What can Africa teach the World about Technology?

321px-terrestrial_globesvgAuthor: Alasdair Munn

tcg: The Communication Group

After attending Africa Gathering this weekend, the central key words and phrases I gained were:

  • Relevance
  • Solution based approach
  • Context
  • Understanding your stakeholders.
  • Sustainable (All four cornerstones)

In the West, particularly the US, the most publicised and most visible business model for the development of collaborative and people-connecting technologies have been the social network models.

There is a perception (right or wrong) that the model to replicate is the one that is built on ‘the great idea that takes off’.

  • Have a great idea
  • Obtain funding
  • Build it using smart technology
  • Gain user buy in and critical mass
  • Figure out the business models later
  • New, unexpected business models will appear as you go along.

What these models have proved to us is that there is power in connecting people, in collaboration and allowing people to add value and perspectives. Some amazing technologies have resulted from this and new ways of looking at how we can use these tools have been unexpected by products. There is no denying that these have changed the way we do things, and have a huge capacity to ensure the way we do business changes for the better.

These models came about in a time of comparative wealth and excess. As resources become increasingly scarce, people are looking towards business models based upon relevance and context.

It has always been the case within Africa that development resources have been scarce. One thing the people of Africa understand is how to make the most of their limited resources. AfriGadget, a blog that explores the way in which the people of Africa solve everyday problems with ingenuity illustrates this very well.

In the West there is a tendency to try and replicated what is out there. There is a preoccupation on talking about the various ways in which existing platforms or networks can be best “leveraged”. Hands up those who have not written or read numerous blogs on how to get the most out of twitter?

Technology solutions coming out of Africa are built with purpose, against objectives and within the boundaries of their resources. It is a solutions based approach. It is also a stripped down approach where only the relevant resources and tools are used. Simple works because less can go wrong and if it does go wrong, simple is easier to fix. There is a shift in the way tools and technologies are looked at.

A good example of this is what Ushahidi did in Kenya. Ushahidi is an opensource platform that crowdsources crisis information. They took a widely used and available piece of technology, texting on mobile phones and applied it to a Google Maps mashup. This was built in Kenya using local knowledge and technologists in response to post election violence. This provided a real time map of violence hotspots with an understanding of the types of violence in those areas. The interesting part is they quickly recognised that citizen reporting leads to an overload of incoming information. Using social media tools most people take for granted, or seldom consider outside the context of specific social networks, they are creating a crowdsource filter. Using tools such as rating, both content and people and word, language and phrase filters, for example, sense can be made out of this overload. Considering profiles to have a deeper significance than a means to tell people who you are, real value can be added to content. Check out Erik Hersman’s TED talk here. 

As the West, and the developed world continue to struggle against scarcity of resources, they can learn from Africa’s approach. Shifting the way resources are looked at and challenging old business models are essential. Context and relevance are no longer just buzz words.

I have just found these links to blogs on Africa Gathering thanks to Juergen Eichholz

Context Rules Social Media

mazeAuthor: Alasdair Munn

tcg: The Communication Group

“Content is King” You hear that a lot at the moment. Having targeted content that can travel, address different learning styles, grow and have value added to it has replaced the notion that the website is the destination. People are searching for content. To put some context to this think of RSS feeds and Twitter search.

Content no longer sits on a website and hopes for people to come along. It travels. Not only does it travel from the website, smart websites are putting relevant content in front of their website visitors according to their profiles, preferences, searching and navigation behaviour. Social media tools, analytics, CMS, LMS and CRM are being combined to ensure audience and content relevance. The form content is delivered in, video, audio, photo, graphic, text etc. is no longer seen as merely innovative or a gimmick, rather as aligning to learning styles, expectations and delivery mechanisms. Context.

The relationship between content and context is two pronged.

  1. Content is created in relation to the context it will be consumed in
  2. Context directs content.

For content to be relevant it has to be created in the context of your social media strategy. Understanding the following is a great start:

  1. Who are your audiences?
  2. Where they live online?
  3. What are their learning styles?
  4. How they are influenced?
  5. What are your competitors doing?
  6. How can you differentiate yourself?
  7. What is your USP? (Unique selling point)
  8. What should you be doing online?
  9. What are the rules?
  10. What resources and tools do you have at your disposal?

Aligning your available resources and tools to your content goals seems obvious, but so much content is cobbled together in a piecemeal fashion. How many times, for example, have we seen a company start a YouTube channel and not update it?

Context rules social media. Keeping this in mind ensures we prepare, research and create strategies that align our goals with our audiences and resources. Relevant content and content delivery strategies will follow.

Photo by Howard Grees.

Shona Tiger: Life in Zimbabwe: Guest Post

Honde ValleyIf there is one thing I heard over and over during the time of Zimbabwe’s worst economic troubles, it was, “How on earth are you surviving?” This from both Zimbabweans and foreigners. Inevitably the answer would be, “We make a plan”, because that’s the Zimbabwean way, and that’s what we have always done.

It’s a little hard to explain to an outsider. There are many who have said that if what happened to Zimbabwe had happened to any other country in southern Africa, the result would have been far worse. My personal opinion is that what happened to us was more than the result of the farm invasions and poor government policy. We became caught up in a perfect storm of post-independence euphoria and a certain lack of attention to warning signs, religious adherence to poorly crafted World Bank and IMF plans, and perhaps an over-reliance on one aspect of our economy- agriculture. Well before the farm invasions, the Zimbabwe dollar was showing signs of stress, and the drought years of the 1990s had already put pressure on our economy. I remember the worries of farmers in the 1990s, the talk of the national herd being depleted, and people wondering how on earth one could exchange Z$5 for US$1. Pretty funny to think about now.

It feels like we’ve “been sifted”. It is hard to imagine, looking back, how we ever survived the season that followed. I was one of those Zimbabweans who stayed (although I enjoyed a brief hiatus in Botswana, when I had left for personal reasons). The first hint of trouble stirring was when I was at the University of Zimbabwe, and the suppression of the usual demonstrations by students was becoming increasingly violent, leading eventually to the death of a student. We heard whispers then of a party being formed with worker’s union roots, and sure enough, just over a year later, the MDC was formed. In 1998 we had the bread riots, when Morgan Tsvangirai became a national voice, and those riots were the symptom of the economic mess that was coming…. Things went downhill from there- and it’s been ten years.

How did we survive? How did we survive the fuel queues which eventually went away when there was no fuel to be had anymore? How did we survive the stacks and stacks of cash which later being such a source of merriment, the “bricks” we carried around in such small denominations that we had to hand over a brick to get a loaf of bread- when we got bread? How did we manage the hours or days or weeks of power and water cuts? How did we manage the cash shortages, or the empty shelves at the supermarket which meant that there was no food to be had locally? Or how we have dealt with falling ill and going to hospital to find no drugs, no doctors, no nurses, no food, nothing but a bed?

We made a plan.

First we queued for ourselves and other people, and made jokes about fuel queues while we stood around in them and made new friends. Then we bought our fuel in Botswana or South Africa, eventually getting fuel traders- with tankers and small vans- to bring us our fuel in tankers or drums or 5-litre plastic containers. Cross-border traders- women who left their families to cross borders to Zambia or Botswana or South Africa stood in queues at service stations for us. We walked or cycled to work, come rain or shine. We drove at forty kilometres per hour to save fuel. We got the cash somehow, and haggled and converted and counted to a trillion in our heads, and bartered and stayed in business until we couldn’t anymore, then we tried a different business. Supermarkets sold tea leaves and sugar and jam, or nothing, but opened their doors day after day. Bread came and went, and changed in size (so standard didn’t mean the same thing from week to week), and the price changed daily when bread was to be had, and sometimes even when it wasn’t. We built fires to cook over, and went to people with boreholes to get water, or got generators. We used candles or battery-powered lamps for lighting, or we slept early. We learnt that even though there was no schedule to the water cuts, we could work our way around them by doing all our laundry when we heard the trickle into the water geyser. We learned to boil or filter our drinking water, and not to keep too much meat in the house. We learned to do all our shopping across borders- from perishable food to dry goods and clothing, and got quite handy with other people’s currencies. And we learned to buy not just for our households, but for others, too. We didn’t “get sick” until the cholera outbreak, which was more illness than we could handle by staying at home and nursing ourselves back to health.

And through it all we griped when we couldn’t handle it anymore, or left the country to find something better, to send money back home; but mostly we just stayed put and made jokes about it, and managed somehow. We looked to extended family, and looked after each other. We had braais (barbeques) when we had meat, and let down our hair. We worked hard in between, knowing that if we didn’t, we might not eat the following day. We did without movies and the mall, and when we went out for coffee, we made do with whatever there was- tea, soft drinks, black coffee, a slice of cake or lemon meringue or whatever was on the menu. Sometimes it got hilarious; we went out to a pizza place one night, and all there was on the menu was a pizza base with tomato and garlic on it- like a marguerita pizza, but without cheese- no meat, no other vegetables. We laughed and ate.

I spoke to people in business who stayed open waiting for things to change, even though they couldn’t pay their staff. I talked to farmers who had had their farms taken away, and were now running a retail business, selling no name brand cleaning products, and earning a living that way. I spoke to factory workers who were going in to work once a week, and earned their salary in kind (whatever foodstuffs were available), rather than cash. I spoke to a woman who had travelled from Chivhu to Bulawayo for medical treatment (about three hours by road), because although there is a hospital there, there was no point in trying to get treatment there. As they shared their stories, I wondered about the thing about the Zimbabwean that made them deal with everything with such grace. Everyone struggled, but we managed somehow.

And our future? I believe in us, truly I do. If the same can-do attitude can be applied to the mammoth challenges facing us, we will recover. It may not even take as long as so many seem to think. Maybe it’s a matter of there being nowhere left to go but up; or perhaps just as with people, the national character had been strengthened by adversity. I do know this for sure: seeing how people tackled an impossible situation, and worked hard, and kept smiling, made me proud to be Zimbabwean.

Photo by ShonaTiger

The House of Stone

Open Letter to Bill Gates

zimflag1Today Bill Gates told the people attending the ICTD 2009 Conference in Qatar that Zimbabwe was not worth spending resources on as it is too far gone.

I disagree with his remarks and find them unfortunate. They have far reaching consequences for the people of Zimbabwe.

Below is an open letter to Mr. Gates explaining my thoughts. This letter just scratches the surface. I ask all Zimbabweans to contribute to this letter below by leaving constructive comments as to why he should change his mind.

The Bill and Melinda Gates Foundation does some amazing work around the world. This is not an attack on them, rather an effort to engage positively.

18 April 2009
Dear Mr. Gates

I have been following updates of your keynote speech at the ICTD 2009 in Qatar.

I would like, with respect, to disagree with your assertion that “Zimbabwe is not worth spending resources on as it is too far gone”.

If ever there was a chance to rebuild an African country so that it can become sustainable and a model for other countries to follow, this is it. Here is an opportunity to engage with the people of Zimbabwe to ensure the restructuring of the country is relevant, sustainable and meets the needs of the people.

I agree that there are still challenges Zimbabwe has to face with regard to the political climate, but real progress is being made in the country. The majority of people in the new government have a positive and enlightened attitude towards reconstruction and recovery. The government contains capable, intelligent and dedicated people. The main challenges are the negative perceptions of the West and the unwillingness of some people/institutions, internally and externally who can effect real change in the country to commit to this task.

Here are a few reasons why Zimbabwe cannot be discounted:

  • Zimbabwe still has an infrastructure that can be quickly turned around using relevant technologies, processes and new thinking.
  • Zimbabwe has many capable, educated people with the skills and the dedication needed to rebuild the country. Zimbabwe’s productive years were not so long ago that we have forgotten how to produce.
  • There is willingness and an understanding from the top that Zimbabwe needs to allow conditions for private enterprise to grow on a micro and macro level.
  • Zimbabwe has the natural resources and capacity to ensure continual growth and solvency with the right investment.
  • Change in Zimbabwe has come about through an opposition’s commitment to democracy. Sacrifices have been made and are still being made for these ideals. However, the commitment to these principles stands the country in good stead.

You talk about the need for strategies, the need for process and the adoption of best practices. You understand that profitability is one on the most fundamental cornerstones of building sustainable communities. You ask: “If someone knows how to take philanthropic money and create good governance in Zimbabwe I’d love to hear it”. You have already provided the answers.

Zimbabwe needs a robust recovery plan. It needs to integrate and align all internal and external efforts and direct them towards a Zimbabwean solution. Most of all, it needs genuine assistance from foundations, institutions and governments with no hidden agendas and no “prefabricated” solutions. Zimbabwe does not need disparate efforts and good intentions; it needs a collective, collaborative and communicated strategy. It needs the leadership and skills that a foundation like yours can provide to work with Zimbabwe’s leaders, businesses and stakeholders to bring all the relevant players together. This will ensure that the resulting strategy is relevant, aligned to available resources and executable. Zimbabwe needs partnerships and dialogue, not handouts.

I share your view that an empowered population will be less dependent on government. They will have choices and options. They will have the resources to educate their children, pay for medicines and to feed themselves. A population that does not rely on the state ensures the state is answerable to its citizens.

I am saddened by your remarks in Qatar. You have the power to do so much good for the country, and you have the influence and the right approach to make a real difference. So many Zimbabweans have sacrificed so much to get to where they are today. To hear you say this on the eve of our rebirth is devastating and counterproductive. I ask you to reconsider your remarks, and I challenge you to reach out and engage with Zimbabwe in an effort to understand what we need and then decide whether you still feel it is too late for Zimbabwe.
Sincerely

Alasdair Munn
Zimbabwean.

Power Profiling: take off your shoes

chris_owens

Author: Alasdair Munn

tcg: The Communication Group

I seldom write here about one of the aspects of my job that I like the best. Power Profiling. Power Profiling is about creating personas and understanding customers and audiences. It involves knowing how to communicate to them. Appreciating how they learn, how they are influenced. Knowing their decision-making processes, their values, norms, desires. Appreciating their aspirations and dreams.

Getting to the stage where you can truly think for your customer or audience takes time, effort, intuition, process, open-mindedness and receptivity.

The expression “before we truly understand a person we must walk a mile in their shoes”, is well known. The part that fewer people have heard, or live by is “Before we can walk in a persons shoes, we must first take off our own”

We all know we should “understand our audiences”. We talk about it all the time. Sometimes we even take notice and make an effort. How many of us go beyond demographics and snap opinion polls? Much of our efforts reflect the way we see our customers in relation to how we see our products, services or offerings.

We all have our preconceived ideas. The ways we are brought up reinforce attitudes, values and prejudices. Having filters that screen, delete, distort and generalize information and messages are part of what makes us human. Interpreting the world in relation to who we are, our life experiences and the shared values, norms and beliefs of the society we live in are effective defences against overload. However they also reinforce our paradigms and mindsets, creating self-fulfilling prophecies.

We are not going to get rid of our filters, nor should we. However recognising these filters, accepting that they are there and learning to deal with them lead to a greater understanding of alternative points of view.

Power Profiling is not about the organization; it is about their audiences. Some of what might be discussed during the process will relate directly to an organizations produces, services, or processes, but ultimately if we are to understand someone, we need to approach it from who they are and from their world view. Organizations are competing, not only with their competitors, but also with life in general. Understanding how an organization can fit into their audiences life in a manner that makes sense to them, adds value and gains buy in is key.

In many ways this is what we try to do with social media. Like with organizations, egos and filters can get in the way.

Photo by Chris Owen’s

Social Media is no walk in the Park

Paul Likes PicsI have just read Chris Brogan’s blog post “Just as Difficult as it Seems”
I posted a comment which I have reproduced here as I think it is relevant to my last few posts on this site.

In Chris’s post, he talks about social media strategies being rather more involved and complicated than setting up a FaceBook page, or Twitter account.

My comment is below.
This comes back to two issues

  1. The myths of Social media
  2. The concept that social media strategies are “bolt on’s”

The myths of social media.
Among others

  • Social media is free. Social media is not free. Some of the tools and external social networks used may not require a direct, upfront fee, or paid up membership, but this does not equate to free.
  • Pushing your brand online does not lead to a “pull” situation. Buy in and relationships are not formed from a few online mentions, links and replies.
  • Using social media tools is the domain of the marketing person. Without organizational buy in, support and alignment, any social media strategy is difficult to maintain and will struggle to gain momentum.

Social Media Strategies are bolt on’s.
This relates to point c above. Running a two week print campaign in The New York Times may be a very good strategy for some organizations. Following this mentality for your social media strategy will not work. A social media strategy has to:
a. Take a long term view
b. Take into account the real time expectations of online savvy audiences
c. Be targeted
d. Be relevant
e. Align with all other marketing initiatives
f. Have metrics and analytics attached
g. Grow, change, adapt, change direction, learn, remain fresh
h. Have whole system buy in
i. Be centred around content that can travel, grow and have value added to it. (UGV)

Pic by Paul Likes Pics

Social Media’s Value Proposition

Guest Post by Clare Munn, CEO tcg: The Communication Group

munncI have always been a big believer in EQ and IQ, and as I got older I realized I needed a bridge between the two, and therefore have called this CQ. C is for Connect or Collaborate or Communicate.
It’s one thing having emotional intelligence as it allows one to feel, be intuitive and aware, and it’s another to have intellectual curiosity and intellectual capital.
However, neither necessarily mean you have the ability to communicate your intuition/feelings or your intellect effectively. And if you aren’t effective in the communication around either EQ or IQ there is is no outcome for sustainable connection or collaboration.

I believe social media allows us to have all 3: IQ, CQ and EQ. A circular, dynamic, mobile and participatory conversation with the ability to interconnect with other conversations through push and pull abilities. Therefore creating relevant and timely communication.

Yes, I like CQ. Do you? I am in the midst of writing a book on this subject, if you’d like to comment, the best comments/thoughts will be included in the book with your permission and name reference.

The Deepend of Social Media

therocketeerThere is no doubting that the innovation and investment into social media tools, software and applications have come from the commercial sector. By that I mean start-ups backed up by investor capital, which have taken risks, believed in themselves and their ideas and run with them.

It is no surprise that the most discussed social media networks are the ones that have excelled from this model, creating a following and infusing themselves into the very fabric of our online lives. Here their determination and vision have created mass following and buy-in, and from that revenue models have been created, or in some cases are yet to be created.

For every Facebook or Twitter, there are thousands of start-ups which have not made it. Not much has been written about them. We prefer to applaud the mighty. We love to pick at, dissect and analyse the ones that have made it. The ones we all want to emulate. How many times have you seen battling niche social networks describing themselves as “The MySpace of Christianity” or “The Facebook of fishermen”? (Ok I made that up but it has a certain poetic quality to it).

This has perpetuated the “build it, create a following and then figure out your revenue model later” strategy as the one to copy. We all like to document why these networks are successful, what lessons we think can be derived from them and applied to our businesses, and how we can maximise our use of them in order for organizations to gain.

Don’t get me wrong, there is much to applaud, and lots to discuss, however, to avoid stagnating there is a need to step away from this and look at the topic from alternative perspectives.

It is this view of social media that has prompted such a fierce reaction to the executives who calmly and quite understandably ask for some ROI data for social media. “They just don’t get social media” is the combined cry from 10 million of the 10 million 7 hundred thousand #socialmedia profiles on wefollow. “How do you quantify a relationship?”

I think most of the executives get that. It is a valid answer, but it misses their point. From their perspective, the build it, get people to engage and then figure out how to make it valuable later is not a model that they are familiar with. (I know I am oversimplifying things here, and yes there is more to this argument than this) Just because the innovation, thinking and construction of these tools are derived from this model, does not mean they have to stay in this model.

Organizations already have business models. They have processes set up to ensure that they reach their goals and that they are adding value in a manner that allows the business to continue. Taking the tools, applications and software that drives the social media we know and love and bringing them into established business models in order to facilitate a greater overall ROI requires a shift in application.

Social media does not only exist “out there”. Bringing the tools into the structure of an organization in a way that aligns with their objectives, culture and purpose ensures that value is brought with them. Helping organizations to see the shift happening in relation to stakeholders, collaboration, connections and content, and how social media tools and processes can bring it all together for the benefit of the organization is key.

Thinking about User Generated Value (UGV) verses User Generated Content (UGC) is important. It is not always appropriate for us to engage or discuss overtly or for inappropriate people to alter content. Using filters and permissions based profiles to ensure relevance, or mapping how people navigate your site can add more value and relevant understanding. Allowing the right people access to the right content, and getting them to add value through tagging, flagging, bookmarking, rating etc can help streamline efficiencies, and add more relevance than sifting through reams of comments, suggestions and text. All these tools exist. The fact that they are becoming easier to integrate into legacy applications, CMS and LMS ensures that this is easier and cheaper to do. The gaps between what we want to do, the cost of doing it and the time it takes to role it out are getting smaller.

Too many people are driving the social media vehicle in automatic. Look under the hood, see what tools make it go and adapt that knowledge so it allows organizations to meet their objectives, goals and unique business rules.