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Friends fall into social jealousy trap

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Research has shown that social media users now feel jealous should their post receive less likes than their friends. Furthermore, users have admitted to feeling envious at the “happier” lives’ of their friends.

Social media started life as a way of staying in touch with friends and sharing happy memories. However, the results of the latest global study from Kaspersky Lab indicate that social media now leaves many people feeling negative instead. The hunt for likes plays a central role in this, with the majority of people feeling down or upset when they don’t get as many likes as they expect for a post, and with 42% saying they feel jealous when their friends get more likes than them. In addition, the research shows that people feel envious when they see the seemingly happier lives of their friends on social media.

In a survey of 16,750 people worldwide, Kaspersky Lab has unearthed people’s frustration with social media. People often experience negative emotions after spending time on social media due to a variety of reasons, and these overpower the positive effects of social media.

Users visit social media for positive reasons and to feel good. Most people globally (65%) use social networks to stay in touch with friends and colleagues and to see entertaining and funny posts (60%). People also devote a significant amount of time to creating their digital profile and filling it with all kinds of positive moments, posting things that make them smile (61%), and telling their networks about the great time they are having during holidays and vacations (43%).

While it is not surprising that 72% of people are annoyed by advertising that has become extremely intrusive and interrupts their online communications, the reasons for frustration go deeper. Despite the desire to feel good from their interactions on social media, when people see their friends’ happy posts about holidays, hobbies, and parties, they are often left with the bitter feeling that other people are enjoying life more than them. For example, 59% have felt unhappy when they have seen friends’ posts from a party they were not invited to, and 45% revealed that their friends’ happy holiday pictures have had a negative influence on them. Furthermore, 37% also admitted that looking at past happy posts of their own can leave them with the feeling that their own past was better than their present life.

Previous research has also demonstrated peoples’ frustration with social media as 78% admitted that they have considered leaving social networks altogether. The only thing that makes people stay on social media is the fear of losing their digital memories, such as photos, and contacts with their friends. While keeping in touch with friends may be a difficult problem to solve, Kaspersky Lab is working on a solution to help people save their digital memories.

“Our relationship with social media has developed into a vicious cycle. We want to go onto our favourite social platforms to tell all of our connections about the positive things we are doing – that makes us feel good”, says Evgeny Chereshnev, head of Social Media at Kaspersky Lab.” But the reality is that everyone is doing the same thing, so when we log onto social media we’re bombarded with images and posts of our friends having fun. And it looks like they’re enjoying life more than us. It’s easy to see why this is leaving people feeling down and why so many people have considered leaving social media altogether. The difficulty is that people feel trapped because so many of their precious memories have been stored on social media and they don’t want to lose access to these.”

To help people decide more freely if they want to stay on social media or leave without losing their digital memories, Kaspersky Lab is developing a new app – FFForget – which will allow people to back up all of their memories from the social networks they use and keep them in a safe, encrypted memory container and will give people the freedom to leave any network whenever they want, without losing what belongs to them – their digital lives.

FFForget is planned for 2017. Interested users can register at ffforget.kaspersky.com to get updates and insights, provide feedback and get early access.

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Gadget goes to Hollywood

Gadget visited the Netflix studios last week. In the first of a series, ARTHUR GOLDSTUCK talks to CEO Reed Hastings.

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Netflix CEO Reed Hastings is no stranger to Africa. He has travelled throughout South Africa, taught maths in Swaziland for two years with the Peace Corps, and visits close family in Maputo. As a result, he is keenly aware of the South African entertainment and connectivity landscape.

In an exclusive interview at the Netflix studios in Hollywood, Los Angeles, last week, he revealed that Netflix had no intentions of challenging MultiChoice’s dominance of live sports broadcasting on the continent.

“Other firms will do sport and news; we are trying to focus on movies and TV shows,” he said. “There are a lot of areas that are video that we are not doing: sports, news, video gaming, user-generated content. We don’t have live sport.

Reed Hastings at the Netflix studios in Hollywood last week. Pic: ADAM ROSE

“We’re not replacing MultiChoice at all. Their subscriber growth is steady in South Africa. They serve a need that’s independent of the Internet, via low-price satellite. There is no intention of capturing that audience. If they’re growing, it’s because they serve a need.”

While Reed ruled out any collaboration with MultiChoice on its satellite delivery platform, despite its collaboration with another pay-TV service, Sky TV in the United Kingdom, he did not close the door. He stressed that Netflix saw itself as an Internet-based service, and would pursue the opportunities offered by evolving broadband in Africa.

“If you look in other markets like the USA, how Comcast carries us on set-top boxes with their other services, it could happen with MultiChoice, the same as with all the pay-TV providers.

“We’re really focused on being a service over the Internet and not over satellite. Our service doesn’t work on satellite. Where we work with Sky is on Internet-connected devices. We’re happy to work on Internet-connected devices. We tend to work on smart TVs, but need broadband Internet for that.

“Broadband is getting faster in Nigeria, Tanzania, Kenya and South Africa – we can see the positive trendlines – so it’s more likely we will work with broadband Internet companies.”

Hastings is a firm believer in the idea that one content provider’s success does not depend on pushing another down.

“HBO has grown at the same time as we have, so can see our success doesn’t determine their success. What matters is amazing content with which the world falls in love.”

Click here to read on about Hastings’ views on international expansion, and how the streaming service selects content for its platform.

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Take these 5 steps to digital

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By MARK WALKER, Associate Vice President for Sub-Saharan Africa at IDC Middle East, Africa and Turkey.

Digital transformation isn’t a buzz word because it sounds nice and looks good on the business CV. It is fundamental to long-term business success. IDC anticipates that 75% of enterprises will be on the path to digital transformation by 2027. 

However, digital transformation is not a process that ticks a box and moves to the next item on the agenda – it is defined by the organisation’s shift towards a digitally empowered infrastructure and employee. It is an evolution across system, infrastructure, process, individual and leadership and should follow clear pathways to ensure sustainable success.

The nature of the enterprise has changed completely with the influence of digital, cloud and the Fourth Industrial Revolution (4IR), and success is reliant on strategic change.

There is a lot more ownership and transparency throughout the organisation and there is a responsibility that comes with that – employees want access to information, there has to be speed in knowledge, transactions and engagement. To ensure that the organisation evolves alongside digital and demand, it has to follow five very clear pathways to long-term, achievable success.

The first of these is to evaluate where the enterprise sits right now in terms of its digital journey. This will differ by organisation size and industry, as well as its reliance on technology. A smaller organisation that only needs a basic accounting function or the internet for email will have far different considerations to a small organisation that requires high-end technology to manage hedge funds or drive cloud solutions. The same comparisons apply to the enterprise-level organisation. The mining sector will have a completely different sub-set of technology requirements and infrastructure limitations to the retail or finance sectors.

Ultimately, every organisation, regardless of size or industry, is reliant on technology to grow or deliver customer service, but their digital transformation requirements are different. To ensure that investment into artificial intelligence (AI), machine learning, knowledge engines, automation and connectivity are accurately placed within the business and know exactly where the business is going.

The second step is to examine what the business wants to achieve. Again, the goals of the organisation over the long and short term will be entirely sector dependent, but it is essential that it examine what the competitive environment looks like and what influences customer expectations. This understanding will allow for the business to hone its digital requirements accordingly.

The third step is to match expectations to reality. You need to see how you can move your digital transformation strategy forward and what areas require prioritisation, what funding models will support your digital aspirations, and how this tie into what the market wants. Ultimately, every step of the process has to be prioritised to ensure it maps back to where you are and the strategic steps that will take you to where you want to go.

The fourth step is to look at the operational side of the process. This is as critical as any other aspect of the transformation strategy as it maps budget to skills to infrastructure in such a way as to ensure that any project delivers return on investment. Budget and funding are always top of mind when it comes to digital transformation – these are understandably key issues for the business. How will it benefit from the investment? How will it influence the customer experience? What impact will this have on the ongoing bottom line? These questions tie neatly into the fifth step in the process – the feedback loop.

This is often the forgotten step, but it is the most important. The feedback loop is critical to ensuring that the digital transformation process is achieving the right results, that the right metrics are in place, and that the needle is moving in the right direction. It is within this feedback loop that the organisation can consistently refine the process to ensure that it moves to each successive step with the right metrics in place.

There is also one final element that every organisation should have in place throughout its digital evolution. An element that many overlook – engagement. There must be a real desire to change, from the top of the organisation right down to the bottom, and an understanding of what it means to undertake this change and why it is essential. This is why this will be a key discussion at the 2019 IDC South Africa CIO Summit taking place in April this year. With this in place, the five steps to digital transformation will make sense and deliver the right results.

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