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Cloud is not a country

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Medium and large businesses across South Africa, Kenya and Nigeria experience very different usage, benefits and intentions with cloud computing, according to new research by World Wide Worx and F5 Networks.

Cloud computing has taken off dramatically across Africa’s major markets, but its benefits are experienced very differently in each region – as are its budget allocations.

These were some of the key findings of Cloud Africa 2018, a research project conducted by World Wide Worx for global networking application company F5 Networks, across Kenya, Nigeria and South Africa earlier this year. Decision-makers at 300 medium and large organisations were interviewed about cloud computing usage, benefits and intentions.

“It is no longer about whether to use the cloud, but what benefits are being gained from the cloud,” says Matthew Barker, F5 Networks’ divisional sales manager for Sub-Saharan Africa. “These depend heavily on the dynamics of each market, so we were not surprised to see that businesses in each country emphasised different benefits.”

“Over the five years since World Wide Worx conducted equivalent research, use of the cloud among medium and large organisations has more than doubled, from less than 50% using it in 2013 to pervasive use in 2018”, says World Wide Worx managing director, Arthur Goldstuck.

Respondents in Nigeria and Kenya named business efficiency and scalability by far the most important benefit of cloud computing, with 80% and 75%, respectively, selecting it as an advantage, compared to 61% of South African respondents.

For South Africans, time-to-market or speed of deployment came in as the most prominent benefit, as cited by 68% of respondents. In contrast, only 48% of companies in Kenya and 28% in Nigeria named this as a key benefit.

Barker believes this is a result of the infrastructure challenges in developing information technology markets like Nigeria and Kenya, where the cloud is used to overcome the obstacles that get in the way of efficiency.

“In South Africa, with a more mature IT landscape, the focus is on the competition rather than the business itself,” he says.

This is borne out by the fact that almost a quarter (23%) of South African respondents see the cloud as a platform for international expansion, whereas this figure drops below one in five in Kenya (17%) and below one in ten in Nigeria (6%). The one area where all three countries are level – using the cloud as a platform for service innovation – is ranked exceptionally low, at around 15% across these markets.

“Internationally, it is taken for granted that the cloud is an ideal platform for both innovation and for establishing a global footprint,” says Goldstuck. “In these three markets, these are benefits that are only now beginning to be recognised, but are still a long way from being a priority. The cloud is here but its full benefits have not yet arrived.”

Key findings

Business impact:

·       82% of respondents in Nigeria have seen an impact from cloud computing on market share, with 48% seeing a high or very high impact.

·       In Kenya, 69% have seen an overall positive impact, while 48% had seen a high or very high impact on market share.

·       In South Africa, 66% had seen a positive impact but only 33% had seen a high or very high impact.

·       Innovation within the organisation saw an equally high impact in all markets, with 100% positive impact in Nigeria, 98% in Kenya and 88% in South Africa.

·       The cloud has had a similar impact on brand perception, at 100% in Nigeria, 98% in Kenya and 85% in South Africa.

·       The cloud has also had a high impact on customer experience, at 96% in Nigeria, 85% in Kenya and 81% in South Africa.

Cloud budgets:

Nine out of ten (90%) companies in South Africa said they had increased spending on cloud computing last year, and 83% said they would increase these budgets in 2018. In Nigeria, 78% said they had increased budgets last year, and 94% said they would increase their spending this year. The biggest increase comes from Kenya, however, with 74% of companies having increased cloud budgets in 2017, rising to a massive 98% in 2018.

A minimal proportion of respondents – not more than 2% in any of the countries surveyed – said they had decreased cloud spending last year. For 2018, no companies in Kenya or Nigeria said they would decrease spending, although 5% of South African respondents said they would.

Broken down by industry in South Africa, the highest proportion of increased budgeting for 2018 was reported by IT software and services companies, at 92%, followed by Mining at 85% and Retail trade at 83%. The biggest drop in cloud budgeting was expected by the Engineering sector, with 13% declining in planned spending.

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Apps:

When asked which apps were critical to organisations, 68% of Nigerian and 67% of Kenyan companies said Service apps were critical, while only 40% of South African respondents named these as key.

On the other hand, South African companies were far more likely than those in the other countries to regard human resources apps as important: 43% of South African respondents named HR apps as critical to business, compared to 19% in Kenya and 10% in Nigeria.

“It is clear that more attention is paid to internally-focused apps in South Africa than in the other markets,” says Barker. “In Nigeria and Kenya, on the other hand, customer-facing apps get the closest attention.”

A further indication of the low emphasis on internal apps is the rating of operational apps, which are seen as critical by only 15% of respondents in Kenya and 10% in Nigeria. While still low in South Africa, at 30%, it was more than double the proportion of the other two countries combined.

One area where all markets are equal, however, is in business apps, with only small variations between the three countries measured. Nigerian respondents took them slightly more seriously than the rest, with 76% seeing them as critical, while 72% of South African companies and 67% of those in Kenya agreed.

“Ultimately, the cloud is about better ways of doing business,” says Goldstuck. “That is reflected in cloud priorities and budgets across Africa.”

 

Africa News

Wikipedia wants more Africa

At the recent Wikimania conference in Cape Town, a key focus was on increasing more regional contribution to the world’s largest free, collaboratively-built online encyclopaedia.

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The 14th annual Wikimania 2018 conference, the annual gathering of volunteers from around the world to celebrate Wikipedia and the Wikimedia projects, is expected to bring together over 500 volunteers from around the world to discuss and share ideas around the future of Wikipedia and free knowledge globally.

Wikimedia sites are read approximately 15 billion times a month globally, however only a small portion of volunteer Wikipedia editors come from Asia, Africa, and Latin America combined.

Anyone can edit Wikipedia in any of its almost 300 different language versions including Swahili, Hausa, Amharic, Arabic and Afrikaans versions.

“To achieve knowledge equity we need to have more voices represented in our community.  This is why we are creating an inclusive environment for people from all over the world to contribute knowledge in a way that considers custom, language, access to bandwidth, and more,” said Ellie Young, Conference Organizer for Wikimania.

Ghanaian Wikipedia contributor and free knowledge activist Felix Nartey says that some of the primary barriers to contribution from people living in Africa is lack of time and lack of access to an enabling environment (computers and access/affordability of internet).

“We have been engaging with our communities and holding a number of successful editathon sessions. What is apparent is that African people have a real appetite to see themselves represented on this platform. They want to see their content and their languages on Wikipedia and are crashing through some of the structural barriers to do so,” said Mr. Nartey.

For example, through a collaboration with the Social Theory Course at Ashesi University in Ghana, students have been given class assignments which have led to contributions of their research and term papers on Wikipedia through the Wikipedia Education Program model.

Across other parts of Africa, organised thematic workshops targeted at bridging the gender gap and other systematic biases that exist on Wikipedia have also been held.

Work to create more regional content also continues. In South Africa, Afrikaans and isiZulu are the most active language Wikipedias other than English.

“If you are passionate about a specific topic or piece of local history, or if you would like to see more articles in your own language, register and start making your contributions. The only way we are going to shift the content bias is by adding content that represents a more diverse user base,” said Douglas Scott, President of the Wikimedia Chapter of South Africa.

With over 5 million articles already on English language Wikipedia, Mr. Scott says that more African contributors can get involved by creating an account on Wikipedia and testing out different ways to edit — whether it’s fixing a grammatical error or adding a citation to an existing article, creating a new article, or asking other volunteer editors for support in reviewing a draft article you created.

Articles on Wikipedia need to have verifiable references and sources. This means that facts must be drawn from recognisable publications and institutions. A great way for more African contributors to get involved is to join a WikiProject around specific areas of interest. WikiProjects consist of groups of contributors who work together to create and improve articles about a specific topic on Wikipedia.

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Africa News

Africa’s fintech is migrating

Africa’s fragmented markets and lack of legacy foreign exchange trading infrastructure means that the continent has become a melting pot of fintech activity and innovation, writes TIM HUTCHINSON, Head of Digital for Financial Markets, Standard Bank.

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The evolution to electronic foreign currency trading in Africa, while slow to start, is today gaining tremendous traction. 

In South Africa, only five years ago, almost 90% of foreign currency trades happened over the telephone. Today, despite challenges around illiquidity and complicated political and capital control environments, approximately 75% of trades are conducted digitally, with a mere 25% conducted on the phone. 

With 57.6% of the world’s 174-million active registered mobile money accounts in Sub-Saharan Africa, the continent is becoming a world leader in fintech generally, and in mobile money in particular. As African citizens and business people transact globally, Africa’s highly developed fintech culture is not only deepening on the continent, but is also migrating out of Africa.  

The foreign exchange flows that Africa’s expanding fintech culture supports are very important to the continent’s financial services providers, most of whom are developing fintech capabilities or partnering with the most popular or effective home-grown African fintech’s to ensure that they capture this flow.

Standard Bank has been an integral part of driving this rapid evolution to digital in Africa’s foreign exchange trading landscape.  

In order to function as an effective market maker, we need to source liquidity in market. We also need to, instantly, formulate risk-based pricing in an ever-changing world. Thereafter we need to distribute price. 

In Africa this requires developing solutions that allows retail, corporate and institutional customers to access foreign exchange markets across multiple jurisdictions. At the same time in most markets, “we also need to show central banks what we are doing,” adds Mr Hutchinson. All transactions need to be transparent and electronically traceable so that local authorities are prepared to approve digital trades. 

Today, however, banks are not only expected to provide the systems and networks to facilitate basic transactions but are also required to provide insight and guidance beyond pure execution by offering additional value-based services across research, hedging and, most importantly, settlement capability. Currency research for example, is increasingly a big client requirement. Having on the ground experience and local expertise as well as the ability to deliver this digitally, “differentiates Standard Bank’s distribution capabilities in this regard”. 

In addition, banks are also increasingly required to inform and guide clients through the broader economic, legal and political landscapes in which transactions occur. For example, one of the considerations in developing Standard Bank’s digital capability was how to combine market intelligence and research with real-time pricing, trade execution and post-trade services. Today it is not enough just to execute trades. It is equally important that we advise and inform the broader universe in which trades happen.  

From a technology point of view Regulatory Technology (Regtec), for example, is assisting Africa to manage new regulatory developments in heavily currency-controlled environments. Similarly, the rise in robotic process automation (RPA) and artificial intelligence (AI), “has allowed Standard Bank to develop solutions that leapfrog traditional business problems”. 

Digital trading in Africa is also evolving in its own often very different way. We have found that it is not just a question of importing developed world systems. Our approach with clients is to work with them to help understand their internal needs in terms of governance and operational efficiency. We then partner with clients to develop and implement digital solutions that talk to the heart of their business need. 

Standard Bank’s own Business Online (BOL) platform provides an example of how the bank has built digital transaction capabilities that exactly meet client need. BOL, for example, allows clients to view balances across the continent while making third party currency payments and also supporting general cash management. This kind of broad, business-wide digital cash view and capability puts control back in the hands of the clients while also allowing clients, rather than the bank, to manage their own cash flow.

From an Institutional perspective it’s very important to be able to offer customisable solutions to clients managing money on behalf of their investors. Standard Bank’s investment in Application Programming Interface (API) technology, for example, is tracking exactly its client’s growing ability to build these capabilities into their own systems. 

On the retail side Standard Bank’s SHYFT app – a digital wallet allowing global transactions in USD, EUROS, GBP and Australian dollars has extended this control element to the man in the street. SHYFT has been recognised both globally and locally for its innovation.

Standard Bank presents a very compelling, unique and globally competitive digital trading proposition to local and developed world clients seeking to access Africa. Our footprint across 20 territories – most at different levels of digital development – provides a compelling pan-African proposition for global and local clients alike.

While Africa’s record in digital adaptation and innovation is impressive, the technology part is often the easier part to implement. The human and cultural systems, and client behaviour changes, required to give this digital evolution life – like getting customer analogue systems to start pricing electronically to make trades visible 24/7 – is often a lot harder to achieve than the technology upgrade. In short, bank employees, customers and regulators all need to undergo fundamental cultural shifts in how they do things and understand the world.

It is often these broader cultural and market shifts that Standard Bank as a pan-African bank is called on to advise as clients seek to understand and engage Africa effectively. 

Given the rapid pace of digital evolution within Africa’s varied market, customer, legislative and cultural landscapes, we need to balance customer value and efficiency – and regulatory pressures to be more transparent – with what is, in the long run, best for the market. 

As a pan-African bank inextricably committed to the growth and success of the continent, Standard Bank’s digital journey requires a judicious blend of developed world technology with African insight and innovation. This blend should be capable of balancing customer need and legislative oversight in the development of efficient and inclusive markets that sustain long term growth. 

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