Advantages of Analytics and Big Data
It should be no surprise that Analytics and Big Data are related topics. The added business value of big data lies in the analysis of these fast volumes of data, leading to valuable insights. In order to determine the real advantages that Analytics and Big Data offer, we need to compare the results of these two studies and determine key similarities and differences.

The right set of capabilities
One of the similarities between both studies is the conclusion that organizations need to have the right people, skills, and abilities in place to translate data into insights. The surveys show that a substantial amount of resources is needed to embed and practice Analytics. Many organizations simply don’t have the time, resources or analytical expertise to underpin a serious approach in-house. This does not mean that they can’t get valuable insights from their data. A good alternative for getting the right analytical capabilities at the right time is to consider analytics-as-a-service.

Gut feeling vs Analytics
Over 80 percent of surveyed executives of the Avanade study indicate that Big Data, the massive amounts of information organizations collect today, is a valuable asset, delivering rich insights which leads to faster and more assured decision making. Both surveys reveal a misunderstanding that there is no more room for gut feeling once Analytics is implemented in the organization. Gut feeling still has its place in decision-making, it should however never rule, and should be checked with facts. The same goes for Analytics. Conclusions found by Analytics should always be checked by subject matter experts. Relations found in data are not always real life relations. So if you are going to capitalize on Big Data, you need to make sure that human insight is part of the equation. Validation of generated results by experts should be a mandatory step in working with Big Data and Analytics. In sum, gut feeling and Analytics are complementary elements, reinforcing one another. Therefore they should be part of every analysis of Big Data,.

Confidence
The Analytics survey shows that executives have an above average confidence in Analytics. Furthermore, in the Big Data survey 72 percent of executives indicate that managing and analyzing data is a true source of business value for the organization.

Sales, Marketing and Competitive Intelligence
According to both studies most of the value of Big Data and Analytics is being realized in organization’s primary processes including Sales, Marketing and Supply Chain Management. For Sales, predicting and analyzing Data results in generating opportunities and leads, create more insights in market developments, and advances competitive intelligence are the main applications.

Organizations indicate that analyzing Big Data helps them in realizing a substantial increase in their revenue. But they also believe that there is much more to win in Big Data and Analytics. In order to capitalize on this, organizations must ensure that they have access to the right skills. Besides mathematical and statistical savvy professionals, there is also a need for professionals who not only perform data analysis, but also communicate the results in a clear, concise and narrative form. This way we can achieve the effectiveness and scale of insight from our data that was always its promise but, until now, has not been delivered.

In order to face the challenge of BYOD successfully Accenture identifies 7 ways to make BYOD work for your organization.

1. Consider Partitioning
   Mobile technology has taken a page from virtualization through the use of partitioning. By creating a virtual barrier between personal and corporate data, enterprises can ensure users get proper access to corporate data, while still keeping personal data separate and untouched. Done well, partitioning allows to wipe the part of the device containing corporate information when employees leave the company or when they lose the device. Another option is application containment, which partitions applications into separate areas (called “sandboxes”) so that anything done within that area doesn’t affect other facets of the device.
2. Create Enterprise Application Catalogs
   To reduce the possibility of employees downloading applications that might contain malware or otherwise compromise the mobile device, enterprises can combine the concept of partitioning with enterprise application catalogs. These catalogs, utilized only within the company, contain corporate applications that have been tested and approved for corporate use and potential access to approved public applications. Non-authorized applications means fewer support issues stemming from unfamiliar downloads.
3. Designate Supported Devices
   The abbreviation of BYOD is rapidly evolving in many corporations to BYOSD (bring your own supported device) or CYOD (choose your own device, but still from a designated list). This involves enterprises setting clear parameters for which mobile devices they’ll support. For enterprises, this means a narrower universe of devices to support, create applications for, and understand. It’s a win-win for both, because employees still have choice, while enterprises still have control.
4. Identify Development Needs
   In an additional effort to place rational parameters on mobile devices, enterprises should also identify how it is going to develop applications for mobile devices. By hewing to development tools specifically tailored for the hardware itself, they can incorporate convenience and performance capabilities. However, this requires a somewhat bifurcated development strategy, especially if an enterprise allows devices running all operating systems. By focusing on say, two operating systems, enterprises can still offer choice for employees but limit the dilution of their development resources.
5. Deploy Mobile Device Management (“MDM”)
   These tools simplify the tracking of devices and components, a capability highly valuable when an enterprise is accommodating a wide variety of devices. Most MDM systems provide the capability to download updates to mobile devices.
6. Protect Secure Documents
   Just as enterprises should set up application catalogs that only allow downloads from that server, they should also set up systems that preclude employees from sending corporate data in any form to unknown or unprotected applications or e-mail systems. This ensures corporate data can’t accidentally or intentionally be transferred to an unsafe computer, website or application provider.
7. Deploy Mobile Application Management
   Mobile application management focuses on a single mobile application by enabling the procurement, deployment, configuration, performance monitoring, usage tracking, updating and uninstallation of specific mobile applications. This functionality is sometimes included in other tools such as mobile enterprise application platform, mobile consumer application platform and mobile device management, but it’s also available from pure-play software vendors.

One of the ways CIOs can best master the BYOD phenomenon is to be proactive and face the challenges BYOD brings head-on. Enterprises that want the competitive advantage that mobility brings should be aware of these solutions and incorporate them into their ongoing mobility strategy. Enabling your workforce to be productive on the go, outside the traditional office confines and after hours, promises to be a major business benefit of the BYOD phenomenon.

As Accenture’s Executive Director Business Process Outsourcing in the Netherlands, I am leading a team of outsourcing professionals in a mission of growth and entrepreneurship. Bianca is a senior executive at Accenture’s Business Process Outsourcing practice. She has led multiple global mobilization programs, transitioning clients’ business processes to Accenture’s near- and off-shore delivery centers. She is currently the Business Process Outsourcing Lead for the Communications, Media & Technology practice in the Benelux and France.

Over the years Business Process Outsourcing has proven itself as a valuable strategy for organizations seeking new ways to achieve high performance while controlling costs, reducing risk, fostering collaboration and increasing transparency. Now beginning its third decade of existence, business process outsourcing has become an accepted management practice across most companies and industries. At the same time, it is becoming a more complex endeavor, going deeper into the value chains of companies. That means that the bar is being raised in terms of what companies are expecting from their BPO providers.

We are on the verge of an era in which BPO is moving to a “cost-plus” value proposition and will increasingly be part of the global operating model of large companies. But what is the business impact and value of this new proposition? In an effort to define this greater value and understand how it can be achieved, we will kick-off this series of blog posts with discussing the key insights of Accenture’s research on the status of BPO in the Netherlands. Questions debated are “How mature and well established is BPO in business?” and “What are the main reasons to practice BPO?”. And (perhaps) even more importantly: “What BPO can do for client organizations now and tomorrow.”

After discussing the status of Business Process Outsourcing in The Netherlands we will talk about how BPO evolved to date, from cost saving through to driving real business value using analytics, on-demand services and communities based on social-media platforms. Like every business BPO has also seen an evolution over last 15-20 years and today we believe that outsourcing can add even more value to our businesses, particularly in the form of innovation. So how can BPO be a catalyst for Innovation? By understanding how BPO has evolved to date and where it’s headed in the future, businesses in every industry, across every sector, can position themselves to maximize value.

Bianca and I hope to inspire you, evoke discussion and debate, and hear your opinions, experiences and ideas. We look forward to taking you on a journey into the continuously developing world of BPO.

If you don’t want to miss the upcoming posts in this series, make sure to subscribe by clicking on this hyperlink. Please feel free to contact us for more information about BPO via below email addresses.

Barend van Doorn
Lead Business Process Outsourcing
Accenture Netherlands
barend.van.doorn@accenture.com

Bianca den Elsen
Managing Director – Business Process Outsourcing
Accenture Netherlands
bianca.den.elsen@accenture.com

It is however possible to abandon this scenario and achieve universal energy access by 2030. This requires $1 trillion in cumulative investment; equivalent to 3% of the total global investments in energy‐related infrastructure. International organizations, including the United Nations and European Commission are tackling this challenge using international public finance to ‘leverage’ private investment by, for example, urging developing countries to remove legal and regulatory barriers for sustainable business innovation and investments.

But how should business approach these investment opportunities and increase energy access?

How to create Energy Access?
Currently remote and poor rural communities are burning ‘traditional biomass’, such as collected firewood and animal/human waste, for cooking. Traditional biomass contains negative health and social effects such as indoor air pollution, gender inequality and poverty. In addition, these communities are usually not connected to the electricity grid and instead use kerosene lamps for lighting that are very inefficient, dangerous, expensive, and have extensive health and environmental drawbacks.

To create a basic form of energy access fossil fuels can be used to supply cleaner cooking fuels, such as Liquefied Petroleum Gas (LPG), and electricity by extending the grid from centralized power plants.

However, in the past decade we have seen an increase in the use of decentralised, small-scale renewable energy technologies. Examples are mini hydro power stations, solar panels; sustainable wood plantations, efficient stoves and biogas digesters for cooking. These technologies do not only provide energy access, they also lead to improved environmental and social effects compared to the use of fossil fuels.

Balancing energy access strategies
The energy access challenge is not limited to least developed countries. China, India and Bangladesh alone account for more than 1.3 billion people without access to clean cooking facilities, even though these countries have seen high economic growth in the past decades. A distinction therefore exists between energy access strategies:

• Centralized strategies that focus on increasing energy access and energy generation to match the growing demand caused by increased industrialisation, economic development and urbanisation. Increased energy access is achieved by supplying power, from large-scale centralised plants, through grid expansion to rural off-grid areas.
• Decentralized strategies that focus directly on rural off-grid areas regardless of their economic activity and/or seclusion from urban areas, through the use of local mini-grids and decentralised power production.

The latter strategy has shown to be most effective in increasing energy access as grid expansion to rural areas has only materialized in a few middle income countries, such as Brazil and Argentina.

Investing in cross-sectorial partnerships
Developing countries must consider both energy access strategies. However infrastructural challenges, high rates of economic development and a rapidly increasing populations push governments towards solely considering centralised strategies.

Business, leveraged by public finance, can play a large role in decentralized energy access strategies. A challenge for business is to mitigate the risk associated with investing in long-term micro-energy infrastructure for low-income markets. By seeking additional opportunities in adjacent sectors in these markets, business can diversify risk while adding value and increasing returns.

Investing in the agricultural sector, for example, leads to increased revenues for rural communities and opportunities for the energy sector to make use of agricultural residues as clean cooking fuels or biomass feedstock for small generators. This reduces investment risk and adds value across sectors. Investing in ‘cross-sectorial partnerships’ improves the performance of existing markets and maximizes co-benefits associated with energy access, such as employment and economic growth.

A true contribution to the sustainable development of rural populations in developing countries!

Join the Sustainability24 debate


If you want to learn more, join the session “Energy Access for Development Impact” where different experts share their experiences. This session is part of Sustainability24, the global sustainability debate broadcasted by the Guardian on May 15th and starts at 16.30 CET.

Joost Brinkman
Raouf Saidi

Foremost among the positive aspects is convenience. Equipped with a smartphone, employees literally have everything they need in the palm of their hand. The ability to access data wherever work takes them means employees can not only get closer to customers, without the physical barriers. This is a distinct plus.

BYOD Trends and Trade-offs
For enterprises the bring-your-own-device (BYOD) boom can be traced to two converging trends: the desire for employees to be responsive to customers and colleagues in a global, always-connected world still wrestling with time zones; and the desire to save money by not replicating a device that employees may already own. Mobility brings a significant advantage to productivity, but as with many advantages, there are certain trade-offs.

First, there’s the issue of users’ expectations. They expect a mobile device to be reliability and then, encountering frustration with some of its features, expect IT to solve the problems on a device with which it may have little experience. Then there’s the fragmentation of the smartphone marketplace. It’s not just the plethora of operating systems and devices (Apple iOS, Android, Windows Mobile etc.) it’s the permutations. For instance, the open source character of Google’s Android operating system allows manufacturers to tweak it, adding security or connectivity capabilities that may not appear in other Android devices. Furthermore, to truly support BYOD, IT must be able to accommodate the very latest versions of these operating system as well as the earlier ones. This leads to complexities in technical support issues.

From interim solutions to standard capabilities
One of the major concerns regards the data on mobile devices: How do you make sure employees are using proper security measures when they access public sites and applications, so as to avoid infecting the device with malware that in turn impacts corporate data? And how do you make sure that, when employees leave the company, IT can erase all vestiges of corporate data without affecting personal data? Add to that security and connectivity issues, the major challenge when it comes to wireless and mobile access to back-end corporate data.

Device manufacturers, software developers and companies like Accenture are working on solutions to overcome BYOD’s biggest drawbacks. Users are already bringing mobile devices into the organization (just as they have done with laptops years ago), demand connectivity and support. Therefore I will discuss the 7 ways BYOD may work for your organization in my upcoming blog post. From creating Enterprise Application Catalogs to narrowing the set of devices to support by offering designated Supported Devices. Some of them may be interim solutions; others may be long-term advances that become industry-standard capabilities.

Accenture’s 2011 Global Risk Study, indicated that insurers see improving risk measurement and modeling, reducing the cost of risk management compliance, and integrating risk and finance information and processes within the organization as the most significant challenges they face. New regulatory requirements have contributed greatly to these challenges.

While this can pose a significant challenge, it can also provide an opportunity to review the existing process landscape and can serve as a way to remodel existing process or design new ones.

Risk-Adjusted Operating Model
The major driver of cost in risk management is inconsistent execution of risk management in key business processes. This creates a situation in which individuals involved in different processes do not use the same standards and data for how to identify and assess risks, and how to respond to these risks once they are identified. A standardized, integrated approach to risk management for all business processes–avoiding duplicative processes and unnecessary activities—can help minimize the costs associated with inconsistent execution.

Accenture’s approach, which we have termed the Risk-Adjusted Operating Model, seeks to align organizations, processes and architecture to ensure the development of robust risk management capabilities and to generate benefits for the business as a whole.

This is a step-by-step effort based on client specifics:

• Targeting and delivering value. The Risk-Adjusted Operating Model begins with a high-level strategic assessment, designed to gain an understanding of the client’s situation.
• Diagnosis, exploration and blueprint development. The next step is an in-depth assessment of the client’s market, business model and operating model to identify areas for improvement.
• Blueprint. Once options have been selected, they are translated into concrete, detailed and actionable recommendations, including adjustments to the existing operating model and processes, to allow execution teams to implement them and capture identified value.
• Execution. Implementation of the Model takes place on several levels, including organization and governance, processes and technology architecture. Training and adjusting based on feedback also form part of this stage.

In order to implement the Risk-Adjusted Operating Model successfully, organizations need to develop a formal statement of risk appetite. This needs to be approved by all board members and then promoted internally as a guide for decision-making. The risk management department should also ensure that all functions are supported by dedicated processes to ensure that the boundaries established by the risk appetite statement are respected.

We believe that the multiple challenges inherent in integrating and improving risk management are best addressed through a structured yet flexible approach. This allows for adaptation to the individual situation of each company and recognizes the maturity level of each company’s risk management capabilities.

Alle procedures om echt aan het werk te kunnen zijn inmiddels afgerond en vanaf dat moment zit ik elke dag met mijn neus in de SAP ‘tickets’. De moeilijkheidsgraad van de tickets wordt elke dag weer wat opgeschroefd, zodat ik steeds weer leer.

Elke twee weken sturen we de change tickets (wijzigingen in het SAPsysteem) op naar het Change Advisory Board (CAB), en als die groen licht geeft kan het naar de ‘live’ omgeving van de klant. Vorige ‘ronde’ was ik degene met het meeste tickets voor het CAB. (Voor het fijne gevoel vergeten we even dat die andere jongens gewoon heel druk zijn met analyse tickets i.p.v. change tickets, en ik de hele dag alleen maar change tickets doe.)
Dat moest natuurlijk gevierd worden, dus heb ik mijn team mee uit eten genomen. Indiaas gegeten bij een restaurant met een dakterras met waanzinnig uitzicht over Hyderabad. Natuurlijk wel gevraagd om ‘low spicy food’ want anders gaat het echt mis.

De temperatuur gaat hier gestaag omhoog. Mij is uitgelegd dat ze hier drie seizoenen kennen: winter, zomer en regenseizoen. De zomer begint nu echt en de temperatuur tikt overdag al de 45 graden aan. Dat is erg warm, maar de luchtvochtigheid is heel laag, dus het is op zich wel prima uit te houden. Maar als, zoals afgelopen week, voor een grootschalige brandoefening dit gebouw wordt ontruimd en alle achtduizend man die hier werken op straat worden gezet en je dus ongeveer een uur in de hitte moet staan is dat toch wel behoorlijk warm hoor.

Hoewel werk en dagelijkse beslommeringen in India al vaak avontuurlijk genoeg zijn, heb ik me toch aan een eerste trip gewaagd. Bestemming: Goa. Anetey en ik, samen met een collega uit Duitsland, met de slaap-nachtbus over de boerenweg een weekendje naar het idyllische strand van Goa. Goa is het toeristische strand-oord van India. De reis duurt ongeveer 15 uur en we gingen vrijdagavond heen en zondagavond terug. Dus dat was 30 uur in de bus voor 36 uur in Goa. Maar de meet-up met  onze collega’s die ook meedoen aan de IT Career Experience en in Pune en Bangalore zitten was het dubbel en dwars waard! We hebben scooters gehuurd en lekker rondgereden, op een olifant gezeten en gezwommen in zee. In het toeristische Goa kun je ook alles bestellen wat je wilt, dus eindelijk weer een ‘normaal’ stukje vlees was toch wel erg prettig.

Volgend weekend hebben we weer een meet-up, maar nu in Bangalore! Geen bus meer, gewoon een uurtje vliegen, dus dat zal wel iets comfortabeler worden dan de busrit.

Over de IT hoofdstad van India meer in mijn volgende blog!

Phir milenge!

Digital disruption is adding to insurance industry challenges. The digital era is set to radically transform the insurance industry, not only changing existing business models, but also creating new opportunities for profitable growth. So can insurers really afford not to play this game?

Players outside the industry
Insurers need to learn the lessons from the disruptions in the industry; digital increases competitive threats and if they fail to innovate players from other industries can enter this market, and press home their advantages in customer proximity, retailing experience and market responsiveness. Twice in recent history new entrants proved that incumbency and supposed scale are no barrier to entry. First it was the explosion of the direct channel, and then the more recent emergence of aggregators.

The Digital Insurer’ is Accenture’s template for high performance in the future. To be a high performer in the digital age, insurers will need to innovate on three fronts.

• The ‘Connected’ Insurer: Reinventing the customer experience in which the customer is put at the heart of the business. Multi-channel sales and service as a standard offering, fully integrating ‘old’ channels with a new digital core. Embracing and actively engaging through relevant media, such as social and mobile platforms
• The ‘Analytic’ Insurer: Richer insights and smarter decisions to enable better outcomes. Tapping into and exploiting value from the explosion of data by harnessing the power of next generation predictive tools and techniques.
• The ‘Agile’ Insurer: Staying one step ahead by fostering a culture of innovation and entrepreneurship. Breaking free from the oppressive constraints of legacy. Operational excellence built around lean core business processes and strong process management disciplines.

The future of Digital
On the whole, many core products and processes are still very recognizable from 10–20 years ago and it is generally accepted that the pace of change is much faster in other industries, which are shaping and meeting consumer perceptions and expectations. The danger is that a real gap emerges between consumer demand and insurers’ capability to deliver. Winning in digital therefore requires a fundamentally different mindset as well as new capabilities.

The convergence of new technologies, combined with the pace of change and the accessibility to both consumers and industry, is underpinning a cycle of continuous innovation and dynamic change. This change is allowing insurance companies to completely rethink the way they go to market. Digital is more than simply a new distribution channel. More fundamentally, the digital era offers an entirely new way of doing business – affecting all strategic and functional areas across the entire insurance value chain, including interaction with customers, distributors, suppliers and employees.

We believe the winners will be those that apply digital technologies to be connected, analytic and agile. And if the incumbents cannot get this right then new entrants will.

Flexible limits

More than forty years ago, the publication of ‘Limits to Growth’ warned us about the problems of exponential population growth. Since then, the world population has almost doubled and it is still increasing by an amount of more than 200,000 people per day. Together with an increasing average welfare level, this indeed puts very high demands on our planet’s resources. Luckily, thanks to technology and innovation, people still prosper and economic growth is evermore possible.

To share the most recent developments and best practices in the field of sustainability, Accenture is organizing “Sustainability24” (May 15^th): a global virtual roundtable discussions series with the overreaching theme: ‘Sustainable Innovation – Scaling for Transformational Impact’.  Sustainable energy is part of the discussion at 13.30 CET.  You can register here.

Sustainable energy

Today it is our task to use the same ingenuity and creativity to disprove the current doomsday scenarios of global warming and peak oil. The principal challenge currently is to make a transition away from fossil fuels and towards renewable sources of energy, whilst coping with an ever increasing demand. Non-polluting renewable energy sources like wind, solar, wave and tidal energy will undoubtedly enable us to innovate ourselves out of the pending energy crisis. However, these power sources bring about a new huge and novel challenge: intermittency. Although every single one of the aforementioned renewable sources is able to provide in all of the world’s energy needs on its own, this abundance is only valid on somewhat larger timespans. On shorter timescales, the availability of renewable energy is exactly as inconsistent as the weather. Unfortunately, the energy market currently is purely demand driven and immeasurably dynamic. Demands for electrical power can and do change by gigantic amounts, in split seconds.

Real time power distribution

To ensure the stability of the electrical grid, demand and supply have to be balanced in real time, at all times. For every 60 Watt light bulb that is switched on somewhere, a generator has to react instantaneously by providing the exact same amount of power. Gas fired power plants can do this, weather dependent sources can’t. As the market share of renewables is growing, the energy distribution system has to adapt accordingly. Currently, we are accustomed to plug in appliances and pay a fixed amount per unit of energy consumed, regardless of its availability at that moment. This is  unlike all other markets, where prices are an outcome of the combined demand and supply.

Power to the energy bill

Changing this system will be a demanding but nevertheless essential part of the overall energy transition. One might even say intelligent load balancing and affordable energy storage are the missing links towards a truly sustainable energy future. Storing energy is relatively easy but expensive, both regarding the costs of ‘hardware’ (batteries, hydrogen plants, etc.) as in terms of energy conversion losses. Adapting our demand for energy to its real time availability is the cheaper, smarter route, as it will mostly require new ‘software’ : flexible energy tariffs and equipment that can make its own choices with respect to those varying tariffs.

Smarts Grids; Win, Win & Win

There are many processes that are perfectly able to adapt to the real time supply of renewable energy. Electrical cooling and heating or the charging of electrical car batteries for example, only have to guarantee operation within certain clearly defined boundaries (maximum temperature in the fridge, fully charged battery in the morning). By integrating smart algorithms into these kind of appliances, they themselves can work out the most economical way to stay within the set margins. Other activities, like laundry, clothes drying and other ‘intermittent power consumers’ can be planned in a similar manner, although this will also require some human cooperation. In that sense, you could even decide to schedule your own energy intensive leisure (sauna, solarium) depending on the availability of green energy. Good for the planet, beneficial for your own savings and great for the grid operators!

Energie-Wende: “a blueprint for Sustainable Growth?”

Germany is one of the leading countries in Europe when it comes to the implementation of renewable energy and smart grids. At May 15th at 13.30, experts from RWE, Siemens, the Wuppertal Institute and Accenture will give their vision on these developments, the benefits and the anticipated challenges. Please take part in this interactive debate and register here to join.

Joost Brinkman: Lead Sustainability Services the Netherlands

Thijs ten Brinck: Intern Accenture Sustainability Services

Binnenkort is het weer zover met de vijfde editie en voor mij zal het de tweede keer worden dat ik ga meelopen. Liep ik in 2011 nog de 4 Engelse mijl, dit jaar loop ik de 10 Engelse mijl mee met een heel team. Ieder jaar zie je dat deze run meer gaat leven op de Zuidas. Dit is uiteraard terug te zien in het aantal deelnemers, maar ook in weken ervoor bij het vormen van teams. Als deelnemer van de Zuidas run kan je aanhaken bij trainingen die in de voorafgaande weken worden georganiseerd op de Zuidas zelf of in het Olympisch stadion. Zelf heb ik gekozen voor de trainingen in het Olympisch stadion. De voorafgaande 10 weken aan de run kan onder begeleiding van ervaren lopers getraind worden, wat in het Olympisch stadion al een ervaring op zich is.

Een niet te missen onderdeel van de Zuidsas run is de Hakken en Pakken run die altijd vooraf gaat aan de Zuidas run. Zeker een aanrader om een keer te bekijken. Dit jaar wordt de Hakken Pakken Run gehouden op donderdag 23 mei (lunchtijd!) en zoals altijd gehost door Jort Kelder.

Mocht je nog mee willen doen schrijf je dan nu in op http://www.zuidasrun.nl/inschrijven/ en loop met ons mee!