Bridging the Digital Divide

Is there still a digital divide in Australia? If so, how do we bridge that gap? If not, how do we address the apparent chasm that is leaving some “digital have-nots” behind? Is it as simple as rolling out the National Broadband Network and equipping every school child with their own tablet device? Or is it also about creating a digital mindset to ensure everyone can take advantage of the educational, social and economic opportunities that the range of digital technologies has to offer?

Mobile phone internet usage is projected to keep growing. Source: Statista

Mobile phone internet usage is projected to keep growing. Source: Statista

Based on consumer research, we would appear to be a well-connected country, with a high concentration of PC, smart phone and tablet devices, if data from Roy Morgan is any indicator. However, some recent research by Scott Ewing of Swinburne University based on ABS data has suggested that despite the narrowing of the divide, there is a deeper disconnect among those who do not have internet access.

There are multiple factors contributing to this disconnect: socio-economic, age, location and education. I would expect that within 5-10 years, age will be a far less relevant factor in who does or doesn’t have access to the internet. You could also argue that with more people accessing the internet via mobile devices, and with the increasing number of free WiFi zones across our cities (cafes, shopping centres, office buildings), public institutions (libraries, museums and galleries) and transport infrastructure (plus the reducing price of data and storage), cost may not be as much of an issue either. And once the NBN is complete, the percentage of the population without physical access to the internet should likewise be much smaller.

So that leaves education – according to the ABS-derived data, the more educated you are, the more likely you are to access the internet. Should this infer that we aren’t doing enough to teach digital skills in the classroom? Or are we teaching the wrong set of skills? Or is it a bit like learning English grammar or applied mathematics – unless you use them in your everyday life, you soon forget them, and never remember why it was important to learn them in first place?

Computer science, programming and coding courses are increasingly being taught in schools, either as part of the core syllabus or as extra-curricular activities. Many pupils have to use tablets as an integral part of their school lessons. And some schools are also running hackathons and entrepreneurial projects to help students navigate the new world of work shaped by innovation, digital disruption and the “gig” economy.

The changing nature of work is challenging schools and parents to think about how we should be preparing pupils for the future. It’s not just learning about the technology (important as it is to study data analytics, automation, robotics, AI etc.), it’s also about understanding the context and the potential for what it can do. It’s also increasingly apparent that more and more of today’s students want to do work that is meaningful, rewarding, challenging and which helps connect them to their values and “purpose”.

I like to think that as part of a well-rounded liberal education, today’s pupils will receive:

  • a solid grounding in digital literacy (as important and as vital as the 3 R’s)
  • an awareness of how “digital displacement” (through automation etc.) may impact their chosen career path (even in ways which we cannot yet predict – we must assume it will happen, as no profession, trade or vocation will be totally immune)
  • an appetite for lifelong learning (as one of the ways to cope with the inevitable changes they will face)
  • a set of life skills that instill self-awareness, curiosity, resilience, empathy, flexibility and adaptability.

Finally, if we are to truly grasp why this ability to adapt and change is important, we only need look beyond the digital debate and ask why the National Innovation and Science Agenda is failing to cut through. In large part, the NISA message failed to connect with the general electorate because many people could not identify with it, and therefore it did not resonate with them. Just as “necessity is the parent of invention”, so adversity often needs to be the catalyst for embracing change.

Notwithstanding the economic, environmental and societal challenges we face, there is considerable complacency and acceptance that “she’ll be right” – especially within the political, institutional and corporate elites that claim to lead us. As long as so few of the main actors among these bastions of power and influence decline to change their own culture, behaviours and ways of doing business, then it’s not surprising that the public feels unwilling or unable to change.

So our only real hope is to empower the next generations to shape their own future, not to be constrained by our traditional notions of “job” (in my view, an increasingly outmoded economic unit of value….) and think for themselves as to what change they want to create with all the technology, resources and opportunities at their disposal.

Next week: My Extended Gap Year

The Day of the Mavericks – the importance of intrapreneurship

As part of my notes on Melbourne’s recent Startup Week, I mentioned an interesting discussion on “innovation from within”, and the importance of intrapreneurship. There has been a steady stream of articles on the rise of intrapreneurship, an often overlooked skill set or resource that all organisations need to tap into, harness and deploy successfully. But what does it take to be an intrapreneur, and where can we find them?

Idea Machine - image sourced from Vocoli

Idea Machine – image sourced from Vocoli

The panel discussion on “Innovation from the inside out” was mostly about what leaders are doing to foster entrepreneurial-thinking from within their own organisations, featuring Janet Egber (NabLabs), Phil Harkness (EY), Martin Kennedy (GE) and Liza Noonan (CSIRO). Much of this effort revolves around connecting individual purpose with collective purpose (team, organisation, society). For example, at EY, there is a program to “promote purpose-led transformation, grounded in humanity and a call to action”, while GE also places importance on purpose. CSIRO, meanwhile, is clearly undergoing some huge transformational change of its own, with a key focus on “making the treasure chest of ideas happen.” (For a couple of related blogs, see here and here.)

When asked about how to incentivize intrapreneurship, and how to prioritise efforts, Liza Noonan was of the view that the “grass-roots” of the organisation “give us permission” to pursue particular projects. While Phil Harkness talked about the need to develop appropriate career paths, and the importance of change management engagement.

In my own experience, intrapreneurs are likely to display a healthy mix of the following characteristics:

Curiosity – This is critical. If you don’t display any interest in what is going on around you;  if you don’t think about how things could be done differently, better or more effectively; or if you don’t care about how things work, you are unlikely to discover anything new or uncover new business opportunities. This is not only about formal technical skills, this is also about personal outlook. It’s not intended to be disruptive, but maverick thinking is often what gets results.

Creativity – While I am not a big fan of formulaic management methodologies, I do see some value in certain aspects of the Six Hats model – of which Green for Creative Thinking is key here. As well as being a vital part of ideation and innovation, having a creative mindset (coupled with innate curiosity) is essential to problem solving – especially when it comes to “what if?” scenarios, and joining the dots between seemingly disparate data.

Commercial – Intrapreneurs don’t need to be financial wizards, or be the best sales people – but they need to be grounded in the commercial realities of how businesses work, how markets develop, what customers think, and what it takes to launch a new product or service. Being open and receptive to customer feedback is essential, along with an ability to manage solution sales and consultative selling.

Uncertainty – Being comfortable with uncertainty, and learning to be resilient, flexible and adaptive are essential to the intrapreneurial mindset. This may include a different approach to risk/reward models, as well as being able to look beyond the normal business plan cycle into the “unknown” of the future.

Scepticism – Having a healthy degree of doubt and not falling prey to over-optimism can help to manage expectations and enthusiasm built on irrational exuberance. We know most new ideas never get off the whiteboard (which is OK!), so the skill is to challenge everything until proven, but in a constructive, pro-active and collaborative way.

The key to intrapreneurship is being able to find your role or niche in the organisation, from where you can develop your expertise, establish your influence and build a foundation for solid outcomes. While at times it can feel a bit like “right person, right place, right time”, there are strategic steps you can take to manage your own career as an intraprenuer, including networking, self-directed learning, volunteering for new projects and taking responsibility for fixing things when they go wrong, even if they are outside your immediate responsibilities. It’s these sorts of behaviours that get noticed.

I know from personal experience that being curious and asking the right questions can lead to exciting new opportunities (in my case, six years in Hong Kong to establish a greenfield business). I also value the advice of a senior colleague soon after I joined an organisation: “You need to be part of the solution, not be part of the problem” when it comes to organisational change. And some of the best indirect feedback I ever received was from a colleague who introduced me to a new hire: “This is Rory, he’s our lateral thinker”.

Finally, it’s not always easy or comfortable to challenge the status quo from within (which is what a lot of intrapreneurship involves). Intrapreneurship can also feel lonely at times, which is why it’s vital to make the right connections and build sustainable relationships because, in army terms, you don’t want to get a reputation for being part of the “awkward squad”.

Next week: “Language is a virus” – a look at coding skills

Re-Imagining Human-led #Innovation

Following my previous blog on Innovation, I recently participated in an on-line forum on the Future of Innovation, hosted by Re-Imagi, and facilitated by Jesper Christiansen from NESTA, a UK-based think-tank. You can read about it here, including the infographic output of the discussion. As a result of working with my fellow Re-Imagineers, I developed some ideas on what I call the “Innovation Dichotomy”, which I shared last week at an Re-Imagi event on the Future of Financial Services, hosted at NAB Village in Melbourne.

Screen Shot 2016-08-07 at 3.03.52 PMThe Innovation Dichotomy revolves around an over-emphasis on technology, as illustrated by the following:

  1. Innovation is heavily tech-led, but design thinking is very much human centred and is all about mapping people’s’ needs;
  2. Innovation is often based on digital disruption, and is mostly about devaluing existing processes, de-layering management levels, and increased automation; and yet human skills (cognition, empathy, client-facing, service delivery) are going to be in increasing demand;
  3. Innovation usually happens in tech-labs and silos (external and internal), but it will be people (employees, customers, stakeholders) who actually implement the changes – so there has to engagement through alignment of values and purpose.

And as one of our participants at NAB Village commented, if the organisational culture and communications are not right, any innovation-led change will be destined to fail.

Finally, Re-Imagi will be in Sydney this week, so get in touch if you’d like to find out more: rory@re-imagi.co

Next week: The Day of the Mavericks – the importance of intrapreneurship

 

Field report from Melbourne #Startup Week

The third Melbourne #Startup Week has confirmed Startup Victoria‘s pivotal role in supporting local entrepreneurs, founders, startups and anyone interested in innovation and disruption. Over the next few posts, I will be commenting on some of the events I attended. Meanwhile, here is a brief summary of the key themes that emerged.

Screen Shot 2016-06-26 at 1.43.16 PMFirst, there is a continued shift from B2C and 2-sided markets, to B2B and enterprise solutions among the startup pitches I saw. Medtech is also getting some renewed attention, as are XaaS business models. And of course, there has to be scale in the idea.

Second, nearly all of the feedback from the judges at the pitch events centred on “why you?” –  What makes your idea different to the competition? What is the problem statement? Where are the solution proof points?

Third, there was an interesting session on “innovation from within” and the rise of intrapreneurship. There were also discussions on whether (and how) aspiring founders should leave an existing job to embark on a startup project, and how to navigate an entrepreneurial career. (More on this to follow.)

Fourth, the notion of “disruption for disruption’s sake” is being challenged – it’s not enough to be disruptive, there has to be substance (and purpose) to back it up.

Fifth, the use of design thinking, human-centred design and CX mapping in fostering creativity is breaking through to large corporations, but it is just one of many available innovation techniques – without context and framing, it can simply become a process.

Finally, I heard very little (in fact, absolutely nothing) about the role of government(s) in fostering innovation and entrepreneurship, and in supporting startup founders – notwithstanding LaunchVic, and the National Innovation & Science Agenda. Maybe there is so much election campaign fatigue that the startup community has already discounted the impact politicians (of any persuasion) can have on their business aspirations. Certainly, the numbers of Gen X and Gen Y attending some of last week’s events is testament to how engaged younger citizens are in finding purpose through the type of work they do (and what sort of organisations they work for), that they are less focussed on securing a “job”, and more concerned about building a career.

Next week: Level 3’s Enterprise Pitch night