The Durban University of Technology (DUT) and Lenovo are launching a Lenovo Innovation Centre, a walk-in centre aimed at increasing the university’s interactivity with the latest technology.
The ‘walk-in intranet’ will be provided to DUT free of charge. It forms part of Lenovo’s efforts to support education and e-learning in the country while increasing the University’s interactivity with technology.
Conceptualised roughly nine months ago, the Innovation Centre is aligned to Student Centredness, one of the two major threads in the University’s strategic plan. The Innovation Centre is also aligned to the University’s online learning trajectory, which aims to make 50 percent of its programmes available on an e-learning platform by January 2015.
“Students are our next generation of leaders yet many of them don’t have access to the latest technologies,” says Graham Braum, Lenovo Africa General Manager. “Many universities in South Africa, especially those considered previously disadvantaged, operate on outdated technology. They don’t have computer labs where students can look, feel and touch technology.”
Recent research revealed that, out of South Africa’s 413 067 teachers, only 132 884 had been trained in basic computer skills and ICT equipment by 2011. South Africa’s readiness for e-learning is still hampered by a lack of skills and infrastructure even though schools and teachers remain optimistic and willing to bring ICT into the classrooms.
Technology in universities has always been a grey area due to limited budgets and excessive requirements. Lenovo aims to create IT abundance so that when students enter the workplace, they are familiar with technology and, more importantly, PC Plus technology, which supports all their computing requirements, whether at work or play.
“Lenovo feels that technology should be part of our everyday lives, and not be seen as a ‘nice to have’. Technology is what will take this country forward and Lenovo would like to enable our future leaders. Lenovo has first-hand experience working with graduates from universities across South Africa, who joined us for our 2014 intern programme. One thing that stood out was the students’ limited exposure to technology,” says Braum. “So how do we enable and empower our future leaders? We create an environment with IT abundance.”
Dilip Jeena, Client Services Manager within DUT’s IT Support Services Department, said the Innovation Centre has been provided to the University at zero cost. Lenovo and its technology partner, Intel, supplied the DUT Innovation Centre with a multitude of devices, including ThinkPads, ThinkCentre All in Ones, IdeaPads, and multi-mode laptops and tablets. All the devices will be linked to a Student Technology Programme, through which students can acquire tablets, laptops and other mobile devices at a discounted price.
“This Innovation Centre will assist students and staff in familiarising themselves in the use of the latest technology to gain access to various online content that is being developed on the e-learning platform. This would also educate them in the use of these various products and help them when seeking employment. With the rapid evolution of technology and the limited finances available to higher education institutions, the sponsorship of this Innovation Centre is well received.”
The DUT Innovation Centre is the first of its kind and Lenovo hopes to roll out additional Innovation Centres at other universities across the country.
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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.
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.
“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 about Netflix’s international expansion, and how the streaming service selects content for its platform.
Take these 5 steps to digital
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,” he adds. “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
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.