Social Networking In Africa
The general perception is that Web 2.0 is a creature of Silicon Valley: the latest hot property out of there is Flipboard which launched its first iPad app in July: 20 minutes later its servers died under the demand. You know you have a success on your hands when that happens. Flipboard allows you to ‘curate your own magazine’. Even the people who rushed to download it probably had no idea how they’d end up using it but it’s just the sort of application that Mike Stopforth, CEO of South Africa’s leading web marketing agency Cerebra has his eye on.
Mobile: the next frontier
There may not be a new Facebook or Twitter any time soon, but the space around the social web is still hotting up, Mike says. And Africa will benefit from its inherent ability to improvise and the fact that it is generally pushed into innovation by the unreliability of its infrastructures. “Everyone knows that mobile is the next frontier when it comes to Africa, purely because it is so much easier to enable a mobile network than DSL fibre network. The challenge is how do we make platforms and build applications that allow for customisation in ways that work for African individuals and nations.”
Modern communications have allowed western societies to rediscover something Africans have always known, that what we call work-life balance is a construct. The CEO of Saatchi & Saatchi Kevin Roberts said (of his iPhone): “I don’t do work-life balance: I do work-life integration.” Far from meaning that he is always at work it means that he gets the maximum value out of every hour of life. Being able to communicate and transact at the optimum moment means better quality of life.
A transferable model
Africa already has a culture of social integration, agrees Erik Hersman, founder and Director of Operations at Ushahidi, the successful homegrown Web 2.0 company based in Kenya that allows real-time monitoring of crises, elections, strikes and the like. “In Kenya we have 20 million mobile phones, 6 million internet users and 4 million who access the internet via their mobile phone. It is not surprising that Facebook was snapped up so rapidly here.”
Usage starts in the cities and has reached critical mass only in South Africa, Kenya, Nigeria, Ghana and Egypt – so far. “A lot of money is being put in locally, because even if it is an international platform, it is local advertising and local content that is being put on these networks.”
A very recent example is the adoption by Kenya’s Safaricom of South Africa’s most successful mobile messaging service MXit. It’s a lot cheaper than SMS, a USP that has won it more than 20 million daily users in South Africa, Indonesia and 120 other countries. “That was an important deal here in Kenya,” says Hersman: “but we haven’t begun to see penetration of network tools in most other African markets. There’s massive potential that hasn’t been tapped.”
And it’s something of an open goal, he adds. “You can take the models that have been successfully used in Kenya or South Africa countries and transfer them into these open markets where there are no competitors yet. It will take some investment but it is a huge opportunity and there is a model to follow. It’s not surprising that MXit is having some success in Kenya so why not elsewhere?”
Brands and bosses beware
Business needs to learn to follow the consumers’ lead, Mike Stopforth believes. “As well as absorbing marketing messages they are creating marketing messages, so as a consequence they can be either advocates or assassins for a brand! Savvy businesses and brands realise that the shift of power has definitely tipped towards the consumer in the last few years. The challenge for businesses is to see that as an opportunity not a threat.”
He notes that LinkedIn is a platform that has crept in under the radar and is being used by an increasing number of professional and academic Africans. “In South Africa people still tend to think Facebook is for kids but LinkedIn is used by people with real influence in the business world, not just for recruitment, though that was its core function, but increasingly for business contact and even as a platform for running projects.”
Not all businesses will like that; it is another example of consumer control. But if control is important to them they are in the old world anyway. The African way is intuitive and all embracing and it is well served by Web 2.0 networking.
Why Your Team Should Contribute to Open Source Projects
Much of the world’s software infrastructure, including that which underpins multibillion-dollar corporations, has been created and maintained by developers, often anonymous, who do it for free in their spare time.
This is the open-source software movement: software whose source code anyone can use and edit. It has united developers from all around the world to create, improve and iterate on flagship software: from well-known consumer products like Firefox and Android, through to key tech infrastructure like Kubernetes.
Open source has served as the training ground for a generation of programmers, developers, and software engineers. It has given them the opportunity to improve their skills and to self-direct, and get involved in projects that they find interesting and meaningful. In fact, according to a new survey, open-source skills are more valued than proprietary ones.
Around 30 years ago, open source-driven innovations were often academic endeavours, sponsored by university IT departments, where students were encouraged to contribute and learn software engineering skills while simultaneously benefiting the university and the wider world.
However, over the last ten years, the world of open source has changed. Today, open-source is seen as the innovation engine across large, forward-thinking enterprises. Organisations are increasingly eager to adopt open-source projects like Linux or Jenkins, whereby they not only leverage technologies but also provide resources to create and contribute to projects. For example, Facebook, Google or LinkedIn embrace open source by creating and building innovative software as communal projects. In fact, open-source technologies and influencers are seen as rock stars in industries from global banking to retailers.
We can see open source everywhere. Projects like Linux, Kubernetes, React.js, or Tensorflow are becoming ubiquitous in IT departments, while open source technologists are quickly becoming the most highly sought-after talent. Innovative organisations are clamouring to build open-source credentials to draw in the best talent to cope with the increasing digital demand on businesses.
Why we all benefit from open source
The ubiquity of open source software means that your organisation is probably already using some of these technologies, many in business-critical applications. By encouraging community participation, organisations have the opportunity to drive change that matters to their business today as well as drive technology innovation forward. Participating in open source helps in-house teams stay motivated and at the cutting edge. Developers want to work on projects they are passionate about. Letting them do this can improve morale, and allowing them to take on challenges they may not face when working on in-house software can help nurture creativity and new approaches.
What’s more, companies that are seen as supporters and leaders in open source are seen as innovators in their industry, increasing motivation internally and visibility externally. In addition, these organisations find it much easier to attract the best IT talent to their businesses in a virtuous cycle of innovation driving innovators.
In the end, there is a clear economic reason to get involved with open source - in 2018, open-source software added between €65 billion and €95 billion to the European economy. It is in everyone’s long-term interest to cultivate and nurture open source projects that can do far more commercial and social good than siloed in-house teams could alone.
Today’s challenge to the open-source movement
While the benefits are clear, some companies don’t see the immediate benefit in letting their teams contribute to open source projects and believe all of an employee’s productive energy should go into work that directly generates revenue. Some organisations have discouraged the use of and contribution to open-source projects in-house or even prevented employees from contributing outside of work.
However, even if companies don’t restrict their out-of-work activity, many developers with full-time jobs simply don’t have the time. Getting seriously into the weeds of an open-source project means a lot of time and energy on coding and fielding bug reports and support requests - often in numbers that an overwhelmed developer minority couldn’t possibly manage completely.
In her book, Working in Public: The Making and Maintenance of Open Source Software, Nadia Eghbal notes that almost half of contributors across 275 popular GitHub projects only contributed once - accounting for under 2% of overall ‘commits’.
Helping open source communities helps us all
We all benefit from ensuring that open source projects retain their guiding hands and most experienced talent from a mixture of employed and volunteer contributors. While there will always be a new generation of younger programmers willing to build up their skills and take the reins of open source projects, full-time developers who are motivated and supported by their employers can leverage their experience to take these projects to the next level.
Open source communities should be considered as shared assets. Their engagement provides short- and long-term benefits for companies, contributors, and society as a whole. When it comes to open source communities, we should always keep in mind the classic problem of the tragedy of the commons - it is a shared space that benefits everyone, and we have to actively work to ensure that both developers creating and companies using open source software put in and take away a balanced contribution. The very companies that put the most energy into helping the open-source movement stand to gain the most from it flourishing.