Tag: business

  • Stemming the Innovation drought 

    Stemming the Innovation drought 

    When discussing how industries are changing, the constant question is ‘what will happen to today’s jobs?’

    Even in the Future Proofing Your Business webinar earlier this week this question was asked by a number of the small business owning listeners.

    That concern forms the basis of the “A smart move: Future-proofing Australia’s workforce by growing skills in science, technology, engineering and maths” report released by accounting firm PwC yesterday in Sydney.

    PwC’s report warns 44 per cent of current Australian jobs are at high risk of being affected by computerisation and technology over the next 20 years.

    The report highlights that Science, Technology, Engineering and Maths (STEM) subjects are critical in the jobs that are going to benefit, or be created, by that technological change.

    Finding the right courses

    Sadly for Australia, and most of the western world, STEM courses are deeply out of fashion with students preferring to study in business related courses such as accounting, commerce and law.

    As PwC flag, those industries are at risk with accounting at the top of the list for job losses.

    Australian-industries-expected-to-be-disrupted-pwc

    On the other hand, PwC forecasts professions in health, education, personal care and – worryingly – public relations will be in increased demand. Something that may underestimate the effects of technology on those industries.

    Competing with STEM

    PwC’s main contention is that economies which want to compete in the new economy are going to need more STEM graduates.

    The shift to STEM education is something the OECD highlighted in its recent report, OECD report How is the Global Talent Pool Changing?

    In their report the organisation forecast that the number of students studying around the world would increase from 130 million today to 300 million by  2030 with all of that growth being in Chinese and Indian STEM courses.

    Already that science and engineering emphasis is clear in today’s numbers.

    OECD-graduates-by-field-of-education

    To counter the drift away from STEM courses among students, PwC suggests a campaign to engage young people while they are still at junior school.

    The Australian conundrum

    Sadly, that’s unlikely to work in Australia given the nation’s economy is built upon property speculation driven by the wealth effect of rising real estate prices.

    Two nights before the PwC report one of the highest rating shows on Australian television came to its 2015 finale. The Block, which features couples renovating and flipping properties, finished its season the apartments being sold at auction at record prices and the contestants pocketing between 600 and 800,000 dollars for a few month’s work.

    For young Australians the message from their parents and society is clear; don’t innovate, don’t create, just buy as much property as you can afford.

    In the US on the other hand, the business heroes are the builders of new enterprises; people like Steve Jobs, Elon Musk, Bill Gates, Mark Zuckerberg and the founders of Google.

    Other countries like Israel, India and China, are aspiring to be the next generation of tech leaders. That’s what’s necessary to build a dynamic economy.

    Creating enduring jobs

    As the PwC report claims, “the jobs most likely to endure over the next couple of decades are ones that require high levels of social intelligence, technical ability and creative intelligence”

    Harnessing that combination of social, creative and technical intelligence is going to be one of the challenges for all economies in a decade of change.

    Getting the supply of STEM skills right will be essential for success for all countries at a time when digital technologies will drive most industries.

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  • 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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  • How the cloud killed the CIO

    How the cloud killed the CIO

    In Technology Spectator today I have a piece on cloud services and how the promise of high reliability threatens the IT manager and Chief Information Officer.

    This shift is the same change that’s affected the IT support industry, as technology becomes more standardised and a commodity the need for specialist support and management becomes unnecessary.

    In many respects this is similar to a hundred years ago where most factories had their own power plants providing electricity, steam or bel power to drive the machinery.

    As mains power became common and reliable, businesses no longer needed specialist staff to ensure the power flowed.

    While much of today’s commentary focuses on the CIO role evolving, it may well be the position is redundant.

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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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