500 NEWS

Stephen Timm investigates Artificial Intelligence and its possible impact on job security

A concerning debate is growing over jobs and the effect that artificial intelligence (AI) will have on the world of work. A 2016 study by Cape IT Initiative (CITi) and the Oxford Martin School at the University of Oxford estimates that AI could result in the loss of as many as two-thirds of jobs in South Africa. A more recent estimate from Accenture, in January 2018, puts the figure closer to 35%.

Frans Cronje, co-founder of machine learning specialist company DataProphet, is pretty frank when it comes to job losses: they are definitely going to happen. He admits that AI – because it amounts to intelligent automation – will eliminate some jobs.

However, he points out that in some cases it has also helped assist workers with better information. Despite this, he says that there is the desire in manufacturing to further automate processes to the point that plants are run by just a handful of operators.

“Once AI has gained the necessary trust and use cases in manufacturing, I would expect it to be used in a similar manner,” he adds.

The manufacturing sector will not be the only one affected. Ryan Falkenberg, co-CEO of AI firm Clevva, believes that in a developing country like South Africa, there will be significant job losses in any area where staff perform repetitive work, the kind that machines can easily replace. While his AI platform – by using algorithms to better analyse data – has helped a local bank to increase sales of financial products by 52% and an oil company’s call centre to resolve nearly all suppliers’ technical issues, it’s not clear how many jobs this has cost. He says while developed countries have the luxury of workforces that have high skill levels and the ability to move up the value chain, in South Africa many lack the capability to do so because of poor education.

“As a result, they need to rely on their emotional intelligence as well as multilingual and cultural skill sets to offer a differentiator to AI,” he says. Falkenberg believes that it is therefore critical that South Africa focuses policy and investments on augmenting staff with digital intelligence rather than simply focusing on full-automation alternatives.

“We need to help people transition to different roles, and companies need to be incentivised to invest in AI solutions that existing staff can leverage to increase existing productivity without being excluded altogether,” he argues.

For CITi CEO Ian Merrington, of particular concern in South Africa is the effect automation will have on the the youth, specifically those with a basic or low-level education. Merrington argues that AI-run machines are being trained to occupy roles that are most likely to be replaced.

“This is likely to increase social inequality, as it will hurt the poor the most – unless we can create appropriate upskilling interventions,” he says. To counter this, he believes South Africa needs to adopt an agile school and college curriculum. Teaching methodology will need to be designed for the needs of a digital economy; not the economy of the past, as is currently the case, he says.

“We also need much less emphasis on three-year degree courses and a greater focus on the new proxies for talent, particularly competencies, which will involve an ongoing learning approach, in order to cope with the rapid change that the digital economy places on job needs,” he argues. He points out that the financial services sector is already bearing the brunt of the efficiencies created through the digital value chain and AI. Agriculture and public transport are also going to be heavily impacted, he adds, but says manufacturing will probably be the sector that will shed the most jobs in the medium term. The jobs most at risk from AI will be mechanical or production and administrative tasks, but with the current advances in computing power – and the decrease in cost thereof – all jobs that require only knowledge are likely to be replaced by machines as knowledge is easily codified.

“Creativity is therefore going to become an important characteristic for any employee wishing to future-proof their career,” he points out. To address these challenges, CITi is currently scaling up its various training programmes to place 3 000 unemployed youth in tech jobs over the next three years. Merrington says the participation of corporate South Africa will be critical to the success of this initiative. While the National Treasury’s Jobs Fund has put in R75-million and Telkom’s BCX has added R100-million, CITi needs to raise another R125-million. He argues that corporates need to see critical skills development as an investment in their own organisational future, rather than a cost.

It is not just jobs that are at risk. In a report released in November 2017, the global Financial Stability Board (FSB) said replacing bank and insurance workers with machines risks creating a dependency on outside technology companies beyond the reach of regulators. Among other things, AI could, for example, lead to unsustainable increases in credit by automating credit scoring. In addition, if a major AI provider went bust, it could lead to operational disruptions at a large number of financial firms, especially if AI is deployed in ‘mission critical’ applications, the report said. Regulators could also find it difficult to identify who was behind any key financial decisions that went wrong.

Consultancy firm Accenture said that three-quarters of bankers surveyed believed that AI would become the primary way banks interact with customers within the next three years. There will also be tax implications. University of Johannesburg (UJ) Deputy Vice-Chancellor of Research Tshilidzi Marwala points out that because AI will likely reduce the number of workers, it could potentially lower the amount of collectable tax. This will also likely exacerbate the gap between rich and poor.

In addition, if people are going to be put out of their jobs, who will buy the goods that these robots will produce? Where will these customers get the money to buy these goods? What it essentially means, says Marwala, is that governments will need to consider hiking corporate taxes. Alternatively, the state could tax robots themselves – something Bill Gates proposed in 2017. However, robots and AI have become so ubiquitous that it will be difficult for authorities to decide exactly what to tax. After all, even Microsoft Word uses a degree of AI when the program’s spelling and grammar checker is used. Does that mean one should tax such programs and firms that develop or use them?

Governments will also need to give serious thought to a universal income grant – an idea first proposed by Tesla founder Elon Musk. Marwala says that, ultimately, AI will give rise to a new kind of capitalism. While it may help business to become more productive and could be deployed to replace dangerous jobs such as firefighters or miners, it also risks increasing inequality and joblessness. But he says while the government has initially been slow to respond to the threats and opportunities posed by the Fourth Industrial Revolution (4IR), there are now encouraging signs that things are changing.

At the BRICS Leaders’ Summit held in Johannesburg during July 2018, President Cyril Ramaphosa called upon BRICS countries to collaborate with one another to better prepare for the changes that new technologies are expected to bring about. To tackle this challenge, the BRICS ministers of industry agreed to set up an advisory group comprised of policy-makers and experts from all these states.

Adding to this, the University of the Witwatersrand, University of Johannesburg, University of Fort Hare and Telkom announced in September 2017 that they were working together to develop a national response to the 4IR for South Africa. The partnership explores the impact of the 4IR on the economy and the new digital economy; higher education and the future of work; inequality; citizens, society and the state; and other critical factors.

“Politically, there is much more engagement, there are more people talking about the 4IR than before,” says Marwala.

A key question that remains is how one allocates research into AI and the 4IR. Marwala adds: “The first thing is to talk about it, but that is not sufficient. You still need to pursue matters that are of importance to South Africa.”

The Hussar Grill first opened its legendary brass doors in 1964 and today, after 55 years of excellence, it is regarded as one of South Africa’s premier grill rooms. Having garnered a loyal following over the years, the restaurant is known for its speciality steaks, award-winning wine selection, superb service and warm ambience.

The Hussar Grill in Camps Bay is something of an institution – combining the impact and beauty of one of the Cape Town’s best locations with the quality and distinctive dining experience that the brand is known for. The restaurant stands out for its unparalleled consistency and popularity, amongst locals and visitors alike, and its longevity is a testament to the symbiotic success of excellent food, great service, superlative wines and a welcoming ambience.

Currently the number 1 restaurant in Camps Bay according to TripAdvisor, a ranking it has held over the years, The Hussar Grill Camps Bay is also consistently featured in Eat Out’s Top 500. The restaurant achieved the very prestigious Diamond Status at the 2019 Diners Club Wine Awards after consecutively achieving Platinum Status for the last decade. The restaurant enhances the already excellent wine list of the much-loved restaurant group by making select and exceptional vintages available to guests.

‘We have always strived to remain the “neighbourhood grill room” – appealing to our local clients as well as establishing a firm footprint as a destination restaurant with visitors to the city,’ says Cheldon Gatcke, General Manager of The Hussar Grill Camps Bay.

While its location makes it special and its undeniable buzz is a draw, it’s also the memorable and elegant dining space that sets it apart from its contemporaries. Situated in one of Cape Town’s most beautiful suburbs, known for its appeal as a hospitality location – there are hotels and dining venues aplenty in Camps Bay – it takes something special to stand its ground among the stiff competition, which The Hussar Grill does with ease.

Slightly larger than most of the other The Hussar Grill restaurants, The Hussar Grill Camps Bay is recognisable for its old-world dining room and bar, complete with dark-wood finishings and banquet-style seating. Here, a collection of antique pieces, vintage books, wine bottles and wooden wine crates and oak barrels add to the decor. In winter a blazing fireplace warms the relaxed, cozy atmosphere.

But while this signature look gives The Hussar Grill Camps Bay a definite sense of appeal, the restaurant is always aware of keeping its standards high and remaining in step with its guests’ needs and expectations. As one of the most popular restaurants in the nationwide group of 20 grill rooms, it’s crucial that it remains a flag bearer for a superlative experience across the board.

‘The restaurant has grown tremendously over the years since it first opened and it was time for a total overhaul of the look and flow,’ explains Gatcke. This has resulted in vast improvements for both guests and staff alike.

Accordingly, the restaurant has just undergone a significant revamp process to update its facilities as well as its interiors. ‘We’ve conducted major renovations of the restaurant, which have entailed us demolishing and rebuilding the internal structures. We now have a brand-new kitchen, a new toilet block with facilities for all our guests, including those requiring wheelchair access, as well as improved lighting and ventilation throughout the venue,’ states Gatcke.

Additionally, The Hussar Grill team has updated the more visible side of the guest experience by way of a refreshed aesthetic that doesn’t sacrifice the warmth and ambience for which the restaurant is renowned. ‘We’ve upgraded the space with a more contemporary feel, while retaining the cosiness that we’re legendary for,’ he concludes.

Newly re-opened and brandishing fresh appeal, The Hussar Grill Camps Bay is now taking reservations…

The restaurant is open Monday – Thursday from 18h00 to 22h30, Friday and Saturday from 18h00 to 23h00, Sundays from 12h00 to 22h30 and Public Holidays from 12h00 to 22h00. For more information on The Hussar Grill, please visit www.hussargrill.co.za. BOOK NOW or please use the Dineplan App.



Dominique Collett, head of AlphaCode, a Rand Merchant Investment Holdings organisation aimed at assisting fintech startups believes that existing banks will become utilities by opening up their platforms to new innovators. For Collett, the next frontier is blockchain. However, she says blockchain itself is merely an enabler. More important is what it can do. “If you’re just using it because it’s sexy and cool, then it won’t take off.”

She says that, while cryptocurrencies such as Bitcoin hold significant potential in the area of making anonymous money transfers, the price volatility and the difficulty in using them in day-to-day transactions mean their current usage is limited. There is also uncertainty over the legality of running initial coin offerings, which startups use to raise funding in cryptocurrencies, for products or services. Clear regulation could however help propel the sector forward, she says.

While the regulatory environment has become more stringent since the 2008 global financial crisis, Collett says regulators have become more astute.

She says the Reserve Bank has smart people in the regulatory office who are open to engaging with startups over their fintech solutions. While she admits that fintech is not a big job creator – primarily because it involves using technology to streamline and cut down on things such as branch infrastructure and staff – she points out that it will likely be a driver of new business creation. Above all, she believes that South Africa could become a ‘back office’ for developing fintech for the rest of the world.

Read about another disruptor, Michael Jordaan, here.

Today, end-customers are only loyal to a perfect total experience, writes Cameron Beveridge, Regional Director of SAP Southern Africa.

Until recently, it was nearly impossible to prove the business impact of customer experience through quantifiable data. Part of the issue was confusion around measures, metrics and value – all of which contribute to the success of customer experience initiatives.

The underlying technologies that enable positive, seamless customer experiences were introduced to companies through an at-times painful process of digital transformation. A wave of digital transformation that has swept across industries globally over the past decade left in its wake a new generation of modern, nimble, effective and customer-centric organisations. If you think of digital transformation as only a buzzword, consider this: cumulative spending on digital transformation will reach US$2.1-trillion this year, according to an Industrial Development Corporation study.

Today, digitally transformed organisations are extending their evolution to becoming intelligent enterprises. Intelligent enterprises operate with visibility, focus and agility to deliver best-in-class customer experiences.

Using technology, intelligent enterprises collect and connect previously disparate data to uncover hidden patterns, direct scarce resources to areas of maximum impact, and respond quicker to changes and opportunities in their markets.

Data is the key: customers want to enjoy experiences that are tuned to their needs and expectations throughout their engagement with a brand. They want value-driven outcomes that are delivered via a harmonised experience; in other words, they want to gain something from their interactions with a brand or organisation, and they want those interactions to be consistently good. Really great brands make those interactions memorable too, prompting positive word-of-mouth.

Innovation is vital to our development as a country. And while various role players are successfully cultivating a culture of innovation in South Africa, there is still a long way to go before we catch up to other economies around the globe.

This was the sentiment expressed at a panel discussion on the future of innovation, which brought stakeholders and government agencies together to discuss the current ecosystem, at the recent SA Innovation Summit.

The Summit is Africa’s biggest tech startup event and provides a powerful platform for nurturing, developing and showcasing the very best of African innovation, as well as facilitating thought-leadership around innovation.

The panel had input from Tilson Manyoni, head of policy at the Black Business Council; Dr Phil Mjwara, Director General of the Department of Science and Innovation; Sipho Zikode, Deputy Director General Department of Trade, Industry and Competition and Claudia Manning, Principal of the SA SME Fund.

Moderator and chairperson of the SA Innovation Summit, Dr Audrey Verhaeghe, explained that innovation is an economic term and should not be confused with creativity. Innovation is where creativity and implementation meet, and its most defining feature is that it makes a difference in the world.

The South African innovation landscape
According to the panel discussion, funding for start-ups is on the rise, with a 30% to 40% increase in venture capital available from 2017, according to Claudie Manning from the SA SME Fund. The SA SME fund is bringing R1-billion into the economy and is capitalised by over 50 JSE-listed firms. Angel investment has also doubled year on year, from R40-million to R80-million. The growth is of course from a very small base and could be much more.

But we’re still falling short of our peers in terms of funding. For instance, South Korea, which has a startup landscape comparable to South Africa, has around US$2.5-billion available for venture capital.

Across the continent, funding increased by 300% to US$725.6-million, in 458 deals. And while this is a staggering increase, the amount of funding falls short of other continents.

Another South African strength lies in our policy making, the panel found. South African policy is comprehensive and sophisticated compared to many other states. However, this presents its own challenges – there is sometimes little coherence in policies with some policies even contradicting each other.

Despite these challenges, South Africa is still breeding innovative entrepreneurs. This is evident in the informal sectors especially, the panel found.

Unfortunately, in the formal sector many South African entrepreneurs experience little support locally, only finding success in overseas markets. The panel referenced South African born Elon Musk, who left the country sighting that there was no innovation community for him that could support his ideas – from Paypal to Tesla.

Innovating a new future
“We are growing venture capital. We are inventive. For this Summit, we had 1340 entries of brilliant tech businesses that are trying to make it somewhere in the economy,” Verhaeghe says. “Yet government and private sector are not chasing a common goal through innovation.”

There is currently no coherent system, across government and the private sector, for supporting and investing into startups. However, there are ways to change the trajectory for local startups and create a local climate in which they can thrive, according to the panellists.

Firstly, startups need more access to capital, from both government and the private sector. This is already underway to some extent, with the Department of Trade, Industry and Competition (dtic) making a range of incentive schemes, loans and grants available, while the Department of Science and Innovation is expecting to make around R5-billion available over the next five years.

All countries use a model of partnership between government and private, even in Silicon Valley, the panellists commented.

This is already being undertaken by the Summit, which brings together over 3 500 delegates from 32 countries to facilitate more than R1-billion in deals between investors and startups representing the future of innovation.

Government’s role, alongside assisting with funding, lies in developing holistic, consistent policy that is easy to navigate for startups, and developing support programmes for early stage businesses that addresses the value chain form conceptualisation to scale. This crosses over departments and therefore the different policy makers should collaborate to make sure nothing falls between mandates.

The discussion highlighted that South Africans miss the possibility of thinking about scale, such as building products for the rest of Africa and the world.

But apart from this lack of thinking, there is a culture of mistrust of local products and entrepreneurs. Localisation needs to become a more serious discussion: South Africans can think globally yet act local by supporting their own businesses. We can no longer afford to be disconnected in funding local innovation that our government departments are not willing to adopt.

The Black Business Council of South Africa lobbies for transformation and support for local businesses – something they believe has the power to change the startup landscape. But creating a landscape that allows innovative startups to thrive requires buy in from more than just lobby groups and industry organisations – it requires South Africans to believe in their ideas and to value local products over imports.

Lebo Malepa has come a long way since he started his Soweto guesthouse 15 years ago. He now employs 40 people and has expanded to include bike tours, a restaurant, a backpackers and even an Airbnb.

“Every year the numbers are going up and every year we are creating new jobs,” says an excited Malepa, who runs Lebo’s Backpackers. His business has benefited from a growing number of foreign visitors searching for authentic experiences such as overnighting in a township. There are now three other bike operators and five other backpackers in the vicinity.

“I think there’s big potential. I think in the next 20 years it will be huge,” he enthuses. It helps that tourism is one of the easiest sectors in which to start out. Malepa initially used his grandmother’s home to start the guesthouse and first borrowed bicycles from local residents when he added bike tours.

The country’s National Development Plan (NDP) holds that tourism can stimulate the growth of small businesses; this while President Cyril Ramaphosa in February 2017 highlighted the potential of tourism in his first State of the Nation Address and identified it as a priority sector for his administration.

Indeed, foreign arrivals grew from 3.6-million in 1994 to almost 9.6-million in 2008, reaching close to 10.3-million in 2017. The 2010 World Cup alone brought over 1.4-million new visitors to the country. Yet in 2017, visitor numbers edged up by just 2.4% over the previous year, below the 7% average increase of foreign visitors globally over the same period.

To address this, SA Tourism wants to attract an additional 5-million tourists by 2021, made up of 4-million more international arrivals and 1-million more domestic holiday trips. SA Tourism says the idea behind the plan – dubbed the ‘five-in-five’ strategy – is to use the organisation’s 10 offices around the world and set each one a target to contribute towards South Africa. The organisation is partnering with various other organisations to meet the target.

With the sector growing just 2.4% in 2017 – instead of the targeted 7% – South Africa currently remains behind in meeting the target of attracting 5-million additional tourists. This was, at least in part, attributable to messaging around the water crisis in Western Cape in 2018. A survey released in September 2018 by hospitality body FEDHASA Cape found that bookings in the early part of the year were down by 67% compared to the same period in 2017 because of the drought. The good news: with dams now filling up, one can expect this to change.

Most foreign visitors plan their visits around three areas of South Africa: Cape Town, the Garden Route and the Kruger National Park. In an attempt to make tourism more sustainable, SA Tourism has begun promoting other destinations in the country.

In addition, President Ramaphosa’s Cabinet is considering both the introduction of e-visas for certain countries and doing away with visa requirements for others. Following the visa waiver for Angola in December 2017, there was a 39.2% increase in the number of Angolans visiting South Africa during May 2018 compared to the same period a year before. Similarly, in 2017, after the decision to do away with visas for Russian tourists, visitors from Russia increased by 52%.

Part of the challenge is coordination in government. To grow the sector, the revised National Tourism Sector Strategy was approved by Cabinet in 2017. It aims to improve tourism assets and infrastructure, promote excellent service, and effectively market the country as a destination (by offering training courses for those in tourism and language training to frontline staff) thus making it easier for tourists to come to South Africa and transform the industry. The department has also established a dedicated unit to promote and actively seek investment.

Investments worth R71-billion were made in tourism developments in 2017, accounting for over 8% of total investment in South Africa. This is expected to reach R112-billion by 2028.

David Frost, the CEO for the Southern Africa Tourism Services Association, points out tourism grew in terms of its contribution to GDP by 18% in 2016 and 7% in 2017 – both above the global average. For Frost, the government has made a lot of promises to prioritise the sector that need to come to fruition.

The UN’s World Tourism Organisation expects the market share of emerging economies to increase from 30% in 1980 to 57% by 2030, equivalent to over one billion international tourist arrivals. Africa is forecast to more than double the number of arrivals by 2030, from 50 million to 134 million. Good news indeed for the region.

South Africa grants visa-free travel to 75 countries, 16 on the African continent and 59 from the rest of the world. The Department of Home Affairs recently announced the extension of the visa-free status to:

• Qatar
• United Arab Emirates
• New Zealand
• Saudi Arabia
• Cuba
• Ghana
• Sao Tome and Principe

Stephen Timm meets four innovators changing the face of SA’s finance industry.

Michael Jordaan is smiling. The former FNB head is about to launch Bank Zero. His is one of several new digital banks, including Discovery Bank and TymeDigital, that could give their traditional brick-and-mortar peers a run for their money.

This comes amid the growth in new financial services technology, or fintech as it is more commonly called. The sector exploded after the 2008 global financial crisis and is now threatening traditional banking and financial services.

Bank Zero will likely launch in the first half of 2019 and Jordaan says his team is busy integrating its IT system with the various payment rails and carrying out testing. This will be followed by user acceptance testing and then crowd testing.

Jordaan believes that fintech can drive economic growth in South Africa by reducing the cost of financial services, increasing access to these services and offering better pricing of risk by using more data and better algorithms.

“The result is the creation of more efficient financial services, which helps to make the economy more competitive and enables more citizens to participate,” he says. The growth of fintech is being driven by small groups of talented people who believe that the existing financial services business models are cumbersome and expensive.

“These entrepreneurs understand the benefit of mobile-first, digital everything and are unencumbered by legacy income streams.” The smartphone revolution, coupled with the lowering of mobile data costs, has enabled the growth of fintech in emerging markets, Jordaan points out.

While Chinese customers are arguably the most advanced in using smartphones for everything, he reckons Africans are also benefitting by leapfrogging into a tech-enabled world where they had nearly no similar services in the physical world.

“South African consumers are in a slightly different position as the current banking system is well developed and regulated, and many services are already available, albeit expensive. The biggest change locally is therefore the reduction in fees and prices when services are used online. Of course, there is some competitive resistance by existing players, so it will be up to consumers to switch to better value propositions. If consumer behaviour is not price-elastic, then the status quo will remain,” he says.

In time, Jordaan reckons blockchain will compete with traditional payment systems but he adds that, at present, it makes more sense to integrate it into South Africa’s sophisticated payments systems. “While it has issues – like not processing transactions over Sundays and public holidays – it is able to handle huge transactional volume at a low cost,” he stresses. But does the onset of digital banks mean the end of traditional banks? Jordaan doesn’t think so. He says traditional banks will rather adapt their product set and pricing over time.

“Certain customers still prefer paper and personal interaction, and don’t mind paying for this privilege. Others prefer to be in control of their finances themselves and are more price sensitive,” he adds.

We will showcase three other disruptors in the next few weeks.

Chief economist at Efficient Group, Dawie Roodt, takes a macro view at the evolution of money and what its new form could mean for you.

Everybody seems to be rather nervous at the moment. Trump is fighting (tweeting) a world trade war, interest rates are going up, the world appears to be drowning in debt and many other imminent catastrophes are apparently waiting to happen. It is indeed a time to be nervous and worried. Yet, if we take a moment to reflect, we will see that we have never had it so good – and things are probably going to get even better.

For example, a century ago, more than 90% of the world’s population lived in abject poverty; today it is less than 10% and falling. At the current trajectory, worldwide, abject poverty will disappear within the next decade or two. Many other variables tell a similar story: improvements in life expectancy, literacy rates, crime statistics and preventable diseases, among others. Curiously, money seems to be at the centre of these amazing improvements in our quality and quantity of life.

Economists usually emphasise three functions of money: a store of value, a unit of account and a medium of exchange. Of these three functions, money as a store of value is often most emphasised. People think of money as ‘wealth’; yet, there is much more to money.

Money has evolved over time. Initially, mankind had no generally accepted form of money and trade happened through a process called ‘barter’. Trade in itself was a huge breakthrough because whenever two individuals enter into a trade agreement, both parties gain from the transaction. This is the case because no trade will take place if both consenting parties do not accept the conditions related to the trade agreement and gain from it.

It may be that one of the parties later discovers they were deceived or could have gotten a better deal somewhere else, but at the moment of the trade both parties gain from the transaction. From this follows the rule: trade always adds value to both trading parties. This is where the magic of money comes in. Money allows for easier trade, in which an owner can exchange his property for money that he can then use to buy a chicken, saving the rest of the money for future consumption.

Money reduces transaction costs. With every evolution of money, transaction costs have been further reduced. Initially, money took the form of cattle, cowry shells and a myriad of other forms until precious metals became the standard. From there, money evolved further into derivatives of precious metals. The ‘gold standard’, for example, was money issued by central banks ‘backed’ by gold residing physically in their vaults. Every time money evolved from one form to the next, it became more efficient and contributed to even lower transaction costs and, as transaction costs fell, people transacted more. The more we transacted, the more we all gained and the more wealth was created.

Initially, most monies were privately issued but, as those in power realised the amazing power of money, they sought to control it. Today, most monies are issued by central banks that have exclusive rights over the issuance of money – central banks are statutory monopolies. But like all forms of power, power over money also corrupts and state-controlled monies usually fail.

By 1971, most central banks had abandoned the gold standard and today, most monies are fiat currency – money created by decree, essentially out of nothing. In fact, most money today has lost its physical form and exists only as digital zeros and ones. Most banks, central banks and governments would prefer a world without physical money at all and, in some countries, physical money is deliberately being phased out.

The evolution of money continues to be relentless and newer forms continue to appear. The most recent forms are bringing us back to privately issued money in the form of cryptocurrency, fully decentralised digital or virtual currency, and blockchain, a digital, decentralised public ledger of cryptocurrency transactions. Like previous evolutions in money, these new alternative forms reduce the cost of transactions and contribute to the process of wealth creation.

As in the past, a slew of politicians are on a quest to control these new forms of money. In the years to come, they will likely try to protect their own money-making monopolies (central banks) by trying to take ownership of, or even banning, private monies. Luckily, the technology associated with this new form of money is such that control becomes much more difficult. The most recent evolution in money once again places the issuance of money in the hands of the private sector, along with all the risks and benefits associated with it.

While the next chapter in the evolution of money is still being written, money will certainly evolve once again evolve (or devolve?) in the future to be largely privately issued. This will undoubtedly undermine the power of the state, politicians and central banks – although they mostly seem to be unaware of this. South Africa is particularly well-positioned to benefit from private money. In the past decade, the state arguably failed in many functions – like education, health and security – and in all instances, the private sector stepped up to the plate. Now we see that the state wants to nationalise the South African Reserve Bank (SARB), which will not achieve much provided its independence is not affected. Yet the mere fact that politicians are eyeing the SARB gives reason for us to be concerned. Will they go even further and eventually dictate monetary policy, undermining the Rand in the process?

Additionally, state-owned banks are being considered in this way while our economy is in an absolute dismal state (thanks mostly to a destructive government in recent years). To allay some fears, this is happening in a surprisingly sophisticated environment that has many well-qualified people with the skills and means to create their own money, and a public that is looking for opportunities to reduce their excessive tax burden. Private encrypted monies are ready to roll.

That is the reason why cryptos are so increasingly popular in South Africa. All that is needed is a breakthrough with a particular currency that can maintain its value relatively well and which is trusted, and a process of abandoning the rand might happen surprisingly quickly.

For now, the authorities are not worried about the disruptive powers of cryptos. That is the reason why little exists in the way
of official policy. One exception is that SARS has made it clear that it wants its pound of flesh should you make any money with cryptos. Such a reaction was expected, but here’s the thing: exactly how will it enforce tax collections on an encrypted anonymous decentralised platform?

History has taught us that money always evolves and keeps on making it easier for us to transact. And, in an environment where the state has undermined business, cryptos may just be the opportunity for business to escape the claws of the ineptocracy.

For you and me, the future is likely to be better than the present, with even lower levels of poverty and more of everything else that we consider good. Tomorrow’s world will be one with more personal freedom and more personal risk; I definitely prefer that to the opposite.

By Ryan Falkenberg, co-CEO, CLEVVA

AI and machine learning are here, and working away in a company near you, and on your phone, in your car and in all sorts of places online. These technologies are most visible in the workplace in the form of digital workers, who are not a thing of the future but are already here, dealing with clients and handling all sorts of tasks. If you’ve not encountered one yet, you will soon. Below we outline five types of digital worker you’ll likely have on your team in the immediate future, if you don’t already.

1. The natural language boff – this colleague is a language specialist, who is able to understand natural language and have a conversation with a person in the language of their choice. Some do this using voice, like Siri, and others do it using free text – like chatbots.

2. The process navigator – this digital worker makes rule-based decisions and actions in line with all product, policy and procedures and, like the maps apps on your phone, navigates you through the decisions and actions you need to perform in a consistent, compliant and context-relevant way.

3. The data reader – this digital worker is a specialist at reading information off documents and images and converting it into a format that can be used by the other digital workers to execute their tasks. This is very useful for automating the capture of scanned order forms or pdfs.

4. The predictor – this cognitive system or algorithm is a specialist in making predictions from data patterns and is very helpful, for example, in determining what your customers will want to buy next based on their purchase history or assessing if they are a fraud risk based on a huge range of possible predictors gleaned off multiple data sources.

5. The system processor – These workers are specialists in performing system actions; an activity that is often categorised as robotic process automation. They do this using existing system screens, just like a person would do it, only a lot quicker. For example, if you were asked to create a new client account in your CRM, the process you may need to follow is to first look up the account details off a specific spreadsheet and then copy across the details into the relevant fields across different screens in your CRM. Well, your system worker can now do this for you in a fraction of the time while you continue working on more important things – all you need to do is trigger your system worker and off they go.

Together these digital workers are increasingly taking care of all repetitive, rule-based tasks and freeing humans to tackle the parts of the job that require thinking out of the box, engaging with complex social interactions and performing physical tasks that robots struggle to get right.

As a result, this future human-digital worker team are able to do far more, far quicker, and at a lower cost than ever before. Take a rule-bound industry like banking or insurance as an example. Instead of trying to train staff to perform complex financial need analyses, then be able to identify relevant solutions based on the identified needs, then complete all the processing to onboard the customer and execute the order in line with all the system and process rules, this can now be handled by an integrated human-digital team. Firstly the language boff can facilitate a free flowing digital engagement via the client’s mobile or the company’s web page. The questions asked and answers given can be provided to the language boff by the process navigator so they get it exactly right in line with all business rules. Then when needed, the client can be asked to upload scanned information that the data reader instantly converts to text – information that the predictor then uses to search off multiple sources to complete a credit risk and fraud check. Once this is done and the client is not found to be a risk, the system processor can then process the order via the relevant internal systems. Once the order is approved, a call can then be triggered in the contact centre where an agent chats to the client to confirm the order has been processed and to provide a warm human closure to the customer experience. If the customer has any issues or concerns, the process navigator can also help navigate the agent through this so they get it right, every time.

The same applies to work done by technicians or customer service specialists. In fact, any task that is defined by decision-making rules.

In a country like South Africa blessed with high emotional and physical intelligence, augmenting people with a team of digital co-workers who can handle the rule-based logic means we can turn automation to our advantage. If we leverage the machines to do the administrative heavy lifting – like making sure the right questions are asked, the right solutions identified and the right actions are performed – we can allow people to focus more on the customer engagement and the physical implementation of solutions that have been identified. This can then create jobs for people who are currently unemployable because they lack the technical knowledge and therefore pose a risk to companies who are heavily rule based and regulated. By offering young people access to a team of digital experts who make sure they don’t make a mistake, it unlocks them to start working with less training, less support and less anxiety. And the best part is that this is not future speak. It can all be done today using technologies readily available to everyone.

Describe your leadership style
I don’t think I have a particular style, as such, but what is important to me is to be able to understand and empathise with people, as individuals. I am a human being. I feel. So to try and understand people is the most important thing to me as a leader.

Your top tip to beat procrastination?
Just get up and do it! The only time I might procrastinate is if my gut is trying to tell me something about an issue. Nine times out of ten one knows the answer, but if there’s a nagging doubt and I don’t know what to do, I will seek advice. I also don’t like emailing internally – if there’s something I need to say, I will get up and walk to that person and meet them face-to-face. I am a spontaneous person – so I’m not about planning or list-making , I just get up and do things.

Favourite getaway destination?
I have been fortunate enough to have travelled the world, but without a doubt, my favourite destination is Thailand. I have visited it many times, and feel that God has His hand there. People are not only friendly, they connect with you on a deeper level. It is my spiritual home.

Who or what inspires you?
Three people inspire me:

Jack Ma (former executive chairman of Alibaba) for his sheer self-belief. For Ma, nothing is impossible. In a world of uncertainty, you can decide what or who you want to be. I love that he applied 10 times to attend Harvard and was rejected 10 times! That persistence is inspiring to me.

My daughter, Nikaiya (6). She also believes that nothing is impossible. She is young enough to let her imagination run wild. She questions things that we take for granted. She is our miracle child, and she has taught me to unlearn things and see them through the wonderful, uncomplicated eyes of a child.

My wife, Lushanta. My best friend and life partner, my legal advisor, my confidante! She balances me, sees value in me and encourages me to celebrate successes. She has a truly big, generous heart.

Your one wish for South Africa?
I have so many wishes, but most of all I wish for South Africa calm. We live in such a volatile and complex world, and there are some things that we simply can’t control. I wish South Africans could be calmer, and more accepting of each other.

If you could have any 3 people over for dinner, who wold they be and what would you serve?
I would invite Donald Trump, Nelson Mandela and Jack Ma.

Donald Trump because I want to ask him this: “Do you realise that you could have such a positive influence on the world by bringing calm, instead your anger and impatience is derailing the already precarious state of the world?”

Nelson Mandela: To ask him how he managed to come out of all those years on Robben Island so humbled.

Jack Ma, to ask him how he managed to defy the odds to become so successful, without ever being aggressive.

I would serve them my wonderful, hot Indian fish curry – with pap.

What five pieces of advice would you give to aspiring young business starters?
• It’s not all about you. You need to consider what you can do for other people and create a legacy. If you are self-centred you forget about your purpose.
• Innovate: take something and make it simpler.
• Be creative.
• Go back to being a child. Play! Don’t be afraid of making mistakes, you will figure it out.
• Apply a rational mind: you will not get rich overnight, but if you change lives you will be successful.

What is the one thing most people don’t know about you?
I don’t like spicy food! And, I’m scared of dogs.

What would you do with an extra hour in your day?
I would play with my daughter.

Celebrate with The Hussar Grill’s irresistible birthday special offer!

The Hussar Grill is a place poised for celebration and marking special moments – from birthdays, anniversaries and engagements – to simply making a memorable occasion out of an ordinary day with a seriously good meal.

The restaurant is celebrating its 55th birthday this year, a noteworthy achievement in an industry known for fly-by-night culinary fads and seasonal venues. This longevity is testament to the group’s serious commitment to quality and a recipe that really works – good food served in a welcoming space with excellent service.

One of the oldest steak restaurants in the country – it was established in 1964 – it has celebrated many milestones over the decades, and is an expert in creating occasion-worthy experiences for its guests. Over the years The Hussar Grill has refined its repertoire, as well as broadened its offering, ultimately finding a balance between traditional favourites and contemporary dining. Its primary strength however remains excellent meat and serving this consistently.

‘Our people are our greatest asset and the cornerstone of our ability to provide superb service to our guests. It is through their dedication, passion and commitment that The Hussar Grill has garnered an award-winning reputation and loyal following over the years. We believe in connecting and building relationships with our guests to ensure they enjoy a consistently excellent level of service at The Hussar Grill,’ says Chief Operating Officer, Justin Fortune.

A source of pride for the restaurant is the customer base and community it’s built up over time – families and friends who return time and again to their neighbourhood location of The Hussar Grill for its consistently excellent fare and warm, hospitable ambience and service.

To mark this prestigious and noteworthy occasion and 55 years of serving its local communities with excellent meals and memory-making opportunities, The Hussar Grill is offering its much-loved guests the chance to celebrate its longevity, too.

The 55th birthday offer will run from 7 to 11 October 2019. Every dinner booking made during this week will receive complimentary homemade biltong, sweet potato crisps and rosemary and garlic olives to start the evening, as well as a bottle of The Hussar Grill 50th Red to accompany the meal and chocolate vodka martinis to finish. Please get in touch with your favourite grill room and secure your space to celebrate.

For more information on The Hussar Grill, please visit www.hussargrill.co.za.

By Shaune Jordaan, CEO of Hoorah Digital Consultancy

Anyone who’s ever worked in advertising has heard this saying by 19th Century US businessman John Wanamaker: “Half the money I spend on advertising is wasted; the trouble is I don’t know which half.” In the nearly one hundred years since Wanamaker died, the advertising landscape has changed dramatically. One thing that hasn’t changed, however, is that vast amounts of money spent on advertising and marketing are wasted.

Fortunately, it doesn’t have to be that way. With a little understanding of where the wastage comes in, even CEOs with no experience of the advertising industry can make changes that’ll see their marketing teams bringing in real business results at a fraction of the cost.

A broken model
One major source of waste comes from the way the advertising industry works. Let’s say you’re a bank and you want to run a campaign for a new vehicle financing product aimed at young professionals. You might think it would be as simple as choosing an agency, approving the creative, and waiting for it to flight on whatever media are most relevant to your target audience.

In truth, it can be a lot more complicated than that. The agency you hire may produce the creative elements of your campaign, but that may not actually ensure that it appears on TV, or a billboard, or your favourite website.

For that, they’ll turn to a media-buying agency with the expertise needed to place those pieces of creative. Even if they didn’t tell you, your original agency always knew it was going to do this and charged you accordingly.

To ensure that the creative is seen by the right sets of eyes, that media buying agency may turn to a research agency, further escalating costs.

Even in groups that have all these capabilities under one roof, these silos remain in place, entrenching waste.

Missing the trick
Even if your marketing teams know this (and they probably do), they’ll likely tell you that it’s just the way things have always been and that there’s not much anyone can do about it.

It’s at this point that you can watch the worried looks spread across their faces as you tell them that they’re wrong.

You see, the traditional advertising model assumes that you need to go out there and find your target audience and that the data to help you do that exists somewhere out there, on Facebook, or Google, or the opaque world of TV and radio research. It also assumes that you must spend large amounts of money to get your hands on that data and do something with it.

Here’s the thing though: the average business already has incredibly powerful data at its disposal. That data comes in the shape of its customer databases and it costs nothing to gather. It’s already there, just waiting to be useful.

And believe me, it is incredibly useful. Think about everything you must disclose when you sign up for a new service or product. Most advertising agencies would kill to have that kind of information at their fingertips.

Importantly, you don’t have to run the agency gauntlet to take advantage of this data.

In fact, with a little training in the latest people-based marketing technologies, your marketing teams can use this data to execute incredible digital campaigns of their own. Rather than throwing money at third parties and hoping for the best, they can ensure that the right people get the right message at the right time.

Not only does this save the business money by avoiding wasted ad-spend, the advertising that does go out is far more likely to achieve real business results, impacting positively on its bottom line.

John Wannamaker might not have known which half of his advertising spend was wasted, but with the right changes, that doesn’t have to be your fate.