Small data can be described as a building block for the IoT and the volume of data that the billions of devices lying at the edge of the Internet of Things will need a strategy for processing and analysing, writes RESHAAD SHA, CEO at SqwidNet.
The volume of data that the billions of things lying at the edge of the Internet of Things (IoT) will generate needs a comprehensive strategy for protocol mediation, processing, analysing, storing, securing, applying, and even sharing data to deliver value-creating and scalable use cases to industries and consumers. But, while trying to figure out how to manage “Big Data”, it is easy to forget that, when it comes to the IoT, it is actually the little things that matter. With the objective of maximising energy efficiency, many sensors are configured to only send small packets of data which, for convenience sake, can be called small data.
Small data is, for example, the temperature inside the storage area of a truck carrying perishable goods, sent out once every 10 minutes. It is the data relayed from a sensor placed above a parking bay that notes when the space is taken. Or the tiny packet of data relayed once a day from a water level sensor inside a reservoir, logging whether it is submerged or not. Small data gives context and enables us to identify patterns in behaviour, enabling machine learning, and driving data analytics, opening up a big world of opportunity.
The need for small data
The amount of data sent out in each case is minuscule – often no more than just a few bytes in size. And it needs to be, since larger data packets can place a heavy payload burden on the base station of a wireless IoT network that needs to connect and service millions of things. Hence, while it is easy to say “don’t sweat the small stuff”, for the IoT, it is the small stuff that truly matters. This is because all these small data packets eventually make up larger data sets from which to draw certain information. Take for example the parking-bay-sensor data mentioned earlier. Using the collected data from a parking lot over a period of months, the shopping centre management can trace a pattern of busy periods and quiet ones. This enables them to notify tenants when to run specials to attract more customers.
Even more important in future
As IoT usability expands, the reliance on small data packets that deliver more points of context become even more important. In certain use cases, a whole cascade of events will be triggered as soon as one sensor sends through specific data. One case in point is a patient being monitored at home – something we will see a lot more of as telehealth becomes more commonplace.
When accelerometer data from a wearable on an aged patient records an abrupt stop, it might indicate an injurious fall. This will trigger an automatic notification to the next of kin and the patient’s doctor. If no further movement from the patient is detected for a certain time, emergency services will be alerted to dispatch an ambulance. Furthermore, the patient’s smart home security system could also send out an access code once the ambulance crew arrives. This complete range of events is subject to the reliability of a small data sensor and a trustworthy network.
A network to depend on
To ensure the dependability of small data emanating from IoT sensors, SqwidNet, a subsidiary of DFA, is rolling out the SIGFOX IoT network in South Africa. The SqwidNet network is purpose built for listening to and delivering small packets of contextual data from these billions of connected things. Importantly, the SIGFOX standard ensures low-power usage, which is key to maximising sensors’ battery life.
Since our launch in November 2016, we have successfully deployed the network across all of South Africa’s eight major metros and we currently cover over 47% of the population. The network will exceed 85% of the population by the end of the year.
While the growth of IoT is a given, it is important to ensure that the foundations being laid now are stable and futureproof. To this end, securing small data’s place in the setup remains crucial. It its one small step for data; one giant leap for IoT.
VoD cuts the cord in SA
Some 20% of South Africans who sign up for a subscription video on demand (SVOD) service such as Netflix or Showmax do so with the intention of cancelling their pay television subscription.
That’s according to GfK’s international ViewScape survey*, which this year covers Africa (South Africa, Kenya and Nigeria) for the first time.
The study—which surveyed 1,250 people representative of urban South African adults with Internet access—shows that 90% of the country’s online adults today use at least one online video service and that just over half are paying to view digital online content. The average user spends around 7 hours and two minutes a day consuming video content, with broadcast television accounting for just 42% of the time South Africans spend in front of a screen.
Consumers in South Africa spend nearly as much of their daily viewing time – 39% of the total – watching free digital video sources such as YouTube and Facebook as they do on linear television. People aged 18 to 24 years spend more than eight hours a day watching video content as they tend to spend more time with free digital video than people above their age.
Says Benjamin Ballensiefen, managing director for Sub Sahara Africa at GfK: “The media industry is experiencing a revolution as digital platforms transform viewers’ video consumption behaviour. The GfK ViewScape study is one of the first to not only examine broadcast television consumption in Kenya, Nigeria and South Africa, but also to quantify how linear and online forms of content distribution fit together in the dynamic world of video consumption.”
The study finds that just over a third of South African adults are using streaming video on demand (SVOD) services, with only 16% of SVOD users subscribing to multiple services. Around 23% use per-pay-view platforms such as DSTV Box Office, while about 10% download pirated content from the Internet. Around 82% still sometimes watch content on disc-based media.
“Linear and non-linear television both play significant roles in South Africa’s video landscape, though disruption from digital players poses a growing threat to the incumbents,” says Molemo Moahloli, general manager for media research & regional business development at GfK Sub Sahara Africa. “Among most demographics, usage of paid online content is incremental to consumption of linear television, but there are signs that younger consumers are beginning to substitute SVOD for pay-television subscriptions.”
New data rules raise business trust challenges
When the General Data Protection Regulation comes into effect on May 25th, financial services firms will face a new potential threat to their on-going challenges with building strong customer relationships, writes DARREL ORSMOND, Financial Services Industry Head at SAP Africa.
The regulation – dubbed GDPR for short – is aimed at giving European citizens control back over their personal data. Any firm that creates, stores, manages or transfers personal information of an EU citizen can be held liable under the new regulation. Non-compliance is not an option: the fines are steep, with a maximum penalty of €20-million – or nearly R300-million – for transgressors.
GDPR marks a step toward improved individual rights over large corporates and states that prevents the latter from using and abusing personal information at their discretion. Considering the prevailing trust deficit – one global EY survey found that 60% of global consumers worry about hacking of bank accounts or bank cards, and 58% worry about the amount of personal and private data organisations have about them – the new regulation comes at an opportune time. But it is almost certain to cause disruption to normal business practices when implemented, and therein lies both a threat and an opportunity.
The fundamentals of trust
GDPR is set to tamper with two fundamental factors that can have a detrimental effect on the implicit trust between financial services providers and their customers: firstly, customers will suddenly be challenged to validate that what they thought companies were already doing – storing and managing their personal data in a manner that is respectful of their privacy – is actually happening. Secondly, the outbreak of stories relating to companies mistreating customer data or exposing customers due to security breaches will increase the chances that customers now seek tangible reassurance from their providers that their data is stored correctly.
The recent news of Facebook’s indiscriminate sharing of 50 million of its members’ personal data to an outside firm has not only led to public outcry but could cost the company $2-trillion in fines should the Federal Trade Commission choose to pursue the matter to its fullest extent. The matter of trust also extends beyond personal data: in EY’s 2016 Global Consumer Banking Survey, less than a third of respondents had complete trust that their banks were being transparent about fees and charges.
This is forcing companies to reconsider their role in building and maintaining trust with its customers. In any customer relationship, much is done based on implicit trust. A personal banking customer will enjoy a measure of familiarity that often provides them with some latitude – for example when applying for access to a new service or an overdraft facility – that can save them a lot of time and energy. Under GDPR and South Africa’s POPI act, this process is drastically complicated: banks may now be obliged to obtain permission to share customer data between different business units (for example because they are part of different legal entities and have not expressly received permission). A customer may now allow banks to use their personal data in risk scoring models, but prevent them from determining whether they qualify for private banking services.
What used to happen naturally within standard banking processes may be suddenly constrained by regulation, directly affecting the bank’s relationship with its customers, as well as its ability to upsell to existing customers.
The risk of compliance
Are we moving to an overly bureaucratic world where even the simplest action is subject to a string of onerous processes? Compliance officers are already embedded within every function in a typical financial services institution, as well as at management level. Often the reporting of risk processes sits outside formal line functions and end up going straight to the board. This can have a stifling effect on innovation, with potentially negative consequences for customer service.
A typical banking environment is already creaking under the weight of close to 100 acts, which makes it difficult to take the calculated risks needed to develop and launch innovative new banking products. Entire new industries could now emerge, focusing purely on the matter of compliance and associated litigation. GDPR already requires the services of Data Protection Officers, but the growing complexity of regulatory compliance could add a swathe of new job functions and disciplines. None of this points to the type of innovation that the modern titans of business are renowned for.
A three-step plan of action
So how must banks and other financial services firms respond? I would argue there are three main elements to successfully navigating the immediate impact of the new regulations:
Firstly, ensuring that the technologies you use to secure, manage and store personal data is sufficiently robust. Modern financial services providers have a wealth of customer data at their disposal, including unstructured data from non-traditional sources such as social media. The tools they use to process and safeguard this data needs to be able to withstand the threats posed by potential data breaches and malicious attacks.
Secondly, rethinking the core organisational processes governing their interactions with customers. This includes the internal measures for setting terms and conditions, how customers are informed of their intention to use their data, and how risk is assessed. A customer applying for medical insurance will disclose deeply personal information about themselves to the insurance provider: it is imperative the insurer provides reassurance that the customer’s data will be treated respectfully and with discretion and with their express permission.
Thirdly, financial services firms need to define a core set of principles for how they treat customers and what constitutes fair treatment. This should be an extension of a broader organisational focus on treating customers fairly, and can go some way to repairing the trust deficit between the financial services industry and the customers they serve.