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Showing posts with label Research and development. Show all posts
Showing posts with label Research and development. Show all posts

Friday 23 September 2022

Chinese apps gain popularity globally

 

Though it takes a long time to develop a brand in foreign markets, Chinese companies are good at research and development, meaning products can quickly be technology-driven and meet local needs 

- Fang Han,

From the world's top short video application TikTok to the biggest fast-fashion app Shein and emerging music-video app StarMaker, a rising number of mobile apps developed by Chinese companies are influencing people's daily lives across the globe.

A new report published by market consultancy iResearch showed that the overseas revenue of China's entertainment apps grew 204 per cent year-on-year in 2021.

In addition, a report from US search giant Google said that the downloads of apps made by Chinese developers among the world's top 1,000 applications nearly doubled over the past decade, from 8 per cent to 14 per cent.

Industry experts said this demonstrated Chinese companies' strong innovative capabilities, but they also face challenges amid rising geopolitical tensions.

"Chinese companies are playing a bigger role in global mobile app innovation, thanks to the rapid development of the digital economy. The momentum of digital consumption and 5G commercialisation promoted the continuous innovation and iterative upgrading of digital technologies, thus driving the huge innovative vitality of app developers," said Wang Peng, a researcher at the Beijing Academy of Social Sciences.

"The Chinese government has also been making great efforts in driving digital innovation and encouraging companies to deeply integrate digital technologies with the real economy," Wang added.

Wang also said that such efforts have led to the development of a group of industry leaders that are able to leverage their innovative ability to contribute to global industrial development.

The iResearch report noted that Chinese gaming apps continued to be the major revenue driver of the nation's apps overseas, but social networking apps have also displayed growth momentum over the past year.

The United States, Japan and South Korea were the main overseas sources of income for Chinese apps. 

Notably, downloads of Chinese apps also increased in Africa, the Middle East and Southeast Asia last year, among which the African market was the most prominent, with a total growth rate of 18.9 per cent year-on-year. StarMaker, a karaoke video app enabling users to create and share music videos, quickly went viral in 102 countries and regions, where it has become one of the best-selling music apps.

"The global market is promising for Chinese companies. 

'Though it takes a long time to develop a brand in foreign markets, Chinese companies are good at research and development, meaning products can quickly be technology-driven and meet local needs," said Fang Han, CEO of Kunlun, the developer of StarMaker.

"After success in one market, we are also able to quickly spread this to other countries," Fang said, adding that the company has a dominant position in markets in Southeast Asia, Africa and the Middle East.

Small developers from China are also warming up the global mobile app market. US tech company Apple Inc said that more than 5 million third-party developers in its iOS app ecosystem are from China, up from 4.4 million a year ago, and they have increasingly become a major force in the global app economy.

However, Huang Leping, head of technology, media and telecommunications at Huatai Securities, said that many challenges remain for Chinese companies in going global, especially as many countries have tightened up their data protection policies.

"In the past, companies have been able to build a set of algorithms in China and offer services in foreign markets, where the data can be interconnected. 

'But in the future, companies may need to build supporting facilities in various countries to do that, which will greatly increase their operating costs and risks," Huang said.- China Daily/Ann

 Source link

Related:

China: most popular apps 2022 - Statista


25 most popular apps in China [Tencent Dominates]

 

Related posts:

China's new tech soft power 

 

The fight for digital supremacy

China is at the forefront of a huge revolution in AI. Already, the United States realises it is no longer the leader.

 

Bytedance, World's Most Valuable Startup Is Home to a Complex Fortune

 

China ready to launch global data security initiative

 

Pride and prejudice

 

TikTok Owner ByteDance to Spend Billions in Singapore After U.S. Ban

 

 

Huawei could end up challenging Google

Sunday 4 May 2014

‘Panther 911’ : Digistar is bullish on new central monitoring system (CMS)

Digistar chairman Tan Sri Mohd Zaman Khan (left), Inspector -Gener al of Police Tan Sri Khalid Abu Bakar and Lee during Pan ther 911’s official launching on April 25, 2014.

Information and communications technology (ICT) and property company Digistar Corp Bhd is bullish about the prospects of its newly-launched central monitoring system (CMS) called ‘Panther 911’.

Chief executive officer Datuk Wira Lee Wah Chong says the company targets 100,000 users for its hi-tech product in the first year.

A CMS is security-based system that includes aspects such as CCTV monitoring and alarms.

Digistar’s medium term goal is to secure a subscription base of 500,000 for its CMS in five years.

“The margins are good, about 20% to 30%. And this would be reflected from our current financial year (ending September 30, 2014) onwards,” he tells StarBizWeek.

“The first year may be slower than what we target but once our CMS gains visibility in the market, we expect a jump in take-up rate among business owners and individuals,” Lee says.

Digistar had spent RM5mil over the past two years to develop the CMS.

The company intends to use a multi-level marketing strategy to push the product into the market. “To incentivise the sales staff, they will get monthly a commission of 5% from the subscriptions they secure.”

In addition, the police force is also looking at the installation of closed-circuit television (CCTV) cameras at resorts and islands off Sabah’s east coast.

Last week, the police was reported to have asked Digistar to send them a proposal on installing the ‘Panther 911’ security system in Sabah.

The Inspector-General of Police Tan Sri Khalid Abu Bakar said to have the system linked directly to police stations would help security forces respond faster.

Khalid said the Eastern Sabah Security Command (Esscom) was planning to place security teams at 11 private resorts and islands that were the furthest away from Semporna and Lahad Datu. This was in light of recent killing and kidnapping events highlighted in the news.

If successful in this tie-up with the police, it would be Digistar’s first collaboration with the public sector for its CMS business. Right now, its target is on the mass market and commercial buildings.

Entering the Sabah market would not come as a surprise as Lee has always wanted to expand into Sabah and Sarawak.

That would be the second phase of Digistar’s security system business and the company estimates another RM5mil of investments for the expansion in the next two years. However, Lee notes that there needs to be better Internet connectivity in order for Internet-based surveillance systems to thrive in the country.

Digistar has a few competitors in the local CMS space.

But it seeks to differentiate itself by the attractive features of its system.

Digistar’s Panther 911 CMS system offers 24-hour monitoring services via an internet protocol-based platform. It can switch to run on 3G, 4G and LTE networks during power disruptions.

Banking on property sector

Lee says the company has plans to be among the top 100 companies in Malaysia in terms of market capitalisation in the next five years.

To do that, Lee says the company needs to further expand its property business. For Lee, property is Digistar’s next phase of growth as he opined that the growth trajectory for an ICT company has its boundaries.

“We are still focused on our ICT business but to achieve bigger goals, we will expand our property division,” he says. “We are looking for pockets of land around the Klang Valley now for small scale projects.”

Digistar already has a serviced apartment project in Malacca called The Heritage, with a gross development value of RM150mil. It is already 70% sold and is targeted to be opened this November.

Lee says the company intends to rent out the remaining 30% of apartments for recurring income.

“We plan to rent out like a hotel.

“The project will be a ‘condotel’, a combination of condominium and hotel,” he says.

Digistar is already speaking to hospitality partners to rope in for the management of the hotel component at The Heritage.

The company has also a 15-year concession for the construction and asset management of the Malaysian National Technology Advancement Centre in Alor Gajah, Malacca.

The project is a tie-up with the Works Ministry for the minstry to carry out training programmes for engineers and architects.

Its concession consists of RM174mil for the construction of facilities and infrastructure, and RM66mil for the provision of ICT and lab equipment.

Lee says the margins for this project would likely be in the double-digit range as well.

Digistar is also in talks to develop its telecommunications segment as it owns three individual licenses from the Malaysian Communications and Multimedia Commission to provide network and facilities services for five years.

Lee says discussions are on-going and declined to reveal any details.

All these efforts, says Lee, are aimed at steering the company back into profitability.

For the 2013 financial year (FY13), Digistar made a net loss of RM11mil compared to a profit of RM6mil in FY12.

The company had said that the loss was due to a higher operating cost, commencement of projects where revenue was yet to be recognised as well as the business expansion for its CMS and telecommunications divisions. Lee reckons that Digistar’s CMS as well as other initivatives would help turnaround the company and generate long-term recurring income.


Thursday 16 January 2014

China successfully tested new ultra hypersonic missile vehiche seeks to calm US fears



China hypersonic missile test not targeted at any country: DM CCTV News - CNTV English



The Ministry of National Defense issued a statement on Wednesday dismissing media reports that China's recent ultrahigh-speed missile test flight was aimed at delivering warheads through the missile defenses of the United States.

"It is normal for China to conduct scientific experiments within its borders according to its plans. The tests were not aimed at any nation nor any specific target," the ministry said in a written reply to China Daily.

Western media have been playing up the significance of the hypersonic missile delivery vehicle test since The Washington Free Beacon news website quoted an anonymous Pentagon official as saying that the test was conducted with the aim of sending warheads through US missile defenses.

In an article on the test, the website reported that the new hypersonic missile was detected traveling at extremely high speeds over China.

US Pentagon spokesman Jeffrey Pool told the website, "We routinely monitor foreign defense activities and we are aware of this test."

Observers said reports that play up competition on military capabilities indicate a lack of mutual understanding on the part of the militaries of China and the US, but the misperceptions can be resolved through talks.

Lack of mutual strategic trust between the two nations is the reason why the US is worried about China's military development, said Fan Jishe, an expert on US studies at the Chinese Academy of Social Sciences.

"Washington is afraid that China's growing power will reduce its influence in the region, and threaten the interests of its allies, such as Japan and the Philippines. ... The US still enjoys the leading position in military ability, both strategic weapons and conventional armaments," Fan said.

"The US has been devoted to high-tech weapons research for a long time, and China is still rather backward in this field," he said.

China has been sufficiently transparent on developments in its military technologies to allow for the development of mutual trust with other nations, he added.

Li Qingkong, deputy secretary-general of the China Council for National Security Policy Studies, said, "There is no need for the US or any other country to worry about the development of the Chinese military, given that China's military expenditure is much lower than that of the US."

Such weapons use cutting-edge technology for flying and maneuvering at ultrahigh speeds in space and within the Earth's atmosphere.

The advantages of hypersonic craft include precise targeting, very rapid delivery of weapons, and greater survivability against missile and space defenses.

The Washington Free Beacon said the US, Russia, and China are all engaged in research on hypersonic weapons, while India is also developing a hypersonic variant of its BrahMos cruise missile. -
China Daily

Tuesday 12 November 2013

MyDistress application


MyDistress app has been very useful 

I STRONGLY feel that the police should reintroduce the MyDistress application.

At about 4.30pm on Nov 4, my daughter and her friend had an encounter with a road bully in Shah Alam.

She has the MyDistress application on her phone but she was unable to use it as the application was discontinued by the police.

The man was very aggressive and began kicking her friend’s car when they stopped. He even spat at the lady driver’s face. This was over a lane-cutting incident.

She called me and I advised her to proceed to the nearest police station.

I then dialled 999 and got the operator who asked me too many questions about the incident. Where was the exact location of my daughter, etc?

How would I know their location when they were driving towards a police station?

If my daughter could trigger her MyDistress app, the police would have known her location.

I had on three occasions used MyDistress.

In the first instance, my neighbour, a senior police officer, called to tell me that he had cornered a burglar. I pressed the button on my phone for MyDistress which sent a signal that I had an emergency in my house. The police called and I told them it was my neighbour’s house. Within minutes two patrol cars arrived.

In the second incident, I was on my way to KL Sentral in a Komuter train at around 2pm when my wife, a teacher, called to say she saw a man jumping over our fence.

The train was near Bangsar. I triggered MyDistress. The police called and informed that they had despatched men. On reaching home there were two patrol cars and the police were taking a statement from my wife. What a relief!

In the third occasion, I was praying in a surau at a petrol station in Puchong when I saw a man with a bag and an axe.

I triggered MyDistress. Again the police called to know my whereabouts. Within minutes they arrived and questioned the man.

Kudos for the police with MyDistress.

Contributed by SAMAD RAHIM Shah Alam The Star/Asia News Network

Read more: 

1. MyDistress | MyDistress 
MyDistress is a personal safety application designed based on smart technologies ... the use of MyDistress application and how it works quickly and accurately.
2.Application Guideline | MyDistress
3.How To Download | MyDistress 

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Friday 15 March 2013

Information innovator

Information technology (IT) is all about innovation. Vish Iyer can’t agree more.

Mobility, social media and big data are all hot-button topics. Cloud computing frees up people from the desk, so an IT system can be managed even on the road. “For a bank, it could be payment via Internet banking or mobile phone,” says the high-flying corporate executive, dapper in a light purple shirt.

Vish Iyer: 'There is no advantage in having 20 or 30 years of experience unless you are ...very merit-driven and work-driven'.



“For an insurance company, it could mean enabling an agent to get quotations and conduct transactions on his or her mobile.” For an airline, pilots no longer carry huge bags with heavy operating manuals. “We put that on an iPad,” he adds.

Few would believe the president for Asia Pacific at Tata Consultancy Services (TCS) has neither training in IT nor a background in engineering. He learns by doing.

Born and raised in Kolkata around the time when India’s first computer arrived, Iyer graduated from St Xavier’s College, one of the city’s best-known educational institutions with a major in taxation and economics.

Now the head of the largest service provider in the Asia-Pacific region based in Singapore, he manages 10,000 employees in 13 countries including Australia, Japan, China and South Korea.

The 45-year-old Indian company, whose clients include Microsoft and ING Group, is the provider of IT services and business solutions, with a turnover exceeding $12 billion and market capitalization of $45 billion on the Bombay Stock Exchange.

It is part of the Tata group, India’s largest conglomerate in seven sectors including communications, engineering and energy, with a revenue of more than $100 billion in the fiscal year 2011-12.

As a certified accountant, Iyer moved on from the financial field to other areas including human resources, marketing, strategy, mergers and acquisition. “I have been a chief financial officer many times,” he tells China Daily Asia Weekly at the TCS Hong Kong office.

But that didn’t stop him from venturing into new fields after three and a half decades. Midway through his career, he moved into a new-born industry in India.

His rationale is: “What matters is how you put your basic training to use and how you quickly learn from the surroundings. You can do anything as long as you have a will to do it, and you are determined to work hard enough.”

He spent a decade at IBM, where he was director of corporate development. IT has since become his longest stint.

He has witnessed the birth of the industry along with the ups and downs. “The IT industry is very fascinating. Every two to three years are completely different. In that sense, everybody got to continuously learn,” he says.

In the IT world, experience doesn’t necessarily give you an edge over the younger generation. Two-thirds of the company’s workforce has about three years of experience and the average age of a TCS employee is just 28.

“There is no advantage (in) having 20 or 30 years of experience unless you are … very merit-driven and work-driven,” Iyer says.

“This is the industry across the world (where) everything looks the same. There is no different standard in the US or Japan. Once you are inside IT, it is the same. It talks the same language and (has the same) quality level.”

The capability to locate young talent matters for the industry. To Iyer, the Chinese mainland not only has a staggering domestic market but also vast trained manpower resources.

TCS is among the first Indian companies to enter the Chinese mainland as the first wholly-owned foreign enterprise. The IT consultancy commenced its operations in Shanghai in 2002, then established a development center in Hangzhou in Zhejiang province in October of the same year. Its banking products are used by Bank of China in more than 40 provinces.

Iyer sees the potential to substantially increase China’s TCS workforce from its current number of 3,000 people, as the company’s sales growth in China outpaces that in the Americas. TCS now has relations with 20 colleges in China.

“Our business is all about people,” he says. “At the end of the day, we need to find out where are these talents available for serving our customers. China is very important from that point of view — as a pool of talent. It’s equally important for the size of the economy, too.”

“We are very bullish about China,” he said in a previous interview. “Its full potential has not yet been harnessed … We’re looking to leverage its position as an innovation center and a hub for the Northeast Asia region.”

TCS has started to provide a ground-breaking cloud-based service that enables smaller banks and credit unions to establish their own Internet, mobile and ATM facilities by paying a monthly fee. “A village bank need not have an IT department, but the same technology that empowers a (central bank) is now available to small and medium enterprises.”

The TCS pioneer project has found a home in the world’s second largest economy. iCity or the Intelligent City, utilizes smart technologies and collective intelligence to improve a city’s livability and sustainability.

These cities will be built on cloud infrastructure that makes them easy to run. Every citizen will own a personalized information page for health records and blood pressure measurements and even get health alerts and doctors’ advice.

Imagine buildings that glean energy from the sun and rain, reducing energy consumption, and embedded software in cars and traffic poles that automatically monitor local traffic. At the same time, healthcare and consumer services are dispensed to citizens at home, saving time, cost and valuable resources.

An iCity project in southern China’s port city of Guangzhou is slated for a soft launch later this year. More blueprints are on majors’ drawing boards in first- and second-tier Chinese cities, including Tianjin, Ningbo and Chengdu.

“The Indian IT industry over the last 20 years has done exceedingly well,” Iyer says. “Works of best quality are from this industry. There (has been) a lot of proud achievements — so it’s an exciting place to be in.”

But when asked about the most exciting moment in his life, the president’s answer has surprisingly nothing to do with his career. “The day when my daughter was born, and when I was holding her in my hands,” he says, with a gentle smile.

“Lots of people talk about work-life balance. I think each person has to find that balance himself … Family influence is a strong support for the profession I pursue, so there are no conflicts or contradiction.”

Looking back, Iyer has been with his two children — his 23-year-old daughter and 18-year-old son — through every important step of their life. “I (accompany) them through every exam, drop them off and pick them up after classes, and consult their teachers for college admissions. As long as you enjoy it, you’ll find time for doing it,” he adds.

Technology has been the savior for this family man with a hectic business schedule with long hours of frequent travel.

“I am on the road 50 or 60 percent of the time. Each month, I am outside my hometown for 20 days,” he says. “My children have grown up with me spending a lot of time at work. But this is a world of Facebook, email and Skype. That’s what we do now,” he says.

What makes his day? Iyer answers professionally without a second of hesitation: “To satisfy a customer in a meeting.”

Then comes the personal bit: “Followed by a relaxing dinner with my wife.”

By jennifer@chinadailyhk.com 

Vish Iyer
President of Tata Consultancy Services (TCS), Asia Pacific

Career Milestones:
2010: Becomes president of TCS Asia Pacific
2008: Serves as CFO of global business operations at TCS
2006: Takes up post as head of corporate strategy at TCS
1996: Becomes director of corporate development at IBM Global Services
1991: Joins Tata Elxsi as executive vice-president

QUICK TAKES:
Hobbies:
Playing golf. The question is not how well you play but whether you enjoy the time. Whatever I do, I enjoy. It’s a great opportunity to meet people.
Business philosophy:
I always believe in ... simple communication with the customer and the employee. There is no point promising things that you cannot deliver. Whatever you promise, you deliver. Whatever you don’t deliver, you don’t promise.
If you were to do one thing differently in life?
I can’t think of one thing. I do things that I enjoy doing.
How to kill time on the road:
I spend a lot of time watching movies on the plane. My favorite stars are Jackie Chan and Amitabh Bachchan, who hosted India’s version of the game show Who Wants to Be a Millionaire?

Born: December 8 in a Year of the Snake

Sunday 24 February 2013

Malaysia’s vanguards: Design thinking of grooming innovators

Malaysia’s vanguards

SIMPLY put, Design Thinking produces creative solutions to solve complex problems. In other words, you have to be creative to be innovative. But can one learn creativity or for that matter, innovative skills?

Yes, if you believe David Kelley, the design thinking guru and founder of global design firm Ideo and the School of Design Thinking at Stanford University.

“So many people think that it’s kind of in your gene – you’re a creative person or you’re not. I don’t buy it,” says Kelley in Design & Thinking, a documentary on design thinking by San Francisco-based One Time Studio. Kelley argued that human beings are naturally creative (just observe kids!) and you just need to rediscover your creative confidence to crack open the door to innovation. The process of design thinking is a “scaffolding for creativity” as design thinking advocate, Tim Brown of Ideo, calls it.

Hence when Genovasi was initiated by the Government to produce “innovation ambassadors,” the organisation settled on design thinking methodology to cultivate these innovators.

“We wanted an approach that would instil a sense of curiosity for technology and entrepreneurship among youths. And any innovation that derives from the approach should include empathy towards the needs of people,” says Datuk Seri Dr Kamal Jit Singh, chief executive officer of Unit Inovasi Khas (UNIK) which manages Genovasi.

“Design thinking fits these criteria perfectly as it offers a human-centred approach to innovation.”

Under the Innovation Ambassadors Development Programme, participants go through a 10-week programme to grasp the nuts and bolts of design thinking and apply their know-how to solve real-life problems posed by project partners. To date, project partners include The Millennium Project, an independent, non-profit think thank, and RSA (The Royal Society for the Encouragement of Arts, Manufactures and Commerce), a London-based charity committed to finding innovative solutions to today’s social challenges. Upon completion of the programme, these “ambassadors” may go on to create startups or find placements in Genovasi’s partner organisations like government agencies, GLCs or corporations.

“These Ambassadors are expected to bring positive changes to three core areas: improve public service delivery within government departments, ministries and agencies; improve the quality of life in rural and local communities and create new economic wealth through entrepreneurship or industry game-changing efforts,” says Dr Kamal. Genovasi’s plan is to produce a minimum of 5,000 Innovation Ambassadors over the next five years.

As collaborators, the Hasso-Plattner-Institut (HPI) School of Design Thinking in Potsdam, Germany, not only helped develop the programme for Genovasi but also conducted strategy and trainers’ workshops and assessments.

“It was really great to see there are a lot of Malaysians who are keen to do something under the innovation programme,” says Dr Claudia Nicolai, the general programme manager of HPI D-School. Nicolai was in Malaysia to help set up the programme. “People are extremely open-minded and willing to work together.”

“Malaysia’s advantage, compared to Germany, is that you are so diverse. You have influences from different ethnic cultures, customs and religions – that’s an advantage to generate truly creative ideas.”

The D-School in Germany did not copy and paste Stanford University’s D-School model but instead adapt it to the European environment.

“Genovasi’s programme is basically an Asian version of what we are doing. It puts a new flavour in design thinking,” says Professor Ulrich Weinberg, HPI D-School’s director.

“You have the chance to build on the experiences of Stanford and HPI,” he adds. “You can build something which is the next version or reinvent what we’re doing.”

The Innovation Ambassadors Development Programme (IADP) is open to university students or entrepreneurs up to the age of 35. Students and experts from all disciplines are welcome to apply. The programme is free for Malaysians. IADP’s second intake starts from May 27. Closing date for application: March 31, 2013. For more info, go to genovasi.my


Grooming innovators

To produce innovative Malaysians, innovation agency Genovasi teamed up with a Germany-based institute to teach ‘design thinking’. We travel to Potsdam, Germany, to find out more about this creative approach. 

NEON-coloured sticky notes, Lego blocks, rainbow-hued foam peanuts, knitting threads, cardboard boxes and colouring pens – these are “tools” for brainstorming and constructing prototypes. Whiteboards on wheels replace walls that separate the “classrooms.” Chatter and guffaw waft across the space.

You can’t help but feel the creative vibes and peppy energy that emanate from the Hasso-Plattner-Institut School of Design Thinking (aka D-School). Located in the historical city of Potsdam, southwest of Berlin, D-School is part of the Hasso-Plattner-Institut, an IT-Systems Engineering university founded by Hasso Plattner, the man behind software giant SAP.

We are on a media familiarisation trip organised by Unit Inovasi Khas (UNIK), an innovation agency under the Prime Minister’s Department, to get an insight into D-School, which partners Unik to train Malaysian youths to become innovators.

Founded in 2007, the D-School curriculum is based on the “design thinking” process – an approach that looks at users’ needs and desires, leading to sustainable innovations that can make people’s lives better. It is not about design per se.

And unlike the mythical lone genius inventor, design thinking involves teamwork. It draws on the expertise of individuals from varying backgrounds and disciplines, from engineers and anthropologists to accountants and fashion designers.

Hardly a newfangled idea making its runway debut, the concept has been bandied about for decades and used as a mantra by some of the biggest creative companies in the world, including San Francisco-based global design firm Ideo.

But the methodology was pioneered from Stanford University in California, and taught and explored at the Hasso Plattner Institute of Design at Stanford since 2005. As part of the coursework, students get to work on real-life “design challenges” developed together with project partners from the industry, public sector or non-profit organisations.

Design thinkers

In the corporate realm, award-winning companies like Ideo employ design thinkers who are marketers, engineers, psychologists, industrial designers and architects. Ideo has 12 offices in eight countries and high-profile clients like Visa, Toyota, Samsung, Procter & Gamble and Coca-Cola.

Take their design project with Shimano, the leading supplier of bicycle components in the world. In 2004, Shimano was grappling with stagnated growth in its high-end road-racing and mountain-bike sectors in the United States. Driven by technology innovations for years, the company’s initial instinct was to introduce high-end casual bicycles that might appeal to baby boomers.

But with the help of Ideo, adopting the design thinking method, the company realised they should reach out to the 161 million US adults who aren’t riding bicycles. Using a human-centred approach, Ideo and Shimano hit the streets to survey why 90% of American adults do not ride bicycles. Findings reveal that the complexities (like shifting gears) and costs of modern bikes, the high maintenance, and the danger of cycling on roads are factors that put off casual cyclists.

Shimano then partnered with bicycle manufacturers like Giant, Trek and Raleigh to produce a biking experience that stirred up childhood memories of simple, joyful riding. These “coasting” bicycles have coaster brakes (back pedalling to brake), automatic shifting and puncture-resistant tires to make cycling easier and low maintenance.

To ensure a holistic experience, a comprehensive website helps people to locate safe places to ride. Shimano also launched a trade campaign and training curriculum to educate retailers to better serve recreational customers. In six months, the three manufacturers sold out the 30,000 Coasting bikes produced.
“Design thinking is a mindset and a set of methods you can use to solve problems that can impact society and businesses,” explains Dr Claudia Nicolai, the general programme manager and lecturer of D-School, on our visit.

“It’s not like it has never been done before,” admits Nicolai who has been studying strategic innovations, the precursor to design thinking, for a decade.

“What it does is to combine different methods and developments and put it under the design thinking label.”

Nicolai develops and designs teaching content, coaches students and teachers, hosts workshops and develop design-thinking strategies for companies.

At D-School, there are three core elements in design thinking: focus on multi-disciplinary team, team-supported space that is highly flexible and dynamic, and the process itself, Director of D-School Professor Ulrich Weinberg added.

Dubbed the “grandfather of computer graphics in Germany,” Weinberg is instrumental in getting D-school going from the beginning.

He has 25 years of experience in 3d animation, simulation and computer games. At D-School, the course runs over one term (Basic track) or two terms (Advanced track) spanning 12 weeks, and students are assessed based on their teams.

“What I learned in the last five years is that you will not get the full, dynamic energy of the people, whether in companies or schools, if you have incentive models that focus on individual performance.”

In recent years, huge corporations in Germany are also jumping in on what D-School is doing.

“Companies are calling us to partner on projects or to book workshops on design thinking,” says Weinberg. Some of D-School’s partners include industry giants like Siemens, Johnson & Johnson, DHL, Panasonic and Lufthansa Airlines.

The enthusiasm of D-School students is as infectious as their teachers’.
“I think the key benefit is learning how to design for people, focusing on their needs or wishes. You are not trying to sell things but to fulfil needs,” says Juliana Paolucci, 24. A product and graphic designer from Brazil, Paolucci and her teammates Andrezej Karel, Sabrina Meyfeld and Laura Kroth are working on a design challenge for Genovasi. Their subject: how to engage young people in the development of the community.

They had to set out to find solutions that can convert Malaysian youths from armchair critics to empathetic doers.

“The youths are the future of the country, they need to engage the community and change reality,” explains Paolucci. “But first we need to find out their needs, wants and desires, and ways to fulfil them.”

“Also we need to take into account activities they like to do, for example, how do they use social networking to take community action?”

Using design thinking methodology brings together different actions in a structured way, Karel added.

“The first idea might not be the best solution, so we go through an iterative process multiple times: understand, observe, define point of view, ideate, prototype and test,” says the 25-year-old Polish who is working on his thesis for his marketing/management degree.

Room for failure is the DNA of design thinking.

“In a conventional design process, you just sit in your room, and keep going at it until you think it’s perfect,” explains Meyfeld, 27, a communication scientist.

“But with design thinking, we’re out testing prototypes on the second or third day and if it doesn’t work, we start at it again.”

“I am keen on social innovation and want to learn more about how to apply the methodology in my social enterprise,” adds Kroth, 29, who studied communications and public relations. She hopes to start a small business to bring people of different generations together to develop dialogues on German history and keep history alive for future generations.

 D-School experience

As for D-School alumni like Jeremias Schmitt, his experience prepared him for how he wants to work with people and how to develop projects further.

“After the D-School experience, students actually find real meaning in what they do, why they do it and how they want to do things,” quips the 27-year-old Berliner.

“Some even applied for jobs that they never thought of applying, for example, a student who studied information science seeking for a business development job.”

In Europe, more and more start-ups are using design thinking as a tool to innovate, Schmitt added.

So is design thinking the be-all and end-all of innovation? And how does one measure its efficacy or success rate?

“For me, it’s not about how many products are successful in the market. I care more about how design thinking deeply impacts the students, how they got the chance to experience the process, and how it changed the way they do things,” says Weinberg.

To date, D-School has done about 70 projects. One-third of the ideas were implemented at some point, the other third came up with solutions that led to different things, and one-third led to nothing.

Clients who worked on the project either left their companies or there was no follow-up from the clients’ side. The role of design thinking at D-School is to create innovators, not so much innovations.

In the case of Shimano’s Coasting programme, three years after its initial success, the company pulled the plug on the programme and manufacturers stopped rolling out coasting bikes because sales fell below expectations.

Some industry observers blamed it on the bike brands that weren’t doing their jobs to communicate the benefits of Coasting to retailers and customers, among other factors.

It wouldn’t be fair to say this design thinking experiment has flopped.

Suffice to say, design thinking isn’t the magic pill for success.

But “use it to its advantage: to give new insights, outline new ways of thinking, introduce new techniques or develop new entries to the market,” as innovation and design writer/editor Helen Walters (formerly with BusinessWeek and Bloomberg) attested in her talk “Design Thinking Won’t Save You.”

By LEONG SIOK HUI star2@thestar.com.my

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Thursday 20 December 2012

Reading opens up minds

BACK in my first year when I was asked to read cases by my professor, my immediate reaction was to ask how many pages were there to read.

My professor replied: “There’s no harm reading more.”

I also remember attending a scholarship interview where I was asked to give an account of the books I had read.

Proudly I answered: “I did not read any books besides the academic textbooks.”

It is really depressing and shameful that I took pride of my disinterest towards the habit of reading.

This may appear unusual for a law student like me to recount such a disinterest but I am afraid to say that many of my fellow Malaysian friends share such a disinterest, too.

Many students read for the sake of passing their examinations. Many spend time on computer games and working adults may find it tiring to read outside working hours.

As for myself, I turned impatient, disappointed, annoyed and even regretted choosing law as I later found out that I had to read hundreds of pages of cases every week (putting aside the textbooks, commentaries and other journal articles).

Over the years while in law school, I cultivated the habit of reading.

It was hard at the beginning when I had to flip through the dictionary to check the meaning of the words I did not understand, that I lost patience reading the countless pages of books and needless to say I shed many tears in my struggle to finish my law studies.

However, one thing I can assure you is that the sufferings bore fruit. Indeed, they were rewarding. I am no longer sheltered and ignorant.

My general knowledge and vocabulary have increased and with it, my ability to communicate. With the increased knowledge, I can voice an opinion if needed.

The habit of reading opened up my mind that I am now able to see things more objectively than before.

The treasure of knowledge also taught me to keep an open mind and not to accept another’s views blindly.

Reading news and non-fiction illuminates the world for us and reading fiction gives us what non-fiction cannot.

Through reading we travel and through books we find treasures. In those wanderings we find humanity, through the characters we find knowledge.

As how human beings need to be fed, knowledge serves as nourishment for our minds.

Reading opens up the door of knowledge, an important treasure for our country to achieve the 2020 Vision.
So, I urge all of you to cultivate the habit of reading, for yourselves and our country.

JUNE LOH Kulim, Kedah

Saturday 6 October 2012

Malaysia lures for its Gen Y youths?

KUALA LUMPUR: Gen Y youths young people usually recognised for their savvy in communications, media, and digital technology will benefit from the Government's move to draw quality high-tech and knowledge-driven investments to the country.

International Trade and Industry Minister Datuk Seri Mustapa Mohamed said with the Government's emphasis on developing the 11.4 million youths who make up 46% of the nation, it was important for Gen Y workers to have access to companies with good training, exposure and salaries.

“The Government is adopting new methods by looking beyond hard FDI (foreign direct investment) numbers,” he said here yesterday.

“Services companies are becoming more crucial to our economy, and their presence in Malaysia is relevant to the young through their (the companies') job creation.”

Mustapa said the Government was not only giving out fiscal incentives, such as tax holidays and training grants, to attract quality investments, but had also liberalised 18 services sectors this year, to follow the 27 in 2009.

He said such measures had yielded “fruitful results” with companies like Service Source, test and design company National Instrument and computer multi-national Hewlett Packard, employing large numbers of Gen Y workers.

“Service Source, a recurring revenue management company, came to Malaysia in 2010 with only 27 people.

“Last June, it surpassed 550 staff the majority being graduates or diploma holders and more than half of them are below 30.

“National Instrument is another sterling example. It offers a salary scheme to graduates equivalent to that offered by some investment banks in Malaysia,” Mustapa added.

The Jeli MP emphasised that FDI was particularly relevant to Gen Y, as the creation of employment and knowledge spillover from foreign companies allowed youths to be exposed to new technologies and cutting-edge training schemes.

He said these companies offered competitive salary packages.

“This will increase their knowledge in the industry and improve their employability,” he said, giving the example of oilfield services corporation Halliburton, which sends fresh graduates to their training centre in the United States for up to 18 months to gain specialised knowledge.

However, Mustapa said, there were challenges to attracting such investments.

“Some companies are not willing to pay more for talent, and so might face a higher turnover rate.
“There is also competition for FDIs from countries that offer bigger incentives or huge domestic markets.

“However, Malaysia offers a value proposition as we have a sound infrastructure and legal system, investor-friendly policies, and a talent pool that will be able to complement investors.”

International Trade and Industry Minister Datuk Seri Mustapa Mohamed has been working hard to bring in investments that Gen Y can benefit from. 

In an interview, he talked about the government's approaches and challenges faced.
Excerpts from the interview:

>What do you think of the state of Malaysia's economy?

There lots of of challenges globally and regionally. Europe is still in some trouble, America is not out of the woods yet. India is going through a difficult period politically and economically as well - there was a time where India was very bullish. Although growth is still good there, it's not that good as a year and a half ago. China is still going strong. The bright spots will be ASEAN, Africa, the Middle East.

Against that backdrop, our performance has been quite credible, our economy is doing okay, steady growth that is higher than the world's average. Unemployment rate is low, inflation is manageable, we have an issue with the deficit which is being managed well by the govt. We have strong reserves. Our fundamentals are strong.

Some factors leading to Malaysia's relatively strong state of economy are the fiscal stimulus, the Economic Transformation Programme, our diversified economy, and robust customer spending.

>Do you think the youth population of Malaysia will benefit from our economy?

Yes, our employment opportunities will of course benefit mainly young people. Many come out from universities and expect to get a job, a good job. Some come out and do temporary work, which is useful - working in a hypermarket or petrol station, for example - these are very important stepping stones as they allow you to get some experience.

Our graduates are not as selective as before, they are prepared to accept these jobs to sustain them for a few years before moving on to a better-paying one. Gen Y represents a big percentage of the Malaysian population, and the Government is mindful of the fact that this is a volatile and dynamic component of the population.

The issue is quality employment. Graduates being paid RM2,000 is not true reflection of what they can contribute. Some companies are not paying their graduates too well, some graduates are accepting jobs which require lower qualifications and for that reason salaries are lower.

Job opportunities are plentiful, that's not an issue here. We have lots of job opportunities in Malaysia but the challenge for us in government is to generate more quality employment opportunities.

From anecdotal evidence, many graduates are not happy with the entry-level salaries. That's why Budget 2013 focuses a lot on young people, including measures such as the Graduate Employability Taskforce with an allocation of RM200mil. This isn't new, we have Talent Corp, we have collaborated with various institutions like Mida to help young people.

We also have the 1Malaysia Training Scheme Programme (SL1M), which will increase the employability of graduates through soft skills and on-the-job training in private companies.

From MITI's point of view, our job is to stimulate investment, both domestic direct investment and FDI. We have been working very hard.

In an average year, the companies approved by the Malaysian Investment Development Authority (Mida) will normally generate about 100,000 new job opportunities. The ETP over the next 10 years will generate 3.3 million jobs, that makes 330,000 a year. That's the kind of number we are looking at, and many of these jobs will b available to young people.

>Are we making steady progress towards this goal?

Definitely. There's a company out there, Service Source international - they started small here but when I saw them two weeks ago they had a headcount of more than 500. Their plans are to add more. This is a company of graduates, most of the staff are either diploma-holders or local graduates.

Service Source have also launched a Protg Programme in the company where many fresh graduates are given on the job training at an executive pay package.

Another of fruitful result, is a company in Penang called Agilent which has 2,800 people. 900 of them work in research and development.

In Iskandar you have Legoland, people who work in these places command high salaries.

Of course in sectors like banking and finance they will be well-paid, there has been good growth in Islamic banking and finance in the country. As Islamic finance in Malaysia grows, as the country becomes a hub for the region, there are more opportunities created for young people.

>Why are foreign direct investments relevant to the young, particularly to Gen Y?

The creation of employment - without jobs, our youth will not find an opportunity to improve their economic standing.

Panasonic, for example, employs 20,000 Malaysians as executives and also as blue-collar, factory workers.

The other reason is knowledge spillover as a result of forward or backward linkages with foreign companies possessing high technology that invest in Malaysia, our youth will be exposed to new technology on their job. This will increase their knowledge in the industry and improve their employability as they move further in the industry and perhaps opportunity for them to carry out their own business operations as a vendor to the foreign investor.

Halliburton, one of the world's largest providers of products and services to the energy industry, provide specified training to its fresh graduates from six to 18 months while they are on the job.

They also send these Malaysian fresh graduates to Halliburton Technical Training Centre in the United States. This is an example of how knowledge spillover from FDI can benefit our youth.

>What is the Government doing to attract quality investments? 

We are more focused now, more targeted. We can't compete with some of our neighbours in terms of wages, but where we can compete are the areas where companies require higher skills, productivity. We target companies that are high-tech, knowledge-intensive companies.

The Government is considering GNI creation of any project or investment while also using employment creation as a complementing tool to measure a “good investment”.

In giving out fiscal incentives such as tax holidays and training grants; the Government targets knowledge-driven, research and development based companies that budget a large amount on capital spend on technology per employee.

We have to look at the supply side as well, increase the supplies of trade and human capital.

The Government liberalized 27 services sectors in 2009 and a further 18 services sectors in 2012. The intention behind this is to drive foreign investments which can create quality, high-paying jobs.

While recording low investments, services companies are becoming more crucial to our economy and their presence in Malaysia is relevant to the young through their job creation.

>Have these approaches been fruitful?

Yes, along with companies I already told you about, there's National Instrument - another sterling example, a test-and-design company. NI Malaysia offers a salary scheme to graduates that is equivalent to the salary schemes offered by some of the investment banks in Malaysia.

More importantly, it has a unique internship programme formed in 2009. In 2012, they admitted around 30 graduates and these interns were trained in R&D and manufacturing as well as IT applications.

There is also Hewlett Packard, which has its Operation Headquarters for Asia-Pacific here. We gave them a tax holiday - one of the ways we are attracting investments, as you asked before.

>But how do you know these foreign companies will hire fresh graduates rather than someone who has already been in the workforce for a while?

Well, some companies do prefer to take people from other companies rather than train fresh graduates. There are different ways to do it, and some companies to tend to take the easier way out. But I feel they should invest in youth, employ them, train them. The companies must play a better role in training youth, it can't just be left to the Government.

I'll bring up SL1M again - we've found that our graduates become much more employable after learning these soft skills - they become more proactive, more aggressive, more forthcoming. The government is doing that, but we urge and strongly encourage companies to play a more active role and train its new recruits.

>Are there any challenges when it comes to attractive quality investment?

It's a chicken and egg issue - companies will come here if we have a large pool of skilled graduates and manpower, and that will bring in more investments as well. On the other hand, if the skills are not available then they will not come. We need to increase the supply of human capital.

Companies operate on cost factors and many companies that are interested in Malaysia are still looking at low cost factors in Malaysia. Some companies are not willing to pay more for talent.

There is also competition for FDIs, Singapore, Hong Kong and Taiwan offers bigger incentives and has very liberal policies while countries such as Thailand, Vietnam and Indonesia continue to offer a huge domestic market which interests investors.

However, I am convinced that Malaysia offers a value proposition as we have sound infrastructure and legal system, investor-friendly policies and a talent pool that will be able to complement investors.

>What are some of the challenges a company may face in recruiting Gen Y workers?

In general, those companies which offer lower salaries are not so good with attracting good people. Those which are willing to pay a little more have better luck.

>Do you think these companies would be more inclined to hire expats?

In general, bringing in expats costs money, and if you add up, it will almost certainly be more than what you pay a local.

>Would local graduates be making more if they took their skillset overseas?

If you factor in other costs - rent, transport, cost of car... We found that at the top level, the gap is not that wide. Malaysians earn a decent income. The problem is the entry rates at base levels, entry point salary is where the difference is.

Once Malaysians leave, it is harder for them to come back because they've made friends, settled down, become part of the community. If our entry level salary is low, and because of that people work overseas, it will become even more challenging to build this talent pool.

In my view, if companies have better entry-rate salaries, it will help to prevent brain drain, and also solve some problems companies have when hiring.

>Do you think that the development of our Gen Y will meet the Government's aspirations of attracting quality investments?

In a way, some of our measures are short-term. We need more medium and long-term solutions, for example, reform the education system. It needs to be more hands-on, so we've got some measures like the National Education Blueprint.

We also need to regularly change the curriculum in schools and universities. Malaysians have to develop a love for skills, fight to get a job.

I would like to relate to you a story of a young girl by the name of Nani Abdul Rahman. She is an alumni of Yayasan Khazanah, which I chair. She read Law at IIUM and in her penultimate year, she interned at Khazanah. Khazanah Nasional offered her a job as an analyst and after working for a few years, she got an offer to do her Masters in Jurisprudence at Harvard University. Today, she is a senior personnel at one of the biggest Islamic banks in the world.

I have complete trust in our Gen Y. They are very confident and well exposed generation.

>How do MNCs feel about local graduates? Do they prefer those who graduated from foreign universities, Ivy Leagues and similar?

Some of our local graduate are good, some are outstanding. Many of our top corporate figures were trained in this country. Not every top corporate guy studied overseas. I don't think companies have a preference, it does depend on the person.

If you're a foreign university graduate but you're quiet, timid, aloof - the company will not want to take you on. It is the qualities a person holds.

Companies are looking for a person who is outgoing, passionate, ready to learn, good work ethics... These characteristics can come from a local or foreign graduate.

>You hold the importance of education in very high regard. 

Yes - even within my community in Jeli, the constituency I am MP for, I focus on developing human capital.

I run and fund the Darul Falah programme, which provides free tuition for students between 10-12 every Friday and Saturday. The focus is on English, Maths and Science.

The centre actually operates out of my house in Kelantan, it started about 15 years ago. I also have three other centres which have been up and running for three years now.

It is important in a rural area like Jeli, the children get some exposure. There has been improvement, but I am still not happy with it.

The programme has expanded to offer free computer classes, we hold camps, essay writing competitions in both Malay and English - I give prizes to the winners.

Last year when I was in Perth for work I met a number of students and one of them, a JPA scholar, came to me. She said she was an alumni of Darul Falah. Her father was a customs officer who used to send her back and forth on a motorcycle to Darul Falah when she was 10.

She is now a scholar reading Commerce at the University of Western Australia and she aspires to be a Partner at PriceWaterhouseCoopers.

It's moments like those that underline my conviction that education is the best investment.

>Do you have any advice for Gen Y looking to make a living in Malaysia?

Be prepared to start small, meaning, accept any job and learn while doing it. Shine in your job, by which I mean outshine others.

Discipline and passion are very important qualities. You need to be disciplined. Work ethics, passion - in my view, these are qualities some graduates are lacking. Passion and commitment are important.

The technical knowledge you earned is important, of course, but so are passion, discipline and commitment.

By TASHNY SUKUMARAN tashny@thestar.com.my

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Jul 27, 2012

Monday 20 June 2011

Companies that combine exports, research outperform competitors




Economists recognize that companies that export are more productive. However, a more complex relationship between exporting and investing in research and development may better explain the high productivity of companies in "economic miracle" countries such as China and Taiwan, according to a team of economists.



"The old story is that there's some type of magic that makes your company more productive if it exports," said Bee-Yan Aw, professor of economics, Penn State. "Actually what we found is that really productive firms tend to export in the first place."

The researchers, who released their findings in the current issue of the , said companies that exported and invested in R&D significantly outperformed other companies significantly in productivity, including companies that just began exporting. They examined data on the relationship between R&D investments, exporting practices and productivity for Taiwanese electronic product manufacturing plants from 2000 to 2004.

A company that both invests in R&D and exports is 123 percent more productive than a plant that does neither, said Mark Roberts, professor of economics, Penn State. A plant that exports, but does not invest in R&D, is only 35 percent more productive. A plant that only invests in R&D has productivity that is twice as high.



According to Aw, manufacturers may be tempted to seize higher productivity gains by investing only in R&D and not in exports, but the costs of implementing new technology and updating equipment could be prohibitive.

"There are often higher costs associated with that may make it impractical for companies to implement," said Aw. "Exporting may actually be a more desirable way to improve initially because it is relatively low cost."

The Penn State researchers, who worked with Daniel Yi Xu, assistant professor of economics, New York University, said companies that export gain a competitive edge by learning more from their customers, which are often larger companies in Western countries.

Because companies that export are more productive, they may have a significant advantage over non-exporting firms that are hoping to sell their goods overseas. Government programs can help ease this transition for non-exporting companies that are looking for customers in foreign markets, according to Aw.
"Governments can set up programs that help non-exporting companies connect with customers in other countries," said Aw. "In fact, that's what a lot of countries are already doing."

Provided by Pennsylvania State University (news : web)
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