Paul Wallbank | Paul Wallbank - Communications Professional

Measuring an industrial hub’s success

What should measure the success of technology incubators and hubs? London’s Google Campus gives us some clues.What should measure the success of technology incubators and hubs?

A short article appeared on London’s City AM website yesterday discussing the successes of Google’s Campus and the government’s Tech City initiative.

What jumped out of that story is the quote from Benjamin Southworth, the former deputy chief of the Tech City Investment Organistion, that London’s first tech IPO is “probably 18 to 24 months away”

Southworth’s comments raise the question of how do you measure the success of initiatives like Tech City, does a stockmarket float indicate success of business or tech cluster?

The debacle of Australia’s Freelancer float which saw the shares soar over 400% on the first day of trading certainly doesn’t indicate anything promising about the startup scene down under apart from the opportunities for those well connected with insiders on Australian Security Exchange traded stocks.

In London’s case, Google’s Campus gives a far better indicator of what tech hubs and industrial clusters can add to an economy – £34m raised from investors in the 12 months to October 2013, 576 jobs created and 22,000 members of its coworking space.

Google’s statistics raise an interesting point about the different objectives for the stakeholders in incubators and hubs; entrepreneurs want money or glory, investors want returns, corporate backers want intellectual property or marketing kudos, governments want jobs and politicians want photo opportunities with happy constituents.

These different objectives means there are different measures for success and one group’s success might mean bitter disappointment for some of the others.

What the various partners define as success is something anyone involved in an incubator or hub should consider before becoming involved, in that respect it’s like a business or a marriage.

Building great work

Mediocrity is something we have to avoid if we want to do great things.

“You have to understand Paul that we are building a structure designed to last twenty-five years,” sneered the consulting engineer as we sat in a site meeting on a high rise construction site just inside the City of London.

I sighed deeply and let the matter of cladding fire protection water tanks slide and pondered nearby St Paul’s Cathedral, wondering what Christoper Wren would have thought about the mediocre architecture being thrown up around his masterpiece.

The consulting engineer was a suitable person to build mediocre buildings, he and his firm were only on the project by virtue of the property developer being from the same masonic temple and the calibre of their shoddy and visionless work reflected their suitability for the project.

Apart from the pedestrian architecture and engineering, the lack of foresight extended through poor design right through to not allowing enough for future expansion of the building’s communications – by the early 1990s it had already become apparent modern office towers were going to need plenty of space for network cables and the lack of which probably contributed to the structure being totally refurbished in the mid 2000s.

That day was the beginning of the end of my engineering career as I found I didn’t much care for being patronized by mediocrities all too often encountered in the building industry in the mid 1990s.

At the time most of the architecture in London was pedestrian and bland late Twentieth Century mirror glass. The real tragedy being that modern construction techniques give architects and builders possibilities that Wren couldn’t have dreamed of.

Thankfully London snapped out of that era of mediocrity and today building like The Gherkin, The Shard and London City Hall show what’s possible with imagination and modern building techniques, although things can go wrong.

Mediocrities patronizing those who don’t share their narrow, bland look on life will always be with us, thankfully we don’t have to accept them in our lives.

If we want to build great things that push the boundaries or change the world, then those grey mediocrities have no role in our lives.

Where that consulting engineer and his masonic friends are today, I have no idea but it’s not likely they built any of the iconic buildings that now dot London’s skyline.

Where will the jobs come from in the internet of things?

The internet of things promises to make industry more efficient, but what will happen to employment?

One of the common worries about the internet of things and the automation of business processes is that many jobs are going to be lost as a consequence.

This is a fair concern however we need to keep in perspective just how radically employment has changed in the last century.

Concerns about technology displacing occupations is nothing new; in the eighteenth century the Luddite movement was a reaction to skilled workers being displaced by new innovations.

In an interview with GE’s Chief Economist Marco Annunziata, published in Business Spectator, we covered this topic and Marco had a valid point that the bulk of the Western world’s workforce was employed in agriculture a hundred years ago.

Today it’s less than two percent in most developed country as agriculture became heavily automated, yet most of those workers who would once have worked in the fields have productive jobs. “As an economist I look at this over a long term perspective and I’ve heard this concern about technology displacing jobs over and over again.”

Annunziata sees new roles being created, among them what he calls ‘mechanical-digital engineers’ who understand both how the actual machines work as well as the data and the software used to run and monitor them.

This isn’t to say there won’t be massive disruption – John Steinbeck’s Grapes of Wrath described the massive dislocation that happened in the United States with the first wave of agricultural mechanisation in the 1920s and the decline in rural communities is due directly to modern farms not needing the large workforces that sustained many country towns.

We can’t see where the jobs of the future will be and just roles like as Search Engine Optimisation and ecommerce experts where unheard of twenty years ago, our kids will be working in occupations we haven’t contemplated.

It’s up to us to give our kids the skills and flexibility of thinking that will let them find opportunities in a very different workplace.

As seen on TV – where are today’s trusted sources

As seen on TV was a great way to sell in the 1960s, is it still valid fifty years later?

In a local shopping centre over the weekend this business was selling massage tables using the fact they’d been mentioned on TV to enhance their reputation.

Citing an appearance on TV in the hope of improving your credibility is very much a mid-20th Century way of doing things. In the 1960s or 70s an enthusiastic mention from a TV host was the way to get the punters beating a path to your door.

Today, things aren’t quite the same. TV was on a decline as a trusted medium – despite the successes of talk show hosts like Oprah Winfrey – long before the internet arrived. The web bought social media and now buyers can consult their friends and peers before deciding to buy.

What was interesting about the sign was there was no indication of a social media presence or web page and that in itself showed how old school this business’ advertising was.

For the business owner, it would have been hard work getting a mention on TV. Space isn’t cheap to buy and getting a mention on a current affairs show requires either the services of an expensive PR agency or many hours of bugging producers and not a small degree of luck.

Then again, maybe a complete lack of online engagement didn’t matter. The shopping centre I was in would have an average customer age well over forty and, most of the market the business was aiming probably comes from the sizeable retirement village across the road.

How this business ignores modern communication channels is instructive about the generational change in business and society, particularly on how different age groups find their trusted sources.

Abolishing the service visit

Will the internet of things change the way we service our cars and industrial equipment?

“Service used to be an act of damage control,” said Salesforce’s Peter Coffee at the recent Dreamforce conference. “You are bleeding brand equity until that problem is fixed.”

Coffee’s view is that the internet of things is an opportunity to delight the customer with proactive service that allows companies to fix customers’ problems before they happen.

Zero planned maintenance

Taking this idea further is GE’s Chief Economist, Marco Annunziata, who sees the internet of things as an opportunity to introduce the concept of Zero Planned Downtime where there is no need to stop machines for scheduled repairs and maintenance.

“A lot of the maintenance work is done on a fixed schedule,” Annunziata. “You end up wasting time and money servicing machines that are perfectly fine.”

“On the other hand you might miss that something is about to go wrong between two maintenance periods.”

“The idea of the industrial internet is that by gathering so much data from these machines themselves – plus having the software to analyse this data – you will have information that flags to you when intervention is needed.”

Annunziata’s view is that connected machines won’t need to have regular service intervals, instead of insisting a car has an inspection every ten thousand kilometers where the tyres are replaced and the oil changed, often unnecessarily, the vehicle need only be called in for maintenance when its sensors flag that a part or consumable needs attention.

Finding the benefits

While that can mean big savings for car owners, it’s in fields such as aviation, mining and logistics where the greatest benefits of Zero Planned Downtime would be found.

For businesses it’s another example of how they will fall behind if they don’t invest in modern technology as those who invest in newer, connected equipment will be able to reduce downtime and maintenance cost.

How achievable Zero Planned Downtime is in many fields remains to be seen, not least because of regulatory hurdles in sectors like aviation, however the idea does promise to change the business model of companies that depend upon service revenue.

Is NFC ready for prime time

We may well see both QR codes and NFC succeed eventually, but right now they are the classic case of a technological solution searching for a problem to solve.

One of ‘coming real soon’ technologies of our times is Near Field Communications (NFC), a short range radio service connecting suitably equipped electronic devices.

NFC has been tipped to arrive ‘real soon now’ for several years as mobile phone companies, banks and telcos fight to control the payments system.

The service hasn’t taken off for a number of reasons; it’s clunky to use, the technology itself isn’t consistently applied and many smartphones don’t have the feature, the most notable being the iPhone.

Most of the applications cited for NFC are contactless payment services where a customer can wave a phone to pay for things, a good example is this parking meter in San Francisco.

On the other side of the Pacific, Google are running a campaign in Australia encouraging commuters to try the NFC features that are built into most Android phones.

Unfortunately the technology doesn’t work, as the comments to this blog post indicate. The users’ problems illustrate why NFC is struggling; it’s clunky, unreliable and customers don’t understand it.

It’s notable the Google campaign includes a QR code, another technology that’s been pending for nearly a decade.

Both are doomed though while customers struggle to use them.

We may well see both QR codes and NFC succeed eventually, but right now they are the classic case of a technological solution searching for a problem to solve.

Raising a citizens’ army

Will communities have to volunteer their own labour to make up for service cuts by cash strapped governments?

In the English Midlands the leader of Birmingham City Council, the wonderfully named Sir Albert Bore, recently suggested a ‘citizens army’ be raised to provide services such as libraries that are being affected by budget cuts.

Bore’s suggestion is a response to his council cutting library services in the face of community anger and legislative obligations, to assuage both pressures it’s hoped local volunteers can continue to run and maintain the threatened facilities.

The bind Albert Bore and the Birmingham City Council find themselves in is a quandary all communities and governments are facing as an aging population causes tax revenues to decline at the very time the demand for government services increases.

Faced with cuts, many groups are going to have to take matters into their own hands to keep services running. Some communities will do this well while others won’t.

It’s also going to be interesting to see how this plays over generations with baby boomers being far more likely to volunteer than their GenX or GenY kids, something probably caused by more precarious job security in the modern job market and the need for younger couples to work harder and longer than their parents to pay their rent or mortgage.

Angry baby boomers demanding the ‘government ought to do something’ may well find the onus is thrown back onto them to provide the services they believe they’re entitled to.

What is the most fascinating part of this predictable situation is how governments around the developed world have blissfully pretended that this wasn’t going to happen as their populations aged.

Perhaps the biggest citizens’ army of all will be the voters asking why the Western world’s governments and political parties ignored obvious and inevitable demographic trends for the last fifty years. That would be a question worth answering.

Delighting the customer – the new business normal

Peter Coffee, Salesforce Vice President for Strategic Research discusses the new business normal where mobile services, collaboration, community and understanding your data are essential tasks for every manager.

Salesforce’s Executive Vice President of Strategic Reserach, Peter Coffee joined the Decoding The New Economy channel at last week’s Dreamforce conference to discuss the new normal — delighting the customer.

Coffee’s role at Salesforce is to help the company’s potential clients understand the new normals of business life. “It’s a lot of listening,” he says.

In describing the new normal, Coffee is in tune with Salesforce’s CEO Marc Benioff in seeing mobile services as being one of the key parts of how business will look in the near future.

“The fundamental statement is your mobile device is no longer an accessory,” says Coffee. “It’s the first thing you reach for in the morning and it’s the last thing you touch at night.”

“Fundamentally people are mobile centric so we need to rethink our operations.”

Continuing the social journey

It’s not just mobile services that are changing the way we do, social media continues to be companies’ weak points in Coffee’s opinion.

“There’s research that’s come out of places like MIT that shows traditional print and broadcast media are still valuable for creating awareness of your brand but the final step of turning someone from knowing who you are into deciding to do business with you is now made today only when a trusted network confirms it.”

“People don’t make that final step of buying from you until they’ve consulted their trusted advisors.”

“Another fundamental change that’s happened is that the connectivity of the customer is such that if you have a customer that’s unhappy with you for even five or ten minutes there’s a tweet or a Facebook post or a LinkedIn update just begging to leak out and damage your brand,” says Coffee.

“The closer you can get to instantaneous resolution to the issue, the better.”

Internet of machines

With the internet of machines, the ability to resolve customers’ problems instantaneously becomes more more achievable in Coffee’s opinion.

“Connecting devices is an extraordinary thing,” says Coffee. “It takes things that we used to think we understood and turns them inside out.”

“If you are working with connected products you can identify behaviours across the entire population of those productslong before they become gross enough to bother the customer.”

“You can proactively reach out to a customer and say ‘you probably haven’t noticed anything but we’d like to come around and do a little calibration on your device any time in the next three days at your convenience.'”

“Wow! That’s not service, that’s customer care. That’s positive brand equity creation.”

Delighting the customers

All of these mobile, social and internet of things technologies will give businesses the tools to delight their customers and Coffee sees that as the great challenge in the new business normal.

While many businesses will meet the challenges presented by mobile customers and their connected machines Coffee warns those who don’t are in for a painful time.

“If you do not have delighted customers you have no market.” States Coffee, “the way that you delight customers is by making sure every interaction with you leaves them happier than they were before.”

“Traditional silos of sales, service, support and marketing must be dissolved into one new entity which is proactive customer connection.”

“Companies that neglect to adopt it will discover they have customers who are sensitive to nothing but price,” warns Coffee.

Paul travelled to Dreamforce in San Francisco as a guest of Salesforce.

The real thing behind the internet of things

We need to think beyond technology to get value the real value from the internet of things says Alicia Asin, the CEO and co-founder of Spanish sensor company Libelium.

Libelium and its CEO Alicia Asin has been covered previously on this blog and we had the opportunity to record an interview with Alicia at the 2013 Dreamforce conference.

Alicia told us about her vision for how she sees cities and governments evolving in an era of real time accessible information, in many ways it’s similar to where the Deputy Lord Mayor of Barcelona sees his city being at the end of this decade.

“I would say the biggest legacy the internet of things can bring is transparency,” says Alicia. “In the smart cities movement the IoT gives an opportunity for have a dashboard for cities.”

“You can see the investment made for reducing traffic investment downtown, the carbon footprint reduced and the return on investment,” says Alicia. “You can have very objective facts to supply to the citizens and they can make better decisions.”

For this vision to become true, it means government data has to open to the community which is something that challenges many administrations, however Alicia also told the story of how her company supplied Geiger counters to volunteers monitoring the radiation fallout around the damaged Fukushima nuclear reactor in Japan.

“We made a project in Fukushima when the nuclear accident happened where we sent some Geiger counters to the hacker space,” says Alicia. “Suddenly all the people with the Geiger counters started to publish the data onto the internet.”

“They were keeping a totally independent radiation map made by the activist citizens.”

Alicia raises an important point of how citizens can be using technology independently of governments. This was most notable in the Occupy movements across the United States that sprung up in late 2011 where hackers set up independent communications networks and recorded events outside the control of mainstream media and government agencies.

While citizens can use these tools to get around official restrictions, governments play an important role in developing new industries around these technologies, Alicia sees the smart city investments made by Spanish cities as creating the start of a Spanish Silicon Valley.

“Despite the economy, we are seeing a number of projects in Spain around smart cities,” Alicia observes. “In fact, I’m saying Spain is becoming the Silicon Valley for smart cities.”

“In terms of attracting big companies to look at what’s going on in Spain and to build a bigger brand around the Internet of Things, I think that really helps.”

With government and citizens working together, Alicia sees the Internet of Things delivering great changes to society as it enables citizens and makes governments more accountable.

“It’s the real thing, it’s beyond technology.”

Becoming an all mobile executive

Salesforce CEO Marc Benioff says he’s gone completely mobile, will other executives follow?

“I don’t want to use a laptop again,” Marc Benioff told the closing Dreamforce 2013 customer Q&A. “The desktop remains the biggest security threat to corporations — it’s a nightmare. The PC and laptop we never designed to be connected to a network.”

Benioff was walking his talk in promoting his company’s Salesforce One mobile platform, claiming at the Dreamforce conference opening that he hadn’t used a PC or laptop or nine months as he’s moved over to tablet and smartphone apps.

That push to move the company and its customers onto mobile services was emphasised by Peter Coffee, Salesforce’s Vice President for Strategic Research.

“Your mobile device is no longer an accessory,” says Coffee. “It’s the first thing you reach for in the morning and it’s the last thing you touch at night.”

Salesforce’s push into into the post-PC market follows Google and Apple’s lead, much to the distress of Microsoft and its partners.

“We saw the phenomenal engineering work of Scott Forstall at Apple and the visionary work of the late, great Steve Jobs,” Benioff told his cutomers at the final Dreamforce Q&A. “When we saw the iPhone we sat up and thought ‘wow, what are we going to do about this?'”

“This is a paradigm shift, we’re moving from the desktop world to the mobile phone world and then of course we saw the iPad world emerge and that amplified it.”

Salesforce’s impressions were shared by much of the business community as senior executives, board members and company founders quickly embraced the first version of the iPad, which on its own triggered the Bring Your Own Device (BYOD) trend in enterprise computing.

In a mobile age, Benioff now sees three key priorities for Salesforce; “we want to be feed first, we want to be mobile first and we want to be social first.”

Regardless of Benioff’s vision, not everyone will go mobile which is something that Peter Coffee acknowledges.

“The laptop will occasionally be used to author creative work like a presentation or to deal with something that needs a large screen like pipeline analysis,” says Coffee.

Marc Benioff though is adamant. “Honestly I don’t ever want to use a laptop again,” he told his audience.

It will be interesting to see how many business leaders follow him in abandoning their desktops and portable computers as the post-PC era of computing develops.

Book publishers and the cost cutting quandary

Traditional book publishers face a challenging future as authors find they get more value from self-publishing.

It was good to head across to Oakland’s East Bay Social Media Breakfast for Shel Israel’s and Robert Scoble’s discussion about their latest book, The Age Of Context.

While the book itself is an interesting overview of how the internet of things is changing the world, Scoble’s and Israel’s self publishing journey though combination of corporate sponsors, crowdfunding and alternative distribution models is an interesting tale in itself.

“Self publishing gives writers much more power than they’ve ever had before,” says Israel. “In many aspects, the traditional publisher just isn’t there any more.”

“By using the tech community and social media to market the book, I’ve sold more copies of The Age of Context in seven weeks than my previous four books combined,” Israel states.

Israel’s point illustrates the challenge facing traditional publishers, like many other industries the publishing houses have reacted to a changing market by cutting costs such as replacing experienced staff with fewer, less experienced workers.

Failing to add value

That cost cutting has the effect of making the businesses irrelevant; if a publicist has to rely on HARO or Source Bottle to contact journalists rather than a contact book built up over years of experience, then they are doing little the writer can’t do themselves.

One of the biggest advantages book publishers offered authors was rigorous editing — good editors are worth their weight in gold to both a writer and their book and in the past self-published books were notable for their lousy editing.

Today, that function has been almost eliminated by publishers have eliminated most in house editors. If a harassed, time poor contractor only has a few days to spend editing the manuscript, as what happened with my last book, then the publishers hasn’t added much to the product at all.

Similarly with design and layout, historically publishers have been strong on this front with experienced editors knowing what covers will work for certain genres in the bookshops. The cheapest graduate worker in the world can’t replicate that understanding of the marketplace.

Most damaging of all though to publishers was losing the distribution channels; when bookstores were the way most readers bought their books the publishing house’s sales team were essential for getting books on shelves. In an age of Amazon and online shopping, they are no longer the gatekeepers they once were.

Self publishing risks

That’s not say there aren’t risks with self publishing, particularly with having corporate sponsors pay for development costs.

Scoble and Israel overcame the increasingly stingy author advances by raising $105,000 from corporate sponsors to cover the initial researching and writing costs.

“We were scared to death that this was a credibility issue,” said Israel. “However our sponsors were incredibly good with not messing around with editorial credibility. They, like others in the book, got to see what was written to check for technical accuracy but not change the content.”

“An example is that Google was not a sponsor and Bing was, yet we said an awful lot more good things about Google than we did about Bing.”

Adopting the financial risk

The biggest risk of all for self-publishing though is being stuck with a stack of unsold books with a pile of bills for editors, designers and printing. In the past the publisher carried all the financial risk which was probably the greatest service they provided to authors.

Even that risk isn’t as great as it was a few years ago as print runs are cheaper and shorter while outsourcing sites make it cheaper and easier to find professional help.

As Israel and Scoble illustrate, book publishers have made themselves irrelevant to most authors. It’s probably the best case study of an industry reacting to change with cost cuts that ultimately destroy their own competitive advantage.

That’s something that other businesses and industries should consider when looking at how to deal with their own disruption.