Revolutionary Measures

Should Apple Watch out?

After announcements last year, this week saw the launch of the first Apple Watches, although they won’t go on sale until 24 April. The cutely named Spring Forward event saw the tech giant reveal all 38 models, which will range in price from £299 (for the sport model) to £8,000+, depending on screen size, design and whether you want it in 18 carat gold.English: The logo for Apple Computer, now Appl...

More importantly Apple showed a selection of the apps that it expects to drive demand for the device. You can make touchless payments, receive phone calls, open a compatible hotel room door (rather than using a keycard), and remotely open an internet-connected garage door (no, I don’t have one of those either). However for a large number of functions, such as messaging, GPS tracking and making phone calls you’ll need an iPhone 5 to run alongside your new watch.

Apple is not a stupid company and has grown to be the biggest quoted business in the world by revenues through reinventing the music and smartphone markets. It hired former Burberry chief executive Angela Ahrendts to head up its online and physical stores, partly to help its move from technology into fashion with watches. I remember loudly proclaiming that the iPad would never catch on due its innate pointlessness, and now I rely on it every day. But I still see some serious challenges to the Apple Watch attaining critical mass. Here are four of them:

1. Price
The cost of the Sport model begins at £299, with prices for the mid-tier Watch version starting at £479. To me, this is a lot of money to spend on a watch, even one that looks as sleek as the

Apple device. And for £900+ you can buy a low-end TAG Heuer, that you know will last for a long time without needing to be upgraded as software advances. Yes, millions of people have iPhones, but the vast majority got them on subsidised deals that meant they didn’t have to fork out close to the real sales price. A better comparison is the similarly priced iPad, which has seen sales slow as the market becomes saturated over time. Therefore predictions of sales of 60 million seem excessive, with the market much more limited than that.

2. Does it do anything different?
Anyone of a certain age who saw or read Dick Tracy loves the idea of using their watch to make a call, even if it is to the office rather than for police back up. But Dick Tracy didn’t have a smartphone, which can do pretty much everything a watch can do – and more besides. And as Apple has said, you’ll need to retain your iPhone to provide many of the functions that can’t be squeezed into the watch. Admittedly the iPhone is getting bigger, making it more difficult to use for things such as contactless payments, but equally the watch could be seen as too small for many other activities.

3. A whole new market
Apple has always been known for its design excellence, and the Watch appears to be equally stunning, admittedly with a bulkier face than a traditional wristwatch. Hiring Ahrendts also points to a desire to bring in luxury marketing nous to help it move into a different sector, where factors outside technology excellence and cool apps could be more important. Can it become the fashion accessory that everyone wants? In the ultra-competitive watch market it will be difficult, though expect Apple to try to jump the chasm from geek to cool.

4. Battery life
Watch batteries traditionally last for years. In contrast iPhones provide just hours of charge, depending on how much Candy Crush you are actually playing. So the news that the Apple Watch will keep going for 18 hours is disappointing to say the least (although the company says that it will continue to show the time for up to 72 hours after that). Essentially consumers will need to charge the watch every night, plugging it in alongside their iPhone ready for the morning. It just reinforces that this is a technology product, rather than something you wear, and is bound to put some people off.

I could be as wrong about the Apple Watch as I was about the iPad, but to me, despite the hype, it won’t move beyond being a niche product for fanboys and girls who want to pair it with their latest iPhones. For me, if I had the spare cash I’d buy a TAG instead and leave technology to my phone……….

March 11, 2015 Posted by | Marketing, Startup, Uncategorized | , , , , , , , , , , | Leave a comment

How smart can a smartphone get?

If you needed evidence of the growth of the smartphone market and its move into every part of our lives, then this week’s Mobile World Congress (MWC) provides it. It wasn’t that long ago that the event was dominated by network infrastructure companies, but now it is essentially a consumer electronics show in all but name. And one that looks far beyond the handset itself. Ford launched an electric bike, Ikea announced furniture that charged your smartphone and a crowdfunded startup showed a suitcase that knows where it is and how much it weighs.

English: Steve Jobs shows off the white iPhone...

Five years ago none of these companies would have even thought of attending MWC – and it is all down to the rise of the smartphone. It is difficult to comprehend that the first iPhone was only launched in 2007, at a time when Apple was a niche technology player. It is now worth more than any other company in the world and 2 billion people globally have an internet-connected smartphone. By 2020 analysts predict that 80% of the world’s adults will own a smartphone.

As any honest iPhone owner will freely admit, they may be sleek, but they are actually rubbish for making and receiving calls. What they do provide is two things – a truly personal computer that fits in your pocket, and access to a global network of cloud-based apps. It is the mixture of the personal and the industrial that make smartphones central to our lives. We can monitor our own vital signs, and the environment around us through fitness and health trackers and mapping apps, and at the same time access any piece of information in the world and monitor and control devices hundreds or thousands of miles away. Provided you have a signal……….

Essentially the smartphone is a universal platform that companies can build on – whether it is a disruptive taxi business (Uber) or completely new ways of dating such as Tinder and Grindr.

So, based on what is on show at MWC, what are the next steps for the smartphone? So far it seems to split into two strands – virtual reality and the Internet of Things. HTC launched a new virtual reality headset, joining the likes of Sony, Microsoft, Samsung and Oculus Rift, promising a more immersive experience. Sensors to measure (and control) everything from bikes and cars to tennis racquets are also on show. The sole common denominator is that they rely on a smartphone and its connectivity to get information in and out quickly.

It is easy to look at some of the more outlandish predictions for connected technology and write them off as unlikely to make it into the mainstream. But then, back in 2007, when Steve Jobs unveiled the first iPhone, there were plenty of people who thought it would never take off. The smartphone revolution will continue to take over our lives – though I’m not looking forward to navigating streets full of people wearing virtual reality headsets who think they are on the beach, rather than on their way to work…………

March 4, 2015 Posted by | Creative, Marketing, Startup, Uncategorized | , , , , , , , , , , , , , , , | Leave a comment

Publish and be damned

The old saying is that everyone has a book in them – it is just a question of sitting down, writing it, finding a publisher, marketing and then selling it. That used to be the hard part but technology is changing this, making the whole process easier. No wonder that UK publishers released 184,000 new and revised titles in 2013 – the equivalent of 20 books an hour, which means the country published more books per inhabitant than any other nation. In the US 1.4m print books were released in 2013 – over five times as many as 2003. That figure excludes anything self-published, pushing the total up even further.

English: The second generation Amazon Kindle, ...

 

So, what is driving this growth – and what does it mean for publishers? There are essentially four ways technology is making the writing and publishing process easier:

1          Writing and editing
The platforms for editing and proofing manuscripts are now predominantly online. This makes it easier for a single editor at a publishing house to work with multiple authors, and also allows the different parts of the process to be subcontracted to copyeditors, designers and proof readers.

2          Publishing the book
The rise of ereaders like Amazon’s Kindle mean that books don’t physically need to be printed. This speeds up the publishing process as it removes the sole manual, mechanical and time consuming part of it – getting ink onto paper. Technology is also changing physical printing, with short runs a lot more feasible due to digital printing.

3          Distribution channels
The rise of ecommerce has decimated high street book shops, and has concentrated power in the hands of online retailers. Whatever the consequences for the public, this makes the job of authors easier as they can promote their book and simply direct potential buyers to Amazon. If they route them through their own website they can even collect affiliate fees. No need to keep an enormous box of books in the spare room and then laboriously pack and post each one to fulfil an order.

4          Marketing
With this increased competition from more and more new titles, the job of an author is now more about marketing than ever before. As this piece in The Economist points out, authors have to be much savvier about the different ways of promoting their tome, from gruelling book tours to ensuring that it is stocked/sold in the right stores to make particular bestseller lists. A lot of this comes down to brand – if you have built up a following and people know who you are, it gives you a headstart in shifting copies. Hence the enormous number of ghost written celebrity biographies released every Christmas and the high sales of books ‘written’ by Katie Price.

Social media gives the perfect opportunity to develop that brand, before putting pen to paper. Promotion of Ann Hawkins and Ed Goodman’s excellent New Business: Next Steps, a guide to developing your fledgling business, was helped by the community and following the authors had previously built on social media. Cambridge Marketing College (CMC) is self-publishing academic books, based on its existing reputation, large numbers of alumni and the shrinking costs of digital printing. Due to its ongoing courses, CMC knows where there are gaps in the market for textbooks, and can therefore exploit them. The key points here are that the brand and following were created first, rather than trying to launch a book and create a buzz from scratch at the same time.

The changing market also begs the question – do we need publishers anymore? After all, the costs to publish a book, either physically or digitally, are much lower than ever before. This means that publishers need to up their game, adding value across the entire process and embracing digital techniques to help find and promote authors, crowdsource ideas and use technology to push down their costs. Otherwise smaller publishers without a defined niche risk being pushed aside by well-developed brands that can use technology to find gaps, develop the right content and market it professionally. The publishing market is changing rapidly – the only sure thing is that the number of new titles will continue to rise.

February 25, 2015 Posted by | Cambridge, Marketing, Social Media | , , , , , , , , , , | Leave a comment

Would we Like a social media election?

We’re now well into the General Election campaign and commentators are examining which media politicians are going to use with engage with voters. I’ve already talked about the debacle around the televised debates, which David Cameron is doing his best to scupper, but what of social media?

Rt Hon David Cameron, MP, Conservative Party l...

Rt Hon David Cameron, MP, Conservative Party leader, during his visit to Oxfam headquarters in Oxford. Full version. (Photo credit: Wikipedia)

Predictions that the last election would revolve around social media were wide of the mark, proving less like Obama’s #Yeswecan campaign and more akin to a series of embarrassing mistakes perpetrated by politicians and their aides who’d obviously never used Twitter before. This has continued with further gaffes, such as ex-shadow attorney general Emily Thornberry’s patronising tweet during the Rochester and Strood by-election that cost the Labour frontbencher her job.

However, there are already signs that social media will pay a bigger role in this election. For a start, social media is a good way of reaching the core 18-24 demographic that is currently disengaged from politics. 56% of this age group didn’t vote at the last election, so winning their support could be crucial in a contest that is currently too close to call.

We are also in an election where the core support of the traditional big two parties is being swayed by the rise of UKIP, the SNP and the Greens. So, rather than just appealing to floating voters in a certain number of swing seats, the Conservatives and Labour both need to demonstrate to their supporters that they understand their concerns and have policies to win them over. This means that they are likely to be more aggressive than in the past, judging that alienating the middle ground is a price worth paying for retaining traditional voters.

How this plays out generally will be fascinating, but what can social media provide? Early indications suggest there are six areas where it will be most used:

1. Attacking the opposition
Unlike offline or TV advertising, social media is largely unregulated. Which means you can get away with more online – for example, the Tory party is financing 30 second pre-roll “attack” ads on YouTube the content of which would be banned on TV. Given the desire to reassure core voters, expect tactics like this to be used even more as the campaign unfolds.

2. Managing the real-time news cycle
CNN brought about the 24 hour a day news cycle. Twitter has changed that to give minute-by-minute, real-time news. Stories can gain traction incredibly quickly, and fade with the same speed. Parties will therefore look to try and control (or at the very least manage) social media during the campaign, monitoring for trends that they can piggyback and starting stories of their own. And given that the media will also be monitoring what politicians are saying, expect a rash of stories with a shelf life of minutes and hours, rather than days and weeks.

3. Reaching voters
One of the most powerful parts of social media is the demographic profiling it provides advertisers with. This means that spending on advertising can be extremely targeted towards potential supporters, with little wastage. Figures obtained by the BBC show that the Tories are on course to spend over a million pounds on Facebook during the course of the election, based on current activities. Of course, reaching voters is one thing, the next step is to actively engage with them, starting conversations, listening and responding to their concerns. That takes time and skill, so expect a lot of effort to be thrown at content and conversations.

4. Monitoring voting patterns
There’s a lot of excitement about Big Data, and in particular how you can draw insights from the conversations happening on social media. Party strategists will be able to monitor what is trending on networks, and then use this feedback to evolve or change their strategies to focus on areas that are resonating with particular groups. However this sort of monitoring is still in its infancy, so results will need to be cross-checked before parties decide to do a U-turn on key policies.

5. Amplifying success
Third party endorsement is always welcome, so politicians will look to share and publicise content, such as news stories, that position them in a good light, and also encourage their supporters to do the same. This has already happened with celebrity interviews with the likes of Ant and Dec and Myleene Klass. However, as journalist Sean Hargrave points out, the Tories have a problem here – much of the right leaning media (The Sun, The Times and Daily Telegraph) are behind full or partial paywalls, making sharing difficult. In contrast the likes of The Guardian, Mirror and Independent are completely free and design content to be as shareable as possible. That just leaves the Tories with the Daily Mail……..

6. Making it bitesize
Like any modern digital campaign, the election will run on content. And to appeal to time-poor voters it will need to be carved up into bitesize chunks, such as blogs, Vines, Tweets and Facebook posts. Politicians are meant to be masters of the soundbite, so this should be just a question of transferring their offline skills to the digital world.

Social media will definitely be more of a battleground at this election, if only because more people are on Twitter, Facebook and other networks compared to 2010. Parties and politicians will look to adopt the tactics above, but with varying degrees of success. Some, such as those that have been engaging with voters for years, will do it well, but expect more gaffes from those that don’t understand the difference between a public tweet and a private direct message and decide to show the world pictures of their underwear…………or worse.

February 18, 2015 Posted by | Marketing, PR, Social Media | , , , , , , , , , , , , , , , , , , , | 1 Comment

Are we a Tech Nation?

According to a new report, more and more of us are working in digital technology companies. Research led by Tech Nation has found that 1.46 million people (or 7% of the workforce) are employed by more than 47,000 digital companies across the UK – and of these just 250,000 are working in inner London. 74% of digital companies are located outside London.technation

To put that in perspective, according to other government figures, agriculture employs 535,000 workers, construction 2.2 million and manufacturing 2.6 million. So nearly three times as many people tend computers instead of animals. Heartening stuff, and a welcome antidote to some of the more extreme London-oriented digital stories seen in the media.

The highest density clusters in the report are Brighton & Hove, Inner London, Berkshire (including Reading), Edinburgh and Cambridge, while the highest rates of digital employment are in London, Bristol and Bath, Greater Manchester, Berkshire and Leeds.

It is easy to be cynical about the timing of the government-backed report, with an election coming up fast. I’d also query the definition of ‘digital’ – my PR business makes it in, which seems to show a wide classification range (not that I’m complaining). The headline findings that certain sectors have more digital companies than the national average (Brighton 3.3x, Cambridge 1.5x, for example), is interesting, but needs to be put into context. Brighton employs 7,458 people in digital, out of a population of 155,000 – under 5% compared to other clusters that potentially have a greater proportion of digital workers.

But what is more interesting is how the research reinforces the importance of clusters. Statistics include:

  • 77% of respondents have a network of entrepreneurs with whom they share experiences and ideas. This rises to 90% in Cambridge.
  • 54% believe their clusters help attract talent (65% in Cambridge).
  • 40% believe their cluster gets them access to affordable property (such as science parks or co-working spaces).
  • 33% believe their cluster helps attract inward investment
  • For Cambridge, access to advice and mentorship was seen as twice as important to growth than nationally (scoring +100%), and the positive perception of the Cambridge brand (+62%), was also a key driver for expansion.
  • Issues highlighted in Cambridge include poor transport infrastructure (scoring -111% compared to the UK average) and lack of available property (-31%).

This clearly demonstrates that to succeed and grow, tech businesses need to be part of an ecosystem that provides support, the right conditions to start (and grow) and that more and more of these are springing up across the UK. Nurturing a cluster takes time, so everyone involved, from local government to academia and investors have to think long term if they want to develop a tech ecosystem in their area.

What I’d like to see is companies and regions use this report as a starting point to build closer ties. Firstly, any businesses that feel they’ve missed out need to get on board and be given the chance to be added to the report. This is vital to keep it as a living, interactive document that maps changes over time.

Secondly, local government and organisations need to take a look and make sure that they are reaching the companies in their area, and providing them with the conditions for growth. At the very least local networks (or in their absence, local councils) should be making digital companies aware of their existence, and what they can do to help them. That way more sub clusters will form and grow, strengthening the overall picture.

I don’t think we’re yet the full Tech Nation that the report and research promises, but we’re definitely on the way – we therefore need continued focus and investment if we’re going to move forward, across the country.

February 11, 2015 Posted by | Cambridge, Startup | , , , , , , , , , , | Leave a comment

Education, education and skills

This week the election campaign has been focusing on education, with the Conservative Education Secretary, Nicky Morgan, promising that every child leaving primary school must know their times tables up to 12 and be able to use correct punctuation, spelling and grammar. It follows her predecessor, Michael Gove, revamping the history curriculum to ensure that pupils know about key dates in British history – a move that some saw as a return to Victorian rote learning of facts.

English: British school children in London, En...

English: British school children in London, England (Photo credit: Wikipedia)

Morgan complains that Britain has slumped in international education league tables, and has vowed to move the country up in rankings for maths and English. But ignoring the fact that children are already tested on times tables, I think she’s missing the point about modern education and the skills it teaches. Of course, children should know their times tables, and be able to read and write. These are basic skills that everyone should have.

But we are in an era of enormous change, and the skills that the workforce of tomorrow requires will be very different to those of today. Increased globalisation, the advent of the knowledge economy and greater technology are impacting on all jobs. Previously safe, middle income management occupations will be broken into smaller chunks and either computerised or outsourced, hollowing out the workforce so that what remains are high end, knowledge-based roles or more menial tasks.

What we need to do is prepare our children for this world by helping them to develop the skills that they require to work in this brave new world. A large proportion of today’s pupils will end up working in jobs that don’t currently exist, so you need to focus on three areas:

1. Learning to learn
Rather than simply teaching facts and tables, you need to instil in children the skills they need to keep learning. These range from problem solving, resilience and working as a team, to ensuring they have inquiring minds and are always pushing themselves.

2. Lifelong learning
Alongside learning to learn, everyone needs to understand that education doesn’t stop when you leave school or university. Whatever field you are in, you’ll need new skills as your career evolves, so it has to be seen as natural to keep learning. The days of working for the same company for ever are long gone, and the days of working in the same role throughout your career are going the same way. So, people will have to make radical moves into new industries and careers, and that will require ongoing investment in learning new skills.

3. Technology
The UK government has re-introduced coding to the school curriculum, which is a major step forward in ensuring that everyone has the basic skills needed to understand and work with technology. While most jobs have required IT for a while, the spread of software into every corner of our lives means that those who understand and program computers will have a big advantage over those that just use them to type emails or surf the net. I’d like to see more government investment in coding for all, alongside schools, so that everyone learns the skills they need.

Don’t get me wrong, it is a laudable aim that every child should leave primary school knowing that 12×12 is 144 and how to use an apostrophe. But we need to be teaching our children a lot more than that if we want to nurture a workforce of self-starting, motivated and problem solving adults that can drive innovation and wealth for the country and wider society.

February 4, 2015 Posted by | Creative, Startup, Uncategorized | , , , , , , , , | Leave a comment

Building a tech cluster – the five key ingredients

Countries and cities across the world are busily trying to build tech clusters. Partly this is due to the sexiness of tech (expect the UK election to feature plenty of photo opportunities of candidates with startups), partly down to the fact that it seems easy to do, and a lot to do with the benefits it delivers to a local economy. In an era where technology is radically changing how we work, play and live, high value tech companies are always going to be prized.

English: Cambridge Science Park Trinity Centre...

But how do you build a tech cluster? It may seem easy to do on the outside – set up some co-working spaces, provide some money and sit back and wait for the ideas to flourish, but it is actually incredibly difficult. This is demonstrated by the diverging fortunes of the locations of England’s oldest universities – Oxford and Cambridge. As a recent piece in The Economist explains, over the last few years Cambridge has added more well-paid jobs, highly educated residents and workers in general than its rival. This prompted a visit last October to the city from an Oxford delegation, with the leader of Oxford City Council admitting that “Cambridge is at least 20 years ahead of us.”

Given the longstanding competition between the two cities, it is easy for people in Cambridge to sit back smugly, pat each other on the back and congratulate themselves on a job well done. However, a better course of action is to take a look at what is behind Cambridge’s success, and see what can be done to improve things. After all, there are startup and tech clusters around the world – competition is global – so there’s nothing to stop entrepreneurs setting up in Silicon Valley, Munich, Paris or London rather than Cambridge.

I see five factors underpinning the success of any tech cluster:

1. Ideas and skills
The first thing you need to build any business is obviously a good idea. Universities, particularly those involved in scientific research such as Oxford and Cambridge have plenty of these. But you need a specific type of person to be involved with the research – with a mindset that goes beyond academia and understands how a breakthrough idea can be turned into a viable business. You then need to be able to access the right skills to develop the idea technically, whether through commercial research or programming.

2. Support infrastructure
This is where Cambridge scores highly in being able to commercialise discoveries, through a long-established support infrastructure. The Cambridge Science Park opened in the 1970s, while the University has put in place teams to help researchers turn their ideas into businesses. Research-led consultancies, such as Cambridge Consultants, provide another outlet to develop ideas, as well as helping to keep bright graduates in the city. There is also a full range of experienced lawyers, PR people, accountants and other key support businesses to help companies form and grow.

3. Money
Obviously without money no idea is going to make it off the drawing board. Cambridge has attracted investment from local and international venture capital, and has a thriving group of angel investors, who can share their experiences as well as their funding. Due to the length of time Silicon Fen has been operating, investment has been recycled, with successful exits fuelling new startups that then have the opportunity to grow.

4. Space to expand
Cambridge is a small city, and the combination of its green belt, lack of post-industrial brownfield sites and an historic centre owned by colleges, puts a huge pressure on housing stocks. As anyone that lives in Cambridge knows, house prices are not far shy of London – but spare a thought for Oxford residents. In 2014 an Oxford home costs 11.3 times average local earnings, nearly double the British norm of 5.8 times. Additionally, as The Economist points out, there is space outside the Cambridge greenbelt for people to build on, with South Cambridgeshire Council, which surrounds the city, understanding the importance of helping the local economy. In contrast, Oxford has four different district councils, and a powerful lobby of wealthy residents who want to keep their countryside pristine, hampering housing development. That’s not to say that Cambridge is perfect, far from it. More can be done to improve transport links to reduce commuting time and to spread the benefits of Cambridge’s economic success.

5. Champions
Ultimately tech clusters are judged by the success of the companies they produce. And Cambridge, partly due to the longevity of the cluster, has created multiple billion dollar businesses, from ARM to Cambridge Silicon Radio. This not only puts the area on the map for investors, but attracts entrepreneurs who want to tap into talent and spawns new businesses as staff move on and set up on their own. You therefore see sub-clusters in particular areas of tech develop as specialists use their knowledge to solve different problems. This then further strengthens the ecosystem.

Tech clusters are slow to build and can’t be simply willed into existence by governments opening their wallets. They need patience, a full range of skills and co-operation across the ecosystem if they are to grow and flourish – as the relative fortunes of Cambridge and Oxford show.

January 28, 2015 Posted by | Cambridge, Creative, Startup | , , , , , , , , , , | 1 Comment

Will Facebook at Work work?

Last week, Facebook launched Facebook At Work, its latest attempt to bring the social network into the enterprise business mainstream. Cue lots of commentators prophesying doom for the likes of LinkedIn as the social networking behemoth pushed into the world of work.

Facebook logo Español: Logotipo de Facebook Fr...

On a closer look, LinkedIn shouldn’t be too worried, as Facebook At Work is more about collaboration and sharing inside an organisation, rather than looking for new jobs outside the office. In fact it is more of a rival for the likes of Yammer and Huddle.

The other point to note is that this isn’t the first time that Facebook has tried to embrace the enterprise. Back in January 2011, Mark Zuckerberg launched BranchOut, then touted as a rival for LinkedIn. This built a network on top of your Facebook contacts and aimed to find and match you with job opportunities. BranchOut seems to be still going, but is now billed as “letting people capture and share everyday moments in the workplace through photos, news and updates.” While it claims 30 million users, compare that to the 300m+ who have profiles on LinkedIn.

The other factor to bear in mind is the notorious difficulty of getting mainstream workers to adopt collaboration tools, no matter how compelling the user interface or functionality. I remember trying to introduce an intranet into a relatively small organisation and just giving up as no-one wanted to use it, despite the benefits it brought.

So why is Facebook trying again? I can see three benefits for the company – though at least one of them has nothing to do with work……….

1. Add more subscribers
Facebook claims over 24 million active daily users in the UK. This sounds impressive, but that is less than half the population. Obviously some of these holdouts are children, but I’d guess that a fair number are actually the very workers that Facebook At Work is aimed at. While you can keep your Work and personal Facebook accounts separate, I’m sure the company is hoping that a fair proportion of those using the platform in the office will be seduced into setting up a profile for out of hours use. So the social network will get an influx of new members, with the corresponding demographic data and potential revenues that this adds.

2. Easy to use interface
As I’ve said getting workers to use collaboration tools can be like pulling hen’s teeth. But for those already on Facebook I wager that the new At Work interface won’t be very different, encouraging its adoption. This, rather than functionality, will probably be the strongest selling point, when Facebook starts encouraging business use.

3. Spoiling for a fight
While LinkedIn has been successful in many areas, there’s still a huge opportunity in the market. LinkedIn members at present tend to be in professional roles, with a large part of the world of work un-networked. The company itself realises this and is adding a wider range of job ads for roles such as checkout operators and delivery drivers, often directly linked from employer’s websites. Coming from the personal social network space, Facebook believes it can also fill this gap, with the first step being to get within the enterprise and cosy up to HR people through bridgehead initiatives such as At Work.

The benefits for Facebook are clear, but with the network effect being less important for businesses, I’m not sure what the advantages are for the enterprise. Worries about the confidentiality of documents have already been raised, and it would take some strong policing to avoid people slacking off and reading their personal Facebook timelines rather than collaborating internally. Watch this space to see if Facebook can move into the enterprise at its second attempt.

January 21, 2015 Posted by | Creative, Social Media | , , , , , , , , , | Leave a comment

Moving back to a medieval economy?

Map of medieval Rome depicting the Colosseum.

Map of medieval Rome depicting the Colosseum. (Photo credit: Wikipedia)

My very first blog post, four and a half years ago, talked about how social media had parallels with how people worked in medieval times. Essentially as a worker you attracted business through personal recommendation – do a good job and you’d get more work. Do a bad job for the Lord of the Manor, and you could well be clapped in irons. The industrial age changed all that, with companies mass producing goods or services and the personal link disappearing from many professions. No-one knew if you’d done a good job in your cubicle –the chance to express your individuality was simply not there in a lot of sectors.

In the same way that social media is changing how we interact with companies and how they market to us, the internet is also changing how we work. As a recent piece in The Economist pointed out, we’re increasingly becoming a freelance-based economy, with skilled workers now available on tap to complete specific tasks, with no need to employ them full time. Figures from the Freelancers Union claim that 1 in 3 members of the American workforce do some freelance work.

The internet and smartphone apps mean a business can now find someone to do everything from research a new product to provide legal advice or consulting. Many routine tasks, even in knowledge-based businesses, can either be outsourced or digitised, so why go to the trouble and expense of employing someone to do it? And for those businesses that worry about quality, the platforms that deliver these people will have vetted them and you can read reviews from previous customers.

This is going back to the medieval model – with skilled artisans and craftspeople available to work directly for their end customers, rather than toiling in a factory or office for a regular salary. On the plus side, it delivers freedom and flexibility to those with the right skills. On the other hand, the vast majority of the medieval working population were itinerant labourers, turning up where there might be a job and hoping they’d get picked. Essentially, not much different to a modern zero hours contract, which is the flipside of the freelance economy.

There’s also multiple other challenges to address, both for freelancers themselves and the wider country. I know that as a freelance it is up to me to market myself, provide for my own retirement, sort out my work financial affairs and keep my skills up to date. If I don’t work, through illness or holiday, I don’t get paid. All of these are things that previously my employer would have provided for me as part of the contract between us. For me, that’s not too much of an issue, but for others (thinking again of zero hours contracts), what happens when they reach retirement age without private pension provision? The state will need to provide, where previously an employer did. Education will have to teach people to think in new ways, so that they can pick up skills throughout their working life, rather than training them to do the same thing for their whole career.

The other challenge is that the freelance economy needs corporate businesses in order to survive. Firstly, it is where it recruits many of its members, who’ve got their training within a large organisation and then decided to strike out on their own. Working for a large company not only provides a positive endorsement of quality on a CV but also gives access to an ecosystem of potential assignments within the company and its peers.

Secondly, freelances need larger companies (and those that work for them) as a market. Whether it is selling to organisations that have a specific skills gap or providing on-demand services to the salaried (in the US you can get everything from food, to taxis (Uber) and home cleaning at the touch of a smartphone screen).

Take away this infrastructure and you remove the market and the skills – in fact, essentially moving back to the medieval model. The main difference is now, with the internet, you don’t just have access to your village carpenter, but potentially millions of them all over the world. Like any change there will be winners and losers, but it is important to look at the negatives as well as the benefits before we fully embrace the on-demand world.

January 14, 2015 Posted by | Creative, Marketing, Social Media, Uncategorized | , , , , , , , , | Leave a comment

The City and the Countryside

Forget city-based startup clusters, as, according to new government figures, the countryside is now the place to launch your business. The Department of Environment, Food and Rural Affairs (DEFRA) report points out that the rural population will grow by 6% over the next decade, with more people moving from cities to the countryside than vice versa. More businesses are starting in the countryside than in cities, and rural productivity is growing for the first time since the industrial revolution.

All very positive, leading to Environment Secretary Liz Truss to talk up the innovation within rural areas and point out that people will no longer have to commute to cities, but can work from home using newly deployed superfast broadband.

This all sounds incredibly positive, but as someone who lives (and works) in the countryside I can see four big issues that are holding back rural growth.

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Image – Peter Mooney via Flickr

 

1          Networking in a field
While there are more businesses being started outside urban areas, London is still the dominant place for startups, reflecting its position as the centre of the economy. One of the advantages that London and other cities/towns have, is a concentration of people and companies in a small space. This means that it is easy to network, partner and find suppliers to help you grow. Things are much more scattered in rural areas and it is more difficult to identify other companies. I only know about the two people in my village of 3,000 people running complementary businesses to my own because of chance meetings in the school playground. So, there needs to be more done to link rural businesses together in order to help them network.

2          Intermittent infrastructure
A lot has been made about the rollout of rural superfast broadband, and that is improving. But I still don’t have a 3G signal or decent mobile reception in my office, making it more difficult to work. Getting all communications channels right is vital if companies are going to set up and thrive in rural areas. The government has talked about addressing rural mobile “notspots” and this has to be a priority to help everyone in the countryside (not just businesses).

3          Transport by tractor
I’m obviously speaking personally about where I live but rail transport links to London are rickety and slow, while roads can be congested and prone to traffic jams. This means getting anywhere takes time – more time than it should. And, given that for a lot of businesses, including mine, you still need to get to London relatively regularly, this is a cost to doing business in the countryside.

4          Finding skills
Locating staff with the right skills to help your business grow is hard, wherever you are based. But it is much more difficult in rural areas due to the lack of networking and also that a lot of the best talent disappears off to cities and universities straight after school. That is perfectly understandable – but it does mean people don’t tend to return to the countryside until they are settling down and starting a family. This leaves a gap in the market when looking for bright, ambitious staff with some experience who are willing to learn. A lack of affordable housing doesn’t help persuade people to stay in the countryside either.

Don’t get me wrong, I love working in the countryside and contributing to a thriving rural economy. However, government needs to do more if it is to create sustainable, knowledge-based companies and that starts with investment in infrastructure, networking and skills.

January 7, 2015 Posted by | Cambridge, Marketing, PR, Startup | , , , , , , | Leave a comment

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