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Big Data can help save the world

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Statistics and analysis may sound dull but now big data is being roped into saving lives in the humanitarian hellholes of the world, writes ARTHUR GOLDSTUCK.

Once, it was a national park. Now, a vast area of Bangladesh has been turned into a sprawling refugee camp. Hundred of thousands of Rohingya people have poured across the border from Myanmar in recent months, forced out of their homes by a brutal army crackdown.

The vicious persecution aims at eradicating a Muslim presence from the primarily Buddhist country of Myanmar. Thousands have been killed for no other reason than being part of a community. Aside from the Rohingya themselves, the brunt of the anguish has been borne by Bangladesh, which has welcomed the refugees into a country that can barely cope with its own problems.

Aid workers have poured in from around the world to help. But that has sometimes only added to the confusion.

“How do you deal with an emergency in the chaos of a million people milling around?” asked Leonard Doyle, head of media and communications for the United Nations Migration Agency. “International and local agencies go piling in, installing tube wells next to water points that are contaminated. That’s not smart.

“Our role is to coordinate the response, which is a massive a challenge given that everyone is doing what they want. We have feedback channels and information points to help coordinate such disasters, but when information is collected out in the field where there is no Internet connectivity, and only submitted a few days later, it does not have the immediacy or urgency that is needed.”

The Agency finally turned to big data – the science of collecting and analysing large amounts of data, and using it for better decision-making. It developed an online platform to receive the information, as well as a software tool people could carry on their phones to collect and submit information.

“It’s a very simple app that allows people to log information and upload it to a response team, and view it on a mini-dashboard with quick statistics of all the feedback collected. It is easy to synchronise with a community response map, and data can be exported from platform and shared with other agencies via PDF and Excel, live data and infographics.

“It’s a very simple tool to collect information for every actor in the field. Now, information coming from these desperate people gets quickly fed into system. So, for example, if someone finds a boy who has lost his parents, and inputs that information, it creates a response procedure that ensures the boy us looked after immediately. We need better ways of getting aid to people, and this is one way.”

Doyle was speaking at the SAS Analytics Experience 2017 conference in Amsterdam, an event that draws both on 40 years of pioneering data science at the SAS Institute and on some of the most current case studies and strategies for turning data into decisions. Addressing humanitarian crises and human problems was a strong theme at the conference.

“The human being and mathematics are merging,” said Jon Briggs, the BBC broadcaster who also happens to be the British male voice of the iPhone voice assistant, Siri. Chairing the conference, he issued a powerful warning:  “The danger in relying purely on statistics is that it can have the effect of dehumanising what is often a very human tragedy.”

However, he pointed out that the work of the UN Migration Agency showed how data could save lives on global migratory routes. Also known as the International Organization for Migration (IOM), the body is currently dealing with 65-million displaced persons, 21-million refugees, and 41-million people displaced in their own countries. Almost a third of this latter group is in Africa. In one month in the DRC alone, 1.5-million people were displaced.

“These folks are the wretched of the earth,” said Doyle. “Already the human traffickers, sex exploiters, human slavers, are there. The vultures are circling. As these people become exploited and enslaved, there is an enormous danger of radicalisation. Yet, much of the suffering is unnecessary.

“These man made disasters may feel distant on our TV screens, but they have a habit of coming close to us. You have in your hands and brains and pockets many of the tools that could enormously help in dealing with the humanitarian issue.”

The message was reiterated by a member of the Dutch royal family, Pieter-Christiaan Michiel, Prince of Orange-Nassau, van Vollenhoven, who is also vice chairman of the board of the Dutch Red Cross.

“I believe big data can make the world better, more humanitarian and smarter,” he declared.

That was the thinking behind the creation by the Dutch Red Cross of a data unit called 510 Global, named for the 510-million square kilometres that make up the surface of the earth.

It is described as a “dedicated hybrid team of data scientists and information managers and researchers who apply their skills across humanitarian activities with Big Data”.

“From visualising and communicating information through interactive dashboards, maps and infographics, our team collects, collates and analyses big data, extracting insights and translating them into data-driven decisions, positively impacting humanitarian aid,” the organisaton says.

Prince Pieter-Christiaan presented a case study that is still raw in the memories of the Dutch: the devastation of the Netherlands territory of Sint Maarten in the Caribbean by last month’s Hurricane Irma. More than 7 out of 10 buildings were damaged or destroyed. The relief operations were a nightmare for aid organisations, the military and government.

The 510 Global team was tasked with both preparing data before the hurricane hit, and assessing the damage afterwards.

“We worked with Google, which was able to predict the path of hurricane, and first responders were able to share information via Google Maps. We knew the hurricane would hit the island, but we wanted to create an accurate picture of where people lived and map the houses on islands.

“We used satellite data to count houses and see where the roads are to reach them. A lot of illegal immigrants were living and working on the island, living in makeshift buildings. We used crowdsourcing to find how many unregistered buildings there were, and that map was used for the rescue operation.

“We used drones for damage assessment, and volunteers used satellite data to map and colour code the most devastated areas, to focus relief operations. We also used that for the recovery, to see how many roofs were needed for makeshift buildings.”

That still left aid workers scrambling for resources on the ground, but it helped divert these to where they were needed most.

The prince pointed out that the Dutch Red Cross was 150 years old, but was now spearheading the concept of smart aid. However, this was no luxury.

“We have a $25-billion budget, but a $35-billion need. There’s a big gap. We are always short of money. Smart aid pinpoints our smart responders, allowing them to be much more effective by seeing where the relief effort is needed most.”

  • Arthur Goldstuck is founder of World Wide Worx and editor-in-chief of Gadget.co.za. Follow him on Twitter on @art2gee and on YouTube.

Africa News

Smart grids needed for Africa’s utilities

Power utilities across Africa should rethink their business models and how they manage and monetise their assets to keep pace with the changing energy ecosystem, says COLIN BEANEY, Global Industry Director for Asset-intensive and Energy and Utilities at IFS.

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Africa’s abundant natural resources and urgent need for power mean that it is one of the most exciting and innovative energy markets in a world that is moving rapidly towards clean, renewable energy sources. The continent’s energy industry is taking new approaches to providing unserved and underserved communities with access to power, with an emphasis on smart technologies and greener energy sources.

Power systems are evolving from centralised, top-down systems as interest in off-grid technology grows among African businesses and consumers. And according to PwC, we will see installed power capacity rise from 2012’s 90GW to 380GW in 2040 in sub-Saharan Africa. Power utilities are needing to rethink their business models and how they manage and monetise their assets to keep pace with the changing energy ecosystem.

Energy and utilities providers are transforming from centralised supply companies to more distributed, bi-directional service providers. They can only achieve this through the evolution of “smart grids” where sensors and smart meters will be able to provide the consumer with a more granular level of detail of power usage. This shift from an energy supplier to “lifestyle provider” will require a much more dynamic and optimised approach to maintenance and field service.

African companies must thus embrace digital transformation as an imperative. This transformation begins by embracing enterprise asset management to improve asset utilisation. The subsequent steps are enhancing upstream and downstream supply chain management; resource optimisation; introducing enterprise operational intelligence; embracing new technologies such as the Internet of Things, machine learning, and predictive maintenance; and becoming a smart utility.

Embracing mobility to drive ROI

Getting it right is about putting in place an enterprise backbone that accommodates asset and project management, multinational languages and currencies, new energies and markets, visualisation of the entire value chain, and mobility apps. Mobile technologies that support the field workforce have a vital role to play in driving better ROI from utilities’ investments in enterprise asset management and enterprise resource planning solutions.

Today’s leading enterprise asset management solutions feature powerful functionality for mobile management of the complete workflow of work orders – from logging status changes and updates, from receiving and creating new orders to concluding the job and reporting time, material and expenses. Such solutions are easy to deploy and intuitive for end users to learn and use.

Importantly for organisations operating in parts of the continent with poor telecoms infrastructure, connectivity is not an issue. The solutions work offline and synchronises when network connectivity is available. Users can work on any device—laptops, tablets, and smartphones—commercial or ruggedised.

By ensuring that field technicians have easy access to information and processes, the mobile solution enables technicians and maintenance engineers to easily do the following tasks:

·         Create a new work order on the fly and log new opportunities

·         Access both historical and planned work information when requested

·         Permit customers to sign when the job is completed

·         Capture measurements and inspection notes on route work orders

·         Create new fault reports on routing

·         Facilitate documentation through photo capturing

·         Provide easy access to technical data and preventive actions.

The power of mobility allows the engineer to be the origin of all data capture on a service event. They can easily inquire on asset history, record parts used or parts needed for repair, record labour hours, and expenses as they occur, and any notes of repairs performed. When coupled with workforce management tools, such solutions unlock significant productivity gains for utilities who are trying to get the most from their workforce and assets.

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Brands fall for app vanity

The experience of a mobile screen full of icons, representing independent apps that your need to open to experience them, is making less sense. Instead, businesses should serve customers with an ‘app-like’ experience inside the digital platform they already use, says PIETER DE VILLIERS, Group CEO at Clickatell.

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Many brands remain obsessed with creating mobile apps. This not only defies trends that point to increasing consumer app apathy, but can exclude a sizeable portion  of your customers in emerging economies. Companies need to engage with their users where they are rather than forcing them onto an app, in what can only be described as brand vanity. 

In 2017 there were around 2.2 million apps available in the iOS app store and over 3 million on Google Play. And, while the number of apps being downloaded continues to rise, analysis shows that consumers are only using 30 apps per month and accessing just 9 on a day-to-day basis. 

While these numbers still seem attractively high, in reality the majority of the apps we use are for messaging (like Facebook Messenger, WhatsApp, and WeChat) and our social networking, gaming, leisure, dating or utility activities. 

Despite the facts, the application strategy as the holy grail for digital transformation is still being pushed even within large progressive brands. What’s more, some advertising agencies and digital consultants are still pushing apps as the best means for companies to connect with their customers. This has resulted in some organisations stubbornly doubling down on app strategies which are simply not showing return on investment (ROI). 

It’s not immediately clear to us whether the fascination with apps is a roll-over from long overdue projects or whether brand owners equate a mobile-first strategy with a mobile app. Mobile-first in 2018 means customer first, and therefore embracing chat commerce in order to deliver services with convenience and simplicity in mind. 

Why apps won’t win the internet

The problem with apps goes beyond user fatigue. In the first instance, many apps are poorly designed, assuming technical sophistication which may not match reality for the average customer. Poor user interfaces and attempts to provide complex engagement can result in even the best ideas missing their targets due to lack of engagement. 

Secondly, we all know that economic realities drive consumer behaviour. In Africa, new mobile phone users typically opt for feature phones over smartphones. With a longer battery life and a much more accessible price point, feature phones still allow for a basic internet connection, chat platforms like WhatsApp, and call and message functionality. In these regions, the cost of an app – even if it’s free – goes far beyond installing it. Constant updates require reliable and cheap access to the internet. For the average phone owner in an emerging market, this can be a serious challenge. 

Thirdly, and most importantly, apps must be relevant to their intended market. Frequency of usage is a key measure of relevance. 

Apps which are used on a daily basis, like health and fitness trackers, enjoy constant engagement. New features which are added are eagerly awaited by users who are happy to update their apps. 

However, users may well question the relevance of the app if they are required to conduct updates on a monthly or even weekly basis when they are only making use of the app once or twice a year. 

On average, I download one app per quarter. Some I use more frequently than others, but all of these apps need to be regularly updated to maintain security, update features, and fix bugs. Many apps are pushing out updates much more frequently. I noticed over the past year that I could go from having all apps updated, to 32 apps requiring an update in five days.

When it comes to a customer-first digital strategy, companies should be asking themselves if an app is really the best way to reach their target audience. 

In fact, at the end of 2016, Gartner predicted that by 2019, 20 percent of brands would ditch their mobile app. What’s more, in its 2018 predictions, the company forecast that by 2021, more than 50 percent of corporations would spend more per annum on bots and chatbots than on mobile app development. 

So, we need to ask, what is the alternative for CIOs, CDOs, CMOs, and digital leaders who are looking for ways to reach, retain and grow their customer base? 

The logical app alternative 

The old battle advice goes: fight your enemy where they are not. Military strategists agreed that having your enemy come to you and fight you on your own terms was preferable. In a world where customers have access to thousands of offerings and millions of deals online, we need to flip that idea to Meet Your Customers Where They Are. 

Any marketeer will tell you just a how difficult it is to drive app downloads. Development, cross platform testing and user interface aside, the marketing campaign required to get customers to download the app can swallow entire annual budgets and still come up short. 

Looking at the facts, it makes infinitely more sense to work within the digital platforms already being used by your target audience. 

Clickatell is already enabling chat commerce for some of the leading global brands with its Touch solution. This allows organisations to serve their customers with an ‘app-like’ experience inside the chat or browser platform of their customer’s choice (Twitter, Facebook Messenger, etc.) 

Brands can now send an actionable Touch link such as ‘find the nearest ATM’ or ‘reset my password’ within a chat stream that will open an intuitive touch card without the user having to download an app to perform the action. Services can also be linked to the in-app experience for brands not looking to abandon their app efforts. 

Working with our clients, many of whom are global innovators and thought leaders, we’ve found that having the courage to design with an ‘end user first’ approach and dealing with the back-end complexity behind the scenes results in cost efficient customer delight and ROI. 

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