and flaws in how programs are designed to help the startup sector at this moment of crisis, our future economy will start from zero afterward.

More importantly, nuanced support is required to help protect the many years and millions of dollars of investment made by the Canadian government in creating a strong ICT sector all across Canada.

In part 2 we’ll be discussing 3 solutions that we’ve found to combat this major problem. Stay tuned!

What do you think, do you agree? We’d love to hear from you, go here to let us know your thoughts!

Swae Celebrates the 2-Year Anniversary of Winning the Global Challenges Foundation’s New Shape Prize

Jun 5, 2020 | 4 min read, Latest Swae News, Swae

Part 1 of 2: Quick Recap on the purpose of the Prize, How We Won, and What We’ve Done Since

Two years ago almost to this day, The Global Challenges Foundation in Sweden generously awarded Swae as one of three winners of the New Shape Prize (a $600K USD grant amongst 14,000 global applicants) for having a unique and innovative solution to fundamentally improve global governance, decision-making, and our democratic institutions to be more compatible with 21st-century technology, culture and socio-political developments. Our team was incredibly honored and grateful to be given this recognition and it served as an important developmental milestone for us.

Below we share details about the award, our winning pitch, and a summary of how we leveraged the resources to build a working prototype and begin piloting it in real organizational and political environments.

Goals of the New Shape Prize

The New Shape Prize (originally a $5M grant) was generously financed by the Foundation’s benefactor, Mr. Laszlo Szombatfalvy, and designed to inspire ideas and stimulate debate around new, more effective forms of global cooperation at the highest levels about how the world community manages global catastrophic risks, ranging from climate change effects to weapons of mass destruction.

The short 1min explainer video below better describes the New Shape Prize (for those that are unfamiliar with it):

The Problem Swae Identified

Today’s international institutions are poorly suited to building experimental or creative win-win solutions to the problems we face as a globe or a collective species. Consequently, there are dangerous emerging under-managed macro risks stemming from the limitations of our governance structures. Our system is no longer fit for our new age and we need new actors, new operating assumptions, and new norms to help reframe our priorities and uphold humanity-first, and nations second. We need new processes and improved participation methods in order to create new solutions that prioritize and give political weight to ideas that advance humanity, preserve and benefiting all in our species, above a narrow set of national self-interests.

Swae’s Winning Submission

The submission on behalf of Swae proposed the introduction of a technology platform to decentralize global governance to participatory and deliberative models. Using an AI-based collaboration platform (which we were in the early stages of prototyping), we intended to fuel much greater citizen collaboration and ideation around policies and budget suggestions, as the entry point for decentralized and meaningful citizen participation in governance. By using technology and AI for the good, Swae intended to create alternative forms of sovereignty, across the local, national and international spheres, to challenge or complement the authority and sovereignty of nation-states to make decisions about our collective well-being.

Here’s our in-depth proposal “Reinventing Global Governance and Democracy through AI-supported Bottom-up Deliberation”: Download the PDF or View Online.

How we used the award?

Two years really seems to fly by when you’re building a company and trying to democratize democracy! The win was an incredibly important milestone in our journey so far and helped really kick off the growth of Swae through the financial and reputational outcomes of this award.

Immediately upon the win, our startups financial pressures were (temporarily) alleviated, and the news of the award provided validation of and interest in our concept. Because of this, it attracted new interest from angel investors, new potential clients, and a host of enthusiasts (researchers, philosophy and political theorists, documentary film makers, activists, other technology providers, etc.) who had worked on similar ideas or were absolutely thrilled to see a group recommending a non-incremental change to our democratic processes and the management of global affairs. The award, and this relative validation, created pilot opportunities for us to scope out. We were able to grow our user base and much, much more (see more below).

Here’s a shortlist of some of the things that we were able to achieve with this award.

We got the financial runway to build a MVP of our platform and really move forward in a more progressive manner
We were able to recruit important members of our core team (CTO and Co-Founder, strong advisors, Marketing Lead, etc.)
We launched 5 pilot programs and signed our first commercial annual contract
We were able to grow our user base from 0 to over 15,000+
Since being able to initially grow the team, we retracted twice given market uncertainties and now we face the latest issues caused by the COVID-19 crisis

Below is our winning pitch and below that we the slide deck that won us the prize.

Click here to see our presentation deck

View Presentation

In part two of this series, we’ll provide a more in-depth look at what we’ve accomplished, learned and struggled with since the win — stay tuned!

And, once again, our sincere thank you goes out to the Global Challenges Foundation for this award!

A Digital-First Mindset is Now Required

May 28, 2020 | 4 min read, Future of Work & AI

Organizations Must Adapt to the Need for Remote Decision-Making and Holding Annual General Meetings During and After the COVID-19 Crisis

The Annual General Meeting (AGM) season is fast-approaching and with the outbreak of the Coronavirus (COVID-19), it has left many companies wondering how to approach their upcoming AGMs and asking questions like:

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How do we make this 100% virtual and safe for our shareholders?

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How do we meet our legal obligation to ensure we’re compliant of bylaws?

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How can we make this digital transition as painless as possible and ensure we can trust the platform that we choose?

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How do we make this 100% inclusive and accessible if it’s online?

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How do we do this quickly and without a large investment?

Leadership is now required to change their approach to the digital frontier, and now more than ever people need the right tools, platforms, and safe environments to make high-quality collective decisions about many things that remain uncertain.

Due to the growing travel concerns and social distancing requirements in place for most of the globe, physical in-person meetings for AGMs cannot happen. Regulating authorities have issued guidelines and measures to deal with the COVID-19 crisis and now companies must seek the right technologies to address these concerns.

THE ANSWER: DIGITAL ANNUAL GENERAL MEETINGS (AGMs)

Swae’s team has responded quickly to this need by creating a Digital Annual General Meetings (AGMs) product that provides a safe, secure, accurate, and transparent environment allowing every critical shareholder to attend.

The major advantages of holding a virtual AGM:

Every shareholder gets a voice in a safe and secure environment
Companies can say goodbye to paper
The transparent nature of the digital AGM allows for a more inclusive meeting and more stakeholders to have a voice
Allows for an online voting system with data received in real-time
During a time of any crisis, all persons involved can participate from the safety of their own homes

COMING YOUR WAY MAY 2020

Launching Swae for Digital Annual General Meetings

Thankfully, virtual meetings have been increasing in popularity and growing numbers of companies and organizations have adopted this online-only or online-hybrid method of communicating with their stakeholders or shareholders.

In recent years, high-profile companies such as Comcast, Intel, Starbucks, Paypal, and Hewlett Packard having held virtual-only AGMs. Even Lululemon (NASDAQ: LULU), a Delaware company based in Vancouver, conducted its AGM completely virtually, leading to local media coverage and a debate over the use of virtual AGMs.

Given the time we live in, we expect to see similar acceptance of the online forum among most Canadian companies and organizations.

Making the switch after years of traditional annual meetings doesn’t need to be stress-inducing, but involves a change of mindset, adoption of new technologies and processes.

Making the switch with Swae’s new digital AGM product can make it easier than one would imagine.

BE THE FIRST TO BE NOTIFIED WHEN SWAE’S DIGITAL AGM PRODUCT IS AVAILABLE!
(AVAILABLE MAY 2020)

GET ON THE LIST

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Using Augmented Intelligence to Address COVID-19