In 1987, a London Underground ticket seller was alerted to a burning tissue on one of the escalators. They duly put it out, but didn’t report the incident. If they did, the slowly-building inferno under the station might have been discovered in time. Instead, several hours later 31 people were dead and over a 100 injured in the King’s Cross Fire, a notorious blaze that consumed one of the train service’s biggest and deepest stations.
The ticket seller wasn’t lazy or ignorant. Instead, by this stage the bureaucracy of the Underground had created a culture of Chinese firewalls. Everyone knew their place. Health and Safety was not the business of the ticket office. Subsequent investigations found that this problem occurred consistently across the Underground’s bureaucracy, even at the highest levels. A fire quite literally burned under the floors, but the company’s culture made people blind to seeing it.
Why culture matters
Culture is a collection of habits. People who share a culture have similar ways of doing things. For example, driving on the left side of the road is a culture. People who don’t do that seem weird and can even be a danger. Company cultures are no different: they represent the collective habits of the employees, reinforced by the vision of leadership. This is why, when leadership and reality are not aligned, staff become disenchanted.
What does this have to do with risk? According to Deloitte, an organisation’s culture determines how it manages risk when under stress. For some companies, their risk culture can be a liability. For others, it can provide both stability and a competitive advantage.
Risk is a goldilocks force: you don’t want too much or too little, the latter meaning less reward. But many companies don’t look at risk as a strategic ingredient – they simply avoid it as much as possible. It becomes a sideshow, one that shouldn’t include the employees.
Yet risk is all about intelligence, and who better to be the eyes and ears of the company than its people? They interact with customers, suppliers, processes and inventory every day. They can feed insight into risk measurements, which risk managers then present to the leadership.
It stands to reason that a good risk awareness culture is incredibly valuable to a business. Deloitte lists the following as crucial to risk culture:
● Commonality of purpose, values and ethics,
● Universal adoption and application of risk,
● Learning from risk, and
● Timely, transparent and honest communications
Giving staff the right tools
How can that be accomplished? The answer lies in the tools that employees use. Risk should have a functional value to the employees. This can be done using data culture and risk integration platforms. By deploying a cloud-based risk capturing system, you can reach across the silos that employees and departments use to secure themselves. It can also be scaled conveniently to adapt as the company does. This helps create a proactive-risk culture.
You can already see the tangible impact of cloud platforms by their sheer dominance: few major companies still do without a service such as Salesforce or its peers. These technologies are transformational, so it stands to reason you should tap them to transform risk culture. This is what we’re doing with Riskonnect.
Such a platform extends the flow of data to beyond the business silos, enabling risk professionals, managers and the exco to have a single truth and up-to-date view of the company’s risk profile. It also encourages employees to wield data for their own insights and creates a sense of risk as a strategic tool, not a curse.
An errant match caused the biggest fire in the London Underground’s history. But the real shock was how silos created a risk-averse culture that cost lives. Since then the London Underground has improved remarkably: today its main risks are not fire, but effective modernisation. London’s transport risk culture now tackles new problems such as commuter stagnation and pollution from vehicles. That is a big step up from ignoring the embers of an underground inferno.
Don’t wait for a fire to show you the strategic potential of risk. Invest a little today and start growing that culture that will ensure the business’ future.
* Riaan Bekker, Riskonnect Solutions Manager, thrive
News fatigue shifts Google searches in SA
Google search trends in South Africa reveal a startling insight into news appetite, writes BRYAN TURNER.
The big searches of the year no longer track the biggest news stories of the year, suggesting a strong dose of news fatigue among South Africans.
“People ask, why are the Guptas not on the list of Google’s top searches?, says Mich Atagana, head of communications and public affairs at Google South Africa, “The Guptas are not on the list because South Africans are not actually that interested. South Africans are looking for things they don’t know. From a Gupta point of view, we’ve been exhausted by the news and we know exactly what is going on.”
Google South Africa announced the results of its 2018 Year in Search, offering a unique perspective on the year’s major moments.
“Four years ago, there were almost no South Africans on the personalities list,” says Atagana. “Over the years, South Africans have gotten more interested in South Africa, in searching on Google.”
That isn’t to say that international searches – like Meghan Markle – are not heavily searched by South Africans. But they feature lower down on the lists.
From the World Cup to listeriosis, Zuma and Global Citizen, South Africans use search to find the things they really need to know.
These are the main trends revealed by Google this week:
Top trending South African searches
- World Cup fixtures
- Load shedding
- Global Citizen
- Winnie Mandela
- Black Panther
- Meghan Markle
- Mac Miller
- Jacob Zuma
- Cyril Ramaphosa
- Sbahle Mpisane
- Kevin Anderson
- Malusi Gigaba
- Ashwin Willemse
- Patrice Motsepe
- Cheryl Zondi
- Shamila Batohi
- Mlindo the Vocalist
- How did Avicii die?
- How old is Pharrell Williams?
- What is listeriosis?
- What is black data?
- How old is Prince Harry?
- How much are Global Citizen tickets?
- How to get pregnant?
- What time is the royal wedding?
- What happened to HHP?
- How old is Meghan Markle?
Top ‘near me’ searches
- Jobs near me
- Nandos near me
- Dischem near me
- McDonalds near me
- Guest house near me
- Postnet near me
- Steers near me
- Spar near me
- Debonairs near me
- Spur near me
- Winnie Mandela
- Meghan Markle
- Sbahle Mpisane
- Aretha Franklin
- Khloe Kardashian
- Sophie Ndaba
- Cheryl Zondi
- Demi Lovato
- Lerato Sengadi
- Siam Lee
The Year In Search 2018 minisite can be found here.
Smartphones dip in 2018
According to the International Data Corporation (IDC) Worldwide Quarterly Mobile Phone Tracker, worldwide smartphone shipments are expected to decline by 3% in 2018 before returning to low single-digit growth in 2019 and through 2022.
While the on-going U.S.-China trade war has the industry on edge, IDC still believes that continued developments from emerging markets, mixed with potential around 5G and new product form factors, will bring the smartphone market back to positive growth.
Smartphone shipments are expected to drop to 1.42 billion units in 2018, down from 1.47 billion in 2017. However, IDC expects year-over-year shipment growth of 2.6% in 2019. Over the long-term, smartphone shipments are forecast to reach 1.57 billion units in 2022. From a geographic perspective, the China market, which represented 30% of total smartphone shipments in 2017, is finally showing signs of recovery. While the world’s largest market is still forecast to be down 8.8% in 2018 (worse than the 2017 downturn), IDC anticipates a flat 2019, then back to positive territory through 2022. The U.S. is also forecast to return to positive growth in 2019 (up 2.1% year over year) after experiencing a decline in 2018.
The slow revival of China was one of the reasons for low growth in Q3 2018 and this slowdown will persist into Q1 2019 as the market is expected to drop by 3% in Q4 2018. Furthermore, the recently lifted U.S. ban on ZTE had an impact on shipments in Q3 2018 and created a sizable gap that is yet to be filled heading into 2019.
“With many of the large global companies focusing on high-end product launches, hoping to draw in consumers looking to upgrade based on specifications and premium devices, we can expect head-to-head competition within this segment during the holiday quarter and into 2019 to be exceptionally high,” said Sangeetika Srivastava, senior research analyst with IDC’s Worldwide Mobile Device Trackers.
Though 2018 has fallen below expectations so far, the worldwide smartphone market is set to pick up on the shift toward larger screens and ultra-high-end devices. All the big players have further built out their portfolios with bigger screens and higher-end smartphones, including Apple’s new launch in September. In Q3 2018, the 6-inch to less than 7-inch screen size band became the most prominent band for the first time with more than four times year-over-year growth. IDC believes that larger-screen smartphones (5.5 inches and above) will lead the charge with volumes of 947.1 million in 2018, accounting for 66.7% of all smartphones, up from 623.3 million units and 42.5% share in 2017. By 2022, shipments of these larger-screen smartphones will move up to 1.38 billion units or 87.7% of overall shipment volume.
“What we consider a so-called normal size smartphone has shifted dramatically in a few short years and while we are stretching the limits with bezel-less devices, the next big switch to flexible screens will test our imaginations even further,” said Melissa Chau, associate research director with IDC’s Worldwide Mobile Device Trackers. “While this category of device is still nascent and won’t see major adoption in the year ahead, it’s exciting to see changes to the standard monoblock we are all so used to carrying.”
Android: Android’s smartphone share will remain stable at 85% throughout the forecast. Volumes are expected to grow at a five-year compound annual growth rate (CAGR) of 1.7% with shipments approaching 1.36 billion in 2022. Android is still the choice of the masses with no shift expected. Android average selling prices (ASPs) are estimated to grow by 9.6% in 2018 to US$258, up from US$235 in 2017. IDC expects this upward trajectory to continue through the forecast, but at a softened rate from 2019 and beyond. Not only are market players pushing upgraded specs and materials to offset decreasing replacement rates, but they are also serving the evolving consumer needs for better performance.
iOS: iOS smartphones are forecast to drop by 2.5% in 2018 to 210.4 million. The launch of expensive and bigger screen iOS smartphones in Q3 2018 helped Apple to raise its ASP, simultaneously making it somewhat difficult to increase shipments in the current market slump. IDC is forecasting iPhone shipments to grow at a five-year CAGR of 0.1%, reaching volumes of 217.3 million in 2022. Despite the challenges, there is no ambiguity that Apple will continue to lead the global premium market segment.