When South African-educated Chris Froome won his fourth Tour de France cycle race on Sunday, it was an indirect win for local fans. But South Africa will play a far more direct role as the technology behind the race is transformed in the coming years, writes ARTHUR GOLDSTUCK.
When the Tour de France cycling saga ended in Paris on Sunday, more statistics, predictions and analysis had been shared than in any other cycle race in history. A mind-boggling mountain of information, comprising 3-billion data points, allowed fans, teams and the media to analyse the race in ways that were inconceivable just three years ago.
That’s when the race owners, Amaury Sport Organisation (ASO), called in South African company Dimension Data to help it prepare for the future of sports coverage and to meet the growing needs of fans.
“Cycling is trending at the moment all over the globe; people who used to have golf club roof racks now have cycle racks,” says Dimension Data senior marketing manager of Celine Rousseau. “Fans are expecting information for free, right here right now, and watching reruns the next day is not sufficient anymore.
“Fans expect to be able to interact with their favourite riders, and social meida allows them to do that. They are also more interested in the transcendent moment in the race, like a crash or something spectacular happening, rather than the overall race.
“ASO also realised that fans, whether in a stadium or at the side of the road, have become their own little media houses by taking their own short videos of a race and posting it on digital platforms, bypassing ASO’s platforms and not providing the opportunity to get online advertising revenue.”
Dimension Data, now a subsidiary of Japan’s NTT but still referring to itself as a South African company, had less than six months from its first meetings with ASO to delivering a digital platform for the 2015 Tour de France.
It won its own race in style. That year, for the first time, fans were able to view live videos from GoPro devices fitted to bikes, graphics showing live race data, a live-tracking website, and new race data being shared on social media. Most dramatic of all, however, was the broadcast of live speed data on television for the first time in cycling history.
By 2016, video views on digital platforms had climbed to 55-million, from just 6-million two years before. Fast forward to 2017, and Dimension Data introduced complex algorithms that analysed historical and live data to calculate the likelihood of real-time race events. Clearly, this is more than just being the official technology partner of the Tour de France – already a startling achievement for a South African business.
“I have a long history with partners, but this one is very special because it is not only a partner but co-producing the future of digital cycling,” says Yann Le Moenner, CEO of ASO.
The route to that future presents almost as many obstacles as the Tour itself.
Right now, the technology that has already transformed the race comprises a cellphone-sized device fitted to every bike in the race – 198 in the 2017 edition. It includes a battery, GPS receiver and Radio Frequency ID (RFID) transmitter tha tramnsits the location of each bike every second. The information is overlaid on data about the historic performance of each rider – in the race itself and in previous races – along with wind speed and direction, and road gradient.
Initially, there was some concern among some teams that the technology would provide rival teams with too much data about each rider. However, the teams have all come to appreciate the extent to which it has enhanced their preparation for each stage of the race, as well as their ability to adjust tactics almost by the minute.
Now Dimension Data is hoping to go one step further.
“We know the speed, gradient, wind conditions, and size of groups, so we are able to use machine learning to calculate the effort index of each rider,” says Peter Gray, senior director of technology at Dimension Data Global Sports Practice. “For example, an index of 1 means he is still having coffee at the start, and10 means his head is about to explode. Most of the time we see an average effort of 5 out of 10, when they are cruising, and towards end it starts to ramp up.
“It’s something we’ve developed and are testing internally, and starting to bring on line and share as we’re allowed to. We’ve begun sharing predictions around breakaway and stage predictions.
“The thing is that you can’t tell if an effort index of 8.8 means a rider is in strife or fatigued, because we don’t have biometric information. If he’s in great shape he could maintain that for a long time, and it doesn’t give other teams a competitive advantage to know it, as it would if you had biometrics on the ride.”
Biometric measurement would require all riders to wear heart-rate monitors and the like – which most already do, but only for the benefit of their own teams. Teams would resist sharing such data initially, but ultimately it will probably become a feature of the race.
Other possibilities for the future are virtual reality and rider point of view experiences of the race.
It’s been a long ride from the first Tour de France in 1903, when the only form of coverage was a single newspaper. In many ways, then, the event mirrors the evolution of both sports technology and the media. And South African innovation is at the very heart of that evolution.
IoT at starting gate
South Africa is already past the Internet of Things (IoT) hype cycle and well into the mainstream, writes MARK WALKER, associate vice president of Sub-Saharan Africa at International Data Corporation (IDC).
Projects and pilots are already becoming a commercial reality, tying neatly into the 2017 IDC prediction that 2018 would be the year when the local market took IoT mainstream. Over the next 12-18 months, it is anticipated that IoT implementations will continue to rise in both scope and popularity. Already 23% are in full deployment with 39% in the pilot phase. The value of IoT has been systematically proven and yet its reputation remains tenuous – more than 5% of companies are reluctant to put their money where the trend is – thanks to the shifting sands of IoT perception and success rate.
There are several reasons behind why IoT implementations are failing. The biggest is that organisations don’t know where to start. They know that IoT is something they can harness today and that it can be used to shift outdated modalities and operations. They are aware of the benefits and the case studies. What they don’t know is how to apply this knowledge to their own journey so their IoT story isn’t one of overbearing complexity and rising costs.
Another stumbling block is perception. Yes, there is the futuristic potential with the talking fridge and intelligent desk, but this is not where the real value lies. Organisations are overlooking the challenges that can be solved by realistic IoT, the banal and the boring solutions that leverage systems to deliver on business priorities. IoT’s potential sits within its ability to get the best out of assets and production efficiencies, solving problems in automation, security, and environment.
In addition to this, there is a lack of clarity around return on investment, uncertainty around the benefits, a lack of executive leadership, and concerns around security and the complexities of regulation. Because IoT is an emerging technology there remains a limited awareness of the true extent of its value proposition and yet 66% of organisations are confident that this value exists.
This percentage poses both a problem and opportunity. On one hand, it showcases the local shift in thinking towards IoT as a technology worth investing into. On the other hand, many companies are seeing the competition invest and leaping blindly in the wrong direction. Stop. IoT is not the same for every business.
It is essential that every company makes its own case for IoT based on its needs and outcomes. Does agriculture have the same challenges as mining? Does one mining company have the same challenges as another? The answer is no. Organisations that want their IoT investment to succeed must reject the idea that they can pick up where another has left off. IoT must be relevant to the business outcome that it needs to achieve. While some use cases may apply to most industries based on specific circumstances, there are different realities and priorities that will demand a different approach and starting point.
Ask – what is the business problem right now and how can technology be leveraged to resolve it?
In the agriculture space, there is a need to improve crop yields and livestock management, improve farm productivity and implement environmental monitoring. In the construction and mining industry, safety and emergency response are a priority alongside workforce and production management. Education shifts the lens towards improving delivery and quality of education, access to advanced learning methods and reducing the costs of learning. Smart cities want to improve traffic and efficiently deliver public services and healthcare is focusing on wellness, reducing hospital admissions and the security of assets and inventory management.
The technology and solutions selected must speak to these specific challenges.
If there are no insights used to create an IoT solution, it’s the equivalent of having the fastest Ferrari on Rivonia Road in peak traffic. It makes a fantastic noise, but it isn’t going to move any faster than the broken-down sedan in the next lane. Everyone will be impressed with the Ferrari, but the amount of power and the size of the investment mean nothing. It’s in the wrong place.
What differentiates the IoT successes is how a company leverages data to deliver meaningful value-added predictions and actions for personalised efficiencies, convenience, and improved industry processes. To move forward the organisation needs to focus on the business outcomes and not just the technology. They need to localise and adapt by applying context to the problem that’s being solved and explore innovation through partnerships and experimentation.
ERP underpins food tracking
The food traceability market is expected to reach almost $20 billion by 2022 as increased consumer awareness, strict governance requirements, and advances in technology are resulting in growing standardisation of the segment, says STUART SCANLON, managing director of epic ERP
Just like any data-driven environment, one of the biggest enablers of this is integrated enterprise resource planning (ERP) solutions.
As the name suggests, traceability is the ability to track something through all stages of production, processing, and distribution. When it comes to the food industry, traceability must also enable stakeholders to identify the source of all food inputs that can include anything from raw materials, additives, ingredients, and packaging.
Considering the wealth of data that all these facets generate, it is hardly surprising that systems and processes need to be put in place to manage, analyse, and provide actionable insights. With traceability enabling corrective measures to be taken (think product recalls), having an efficient system is often the difference between life or death when it comes to public health risks.
Sceptics argue that traceability simply requires an extensive data warehouse to be done correctly, the reality is quite different. Yes, there are standard data records to be managed, but the real value lies in how all these components are tied together.
ERP provides the digital glue to enable this. With each stakeholder audience requiring different aspects of traceability (and compliance), it is essential for the producer, distributor, and every other organisation in the supply chain, to manage this effectively in a standardised manner.
With so many different companies involved in the food cycle, many using their own, proprietary systems, just consider the complexity of trying to manage traceability. Organisations must not only contend with local challenges, but global ones as well as the import and export of food are big business drivers.
So, even though traceability is vital to keep track of everything in this complex cycle, it is also imperative to monitor the ingredients and factories where items are produced. Having expansive solutions that must track the entire process from ‘cradle to grave’ is an imperative. Not only is this vital from a safety perspective, but from cost and reputational management aspects as well. Just think of the recent listeriosis issue in South Africa and the impact it has had on all parties in that supply chain.
Thanks to the increasing digital transformation efforts by companies in the food industry, traceability becomes a more effective process. It is no longer a case of using on-premise solutions that can be compromised but having hosted ones that provide more effective fail-safes.
In a market segment that requires strict compliance and regulatory requirements to be met, cloud-based solutions can provide everyone in the supply chain with a more secure (and tamper-resistant) solution than many of the legacy approaches of old.
This is not to say ERP requires the one or the other. Instead, there needs to be a transition provided between the two scenarios that empowers those in the food supply chain to maximise the insights (and benefits) derived from traceability.
Now, more than ever, traceability is a business priority. Having the correct foundation through effective ERP is essential if a business can manage its growth and meet legislative requirements into the future.