Revolutionary Measures

The Year of Code – switch it off and on again

I’m a passionate believer in getting more people to learn to code. Like a lot of those my age I grew up with a ZX Spectrum and learned basic programming on a BBC Computer at school. Not only did it reap benefits then (my horse racing game was a triumph, albeit not a financial one), but it gave me an idea of how computers worked that removed any fear of them when I went into the workplace.

English: Sinclair 48K ZX Spectrum computer (19...

And, as my career in PR has progressed, more and more of what I do has a technical element to it – whether that is getting a WordPress site up and running or stitching together data from different tools to measure the impact of campaigns. Not understanding technology or being unable to use it would significantly impact my productivity and my overall job prospects.

When I look back, comparing my childhood to now, the world has changed dramatically. On the plus side we’re now in an era where geekiness is cool and entrepreneurs are celebrated for their ideas. But the opportunities we have to code have been lessened – rather than ZX Spectrums we have gaming consoles that cannot be programmed, except by studios with multi-million pound budgets. Yes, we have the iOS and Android ecosystems where anyone can create an app, but the majority of us are consumers, not programmers.

Clearly there’s a need for change, and initiatives such as the Raspberry Pi and the inclusion of coding in the National Curriculum from September are helping accelerate this. However the fiasco that is the government-backed Year of Code project is an unwelcome bump in the road to the future. For those that haven’t heard of it, the Year of Code is supposed to be an umbrella organisation to encourage everyone to learn to code in 2014.

Unfortunately so far it appears to be a PR-led initiative to muscle in on the work that is already being done. Backed by venture capitalists, and the TechCity community, its main claim to fame is the ill-fated appearance of its executive director Lottie Dexter on Newsnight, where she earned the ire of Jeremy Paxman by admitting that she didn’t actually know how to code. More importantly it appears to have alienated many people who have been working in the space for years by simply not recognising what has already been done.

And, judging by its website, apart from a promotional film (warning – contains footage of George Osborne) and a commitment to “banging the drum for all the fantastic coding initiatives taking place over the course of year and helping many more people engage with technology and access important training opportunities,” it isn’t actually going to do much that is concrete. Essentially it is PR spin on a serious subject, trying to take the lead in the same way as the government has decreed that TechCity is the only viable tech cluster in the UK. It is jumping on a bandwagon and trying to take the reins from those that know what they are doing.

Coding is essential to our competiveness and the future of our children – it is simply too important to be left to a slick marketing machine that is imposed from the top down. Time for the Year of Code to be switched off and then on again to remove the bugs from the system.

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February 19, 2014 Posted by | PR, Startup | , , , , , , , , , , , , , , , | 2 Comments

The Cambridge Cluster – what’s missing?

Cluster (IA)

As I’ve said before, startup clusters are springing up all over the place and that’s great. There’s even one in my village (population 3,000) – well, two startups and a group of support services, including myself.

Clusters encourage innovation, particularly through external economies of scale – i.e. by providing access to the people, resources and infrastructure that startups need but don’t have themselves. And the more startups there are in an area, the lower the price of these services as they are shared across a greater number of companies.

A lot of these clusters seem to be driven from outside, particularly as both central and local governments realise that startup clusters are (a) sexy and (b) cheap. Why not give them a small pot of money/some space/a patronising visit to show you’re supporting innovation?

So, putting cynicism aside, what does a startup cluster require – and how does Cambridge measure up? I’ve been looking at Brad Feld’s work on building a startup ecosystem, based on 20 years experience in Boulder, Colorado. The aptly named Boulder Thesis highlights four things that these communities must have:

  1. They should involve entrepreneurs and feeders (people/institutions like universities, government, venture capitalists, lawyers, PR people). BUT they have to be led by entrepreneurs if they are to truly take off.
  2. Long term. It can take 20 years to build a community, so entrepreneurs need to stick around, even if they’ve built and sold their company long ago. And the same goes for those that fail – encourage them to stick around.
  3. They need to be inclusive, welcoming anyone, no matter what their skills or ideas.
  4. They need to be active, with a range of events and accelerator programmes to help encourage and nurture startups.

That’s Boulder. Let’s compare it to Cambridge.

Firstly there’s a large community of entrepreneurs and feeders in the city (so a tick there) and entrepreneurs are taking a leading role. And given the longevity of the Silicon Fen success story there are plenty of long term entrepreneurs who have stuck around, from Hermann Hauser to Mike Lynch.

It’s the third and fourth points where I believe Cambridge has issues. Don’t get me wrong, there are some incredibly welcoming people in the Cambridge community and some great events/accelerators that nurture startups. But, perhaps because of the size and depth of the community, spanning everything from medtech to green IT, groups can appear disconnected, with everyone focused on their niche. Some of this may come from the research-led nature of many Cambridge innovations, but, even in academia, cross-discipline working is becoming more normal after centuries of specialism. Compare this to places such as Norwich, which has a smaller (but still substantial) startup community that seems more cohesive, with greater communication between disparate companies with radically different ideas.

What Cambridge does have, and that I think is missing from Feld’s thesis, is the combination of new and old blood. The universities, and increasingly tech businesses, attract talent, much of which stays on and contributes to the ecosystem. But enough leaves to make space for new ideas so that things don’t go stale.

So, in true end of term report style, Cambridge needs to try harder when it comes to building a cohesive, overarching supercluster. It has the constituent parts, but what is needed is stronger glue to stick it together and help connect the bigger picture. Let’s see if 2014 brings a solution to this long term problem.

December 11, 2013 Posted by | Cambridge, Startup | , , , , , , , , , , , , , , , | 5 Comments