Why educational software providers need to reduce the data neediness of their apps

Why educational software providers need to reduce the data neediness of their apps

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The Covid-19 lockdown and distance learning for school children has brought light to the flaws in technology in our society.

This was especially apparent when we started online school. My siblings and I experienced really bad, slow running Wi-Fi and so did many other students alongside our teachers. This meant we couldn’t easily use the software provided as it required a higher bandwidth of internet than was available to those of us using it.

I am going to explore why Google and other companies should try to reduce the amount of bandwidth required to run their programs. This will help reach a wider audience and allow people in poorer or less developed countries like Egypt, (who have with an average download speed of 2MB/s) and Paraguay (average of only 1.4MB/s) better access to educational resources while learning from home.

Reducing the barriers to learning will enable progress for all

Lower bandwidth requirements will help school children in more far-flung communities using vital educational tools from their homes. For example, the average internet speed in Egypt, Namibia, Bolivia, Venezuela and Paraguay are all below 3MB/s. This means for a video call – where the ideal bandwidth is an upload speed of 3.2MB/s and an inbound speed of 2.6MB/s – children will experience incredibly grainy video, poor quality sound and a large delay, making it very hard to learn and interact in an online classroom. This situation worsens when you consider that for calls with 10 participants or more, you’re recommended to have an inbound speed of 4.0MB/s.

I experienced this myself during my class calls with 26 people. It was really frustrating! It makes me worry that people with even worse internet would not be able to work or learn very easily if we went into another crisis and has highlighted the importance of companies making software bandwidth usage requirements much lower.

I experienced a lot of stress during online school due to my location. We just did not have good Wi-Fi and so it would lead me to hand in work after the lesson due to loading times as well as having a large audio and picture delays during the lesson.

My personal experience of using Google Meet was with a friend who lives in an area where the Wi-Fi is rubbish. They complained hourly about the bad image and audio quality he had, which made me consider how hard it would be to learn if we had to continue like this in September and the possibility of it leading to more serious educational gap issues. I ask, why should someone’s education suffer because of where they live?

Take lessons from Gaming providers

Interestingly, in comparison to educational applications, most gaming apps developed for mobile devices are made for low bandwidth. Video game companies have tried their best to reduce their bandwidth to allow a wider audience to access their games. During the quarantine, we had very little to do. It consisted of board games, Facetiming, school, exercise and that’s it… There was no going out to see friends, no going to the park for a walk, no going to the movies or other activities. It made playing video games a real lifeline for pleasure.

But if you don’t have a good internet connection it means you can’t use a gaming console or laptop to play multiplayer games. To overcome this my brother and I started playing a new mobile game called Call of Duty: Mobile. This game didn’t have amazing graphics, gameplay, mechanics or anything else in particular, the only thing this game had going for it that others didn’t was that it could run very well on super low bandwidth. This led to loads of people in a similar situation getting hooked on the game too. It really makes you think that if CoD; Mobile can do it, why can’t Google?

I don’t think it is fair that as a society we can leave out people who don’t have access to a higher standard of Wi-Fi because of their geographical location. Covid-19 lockdown tech usage demonstrated the data-hungry nature of today’s apps. It highlighted a digital divide between the haves and have nots of broadband. And this brings me to conclude that while there is a constant drive to increase bandwidth around the world, with 5G and more fibre connections, what we really need is software developers to decrease the neediness of their applications.

How is it fair that the people living on the remote edges of society can’t use educational applications (not to mention pleasure apps to use in your free time)? Google and other educational software providers must address this, and they can learn from the gaming industry. The software doesn’t need to be elaborate and fancy, it just needs to be usable, with a clear and fast audio and visual connection. The fact is no matter how advanced the software, it is useless if the internet speeds required to effectively use it are out of reach for many.

Why times of crisis call for entrepreneurship as much as government support

Why times of crisis call for entrepreneurship as much as government support

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The pandemic has hit our overall global economy, and society, much harder than the financial crisis back in 2009. We are all continuously reading about frightening forecasts, gloomy numbers and all kinds of bad news connected to COVID-19. Since the lockdowns started in March business leaders have called on the government for financial support, with many governments doing a great deal to try and help. Of course, there are lots of arguments around the means of support, the amount of support, the measures that are being taken.

There are very good reasons for the arguments on all sides. However, there is only so much a government can do and it will be those companies with the most entrepreneurial leaders that come out of this the strongest. New ideas, creative business models or innovative adaptions of existing business models are what are needed for companies to survive and ideally thrive.

We have had a look around and wanted to share some examples of this entrepreneurial spirit in action.

New ideas and offerings

Digital offerings in various forms are booming right now, with new players appearing on the market every day. One of the most innovative offerings that probably would never have come about without the pandemic is Doctodo, a digital waiting room. Instead of waiting in crowded and sometimes poorly ventilated rooms, patients can register on a digital waiting list and are notified as soon as they can appear for their appointment.

This platform was developed by Atodo out of pure necessity, as these guys originally developed software to enable restaurants to make better use of their tables. When restaurants closed, sales crashed and the idea of turning the software into a digital waiting room was born.

New channels to sell

With bars and restaurants being closed, many owners and suppliers needed new ways to sell their products. Going to a bar for a gin and tonic or a dry martini in the evening? Not an option anymore. So, gin distillery « Gin Sul » was one of the very early manufacturers to offer a gin and tonic delivery service in cooperation with Schweppes in the Hamburg area of Germany.

To make this as easy as possible, the only product you can order is a package consisting of two bottles of GIN SUL and 24 bottles of Schweppes Dry Tonic. Exactly the amount of tonic that is recommended with two bottles of Gin. No big online shop, huge choice or complex processes but a new sales channel and a way to win and retain customers.

Revival of old-fashioned entertainment models

When was the last time you heard or talked about a drive-in cinema before the pandemic? Years? Decades? In Germany, drive-in cinema is experiencing a renaissance as a nostalgic experience. This makes complete sense, doesn’t it? A car is the perfect place for social distancing and a refreshing alternative to monotonous sofa streaming.

Not only is Germany seeing existing drive-in cinemas do well, but the number of new pop-up drive-in cinemas is growing. According to our client Getty Images, the search term ‘Autokino’ (German translation for drive-in cinema) has increased by a staggering 2,185% in the last couple of weeks.

Using other industries as a blueprint

Festivals, concerts and shows have been cancelled or postponed. At the moment, many cultural events only happen online if at all. It’s hard to substitute the interactivity of a live audience performance with a digital one. That’s where a new project of Jahrhunderthalle comes into play, a well-known event space in Frankfurt.

In order to make culture a community experience again, they have started STAGE DRIVE Kulturbühne FrankfurtRheinMain, a concept similar to drive-in cinemas. The large car park at Jahrhunderthalle has been transformed into an entertainment arena for around 300 cars. A stage, framed by two 50 sqm LED screens, forms the setting for live shows and formats from a wide range of entertainment areas.

Approaching different target groups

Working from home for a longer period of time is a tremendous change for many employees. Lots of people have had a hard time coping and the whole situation has been made even harder when partners and kids had to stay home as well. The kitchen table is often converted into a desk, kids are dropping in on online meetings, WiFi might struggle with several people using it heavily at the same time.

In other words, at home people have struggled to find the necessary peace and quiet to cope with work. Hotels in Germany were amongst the first to see this as an opportunity. Travel came to a more or less complete stop, rooms stayed empty. Why not use this excess capacity? Dorint Hotels has been renting hotel rooms from 7 am to 7 pm – for those who struggle to or simply cannot work from home.

These are just a few of many examples when business leaders have out of necessity come up with innovative ways to do business and provide their customers with what they need and want. While still being somewhat dependent on governmental support – which is fair enough – they are also trying their utmost to keep their heads over water and to pull themselves out of the challenging situation. Despite all the horrid consequences of this pandemic, it is great to see this level of entrepreneurship. Necessity is, as they say, the mother of invention.

Women in tech are gaining influence, but it’s still not enough

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2018 is being called by some commentators the ‘year of the woman’. While this personally grates on me (we only get one year?), there’s no doubt that 2018 has seen some of the most visible challenges to the male-dominated status quo across a number of different areas. From the worldwide ripple effect of the #metoo movement, the Google walkout, and more women than ever being elected to public office, 2018 has seen some encouraging signs of inching towards equality. We’re happy to say that the Tyto Tech 500 Power List is also showing signs of progress.

The analysis of the UK tech sector’s most influential figures, based on an objective analysis of audience reach and impact through media, social media and events, the Tyto Tech 500 Power List has revealed an upswing in the number of influential women in the UK tech sector from 24% to 31% since the same time last year.

The increased influence of women is present in shorter lists as well. The Tech 50 includes 34% women and things are similar for the Tech 25 (36%), and three women made it into the top ten – Emma Jones founder of Enterprise Nation, Anne Boden founder and Chief Executive at Starling Bank and Reshma Sohoni Co-Founder and Managing Partner at Seedcamp.

However, it’s not all good news as more than two-thirds of the list is still male. Influencers in the general tech category are most likely to be women, with 49% of those in this section female. Women are also highly visible within CleanTech (43%) and AgriTech (44%), a stark contrast to the InsurTech and TravelTech categories which are exclusively male.

While a seemingly increased appetite to hear from and listen to women leaders may represent an encouraging sign, women still make up just 12.6% of board members across the top tech firms in the UK, and almost two thirds of boards in the top tech firms had no female members, according to a report by Inclusive Boards, published in November.

This suggests that while people are increasingly willing to listen to and follow successful women in the tech sector, day to day business decisions that define board make-up, recruitment strategies and project teams are lagging behind the intent. Read more about big businesses’ lack of foresight in Brendon’s blog here.

Tyto applauds the women who made it onto the list not only for their incredible achievements in technology but also their tenacity in making their voices heard. We hope this trend continues and that 2018 is indeed not a peak for women, but just a sign of things to come.

Download the Tyto Tech 500 Power List to read the full report.

1/5 of you will change jobs in January. What should you consider?

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Having built one of the fastest growing international agencies of the past 20 years, and risen from senior account executive to global CEO in under a decade, I’ve developed a strong sense of what’s essential for a fulfilling career. Here are my top tips:

The challenge

23% of people leave their job because they are bored and want a new challenge, but some challenges will move you on a little bit, and some challenges will give you 5+ years growth. Look for the more significant opportunity. I made such a decision at age 23 and was challenged for 17 years.

Developing new skills

You can linearly develop your career (get better at what you already know), or you can build your skill set through broader learning. One of the best ways to do this is through working in an environment where you can personally be involved in the development of a growing business rather than being a cog in a wheel.

Growth

One of my favourite expressions is growth equals opportunity. LinkedIn is great. Check out prospective companies and look at whether they are adding headcount and clients or are they stagnating or shrinking. Much better to be part of a rising tide.

Ownership

Is the agency private or public? Public companies answer to shareholders and have little choice but to be driven by financial metrics that may conflict with looking after employees and doing great work for clients. Private companies often have more flexibility to invest in the future rather than looking at quarterly results. We are building Tyto as much for ourselves as for our clients and employees because we believe in a better way.

Culture

How does the company treat and think of its clients and its employees? We started Tyto with a mission to be a perfect partner to all our stakeholders because we felt too often agencies are complacent about clients and employees and take them for granted. One sure way to figure this out is to look at how much a company brags about itself rather than its clients and its employees.

Client engagement level

PR is in a rut. It wants to be seen as more strategic, but we are own worst enemy as most agencies are built on pyramid models bulked out at the bottom with account executives. We are creating a flatter, more senior structure because we want to have serious commercial business relationships with our clients. Not transactional tactical relationships. Think about the type of client relationships you most enjoy.

Fun

Work should be fun. One of our favourite quotes is “if you are wasting time having fun you are not wasting time” (Tim Ferris). A great place to work should feel fun all time. Not in a ha-ha way but in a thrill ride roller coaster way. Every day should feel like a zesty freshly squeezed glass of orange juice, not a cup of bad cold coffee.

Compensation and rewards

If you think you are the best at what you do, then you should be paid well. But salary is only part of the picture. Bonuses and incentives are important. Often in big firms, they are like a lottery ticket. We pay bonuses quarterly, and they are transparent and proportional to business performance. Also, the only way you ever make serious money in PR is if you own a stake in an agency. Do the companies you talk to offer the opportunity for you to take a stake in the company?

Added benefits

Such as what you might ask? Well, we give people the opportunity to work where they want. We give them the best technology. And we take them to a warm European city three times a year to work a week with international colleagues together under one roof.

If this reads like a shameless plug for Tyto, well it is. If these points resonate with you and you have a burning desire to do something for yourself and your clients that can be transformative then get in touch.

Digital Entrepreneur Awards

Digital Entrepreneur Awards shows how to lose sponsors and alienate your audience

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Industry awards are getting noticed for all the wrong reasons, just look at the Digital Entrepreneur Awards

A regional tech awards dinner went national this week when The Guardian and The Times (amongst others) reported that one of the night’s big winners, the University of Bradford had decided to return their award.  

Why? Because the organisers of the Digital Entrepreneur Awards in Manchester had chosen female burlesque dancers and a ‘sexist throwback’ host to entertain their guests. 

What started as a tweetstorm of protest on the night, quickly became a national PR disaster for the organisation who initially offered a half-hearted acknowledgement of the issue.  This turned to an unreserved apology when they realised it wasn’t just one or two ‘snowflakes’ complaining, but essentially a whole industry, and most of their potential guest list and sponsors for next year’s (as yet unconfirmed) event.  

Even disregarding the current media climate of reporting issues of gender inequality and sexism, you could ask yourself how an organisation representing an industry which so painfully under-serves women could get it so wrong? Women make up only around 17% of the tech sector employees in the UK, and only 24% among influential tech figures. There are numerous organisations whose mission is to tackle the imbalance in the stem industries, and this was an almighty missed opportunity for the Digital Entrepreneur Awards to be a flag bearer for sorely needed inclusivity.  

It’s not the first organisation to misread the climate and mindset of their audience. Last month UK Construction Week issued a climbdown after one of their key exhibitors was slammed for choosing a Las Vegas theme for their annual event, complete with half-naked showgirls. In the construction industry where women make up only 12% of the workforce, the theme was seen by many as reinforcing ingrained prejudice and taking a step backwards from any hard-won progress towards inclusivity.  

While it’s clear that there is still much work to do to address gender and other forms of inequality across many sectors of UK industry, the reaction to both these events is heartening and shows that there is at least the appetite for change. After all, the initial outrage came from within members of each industry’s community.  

Awards ceremonies clearly don’t have to be this way. It was refreshing to be a guest at the Social Enterprise UK Awards last week (the day after the Digital Entrepreneur Awards), and witness a room full of passionate charismatic people celebrate a booming industry without resorting to sexist or demeaning entertainment. Of course, you wouldn’t expect that from an organisation like Social Enterprise UK – they know their audience. The reactions of guests at the Digital Entrepreneur Awards, shows that they clearly do not know theirs.  

It’s perhaps even more important for sectors that struggle with diversity and inclusivity to acknowledge these issues and pay closer attention to how they present themselves. This lack of care and self-awareness harms not only the reputation of the organisation itself, but of the wider industry and makes it even harder for those pushing for positive change.  

Morality

Invest in morality to be a 100-year business

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For most businesses, being successful this year, or for the next five years, just isn’t enough. No company aspires to have a good run and then fall apart. And yet, so many companies are giving this strategy a good old go.

Ryanair is doing all it can to antagonise both its workforce and its customers. Bell Pottinger chased short-term profit only for it to result in liquidation and a call for new standards within the PR industry. And Uber is witnessing the rotten fruits of its labour in London after Transport for London (TfL) chose not to renew their private hire license.

My past client, Phil Libin, CEO of Evernote, had absolute clarity in his vision for the company. Evernote, hopes Libin, is to be the first 100-year start-up. He claimed there were two critical elements to achieving this goal:

  1. It should be a company that’s around in 100-years, which means Evernote’s product needs to be durable
  2. It should still be a start-up in 100-years, which means it should still be an innovative company that people love

A durable product is, of course, a staple. But the second criterion is what I believe matters most, once the base requirement is catered for; an innovative company that people love. No one invests in a company they hate.

And yet there are so many companies out there doing their very best to be hated. The example that is closest to home (and yet so far from our values) is Bell Pottinger – a PR agency that had repeatedly crossed over to the dark side of morality, only to go too far in its most recent escapade.

When I heard the latest furore over Bell Pottinger, I almost shrugged it off. They have hit the headlines before, after editing Wikipedia articles for clients (not only a waste of time but just poor PR) and boasting of political access and quite literally saying “we’ve got loads of dark arts” in an undercover media operation by the Bureau of Investigative Journalism.

Despite these previous examples of their lack of morality and inability to manage reputation for even just themselves, they had carried on, as successful as ever. And perhaps this success was due to their acceptance of the murkier side of PR, where they could charge £100,000 per month, if only they were willing to stir up racial tensions in South Africa. We all know what happened next.

But what of Uber and Ryanair?

Uber, it seems, is looking to challenge its demons. The new CEO, Dara Khosrowshahi, figuratively threw his predecessor under the bus in a memo which stated the private hire company would be changing its ways under his new leadership. Here are two key quotes from that note:

  1. “The truth is that there is a high cost to a bad reputation.”
  2. “We will show that Uber is not just a really great product, but a really great company that is meaningfully contributing to society, beyond its business and its bottom line.”

Khosrowshahi absolutely hits the nail on the head in the first quote, but the latter really harks back to what Evernote’s Libin was saying about the 100-year start-up. People do not love a profitable business, they love a business that goes beyond their bottom line, and provides added value to the world.

Ryanair, on the other hand, may not last 100-years. Fuelled by previous experience of generating custom despite negative press, Ryanair is unlikely to change their ways. In fact, during the pilot strike and flight cancellations, Ryanair still denied refunds to customers. But as Khosrowshahi says, there is a high cost to a bad reputation.

What is clear is that a complete void of morality will never do businesses well. In the short term, massive profits may be made. But skeletons in the closet will and do come back to haunt. Better to invest in morality from the very beginning, and to achieve the goal of being a 100-year business.

See you in 2117.