Category: Innovation

  • Opening Telstra in a life and death market

    Opening Telstra in a life and death market

    “Communications are a life and death issue”, says Vish Nandlall the chief technology officer of Telstra. “You realise that when that pipe gets shut off people can die in the field.”

    Nandlall’s experience in weapons technology led him to a life in the telecoms industry which bought him to Australia as he believes Telstra is one of the most innovative companies in the industry. How much this is due to Telstra dominating its domestic market is a discussion for another post.

    Nandlall was speaking last week at a lunch for journalists and bloggers hosted by Telstra in Sydney. It was an opportunity for the company to introduce their CTO to the media following his joining the company last August and to publicise their push into health care services.

    One of the areas Nandlall was particularly keen to push was how Telstra was looking at opening their platforms to third party developers as he sees the nine to ten million strong community as offering opportunities that even the best resourced telecoms company can’t access.

    “How can I get telecom services into places where developers can access the information?” Nandlall asks.

    His answer is to open the services through the Telstra Developer Site which at present is fairly Spartan although one expects it will become more impressive ahead of the I love APIs conference the company is sponsoring in Sydney this June.

    Down the track Nandall sees the open systems assisting the company moving into the key growth areas for all telcos such as the Internet of Things, smart cities and the productivity growth applications in industry verticals.

    The big opportunity the company sees is in health care where a fragmented industry struggles to corral disparate sources of information that touch almost every person. It though just one of the growth telcos are looking at in a dramatically changing marketplace.

    For Nandlall the challenge is to grow Telstra beyond the domestic Australian telco market that it increasingly dominates as its competitors lose interest in the market and the nation’s ambitious but failed national broadband network slowly fades into irrelevance.

    While Telstra is by no means facing any life or death issues, many of its customers could be. Nandlall and his fellow executives are hoping they can help them.

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  • Wandering around Wellington

    Wandering around Wellington

    It bills itself as ‘the coolest little capital in the world’ however something is going on in Wellington, New Zealand’s capital city, as its technology sector takes off.

    Last week I was in Wellington, partly to attend the Open Source, Open Society conference and also to have a look at how the city is doing so well as one of the leading startup cities.

    While I’ll have a number of posts about the city, startup scene and conference over the next couple of weeks, it’s worthwhile noting some basic impressions that came from the visit.

    The size of the city, Wellington is a small town with a population of 200,000, brings both advantages and negatives for the business and startup communities.

    Small is sweet

    One of the advantages of being so small is the business community is relatively accessible, a number of entrepreneurs told me how easy it is for them to find the specialists they need given there’s usually two degrees or less separation between everyone.

    Normally having a small business community means it gets insular, particularly in a capital city where the business of government can create a bubble effect. What’s notable about Wellington is most of the businesses are looking outward towards the US, Australia and East Asia.

    The city’s intimate business environment also improves trust within the community as one Aussie expat told me, “if you rip off anyone in this town pretty well everyone knows about it by the end of the weekend. It keeps everyone honest.”

    Being small, the city makes it easy to walk around which compounds the business networking opportunities. A businesswoman, who is also a lifelong Wellingtonian, observed how she allows an extra 15 minutes to walk anywhere as she finds herself stopping for conversations.

    Three dominant businesses

    Having three successful businesses in the city – TradeMe, Xero and Weta – has both its upsides and disadvantages with the bigger players tending to dominate the employment market and funding opportunities.

    Of the three businesses, TradeMe is the most domestically focused while Xero is growing in the tech sector and Weta is the most diverse with its range of special effects and movie production services.

    With Weta, the business is exposed to the vagaries of the global film industry as Statistic New Zealand survey of movie production shows.

    The film industry is one of Wellington’s important employers with the sector supporting around two thousand businesses in the city, although I didn’t get time to explore how much of an overlap there is between the tech and film industries.

    TradeMe is largely a domestic focused business that provides a steady work and skills base for the local workforce. While it’s the least internationally exposed business of the three, it’s probably also the most consistent.

    Xero, like Weta, is a globally expanding business and its success is attracting investors and expats from North America and Australia. While its the smallest of the three it’s probably the business that has done the most raise Wellington’s profile in the tech industry.

    Community spaces

    What’s particularly notable are the number of coworking spaces in Wellington ranging from the straightforward Bizdojo startup space and Creative HQ through to the quirky Enspiral coworking space.

    The availability of shared spaces makes the city attractive to startups and adds to the vibrancy of the local tech community which links into hipster pursuits such as craft beer.

    Communities like Enspiral also add another dimension to the local startup and creative industries environment by connecting entrepreneurs with their peers and service providers.

    Partnerships with government

    One aspect I didn’t get to explore while in Wellington was the relationship between the city’s business community and educational institutions, particularly Victoria University.

    Similarly I didn’t get the opportunity to discover how much of a role local and national governments have had in the development of Wellington’s tech scene. It seems to be relatively hands off although some government agencies have supported Weta with co-investment funds.

    What I did meet though were plenty of immigrants; from Croatia, Denmark, Holland, the US and, most of all, Australia.

    Talking to some of the US and Australian expats it was clear that lifestyle combined with opportunity with lifestyle, as one Aussie emigre told me “I couldn’t get the water views, access to the city and be able to walk to work back home like I can here.”

    While these are superficial thoughts that I’ll expand on over the next week as I decipher notes and listen to interviews, there’s no doubt that Wellington is carving a position as one of the global centres of the new economy. How big it becomes will depend on how many other businesses grow to the size of Xero or Weta.

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  • Local gets left behind by social and mobile in SoLoMo

    Local gets left behind by social and mobile in SoLoMo

    One of the tech buzzwords, or acronyms, a few years back was SoLoMo – Social Local Mobile. In reviewing the slides for the Future Proofing Your Business presentation next week, the term came up in one of the notes.

    It’s interesting look at the fates of the three different concepts over the past few years; mobile has boomed and redefined computing and social has become big business with Facebook growing into a hundred billion dollar company.

    Local though has struggled with Google, Facebook and a host of smaller and newer startups struggling while the Yellow Pages franchise dies. Despite the power of maps and geolocation, local just isn’t doing as well as the other two.

    This could be down to the difficulty in harvesting the massive amounts of disparate data available to any service trying to draw an accurate picture of what’s in the neighbourhood.

    Google Places tried to standardise that information for local businesses but the complexity of the service and its opaque, arbitrary rules meant adoption has been slow and merchants are reluctant to update details in case they fall foul of the rules.

    Local services’ failure to take off has also had a consequence for the media as its in hyperlocal services that publishers have possibly their best opportunity to rebuild their fortunes.

    That failure to properly harness mobile has also hurt merchants as many local operations are struggling to find useful places to advertise given Google Adwords and Facebook can be extremely expensive places to advertise.

    So the mobile space is still ripe for a smart entrepreneur – a new Google or Facebook – to dominate.

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  • Microsoft in Middle Age

    Microsoft in Middle Age

    One of the great business stories of today is how Microsoft is reinventing itself in the face of a totally changed industry. With the company turning 40, The Economist has a look at the business in its middle age.

    The Economist concludes CEO Satya Nadella is making the important changes to the business that founder Bill Gates couldn’t make because he was too protective of the company’s core products and that Steve Ballmer, Nadella’s predecessor, wasn’t interested in making as he sweated the existing assets.

    As this blog has pointed out before, The Economist notes the profit margins of the cloud and mobile services Nadella is focusing on are far slimmer than those Microsoft are used to from their server and desktop products.

    Those fat profit margins were the reason why Nadella’s predecessors had little reason to refocus the company but towards the end of Ballmer’s leadership it was clear Microsoft couldn’t resist the shift for much longer.

    Microsoft’s dilemma was clear to the stock market as well with The Economist having a chart showing the relative performance of IBM, Microsoft and Apple over the last 35 years.

    share-price-value-of-tech-stocks-ibm-microsoft-apple

    When Microsoft peaked in the late 1990s, the company was worth over twenty percent of the total tech sector’s valuation – today Apple has stolen most of that value.

    A particularly jarring from The Economist’s graph is just how much IBM dominated the tech sector a generation ago and its steep decline following the introduction of desktop computers.

    IBM’s decline in its dotage is exactly the fate Nadella is trying to avoid for Microsoft, with companies like Google, Apple and Amazon as competitors he has a tough task ahead of him.

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  • Beating Facebook envy

    Beating Facebook envy

    Do economies and businesses need to be at the cutting edge of tech or is staying behind the early adopters the key to get the most out of technology?

    “Everybody has Facebook envy,” says Oracle’s Neil Mendelson, the company’s Vice President for Big Data, about business life in Silicon Valley.

    Mendelson was talking about how the Silicon Valley business environment is a high pressure bubble where the focus on shipping products is different from the needs of users outside the tech sector.

    “The farther out you go from Silicon Valley the more people fundamentally understand the value is in getting something out of it,” says Mendelson who was speaking at an executive lunch in Sydney earlier today.

    “Being a late follower has an advantage because companies aren’t going to get fired up about this Facebook envy trying to assemble a solution but rather they can get something out of the cloud that will deliver value.”

    The Minitel problem

    An example of being too far ahead could be Minitel, a text based network operating across France between 1982 and 2012.

    Minitel was a visionary project intended to deliver services similar to the Internet through a dedicated terminal, however the open nature of the net made the French service less than attractive and eventually France Telecom wound the service up in 2012 as user interest evaporated.

    How much the French bet on Minitel held the nation’s digital economy back is open to question, the World Economic Forum lists France as 25th in the world in its 2014 Networked Readiness Index however the gap between most of the top nations is quite close.

    Falling off the bleeding edge

    The idea that the best return on a tech investment is by being behind the ‘bleeding edge’ isn’t new, for years the advice from serious computer experts was to never buy a Microsoft product until version three came out however there is a risk that the early adopters might get an early advantage over the slow movers.

    Another risk is missing out altogether; as Oracle’s Australian manager Tim Endrick told the room, “our experience is organisations are doing two things; they are either managing disruption and/or they are leveraging their structures to innovate. Those who are sitting on the back step doing nothing are in serious trouble.”

    So while there are risks with being too an early an adopter of new technology, it’s important to be aware of the trends and tools that are changing business.

    With the pace of change in both technology and industry accelerating, it may be that staying too far behind the cutting edge risk falling off altogether. Maybe it’s worth being envious of Facebook.

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