If you wanted to be a great footballer, would it make sense to avoid kicking the ball for the first two minutes of every game?



The intuitive answer is obviously no.



There is no reason to believe that doing nothing could ever be a good strategy.



But surprisingly, we know that Lionel Messi does exactly that.



He quite literally just walks around and watches, which explains why he rarely scores in the first five minutes and in the first two minutes of a game.



There is, however, method to this madness because not only does Messi use this time to quieten his nerves, but he also uses it to develop his game plan.



Pep Guardiola, who coached him from 2008 to 2012, explained that he’s not being lazy. He is actually incredibly engaged, as he is watching the opposition in order to understand where the defensive weak points are.



Messi provides a unique example of how, by analyzing and then acting on data, we can give ourselves a competitive edge.



And data analysis, when done well, can also help companies unlock huge opportunities by allowing them to make decisions that, like Messi’s, seem intuitively wrong.



Take Yongqianbao, a Chinese financial services provider.



By analyzing consumer behavior, they know that people who type faster are less likely to default, which in turn allows them to provide credit at better rates than their competitors.



Another example comes from the video streaming industry. Conventional wisdom has always been that you should give your customers an interface that provides them with plenty of choices about what to watch. Choice was seen as a key feature if you wanted your app to be successful.



But thanks to TikTok, we have learned that giving consumers a choice isn’t a feature; it’s actually more of a bug.



Think for a minute about how you interact with TikTok on your device.



You just open the app and start watching, right? If you like what you see, you keep watching. If you don’t, you scroll on.



TikTok has ignored the conventional wisdom and removed choice to ensure they collect better data for their algorithms. This, in turn, allows them to deliver incredibly- accurate content based on what we actually want, not what we think we want.



Our taps and swipes have enabled them to create a platform that reportedly has over 1 billion users and average viewing times that are estimated to surpass YouTube by 12 or more minutes a day.



Anecdotes like this showcase why leaders should think less about using their “experience” or “intuition” when making decisions and instead invest more of their time and money into data-led decision-making.



Indeed, when we zoom out, it should not be surprising to learn that nine of the most valuable companies in the world are successful either because of their clever use of data or because they help their clients better use data at scale.



But if data is indeed the new oil, why do the majority of companies seem unwilling or at least unable to monetize it in the same way the top tech firms have?



Historically, cost would have been the obvious answer, but this is less relevant today, as cloud and other related technologies are making it easier and cheaper for everyone to analyze data at scale.



This leads me to conclude that the real barrier to tech- enablement comes down to the organization’s cultural maturity.



If you want to truly embrace the power of data across an organization, you can only do this if you grant more people the authority to investigate and use algorithms to make business decisions in real-time. This means delegating decision-making. Encouraging continual learning. Allowing experimentation. Accepting that mistakes will be made. Not many organizations have leadership teams that are bold enough to truly trust their people with these levels of autonomy.



But those that do have will have a significant advantage because true digitization only comes when you are both tech-enabled and human- empowered.

Businesswoman viewing graphs on digital tablet in business meeting

Data Offers Huge Opportunities.But Only If You Trust Your People

Facebook said late Tuesday that roughly 100 developers may have improperly accessed user data, which includes the names and profile pictures of individuals in certain Facebook Groups.



The company&nbsp;<a href="https://developers.facebook.com/blog/post/2019/11/05/changes-groups-api-access/" target="_blank" rel="noreferrer noopener">explained in a blog post</a>&nbsp;that developers primarily of social media management and video-streaming apps retained the ability to access Facebook Group member information longer than the company intended.



The company did not detail the type of data that was improperly accessed beyond names and photos, and it did not disclose the number of users affected by the leak.



Facebook restricted its developer APIs—which provide a way for apps to interface with Facebook data—in April 2018, after the Cambridge Analytica scandal broke the month before. The goal was to reduce the way in which developers could gather large swaths of data from Facebook users.



But the company’s sweeping changes have been relatively ineffective. More than a year after the company restricted API access, the company continues to announce newly discovered data leaks.



“Although we’ve seen no evidence of abuse, we will ask them to delete any member data they may have retained and we will conduct audits to confirm that it has been deleted,” Facebook said in a statement.



The social media giant says in its announcement that it reached out to 100 developer partners who may have improperly accessed user data and says that at least 11 developer partners accessed the user data within the last 60 days.



Facebook has been reviewing the ways that companies are able to collect information and personal data about its users since the <a rel="noreferrer noopener" href="https://www.nytimes.com/2018/04/04/technology/mark-zuckerberg-testify-congress.html" target="_blank">New York Times reported</a> that political consulting firm Cambridge Analytica harvested data of millions of users. Facebook later said the firm connected to the Trump campaign may have improperly accessed data on 87 million users.



The Federal Trade Commission slapped Facebook with a&nbsp;<a href="https://www.forbes.com/sites/mnunez/2019/07/24/ftcs-unprecedented-slap-fines-facebook-5-billion-forces-new-privacy-controls/#13f0183c5668" target="_blank" rel="noreferrer noopener">$5 billion fine</a>&nbsp;as a result of the breach. As part of the 20-year agreement both parties reached, Facebook now faces new guidelines for how it handles privacy leaks.



“The new framework under our agreement with the FTC means more accountability and transparency into how we build and maintain products,” Facebook’s director of platform partnerships, Konstantinos Papamiltiadis, wrote in a&nbsp;<a href="https://www.facebook.com/permalink.php?id=678106196&amp;story_fbid=10157721394281197" target="_blank" rel="noreferrer noopener">Facebook post</a>.



“As we work through this process we expect to find examples like the Groups API of where we can improve; rest assured we are committed to this work and supporting the people on our platform.”



&#8211; <a href="https://www.forbes.com/sites/mnunez/">Michael Nuñez</a>

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Facebook Is Still Leaking Data More Than One Year After Cambridge Analytica

Stephan Eyeson started a basketball business at the age of 19. That venture failed, so he tried the data business instead. He is working and playing hard.



<hr class="wp-block-separator"/>



First, the facts.



Africa has a data problem. For all the talk about data being
the new oil, the continent comprises about 12.5% of the world’s population but
only accounts for less than 1% of research output, according to global
information and analytics firm, Elsevier. 



And Survey 54, an AI mobile survey platform solving the problem of data collection on the continent, wants to offer a solution. Founded by Stephan Eyeson, Survey 54 focuses on providing good quality data essential for governments and private businesses to accurately plan, fund and evaluate their activities.



READ MORE | <a href="https://www.forbesafrica.com/entrepreneurs/2019/10/02/owning-the-african-narrative/">Owning The African Narrative</a>



“Data in Africa is such a prevalent problem, in a sense of
when you are going to start up a business, it is hard for you to get consumer
data on say ‘how many people eat out in Lagos every day? what is the
transactional value? what are the types of things that people eat? what do they
want to eat etc?’ All these things are available in the West but for people who
want to move into Africa for business, how do they get their data to make their
decisions and how do we make it really easy for them and not just for a startup
but for even governments and larger businesses,” says Eyeson.



Fresh out of a master’s program in innovation and management from Loughborough University in the United Kingdom (UK), Eyeson joined Survey Monkey, an online survey development cloud-based software as a service company, as part of the team responsible for building their enterprise function in London as well as looking after customers in the EMEA (Europe, Middle East and Africa). After learning the ropes, he decided to branch out to start his own company to offer a more robust and tailored solution for the African market.



<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow"> &#8220;For people who want to move into Africa for business, how do they get their data to make their decisions and how do we make it really easy for them?&#8221; </blockquote>



“The problem around data in Africa and emerging markets is a
massive one. So, for us, it’s about how do we become a data platform not just
for a company but for governments to help them understand their people easier.”



Data is the first step. Then you need intelligence around
that data to enable you to make objective analysis that will shape your
decision-making process, as well as provide the foundation for policy-making
and budgeting.



“Instead of hiring an agency to go to Ghana and do a face-to-face interview, for example, we look at how governments can get mobile data faster and then how they are able to manipulate that data to get the results they need,” says Eyeson.



READ MORE | <a href="https://www.forbesafrica.com/entrepreneurs/2019/10/07/the-100-trillion-opportunity-the-race-to-provide-banking-to-the-worlds-poor/">The $100 Trillion Opportunity: The Race To Provide Banking To The World’s Poor</a>



Due to the dearth of knowledge, Eyeson’s unique
understanding for the data space is relied on by many startups and larger
businesses who depend on his expertise to drive results in Africa. 



“Stephan has great expertise in strategy and high-level
corporate business development. Survey 54 has and will be instrumental for
companies to make decisions within Africa and emerging markets, making it
easier to use and understand consumer data. A platform like Survey 54 is
essential for companies operating on the continent,” says Nana Adomako, head of
UK &amp; Ghana growth at Taptap Send.



<figure class="wp-block-image"><img loading="lazy" decoding="async" width="1024" height="683" src="https://www.forbesafrica.com/wp-content/uploads/2019/10/BYRIGBY-980-1024x683.jpg" alt="" class="wp-image-41956" srcset="https://cms.forbesafrica.com/wp-content/uploads/2019/10/BYRIGBY-980-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2019/10/BYRIGBY-980-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2019/10/BYRIGBY-980-600x400.jpg 600w, https://cms.forbesafrica.com/wp-content/uploads/2019/10/BYRIGBY-980-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2019/10/BYRIGBY-980.jpg 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure>



Born to Ghanaian parents in London, Eyeson’s first stint at entrepreneurship began in his early years at university, when his dream to become a professional basketball player was shattered.



“I had a scholarship into America for basketball and that
scholarship was taken away due to some technicality with my results so I
couldn’t go and so I started a basketball business instead when I was 19. It
helped Americans play in Europe and Europeans play in America. I made the
system easier. So, players paid a monthly fee to get seen and coaches paid to
get access to talent.” 



But unfortunately, the business failed to take off because the market was not big enough for Eyeson to remain profitable. 



The data business, on the other hand, is huge: worldwide
revenues for data and business analytics are forecast to reach $189 billion
this year and $274.3 billion by 2022, according to technology market research
firm IDC. Even though Survey 54 is in its first full year of business, the
company has already secured contracts with multinationals like Colgate, amongst
many others.



READ MORE | <a href="https://www.forbesafrica.com/entrepreneurs/2019/04/30/a-germ-of-an-idea/">A Germ Of An Idea</a>



“I was one of Survey 54’s first clients and it has been a
pleasure watching Stephan grow the company into what it is today, working with
some of the world’s largest brands. 



“There is a significant lack of data in the region so the
need for a sophisticated data insight product is essential and I believe
Stephan’s mission-driven leadership style will enable the company to become one
of the largest software businesses driving investments to the content,” says
Yvonne Bajela, Principal and Founding Member at Impact X Capital.



The company has recently secured a spot on the coveted
Startupbootcamp platform in Cape Town. While Survey 54 is trying to secure a
first-mover lead in data on the continent, challenges remain. As the company
scales, they will need to overcome the language barrier across the African
continent and learn to interpret data by bringing the cultural context into the
surveys organizations are seeking.



Eyeson has his eyes set on moving into the US markets as a
long-term plan, but for now, the goal is transferring the abundant and
ubiquitous asset of data in Africa into millions for his startup.

BYRIGBY-990

Having A Ball With Data

The city of Johannesburg was established in 1886 after the discovery of gold. Gold is a mineral that has been deemed valuable for thousands of years. It does not rust and it is malleable. 



Gold has been used in jewelry as well as in the semiconductor industry to build electronic circuits. You can bury gold for hundreds of years and the worst it can get is accumulate dust. 



Because of its durability, gold has been used to store value in the form of money. In many countries, printed and minted money used to be linked to stored gold, which was reserved in the central bank. This way, central banks used to print as much money as they had gold reserves. There had been many attempts to move away from the gold standard beginning in the United Kingdom in the 1920s.



READ MORE | <a rel="noreferrer noopener" aria-label="The 4IR Strategy To Move Forward (opens in a new tab)" href="https://www.forbesafrica.com/technology/2019/05/23/the-4ir-strategy-to-move-forward/" target="_blank">The 4IR Strategy To Move Forward</a>



However, the first successful move from the gold standard
was in the 1970s during the Nixon Administration in America. 



At this time, the United States (US) ran out of gold and
moved from the gold standard and floated the US dollar. Floated currency is
regulated by the laws of demand and supply and is closely linked to the
economic productivity of a country.



The idea of gold as the most important economic asset has
passed. Instead of entrepreneurs going to California to look for gold, as they
did in the past, they now go to Silicon Valley to create companies that exploit
the acquisition and sharing of data. 



Facebook is one such company that has connected the world
and expanded our friendships – although, in my opinion, it lowered the quality
of those friendships. 



<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">Facebook’s most valuable asset is not the software that connects people, which can easily be replicated, but the data of the over two billion active users it connects. </blockquote>



The most valuable asset of Uber, the ride-hailing service
that does not own a single taxi, is the data of the people who use it. The
prime asset of Google, the largest library, which owns no physical library, is
the index that takes customers to their desired websites. 



Therefore, the new valuable asset is not gold but it is
data. Data has become the new gold! With a population of 1.3 billion people and
a total purchasing power parity gross domestic product (GDP) of $6.74 trillion,
the population of Africa is growing at the rate of 2.6%. 



Much of Africa’s demographic is youthful. Much of this
population is increasingly connected to the internet. 



In 2017, Facebook had 170 million subscribers, which constitutes approximately 15% of the total population of Africa and this subscription is growing. Companies such as Google reportedly give accounts in exchange of subscriber data. These companies have been reported to have sold this data to entities such as advertisers, political parties etc. The exchange of personal data for an account is unfair trade because the value of personal data is far greater than the value of an account.  



READ MORE | <a rel="noreferrer noopener" aria-label="Big Data And Smart Farmers For Africa’s Agricultural Transformation (opens in a new tab)" href="https://www.forbesafrica.com/focus/2018/10/30/big-data-and-smart-farmers-for-africas-agricultural-transformation/" target="_blank">Big Data And Smart Farmers For Africa’s Agricultural Transformation</a>



What do we do to commercialize the vast African database? 



Firstly, we need to develop technological capacity to
gather, process and monetize the African database. To achieve these, we ought
to improve and expand our educational institutions, paying attention to the
development of programs in data science. We need to embed data science subjects
such as data analytics and software engineering into primary, secondary and
tertiary education. 



Governments and the African Union ought to expand projects
such as the Deep Learning Indaba as well as the African Institute of
Mathematical Sciences that are developing mathematics, machine learning and
artificial intelligence expertise in Africa. 



To gather data, we need to politically organize ourselves to
create economies of scale. Regionally, organizations such as the Southern
African Development Community (SADC) and Economic Community of West African
States (ECOWAS) should create regional data banks that collect, protect and
store regional data.



&nbsp;Continentally, the
African Union should coordinate data gathering and develop data protection
policies. We need to create laws and policies that regulate data nationally,
regionally and continentally. 



– Tshilidzi Marwala is a professor and Vice-Chancellor and Principal of the University of Johannesburg. He deputizes President Cyril Ramaphosa on the South African Presidential Commission on the Fourth Industrial Revolution.

gettyimages-1058381926-170667a

Data Is The New Gold

You don’t have to be there anymore. Last night, 500,000 people rented a roof over their heads in 57,000 cities through the web. Also, 640,000 homeowners and paying guests were matched up by Airbnb, a firm based in San Francisco.
It’s a money maker.
A typical South African Airbnb host, who shares space in his home, can make at least R28,000 ($2,000) a year, according to Airbnb data .
“South Africa is currently the largest market for Airbnb in Africa with 9,400 homes listed. South Africa is becoming an increasingly popular global destination, with the number of people staying in places booked through Airbnb in South Africa increasing by a staggering 257 percent. South Africans are embracing the service as well, with those using Airbnb to travel increasing by 163 percent,” said an Airbnb report last year.
“Airbnb is the worst idea that ever worked,” says Brian Chesky, Co-founder and CEO of Airbnb.
That’s not all.
On the internet, everything is for hire and anyone can make money. It is called the sharing economy. It allows people to make money from under-used things. You can rent out your house while on vacation, or rent out your lawnmower, piano or  car when not using it. It can be anything.
“I travel a lot and whenever I do, I make sure that my entire house in Stellenbosch is rented out for whatever days I would be gone for. I even let them use my helper if they need to and sometimes I even leave them my pets at an additional cost,” says Jean van der Merwe, a sharing economy devotee.
“I also rent someone’s house instead of a hotel when I’m away. This means I get to feel at home and experience the city like a local would at a cheaper fee.”
Van der Merwe says she rents musical instruments for her children, instead of buying.
“Children change their minds. So I just rent to see what they like and when we are done with it, I just return it to the owner.”
The impact is huge. Airbnb in the hospitality sector; Uber in transport; Spotify in media and Poshmark in fashion are leading the way. According to PricewaterhouseCoopers (PWC), global revenue generated by this growing phenomenon is expected to be worth $335 billion by 2025.
“We’ve definitely seen a shift in consumption habits, specifically as it pertains to music. People are feeling less of a need to own a track of music, which is where Spotify comes into play. They would rather rent or share things instead,” says Amanda Havey, Vice President of On-Air and Brand Creative for VH1.
For Uber, the sharing economy has brought remarkable growth. Since 2013, the online ride-sharing company has taken off in 12 cities in sub-Saharan Africa, with no advertising. Its disruptive nature and low prices has put it on everyone’s lips. It connects customers through a smartphone app that tracks the journey. Leaked financial results show that the company had gross bookings of $3.63-billion in the first half of 2014 alone.
These figures can’t be ignored. But there is a trick to it. It works on trust and reputation. If you hire out your car, you trust someone will bring it back, in good condition.
According to a PwC survey, 51% of people surveyed say they can see themselves being providers in the sharing economy in the next two years, while 72% say they can see themselves being consumers in the sharing economy in the next two years.
“A potential Uber or Lyft driver, weighing the costs of a new car, may choose to spend more for a higher quality, more luxurious vehicle, knowing that it can yield return on investment rather than simply being a depreciating asset. A prospective homebuyer may look into purchasing a three-bedroom home rather than a two-bedroom, mindful that rental income from a spare room can cover the additional mortgage payment,” reads the study.
It sounds almost socialist in nature, but some argue that it leaves a bigger gap between the haves and the have-nots.
In Uber’s case, little by little, the dream of dominating the taxi ranks of the world is crumbling in Africa. For a start, many drivers complain they are exploited. Angrily, they have joined the South African Transport and Allied Workers’ Union (Satawu) and plan to take the company to the Labour Court – the antithesis of Uber’s free market philosophy. That could be a stumbling block in the sharing economy utopia.
The dispute is over Uber taking a cut from every trip; 20% for UberX and 25% for Uber Black.
“I joined Uber because they promised [we could] be our own boss and get a chance to earn up to R10,000 ($700). We have to work long hours for little income. The cost of living is too much, we’re not benefitting from Uber. They just came to Africa to abuse Africans,” says Joseph Munzvenaga, an Uber driver in Cape Town, who has been driving for the company for more than two years.
Julian Wenn, another Uber driver in Cape Town, says exploitation is an understatement.
“When people are desperate they will do anything, when a firm like Uber has you tuned into the channel of desperation you are bound to be exploited. The sad part is most drivers still don’t realize just how much they are being exploited,” he says.
What may stand up in the court, for the defence, in the sharing economy spirit, is that Uber classifies its drivers as independent contractors and not employees, hence they can avoid paying insurance and other costs companies cover for employees.
Uber spokesperson, Samantha Allenberg, says all drivers are independent operators and are free to work when they want.
“Uber is not a taxi, nor is it a taxi or transportation company. Ridesharing apps like Uber make it affordable and more efficient for riders to get around – especially in places where there is little public transport,” says Allenberg.
This paragon of the sharing economy is also controversial.
The Kenya Taxi Cab Association called for a withdrawal of Uber in the East African country, citing the lack of regulation. The call came on the day violence flared, in the capital Nairobi, as taxi drivers attacked Uber drivers. The association’s organizing secretary, Job Nzioka, says Uber is cheaper because they are not subjected to hefty levies, such as inspection fees, parking fees and operating fees.
In the midst of blood and chaos, investors think that Uber will not just survive, but thrive. They have put their money to drive Uber’s valuation up to $68 billion; much higher than Facebook when it was six years old. Uber has also launched UberEATS, an on-demand meal delivery service powered by its app.
Despite its troubles in Africa, Uber’s ambition is to be ubiquitous, just like many sharing economy companies.
It seems the sharing economy is too big an opportunity to miss.

What’s Mine Is Yours,  For A Fee

When Mike Lawrie fretted and sweated to connect Africa to the internet he expected a handful of dusty academics to use it. A quarter of a century on, African truck drivers, domestic workers and office clerks can’t live without it – the internet in Africa is as much a part of living as is breathing for millions.
“We know internet use in most of the continent has been growing. But it’s not even. So you have countries like South Africa and Kenya on the one hand where many people are using the internet. Then you have Ethiopia, the second largest population in Africa, and very few use the internet,” says Indra de Lanerolle, head of the South African Network Society project at the University of the Witwatersrand (Wits), in Johannesburg.
De Lanerolle is the author of The New Wave, a paper released in 2012 that looked at the internet users of Africa.
“The internet has grown, but there is one thing that hasn’t… fixed lines. Traditionally you would connect with a PC. But only two percent of households have a fixed line. PC penetration hasn’t been going up much. In that context it’s not surprising that it leaves us with mobile and mobile devices.”
“It’s a success story in one way that this infrastructure works. But it’s also evidence of a failure in another. Many African countries have failed to deliver those other networks, or they are way too expensive.”
Internet on the move is expensive. Net costs are high, which means the poor, without PCs, surf less.
“You are buying data in sachet size bytes, 5MB at a time, and you are rationing yourself. Our research shows you are very biased against services when you know how much data they use. One of the good things about Facebook is lowering the data consumption in order to use it.”
Internet means economic growth, says Ibrahima Guimba-Saidou, Senior Vice President Commercial Africa at SES.
“According to our research, if a developing nation has 10 percent more broadband connectivity, it results in a 1.38 percent GDP growth for that country. It is expected that Africa’s population will double to 2.4 billion people by 2050. In 20 years, the number of cities in Africa with over 10 million inhabitants will double. Remote areas are pulling African economies down. Today, over 300 million Africans live more than 50 kilometers from the nearest fiber or cable broadband connection – 400 million people have no internet access at all, that’s 700 million unconnected people. This equates to 60 to 70 percent of the African population living in remote areas, cut off from the bigger cities without access to information and the necessary facilities required for sustainable growth. These people, by no fault of their own, are pulling their country backwards as they are not able to contribute to the economy, as much as they no doubt would want to,” says Guimba-Saidou.
Language is also a barrier, says De Lanerolle. The language of technology tends to be in English, French or Portuguese, making it difficult for those who don’t speak them to navigate on their phones.
“At a bank machine you can get numerous languages but on an app its less. In general e-commerce is generally English in South Africa. If I am a Sepedi speaker in Polokwane, and I go to a shop, I can probably speak Sepedi to a shopkeeper. I can use Sepedi to transact. I can go to a post office and do the same thing,” says De Lanerolle.
“There are a lot of people in South Africa who do not read and write English easily. It’s a significant barrier, but is a solvable one. People, who design services and content, need to take account of that, especially when you have got these limits when you have reached the limit of your clientele.”
Internet users on the continent may be on the rise, but almost half the population lives below the poverty line. According to De Lanerolle’s research, in 2008, one in seven people in South Africa were online. In 2012, this grew to one in three. By 2016, there could be as many as two out of three, he says.
The research bears out that the younger you are, the more likely you are to use it. Almost 50% of those under 25 are internet users, while less than 20% older than 45 use the net. Businesses need to be cautious when it comes to developing apps.
“When people are launching the business they say let’s design an app for an IOS system. First, ask why do an app? If your target market is a low-end income user, they are most likely using a BlackBerry. Why use smartphones?”
“Research, from the US, shows that most users use only 10 apps. It’s quite hard to develop an app that is quite easy to use. More seriously, it’s harder to make an app absolutely necessary that will be in that top 10. Most apps will be used and then dropped in a very short time, like games,” he says.
For those who have dreams of becoming the next Mark Zuckerberg and designing a multimillion-dollar app in their garage in Africa, the road may belong and rocky. There is a shortage of developers in Africa, for a start.
“By far our biggest constraint is developers. I was speaking to a CEO of a fairly big company in Sandton; they alone have a hundred vacancies for developers. The problem is we don’t have enough, especially at an entrepreneur level. Because they have such shortages in Sandton, they are offering pretty good salaries. You have to be pretty brave and pretty confident to say ‘screw that I am going to do my own thing and hope I score.’”
Social media is the king of the internet. Seventy five percent of users have at least one account on Facebook, Twitter, Mxit or LinkedIn or other social platforms.
Dinesh Balliah, New and Social Media lecturer at Wits, has taught students to use the internet in journalism for four years. The growing generation of internet users are far less computer savvy than they are made out to be, she says.
“Students these days don’t even know how to burn a CD. I feel like the generation we have now, that deals in apps, don’t learn how to troubleshoot on a computer. Back [in 2000], if you stuffed up on a computer you had to fix it. Even a software error, you had to fix it. Now you just try something else, or reinstall. The way in which we learn about computers has completely changed.”
“I think social media has changed the game for everyone. What’s shifted drastically is initially when the internet came out it was very top down. Those who had power, money and influence were the people producing content. So you had very exclusive content producers. Then you shifted to Web 2.0, where internet users were producing internet content of their own. Now you have moved to a situation where it’s not very clear what production content is. Is a tweet content? Is a Facebook comment content? The individual matters now more than ever.”
The language of computers could be more important than learning Mandarin, she says.
“With me, my general rule with my kids is that they need to read and write properly first and then they can have access to a computer. If you look at people who became tech innovators, they played computer games. People have this aversion and get scared of games and computers, but we should be teaching our kids how to code through games,” says Balliah.
It may be for a privileged few, but it’s clear Africa is set to be changed even more by the growing, dynamic power of the internet.

Eat, Pray, eMail

Nigeria desperately needs to move towards becoming a society driven by data and the Internet of Things (IoT).
Obviously piqued by the inefficiencies and historical shenanigans of national data and information governance, President Muhammadu Buhari recently instructed relevant government agencies to fix the nation’s “data scarcity” syndrome.
For Nigerians, data has become like water – naturally abundant, largely unexploited and clearly unavailable in its useful form to large sections of the human race.
Data mining efforts in Nigeria have at best been a debacle. Without a coherent data management strategy, development is jeopardized. For so long, private and state-owned enterprises have collected the same data for a plethora of reasons. Hospital and airline records are mostly paper-based. Banks collect Know-Your-Customer (KYC) and biometric information. Cell phone companies do the same. A few years ago, the Nigeria Communications Commission (NCC) embarked on a nationwide SIM registration exercise.
The Passport Office also collects citizens’ biometric data. The police, and various driver and vehicle licensing authorities, collect a similar set of information from citizens and drivers. Ditto the National Identity Management Commission (NIMC), which produces national identity cards. Let’s not forget the electoral commission which collects voters’ data. None of these databases connect.
I may be wrong here, but I reckon most African nations never had functional directories – the natural precursor to today’s networks and databases. Today, most of sub-Saharan Africa has leapfrogged this era of data inertia into a new age of mobile economies driven by millennials – with governments, citizens and industries across all economic sectors better able to adopt ‘smart data’ solutions and techniques.
Leading technology firms estimate that 90% of all data generated by devices, such as smartphones, tablets, connected vehicles and appliances, is never analyzed or acted on. As much as 60% of this data loses value within milliseconds of being generated. Humanity presently generates around 2.5 billion gigabytes of data daily, generated by 1 trillion connected objects and devices.
Big data is therefore big business, but the skills needed to manage, analyze, and convert data into meaningful insights are in short supply. Estimates vary, but according to the International Data Corporation, the market for big data-related analytics and services will skyrocket to $125 billion in 2015, and it’s expected to become even larger in years to come.
Technology experts say Africa’s economic and social reforms will be greatly influenced by five disruptive technologies converging at once to create a new continent: social media, mobile, cloud, sensor networks, and big data.
Any one of these technologies alone will be disruptive. Together they have the power to reshape how we think of and build the most basic systems and organizations in our economies and societies: whether it’s how we organize business operations, develop our energy grids, run transportation systems, or structure interactions between citizens and governments.
Few places are better positioned to benefit from this convergence than Africa. The comparative immaturity of the continent’s physical, governmental and economic infrastructures means these technologies could stimulate greater benefits for the continent than anywhere else.
In Nigeria, the need for disruptive technologies is apparent. In the area of tax collection, there is a huge compliance gap. Mobile systems could help tackle the issue of revenue generation, making it easier for individuals and businesses to pay taxes electronically. Hosting city services in the cloud would lead to a more transparent and cost-effective system, while applying big data analytics would make it easier to track fraud and people who aren’t paying taxes.
Africa needs smart energy solutions. Nigeria currently leads the continent in load shedding and blackouts. Power supply for the country has never progressed beyond 5,000 megawatts. Smart meters and smart grids could monitor and manage electricity distribution, while diversifying energy supplies could balance the load. General Electric and a host of other companies have begun to invest in off-grid energy solutions, and telecommunications provider Airtel is piloting the use of wind and solar power across Africa as a backup to grid power for its mobile stations.
African governments will do well to collaborate with the global car industry. Companies in North America, Europe and Japan are developing a wireless technology called V2X. It encapsulates vehicle-to-vehicle and vehicle-to-infrastructure communications.
This is the sort of disruptive technology Africa’s political and business leaders should be

Big Data Blues

Have you ever been a victim of fraud or identity theft, where some of your personal documents were stolen and the data used fraudulently? Today, with online shopping and social media being a way of life, you cannot afford to be complacent about protecting your financial information. In today’s ‘virtual’ world, we are much more vulnerable than ever and must be more vigilant in safeguarding our finances. Here are some tips to minimize the risk or damage of this happening to you.
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Are your sensitive documents kept securely,
Where are your certificates and other important documents? Are they lying around in unlocked drawers or are they locked away securely in a fireproof safe? Apart from securing the physical documents, scan and secure them electronically.
It is not enough to just casually discard old financial statements; they can become prime target for thieves. Invest in a paper shredder; a personal one for home use is not very expensive and with this you can effectively destroy documents rather than simply tearing them up.
Secure your devices
Are your smartphone, laptop or other devices password protected? If your password or PIN is compromised, this could lead to devastating losses should someone gain access to your financial information. Do not share your passwords or PINs with anyone. If you think you might forget them and absolutely need to write them down, then store them securely and change them periodically using different passwords for different accounts or devices. Set strong passwords; be creative with your choice and avoid easy-to-guess passwords such as birthdays and names of family members.
In addition, secure your devices with a firewall and security software packages that have anti-virus and anti-spam features. If you are technologically challenged, get an IT specialist or a tech savvy friend that you trust to help you download and install this.
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What’s in your wallet or handbag? Sensitive documents should be kept securely in a bank deposit or a home safe, particularly those with your name and address on them. Make a photocopy of your current cards, driver’s license, and any important documents; these copies will come in handy if you need to cancel quickly or need to order replacements. Have your bank emergency numbers handy so that you can make those calls if you need to.
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Beware of scams
Your bank and other legitimate companies will never request for sensitive information such as bank details, passwords and PINs by telephone or email; these are usually fraudsters attempting to defraud you. Contact your bank directly and report such incidents.
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Do you use public computers?
Avoid using public computers for sensitive transactions as your information could be compromised. If you do use a public computer, be sure to clear your history before you log out completely, otherwise other users can intercept your information. Free wireless internet hotspots are often not at all secure. Use secure websites for your online shopping. The address will usually start with ‘https’ and there should be a key or closed padlock in the status bar. Shop only with trusted retailers.
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What are you sharing on social media?
Do you share personal information on social media, such as your address or telephone number?  It seems so natural to put seemingly innocent information about yourself and your family out there but it makes it possible for fraudsters to authenticate your identity. Geo-tagged photos inform people of exactly where you are; this could expose you and your family to crime.
Even if you put all these measures in place, there is no guarantee that your financial information will be completely secure. However, by protecting yourself, you limit access to sensitive information and protect your personal finances from fraud.
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For more personal finance tips, follow Money Matters With Nimi on Twitter: @MMWITHNIMI and Facebook: MoneyMattersWithNimi

IS YOUR INFORMATION SECURE?

BERNARD JOHNSON IS a trucker and a math problem. From his home in Columbia, S.C. the 49-year-old drives for Schneider National, one of the country’s largest freight haulers. Johnson pulls trailers filled with everything from TVs to toilet paper on as many as 25 trips a month for stretches of up to 500 miles.
The Green Bay, Wis. Company has to design the most efficient routes for Johnson and 13,000 other drivers. With diesel at $4 a gallon, this is not an equation it can afford to get wrong. “It’s like a big jigsaw puzzle,” says Ted Gifford, an operations research scientist at Schneider. At any given time the company has 10,000 trucks on the road, with another 33,000 trailers available and waiting to be picked up. Drivers are on the road between four days and three weeks at a time— alone and in pairs—and Schneider must get them back to their homes by a certain date. Drivers have to take breaks according to government regulations.
<div id="attachment_83" style="width: 484px" class="wp-caption alignleft"><img loading="lazy" decoding="async" aria-describedby="caption-attachment-83" class="size-large wp-image-83" src="/wp-content/uploads/2017/04/FO091211_002-1024x681.jpg" alt="" width="474" height="315" />Schneider’s Ted Gifford helped design a computer model that simulates operations.</div>
Their customers are only open during certain hours. “We want to avoid the situation where a driver may live in Alabama, and it’s time for him to go home, and he’s in Minnesota,” says Gifford. “And we don’t have any freight for him to get home, so he has to drive empty.” For most of its 76-year history Schneider, which grossed $3.1 billion last year, has relied on pilot projects to answer these key logistical questions. Whichever department was considering a policy change would carve out a group of 20 to 200 drivers, make them function as a separate business and test the results. The pilot projects cost “hundreds of thousands of dollars,” but results were often ambiguous. All too often a system that worked well for a sample of 20 drivers wouldn’t work when scaled up to the whole company. “You could spend more on the pilot than what you’d save making the policy change,” says John Nienow, a senior logistics engineer. To test another variable the only choice was to rerun the entire pilot and therefore double the cost.
In 2003 Schneider decided to invest in a fleet-wide “tactical planning simulator” that would use software algorithms to mimic the decision making of human dispatchers on an inhumanly large scale. Schneider looked to one of the leading practitioners of logistics simulation, Warren Powell, a professor of operations research and financial engineering at Princeton University. The algorithms that came out of Powell’s lab in the 1980s had changed the industry’s “less-than-truckload” segment (consisting of parcels and smaller freight) by mapping out a more efficient way to plan routes and using terminals that break down shipments.
One model, called SuperSPIN, had been embraced by Yellow and Ryder to survive the recessionary late 1980s. Powell’s software was also behind the launch of Roadway Package Systems, which later became FedEx Ground. What interested Schneider, a full-truckload carrier, was Powell’s work in the field of approximate dynamic programming, which is a way to make decisions in the presence of uncertainty. Schneider needed a model that could take into account the nonobvious and sometimes random variables that affect the efficiency of thousands of drivers over weeks of time and at a high level of detail. “Warren gave us a really nice hammer, and we had to take our problems and make them look like nails,” says Nienow.
A team of Schneider and Princeton engineers spent two years and “between $2 million and $5 million” developing software for the simulator, which lives on an eight-processor server in Green Bay. The simulator, which Schneider launched in mid-2005, pretends that it’s assigning freight and gathering orders based on a scenario posed to it by Schneider’s analysts. That could be something such as adding more drivers in Chicago, adding an hour in mandated break time for drivers or having a big customer change the location of its distribution center. The simulation runs forward in time for three weeks in order to approximate the value of having a truck and driver at a certain location at a certain time, and gets a first result. Then it runs backward in time to the “present”, reconciling the results with those that happened in the simulated future. Then it runs forward three weeks again and then backward, continuing to improve its estimate. It does that until it “converges” and starts to make only minor changes. For each three-week run, it makes hundreds of thousands of decisions. Gifford estimates that the simulator has helped Schnei- der save tens of millions of dollars. The simulator has, for example, allowed Schneider to justify price hikes to customers.
In 2008 a customer wanted to restrict the number of hours that Schneider could drop off goods. Schneider ran the simulator. “We showed that we could limit the hours but that doing so would cost us $600,000 more,” says Gifford. “We went back to them and said, ‘This is the impact of restricting your hours.’” The customer ultimately decided not to limit its hours. One of Schneider’s biggest challenges is maintaining its fleet size, since drivers often burn out and leave the company. Schneider regularly uses the simulator to determine how many jobs to offer and where it’s best to hire drivers. The model can determine the marginal value of hiring ten new drivers who live in central Illinois, say, based on the number of times that freight departs from the Midwest. In the future Schneider wants to use the simulator to decide which new business to pursue. The company currently employs three different fleets of drivers: long-haul truckers who live in one city but can travel all over the country, regional drivers who drive within a 500-mile radius of their homes, and dedicated fleets for specific customers.
A decisionto increase one of those fleets can affect the others: When Schneider creates a regional business, for example, it cannibalizes some work that the long-haul fleet is doing. “The thing that’s so powerful is that when someone presses us on the impact of different policy changes, we have the facts, we have the data. We can produce reports and analysis so that if someone else brought in their scientists, they would have to agree,” says Gifford. “The value is to be able to take these complex business opportunities and give them a good, solid analysis.”

Tag: Data

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