To be honest, I hate using the word digital. To me saying that a company is digital is about as useful as saying it runs on electricity. It’s what you do with digital technology to achieve your organization's goals that makes the difference. Digital should be part of the DNA of the organization and not a department, channel or role. Here are 5 simple tips will help drive success in your organization and make you a (digital) hero: 1. Identify and understand the problems This is so trivial but yet incredible important and frequently ignored. Companies, governments and other organizations try to solve problems without understanding them. The first step of solving any challenge, with our without technology, is to identify and understand the problem(s). I use plural because we often jump on the first problem when there are several. There's a myriad of great tools to identify problems including the 5 Whys, Customer Journey mapping, Customer Research, and more. 2. Be inspired and challenged by great people The honest truth is that most people are comfortable with what they have and know. The unknown and change is frightening. But to survive in the current competitive, fast-moving world we need to challenge ourselves to consider other points of view, think differently, and to change fundamentals. These are a few ways you can challenge yourself: • Follow people on Twitter and LinkedIn such as Tom Goodwin, Martin Lindstrom and Benedict Evans • Meet and hire partners that will challenge you (and don’t always agree) • Talk to the competition's customers (Tom Goodwin, 24 Jan 2018) 3. Always involve unbiased customers Another basic mistake too many organizations make is solving problems without involving the people that are intended to use it. For example launching a website without testing the concept, content and final design on the intended target audience or deploying an expense management tool without including employees in the evaluation and implementation process. Lack of time or cost are common excuses, but how much time and money do you lose when a website or software doesn’t achieve its goals? Always involve end users at every step of the way. Remember that colleagues or the boss are usually not representative of the end users. 4. Define clear success factors, measure and follow-up How do we know if we’ve achieved success if we didn’t define it in the first place? Many organizations have too generic or end-goal-centric metrics. The most common measures of success are revenue growth and cost savings. The challenge with these is that it’s usually not possible to measure success until e.g. 3-6 months after the project has been completed. A better alternative is to include success factors that can be measured throughout the project. For example user task completion rate, satisfaction and sticking to the MVP timeline. 5. Understand why Culture eats Strategy for breakfast Want to change the business or organization? Think that a new app, knowledge sharing system or HR website will achieve radical change? It won’t unless people want change. Ensure that every initiative to change has a plan to get buy-in from the organization including the grass roots. No. 3 above will help, but is not enough. Use these 5 tips in whatever you do and I can promise you a greater chance of success. Furthermore there’s a pretty good chance that the organization will consider YOU a digital hero. By Magnus Jern, DMI
First things first, this is not an attempt to excuse what Jamie did. Just an examination of some of the factors that might have been at play and what we can learn to stop ourselves from reacting badly to situations. I'm probably not the only one who was quite surprised to see Jamie Carragher in the media for the spitting incident which has at least temporarily stopped his career as a pundit. In his 508 Premier League games he was only sent off twice, a great record for a defender, and has never come across as someone who is prone to emotional outbursts. So what made him spit at the car containing a supporter from another team and what can we learn from it? Well it might surprise you to know, I don't have an inside line to Jamie so you'll have to make do with my assessment. How we react to incidents depends on many things but I just want to focus on three of them. Temperament Your temperament is your basic nature and it differs for all of us. Some people are unfailingly placid and never let anything get to them. Others are quick to anger or permanently grumpy. Temperament is semi-permanent although it can change with age. I'm currently going through the 'grumpy dad' phase although my children would probably tell you I've been that way permanently. If we're provoked, which is what appears to have happened in Jamie Carragher's situation, our temperament will be the baseline from which we react. Recognising that you have a temperament that makes you likely to react spontaneously can be the first step to adjusting your responses. It allows you to work on identifying the early signs of an emotional response and work out strategies to deal with it. I don't know what Jamie Carragher's temperament is like but his disciplinary record as a player and his public persona seems to suggest he wasn't prone to outbursts. Mood Moods are a form of emotional response but they last longer than 'pure' emotions and are less permanent than your temperament. They're less intense than emotions but more intense than our baseline temperament. Our mood can be affected by specific incidents which caused an emotional reaction but can also be affected by lack of sleep, nutrition and alcohol. So if you've had a number of emotional responses over the course of a few hours, they can alter your mood. Add in a lack of sleep and a disrupted diet and your mood can significantly worsen. Again I don't know how Jamie Carragher spent his day but as a pundit at a lunchtime fixture he probably had an early start, his mood will have worsened as the team he supports were beaten and he was then exposed to a prolonged situation that will have triggered the physical fight or flight response. We've probably all found ourselves in situations where a series of minor events, coupled with a lack of sleep has led to a less than optimal outcome. Emotion Emotional responses form in around 0.25 of a second and last for up to six seconds before they morph into feelings. Our emotions were designed to keep us alive and evolution hasn't really kept up with the changing world in which we live. Emotional responses can form independently of mood of temperament. If our body identifies something as a threat it might generate the emotion of anger or fear regardless of our mood or temperament. Emotions are linked with the release of chemicals into our bloodstream that change how we feel. Fear is associated with the stress hormone cortisol and also adrenaline while happiness is associated with chemicals like dopamine and oxytocin that make us feel good and 'together' with others. I suspect that Jamie had a number of emotional responses prior to spitting at the other car, each one releasing chemicals into his system until he lost control. Strategies While there might not be much we can do about our temperament, there are things that we can do to affect our mood and emotion. Smile The work of scientist Paul Ekman and others showed that certain muscle groups in the face are associated with certain emotions. If you can trigger those muscle groups you can change how you feel. I compete in ultramarathons and make a conscious effort to smile at people I see at checkpoints. When they smile back it reinforces the feeling and my body releases positive chemicals into my blood stream. At 75 miles into a race that can be a powerful thing. You may not be racing an ultramarathon or being confronted when you're driving your car but if you're in a bad mood and you're about to go into a situation where this will be counter-productive, then finding ways to smile can help. I find both this video and this video work for me. Emotions catch and finding ways to 'catch' more appropriate emotions can be effective. Be Curious About Your Emotions We all act based on our emotions but often aren't conscious about which emotions are at play. Being curious about how you are feeling and labelling your emotions can help you deal with the situation better. If Jamie had labelled how he was feeling when the other car pulled alongside him he'd have been more conscious about how that might play out. The more curious you are about your emotional responses the more aware you will be about what triggers certain emotions and how your body responds. That allows you to react more quickly. Ask Yourself Questions As you feel an emotion taking hold you can ask yourself how valid that emotion actually is. You can also ask yourself how other people might respond in that situation and what they might think about how you are beginning to react. Questioning forces the analytical part of your brain to become more active. This in itself can dampen the emotional response and help you regain control of the situation. We can never fully control our emotions but understanding our temperament and the mood that we are in can help us react better to our emotional responses. By Applied Influence Group
I love Google Translate. It was in August 2016, in Rio de Janiero, when our eyes first truly met. I picked up Google Translate on my iPhone at the 2016 Olympics, and it turned out to be a lifesaver. Alone in the city, it allowed me to get around the city without having to depend on anyone for help or wave my arms around helplessly. At Rio 2016, all the infrastructure and transport links were new, completed just days before the event. The venues were spread out, separated by vast distances in remote parts of the city. While the infrastructure in Rio was fantastic, the volunteers lacked the information beyond their immediate zones of operation. And the taxi drivers, a tourist’s fount of all knowledge worldwide, had very little spoken English. Google Translate solved all the communication barriers. Google Maps was a reliable guide to public transport links and travel schedules. When public transport links (with walking distance, travel times and changeovers) were inconvenient, low-cost Uber stepped in to make the journey simpler. But in December 2016, I was jilted in Tokyo. Although electronic language translators have abounded in Japan for a long time, tourists and locals were hardly using them in December 2016. You would normally only see them in more formal settings such as offices. Fast forward one year however, and everything has changed. It’s December 2017 in Nagasaki, Japan. On a holiday trip to the Shinkamigoto remote set of islands, 100km off Nagasaki, our taxi “concierge” host hands us a Huawei D-Tab tablet with a VoiceTra app to let us talk to our Japanese speaking driver for our sightseeing trip. By the end of the 3-hour tour, both the driver and I were using Google Translate text to speech natural language voice rendition on our phones. The Huawei D-Tab tablet was cast aside, no longer required. It was like swimming with the Babel-fish from the Hitchhiker’s guide to the Galaxy (by Douglas Adams, as any 80s kids out there will surely remember). Later that evening at our Ryokan hotel, both the staff and I again resorted to our phones to negotiate our late checkout, use additional hotel facilities and book our return taxi. Although I speak a little (survival level) Japanese, I have been travelling to and in Japan every year since 2007, and it’s only in 2017 that I noticed the widespread use of these translation applications, even in the remotest parts of the country. Google Translate as “an innovation” has become mainstream. A project that started in 2001, in 2013 Google Translate served 200m people per day By 2016, it was serving 500m. What has their journey to tell us about how innovation and entrepreneurial ventures succeed in the near future economy? I am first going to describe what these journeys now look like, and then get into what to look for as an investor, entrepreneur, in company innovator, corporate finance officer, or just interested in how the next big thing develops. The Odds Some innovations get adopted and make the mainstream. But even for successfully commercialised products i.e. the ones that we are likely to see in the market, the failure rate can be as high as 90% . And sometimes success can take decades… Acceleration. You may be familiar with the ‘S curve’ that follows the diffusion of innovation. This isn’t the right model for this type of new technology though. Adoption doesn’t slow down after a while, it accelerates, and looks more like this. Salim Ismail in the introduction chapter of his book Exponential Organisations, writes “we are experiencing a new breed of organisation that is scaling and generating value at a pace never before seen in business". The chart below shows the accelerating metabolism of the economy. The time taken to reach a billion-dollar valuation has decreased EIGHTFOLD in the last 20 years. The graph below completes the picture. This level of accelerating growth is only possible if the products and services these companies launch are adopted at an accelerating rate. A corollary to the rate of adoption is the reduction of price, (discussed later) and sure enough costs of some of these technologies have plummeted at an accelerating rate. For example • 3D Printer costs from $ 40,000 (2007) to $ 100 (2014) Scale: 400x in 7 years; • Industrial robots cost: $ 500,000 (2008) to $ 22,000 (2013) Scale: 23x in 5 years • Drones cost: $ 100,000 (2007) to $ 700 (2013) Scale: 142x in 6 years • Solar cost: $ 30 per kWh (1984) to $ 0.16 per kWh (2014) Scale: 200x in 20 years. “The diffusion and adoption rates for new technologies have risen over the years. The graph shows the number of years it took technologies such as electricity, television, and the Internet to be adopted by at least 25 percent of the U.S. population.” As shown in the graph below from the US census, wall street journal, reproduced by Marketrealist and the Startup Way by Eric Reis. Faster and ever faster For innovations that do become mainstream, the time for this adoption has been dropping, because companies can scale much faster than ever they could. as the scaling capacity of companies is no longer constrained by having to create and own the means of production. Entire value chains can be rented on demand. Global communications, 3D printing, elastic value chains, scalable cloud technologies and AI driven insights make all of this possible. The term used to describe the complexity of our environments, which impacts our ability to predict the future reliably (or at a minimum our success in it) is VUCA. VUCA stands for volatility uncertainty complexity and ambiguity and is used widely in strategy to set the context for scenario planning. Because we can’t predict the future and are less and less able to day by day as the world becomes more complex, business strategists work on many possible future scenarios as once as a set of experiments. Making one big bet on one possible future just means you are guaranteed to be wrong. This new technology ecosystem in this complex environment creates opportunities for well-funded start-ups and incumbent firms to innovate and create new services. In the beginning, a large number of firms (with their propositions) enter the market, and in this primordial soup, Darwinian evolution takes over. Only a few survive to create a dominant design. This phenomenon is not new; it happened in the 1900s in the automobile industry where at the peak in 1910, 275 automakers were producing and competing . Over the next 20 years there was a massive exit by failed firms and the big three emerged, getting up to 88% market share by the 70's. What is new however is the speed of this selection survival cycle. It is like an Elon Musk rocket. Product, pricing and product ecosystems Google Translate is free. As a tourist, with the use of offline dictionaries, one does not need roaming data or Wi-Fi to be able to use the service. It doesn't cost to download, it doesn't cost to update, and it doesn't force any other additional or hidden costs on you. Google translate as a product may not make money, its company Google (or parent Alphabet) makes truckloads, which brings us to our next point on ecosystems. An innovation is an invention (or doing something different), creating value (leading to adoption and scale) and a means of commercialising the success. Companies don’t survive by single products and services alone; they thrive on product and service ecosystems, where some free products are necessary to create the hook for paid services. The Google AdWords business would not have been the success it is today if Google search was a paid-for service. That is why Google search, with all its power of bringing the world’s information to your fingertips, is free to use. We see this practice in other industries. In education, business schools provide free online content. In consulting, the good companies publish reports for free, some better ones even share their “IP” . So, what of the other businesses that won’t survive the next few years? Obsolescence. Cigar butt businesses A Cigar butt business was a term coined by Warren Buffet as he describes businesses that have just one puff left. This is probably why his investments go to companies that he believes will exist for another 100 years. It is also why some of my close friends will lose large sums of money they have invested in AI-driven eLearning systems, where the number of survivors that eventually become dominant from the present primordial soup of intense competition will be a single digit fraction. Part 2: So what can we learn from this? How can we evaluate a new opportunity or an existing business idea? How are early stage investors guided? Innovation reinvented and adoption: We need to get beyond the mind-set that R&D or invention = innovation. Innovation is doing things differently that creates value, it’s the commercialisation, scale and adoption. Without adoption, it is a failed innovation, and there is a palette of innovation opportunity beyond product innovation (or it's narrower definition of disruptive innovation). The type of "innovation" a firm can deploy should vary based on whether it’s an incumbent or an entrant and whether the market is developing or mature. Work by Costas Markides and Geoffrey Moore in Inside the Tornado expands the palette of these innovation options. Each has a significant impact on adoption. Acceleration: The markets are driving the Darwinian process of tinkering, selection, adoption and survival of the fitter few. A large number of new firms enter these new market opportunities (AI-driven recruitment and candidate selection is a current example of the number of companies with offerings), and only a few remain as a dominant design, technology or player emerges. Firms wired for exponential growth are structurally different. They leverage the power of the crowd, algorithms, platforms, automation and AI at unprecedented levels. The strategic assets that companies have used in the past to protect their competitive advantage are the very assets that are becoming liabilities. New competition is increasingly asset light and uses collaboration and external ecosystems to compete. Salim Ismail and his team conducted a post facto analysis of the structural characteristics of firms who grow at 10x the industry average and developed a series of questions. An adapted version of a firm’s future potential for exponential growth is available here. Product advocacy and virality is a significant driver. I see it happening with Zoom, a web conferencing alternative to WebEx that is taking the world by storm and we have used it successfully with our clients and partners in Myanmar, India, Sri Lanka, and Oman (where most Voice over IP technologies are banned). We are big fans and have introduced it a dozen organisations including the World Bank. Being saved from Obsolescence: A good model is a seven-domain framework developed by John Mullins, in his book The New Business Road Test. We have used this model widely in our international faculty development programmes when partnering with LBS and NUS faculty. The model not only looks at the opportunity with its current potential but also asks vital questions about the business's sustainable advantage from IP, the creation of strategic assets, on-going innovation activities and process. It's a pre-emptive look at the future competition you can't spot today. Perhaps the most critical aspect is the evaluation of underlying economic models that will give the business the oxygen to reinvent itself over years to come. A healthier business has a higher chance to reinvest in innovation, experiment and create new markets. The latter is covered in Getting to Plan B by John Mullins. You can find links to resources including downloadable book chapters at the end of this piece. It is no wonder, why even ten years ago the overarching question on the future sustainability of the venture seven domain framework was “Why won't Google eat you?”. It was valid the and still valid today. That’s where the title of this blog came from. Freakonomics: Our prediction for the future. Most experts are wrong at predicting the future . McKinsey had famously estimated that market for mobile phones for AT&T was only going to be 900,000 units (AT&T subsequently lost out on a billion-dollar opportunity by not entering the mobile telecommunications space). And on the other hand, even a stopped clock is correct twice a day. Here is a small risk I will take in making this prediction. It is based on the work of Steven Levitt , an American economist known for his work in the field of crime, in particular on the link between legalised abortion and crime rates. His hypothesis (Donohue-Levitt hypothesis) is a hypothesised reduction in crime as a result of the legalisation of abortion (that happened a few decades previously) and not as a result of government intervention on managing crime in the present day. Even an economist of Steven's stature (voted in the top 4 living economists under the age of 60) has had his work come under criticism that his study was flawed . Here is my prediction. Japan will see a massive surge of tourism travel in the next 3-4 years. The administration will point to the Tokyo 2020 Olympics and associated promotional activity. I predict the not only a surge in tourism but also an entirely different enabling factor. The ubiquitous, free usage of Google Translate. Perhaps the only way to test that out is to observable adoption and use over the next five years. By Viren Lall, Managing Director, ChangeSchool
Upon reading the news headlines this morning, I was astounded to see this story detailing that one tweet from Kylie Jenner, a reality TV star, had knocked $1.3bn off Snapchat's stock market value. It begs the questions why did this happen and what could Snapchat have done to avoid it? Snapchat have recently made a controversial update to their interface that has divided opinion amongst its users. We see this with operating systems all the time in the work place too; be it with Windows, IOS, Microsoft Office etc, integrating updates and ‘improvements’ to existing solutions that people understand, is never without issue. When these updates occur, you usually get three general groups of people: those that are for it, those that are set against it and the largest group; the uncommitted to what side of the fence they fall into. When introducing anything new in business, one of its measures of success may be determined on how many people adapt to it and so winning the support of the uncommitted is virtually essential for commercial companies like Snapchat. If we examine Cialdini’s weapons of influence Kylie Jenner has so much influence over vast swathes of their target audience because, amongst other things, she is liked and is seen as an authority by her followers. When people are unsure about what decision to make, they are much more susceptible to these weapons of influence and so when she wrote her tweet, she was able to turn public opinion against the update which subsequently resulted in the stock price plummeting. So what could have Snapchat done to have avoided this? Interestingly a little over ten minutes later Jenner countered her previous tweet by writing something positive about Snapchat, but the damage had already been done. It would not surprise me if someone from Snapchat’s PR department quickly got in contact with her and asked to help put a plaster on an extremely open and distressing wound. Firstly, mapping out who could have sway over the success of the update would have identified that Jenner, along with undoubtedly dozens more celebrity users, had an enormous level of impact to affect the attitudes of the uncommitted. This realisation informs your influence strategy and is one of the ways in which we help our clients when they are attempting to have an impact and affect change. If an influence strategy had been put in place to pre-frame Jenner, show her how the update is of benefit to her and got her on board as an advocate, then rather than Snapchat losing £1bn in value, they could have gone somewhere down the line to win the support of the oh so important uncommitted. The next time your business is about to roll out something new, either internally or externally, just take time to consider who are likely to be the uncommitted and who has the influence over them. It might not only make the transition of change a success, but also save you billions as well. www.appliedinfluencegroup.com
The end of the tax year presents a final chance to make use of tax allowances and exemptions that can give children a big step up the financial ladder. “Saving is a very fine thing. Especially when your parents have done it for you.” As the intergenerational wealth divide widens, Winston Churchill’s often-quoted words now resonate increasingly with grandparents and other family members as well. We all want the best for the children in our lives. We don’t know what their future will hold, but want to make sure they have every opportunity to do well and be happy, whatever they eventually decide to do. Of course, money isn’t everything, but starting to save early on their behalf might make the difference between whether or not they can afford to do what they would like when the time comes. The pleasure to be had from being able to see younger generations benefit from lifetime gifts also needs to be measured against the very real need to help them deal with today’s financial challenges. The figures are all too depressingly familiar to younger generations. Research by The Sutton Trust revealed that English university students will graduate with an average debt of £44,000; by far the highest level in the English-speaking world and more than double the average debt levels at universities in the United States.¹ First-time buyers now need to put down an average £33,000 deposit to get onto the property ladder. Unsurprisingly, that means the typical first-time buyer is now aged 32.² It means that what was once a ‘nice to do’ savings idea is increasingly becoming a necessity. But putting away funds for the benefit of children or grandchildren can also play an important role in helping families come together to bridge the intergenerational divide. In doing so, they can reduce the burden of Inheritance Tax (IHT) to ensure more wealth remains in the hands of the family and not the taxman. Perhaps the most important opportunity to combine lifetime estate planning with saving for children is the annual gifting exemption. You can make gifts worth up to £3,000 in each tax year, and carry forward last year’s, if you haven’t used it already. That means a couple could potentially remove £12,000 from their joint estate immediately, as long as they use both years’ allowances by 5 April. You can pass on larger amounts of money free of IHT, so long as you live for seven years after making the gift. It’s also worth considering the ‘normal expenditure out of income’ rule. This allows you to make regular gifts out of income which are exempt from IHT as long as they don’t affect your standard of living. Long-term plans A tax-efficient Junior ISA is justifiably the first option for most savers to consider. A maximum of £4,128 can be invested for each child in a Junior ISA in this tax year, rising to £4,260 from 6 April. Savers can typically invest a lump sum or make regular contributions, providing the flexibility to fit in with gifting plans. Launched in November 2011, the scheme was initially slow to catch on, although 794,000 accounts were subscribed to in the last tax year. A total of over £3.3 billion is now held in Junior ISAs – a testament to the scheme’s growing popularity.³ And yet many of those generously making Junior ISA contributions risk failing to make the most of the opportunity. Nearly 60% of Junior ISA funds are deposited in low-paying savings accounts. “Junior ISAs are designed to be long-term savings vehicles, and those who save for their offspring or grandchildren at the earliest opportunity have got 18 years for the money to grow before the funds are transferred into a standard ISA,” says Phil Woodcock, Head of Investment Communications at St. James’s Place. “For those who choose to invest in a Stocks & Shares Junior ISA, that should be plenty of time to ride out market fluctuations and benefit from the compounding effect of tax-efficient income and growth.” It might be considered a disadvantage that a child can access Junior ISA funds when they reach the age of 18, as there is a possibility that shorter-term financial priorities take precedence. At the other end of the age scale, it’s worth remembering that anyone can contribute to a pension plan for a child; but of course, that means the funds will generally be unavailable until the beneficiary is aged 55. That said, this could also be an advantage because it enforces a long-term view of saving. A net annual contribution of £2,880 would attract tax relief of £720, making a total investment of £3,600. As the end of the tax year approaches, there is limited time left to explore and make use of the allowances and exemptions available to help shape the future of the children in your life. ¹ The Sutton Trust, Degrees of debt, April 2016 ² Halifax First-Time Buyer Review, July 2017 ³ HMRC, Individual Savings Account (ISA) Statistics, September 2017 Brought to you by Lynn Anderson Ltd, Founder Member and Principal Partner Practice of St. James's Place Wealth Management The value of an investment with St. James’s Place will be directly linked to the performance of the funds you select and the value can therefore go down as well as up. You may get back less than you invested. The levels and bases of taxation, and reliefs from taxation, can change at any time and are generally dependent on individual circumstances.
The biggest mobile show on earth, Mobile World Congress, is about to take place in the Mobile World Capital of Barcelona for the 13th year in a row. At this year’s event, the prominent theme is “creating a better future with mobile technology,” with mobile communication now reaching nearly 5 billion people or 2/3 of the world’s population. MWC18 IN A NUTSHELL Today, mobile technology is truly having a renowned impact by improving health services in remote areas, tracking diseases, empowering urban farmers, monitoring elections, lowering the threshold for free education, giving everyone access to banking services, connecting families across the globe and so much more. One big challenge nonetheless, is that the “the real world” is years behind the promises and deliberations presented at large conferences. While technology companies and industry experts discuss how voice control and personal assistants are taking over the home, most people still struggle to make them do anything more than set an alarm or tell them the weather. LGs opening presentation at CES on the LG CLOi smart home assistant serves as a reminder to the industry. The industry has a habit of creating unrealistic expectations, but when push comes to shove, ends up under delivering. This recent video of what HAL 9000 would be like if it was powered by Alexa is funny, but also serves as a great representation into what people are experiencing on a daily basis. The same holds true for Virtual Reality, Artificial Intelligence, the smart home and Autonomous Vehicles. One notable exception is Apple. While a few years behind on delivering “new stuff,” they bring to the table products that work. In the past year, Apple has launched their Face ID and Artificial Intelligence technologies. Their desire to deliver on their promises could possibly be the reason that they’ve postponed the delivery of their Apple HomePod. This leads us to an important lesson to everyone exhibiting at Mobile World Congress 18: show off the latest concepts, but be honest about the readiness of the technology. WHAT YOU CAN EXPECT TO SEE AT MWC18 At Mobile World Congress 18 you will be hearing about Personal Assistants, Artificial Intelligence, 5G, Blockchain, more Augmented and Virtual Reality, Smart Home’s and the increase in devices connected to the internet. Take for example emerging technologies like the Sophia robot, the stepping stone to robots that actually think. In 2017 and again at CES 2018, Sophia the Citizen Robot stole the show, dominating the AI assistant conversation and reporting. We can except MWC18 to be no different. Often the less exciting, real heroes of the show are forgotten or over shadowed by mega trends. Take mobile apps for instance. By listening to industry experts, you would have thought we reached peak app status several years ago. On the contrary, last year alone, revenues from Apple’s App Store grew 30% while app usage continues to increase at a similar rate. In reality, most enterprises are only now finally starting to catch up to “mobilizing the enterprise” with the launch of mobile apps. So maybe the big trends at MWC18 are in the non-trends? Making our devices and data more secure with Intel’s security flaw a big topic Digital transformation of the mobile Industry which is far overdue Making 4G faster and more reliable Mobile payments leading the way in China Tools to develop better apps for employees and consumers Making Telemedicine available to Healthcare Mobile technology that reduces energy usage, waste and CO2 emissions Using mobile technology to build smarter factories, better transportation, safer cars and a better world This leads us back to the prominent theme for this year… Enter MWC18 with this in mind, “creating a better future with mobile technology.” Make this your mantra for the conference. I’m sure this way you’ll get a lot more value out of the conference, rather than just checking out all the latest gadgets. By Magnus Jern, Chief Innovation Officer, DMI
Tired of buzzwords, glitchy new handsets, smartwatches, talks about how AI will replace employees, virtual reality shopping replacing physical stores, and other technology trends that hardly impact you in the short term? Then this is the trend report for you. We believe that the winners of the Mobile Age are the executives, organisations and companies that put the human first. After all, we are humans whether we work, drive a car, spend time with our family at home, or if our job tasks are being augmented by machines. This report will make you think how these trends may impact your organisation and personal life in 2018. Down the report here: 2018 Mobile Trends by DMI
31st January is the day workers are most likely to hand in their notice. If you are one of these people looking to move on then it’s important to hand in your notice the right way. We Brits generally don’t enjoy confrontation or awkwardness, so for most people, giving notice is not usually an enjoyable experience. But there is a right – and a wrong – way to do it, from both a legal standpoint and from a common courtesy perspective. Here are a few steps you can take to hand your notice in the right way so as you remain respectful to your current employer whilst retaining control: 1. Request a one-to-one meeting with your manager so as you have the privacy to discuss matters. This allows your manager control over how and when they announce your resignation to the rest of the team. A Friday afternoon works well as it gives your boss the weekend to absorb the news. 2. Put it in writing, clearly stating your resignation date and leaving date. If you wish to shorten or lengthen your notice it is advisable to include this in the letter and bring it up in your discussion. Remember you can use any accrued holiday to shorten your notice. 3. If there is a counter-offer, while flattering, be clear about the reasons you are leaving, remain firm and stick to your guns. 4. Be prepared for questions about your new role and company and only offer what information you feel comfortable in giving. 5. Leave on good terms, it will be observed and noted. Leave in as professional a manner as possible, you never know when your paths may cross again.