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Space station meets alt-Victorian world with Arkane

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One is set in a fantastical alt-Victorian world. The other takes place on a space station. Dishonored 2 and Prey are clearly very different games – yet they share one thing in common. They are both developed by Arkane Studios.

Make that more than one thing. Ever since Arkane was founded in 1999 in Lyon, France, the studio has specialized in making a certain type of game that is, well… uniquely Arkane. These games defy easy genre descriptors. They’re not shooters, but you can shoot stuff. They’re not pure action games, but you can certainly get your fill of bloody, brutal combat. They’re not RPGs, but you have the ability to make choices with real consequences. And they’re not purely stealth games, but there are times when you can finish a mission without ever being spotted.

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“At Arkane, we always apply the same values to the games we make,” says studio President and Co-Creative Director Rafael Colantonio. “Dishonored and Prey share a lot of those values.”

For Colantonio – who led the original Dishonored with Co-Creative Director Harvey Smith – that means a game “where simulation is very important, and where the choices of the player are very important.” Or, as Smith adds, “Arkane is dedicated to very immersive games that engage in first-person combat and first-person stealth. We allow the player to recombine powers and moves in different ways that we couldn’t even predict. We care about empowering the player. You can play our games very creatively.”

After the original Dishonored released in 2012, Colantonio moved his focus to directing Prey in Arkane’s newer studio located in Austin, Texas. Meanwhile, Smith – an industry veteran who joined Arkane in 2008 to work with Colantonio on Dishonored – moved to Lyon to direct Dishonored 2. While they now live in different countries, the two of them continue to collaborate on a daily basis, testing each other’s games, sharing expertise and more. “Harvey and I are constantly talking,” Colantonio smiles. “Either we’re chatting on Skype, or we’re texting each other.”

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A Sense of Place

For Smith, Arkane has become more than just a studio. “From the time 17 years ago when Arkane was just Rafael Colantonio and four guys in an office in France, with a network cable between their computers for transfers, a lot has happened – a long, rich history culminating most recently in the Dishonored series,” Smith says. “I’ve been with the company for eight years, which blows my mind. It’s longer than I’ve been with any other company. It’s amazing, it feels like home.”

When it comes to Arkane’s games, that feeling of “being at home” is no accident. “We are very much into creating a deep setting where there are layers of history,” Smith says. “We understand the architecture of the place, and the waves of settlers that came in, and how the foods have changed since then. It’s the kind of company where we just really care about creating worlds.”

While that makes sense for a lore-rich, fantastical setting like Dishonored’s Empire of the Isles, how does this world-building philosophy translate to a sci-fi game like Prey? Set on board the space station Talos I, Prey offers a vision of the near future that’s built upon a foundation of reality. “But it’s not the world exactly as we know it,” Colantonio says. “It’s another version of 2032. In our world Kennedy survived his assassination. We’re not very overt about it. We hint at it. This allowed us to take all the filters the new timeline would create, and build our world through those filters.”

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Which is why astute observers will see a mix of eras and styles reflected in the design of Talos I: Everything on board is rooted in a carefully thought-out alt-history timeline, with all details accounted for. The space station even includes some very lavish elements because, as Colantonio explains, “They built it in a way that would be attractive to the best scientists in the world. There’s even an artificial park with some engineered trees.”

Self Discovery

Within these Arkane worlds, the teams are also passionate about allowing players to build their own identity. It’s why Dishonored 2 offers a choice of two playable characters – Empress Emily Kaldwin or Royal Protector Corvo Attano, each of whom has unique powers and different perspectives on the world around them. And in Prey, players can choose whether Morgan Yu is male or female – but that’s just for starters. One of the major themes of Prey is identity: Along with killing aliens, players embark on a journey of self-discovery. This is even reflected in the gameplay. “We track what players do all along so there can be consequences to their choices,” Colantonio says. “We give players a lot of tools. It’s all simulated. Players can explore those tools in the environment and against the different AIs, who are themselves simulated – they’re not on a set path but are organically moving around based on what they sense. There’s a full ecology with the aliens. All of this combined really provides for experiences that are unique to every player.”

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Of course, Prey and Dishonored 2 are very different games as well. Dishonored is mission-based, with richly detailed, signature levels that you explore and complete in a myriad of ways. Prey, on the other hand, is built around a massive contiguous space, with areas you can revisit. Dishonored places a greater focus on stealth (with the option to play as chaotically as you choose); in Prey, stealth exists, but it’s not the central pillar of the gameplay. And while both games include a wealth of customization options, Prey places an even greater emphasis on RPG-like elements.

And yet they both share similarities that make them uniquely Arkane. “If you like Arkane games – those games that blend narrative and simulation, some choices and a lot of player exploration – Prey will be a game for you,” Colantonio says.

For Smith, Dishonored 2 represents eight years working at Arkane on Dishonored games. “I have a great passion for it,” he says. “The whole team does. Down to every object, the watermarks on the walls, the history of the place you go to, all the quirky characters. We just want our very vocal fans to know that we really are inspired by their passion and their enthusiasm. And for everybody who hasn’t played the first game, we think this is going to be a great entry into the Dishonored world, and Arkane games in general.”

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Africa News

Smart grids needed for Africa’s utilities

Power utilities across Africa should rethink their business models and how they manage and monetise their assets to keep pace with the changing energy ecosystem, says COLIN BEANEY, Global Industry Director for Asset-intensive and Energy and Utilities at IFS.

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Africa’s abundant natural resources and urgent need for power mean that it is one of the most exciting and innovative energy markets in a world that is moving rapidly towards clean, renewable energy sources. The continent’s energy industry is taking new approaches to providing unserved and underserved communities with access to power, with an emphasis on smart technologies and greener energy sources.

Power systems are evolving from centralised, top-down systems as interest in off-grid technology grows among African businesses and consumers. And according to PwC, we will see installed power capacity rise from 2012’s 90GW to 380GW in 2040 in sub-Saharan Africa. Power utilities are needing to rethink their business models and how they manage and monetise their assets to keep pace with the changing energy ecosystem.

Energy and utilities providers are transforming from centralised supply companies to more distributed, bi-directional service providers. They can only achieve this through the evolution of “smart grids” where sensors and smart meters will be able to provide the consumer with a more granular level of detail of power usage. This shift from an energy supplier to “lifestyle provider” will require a much more dynamic and optimised approach to maintenance and field service.

African companies must thus embrace digital transformation as an imperative. This transformation begins by embracing enterprise asset management to improve asset utilisation. The subsequent steps are enhancing upstream and downstream supply chain management; resource optimisation; introducing enterprise operational intelligence; embracing new technologies such as the Internet of Things, machine learning, and predictive maintenance; and becoming a smart utility.

Embracing mobility to drive ROI

Getting it right is about putting in place an enterprise backbone that accommodates asset and project management, multinational languages and currencies, new energies and markets, visualisation of the entire value chain, and mobility apps. Mobile technologies that support the field workforce have a vital role to play in driving better ROI from utilities’ investments in enterprise asset management and enterprise resource planning solutions.

Today’s leading enterprise asset management solutions feature powerful functionality for mobile management of the complete workflow of work orders – from logging status changes and updates, from receiving and creating new orders to concluding the job and reporting time, material and expenses. Such solutions are easy to deploy and intuitive for end users to learn and use.

Importantly for organisations operating in parts of the continent with poor telecoms infrastructure, connectivity is not an issue. The solutions work offline and synchronises when network connectivity is available. Users can work on any device—laptops, tablets, and smartphones—commercial or ruggedised.

By ensuring that field technicians have easy access to information and processes, the mobile solution enables technicians and maintenance engineers to easily do the following tasks:

·         Create a new work order on the fly and log new opportunities

·         Access both historical and planned work information when requested

·         Permit customers to sign when the job is completed

·         Capture measurements and inspection notes on route work orders

·         Create new fault reports on routing

·         Facilitate documentation through photo capturing

·         Provide easy access to technical data and preventive actions.

The power of mobility allows the engineer to be the origin of all data capture on a service event. They can easily inquire on asset history, record parts used or parts needed for repair, record labour hours, and expenses as they occur, and any notes of repairs performed. When coupled with workforce management tools, such solutions unlock significant productivity gains for utilities who are trying to get the most from their workforce and assets.

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Brands fall for app vanity

The experience of a mobile screen full of icons, representing independent apps that your need to open to experience them, is making less sense. Instead, businesses should serve customers with an ‘app-like’ experience inside the digital platform they already use, says PIETER DE VILLIERS, Group CEO at Clickatell.

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Many brands remain obsessed with creating mobile apps. This not only defies trends that point to increasing consumer app apathy, but can exclude a sizeable portion  of your customers in emerging economies. Companies need to engage with their users where they are rather than forcing them onto an app, in what can only be described as brand vanity. 

In 2017 there were around 2.2 million apps available in the iOS app store and over 3 million on Google Play. And, while the number of apps being downloaded continues to rise, analysis shows that consumers are only using 30 apps per month and accessing just 9 on a day-to-day basis. 

While these numbers still seem attractively high, in reality the majority of the apps we use are for messaging (like Facebook Messenger, WhatsApp, and WeChat) and our social networking, gaming, leisure, dating or utility activities. 

Despite the facts, the application strategy as the holy grail for digital transformation is still being pushed even within large progressive brands. What’s more, some advertising agencies and digital consultants are still pushing apps as the best means for companies to connect with their customers. This has resulted in some organisations stubbornly doubling down on app strategies which are simply not showing return on investment (ROI). 

It’s not immediately clear to us whether the fascination with apps is a roll-over from long overdue projects or whether brand owners equate a mobile-first strategy with a mobile app. Mobile-first in 2018 means customer first, and therefore embracing chat commerce in order to deliver services with convenience and simplicity in mind. 

Why apps won’t win the internet

The problem with apps goes beyond user fatigue. In the first instance, many apps are poorly designed, assuming technical sophistication which may not match reality for the average customer. Poor user interfaces and attempts to provide complex engagement can result in even the best ideas missing their targets due to lack of engagement. 

Secondly, we all know that economic realities drive consumer behaviour. In Africa, new mobile phone users typically opt for feature phones over smartphones. With a longer battery life and a much more accessible price point, feature phones still allow for a basic internet connection, chat platforms like WhatsApp, and call and message functionality. In these regions, the cost of an app – even if it’s free – goes far beyond installing it. Constant updates require reliable and cheap access to the internet. For the average phone owner in an emerging market, this can be a serious challenge. 

Thirdly, and most importantly, apps must be relevant to their intended market. Frequency of usage is a key measure of relevance. 

Apps which are used on a daily basis, like health and fitness trackers, enjoy constant engagement. New features which are added are eagerly awaited by users who are happy to update their apps. 

However, users may well question the relevance of the app if they are required to conduct updates on a monthly or even weekly basis when they are only making use of the app once or twice a year. 

On average, I download one app per quarter. Some I use more frequently than others, but all of these apps need to be regularly updated to maintain security, update features, and fix bugs. Many apps are pushing out updates much more frequently. I noticed over the past year that I could go from having all apps updated, to 32 apps requiring an update in five days.

When it comes to a customer-first digital strategy, companies should be asking themselves if an app is really the best way to reach their target audience. 

In fact, at the end of 2016, Gartner predicted that by 2019, 20 percent of brands would ditch their mobile app. What’s more, in its 2018 predictions, the company forecast that by 2021, more than 50 percent of corporations would spend more per annum on bots and chatbots than on mobile app development. 

So, we need to ask, what is the alternative for CIOs, CDOs, CMOs, and digital leaders who are looking for ways to reach, retain and grow their customer base? 

The logical app alternative 

The old battle advice goes: fight your enemy where they are not. Military strategists agreed that having your enemy come to you and fight you on your own terms was preferable. In a world where customers have access to thousands of offerings and millions of deals online, we need to flip that idea to Meet Your Customers Where They Are. 

Any marketeer will tell you just a how difficult it is to drive app downloads. Development, cross platform testing and user interface aside, the marketing campaign required to get customers to download the app can swallow entire annual budgets and still come up short. 

Looking at the facts, it makes infinitely more sense to work within the digital platforms already being used by your target audience. 

Clickatell is already enabling chat commerce for some of the leading global brands with its Touch solution. This allows organisations to serve their customers with an ‘app-like’ experience inside the chat or browser platform of their customer’s choice (Twitter, Facebook Messenger, etc.) 

Brands can now send an actionable Touch link such as ‘find the nearest ATM’ or ‘reset my password’ within a chat stream that will open an intuitive touch card without the user having to download an app to perform the action. Services can also be linked to the in-app experience for brands not looking to abandon their app efforts. 

Working with our clients, many of whom are global innovators and thought leaders, we’ve found that having the courage to design with an ‘end user first’ approach and dealing with the back-end complexity behind the scenes results in cost efficient customer delight and ROI. 

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