Apr 012015
 
radio programs for techonology, web, social media, cloud computing and computer advice

Paul Wallbank joins Tony Delroy on ABC Nightlife nationally from 10pm Australian Eastern time on Thursday, April2 to discuss how technology affects your business and life.

For the April 2015 program Tony and Paul look at Tesla founder Elon Musk’s prediction that driverless cars could be on US roads by the middle of the year.

Another industry that’s currently being disrupted by technology is sports. On the field, in the stadium and at home how games are played and watched is being changed.

Join us

Tune in on your local ABC radio station from 10pm Australian Eastern Summer time or listen online at www.abc.net.au/nightlife.

We’d love to hear your views so join the conversation with your on-air questions, ideas or comments; phone in on 1300 800 222 within Australia or +61 2 8333 1000 from outside Australia.

You can SMS Nightlife’s talkback on 19922702, or through twitter to @paulwallbank using the #abcnightlife hashtag or visit the Nightlife Facebook page.

Mar 202015
 
etihad-connected-stadium-melbourne-australia

“When you’re playing, it’s all about the winning but when you retire you realise there’s a lot more to the game,” says former cricketer Adam Gilchrist.

Gilchrist was speaking at an event organised by software giant SAP ahead of a Cricket World Cup quarter final at the Melbourne Cricket Ground yesterday.

SAP were using their sponsorship of the event to demonstrate their big data analytics capabilities and how they are applied to sports and the internet of things.

Like most industries, the sports world is being radically affected by digitalisation as new technologies change everything from coaching and player welfare through to stadium management and fans’ experience.

Enhancing the fan experience

Two days earlier rival Melbourne stadium Etihad in the city’s Docklands district showed off their new connected ground where spectators will get hi-definition video and internet services through a partnership between Telstra and Cisco.

While Etihad’s demonstration was specifically about ‘fan experience’, the use of the internet of things and pervasive wireless access in a stadium can range from paperless ticketing to managing the food and drink franchises.

In the United States, the leader in rolling out connected stadiums, venues are increasingly rolling out beacon technologies allowing spectators to order deliveries to their seats and push special offers during the game.

While neither of the two major Melbourne stadiums offer beacon services at present, the Cisco devices around the Etihad have the facility to add Bluetooth capabilities when the ground managements decide to roll them out.

Looking after players

Probably the greatest impact of technology in sport is with player welfare; while coaches and clubs have been enthusiastic adopters of video and tracking technologies for two decades, the rate of change is accelerating as wearable devices are changing game day tactics and how injuries are managed.

One of the companies leading this has been Melbourne business Catapult Sports which has been placing tracking devices on Australian Rules football players and other codes for a decade.

For coaches this data has been a boon as it’s allowed staff to monitor on field performance and tightly manage players’ health and fitness.

Professional sports in general have been early adopters of new technologies as a small increase in performance can have immediate and lucrative benefits on the field. Over the last thirty years clubs have adopted the latest in video and data technology to help coaches and players.

As the technology develops this adoption is accelerating, administrators are looking at placing tracking devices within the balls, goals and boundary lines to give even more information about what’s happening on the field.

Managing the data flow

The challenge for sports organisations, as with every other industry, is in managing all the data being generated.

In sports managing that data has a number of unique imperatives; gamblers getting access to sensitive data, broadcast rights holders wanting access to game statistics and stadium managers gathering their own data all raise challenges for administrators.

There’s also the question of who owns the data; the players themselves have a claim to their own personal performance data and there could potentially be conflicts when a competitor transfers between clubs.

As the sports industry explores the limits of what they can do with data, the world is changing for players, coaches, administrators and supporters.

Gilchrist’s observation that there’s a lot more to professional sports than just what happens on the field is going to become even more true as data science assumes an even greater role in the management of teams, clubs and stadiums.

Paul travelled to Melbourne as a guest of Cisco and SAP.

May 162012
 
athens_olympic_games

With just over two months until the start of the London Olympics, the inevitable cold feet about the wisdom of the project have started. Vanity Fair details the convoluted bidding process while Business Insider gives the 32 reasons why they think the 2012 Olympics will be a disaster.

Conventional wisdom is the Olympics leaves the host city – and often the nation – in a collective emotional, if not economic, depression.

In the case of Athens it may even be an economic depression, although it would be drawing a long bow to suggest the 2004 Olympics are responsible for the economic predicament Greece finds itself in today.

But is true that the Olympics are “cursed”? Or is the truth more complex than that?

For cities hosting the Olympics, the core problem is the size of the event with the 2012 games expecting 10,000 athletes from 182 countries in over 300 competitions. The Olympics are several orders of magnitude bigger than any other comparable sporting event such as the FIFA World Cup.

Given the size, it’s not surprising host cities suffer an Olympic hangover – there is no way any country, even China, can sustain the frantic hyperactivity a host city goes through in the years of preparation.

China is a good example of an economy that didn’t suffer after the Olympics and the event was more a proclamation that the country had arrived as a global power.

This is common with successful Olympics – Spain in 1992, South Korea in 1988, Japan in 1960 and arguably Australia in 1956 – were all turning points for those countries and the games announced their new position in the world.

Australia though is an interesting case with the two Olymipcs they have hosted,while the 1956 Olympics did change Melbourne, and Australia’s, self image the story is different for the 2000 Sydney event.

In the run up to the 2000 Olympics Sydneysiders, like myself, were sceptical. The city couldn’t run a decent railway for crying out loud, so how could we expect to run a decent Olympic games?

All the scepticism vanished on the weekend of 20th August, 2000 when the blue line marking the marathon route appeared across the city. It was as if a switch had been flipped; the few remaining doubters skipped town and everyone else had a party.

The optimism in Sydney and Australia at the end of the games was clear; the country could pull off the world’s biggest event and the opportunities were boundless.

But Sydney and Australia squibbed it – rather than building on the Olympic success and the preceding decade of reform, the nation looked inwards, decided to invest in new kitchens and today the country is more dependent on mineral exports than any time since the 1850s gold rush.

Much of the blame for this can be put on Australia’s political establishment, specifically two men – Prime Minister John Howard and NSW Premier Bob Carr.

Both men were, or are, very effective tactical politicians who were good at winning elections but were by no means visionaries or nation builders was not their thing. So the opportunities presented to Australia in the early 2000s were squandered on Carr’s short term opportunism and Howard building his middle class welfare state.

There’s no reason why there should be an Olympic curse, for some cities it’s a timing issue. For Athens the economic cycle was against them while politics damaged the Olympics of the 1970s and 80s.

On the other hand for cities like Seoul, Tokyo and Barcelona the Olympics were a coming of age for a growing country.

The challenge for Boris Johnson and David Cameron is to translate London’s Olympics into building Britain’s confidence. While the economic tide seems to be against them, much of their political legacy will be judged against on how well they do.

Apr 302012
 
sports_stadium

One of the great successes of the Twentieth Century was professional sport.

As television – first free to air TV then subscription pay networks – developed through the 1960s to 90s, the owners and executives found professional sport delivered viewers and advertisers.

Having a sports portfolio was essential for a successful TV network, the leagues knew this and rights fees ratcheted up with every new contract.

The process reached its peak in the 1990s as Rupert Murdoch built his pay TV empires in North America, Europe and Australia.

During the 1980s and 90s we saw News Corporation buy up rights across the world, even founding new competitions like Premier League Soccer in the UK, Super Rugby League in Australia and the UK along with the multinational Super Rugby that allowed Rugby Union to become an openly professional sport.

Any organisation that finds itself sitting on a cash mountain sees its costs accelerate and the sports organisations are no different. The cost of fielding of professional sports teams has soared with huge player salaries supported by armies of assistant coaches, middle managers and specialist assistants.

Broadcasting rights were supplemented by corporate hospitality and sponsorship arrangements, all of which increased exponentially over the last thirty years.

The big problem for professional sport sector is all of these revenue streams are affected by the deleveraging economy. Even more concerning for them is the precarious financial position of many of the media companies who bidded rights up during the 1990s.

News Corporation’s mission of dominating TV markets by buying up sport rights is largely accomplished and the empire is fading along with its founder.

When Rupert Murdoch goes, so too will the world’s biggest driver of sports broadcasting rights. There doesn’t seem to many other broadcasters with the ability to pay the extravagant bills of professional sports teams.

There’s no doubt broadcast rights for sports will remain lucrative, albeit no longer growing, so clubs and competitions with business plans based on big increases of rights payments are going to struggle.

As a consequence, sports organisations are going to become more aggressive in finding revenue streams and we can expect to see them bullying photographers, monstering people uploading clips to YouTube and ejecting those with the temerity to bring their own sandwiches into the few cheap seats remaining.

The problem for sports is their value lies in their engagement with mass culture. If they isolate themselves from the people and society then they’ll find themselves becoming irrelevant.

Like many of the media companies that are now struggling.

Despite the pleas of sports administrators and their tame journalist friends, this doesn’t mean junior sport or the codes themselves will die. Grass roots sport will survive without a layer of obscenely paid professional players and managers suffocating the games.

As business rules are re-written in the 21st Century, all industries are going to have to adapt. Professional sport is no different.