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The Workplace Of The Future – Or Now?

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The time for an intervention of the workplace has arrived. The traditional office as we know it, bound by a desk with set working hours, being present for meetings, and processing paperwork, is no longer functional. Technological advancements have changed the way people work so that it’s no longer where it gets done but that it gets done. These are some of the key insights shared by Deloitte in a series of reports released towards the end of 2016.

One of the reports revealed that the work place of the future will be mobile and not bound by location; it will be independent (contractors); more people will be working from home; and co-working spaces will be an alternate to working from home; all this ties in with a traditional workplace no longer being functional.

The future is mobile

Technology such as laptops, tablets, smartphones; wireless connectivity; and networking software will be a key driver to this paradigm shift. Mobile manufacturers are catering to this – the new Samsung S8 offers a “Dex” mode that lets you switch to a desktop mode by attaching a few peripherals to its smartphone. According to Deloitte, many workers may still have a designated office space for themselves but they are treating work as something they do rather than where they do it.

Not bound by location

The combination of portable devices, WiFi and modern software solutions, means employees can work from anywhere and don’t necessarily have to come into an office, or sit in traffic to get there – an issue South Africans can identify with. As more companies shift to cloud-based or custom solutions, it means one can work from any location yet still collaborate via shared documents in the form of Google Docs, Office 365 or Dropbox, to name a few.

Co-working spaces

There has been an increase in co-working spaces in South Africa with companies renting out ‘hot-desks’ to freelance individuals. These spaces come with desks, phones, high-speed internet, boardrooms, meeting areas, coffee, and whatever other amenities are required to work from ‘anywhere’. Provided one isn’t bound by specific machinery; one could find themselves sharing office space with individuals from varying industries. Access to a set-up with all amenities is usually tied to a daily/weekly/monthly/annual fee, offering greater flexibility for contract work.

Gig economy

The gig economy is one of the major elements of the workforce of the future. It is where independent contractors and freelancers will be used for short-term projects, and also ties in with not being bound by location. If a job can be done remotely with the right hardware and software, a greater pool of employees are available for the picking. With people changing jobs more frequently, the gig economy is said to be an evolution of this. Additionally, businesses save on other costs such as office space, training, and employee benefits.

No more paperwork

Going digital or moving to the cloud means no more unnecessary paperwork, saving businesses a huge chunk in costs. All it takes is moving to smarter solutions such a digital HR software; electronic contracts; accounting software; online project management tools; collaborating via shared documents, and online video chats instead of face-to-face meetings.

Inside The House Of The Future

Could this work in a South African context? Forty-year-old Daniel Calbacho, Managing Director of RED Marketing based in Illovo, Johannesburg, took an interesting, non-traditional approach with his company. He “fired” all his staff and re-hired them as independent freelancers.

Calbacho manages a team of young writers and recognizes that people are all different, have a life outside of standard working hours and want to pursue their passions as part of their lifestyle.

“Each person in the business is encouraged to see themselves as an entrepreneur, and focus on their predominant skillset, which is linked to their passion to earn a living.” His team comprises of individuals who are motoring journalists, photographers, writers, bloggers and even a pop singer.

Is There A Future In Cellphones?

They are also encouraged to grow at their own pace, and if they’d like to earn more, they don’t have to wait for an annual increase.

“Millennials are about instant gratification – ‘I want this now’. If someone in the team would like to earn a specific amount, we work towards that. Obviously this means taking on more work, much like earn-as-you-go.”

RED Marketing has offices with all the mod-cons, allowing the team to use its facilities at leisure. Cost saving for the company has presented itself in the form of equipment, bonuses, and benefits. As independent contractors, the team supplies their own laptops, cameras and smart devices, which they’ve insured. “Bonuses are no longer a cost consideration albeit we do believe in sharing the company’s profits for outstanding work, and there are no costs for medical aid or pension.”

Skills development has not stopped, says Calbacho. “Every three weeks the team gathers and a person within the group presents knowledge or a skill they’ve been elected to share.”

Leave has also become a secondary HR issue, with each team member allocated 18 days a year to take off completely. “Days are logged, not scrutinized; and most of them don’t take all of it because they are free to manage their time without the construct of a nine-to-five job.”

Calbacho says what they are doing currently works for the business. “The company is successful because the team is happy. Our main focus is delivering the best product to our clients.” – Written by Nafisa Akabor

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The Efficiency Of Mining With Drones

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Can mines become more efficient – and safe – through tech? Robots, drones and virtual reality tools are now being used for sophisticated drilling operations.

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The Fight of a Bot Named Madiba

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For one of the biggest robotics competitions on earth, a team of Generation Z-ers from South Africa made their way to Mexico accompanied by a robot with the fists and fury to fight.

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MultiChoice, Africa’s Biggest TV Operator, To Be Listed By Naspers, Africa’s Largest Public Company

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Koos Bekker, billionaire and chairman of Naspers Ltd., reacts during an interview at his office in Cape Town, South Africa, on Thursday, May 7, 2015. South Africa lacks a coherent economic policy and government departments are failing to work together, said Bekker, chairman of Africa's biggest company. Photographer: Halden Krog/Bloomberg via Getty Images

 

Naspers, the emerging markets internet and media giant which is the largest public company in Africa, will list its satellite television subsidiary MultiChoice, it has announced.

MultiChoice’s DStv service is the biggest TV operation in Africa, broadcasting to some 50 countries, and was one of the first satellite companies to pioneer the then newly-minted digital broadcasting when it began in 1996.

The spun-off company will be listed on the Johannesburg Stock Exchange (JSE) and will be known as MultiChoice Group. It will include MultiChoice South Africa, MultiChoice Africa, Showmax Africa, and Irdeto. Naspers will retain its primary listing on the JSE.

“This marks a significant step for the Naspers Group as we continue our evolution into a global consumer internet company,” said Naspers CEO Bob van Dijk. “Listing MultiChoice Group via an unbundling aims to unlock value for Naspers shareholders and at the same time create an empowered, top-40 JSE-listed African entertainment company.”

MultiChoice has been part of Naspers’ Video Entertainment division, which had revenue of ZAR47.1-billion ($3.1-billion), a trading profit of R6.1-billion ($401.6-million) and added 1.5-million subscribers in the last financial year, according to Naspers figures. It “is one of the fastest growing pay-TV operators globally. Its multi-platform business entertains 13.5-million households across Africa.. and employs more than 9,000 people in Africa,” it said. A further 20,000 people are employed by its partners and suppliers on the continent.

MultiChoice offers online streaming services called ShowMax (which offers a pure-play service in Poland) and DStv Now.

“The Video Entertainment business is an African success story. This unbundling and listing is expected to deliver value to the South African economy as well as to Naspers and Phuthuma Nathi shareholders. Naspers will continue to invest in South Africa through our interest in e-commerce business such as Takealot, Mr. D Food, PayU, OLX, Property24, and AutoTrader, amongst others,” Van Dijk added.

Phuthuma Nathi is a Black Economic Empowerment (BEE) scheme in South Africa, BEE is government policy designed to redress the injustices of Apartheid. The unbundling is subject to regulatory approval in various African countries.

“Listing and unbundling MultiChoice Group is intended to create a  leading entertainment business listed on the JSE that is profitable and cash generative. WE offer an unmatched selection of local and original content, as well as a world-class sports offering. Our leadership team is diverse, experienced and well-positioned to take the company forward,” said Video Entertainment chief executive Imtiaz Patel. “There are growth opportunities for MultiChoice Group in Africa. The combination of MultiChoice’s reach, Showmax and DStv Now’s cutting-edge internet television service, alongside Irdeto’s 360-security suite will provide a unique offering. Our customer focus, international and local content, and pioneering technology places MultiChoice Group at the forefront of African digital transformation.”

Earlier this year Naspers sold a 2% stake in Tencent for nearly $10-billion to fund its internet growth and offloaded its share in Indian e-commerce business Flipkart to Walmart. In mid-2016, Naspers became the first South African company to reach the magical R1-trillion valuation.

For decades MultiChoice was the crown jewel of the Naspers stable, until its internet interest – especially Tencent – became the group’s focus. The first channel, called M-Net, was the brainchild of Koos Bekker, now Naspers chairman, who was studying for an MBA at Columbia University. At the time it launches in 1986 M-Net was one of only two pay-TV channels in the world.

Bekker told me that he had seen the success of HBO during his studies and approached Ton Vosloo, then CEO of Nationale Pers (Naspers), a large newspaper group with Afrikaans-language publications, with his idea. Vosloo was keen to find another revenue stream for Naspers which had been awarded a broadcast license by the South African government to compensate them because significant advertising revenue was being spent with the state-owned South African Broadcasting Corporation (SABC).

DStv’s first broadcast in October 1986 was the final of a provincial rugby competition, called the Currie Cup, between provinces then known as Western Province and Transvaal.

But, with massive capital investment and huge overheads, within a year it faced severe financial pressures as it struggled to attract customers.

“By Feb [19]87 our viewing audience was so pathetic we had to give make-good ads to advertisers on the basis of one-paid, two-free,” Bekker told me at the 30th anniversary of M-Net in 2016, where a holographic depiction of Trevor Noah reminisced how integral and influential the channel had been to South African culture.

“By March [19]87 our trading results were turnover of half a million Rand, loss of ZAR3,5m for the month. Since our backers were newspaper groups of small to moderate size, they couldn’t bear that sort of bleeding. We were a few weeks away from the end.”

MultiChoice’s strategic advantage was its choice of new technology (well-made decoders) and a clever change in strategy (from selling to apartment complexes and to single homes), something Bekker would prove adept at doing when he bought a one-third stake in 2000 for $30-million in a then-unknown Chinese messaging company called Tencent, whose QQ instant messaging service now has over 1-billion customers.

The decoders “sold sweetly, since we now needed to persuade only a single guy and it didn’t matter what his neighbors thought”.

M-Net “scraped through by the skin of our teeth, and by the end of [19]88 were breaking even on a monthly basis” and became profitable in 1990. It was listed a year later and Bekker took over as Naspers CEO in 1996, a decade after his big gamble on the nascent digital television market had become a roaring success.

Bekker is now one of South Africa’s best – and best-known – businessman. His gamble on Tencent has made Naspers the most valued listed company in Africa, after AB InBev bought South African Breweries. It is the most valuable media company outside of the US and China and the seventh largest internet company in the world.

Naspers growth and status, as well as its entrepreneurial culture, is because of Bekker, who also brought “equality to this business right in the beginning, thanks to Koos. He set the pace for how the public company in the new coming South Africa would have to look. No discrimination whatsoever.”

He added: “The outlook of being together and all being equal, and no discrimination, set the pace and the scene like no other public company had done up to that time. So in that sense, M-Net is the great pioneer that led us into the new South Africa.”

Vosloo repeated a mantra that has defined both Naspers’ risk taking and Bekker’s first-name leadership style: “Of course he was known as Koos, and everybody says Koos Says So.”

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