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Tokens of Technical Progress: Blockchains, Data Dysphoria & Fantasies of Control

By Dr Robert Herian

The discourse of data sovereignty (‘taking control’) at first blush implies empowerment of the data subject – Facebook’s Libra project explicitly uses this language and ideal in relation to their subscribers. However, as the author argues, ‘Taking control’ is only an illusion or, more precisely, a fantasy articulated through the notion of data sovereignty and constructed by neoliberal capitalism.

Cyberspace, as a shared dimension but unequal community, is in a moment of unease and alienation over the ways and means of data creation, dissemination and preservation, including methods of storage on- and offline. Communication and circulation of commercial and personal data increasingly occurs amid threats of intermeddling and exposure to varieties of fraud and exploitation. This unease is symptomatic of scandals involving the ‘psychological profiling’ of personal data in the course of supposed civic and democratic processes, and the growing uncanniness of digital social spaces. The company Cambridge Analytica, whose ‘data harvesting’ practices and psychographic analyses of user content from sources such as Facebook led to accusations of dubious interventions in and effects on the US Presidential elections and UK European Union Referendum1. Facebook’s Mark Zuckerberg’s subsequent tour of apology, confession and defiance in front of US government and European Commission representatives in early 2018 amid accusations that the company ‘weaponised’ personal data only served to add intrigue and consternation to the prevailing climate of unease2. Recently, the shortcomings of Facebook with regard to data privacy have undergone fresh scrutiny with the announcement that the social networking Titan plans to issue their own cryptocurrency, Libra3.

 

New data horizons

The fall-out from high-profile and rather salacious examples of unfair or unreasonable data use is a type of subscriber/subject unease that I refer to as data dysphoria, which involves but is not limited to specific examples of the dubious commercial data practices that pervade cyberspace. In conjunction with this unease ideas and mechanisms to ‘take (back) control’ of one’s personal data have emerged that provoke the desire for meaningful practices of data self-care in the subject, but which, I argue, instead entangle the subject in a burgeoning mesh of fantasy in which control and data sovereignty are always possible but never attainable. The extent to which data subjects are actually capable of or willing to assume control of personal data in a fully informed way is entirely unclear if not entirely unrealistic. Yet it fits ideologies of technological solutionism perfectly, enforcing the belief that new data horizons must be seized first and questioned later – a coda of the classic Silicon Valley mantra: “move fast and break things”. Use of a banking app on a smart phone to manage one’s finances is convenient, for example, but it does not require the user to negotiate the intricacies of global finance. On the contrary, the convenience of banking apps masks the extent to which personal finance (the credit held in a current or savings account) is embedded in a vast complex of different financial products and networks over which the user has little insight and no meaningful control. Banking apps, therefore, represent a de minimis form of user control, not a radical mode of individual financial liberation. This model is articulated by a wide range of contemporary data management platforms, mechanisms and applications, all of which are directly or indirectly hungry for data4.

Data dysphoria and its corresponding structure in fantasy describe part of the conscious and unconscious negotiations subjects make with networks, systems and the increasing levels of computational autonomy and authority that are in every sense alien and radically unknowable to the vast majority of users caught by and within them5. Importantly, as symptomologies, data dysphoria and fantasies of control describe affects not online but in the ‘real world’. Cyberspace (including databases, networks, systems, or interfaces) in this case does not “solve” the “problems” qua messiness inherent in human endeavour (as long, that is, as the primary role of cyberspace is to serve humanity) but represents ever expanding frontiers into which human psychology inevitably moves, may flourish but, equally, falters.

 

The discourse of data sovereignty (‘taking control’) at first blush implies empowerment of the data subject – Facebook’s Libra project explicitly uses this language and ideal in relation to their subscribers. But, I argue, data sovereignty satisfies ideals of consumer protectionism above all else, that is, sovereignty of data subjects is supported and promoted insofar as subscribers remain efficient, engaged economic subjects within the ambit of neoliberal capitalism. Data subjects who without demur bear a financial cost for taking part in history must invest energy into creating new “free” markets and ensuring all social life is calibrated to the logic of those markets6. It is, in this sense that blockchains, as a distributed and decentralising mechanism for improving economic efficiencies, impregnate those who use them with such logics. The irony being that the self-care insisted upon by data subjects who are “sovereign” assumes nothing more than a form of control contingent upon the constraints placed on the subject by neoliberal capitalism, and therefore is not a form of control the data subject is free to exercise or enjoy at all7. To paraphrase Jodi Dean, taking control in this instance does not delineate data subjects from a rest of us ‘whose work, lives, and futures are expropriated, monetized, and speculated on for the financial enjoyment of the few’, instead it serves to highlight the actual complicity of those data subjects in sustaining neoliberal capitalism and ‘the extent of the class power of an elite that has gotten us to think in terms of competition, efficiency, stock markets, bonuses, and financial success’8. ‘Taking control’ is thus an illusion or, more precisely as this essay argues, a fantasy articulated through the notion of data sovereignty and constructed by neoliberal capitalism, one, however, ultimately reaffirmed and maintained by the data subjects caught within it.

 

Fantasies of control

The mainstreaming of blockchain technology in the present moment of data dysphoria is no accident: it is part reaction to it, and part exploitation of it. The technology satisfies, at least in theory, ‘problem’/’solution’ matrices with deep roots in a wide variety of global economic, political, social, legal and cultural contexts – too many to cover or mention during the course of this essay. ‘Solutions’ dreamt up by a variety of stakeholders including entrepreneurs, venture capitalists, and technologists who consider blockchain-led socioeconomic and political characteristics of transparency, disintermediation, post-trust, and so on to be the keys to healthier cyber-socialites and ontologies. Capitalism is not seen as a problem to be solved, but rather the architecture supporting blockchain concepts and implementation. Notions of data or identity self-sovereignty derive from capitalist and, capitalism’s ‘mutant form9, neoliberal structures in fantasy that insist on the perfection and wholeness-of-being attainable through economic practice and self-care. Data practice and data self-care emerge as species of broader capitalist practice: a practice of the practice that maintains capitalism’s prominence whilst resisting countervailing and critical notions of data sovereignty from non-market and non-competitive communities on- and offline.

There are no shortage of businesses promoting the benefits of blockchain-led digital economies through idealisations of secure, peer-to-peer, data-as-property (e.g. tokenisation) paradigms that promise to empower users by allowing them to unlock ‘value’ from their personal data in the form of ‘micropayments’ – a model of granular payments that individuals, as well as corporations, can derive from all forms of data exploitation large and small. Far from novel enterprises, a number of these business models necessitate conventions in offline and off-chain markets and consumerism models that require high levels of interoperability between different interfaces, whilst also sustaining forms of centralisation and mediation that correspond closely to the logic of existing patterns of commercial development that blockchain, it was claimed (lest we forget), was going to destroy.

Peer-to-peer digital economies do not eschew but rely upon transactions of personal data within traditional (capitalist) business models. Data subjects auto-exploit by relying on data sovereignty mechanisms, models, skills and techniques given to them as indisputable tools of engagement and self-management, a clear contradiction if we take as our definition of sovereignty ‘the receiving of a general recognition of exclusive domain and consequent possession of the capacity to establish rules of conduct within a particular field of action’10. On this point we see the root of the fantasy of control begin to show itself, because the façade of subject/object choice as a condition of contemporary economic engagement is revealed to be the mere belief in the organisational networks enveloping the ‘free’ economic subject as data subject. In other words, it is an illusion that a data subject has ‘capacity to establish rules of conduct within a particular field’ because ‘a general recognition of exclusive domain’ has never existed but is instead always already capitalism’s domain and the data subject a material site for its ideological (re)production11.

‘Self-sovereign identity technology can put the control [of personal data] in the hands of individuals’ Andrea Tinianow has claimed12. For control to manifest in the manner Tinianow envisages would involve wholesale transformations of the present model of socioeconomic organisation and hegemony, however, that is, the transformation of capitalism into a new state of economic organisation predicated on more not less self-interest. Given the fundamental tenets of capitalist ‘free’ enterprise include supply and demand and ‘winner takes all’ market engagements grounded in the necessity of self-interested, competitive economic subjects, it is hard to see how more self-interest is going to fundamentally ‘disrupt’ the prevailing economic model, or, indeed, encourage it towards some specious notion of post-capitalism. But then it is not meant or designed to. Instead it is a fantasy of economic perfectibility by a data subject at work in the model of data or identity self-sovereignty; or, put more simply, capitalism reinventing itself for the sake of preservation.

We are witnessing the rise of a ledger society in which rituals of verification will become more central to the everyday normative functions of society than Michael Power first certainly envisaged two decades ago.

What is perhaps most astonishing about the blockchain moment, one which is definitively neoliberal capitalist, has been the ability of stakeholders to convince the world of the desirability of digital ledgers as immaterial objects of ritual and devotion. Based on its potential for expansion the digital ledger is arguably an example of greater transformation of the mundane into the spectacular than even mobile phones achieved with the inauguration of smart phones13. We are witnessing the rise of a ledger society in which rituals of verification will become more central to the everyday normative functions of society than Michael Power first certainly envisaged two decades ago14. Within this paradigm the ledger assumes a vast and growing status as ritual object and multivocal symbol, its referents ‘not all of the same logical order’ but ‘drawn from many domains of social experience and ethical evaluation’ for the purposes of allowing data subjects to perform economically15. The result is a jumble of misunderstandings as to the precise nature and value of blockchain as a technology, and reductionist narratives of blockchain as a global economic panacea rushing to fill gaps evacuated of critical reason and reinstitute what Herbert Marcuse long ago called the ‘comfortable, smooth, reasonable, democratic unfreedom’ that ‘prevails in advanced industrial civilisation, a token of technical progress’16.

The implications of blockchain fermenting deeper economic reason in cyberspace, and transforming it into an ever more perfect market, is not something to be automatically welcomed. Through such propositions we risk an impoverished humanity existing through technology beset by and implicated in the ideals and practices of financial economy first and last. ‘Networked communication and information technologies are exquisite media for capturing and reformatting political energies’, argues Jodi Dean, they ‘turn efforts at political engagement into contributions to the circulation of content, reinforcing the hold of neoliberalism’s technological infrastructure’17. Where blockchain figures in Dean’s analysis is still evolving as the technology moves from the brute economics of cryptocurrencies to more obvious political domains such as the provision of public services and democratic accountability vis-à-vis voting and government transparency initiatives. Contemporary ledger technologies and the peer-to-peer networks they support not only enable contributions to the circulation of content, as Dean expresses it, but more accurately economize contributions in accordance with ever more concise neoliberal values. The data subject within peer-to-peer networks must thus search for and anticipate each new transaction and exchange as fulfilment of the fantasy of data sovereignty

About the Author

Dr Robert Herian is Senior Lecturer in Law at The Open University.  His research involves critical legal analyses of new technologies.  He regularly presents work at domestic and international conferences and publishes widely in journals, edited collections, and online. He is author of Regulating Blockchain: Critical Perspectives in Law and Technology (Routledge 2018)

References
1. Olivia Solon and Oliver Laughland, “Cambridge Analytica closing after Facebook data harvesting scandal”, The Guardian, 2 May 2018. https://www.theguardian.com/uk-news/2018/may/02/cambridge-analytica-closing-down-after-facebook-row-reports-say (accessed 4 June 2018)
2. Carole Cadwalladr and Emma Graham-Harrison, “Zuckerberg set up fraudulent scheme to ‘weaponise’ data, court case alleges”, The Guardian, 24 May 2018. https://www.theguardian.com/technology/2018/may/24/mark-zuckerberg-set-up-fraudulent-scheme-weaponise-data-facebook-court-case-alleges (accessed 4 June 2018)
3. See: https://libra.org/en-US/white-paper/ (accessed 5 August 2019); and Robert Herian, “Libra, Iran and the potential end of cryptocurrencies as we know them”. The Conversation, 1 July 2019. https://theconversation.com/libra-iran-and-the-potential-end-of-cryptocurrencies-as-we-know-them-119606 (accessed 5 August 2019)
4. See, for example: Nick Srnicek, Platform Capitalism. 2017. Cambridge: Polity 
5. As James Bridle maintains: ‘If we do not understand how complex technologies function how systems of technologies interconnect, and how systems of systems interact, then we are powerless within them, and their potential is more easily captured by selfish elites and inhuman corporations’ (James Bridle, New Dark Age: Technology and the End of the Future. 2018. London: Verso, pp.2-3)
6. Adam Greenfield makes a similar point but specifically targeted at the role Ethereum, the organisation behind the other major public blockchain alongside the Bitcoin blockchain, is having on shaping individual adaption to and adoption of blockchain applications such as smart contracts and tokens (i.e. Ether) allowing for participation in decentralized autonomous organisations (DAOs).  See: Adam Greenfield, Radical Technologies: The Design of Everyday Life. 2018. London: Verso     
7. See: Robert Herian. Regulating Blockchain: Critical Perspectives in Law and Technology. 2018. London: Routledge
8. Jodi Dean, The Communist Horizon. 2012. London: Verso, pp.69-73
9. Byung-Chul Han, Psycho-Politics: Neoliberalism and New Technologies of Power. Translated by Erik Butler. 2017. London: Verso, p.5
10. Sarah Manski and Ben Manski, “No Gods, No Masters, No Coders? The Future of Sovereignty in a Blockchain World”. Law & Critique. 2018. (forthcoming)
11. Louis Althusser, On Ideology. 2008. London: Verso, pp.46-47
12. Andrea Tinianow, “GDPR Isn’t the Answer, But Blockchain Is”, Forbes. 4 June 2018. https://www.forbes.com/sites/andreatinianow/2018/06/04/gdpr-isnt-the-answer-but-blockchain-is/#75e88f8848bd (accessed 5 June 2018)
13. Of course, there are now “blockchain-enabled” smart phones as a marriage of the two phenomena.  See: https://hackernoon.com/a-closer-look-at-three-blockchain-smartphones-28b746976d22 (accessed 8 April 2019)
14. Michael Power, The Audit Society: Rituals of Verification. 1997. Oxford: Oxford University Press
15. Victor Turner, The Ritual Process: Structure and Anti-Structure. 1969. New Brunswick: Aldine Transaction, p.52
16. Herbert Marcuse, One-Dimension Man: Studies in the ideology of advanced industrial society. 2002. London: Routledge, p.3
17. Jodi Dean, Democracy and Other Neoliberal Fantasies: Communicative Capitalism and Left Politics. 2009. Durham: Duke University Press, p.32

The politics of Russian extraditions

By Jasvinder Nakhwal and Rachel Cook

Russian assurances on prison conditions are highly topical and have been crucial to the UK courts’ decisions in recent cases on whether to extradite individuals to the Russian Federation. Extraditions from the UK to Russia are, for the time being, at a standstill, owing to deficiencies in the independent monitoring of Russian prison conditions, which undermine the assurances provided by the state, and pending evidence to the contrary.

 

The UK’s relationship with the Russian Federation is complex, to say the least. In 2006, the poisoning of Alexander Litvinenko demonstrated how Russian operatives are well able to administer a deadly poison in broad daylight on British soil. Despite stabilising for a short while, UK-Russia diplomatic relations were once again plunged into conflict in 2018, with the poisoning of Sergei and Yulia Skripal in Salisbury. Both incidents caused a major diplomatic crisis and legal consequences, including for Litvinenko’s poisoning, a Public Inquiry and a serious extradition standoff.

Despite President Putin’s denial of any involvement in the Skripals’ poisoning, the UK publicly condemned Russia and, last year, expelled 23 diplomats from the Russian Embassy in London. Condemnation also came from the European Union, which sanctioned the heads of the Russian military intelligence for their suspected involvement, and the US, which imposed sanctions on the basis that the Russian government was responsible. Then, in August 2019, the US imposed further sanctions on Russia relating to the state’s refusal to guarantee that it will no longer use chemical weapons.

The UK’s view is that Russia was willing to violate the Chemical Weapons Convention, to which it is a signatory, and to breach international law by undermining the UK’s sovereignty. The UK government’s clear position is that Russian assurances are implausible and unreliable.

 

Climate of Crackdown and Enforcement

When responding to the Salisbury crisis and action against the Russian state, then Prime Minister Theresa May declared: “…we will continue to bring all the capabilities of UK law enforcement to bear against serious criminals and corrupt elites. There is no place for these people – or their money – in our country”. It can be difficult for the UK authorities to differentiate between “these people”, i.e. Russians who are serious criminals and corrupt elites, and those who are merely accused of, or are presumed to be such individuals. An obvious example of how this distinction has the potential to be applied arbitrarily is the US Treasury’s list of those considered for US sanctions. The list names every senior member of Russia’s political administration and, replicating the Forbes rich list, every Russian oligarch with a net worth in excess of $1 billion. It appears that the starting point is that all Kremlin politicians and wealthy Russians are suspicious.

In parallel with these pronouncements, the UK has seen the introduction of Unexplained Wealth Orders, Account Freezing Orders and various anti-money laundering rules, providing the enforcement authorities (both UK and foreign) with key investigative tools in combatting financial crime. New legislation will also see a public register on the ultimate beneficial owners of UK property introduced in 2021, with a view to preventing criminals from using the UK property market to launder criminal funds. Furthermore, with Deutsche Bank likely receiving a significant fine for its role in the $20 billion Russian laundromat case. Financial institutions are well aware of the risk of criminal investigation for money laundering and increasingly cautious when conducting due diligence and accepting funds from wealthy foreigners. This applies, in particular, to individuals who are deemed to be politically exposed persons with links to foreign governments. 

Extradition treaty

On the other hand, our diplomatic agreements for cross-border cooperation with the Russian Federation remain and continue to be honoured, by the UK at least. Given the Russia’s membership of the Council of Europe, the UK has even relieved the Russian Federation of the need to demonstrate a prima facie case when the UK extradition court decides whether or not to allow extradition to Russia. 

In 2007, the Russian government refused to extradite Mr Lugovoi, who was accused in the UK of poisoning Mr Litvinenko. There is no doubt that if asked to do so, Russia would likewise refuse to extradite the Russian citizens charged with poisoning the Skripals. It is the case that Russia, as a matter of policy, does not extradite its citizens to any state. However, this has been seen as a convenient basis on which to avoid bringing the alleged killers to justice.

It is not uncommon for Russia to make extradition requests to the UK for current or former Russian nationals living here. Under the UK extradition legislation  those requests are reviewed at the initial stage by the Secretary of State for the Home Department, and under the terms of the diplomatic arrangements with the Russian Federation, are almost always accepted and passed to the UK extradition court. These extradition proceedings are usually resisted by the wanted individuals on several grounds, including that the request is made for the purpose of persecuting or punishing them on account of their political opinions; that any extradition would be contrary to their human rights including their right to a fair trial; and that Russian prison conditions would breach their right not to be subjected to inhuman and degrading treatment or punishment. There are well publicised cases with some of the most egregious examples of appalling treatment in Russian prisons, to intimidate, harass and ultimately to stifle. These have led to the development of disease, mental illness and death. Even in general, where the prisoner is not a political target, Russian prisons are reported to be overcrowded, with poor sanitation and numerous other problems.

[su_pullquotes]What is perhaps most startling about recent UK extradition case law is that the prevailing political backdrop has played a relatively limited role in the UK courts’ decisions on whether to accept such assurances and extradite individuals to Russia.[/su_pullquotes]

Other defence arguments that are typically made arise from real concerns about a lack of a fair trial (a human right enshrined in Article 6 of the Convention). This is in circumstances where ‘telephone justice’ (whereby informal influence or pressure is exerted on the Russian judiciary) is the norm, and conviction rates are as astonishingly high as 99.75 per cent.

One way in which Russia has responded to the UK courts’ concerns about these issues, in particular that prison conditions would amount to inhuman treatment, has been to provide assurances (i.e. promises) to the contrary, and in essence that the human rights of the individual in question would be respected. What is perhaps most startling about recent UK extradition caselaw is that the prevailing political backdrop has played a relatively limited role in the UK courts’ decisions on whether to accept such assurances and extradite individuals to Russia.

 

Brief history of extradition cases

All extradition requests heard in England and Wales are initially heard in Westminster Magistrates’ Court. In the mid-2000s, the Senior District Judge of that court stopped extraditions to Russia until the state was able to demonstrate that the prison conditions were not inhuman or degrading. This position remained the same in 2012, when the European Court of Human Rights held in Sergey Ananyev’s case that the prison conditions in Russian remand prisons (where prisoners were held before trial) breached human rights . The Ananyev judgment annexed a list of 80 other judgments demonstrating human right breaches in Russian remand prisons. The European court said that “the set of facts underlying these violations was substantially similar: detainees suffered inhuman and degrading treatment on account of an acute lack of personal space in their cells, a shortage of sleeping space, unjustified restrictions on access to natural light and air, and non-existent privacy when using the sanitary facilities”.

In 2012, an extradition request for Georgy Trefilov was refused, partly on the basis that the conditions of the remand prison might amount to inhuman or degrading treatment. There followed a series of Russian extradition cases where the court held that any person detained in a Russian prison was at real risk of inhuman or degrading treatment, effectively halting further extraditions.

At that stage, regardless of what crime they had been accused, or whether it was a politically motivated prosecution, anyone in the UK being sought by Russia was able to resist extradition by relying on the poor state of Russian prison conditions.

 

Assurances

The position changed again in 2015. The Senior District Judge of Westminster Magistrates’ Court declined a Russian extradition request for Igor  Kononko on the grounds that he could not have a fair trial, but in doing so, he indicated that the court would be prepared to accept assurances from Russia about prison conditions to confirm that they would not amount to torture or inhuman or degrading treatment or punishment.

In response to the judge’s indication that the court was open to assurances, the Russian Federation began to provide them. In 2016, in Evgeny Korolev’s case, Russia provided assurances about prison conditions, but the UK court deemed them to be too vague and refused the extradition request. The following year, in 2017, the UK court in Stanislav Dzgoev’s case accepted Russian assurances on prison conditions. Mr Dzgoev appealed to the High Court. In refusing his appeal, the High Court went so far as to articulate the assurances that they required the Russians to give, which were subsequently provided in that form. Mr Dzgoev was extradited to Russia.

Further Russian extradition cases followed, including that of Egor Schuppe, the son-in-law of Boris Berezovsky, a late Russian oligarch and prominent Putin critic. During this period, those individuals who successfully resisted extradition to Russia usually did so based on arguments that they could not have a fair trial in Russia or that their prosecutions were politically motivated. Arguments on prison conditions failed because of what were deemed to be satisfactory Russian assurances, promising special conditions for those being extradited that were sufficient to allay the UK courts’ concerns about human right breaches.

In October 2017, Westminster Magistrates’ Court acceded to a request to extradite Alexey Shmatko, rejecting all his arguments, including those relating to prison conditions, again owing to an acceptance of Russia’s assurances. Mr Shmatko appealed to the High Court and his extradition was paused pending the outcome of his appeal.

In the meantime, in 2018, the UK court found that another Russian, Alexander Ioskevich, could be extradited, despite him also raising arguments on prison conditions and breaches of human rights. Like Mr Dzgoev, Mr Ioskevich was extradited to Russia. Mr Ioskevich’s lawyers had raised concerns that Russian assurances could be reneged upon once he was in Russia, by which time it would be too late because he would already be there. The High Court held that Russia had a powerful incentive to honour its assurances because to do otherwise would impact negatively upon the willingness of the UK courts to accept future assurances. This is a point of concern given that a failure to adhere to assurances given meet no sanction, other than acting as evidence of a breach to support arguments in subsequent extradition cases, and only if vulnerable prisoners are willing to give that evidence.

 

Recognition of political backdrop

Alexander Shapovalov, unlike the other Russians mentioned above, lived in Scotland, not England, and, in 2018, his extradition hearing took place in Edinburgh rather than London. Unlike the English court, Sheriff Ross rejected the Russian assurances on prison conditions provided in that case, distinguishing Dr Shapovalov’s case from those of Mr Dzgoev and Mr Ioskevich. The Scottish court expressed that there was a good reason to reconsider the benefit of doubt afforded to Russia and the presumption that their assurances on prison conditions could be relied upon. The Scottish judgment referred directly to the Skripal poisonings and the diplomatic breakdown in the relationship between the UK and Russia since the Ioskevich case. The Scottish court declared that “any trust of the Russian Federation as a member of the Council of Europe must be placed in some question by the sanctions visited on them by that body, the non-payment of their financial contribution, and the possibility… that the Russian Federation may withdraw from the Council of Europe”.

The Shapovalov judgment was not binding on the Westminster Magistrates’ Court. However, appeal judgments from the UK High Court are binding on the Magistrates’ Court. In 2019, the UK High Court dismissed the lower court’s decision to extradite Mr Shmatko finding that the Russian prison assurances could not be relied upon. This was largely on the basis that there was insufficient independent monitoring of the Russian prison in which Mr Shmatko would be held if he were to be extradited. The Russian assurances were found to be inadequate. Mr Shmatko would not be extradited on the basis of the facts of his case. 

The Shmatko judgment went further and expressed that while it was not necessary to consider it in this case, the court could see “good reason to reconsider the benefit of the doubt accorded to the Russian Federation as a member of the Council of Europe in cases of this kind”. The court was raising concerns about the acceptance of Russia’s assurances generally, regardless of the evidence on a lack of proper prison monitoring.

In 2018, in Alexander Zmikhnovskiy’s extradition proceedings, similar arguments were made on prison conditions to those made by Mr Shmatko in his appeal, and Mr Zmikhnovskiy’s extradition was refused. Similarly, it was partly on the basis of limited prison monitoring. A post-script to the Zmikhnovskiy judgment noted that Russia had provided insufficient information about prison conditions and that it was fast becoming the UK court’s view that the Russian Federation should support any request for extradition with evidence, such as a video or photographs of any prison cell subject to an assurance, and that Russia should re-consider its view that experts are not allowed to visit the prisons in question. This led to a summarily discharge from extradition in a subsequent case of Dmitry Sokolov.

The onus is now on Russia. If it wants the UK courts to extradite individuals, it will need to engage more fully to satisfy the courts that prison conditions will not breach human rights.

 

Prison conditions

The UK court (and the Secretary of State) has an obligation to consider each case separately, even if the court has been presented with similar country-specific evidence on another case.

The issue of prison conditions is fundamental to recent judgments refusing extraditions to Russia. Russian assurances that it will house those extradited in special prison cells that will not breach their human rights must be understood against the backdrop of the conditions of the general prison population. The reality is that there are numerous reports of physical violence and humiliating, psychological torture in Russia’s prisons, perpetrated by both the prison guards and other inmates unimpeded or even encouraged by officers. There has been extensive media coverage of the fates of Mikhail Khodorkovsky and Sergei Magnitsky, which is somewhat historical. However, the threat of torture and inhuman treatment in Russian prisons is current.

In July 2019, the Russian opposition leader, Alexi Navalny, was serving a 30-day sentence for encouraging followers to attend an anti-government protest. While in prison, he became ill and was taken to hospital. The doctor suspected that Mr Navalny had been poisoned and, contrary to the doctor’s medical advice, he was discharged from hospital by the prison officers and returned to the prison. While facts continue to emerge about this recent event, there is already a list of potential human rights breaches in this single example. In the absence of reliable assurances from Russia, the risk of human rights breaches in extradition cases is very real. If assurances cannot be relied upon because the Russian Federation cannot be trusted, what protection is there for those extradited?

 

Next steps

The UK court has informed Russia what it needs to do in order to satisfy the Magistrates’ Court. It must engage meaningfully with the UK proceedings. The UK courts have not yet refused to accept the Russian assurances on the basis that the promises are simply unreliable because they come from the Russian authorities. The main contention at the moment is the lack of independent monitoring of prison conditions. With some minor changes to Russian domestic legislation, this problem could, in theory, be rectified, but this would mean a fundamental shift in the way in which criminal justice operates in Russia. 

[su_pullquotes]The UK court system’s independence from the UK government may have caused it to be slow to factor the political background into its consideration of the credibility of Russian assurances on human rights.[/su_pullquotes] 

Given the political backdrop, observers may find it difficult to believe that the UK courts would continue to accept the Russian assurances at face value. The constitutional separation of the UK’s government and judiciary means that the government cannot force its views on the courts. It is the UK courts’ responsibility to determine whether the Russian prosecutions, which are the subject of the extradition request, are politically motivated or whether they should rely upon assurances provided by the Russian authorities. While the political dimension of the UK-Russian relationship has not yet had the direct impact on extraditions that one might expect, the fact that the High Court and the Scottish court have begun to challenge the benefit of the doubt given to the Russian state in their judgments suggests that this may change.

The UK court system’s independence from the UK government may have caused it to be slow to factor the political background into its consideration of the credibility of Russian assurances on human rights. However, the UK courts’ attitude and approach to Russian assurances and prison conditions is in the process of further development, which currently, happens to have benefitted those whose extradition is being sought. Whether and if so, how, Russia will respond to these changes and how the courts will approach future Russian assurances remains to be seen. The extent to which the courts’ decision making should take account of the actions and credibility of the requesting state is a worthy debate, keeping in mind that the integrity of the UK courts must remain sacrosanct.  Proper debate is also needed on the question of whether it is suitable to rely on mutual recognition by virtue of membership of an organisation of which the UK is a part, such as the Council of Europe, even when the operation of the criminal justice system in that state is severely flawed. In contrast to the criticisms made of the Russian system, in which the judiciary is described as subservient to the political will of the government and/or powerful political figures, the independence of the British judiciary remains fundamental in the pursuit of justice.

About the Authors

Jasvinder Nakhwal has over 10 years’ experience acting for many high-profile Russian nationals in numerous complex extradition cases involving requests from the government of the Russian Federation. She has succeeded in preventing extradition in all those cases on a number of grounds, including political motivation, abuse of process and human rights.

Rachel Cook is Senior Associate at Peters & Peters. She works on a range of fraud, white-collar crime, tax enforcement and regulatory matters. Whilst she has significant experience acting for clients in extradition proceedings, Rachel also regularly makes successful representations to the Secretary of State, Home Office and Metropolitan Police Extradition Squad in order to defeat extradition requests without the need for a substantive hearing.

Authentic Leadership: From Theory to Practice

By Mostafa Sayyadi

Executives are under a tremendous amount of pressure in today’s global economy. This article is set in place to inspire leaders to authentically lead their companies to meet and exceed the challenges of not only today but also what we see as an onset of new technological advances in the future.

 

Why Leadership Studies Have Failed?

Leadership, when assessed from a distance, is somewhat elusive. Four scholars that are well known in the Academy of Management, one of the largest leadership and management organisations in the world by the names of Francis Yammarino, Shelley Dionne, Jae Uk and Fred Dansereau found some mismatches between theoretical concepts of leadership and empirical investigations, and explained that while the theoretical concepts of leadership are extensive, empirical studies could not have sufficiently supported these theoretical concepts.1 In fact, past studies about leadership lacked a multilevel approach, and only focused on downward control. Not accounting for a middle-level leader who takes a two-way approach to influence both superiors and subordinates – more of liaison. Another reason was that there is no determined set of variables used to investigate effective leadership, owing to the diversity of leadership theories and models with different perspectives about effective leadership. A third reason relates to studies about leadership that lack a systematic approach and stem from interdisciplinary approaches. Thus, leadership has remained relatively silent on how to integrate theories, methods, and concepts from diverse disciplinary domains to provide a rich basis for understanding the true leadership theoretical and applicable concepts. 

 

There is no determined set of variables used to investigate effective leadership, owing to the diversity of leadership theories and models with different perspectives about effective leadership.

There is another reason that leadership studies have failed to disclose the nature of filling the leadership gaps between performance and success. In many instances, there is no direct connection between leadership theoretical models and today’s changing situations. 

Companies in general confront challenging situations in which they need to proactively respond to every environmental demand, a comprehensive leadership model can be a basis for understanding and perhaps anticipating these emerging issues. This idea has been reinforced by two scholars in Texas Tech University by the names of John Blair and James Hunt who state that “the issue here is not basic versus applied research, but research that is or is not relevant to current or projected organisational problems.”2 Leadership theoretical models reflect positivist philosophy, which manifests itself in exploring the current situation rather than investigating the most desired situation for an organisation.

Many executives wonder what academic and leadership writers are trying to explain via models and theories. There really is not much difference except that a theoretical framework has been tried and tested while a model may be an application that leaders can learn and teach others. For instance, various theories and models are presented in an attempt to portray the concept of leadership. However, there have been several shifts in the study of leadership, and subsequently newer approaches to leadership emerged leading up to the emergence of authentic leadership model. While there are many leadership theories and models that leaders can apply, my emphasis will be based upon the authentic leadership theory. This article contributes to practice by identifying the ways in which to develop effective workplaces through authentic leadership.

 

Leadership is Action, Not Traits

Timothy Judge, Ronald Piccolo and Tomek Kosalka started a wave of research that depicted “the leader trait perspective which they felt is perhaps the most venerable intellectual tradition in leadership research”3 that highly recommends an approach in which “great men and women with certain preferred traits influencing followers to do what the leaders wish in order to achieve group or organisational goals that reflect excellence defined as some kind of higher order effectiveness”.4 David Whetten and Kim Cameron summarize them as being honest, inspirational, competent, and credible.5

Shelley Kirkpatrick and Edwin Locke identify the following traits: “drive (a broad term which includes achievement, motivation, ambition, energy, tenacity, and initiative), leadership motivation (the desire to lead but not to seek power as an end in itself), honesty and integrity, self-confidence (which is associated with emotional stability), cognitive ability and knowledge of the business.”6 Burt Nanus suggests several other traits such as initiative, farsightedness, and integrity.7 Accordingly, the leader trait perspective highlights that a leader is significantly different from other employees, and portrays various traits as a leader that followers may not have. Thus, the central idea of the leader trait perspective is that a leader may want to incorporate all or as many of these traits as they possibly can to be successful in today’s hypercompetitive marketplace. This idea of the leader trait perspective being the leadership idea worth acknowledging is one in which all leaders should understand but it lacks some relevance when practiced in the workplace. For instance, Timothy Judge, Ronald Piccolo and Tomek Kosalka explained the paradoxes of this perspective.3 They found that there where, initially, some mismatches between today‘s leadership conditions and those traits which have already been determined for leaders.

In fact, leadership and leaders existed long before the leader trait perspective was initiated as a commonly used behaviour that leaders either possess or should seek to aspire to incorporate into their leadership responsibility. This paradox reconfirms that “traits that were adaptive in ancestral environments might no longer produce adaptive behaviours in modern environments, especially when these environments dramatically differ, as is the case with those of modern humans”.8 The leader trait perspective did enough to provide the necessary evidence that while important, new requirements are continuously required for leadership in global environments today. For example, traits may have different effects on followers depending on the situation, where “a trait which aids one’s ascension to or success as a leader, might in other ways represent threats to one’s success or survival as a leader”.3 The ultimate paradox, however, is that while the leader trait perspective tends to “treat personality variables in an atomistic fashion, suggesting that each trait acted singly to determine leadership effects”.9 In many ways, the leader trait perspective cannot determine if personality traits could not have a linear impact on the outcomes of leadership, and conversely, emphasise the role of other traits as a critical component of this relationship.Traits that perhaps can be exponential existing in one scenario but absent in the other with disregard for success or failure in either situation.

The leader trait perspective, while renowned in nature, has been challenged in terms of successfully developing a limited set of traits for effective leadership. Some scholars conclude that based upon the limitations suggested above, Toni-Carl Fuchs argues that the leader trait perspective could not be applicable at the organisational level or even for global implementation.10 The key is to see the traits, consider implementing them for yourself and your followers and not anticipate a large change in the leadership gaps that exist in the organisation but simply improve individual performance. Executives are, therefore, continuously looking to a set of practices for an effective leadership as a way to manage their workforce better. Executives are taking a serious look at all leadership ideas and suggestions today with the plethora of options available them. Some focus on authentic leadership. In the next section, I present a new facet that executives have embraced – authentic leadership.

 

The Seven Practices Executives Need To Do To Become Authentic Leaders

Seven practices have been determined for authentic leadership: positive psychological capital, positive moral perspective, self-awareness, leadership process/behaviour management, self-regulation, follower development, and organisational context.11,12

Authentic leaders develop a positive work climate in which followers more effectively contribute to a firm’s performance and competitive advantage.

The first practice refers to the idea that authentic leaders develop a positive work climate in which followers more effectively contribute to a firm’s performance and competitive advantage. The second practice is about the authentic decision-making process, which identifies moral dilemmas, and then evaluates and selects the best available alternative to be implemented. In the third practice, Bruce Avolio and William Gardner have left an array of managerial implications for executives such as the fact that authentic leaders continually understand their own beliefs, strengths, desires, values, and aspirations.11 The fourth practice relates to distinguishing the processes and mechanisms whereby an authentic leader influences his/her followers. Authentic leaders can effectively influence their followers through taking various processes such as positive social exchange. The fifth practice is about self-awareness and self-regulation by which authentic leaders effectively align their core values and individual interests with institutional interests and their practices. In fact, a strong alignment can be achieved in values and goals by using a transparent process between leaders and followers. Then, in the sixth practice, an authentic leader takes a coaching role for transforming and developing people. Also, executives today feel overwhelmed with the amount of knowledge coupled with twenty-four hour access with the internet technology.

Therefore, in the seventh practice, executives follow Bruce Avolio and William Gardner that conclude that authentic leaders develop effective workplaces that promote the depth and range of knowledge access and sharing and provide equal opportunity for all followers at various levels of the organisation in order to actively respond to the constant changes occurring in external environment.11

 

In Conclusion

This article has several implications for scholars. First, this study adds to a relatively small body of literature and develops our understanding of authentic leadership theory. Second, this article develops a new and dynamic conception of authentic leadership within organisations. I advance the current literature on authentic leadership by offering novel insights into how authentic leaders affect a firm’s performance and competitive advantage. In particular, I argue that authentic leaders create new values through a transparent process. This article also suggests new insights that identify authentic leadership as a primary driver, which influences individual performance. Further, I suggest that a firm’s ability to enhance knowledge management and recognise the changes occurring in external environments and respond to them can be significantly affected by
authentic leadership.

Mostafa Sayyadi, CAHRI, AFAIM, CPMgr, works with senior business leaders to effectively develop innovation in companies, and helps companies – from start-ups to the Fortune 100 – succeed by improving the effectiveness of their leaders. He is a business book author and a long-time contributor to HR.com and Consulting Magazine and his work has been featured in these top-flight business publications.

References
1. Yammarino, F.J., Dionne, S.D., Uk, C.J., & Dansereau, F. (2005). Leadership and levels of analysis: A state-of-the-science review. The Leadership Quarterly, 16(6), 879-919.
2. Blair, JD & Hunt, JG 1985, A research agenda for leadership on the future battlefield. In Hunt JG & Blair JD (eds.), Leadership on the future battlefield. Pergamon, Brassey’s, Washington, DC.
3. Judge, TA, Piccolo, RF and Kosalka, T 2009 ‘The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm’, The Leadership Quarterly, vol. 20, no. 6, pp. 855-875.
4. Rost, JC 1991, Leadership for the twenty-first century, Praeger, New York.
5. Western, S 2008, Leadership, Sage Publications, Los Angeles. Whetten, DA & Cameron, KS 1991, Developing management skills, Harper Collins, New York.
6. Kirkpatrick, SA & Locke EA 1991 ‘Leadership: Do traits matter?’ Academy of Management Executive, vol. 5, pp. 48-60.
7. Nanus, B 1989. The leader’s edge: The seven keys to leadership in a turbulent world. Contemporary Books, Chicago.
8. Van Vugt, M, Hogan, R & Kaiser, RB 2008 ‘Leadership, followership, and evolution: Some lessons from the past’, American Psychologist, vol. 63, no. 3, pp. 182-196.
9. Stogdill, RM 1974, Handbook of leadership: A survey of theory and research, Free Press, New York.
10. Fuchs, T 2007, Situational leadership theory: An analysis within the European cultural environment, Ph.D. Thesis, Capella University.
11. Avolio, BJ & Gardner, WL 2005 ‘Authentic Leadership Development Getting to the Root of Positive Forms of Leadership.’ The Leadership Quarterly, 16, 315-338.
12. Ilies, R., Morgeson, F & Nahrgang, J 2005 ‘Authentic leadership and eudaemonic well-being: understanding leader-follower outcomes.’ The Leadership Quarterly, 16(3), 373-394

Lessons on Smart Cities from Post-Earthquake Japan

By Shojiro Nakamura and Hiroyuki Okabe

A crisis can also reveal new pathways of opportunity.

More than eight years ago, what is called the Great East Japan Earthquake struck northeastern Japan. In its wake, the devastated area faced major rebuilding challenges. But leaders in the region are not just reconstructing what had already existed; they’re building a new foundation for future prosperity. Other cities—big and small, in Japan and elsewhere—can learn from their example.

 

Small City, Big Lessons

A leading city in the area’s restoration is Aizuwakamatsu, whose roots stretch back into antiquity and include a castle originally built in the 14th century. Holding Aizuwakamatsu back were issues common throughout Japan and indeed in much of the developed world: shrinking local industry, young people who preferred to live and work in bigger cities, and an aging population matched by low birthrates.

Today, the city of 120,000 is remaking itself as a center of innovation.

New technologies are central to the effort. But it’s not as simple as that. It’s how business and civic leaders are thinking through the strategic and cultural issues that matter most. They’re putting citizens at the center, drawing on big data to make better decisions, and collaborating across boundaries. We see four critical lessons emerging, with implications stretching well beyond Fukushima.

 

Lesson 1: Adopt a “three-way satisfaction” mindset.

Ideas about responsible business didn’t originate in the late 20th century. In Japan, the idea that business should be “good for the seller, good for the buyer, and good for society” goes back hundreds of years to a group known as the Omi merchants. Their concept of sanpo-yoshi can be translated as “three-way satisfaction.”

Sanpo-yoshi is central to one of the main goals of a smart city: to improve civil life with data and smart technologies. In post-earthquake Aizuwakamatsu, one of the first initiatives focused on encouraging residents

to share and use their data with the community. The key tool is a home energy management system, to be installed in individual homes.

In a typical scenario, each manufacturer of a home energy management system would collect data on energy usage from its customers and would use that data for its own purposes. But in Aizuwakamatsu, the city gets a complete picture: it collects data from all the energy system manufacturers in real time. It then uses that aggregate data to help local utilities forecast demand, get more efficient, and improve service. As residents became aware of their real-time energy consumption, they reduced their energy use by as much as 27%. It’s truly a case of three-way satisfaction, and the people of Aizuwakamatsu experienced at firsthand the value of sharing their data with the community.

 

Lesson 2: Design collaborations to involve the whole city.

The idea that leaders should collaborate across boundaries is also well established today. But what’s new for the 21st century is the focus on data. It’s not just a matter of having goodwill or a collaborative spirit. When data is shared, it must be secure and private, and citizens must understand how it is being used and give their active consent.

In 2012, Aizuwakamatsu established a Smart City Promotional Council. The council is a collaboration of city government, the University of Aizu, local companies, and large corporations with local offices—a total of 19 organisations.

The council developed and operates Aizuwakamatsu+, a personalised portal for citizen services. By mashing data provided by residents, along with open data and big data, the platform allows residents to tailor citizen services to their needs. What makes the platform especially valuable is its broad focus, as it covers eight areas important to the lives of citizens, including healthcare, education, agriculture, and mobility.

 

Lesson 3: Use data as a common language across the region.

In order for a smart city to thrive, civic leaders must connect to the region beyond urban borders. Data-driven evidence and insights provide a way of building relationships beyond a single organisation.

For Aizuwakamatsu, which is known as Samurai City, increased tourism is one way to boost an entire region. Though the city was spared the worst of the devastation of 2011, tourism to the city still suffered a heavy blow. The city established a digital Destination Management Organisation to counter the

decrease. Data is again critical to the success of this initiative, as the organisation continuously collects and analyses data on its promotion efforts.

The organisation started with a web site focused on the city alone. But tourists, especially those visiting from other countries, do not generally confine their desires to seeing a single city. They may want to start in Aizuwakatsu and travel to Kitakata, just to the north, to eat the famous Kitakata ramen. They may want to visit picturesque Ouchijuku, also nearby. In the wintertime, they may want to ski on Mt. Bandai.

That’s why the initiative has since expanded its coverage well beyond city borders, linking seven surrounding areas and promoting visits that incorporate sights and experiences across the region as a package. The destination management staff has worked with many local governments to go beyond siloed promotion efforts and to convey the appeal and high points of the entire Fukushima region. In 2018, the city and region saw more than five times the number of tourists as it did in 2015, and the totals are continuing to increase.

 

Self-driving cars are being tested on the public roads in the town of Namie, aiming to boost the return of residents. Source https://meti-journal.japantimes.co.jp/2019-03-15/

 

Lesson 4: Become a center of experimentation for smart technologies.

Regional leaders also face opportunities, and the need, to encourage younger people to stay in the area to work. Some of that may come from highlighting the advantages of staying in a less-populated region.

Aizuwakamatsu’s solution to this challenge: Position the city as an experimental lab—and investment magnet—for smart city innovations. For example, a company seeking to test self-driving cars will have an easier time dealing with regulatory hurdles in a city of 120,000 than in a metropolis like Greater Tokyo, with its 38 million people.

The efforts in Aizuwakamatsu have attracted attention from the Japanese government as a demonstration model for regional revitalisation. The city accommodates university and private-sector sponsored field tests and experiments using a range of technologies. Many large companies, including Accenture with its 250-person innovation center, have put down roots in Aizuwakamatsu. Globally and locally recognised names such as Symantec, Mitsubishi Corporation, and NEC have all opened offices in the city as well.

Given Japan’s traditional industrial model, where corporate jobs are located only in the biggest cities, this change has great potential for the country’s long-term economic health.

 

Cities both large and small throughout Japan thankfully do not need a crisis to tap the potential of smart-city innovations.

A Model for the Nation

A smart city thrives only when its people are involved. Aizuwakamatsu has one of the highest active citizen participation rates (20% opt-in base), and that figure continues to rise. Eight years after the regional devastation of 2011, it is a leading smart city.

Now the fruits of smart-technology experiments are expanding across the nation. Cities both large and small throughout Japan thankfully do not need a crisis to tap the potential of smart-city innovations. They can draw on the lessons that continue to emerge from Aizuwakamatsu and the region to become distinctive sources of sanpo-yoshi, finding new ways to help companies, individuals, and Japanese society.

About the Authors

Shojiro Nakamura leads the Accenture Innovation Center in Fukushima, Japan.

 

Hiroyuki Okabe is a manager with Accenture Research in Japan.

 

 

The authors thank David Kimble, Regina Maruca, and Kazumi Yamada for their contributions to this article.

Business Broadband – What Makes It Special?

Few businesses can function without a broadband connection. Not only do you need it to have any sort of presence in the open market, but you also need it for day to day running. If you’re a small business there are cost-effective alternatives but for larger enterprises you will need a different kind of broadband service.  

There are two major types of broadband – home broadband and business broadband. Home broadband is designed for use at home or even in small workplaces with a limited demand. But for big enterprises and large firms with a number of employees, home broadband is not viable. You must use a specialist business broadband for larger workplaces and setups. Thankfully, you can find sites to compare broadband ISP’s online and find a package that suits you the most.

 

Advantages of Business Broadband Over Home Broadband

Business broadband offers several advantages over home broadband. These include,

Unlimited Downloads
Business broadband gives you the freedom to download and upload unlimited data. The allocated allowance for unlimited data is much higher in business broadband than home broadband.

Connection Speed
Business broadband is much faster than home broadband. Not only is there a better connection speed but they also get preference over home broadband during peak hours.

Lower Contention Ratio
Business broadband also has a lower contention ratio. This means their server is shared by fewer internet users and sometimes allocated a separate server altogether. Less traffic on the server means a faster speed with less fluctuations.

Efficiency
When it comes to online streaming business broadband is more efficient than home broadband. It is capable of running software to complete automatic online tasks such as processing transactions and stock tracking.

Static IP Address
Most business broadband provides static IP addresses that help organizations host their own servers for remote connections.

Support
Business broadband also provides its users with the required specialist technical support which is not the same as required for home broadband.

Custom Services
Apart from the above-mentioned benefits, some business broadband providers also provide a good customer service, if required.

 

Impact of Business Broadband

Business broadband is no doubt an expensive service but the cost can be ignored when compared with the overall positive impact it has on a business.

• Business broadband helps bridge the gap between customers and suppliers with its fast service that is available all the time.
• Efficient and fast connections help the business to be more responsive to emails and online orders.
• Business broadband also ensures uninterrupted live streaming so it’s ideal for video conferencing adding to creating a positive impression on customers and clients.
• It also helps with improving communication between employers and employees. 

It almost seems like a no brainer to have a reliable way to use the internet to benefit your business and once you have a broadband connection it can open all sorts of new avenues. Even a one-man operation can use social media with free instant messaging to stay in touch with customers and attract more. For bigger companies, the benefits of having business broadband are endless, but it is also important for them to compare broadband ISP’s online before taking the plunge.

 

DIFC Strengthens Commitment in Driving Growth in MEASA

DIFC Ranked 8th in the Global Financial Centres Index (GFCI)

Known to have a 15-year track record of facilitating trade and investment flows across the MEASA region, the DIFC connects fast-growing markets with Asian, European and the American economies through Dubai. To date, the Centre is further strengthening their plans and programmes in hopes to drive growth in the region.

 

Dubai International Financial Centre (DIFC), one of the world’s most advanced financial centres, and the leading financial hub for the Middle East, Africa and South Asia (MEASA) regions, showed its commitment and contribution in boosting UAE’s economy on the first half of 2019.

Home to an internationally recognised, independent regulator and a judicial system with an English common law framework, DIFC sustained their growth by welcoming more than 250 new companies, fueling the creation of over 660 jobs, boosting the Centre’s combined workforce to more than 24,000 professionals in over 2,300 active registered companies, therefore resulting in the occupancy of 99 percent of DIFC-owned buildings. This entails a 14 percent increase year-on-year and a seven percent increase since the end of 2018.

Now, the Centre boasts more than 671 financial related firms, showing an 11 percent increase from last year.  The newly-joined firms include Malaysia’s Maybank Islamic Berhad, U.S.A’s Cantor Fitzgerald, and Australia’s Atlas Wealth Management and Mauritius Commercial Bank. Leading non-financial firms including Guidepoint MEA, Medtronic Finance Hungary Kft. and Network International, have also joined.

 

Driving MEASA development

DIFC has announced new expansion plans, supporting the economic future of Dubai and the UAE following the strong demand witnessed from financial institutions worldwide. The Centre’s growth plan is expected to triple the scale of DIFC and enables them to further Dubai’s growth and development, diversify and transform the financial services sector within the region.

Arif Amiri, Chief Executive Officer of DIFC Authority, said they are continuing to cement their global position as a pivotal business and finance hub, while making significant headway towards meeting their 2024 targets. 

“We are confident about reinforcing our position as a leading global financial Centre – a great place to live, work, play and do business.” Arif Amiri, Chief Executive Officer of DIFC Authority

“Our focus on innovation and technology is delivering a blueprint for sustainable growth as we continue our journey towards driving the future of finance. DIFC’s emphasis on transforming its lifestyle offering, alongside strategic investments within technology and FinTech means we are confident about reinforcing our position as a leading global financial Centre – a great place to live, work, play and do business,” he mentioned.

They have also received 425 applications from rising firms operating in the RegTech, Islamic FinTech, InsurTech and broader FinTech sectors, for the third cohort of its DIFC FinTech Hive accelerator programme, a 42 percent increase from last year. This marked a three-fold increase from their inaugural cycle in 2017, exemplifying the pace of evolution of this fast-growing industry, and the preference of Dubai and the DIFC as the home for FinTech firms looking to scale their business across MEASA.

In consultation with the Centre’s FinTech Hive’s network of 21 participating partners, including Abu Dhabi Islamic Bank (ADIB), Emirates Islamic, Emirates NBD, Finablr, HSBC, National Bank of Fujairah, Noor Bank, Riyad Bank, Standard Chartered, and Visa, 31 innovative global start-ups have been selected to participate in the third edition of DIFC FinTech Hive’s 2019 accelerator programme.

InsurTech start-ups are expected to work closely with leading insurance players such as AXA Gulf, Noor Takaful (Ethical Insurance), Zurich Insurance Company Ltd (DIFC), AIG, Insurance House, Cigna Insurance Middle East S.A.L. and MetLife, to signify their developing game-changing solutions that will address the ever-growing requirements of the industry.

DIFC’s FinTech community is known to benefit from building strong relationships they have continued with key international accelerators through ongoing delegations and partnership agreements. During the first half of this year, the Centre has signed four MoUs, such as Dubai SME to help foster entrepreneurship in the region and further the National Innovation Agenda, and three agreements with FinTech Saudi, Milan’s FinTech District and FinTech Istanbul.

 

Sustainability in efforts

The Centre remained knowledge sharing and thought leadership as their core focus for this financial year. In recognition of DIFC’s efforts towards building one of the world’s leading financial centres over the last 15 years, the Centre was the only free zone in the UAE to receive the Dubai Quality Award in April 2019. The award symbolises the financial hub’s hard work and dedication in building a sustainable and progressive business environment. 

Also, the DIFC Academy offers world class financial and legal education through strategic partnerships with 26 leading educational institutions and government entities and is part of their efforts to support continued professional growth and strengthen their talent pool.  To date, the academy has seen more than 5,500 graduates successfully undertake executive education courses and programmes in finance, business and law, and two dedicated Masters of Laws (LLM) programmes that they offer.

In May 2019, another milestone for sustainable business growth was achieved by Majid Al Futtaim, who launched the world’s first benchmark corporate Green Sukuk at Nasdaq Dubai, which supports Dubai’s growth as the global capital of Islamic economy. The corporation’s investment will be used to finance and re-finance the group’s existing and future projects, such as green buildings, renewable energy, sustainable water management, and energy efficiency. 

Highlights

• 2,289 is the total number of registered companies currently operating in the DIFC – a 14 percent increase year-on-year and a 7 percent increase since the end of 2018.

• Over  250 new companies, a 10 percent increase from the same period in 2018.

•
DIFC’s financial technology ecosystem doubles in size in first half of 2019 – now includes over 200 companies, of which more than
100 are fully-licensed FinTech firms  –  a three-fold growth since the end of 2018.

• 425 applications
received for third cohort of FinTech Hive accelerator programme – three-fold growth since 2017 and 42 percent increase from 2018.

 

Working under a sophisticated framework

DIFC has been known to be at the forefront of improving its legislative infrastructure to provide the community with easier access to opportunities within the MEASA region, while providing greater stability and certainty when doing business in the area. Its robust legal and regulatory framework remains the most sophisticated and business-friendly Common Law jurisdiction in the region, aligned with international best practice.

DIFC continues to support the development of the financial services sector in the region and fosters the UAE’s economic growth by encouraging the progress of the domestic funds market. In May 2019, the Dubai Financial Services Authority (DFSA), the Centre’s independent regulator, had announced that a new regime will be facilitating the passporting of funds, in collaboration with UAE’s other financial regulators.

The UAE passporting regime is a regulatory mechanism for the promotion and supervision of investment funds that encourages foreign licensed firms in financial free zones based in other countries to enter the local market. 

As part of DIFC’s blueprint for the transformation of the Centre and in line with global retirement savings trends, the financial hub launched the Employee Workplace Savings (DEWS) scheme, which favors the evolution of end-of-service benefits from a defined benefit scheme to a defined contribution scheme, while offering a voluntary savings component for its employees.

With the aim of ensuring businesses and investors who can operate across the region with confidence, the Centre has introduced a new Insolvency Law in June 2019, enacted by His Highness Sheikh Mohammed bin Rashid Al Maktoum. The law facilitates a more efficient and effective bankruptcy restructuring regime for stakeholders operating in DIFC. This continued to create an attractive environment for the 24,000 individuals based in the Centre to thrive, while having their needs and interests as both employers and employees protected and balanced. An Employment Law was also introduced to address key employment issues such as paternity leave, sick pay, and end-of-service settlements.

Not only that, but they have also unveiled a unified, simplified and more expansive Prescribed Companies regime that quickens structuring and financing, making the process more flexible and more cost-effective. The new regime encompasses structures previously offered by DIFC, such as Intermediate Special Purpose Vehicles (ISPVs) and Special Purpose Companies (SPCs), which contributed significantly to a robust track of prospective businesses from the aviation financing sector, generating substantial interest from family offices looking to utilise these structures in their succession planning.

DIFC Art Night 2018
Fintech Hive at DIFC Investor Day

 

Bringing lifestyle and retail experience to life

Hilton Hotels & Resorts announced the opening of Waldorf Astoria DIFC during the first half of the 2019. The 275-key hotel occupies the 18th to 55th floors of the Burj Daman complex, with 46 suites and 28 residential suites offering elegant and outstanding views of the Downtown Dubai skyline.

DIFC has also welcomed a number of new culinary concepts to the gourmet scene including “Marea”, a New York fine dining experience led by multi-Michelin starred chef, Michael White, and Grecian inspired “Avli by Tasha”. In March, it was announced that renowned chef Nusret Gökçe was set to launch casual dining concept “Saltbae” this year.

DIFC is home to one of the region’s largest collections of public art. With sculptures from internationally renowned artists, such as Manolo Valdés, it has become the foundation for initiatives such as the One Mile Gallery, in partnership with Brand Dubai, which showcases the best of local, regional and international design and promotes art, innovation and entrepreneurship. 

Its seventh elite art gallery, Sconci Gallery was welcomed to the DIFC as well. The gallery was established in Rome in 1977, and has collaborated with leading artists and international auction houses to showcase collections from the masters of modern and contemporary art, and emerging artists. 

In March 2019, the Centre hosted the most successful edition of the hugely popular Art Nights in the last five years. Art Dubai 2019 marked the beginning of Dubai’s coveted art season and saw participation from international and local art galleries and artists, and included installations accompanied by electric musical performances and light installations from interdisciplinary artists.

 

Continued Growth and Development

DIFC is committed to becoming the world’s top financial centre and bringing the future of finance in the region. This dedication is demonstrated through its continued investment in driving innovation and pioneering the digitalisation of the rapidly expanding financial services sector and accumulation and continued facilitation of financial knowledge and talent for its people.

Amiri said, “During the last 15 years, DIFC has firmly reinforced its position as one of the world’s top financial centres.  Our focus is to become the most advanced financial centre in the world and the only way to do this is to ensure we stay ahead of the curve.”

Ensuring the well-being of the DIFC community by continuing to attract skilled and talented people, nurturing the brightest minds to generate innovative ideas, and working towards maintaining a secure future for its people and the future generation in its community are also the core principles of the DIFC Authority that contributed to the Centres’ success.

Amiri believed and concluded that “The continued growth and development of the DIFC Authority team highlights that today, the Centre is seen not just as the jurisdiction of choice for business but also as an employer of choice. We are proud of the environment we have created, that attracts top talent but also helps them grow within the organisation, succeeding into leadership roles.”

About the DIFC

Dubai International Financial Centre (DIFC) is one of the world’s most advanced financial centres, and the leading financial hub for the Middle East, Africa and South Asia (MEASA), which comprises 72 countries with an approximate population of 3 billion and a nominal GDP of USD 7.7 trillion.

The Centre’s vision is to drive the future of finance. Today, it offers one of the region’s most comprehensive FinTech and venture capital environments, including cost-effective licensing solutions, fit-for-purpose regulation, innovative accelerator programmes, and funding for growth-stage start-ups.

Comprising a variety of world-renowned retail and dining venues, a dynamic art and culture scene, residential apartments, hotels and public spaces, DIFC continues to be one of Dubai’s most sought-after business and lifestyle destinations.

Russia Excels at Art and Invention but Stinks at Commercial Technical Innovation

Image © https://cdn.rbth.com/web/de-rbth/images/2016-07/big/1-robot-dsc00477.jpg

By Loren Graham

Russia has been known for its great contributions to the fields of literature, music and mathematics but never in commercial technology. Many Russian inventors could have created a breakthrough in technology if not for the unevenness of support provided by the Russian society.

 

Russian creativity presents us with a fascinating riddle.  Why does Russian creativity express itself so brilliantly in some areas but not in others?  Just think of the contributions of Russians to fields such as literature, music, and mathematics:  Dostoevsky, Tolstoy, Tchaikovsky, Prokoviev, Lobachevsky, Kolmogorov.  But it is a different story when one looks for successful Russian creativity in commercial technology.  Just when have you gone into an electronics store and seen something you wanted, turned it over, and saw “Made in Russia” on the back?  Probably never.  It is difficult to think of a single Russian technical innovation that was successful on the world market.  Russia is unique in the unevenness of the fruits of its creativity.  This uniqueness calls for explanation.

What stopped Russian inventions from success was not overt prohibition but the characteristics of Russian society.

Russian creativity in abstract thought and the arts (literature, music, poetry, mathematics, drama, theoretical physics) found public expression, recognition, and success much more often than creativity in technology.   The more the Russian creative effort was expressed in ideas recorded on paper, blackboard, canvas, or the internet1 (manuscript texts, equations, scores, paintings, verses, scripts, formulae, drawings, computer programs) the more successful it was in finding expression and recognition, both nationally and internationally.  The more the creative effort was in material objects, new manufacturing processes, or machines, the more difficult it was for that creativity to find success, especially in international markets.  All this was true despite the fact that Russian governments (tsarist, Soviet, post-Soviet) are infamous for trying to control ideas through propaganda or censorship, not for restricting new inventions.   What stopped Russian inventions from success was not overt prohibition but the characteristics of Russian society.

The fault here is not a failure in engineering or science.  In fact, Russians were just as creative technologically as Russian novelists, poets, composers, and mathematicians were in ideas.  In almost all the forms of modern technology so important to the world today (electric lights, radio, airplanes, television, transistors, computers, lasers, rockets, space vehicles) Russian pioneers either led the world in strict priority terms or were equal to or barely behind competitors elsewhere.  However, unless that creativity was backed by a state or military program, which ignored the factors that make for commercial success, the creativity of these Russian engineers and inventors was overwhelmingly blocked by the obstacles in their environment.  They almost universally failed to bring their potential innovations to international markets, and their names usually fell into oblivion.  The clarity of this pattern can be seen in the difficulty of finding a Russian invention that became a success internationally.   The exceptions are usually cases in which Russians emigrated abroad and succeeded in different environments (e.g, Zvorykin, Sikorsky, Durov).

 

If all that a creative person in Russia needed to do to fulfill his or her idea was simply to make it known (e.g., through publication, performance, or exhibition) that person had a chance for fame.  If the fulfillment of that person’s idea was a complex matter in which publication or appearance was a first, inadequate, or even unnecessary step, the chances of success for that person were much smaller.  For a brilliant inventor, publication of an idea is easy but grossly short of its fulfillment.  Publication might, in fact, be an obstacle to ownership of the idea.  For a brilliant literary author or mathematician, on the other hand, publication is very nearly the culmination of his or her efforts.

The difference between what happens after an inventor presents something to the public and a writer or composer does the same thing is crucial for understanding the unevenness of Russia’s successful creativity. 

New technology developed by Russians, some of it brilliant, often died as a newborn baby without ever growing up. No one was interested in or took proper care of that baby.  And the materials and means necessary for that care were often unavailable.

A new technology at the moment of first presentation is usually much more imperfect than a work of art.   An anecdote about the British scientist Michael Faraday illustrates this feature of early technology:   When he developed a primitive dynamo, he reputedly was asked “What is it good for?”  We are told that he replied by asking “What is a newborn baby good for?”  New technology developed by Russians, some of it brilliant, often died as a newborn baby without ever growing up.  No one was interested in or took proper care of that baby.  And the materials and means necessary for that care were often unavailable.

The fact that a new technology is usually first presented to the public in a much more unfinished form than is the case with a new piece of art has many implications.  Since the new technology must be further  invested in, researched, improved, legally protected, manufactured, successfully marketed, and integrated with existing technology, it is much more dependent on societal infrastructure than is a piece of art.  Art demands appreciation by at least a small group of cognoscenti.  Technology demands much more. Where are the people who will see its potential and invest in further research?  Who will improve it after that research? Who will defend it legally against competitors or opponents, domestically and internationally, and what chance will these defenders have in a corrupt legal system?  Who will pay for all these investigatory, engineering, legal, and economic steps?  Who will manufacture it?  Who will advertise it?  Who will integrate it into existing technological systems?  Art usually does not face such obstacles, but technology does.  And in a country such as Russia, which is deficient in such infrastructures – especially those involving investment, legal, manufacturing, and economic issues – taking a new technology from its newborn status to adult readiness for the market is particularly difficult.  In many cases such a transition did not occur in Russia, although it should have for the good of the country and the inventor. 

A striking example of this kind of failure can be found in the development of television; the Russian originator of a basic idea in the field, Boris Rozing, was blocked in bringing that idea to fruition in Russia, but his student, Vladimir Zvorykin, succeeded magnificently with his teacher’s idea in the United States at the firm RCA.  Other examples — Shilling and his telegraph, Lodygin and his light bulb, Borodin and his chemical method of aldol condensation pointing to industrial applications, Popov and his radio, Shukhov and his method of petroleum cracking, Losev and his primitive transistors and diodes — are also relevant, along with many other examples from the history of Russian technology.  These technologies could not succeed in the country in which their originators worked.  When the Russian Sergei Sikorsky did finally succeed with his aviation technology in the United States he wrote a book in which he cited as the cause of his success the new political, economic, and social environment in which he was working after emigration.2

There are many reasons why Russian writers, composers, poets and mathematicians had (and have) an easier time fulfilling their dreams than inventors and entrepreneurs.  The inadequate infrastructure in Russia is important, but only one.  An equally important reason is elusive but basic:  attitudes prevalent in Russian society.  Artistic intellectuals are valued more in Russia than are inventors and entrepreneurs, as reflected in Russian literature extending back several centuries.3  When artists or authors suffer in Russia many of their fellow citizens sympathize with them and convert them into heroes, even martyrs.  Oppression and censorship often raise their prominence and increase the number of people trying to read, view, or listen to their works.

When inventors and entrepreneurs suffer, on the other hand, few sympathizers can be found.   Individual practical achievements are rarely objects of public adoration in Russia; should a rare entrepreneur be successful and become wealthy, that feat is often a cause for suspicion or resentment.   The celebration of beleaguered authors and the disregard of equally beleaguered inventors is a characteristic of Russian society. 

After the disappearance of the Soviet Union the newly-rich oligarchs were suspected, in many cases correctly, of criminality.  The “self-made man” was not a hero, but a person who illegally and maliciously manipulated the system to his advantage.  There are few or no “Horatio Alger heroes” in Russian literature or traditions.

Sadly, many of the obstacles to the fulfillment of creativity  – both in the arts and in technology – that were observable in tsarist and Soviet Russia are still present in Russia today, and there are even some new ones.  Both the author and the inventor need to worry about government policy as they work.   Both of them today are dependent on the permission of the government, or its leader, for support, and that government and leader have their own criteria about whom deserves their approval. Many entrepreneurs and business people have recently been arrested, including promising innovators.  As a 2017 article in the New York Times proclaimed, “Russia Wants Innovation But is Arresvting  Its Innovators.”4  Dmitrii Popov, a serial entrepreneur who came to the United states in 2014, commented, “And for the last year in Russia, I was just absorbing the total deterioration of the business environment.  Everything was becoming so bad.”5

I am a historian trained as an engineer.  As a historian most of my examples of Russian technical brilliance followed by commercial failure come from the past, but, as an engineer, let me conclude by giving an example that is very recent.  In fact, it affects the technology that you are probably carrying in your pocket right now.

The story of the Russian scientist Zhores Alferov, who just died, is illustrative here.6 A Nobel Prize winner, he was a co-inventor of an important but, to the public, underappreciated technology called heterojunction transistors.  They are used in a multitude of ultrafast electronic circuits.  The normal consumer uses them in their smart phones, which require fast and efficient circuits operating at room temperatures.  Heterotransistors can fulfill these requirements.  They differ from the older transistors by incorporating a junction (a heterojunction) of two dissimilar crystalline semiconductors.   Older transistors used only one type of semiconductor (a homojunction).   Heterotransistors permit a wider spectrum of manipulation by electrical engineers to achieve very specific effects.

At what point in time would it have been correct to judge this invention a success?  By 2000 it was a personal success for Alferov.  Receiving a Nobel Prize is obviously an achievement of a lifetime.  But it was not until 2007 that Steve Jobs of Apple introduced the iPhone, calling it “a revolutionary and magical product.”  It used at first a hetero-epitaxial layer of silicon on sapphire, a heterostructure made by Infineon, a German company.

By this time heterotransistors were being successfully manufactured in several countries.  The country of one of the inventors of this device – Zhores Alferov – is not significant on that list.  In that sense, Alferov’s creativity was never fulfilled in his own country.  Russia plays today a very small role in the manufacture of transistors.  Of the ten largest semiconductor manufacturers today, five are based in the United States, and one each in Taiwan, the Netherlands, the U.K., Japan, and Germany.  The United States dominates the industry, with over fifty percent of world-wide production.  One U.S. company, Intel, has twice the annual sales of its nearest competitor, Taiwan Semiconductor.  Of course, Russia has some semiconductor manufacturers – Angstrom, Istok, and Mikron, for example — but they are not significant in the world market.

So here we see a continuation of the pattern that we earlier have observed in Russian technological creativity:  Russia excels at invention but stinks at commercially successful innovation.

About the Author

Loren Graham is professor of the history of science emeritus at MIT and Harvard University.  One of his many books was a finalist for a National Book Award.  He received the George Sarton Medal of the History of Science Society and a medal for “achievements” from the Russian Academy of Sciences.

References
1. The Russian mathematician Perel’man did not publish his recent epochal solution of the Poincare’ Conjecture, just posted it on the internet.
2. Igor Sikorsky, The Story of the Winged S, Dodd, Mead & Co., New York, 1941.
3. Dostoevsky, Turgenev, Ostrovsky, Saltykov-Shchedrin, Danilevsky, Gorky and other Russian authors described merchants or traders in negative terms, as vulgar and money-loving.
4. Andrew Higgins,  “Russia Wants Innovation, but It’s Arresting Its Innovators,” The New York Times, August 9, 2017,https://www.nytimes.com/2017/08/09/world/europe/vladimir-putin-russia-siberia.html, accessed 8/9/2017.
5. Puffer, et al., p. 146.
6. Paul Josephson, Lenin’s Laureate:  Zhores Alferov’s Life in Communist Science, MIT Press, Cambridge and London, 2010.

Enforcing an Invoice and Chasing Your Clients for Payment

In most businesses, the biggest headache is getting your payments processed on time. Once the work is done, it becomes the job of the company to keep asking for payments. Often clients are forthcoming and do the payments as per the terms and conditions however in most situations they may falter causing you anxiety. Here we mention the tips on how you can chase your clients for payment. 

Set your payment terms in advance 

Actually, a client would never talk to you about the money on your own. It is you who has to set their expectations straight when you are signing the deal. By informing them of the payment terms and your strictness with regards to the same you can make it crystal clear that you want your payments done on time.

Late interest charges 

It is always better to convey to clients that if they do not process payments on time there would be a late interest charge levied. This has dissuaded many people from faltering on the payments as no one wants to be penalized. Apart from that, you could also inform them about enforcing an invoice terms and conditions so that they are fully aware of what they are getting into.

Send them reminders 

Your first reminder need not be rude. Just send a simple reminder email asking them to process the payment as the invoice has been due for quite some time. However, remember that this email should be sent only if they have missed the last date by a few days. Do not send a reminder email when the date is not yet passed as that might just spoil the relations you have with them.

Statement of outstanding cost

Despite this, if you still have not received a response then maybe the problem is much deeper than you think. Plan on sending another email or rude specifying to them the details of outstanding cost and how they need to pay immediately to continue the work. If need be, keep their work on hold, telling them that the rest of the work would be accomplished only after the payments are processed.

Give a call 

When things go out of control then a polite call from your side may become necessary. Make sure that you call the person who is responsible for the payments as only he can guide you about the delay. It could be that the client has cash flow issues and just needs some extra time. By making this call you would get a fair idea of where they are standing.

Conclusion

Despite all your efforts, it is possible that the client refuses to pay heed and make the payment. As a last resort, you might be forced to take the legal route. Try to avoid this situation as much as you can.  If there is a settlement that can happen between you then make it a point to do so. In most cases, the warnings are sufficient to make the client notice and clear his dues and you may not have to adopt stricter measures from your side.

Sustaining the African Middle Class: Leveraging Green Technologies and the Fourth Industrial Revolution

By Camaren Peter

Africa’s rapid urbanisation, steady economic growth and growing – but precarious – middle class is cause for optimism, yet critical developmental challenges persist. Leveraging the overlap between green technologies and the offerings of the fourth industrial revolution is key to stabilising the middle class and closing the vast inequality gap on the continent.

 

Africa is currently undergoing a ‘revolutionary’1 urban demographic and spatial transition that has significant implications for economic growth on the continent and the globe. The emerging – mainly urban – African ‘middle class’ is central to this transition.2 The shape and form that this transition takes will largely depend on whether stable, consistent and sustainable growth and expansion of this middle class occurs in the medium to long terms. The question of what economic diversification trajectories can contribute to stabilising the African middle class is hence an important one. On a continent characterised by high levels of poverty, inequality, unemployment, food insecurity, and severe infrastructure and basic services deficits3, a socio-economically equitable and sustainable transition is required4. In this respect, the confluence between green technologies and systems solutions5,6, and the emerging offerings of fourth industrial revolution, hosts the potential to unlock new developmental and economic growth trajectories for the continent.

128 million households will transition to ‘middle class’ status by 2020, yielding a middle class that is set to grow from 355 million in 2010 to 1.1 billion in 2060.

Background

The “Africa Rising” narrative rose to precedence in the wake of the 2008 financial crisis, when the need for global growth necessitated accessing emerging markets. The optimistic outlook on Africa was predicated by significant increases in GDP growth since the 1980’s and 1990’s, with uniform spread of growth over sectors7. In addition, early projections were that 128 million households will transition to ‘middle class’ status by 2020, yielding a middle class that is set to grow from 355 million in 2010 to 1.1 billion in 20608,9. Moreover, the African labour force is projected to reach 1.1 billion by 204010 exceeding that of China and India11.

Underlying this growth is rapid urbanisation, with the continent’s highest performing 18 cities projected to achieve a purchasing power of USD 1.3 trillion by 203012,13.Africa exhibits the highest city growth rates in the world (i.e. above 4% between 1950-1990 and will remain at or over 3% to 2035-204014), with over a quarter of the 100 fastest growing cities residing on the continent15. Urban dwellers are set to increase from 400 million in 2010 to 1.26 billion in 2050, increasing its global share of urban dwellers from 11.3% in 2010 to 20.2% in 205016,17. Recent data puts African urban dwellers at 548 million and is likely to almost triple to approximately 1.5 billion between 2018 and 2050, constituting around 22% of the global urban population at that stage18.

Two critical and peculiar factors characterise urbanisation in Africa. First, that in contrast to the first wave of global urbanisation in the developed world, which coincided with the industrial revolution, urbanisation in Africa is unfolding largely with low levels of industrialisation19,20,21. Second, that 63.9% of urban growth – according to revised data published in 2012 – was occurring in small (54%) to intermediate cities (9.9%), that is; cities that range from under 500,000, and 500,000 to 1 million, respectively22.

With the majority urban condition being characterised by severe infrastructure and service provision deficiencies, the growth of small to intermediate cities presents a unique opportunity to leapfrog development and economic growth at relatively manageable scales23. In contrast to the development demands of megacities such as Lagos and Kinshasa, which are ‘locked in’ to patterns of spatial development that are characterised by high levels of slums and informality, small to intermediate cities offer the potential to work at manageable scales and still create wide scale impact.

This is not to de-emphasise the importance of larger cities on the continent, but simply to point to the opportunity that resides in small to intermediate scale cities to seed and catalyse broader scale developmental transitions. With average densities set to increase from 34 to 79 persons per km2 between 2010 to 205024, urban spatial development choices (i.e. infrastructures, technologies, urban design and planning) will likely prove critical in respect of what kind of foundation for economic growth is put in place. A low resource consumption and carbon intensive approach is necessary25,26.

 

This is emphasised when considering that the African population is projected to grow from 1 billion in 2010 to 2 billion in 2020, surpassing 3 billion by 207027. Moreover, with 226 million of the African population between the ages of 15 and 24 years of age in 2015 (i.e. roughly 20% of the population, while around 40% are under 15), the “youth bulge” in Africa is projected increase by 42% by 2030 and to double by 205528,29. African youth constitute around 60% of unemployment in Africa30 yet will constitute a labour force that surpasses India and China by 2040, constituting 1.1 billion31. Clearly, an equitable transition that breaks with the history of poverty and inequality on the continent requires catering explicitly for this emerging force for change on the continent.

The question of the African middle class requires additional scrutiny in respect of transition. It is defined as people living on between USD 2-20 per day, constituting around 34% of the African population by 201032. Around 60% of this 34% live on between USD 2-4 per day and are referred to as the “floating middle class”33. With a remarkably small quotient of only 4% of people on the continent earning more than USD 10 per day (i.e. only 2% of the global middle class who earn between USD 10-100 per day) and about half living on less than USD 1.25 per day  34(i.e. below the global poverty line), Africa’s middle class is key to closing the inequality gap.

An enduring middle class ‘precariat’ is undesirable, as it mitigates against engendering socio-economic and political stability into the medium and long terms. Hence, the question of how to stabilise middle class household budgets is central to actualising an equitable transition that yields sustainable growth and diversification into the long term. In this respect, the vulnerability of poor and middle-class African households to the food-water-energy “nexus”35 is important to take into consideration.

The dependence of most African economies on imports is projected to increase in the food  and energy sectors. This in turn impacts their ability to save, service their assets, initiate and sustain entrepreneurial activities, and satisfy their basic needs.

With between 50 to 70% of household expenditure attributable to food36, water37 and energy38 (including transport39) costs, the nexus serves as an obvious intervention ‘point’40 through which household budget stability can be achieved41. Moreover, the dependence of most African economies on imports is projected to increase in the food42 and energy sectors43 (especially fossil fuels such as refined oil). These can combine, resulting in double and triple ‘squeeze’ effects that render households particularly vulnerable to exogenous changes in the availability and cost of related goods and services, periodically plunging them into poverty and near-poverty conditions.

This in turn impacts their ability to save, service their assets, initiate and sustain entrepreneurial activities (i.e. whether formal or informal), and critically, enjoy access to basic services and satisfy their basic needs. It also negatively impacts the ability of local authorities to collect revenues, which in turn increases their dependence on centralised political authorities; restricting their ability to engage in local development planning and implementation. This heavy dependence on central authorities generally slows local development down and renders it vulnerable to undue influence and corruption.

 

A sustainability-oriented infrastructure boom as a basis for growth and transition

The key opportunity for leapfrogging developmental and economic transition in Africa lies in what infrastructural and technological choices are made now in the course of the profound urban transition that the continent is undergoing. By targeting urban populations, greater impact per unit spend can be achieved, due to the higher densities of people and settlements in urban centres. By conceptualising urban centres and towns as ‘acupuncture points’ for leveraging transition, a significantly different set of developmental and economic diversification trajectories can be unlocked, especially when considering how areas of overlap between green technologies/solutions and the offerings of the fourth industrial revolution can be harnessed. The question of how this can be achieved is hence worth exploring.

African cities are typically characterised by the proliferation of slums and informal settlements, piecemeal planning, large infrastructure and service provision deficits, uneven and unplanned spatial development patterns, and high levels of informality in production, trade and service provision activities. The implementation of bulk infrastructure and technology provisions in this context is problematic, as it will necessitate ‘sweeping away the poor’44 through the inappropriate adoption of developed world styled urban master-planning. Not only will this likely encounter local resistance, it is also likely unaffordable as the escalating costs of bulk infrastructure provisions can prove significantly high, even over a short time period. 

Given these considerations, the decentralised and semi-decentralised offerings that green technologies offer, are particularly well suited to the African developmental context; both in urban and rural settings. Most households, whether urban or rural, largely lack access to reliable bulk infrastructures and service provisions. Supply is usually irregular, requiring parallel provisions by private and informal sector actors and agencies.

Decentralised and semi-decentralised offerings are suited to an “in-situ”45 approach to development in this urban context, primarily because; (1) they can exist independently of bulk infrastructures, (2) they can be scaled up to the neighbourhood scale (e.g. micro-grids linked to renewable energy technologies), and (3) they can ultimately be linked to bulk infrastructures if necessary. Moreover, green technology offerings are generally easy to install, service and maintain, requiring low levels of skills to roll-out; unemployed and un-skilled youth and others can play a key role in this kind of infrastructure roll-out.

There are exceptions such as large wind turbine technologies, which require highly skilled engineers to install and maintain, but many low-cost and low-tech green technologies exist and can be deployed in the African context. Green technologies that are suitable for the African context include the following examples; solar panels, solar water heaters, grey- and black-water recycling systems, biogas digesters, energy savings devices, energy savings companies, renewable energy micro-grids, small-scale wind and hydro energy technologies, urban agriculture and permaculture operations, agro-industrial processing, public transit systems, and waste recycling systems.

Rolling out these technologies, however, requires developing an appropriate skills base for implementation, as well as the financial, banking and credit services that low-income households require for absorption of these technologies. In this respect, the emerging and yet-to-emerge offerings of the fourth industrial revolution hold some promise. For example, platforms such as Blockchain and Etherium allow for new provisions to be developed that forgo the need for 20th century institutional infrastructures, (for example, in; training, skills development and certification, as well as financing, banking and micro-credit), significantly reducing the costs of providing these services.

Examples of appropriate 4IR offerings that can help support and catalyse rollout of green technologies and solutions include; financing, insurance, micro-credit and banking services; advanced revenue collection systems; sharing economy offerings; education and skills development; real-time data and information synthesis and analytics; data integration, visualisation and analytics; smart materials, smart systems; coordination of resource and other material flows; automation, 3-D printing, mechanisation and robotification; logistics, transportation, and planning and spatial development.

Additionally, a key opportunity exists in small to intermediate cities, which are largely growing along the corridors that connect larger urban metropoles. Here, the potential for innovation, learning and leapfrogging is greatest, as the risk is relatively lower than in larger urban metropoles. They can hence serve as ‘test-beds’ for implementation of new, customised systems solutions46 that adequately address local contextual specificities. Learning from innovation and implementation in these contexts can be harnessed to scale up efforts in larger urban locations, as well as in rural and quasi rural-urban settings.

 

What kind of transition?

In this model of development, a sustainability-oriented infrastructure boom that leverages green and fourth industrial revolution offerings to close “the twin deficit in infrastructure and inclusive finance 47” in Africa. Adopting decentralised and semi-decentralised infrastructures and technologies that lower the costs in the food-water-energy nexus, will help provide a stable foundation for additional growth and diversification. By stabilising the middle-class consumer base, other tiers of economic activity can take hold and grow.

Local authorities can then engage in more reliable revenue collection and be empowered to act locally without being heavily dependent on the influence of central governments. Moreover, if households are more dependent on decentralised and semi-decentralised infrastructures and technologies than bulk infrastructures, bulk infrastructure provisions can be freed up for entrepreneurial, agricultural and industrial activities. Critically, if adequate consideration and planning goes into how local systems can scale up – i.e. in near-seamless, nested scales – additional resilience can be achieved, buffering economic activities at different scales from exogenous change impacts.

It is also important that the African transition is predicated on absorbing the large youth bulge into employment by creating new avenues for large scale growth of small, micro and medium sized enterprises48 in both formal and informal sector activities, as well as increasing their appeal to investors49. A skills transition is hence required; one that targets the – majority unskilled, but tech savvy – youth heavily, but also targets unskilled, semi-skilled and skilled workers from other sectors that may face the prospect of increases in unemployment as robotification, automation and advanced data analytics systems replace them. A multi-level skills transition that is driven by clear and strategic decision-making, resource allocation and institution building is needed to boost innovation and the development of systems solutions that are customised to local African contexts.

Boosting local economic diversification through a sustainability paradigm that embraces the fourth industrial revolution has foreseeable benefits, in particular; improving the quality of life for African citizens and ensuring more sustainable and equitable use of resources. The potential exists to leapfrog the developmental trajectories that were adopted in the Global North, granting regional African economies a new footing upon which to diversify economic activities. Ultimately, seeing through this agenda will require that political stability is engendered through leadership that is bold, transparent, accountable, responsible and effective.

Camaren Peter (PhD) is an author and Associate Professor with the Allan Gray Centre for Values-Based Leadership at the University of Cape Town’s Graduate School of Business. His research and practice is concerned with the grand challenges of the 21st Century. These range from political, technological and socio-cultural transitions, to powerful global change phenomena such as urbanisation, resource scarcity, ecosystems degradation and climate change.

References
1. Pieterse, E., & Parnell, S. (2014). Africa’s Urban Revolution in Context. In S. Parnell & E. Pieterse (Eds.), Africa’s Urban Revolution. London: Zed Books.
2. AfDB. (2011). The middle of the pyramid: Dynamics of the middle class in Africa [Market Brief]. African Development Bank.
3. African Union. (2017). 2017 Africa Sustainable Development Report. Tracking progress on Agenda 2063 and the Sustainable Development Goals. Addis Ababa, Ethiopia: African Union, Economic Commission for Africa; African Development Bank and United Nations Development Programme.
4. Pieterse, E., & Parnell, S. (2014). Africa’s Urban Revolution in Context. In S. Parnell & E. Pieterse (Eds.), Africa’s Urban Revolution. London: Zed Books.
5. https://www.businesslive.co.za/bd/opinion/2017-11-20-
changing-the-system-for-sustainable-development/
6. Verdolini, E., Bak, C., Ruet, J., & Venkatachalam, A. (2018). Innovative green-technology SMEs as an opportunity to promote financial de-risking. Economics: The Open-Access, Open-Assessment E-Journal. https://doi.org/10.5018/economics-ejournal.ja.2018-14
7. McKinsey. (2010). Lions on the Move: The Progress and Potential of African Economies. McKinsey Global Institute, McKinsey and Company.
8. AfDB. (2011). Africa in 50 Years Time. The Road Towards Inclusive Growth. Tunisia, Tunis: African Development Bank (AfDB).
9. United Nations. (2014). The State of African Cities 2014. Reimagining Sustainable Urban  Transitions. Nairobi: United Nations Human Settlements Programme,UN HABITAT.
10. McKinsey. (2010). Lions on the Move: The Progress and Potential of African Economies. McKinsey Global Institute, McKinsey and Company.
11. United Nations. (2014). The State of African Cities 2014. Reimagining Sustainable Urban  Transitions. Nairobi: United Nations Human Settlements Programme,UN HABITAT.
12. Swilling, M. (2010). Africa 2050: Growth, resource productivity and decoupling. International Panel for Sustainable Resource Management of the United Nations Environment Programme.
13. United Nations. (2014). The State of African Cities 2014. Reimagining Sustainable Urban  Transitions. Nairobi: United Nations Human Settlements Programme,UN HABITAT.
14. United Nations (2018), World Urbanization Prospects: The 2018 Revision, United Nations Department for Economic and Social Affairs (UNDESA), New York.
15.United Nations. (2014). The State of African Cities 2014. Reimagining Sustainable Urban  Transitions. Nairobi: United Nations Human Settlements Programme,UN HABITAT.
16. United Nations. (2008). The State of African Cities Report 2008. A Framework for Addressing Urban Challenges in Africa. Nairobi: United Nations Human Settlements Programme,UN HABITAT.
17. United Nations. (2014). The State of African Cities 2014. Reimagining Sustainable Urban  Transitions. Nairobi: United Nations Human Settlements Programme,UN HABITAT.
18. United Nations (2018), World Urbanization Prospects: The 2018 Revision, United Nations Department for Economic and Social Affairs (UNDESA), New York.
19. Swilling, M. (2010). Africa 2050: Growth, resource productivity and decoupling. International Panel for Sustainable Resource Management of the United Nations Environment Programme.
20. Pieterse, E., & Parnell, S. (2014). Africa’s Urban Revolution in Context. In S. Parnell & E. Pieterse (Eds.), Africa’s Urban Revolution. London: Zed Books.
21.United Nations. (2014). The State of African Cities 2014. Reimagining Sustainable Urban  Transitions. Nairobi: United Nations Human Settlements Programme,UN HABITAT.
22.United Nations (2012), World Urbanization Prospects: The 2011 Revision, United Nations Department for Economic and Social Affairs (UNDESA), New York.
23.United Nations. (2014). The State of African Cities 2014. Reimagining Sustainable Urban  Transitions. Nairobi: United Nations Human Settlements Programme,UN HABITAT.
24. United Nations (2012), World Urbanization Prospects: The 2011 Revision, United Nations Department for Economic and Social Affairs (UNDESA), New York.
25. United Nations. (2014). The State of African Cities 2014. Reimagining Sustainable Urban  Transitions. Nairobi: United Nations Human Settlements Programme,UN HABITAT.
26. Pieterse, E., & Parnell, S. (2014). Africa’s Urban Revolution in Context. In S. Parnell & E. Pieterse (Eds.), Africa’s Urban Revolution. London: Zed Books.
27. United Nations (2012), World Urbanization Prospects:
The 2011 Revision, United Nations Department for Economic and Social Affairs (UNDESA), New York.
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On the Symphony of AI and Humans in the Work Context

Huawei unveiled the unique version of Schubert’s Symphony No. 8 with a live performance at the iconic Cadogan Hall in London on Monday 4th February.

By David De Cremer

“AI and human employees will form the teams of the future and will have to be led in such ways that both actors can bring their best abilities to the table to create outcomes that cannot be achieved outside the context of this new diversity.”

We all know that our current work settings are being transformed by technology at a rapid pace. One important transformation that is happening concerns the use and implementation of Artificial Intelligence (AI) into the practice of managing organisations. AI runs on algorithms that make calculations based on a rational set of rules that can produce output relevant to a wide variety of decisions and problem-solving operations. Research has convincingly demonstrated that judgments, advice and decisions emerging from algorithmic operations reveals superior outcomes relevant to human experts and judges (Kleinmuntz & Schkade, 1993). Based on these insights it has become apparent to organisations that the employment of algorithms in the context of managerial decision-making can reduce costs and promote efficiency significantly. In fact, the cost saving potential of managing organisations is so enormous that in 2016 a report from the World Economic Forum predicted that AI is expected to replace 5.1 million human jobs by 2020.

These developments have put the question whether AI will replace people’s jobs center-stage. This challenge is taken serious as exemplified, for example, by the existence of a BBC website where one can find out what the likelihood is that your job will be automated – and thus likely disappear – in the next 20 years. The hype of replacing employees (at all levels) by AI has spurred fear among the ranks of the working crowd. This rather pessimistic view is endorsed further by claims of so-called tech gurus saying that the rapid development we are witnessing today in the AI-field will for sure make that everything is going to change. At the moment, we seem to be heading towards a business environment where algorithms will be implemented with such ease that we will have to decide how and where humans can still play a role. In other words, AI is supposed to lead and humans will have to see how and where they can follow. 

 

However, is this transformation maybe too drastic and will such idea of business in the future ensure that problems at the level of humans will emerge? Autonomous AI may indeed provide superior performance in specific areas that goes beyond the expertise of any single human. However, much of today’s work is still conducted within the realm of teams and as such one important feature is that companies thrive because employees can connect and thus collaborate to promote performance. In this reality, it is clear that humans cannot be replaced that quickly because algorithms do not have the social skills to easily initiate and guide cooperation. From this point of view, we could say that AI in the work context implies that we use a framework where in the context of cooperation we have to decide how and where AI will have its place. One area of expertise where this collaboration between AI-driven systems and humans will have to take place concerns the promotion of creative ideas and the resulting development of innovative solutions.

Diversity in ideas, perspectives and approaches may enhance the potential of a team to be truly creative. So far, however, very little is known about the role of diversity in the digital era where AI and humans have to collaborate in the decision-making process.

We know from research that to promote more creative outcomes, teams benefit from diversity. Diversity in ideas, perspectives and approaches may enhance the potential of a team to be truly creative. So far, however, very little is known about the role of diversity in the digital era where AI and humans have to collaborate in the decision-making process. In fact, so far, we have accumulated insights into how humans can move towards a collaborative relationship with their technological counterpart when it comes down to fostering creative work dynamics. With the focus on the AI-human collaboration to drive creativity I have introduced the challenge in the 21st century for team leaders as one where the new diversity has to be managed (De Cremer, 2019). Indeed, the time seems to have arrived that the diversity needed to transform a work setting into one where different perspectives and skills can contribute to creative outcomes includes a new kind of diversity, which is one where humans and non-humans (i.e. AI) find ways to collaborate and be effective. Recently, such an approach was launched to explore whether this “new diversity” type of collaboration is effective in bringing forward a creative product. Specifically, AI-technology was used to complete Schubert’s Symphony No.8 that was started in 1822. The first two movements of the symphony were completed by the master himself, but the last two, for unknown reasons, were never completed. To see whether in today’s world Schubert’s could be replicated and extended by employing artificial intelligence, AI technology was used and provided by the Chinese company Huawei. 

Huawei is a Chinese telecom giant that was founded in 1987 in Shenzhen. Its founder is Ren Zhengfei and the company is known for telecommunication equipment and infrastructure and their focus on smartphones (Tao, De Cremer, Chunbo, 2017). Specifically, in the fiscal year of 2018 Huawei´s revenue reached CNY721.202 billion (US$105.191 billion) and CNY59.345 billion (US$8.656 billion) in net profit. The company has risen to global stardom. For example, in 2018 they surpassed Apple to become the number 2 in sales of phones and about 67% of its revenue is from outside China (even though the Chinese market is the biggest in the world for any company).

 

The project: AI – Human collaboration to be creative

Creativity is usually defined as generating new outcomes that are meaningful and useful (De Dreu, Baas, & Nijstad, 2008). In the context of completing Schubert’s Symphony No.8, this would suggest that a creative outcome is one where new pieces as constructed by means of AI-human collaboration will be experienced by human listeners as coming from the master himself. In other words, if the AI-human collaboration is able to work together in creative ways, then human listeners should feel, perceive and think that the completed pieces were not put together by a new diversity team but rather by the composer himself. Why would a company like Huawei engage in this kind of challenge?

To respond to this question, Walter Ji, the president of Huawei Consumer Business Group, Huawei Western Europe, had to say the following: “At Huawei, we are always searching for ways in which technology can make the world a better place. So we taught our Mate 20 Pro smartphone to analyse an unfinished, nearly 200 years old piece of music and to finish it in the style of the original composer could achieve this ambition. We used the power of AI, to extend the boundaries of what is humanly possible and see the positive role technology might have on modern culture.” His words can thus be seen as the company accepting that one of their aims should be to ensure that technology can promote and make more efficient or human ways of working. In this context, it meant being creative to produce a master musical piece.

Interesting in this project, the company used the technology in their smartphones. Specifically, Huawei used the AI in its Huawei Mate 20 Pro smartphone. This in-built advanced technology has been specifically designed to complete AI-based tasks and was applied to study the 90 pieces that Schubert in his life time put on paper. All these 90 pieces were translated into code and the AI-driven technology of Huawei’s smartphone then worked to extend these codes. AI also listened to the first two movements of Schubert’s Symphony No. 8, and analysed the key musical elements to combine it with the knowledge it acquired from Schubert’s pieces to ultimately end up with a new melody for the third and fourth movement. In itself, AI thus provides ways of working that can systematically scan and analyses existing work but then at a much higher pace than humans work. As a result, AI can come up with many more combinations in the short term than any human can do.

The one-million-dollar question is, of course, whether AI can also decide which new combination represents best the emotions and atmosphere Schubert wanted his music pieces to communicate. AI cannot feel nor is it possible to understand the soul of an artist. As such, at this point humans have to enter the work equation. The human person asked to lead this specific project was the composer Lucas Cantor – who writes for the company Dreamworks and is known for many movie music pieces. His main task was basically to avoid that the ending to Schubert’s Symphony No. 8 would sound like a kind of elevator music. Indeed, a human touch was considered necessarily to ensure that the combination of music notes that AI would come up with would not be a boring string of sounds but would include a human reference that the human audience could connect to.

AI works fast, recognises patterns with extreme precision and generates many more combinations than any human can do. The human collaborator brings emotions into the music, connects it with the ability to take the perspective of the human audience by reflecting on and showing empathy for what this audience will feel.

Cantor himself was very positive about the collaboration and compared it to working with an actual other composer. So, the work experience for the human seemed to be acceptable and even enjoyable. One reason, according to Cantor, why this was the case is that he compared AI to a composer who did not have an ego that he would always have to take into account. It made that the AI-driven type of composer was never in a bad mood and never protested when Cantor was sending pieces back with the request to re-work. Also important was the fact that because of the work process and the incredible work pace of AI itself, the new piece of 18 minutes was written in just a few exchanges. Looking at these outcomes, it can be concluded AI appears to be the perfect partner to create something beautiful and creative like music. Indeed, AI works fast, recognises patterns with extreme precision and generates many more combinations than any human can do. The human collaborator brings emotions into the music, connects it with the ability to take the perspective of the human audience that will listen to the piece by reflecting on and showing empathy for what this audience will feel.

The “new diversity” collaboration thus seems to be well equipped to produce creative outcomes in a fast way where AI very much advises and humans converge all the advice into a product that is accepted and embraced by human end users. And, listening to the personal experience of Cantor, all of this can be achieved without any conflict at work. No frustrations and no wasted energy in dealing with the emotions of the other party, because those elements are not there. After all, AI is your collaborator. An important question that the comes to mind is whether the non-existence of conflicts is a good thing for creativity to emerge?

On one hand research shows that not having much conflict is actually a good thing for teams to perform (De Wit, Greer, & Jehn, 2012). Less conflict will help to keep the team productivity up because it avoids that people engage in power struggles and experience the presence of a conflict to be a personal thing (Greer, de Jong, Schouten et al., 2018). As a result, there will be less distraction, people will be happier and the focus on the job and the resulting outcomes will remain constant and strong. It is exactly this kind of work context the new diversity may be able to deliver.

However, on the other hand, research also shows that conflicts can be constructive to some extent, especially when it comes down to being creative. The reason for this is that when disagreement exists different perspectives are brought to the table and this process can help identifying new ways of thinking. It is important to stress, however, that these kind of conflicts have to be accompanied with a sense of mutual respect and a willingness to listen to these different perspectives. Only this way the diversity in ideas can find its way to the minds of everyone and can be used in constructive ways to fine-tune the outcome.

In conclusion, AI and human employees will form the teams of the future and will have to be led in such ways that both actors can bring their best abilities to the table to create outcomes that cannot be achieved outside the context of this “new diversity.” When the new Schubert piece was performed at the Cadogan Hall in London, it made clear that artificial intelligence needs human intelligence and vice versa to create true authentic value, but then in more accurate and fast ways than ever done before. It makes that technology connected to people is the future way of creating value. But, even though it is a future direction, one thing does stay the same and that is the power of connection. Huawei are in the telecom business to connect people.  With this experiment, Huawei’s purpose to connect people was translated into an exploration of whether AI and humans can connect effectively to deliver versions of a human music treasure that did not exist yet.

David De Cremer is Provost Chair, Professor of Management and Organisation at National University of Singapore (NUS) Business School, a fellow at the Judge Business School, University of Cambridge, and a fellow at the Hoover Institution at Stanford University. Before moving to NUS he was the KPMG endowed Professor in Management Studies at Cambridge Judge Business School. He has published over more than 250 academic articles and book chapters and is the author of the book Pro-active Leadership: How to overcome procrastination and be a bold decision-maker and co-author of “Huawei: Leadership, culture and connectivity”. 

References
1. De Cremer, D. (2019). Leading Artificial Intelligence at work: A matter of facilitating human-algorithm co-creation. Journal of Leadership Studies, 13(1), 81-83.
2. De Dreu, C.K.W., Baas, M., & Nijstad, B.A. (2008). Hedonic tone and activation level in the mood-creativity link: Toward a dual pathway to creativity model. Journal of Personality and Social Psychology, 94(5), 739-756.
3.De Wit, F.R.C., Greer, L.L. & and Jehn, K.A. (2012). The Paradox of Intragroup Conflict: A Meta-Analysis. Journal of Applied Psychology, 97(2), 360-390.
4. Greer, L.L., Bde Jong, B.A., Schouten, M.E., et al. (2018). Why and When Hierarchy Impacts Team Effectiveness: A Meta-Analytic Integration. Journal of Applied Psychology, 103(6), 591-613.
5. Kleinmuntz, D. N., & Schkade, D. A. (1993). Information displays and decision processes. Psychological Science, 4(4), 221-227.
6. Tao, T., De Cremer, D., & Chunbo, W. (2017). Huawei: Leadership, culture and connectivity. Sage Publishing.

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