The solution is focused on Absa鈥檚 group reporting and financial consolidation landscape. The renewed five-year agreement enhances Absa鈥檚 ambition to modernise financial systems and applications and embeds group-wide standards that enhance agility, flexibility and robust financial control.

鈥淲e鈥檙e proud to continue supporting Absa鈥檚 finance modernisation with trusted 51风流application management services,鈥� said , Managing Director of Application Services at NTT DATA in Middle East and Africa. 鈥淥ur focus is on reliable operations, continuous improvement and measurable business outcomes that will help Absa strengthen controls and unlock real-time insights from a resilient S/4HANA foundation.鈥�

Under the leadership of , Absa Managing Executive responsible for Financial Control Functions and Finance CIO, Absa has progressively consolidated ledgers, streamlined close processes and moved finance operations to a modern 51风流S/4HANA foundation, integrated with best-of-breed spend management.

鈥淥ur efforts to build a single source of financial truth for Absa across Africa are ongoing,鈥� said John. 鈥淩enewing and extending our partnership with NTT DATA ensures we have the specialist 51风流capability and dependable operations to match the scale of our ambition, supporting stronger controls, faster close cycles and the data quality our business stakeholders expect. This is a South Africa-led transformation with Africa-wide impact and our unified platform positions Absa to grow with resilience and transparency.鈥�

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When financial services group began its ERP transformation journey more than a decade ago, the goal was ambitious: build a unified digital platform that could support operations across multiple African markets, streamline finance and procurement processes, and drive long-term business agility.

But large-scale transformation is rarely linear.

鈥淭he first phase of our transformation started in 2011, a few years after the Barclays acquisition,鈥� says , Head: FC Technology Enablement and Finance Business Sponsor for the 51风流rollout at Absa. 鈥淭he goal was to move all African entities onto a single Barclays platform. However, this platform was unsuitable for retail banking in Africa due to limitations in handling master data, general ledger accounts, and granular core banking functions.鈥�

Absa initiated 鈥楶roject Owari鈥�, named after a popular board game played in various parts of Africa that dates back to 700AD. Project Owari would see Absa鈥檚 operations in each country transformed using the Barclays 51风流platform. Tanzania would be the first country to undergo the transformation, but the experience caused the implementation team to pause and reassess.

鈥淲e put the project on hold for seven months to determine the best course of action after realising the limitations of the Barclays platform,鈥� says Hurter. 鈥淲e engaged in extensive consultations, all the way to the CEO鈥檚 desk, and ultimately decided to be slightly less ambitious. We chose to test our rollout on a smaller market to ensure we had a viable blueprint for the rest of the group.鈥�

Zambia was chosen as the first country to go live with a hybrid of the local South Africa 51风流ECC6 platform and 51风流Supplier Relationship Management solution in 2016, followed by similar implementations in Mauritius and Seychelles (2016), Ghana and Tanzania (2017-2018), Botswana (2018) and Uganda (2019). This period also marked the separation with Barclays in 2017, and the news that 51风流ECC6 is approaching its end-of-life following SAP鈥檚 shift to the more powerful, cloud-ready 51风流S/4HANA.

Hurter believes the deliberate approach to reducing complexity, support from leadership in each country and a boots-on-the-ground approach to support ultimately made the difference and ensured the project rolled out successfully. 鈥淎 significant portion of this work was done during the pandemic, which meant we had to rely on remote teams. This added an immensely challenging dimension to the project.鈥�

While the Kenyan rollout was completed mostly remotely during the pandemic, the South African go-live highlighted the need for flexibility and realism. Initial plans to launch the ledger, group reporting, and procurement simultaneously were too complex. Instead, Absa split the rollout and adopted Coupa as its procurement solution, introducing stricter spend controls and digitising mandates.

鈥淲ith improved data models, we are now able to respond faster to regulatory requirements, enhance external disclosures, and prepare for further innovation,鈥� says Hurter. 鈥淭his includes the potential deployment of 51风流Financial Products Subledger and business AI in future. This journey has taken commitment, focus, effort and dedication, but remains worth it as we chart a course toward sustainable and scalable growth.鈥�

, Interim Managing Director for Southern Africa at SAP, says: 鈥淒igital transformation in the banking sector is immensely complex, with companies perpetually balancing the need for business continuity and regulatory compliance with essential technology deployments to ensure they continue to deliver to customer needs. Absa has overcome every challenge to transform its core banking processes and lay a solid foundation for further tech-led innovation. We are proud to continue to support Absa as it implements its exciting vision for the future of banking on the African continent.鈥�

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In two years, Absa鈥檚 Roopa Bharath, Head of Technology, Finance Management and ERP, has already made her mark in the Group, driving the transition the company made to merge two technical teams and transform the group onto 51风流S/4HANA, something she notes as a career highlight.

鈥淎t Absa, we鈥檝e switched to working as one team, which provides us access to all of the Bank鈥檚 platforms, speeds up and improves our efficiency, and enables us to collaborate and share ideas.

鈥淭hroughout my career, I鈥檝e been fortunate to be part of large-scale programmes that have afforded career defining growth opportunities and exposed me to different industries, cultures and systems. These experiences have shaped me.

鈥淎t Absa, the first of two milestones in our cloud journey was moving the general ledger onto S/4HANA, and the second, taking an older AVAF system to AWS Cloud, saving on costs and reducing the sizes of our databases during the migration.

鈥淲ith Absa, I can explore how technology continuously changes the way businesses work and am fortunate to be able to do this with an incredibly supportive team and a line manager who says, 鈥榞o and try鈥� when opportunities come up. With Absa, I can explore how technology continuously changes the way businesses work and am fortunate to be able to do this with an incredibly supportive team.

鈥淎s a woman in tech, support from colleagues is vital for success and the natural culture of equality I have experienced at Absa I鈥檝e not always experienced in other multinationals where I鈥檝e worked, particularly where women in technology roles were rare.

鈥淚 also love that I get to work with other parts of the Bank and learn what they do. Working on cross-functional projects that have a lasting impact on the lives of South Africans is an ongoing highlight for me.鈥�

Asked what career obstacles Bharath has faced, she says that, initially, she grappled with self-doubt, thinking she was unable to take on challenging roles. She was also concerned about the impact of a demanding career on her family.

鈥淗owever, as time went by, I reached a point in my career when I realised I wanted to do and learn more. With the support of my family and manager, I decided to take on this new role. Today, the one thing I would tell anyone is to never settle. A rewarding career helps influence your children鈥檚 thoughts by learning valuable lessons from you鈥�.

Addressing misconceptions

鈥淚 was initially drawn to Absa by its culture, especially in the technology space, and how Absa has created an environment where people have the freedom and flexibility to work, have balance, and provide a platform for expression and creativity.

鈥淥ver the past two years, Absa has provided me with the opportunity to attend programmes, one being the Amara Women in Tech programme 鈥� a Wired4Women initiative 鈥� which afforded me the scope to grow my network and actually learn about the common misconceptions that women in our field face and how to address them. It allowed me the vulnerability to share my experiences and the opportunity to learn from other women, enhance my critical thinking and challenge my preconceived mindsets.

鈥淭hroughout my life, I鈥檝e had a number of people who have inspired me and having mentors and an environment of continuous learning is mindset changing. As a mentor myself now, I encourage men and women of all ages to cross the bridges in front of them.

鈥淲omen in technology roles bring freshness and new perspectives. Being able to voice their opinions and be heard is very important and having a sound support infrastructure makes this possible. I would encourage young technologists to consider skills development around artificial intelligence, machine learning and cyber skills. Tech leaders who foster trust are able to create a committed, invested,
high-performance team that embraces and celebrates diversity. Plus, teams receptive to change through effective change management programmes will be proponents to bring others in the organisation along on digital journeys.鈥�

Fascination for new frontiers Bharath was first bitten by the technology bug in high school, at a time when schools were making their foray into technology as a subject. This fuelled her interest in automation and how positively technology can initiate changes.

鈥淚 studied an informatics degree, but knowledge goes beyond technology, and comprehensive understanding of the business end and how its wheels turn is as vital as technical knowledge. At the time, there were very few women enrolled with me for this degree and over time,
people dwindled, but my fascination with the new frontiers in process and engineering kept growing.”

Her advice to other young women with STEM career aspirations, Bharath urges women to consider tech careers as there is constant change, excitement and opportunities. Constant learning and a growth mindset are a powerful combination for women wanting to embrace STEM careers as both grow them technically from a skills perspective and as a person, encouraging design thinking and building leadership skills.

鈥淚 would encourage young technologists to consider skills development around artificial intelligence, machine learning and cyber skills. Combine these technical skills with learning to be efficient communicators, and share ideas and concepts,鈥� concludes
Bharath.

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Is it any surprise that banking is considered a low-growth, perhaps even ex-growth, industry? In recent years, banks have been vastly overshadowed by the growth of the big technology companies which, through the likes of Apple Pay, are already eating into their lucrative fees. In the US, the large banks 鈥� including Wells Fargo, Bank of America and Citi 鈥� together have a total value of about $2.2-trillion. But four companies that hardly existed in 2000 鈥� Google, Amazon, Facebook and Apple 鈥� have a total value of $5.6-trillion.

Jamie Dimon, CEO of perhaps the most blue-chip bank on the planet, JPMorgan, says: “Banks are playing an increasingly smaller role in the
financial system.”

To Funeka Montjane, head of Standard Bank鈥檚 consumer and high net worth business, this illustrates that banks cannot afford to stick to their current business model of taking deposits and lending money. The legacy banks are in real danger of losing clients to competitors on all sides 鈥� whether it is to the new challenger banks such as TymeBank or Bank Zero, focused lending businesses such as Lulalend, or the transactional arms of the big tech companies such as Apple Pay and Google Pay.

Today, “fintech companies” 鈥� which focus on the intersection of banking and technology, largely around payments 鈥� are far more highly prized by investors. It means there鈥檚 a danger that banks will be disintermediated from clients who will no longer look to them directly for loans.

Take WeBank, based in Shenzhen, China. It acts as a conduit for loans provided by partner banks. WeBank is part of the Naspers associate Tencent, which owns the customer relationship. In many cases, the clients don鈥檛 know, or care, which bank ultimately stands behind the loan.

For existing banks, it has been a big shock to the system.

Here in SA, the big four 鈥� Standard Bank, Absa, FNB and Nedbank 鈥� claimed for years there was no demand for anything other than what they were offering.

But the arrival of Capitec in 2001 felled this myth. It charges only a flat management fee of R5 to all clients, and has snapped up more than 16-million clients. And it鈥檚 done so at the expense of its bigger rivals.

The risk is that if the big banks don鈥檛 respond fast enough, they鈥檒l lose the best business to their nimbler competitors, leaving them with the riskier clients. There is still time for them to change course, however.

Kokkie Kooyman, who runs the Denker Global Financial Fund, says there is no evidence that the large US tech companies have any desire to set up banks in SA and subject themselves to local regulators. And, he says, the regulator, the Prudential Authority, will staunchly support local banks against threats to the status quo, such as the wholesale introduction of cryptocurrencies.

Still, they can鈥檛 afford to be complacent: banks need to offer a seamless digital service, and learn to leverage their huge data assets.

Chris Steward, banking analyst at Ninety One, says banks need to repurpose themselves for a world with much less paperwork. Many bank branches are still configured for the days when large amounts of manual tasks were carried out in the branch.

Platform banking: silver bullet or fad?

The silver bullet often touted is “platform banking” through super-apps 鈥� mobile applications that provide multiple services in a self-contained online platform.

Standard Bank, Nedbank and FNB are scrambling to become “platform organisations”, offering their own and other nonbanking services to customers through an online platform, while still running branch networks.

Nedbank CEO Mike Brown argues that clients expect their bank to support the full range of their lifestyle.

This is why Nedbank has launched its super-app, called Avo, which retail banking head Ciko Thomas would like to have “anything legal” on offer.

Its predecessor 100 years ago was the Sears Roebuck catalogue, which offered everything from high fashion to power tools for farmers in the
remotest corners of thinly populated US states such as North Dakota and Wyoming.

For Standard Bank, which has a wide footprint across Africa, such a platform would be larger than even the Sears Roebuck catalogue. It means the bank can help small farmers in Uganda get access to good-quality maize seeds, for example.

For the banks, the main benefit from super-apps comes from what is known as embedded finance. The platform will get a nominal commission if a large flat-screen TV is sold on its platform, for example. But the real gravy comes when, with just a couple of additional clicks, the product is added to the customer鈥檚 insurance policy or a loan is given to pay off the TV over three to six months.

FNB CEO Jacques Celliers believes that “super-app” is an overtraded term.

“For us it isn鈥檛 about the app, but more about what鈥檚 behind the app,” he says.

Celliers believes the focus should not be on attracting eyeballs, but on generating meaningful activity and data points. He says that unlike the new disrupters, FNB has a huge trust relationship with its clients, built over 183 years.

“It is no different from a bicycle manufacturer which has built up a reputation for reliability over more than a century, even if the product itself looks completely different, and uses entirely different materials.”

Celliers argues that FNB already has quite a few of the building blocks for platform banking through its eBucks loyalty programme. It is already the largest travel agent in the country, thanks to the range of flights and hotels available in its “catalogue”.

And it is hard for any app to compete with its banking app when it comes to the number of logins 鈥� FNB has more than 130-million a month.

“As there are more and more untrustworthy websites, providing fake news and disreputable offers, the banking app provides considerable trust and security,” says Celliers. “We certainly wouldn鈥檛 abuse the trust of our clients. For example, we would never set up a dating site. That would be a significant ethical breach.”

But part of the problem for banks is that, if anything, the telecoms companies are better placed to set up super-apps. Without the minimum capital pressures of banks, they are better able to tolerate the costs of running super-apps before they turn profitable.

In recent months, Vodacom launched VodaPay. After just one month鈥檚 trading, it has more than 500,000 customers. That makes it larger than Nedbank鈥檚 Avo, which has been in business for 18 months.

VodaPay also has access to 40-million clients 鈥� and more than 500-million in the wider Vodacom group, now that the Ethiopian and Egyptian businesses are coming on board.

Mariam Cassim, head of financial and digital services at Vodacom, says: “It is a pleasant experience in its own right, while other super-apps [such as Avo] are designed to meet a single need, such as calling a plumber.”

VodaPay partners with Bidvest on savings and deposits, and with Lulalend on loans. Niche brands such as women鈥檚 clothing boutique Michelle Ludek, which may not get prominent spots in physical malls, flaunt their brands on VodaPay.

Cassim says that because Vodacom has millions of clients at both ends of the income spectrum, it is better placed to span the entire market 鈥� from basic cash-based services to sophisticated virtual malls.

Nedbank鈥檚 Avo is certainly trying to be as comprehensive as VodaPay, and isn鈥檛 just open to Nedbank clients: 35% of its business is with clients of other banks.

Brown told a recent UBS conference he expects Avo to be a virtuous circle or “flywheel”, along the lines of Uber. If it can prove it has customer utility, it will continue growing in transactions and advertising revenue, and will attract more merchants.

Deep relationships, not superficial hook-ups

However, The Economist magazine recently ran a column debunking the myth of flywheel businesses.

The nine ride-hailing and delivery businesses listed on stock exchanges so far 鈥� including Uber and Lyft 鈥� have racked up operating losses of $11.5bn. And loyalty is also a myth: passengers often switch between the two largest platforms.

Absa is the only big SA bank that is sceptical about super-apps.

Christine Wu, Absa鈥檚 head of digital services, asks: if a bank鈥檚 super-app offers a platform to every plumber and electrician in the neighbourhood, who is the customer going to blame if they have a bad experience?

“We simply don鈥檛 have the experience or the resources to provide the safeguards which Amazon can provide on its products and services,” she says.

According to Wu, the super-apps set up by Tencent and Alipay in China look impressive, but they cost $15bn to launch. They could take years to provide a return on investment.

It鈥檚 more realistic, she says, to have a few closely monitored partnerships intimately tied to Absa products, such as Private Property, the national real estate website.

“We believe in deep relationships, not in thousands of superficial hook-ups,” she says.

Wu believes it鈥檚 best for banks to focus on their core financial services products. So Absa is going another way: it plans to embed more financial advice in its app and is redesigning its stockbroking website to enable more self-service of unit trusts, shares and exchange traded funds.

Bank Zero CEO Yatin Narsai also believes platform banking is simply a distraction. “The priority should be to make the core banking proposition competitive and to cut overheads to make this possible,” he says.

Denker鈥檚 Kooyman believes the best example of a super-app produced by a bank is from Russia鈥檚 Tinkoff Bank, now the world鈥檚 largest digital-only bank, with 12-million primary customers.
It was founded in 2006 and has no branches. Its main nonbanking services are hotel bookings and movies, as well as package holidays booked through Tinkoff Travel.

Yet investors treat Tinkoff more like a tech company, as its shares trade at an expensive p:e of 22 鈥� more in line with a firm such as Amazon than a bank.

The top-rated large SA bank, FirstRand, trades on a p:e of about 12.

Given the premium paid for fintech firms, it is perhaps not surprising that Celliers sometimes quips that FNB shouldn鈥檛 be called a bank any more, but a digital platform.

The reaction to Tinkoff by the main Russian incumbent bank, the state-controlled SberBank, echoes Standard Bank almost word for word.

Last year, SberBank said it wanted to transform into an ecosystem, offering movies, music, food delivery, cloud storage and taxi bookings. The only problem is that this is 14 years after Tinkoff entered the market.

Still, with a 36% share of the Russian banking market, Sber can afford to employ the best data scientists and internet marketing specialists. Its online portal has received good reviews and could start to make Tinkoff鈥檚 life difficult.

So it鈥檚 still too early to make a call on who will win this race.

No threat yet

As it stands, SA鈥檚 challenger banks have yet to prove a threat in the secured finance units, such as mortgages and vehicle finance. Even Capitec has made only tentative steps into these sectors, through partners such as SA Home Loans.

But TymeBank CEO Tauriq Keraan says the legacy banks would be complacent to think the challengers will remain skinny, with limited products.

“New banks have the opportunity of offering home loans and vehicle finance by partnering with other players,” he says.

Through its “buy now, pay later” option, and recent partnership with TFG, TymeBank now has a strong foothold in consumer finance.

Just last week Naspers/Prosus CEO Bob van Dijk said he expects the “buy now, pay later” option to lead to a significant increase in online purchases on its payment businesses worldwide.

Discovery Bank, part of Adrian Gore鈥檚 Discovery Group, is one of the newer banks with plenty of potential to snap up tech-savvy customers.
Its Vitality chassis, which began as an add-on to the Discovery medical aid with the goal of inducing behavioural shifts, is, in many ways, the precursor of the current super-apps. For years, it has been partnering with cinema chain Ster-Kinekor, gym group Virgin Active and airline kulula in offering discounts.

Its bank follows the same “behaviour economics model”, rewarding “good behaviour”, such as saving more and not abusing credit, with lower costs and better interest rates.

Still, Discovery Bank was criticised for paying more than R4bn for an old-school 51风流core banking system 鈥� considered an anachronism in today鈥檚 cloud-based software world.

Discovery Bank CEO Hylton Kallner argues that the bank鈥檚 technology stack is built on a modern and agile yet robust platform, able to support a full range of products, from credit cards to savings products and foreign exchange.

“Our core banking system therefore had to be fully scalable and robust and was developed on the latest 51风流platform at a fraction of the cost of traditional systems,” he says. “The system is delivering the most robust performance in the market currently.”

Kallner says the system handles more than 150,000 transactions a day with virtually 100% uptime, no failures and the highest levels of security.

The bank, he says, can also rapidly roll out significant product enhancements: this year, it was the first bank to introduce Apple Pay. It also released a financial analyser tool, and developed forex solutions.

Bank Zero chair Michael Jordaan believes it鈥檚 a not a binary choice between established and digital banks.

“We know the majority of Bank Zero customers have kept the accounts at their original banks. Many clients are still prepared to pay for the rich functionality of the legacy banks,” he says. “Some even get comfort from driving past a large head office 鈥� a sign of a 鈥榩roper鈥� bank 鈥� but we prefer not to waste money on marble floors.”

Jordaan argues that Bank Zero doesn鈥檛 need a call centre and has had much less need for a fraud department. “We hope that our app is so intuitive there is little need to ask questions 鈥� and so far queries have been negligible. And we have built significantly more powerful protections against fraud than the legacy banks.”

Nonetheless, Bank Zero has lost traction as, due to Covid and the perfectionism of its IT programmers, it launched more than a year after its digital competitors.

The end of cash?

Bank Zero has made a controversially big bet: that physical cash will eventually be phased out of the SA market. You can see the rationale, as cash is expensive, with most banks charging about R9.50 for every R1,000 drawn from ATMs.

Jordaan believes there will come a time when taxi fares, and even vegetables at the market, will be paid for by a debit card, or even a QR code from your smartphone.

But Kooyman says that in many emerging markets such as India, branch networks are growing, as many people still use cash, partly because of a low level of financial education.

In SA, the square metreage of branches will continue to fall as more customers become comfortable about depositing cash at ATMs, instead of at tellers inside the branch.

Branches in more sophisticated urban areas might follow the example of the Netherlands, which doesn鈥檛 allow deposits at tellers鈥� counters, given the cost of employing someone for a job that can just as easily be done by a machine.

However, Ninety One鈥檚 Steward says there will continue to be resistance to a wholesale move away from cash, as informal traders and taxi owners aren鈥檛 keen to be brought into the tax net.

Amid all these dynamics, are bank branches set to go the way of the dinosaur?

Kooyman says many banks consider their branch networks to be an asset in their home territories 鈥� JPMorgan continues to open branches (under the Chase brand) in the state of New York, for example.

And the legacy banks often come up with sentimental reasons for maintaining a branch network.

In FNB鈥檚 case, Celliers says it is a way to show commitment to the communities around the country. “I like to think of it as a Mugg & Bean in
every town. Even if clients prefer bankers to come to them, there is always somewhere to meet your banker and have a cup of coffee,” he says.

When banks have pulled their branches out of small towns and villages, they鈥檝e suffered political damage. In the UK, for example, thousands of accounts were closed in protest. In some cases, the big banks returned.

Kallner believes Discovery is in a privileged position, as it doesn鈥檛 have that baggage. He says studies show Covid has accelerated consumer preferences for digital channels, across all age groups.

He says more than 40% of contacts take place outside traditional business hours, which makes Discovery鈥檚 call centre vital. Its “live assist” function allows call centre agents to view the client鈥檚 mobile banking app, and guide them with a virtual pointer.

What It Means

For bank super-apps, the gravy comes when a purchased product is added to the insurance policy or a short-term loan is given to pay it off.

Still, Discovery Bank鈥檚 fees can be far higher than either Bank Zero鈥檚 or TymeBank鈥檚 鈥� and fiendishly complicated too.

But Kallner says even entry-level and unengaged clients get good value.

It鈥檚 clear there will always be demand for high-touch relationship banking 鈥� the model for Investec鈥檚 retail clients, for example.

So Discovery, with its affluent profile, has hired a team of “relationship bankers”, who offer private banking services to clients on the Discovery Bank Purple products, where the entry point is annual earnings of R2.5m. These customers get face-to-face or video conference consultations, as well as advice on everything from investments and insurance to estate planning.

Which suggests that while the bank of the future is indeed digital, there will always be a demand 鈥� and scope 鈥� for human interaction.

This article first appeared on Business Live.

The post Just What is SA鈥檚 Bank of the Future? appeared first on 51风流Africa News Center.

The programme will go live in South Africa next.

The programme, named Owari (signifying interconnectivity), is an initiative to ultimately standardise and transform Absa鈥檚 financial reporting and procurement processes across the 14 countries in which the group operates.

鈥淔inancial reporting and vendor processes are typically complex and onerous processes for multinational companies with legacy systems,鈥� says John Annandale, Absa鈥檚 group financial controller.

鈥淲e are migrating all Absa entities onto a back-office finance and procurement template solution on fully integrated platforms, enabling us, longer term, to standardise and automate these processes,鈥� he says.

Absa Group鈥檚 primary ledger as well as group reporting and consolidation will ultimately move to the new solution, improving controls and reducing risk by consolidating all financial data across finance, risk, and treasury functions.

The Owari programme delivered an integrated general ledger solution by integrating a 51风流S/4 HANA enterprise resource planning system on AWS with Coupa, a Software as a Service (SaaS) spend management solution, in Kenya. The end-to-end solution is fully cloud-based, rather than residing in on-premises data centres. This means that the solution can be accessed online at any time from any location.

Absa is increasingly adopting cloud-based computing in lieu of on-premises data centres, based on scalability, cost and efficiency benefits.

鈥淓stablishing the new integrated solution, and as a fully cloud-based service, was a great challenge,鈥� says Ebrahim Samodien, CIO in the Absa Group technology office. 鈥淢any companies have struggled to transfer finance processes to the cloud as it is challenging from a data, technical and regulatory point of view. Owari was successful in Kenya as a result of the approach we took and the software and technology choices we made.鈥�

This article first appeared on .

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