3 Nov - Don’t miss what’s right under your nose, which may be an engineer with the right mix of curiosity and talent, says Leda Glyptis. They are the key to your future. For the last four years, I have had a rough pencil sketch sitting on my desk. Stick figures, infrastructure diagrams and Cupids. In this time, I’ve moved jobs, companies and continents. Yet, this sketch is still to hand, resplendent in bad art, coffee stains and all kinds of creases and rub marks from frequent moves and frequent handling.
It started life as a jovial attempt at explaining to HR what type of person I was trying to hire. It turned my star engineer into a stick figure character building bridges, busting legacy and getting a hug from the Corporate as the latter realises that said star engineer is the key to not just working out the future, but making the future work. Him. Star engineer extraordinaire. Not what he does, not what he knows: who he is.
Taking a step back to take a leap forward
Our banks are complicated beasts fed by unexpected growth and strategic acquisition, not design. Infrastructure came to serve the business, which in turn grew around the point of sale, itself reflecting the client need or at least the market opportunity. As things changed, tweaks were made and complexity was added. We didn’t scrap and start from scratch at any point. We optimised and streamlined, and above all else we specialised. There is hardwired separation between functions in banks. The silos may emerge separating units out by virtue of what they do or who they do it for; slicing functions by business or creating groupings by ‘step’ in a value creation process. Whatever the heuristic tool deployed, separation exists partly for regulatory proposes and partly to get a handle on the complexity of the business. After creating complexity, we added complexity to manage said complexity. Anon. The result is a degree of specialisation so extreme it becomes de-skilling to staff, who often become unable to change what they can only see a fraction of, and process has to trump logic in the absence of adequate information.
This situation is even more extreme in corporate and institutional banking, where such labyrinthine complexity is matched on the client side. That correspondence isn’t accidental – the organisations grew together and the constraints of available technology were common, as were the drivers of profitability. It worked, but there was no science behind it. It was good because it worked, and now it doesn’t really work any more, which means that no matter how good you may be within this setup, the setup is no longer any good.
What’s technically available combined with regulatory trends and increasing market demands means that it’s not your delivery that needs to be revamped: it’s your entire organisation, since it was a vehicle suited to a particular product, a specific delivery discipline, a moment in time. We know that. We are dealing with that. But old habits die hard and we’re still trying to fit change in the same organisational shape, still hiring and managing with the old hat on: looking for ‘fit’, looking for people who can do the job, even as it’s changing, because they’ve done it before. We’re looking for people who can prove they have the technical or product knowledge we needed yesterday, so we can tackle tomorrow. We’re still all about knowing, not learning. I hate to break it to you, but that doesn’t work any more.
Do what no one has done before. Every day
The stick figure at the heart of all this, my then star engineer, wasn’t a star because of what he knew. He was a star because of what he was willing to learn, and what he was able to do with what he learned. He was hired as a Java developer, and started playing with REST APIs in his own time, before it turned out we needed that skill for the day job. He was learning Scala and Kafka in his down time, had a PhD in theoretical physics and was a bit of a film buff. And if you’re like my HR guys, glazing over at this point, then wake up! Because it matters. His innate curiosity and tinkering nature matter. The fact that he’s interested in seemingly unconnected things absolutely matters. The fact that he has a horizon absolutely matters, because in a changing world of emerging capabilities, it’s who he is, not what he knows, that will make him useful to the corporate; his willingness to learn, understand, tinker and observe. Not what he did before, but what he’s willing and able to do next.
Assuming you could find him. Assuming you could recognise the super power. Assuming you manage to hire him. Do you understand what about him makes him valuable? Do you know how to manage him to get to that value?
The star engineer in question once ran regression testing on the colour distribution of candy in M&M packets. True story. The batch number apparently has no impact on how many brown ones you get. It was an ongoing experiment: every time someone in the lab had M&Ms, the data was logged and crunched (pun intended). Once a week, he would run the analysis and observe. It took no more than five minutes a day, but it worked wonders for the atmosphere in the lab. The shape of the questions the young’uns felt permitted to ask. Not just about candy. And that wasn’t even his intention. He genuinely wanted to know how the colour distribution worked, and without asking. He wanted to work it out. That’s the whole point. But every time a client visited the lab, the business wanted the M&M board covered up, and that’s when my stick figures went from joke to talisman.
In a world that’s coming to rely on learning more than knowledge as a survival skill, a business needs at the very least the ability to learn to recognise what it needs to learn in order to survive. M&Ms may not hold the answer to everything, but looking for patterns, answers and paths does. And if you find someone who thinks that way and can cut code, hire them and then give them a hug. Mould your organisation around them, because they will find a way to deal with your legacy and take you into the future. And since they like to learn new things, they will learn how you make money today. And since they like figuring things out, they will play around with how you can make money tomorrow (till they work it out).
As I said: stick figures, infrastructure diagrams and Cupid. Let’s face it. The infrastructure diagrams were for you, to reassure you. They don’t need them. They see the matrix. It’s time to stop seeing the people that hold the key to your digital future as stick figure abstractions with unknowable skill sets, and it’s time to get to know them and let them get acquainted with the guts of the business. The separation of old has outlived its usefulness. It’s in the way of your future profitability. Away with it. Love your engineers. For they shall build the Earth for you to inherit.
| A BANKNXT release written by Leda Glyptis || November 3, 2017 |||
About a year ago, I left my job as a salaried mechanical engineer because I didn’t have as much ownership in my projects as I wanted. I wanted a career with more accountability and engagement with what I was working on, and I wanted more control of how I was spending my time.
So I decided to become a freelancer. Here’s what I’ve learned about how to start an engineering consulting firm (which sounds way fancier than freelancer).
Being a freelance engineering consultant means you get to pick your clients and projects and be flexible in how you spend your time. But being a freelancer also means that you don’t always know when your next paycheck is coming. That stress aside, you can make your freelance life much easier by following a few simple rules.Engineering Consulting Requires the Right Tools and Materials
I’m a mechanical designer, which means that I make my clients’ ideas into physical things, such as an insert for a blender or a mountable light fixture. In addition to ideation, I design, model, and prototype, so to complete projects, I need access to a modeling program and a 3D printer. By joining a hardware-specific co-working space, I have access to those tools whenever I need them. Think about the tools you need and whether you have access to them. A few up-front investments in time or money can help you out in the long run.
Because I also make prototypes for clients, I need materials. Through my network of makers, I’ve discovered many raw-material suppliers and manufacturers (mostly local!) that are already vetted. Never underestimate the power of your network. You can also use the Internet; the Internet has everything.
Make Connections, and Follow UpKnowing where to find opportunities is one of the biggest struggles for freelance engineering consultants. In my co-working space, I’m surrounded by people with ideas for physical products, so our needs often match up. But uncovering those needs requires interacting with people or—gulp—“networking.” Networking doesn’t need to strike fear in your heart. Going to industry meet-ups in your area is a great way to start. Look for meet-ups with people of various backgrounds; that way, you’ll connect with more people who may need your skill set.
Continue here to read the full article released by Redshift || November 3, 2017 |||
A free trade agreement (FTA) between India and New Zealand has stalled, with one official describing the deal as surviving on “life support” write Shane Cowlishaw and Sam Sachdeva for Newsroom
While the focus is currently on the looming TPP deal and how that will be affected by New Zealand’s decision to ban foreign property buyers, it had been hoped some progress could have been made towards a deal with India, the world’s second most populous country.
Last year, then-Prime Minister John Key visited India and after meeting his counterpart Narendra Modi said great progress had been made.
"They were the most forward-leaning statements around a free trade agreement we've heard from the Indian government. (Modi) wants to make progress relatively rapidly and he wants it to be comprehensive," Key said at the time.
"Prior to coming here we weren't really going anywhere on the FTA - now you've got some very clear direction."
Despite that direction, no progress appears to have been made in the year since.
Several diplomatic and trade officials spoken to by Newsroom in India said there had been no movement and work was barely sputtering along on “life support”.
Dairy was the issue, with Indian businesses wary of letting New Zealand into the market and little chance of a change in stance.
A more plausible scenario was working towards a bilateral or multi-country deal involving Sri Lanka, and sending New Zealand goods to India through the close neighbour which had its own FTA with India.
Speaking to Newsroom in New Delhi, New Zealand’s High Commissioner to India, Joanna Kempkers, said there had been 10 rounds of negotiations between the two countries but admitted the deal was on a “slow boil”.
“It would be fantastic for New Zealand and it’s one of our key objectives but we’re realistic to the difficulties of that because, while New Zealand ourselves might not be a problem, we do have some sensitive sectors, dairy being one of them.”
While there were some “commonalities” between the New Zealand and Indian industries, there were areas where New Zealand could be of particular value, she said.
CONTINUE HERE TO READ THE FULL ARTICLE ON NEWSROOM || NOVEMBER 3, 2017 |||
3 Nov - Australian telco giant Telstra has completed the purchase of MTData as it bids to strengthen its IoT capabilities. Specialising in connected vehicle and fleet management technology, MTData, also Australian-owned, has around 70 staff and also operates in New Zealand, the US, Canada, the UK and the Middle East. The purchase price is yet to be disclosed.
Telstra already operates the largest mobile network in Australia, which is also one of the largest in the world, and is looking to diversify its portfolio of assets.
In a blog post, Telstra’s Executive Director of Global Products Michelle Bendschneider said: “MTData will bring fresh expertise to our business, including the technical know-how and software expertise to help fast track our Enterprise Connected Vehicle offerings.
“It’s part of our goal to build out our IoT ecosystem for our customers. It also supports Telstra’s focus on being a leading provider of innovative technology solutions for customers in Australia and globally.
“Since MTData began in 2003, the team has been built on a culture of innovation and a resolute focus on developing solutions that provide a tangible benefit to their customers’ business.”
MTData serves industries including transport and logistics, mining, oil and gas, agriculture and waste management. In 2009, 2010 and 2011, it was named on Deloitte’s Technology Fast 50 list.
| An AustraliaBusinessReview release || Nov 3, 2017 |||
2 Nov - The proposed Employment (Pay Equity and Equal Pay) Bill looks set to become law in the coming months. Max Whitehead, Managing Director of Whitehead Group, says that despite the Bill’s best intentions, it is practically inevitable that the Bill will place unbearable strain on some employers, especially small employers.
“The consequences of this could be a large shift in the workforce away from employees to contractors and will likely result in fewer jobs being available overall,” says Mr Whitehead. “There is also a chance for exponential inflation as the “wage envy revolution” gains momentum.”
Mr Whitehead says the Bill also runs the risk of encouraging men into a preferential position as the legislation brings with it much risk for employers, but only if the employee is female.“Our advice to employers is to brace themselves for soaring wages and ensure that they have legal advice ready for when this legislation takes hold and the floodgates open. Claims for backpay can extend up to six years, a burden many won’t be able to bear.”
Mr Whitehead expects a range of claims under this legislation in all sectors before precedent is established. “For those in higher earning brackets, we say get ready for extensive bargaining and make sure that when the increased salary wave hits you are ready to ride it.”
| A Whitehead Group release || November 2, 2017 |||
Emirates has unveiled the first aircraft in its fleet with a new livery dedicated to Expo 2020 Dubai. The decal was installed on A6-EPK, an Emirates Boeing 777-300ER aircraft, at the Emirates Engineering hangar.
The unique and striking livery is based on the Expo 2020 logo inspired by an ancient gold ring excavated in Dubai and it underlines Emirates’ support for the vision of Expo 2020 Dubai. Emirates is the Official Airline Partner of Expo 2020 Dubai.
Emirates operates daily A380 services from Auckland and Christchurch to Dubai and beyond and the decals will be seen in New Zealand over time as Emirates will dedicate a total of 40 aircraft from its fleet, both Airbus A380s and Boeing 777s, to be emblazoned with the dedicated Expo 2020 decals; starting in 2017 through to the end of Expo 2020 Dubai. In addition, all aircraft in Emirates’ fleet will also carry a new Expo 2020 nose decal.
Emirates will be installing three different decal designs to reflect the different themes of Expo 2020 – namely, opportunity, mobility and sustainability. The theme of the first decal installed was ‘mobility’ which also relates to Emirates’ role as a connector of people, places and opportunities, as the airline links over 150 destinations in 84 countries to, from, and via its hub in Dubai. The main theme of Expo 2020 Dubai also revolves around ‘Connecting Minds, Creating the Future’.
His Highness Sheikh Ahmed bin Saeed Al Maktoum, Chairman and Chief Executive, Emirates Airline and Group, said: “Expo 2020 Dubai will be an important platform facilitating a global exchange of ideas, collaborations and partnerships across a range of industries and domains. Emirates is gearing up for this landmark occasion and championing the vision of ‘Connecting Minds and Creating the Future’ through the new Expo 2020 decals that will be installed on our aircraft.”
The Expo 2020 decal installed by the Emirates Aircraft Appearance Centre is one of the largest decals to be applied on an Emirates Boeing 777 aircraft. It is also the first time that the surface area on top of the aircraft has been covered by a decal. The Expo decal applied on the Boeing 777 covers over 40% of the aircraft fuselage surface area. The design spans over 37.8 metres in length and 12 metres in width. The decal was designed, printed and installed by Emirates’ in-house graphic shop team. It took a team of six staff over 84 hours to complete the decal installation.
The Emirates Aircraft Appearance Centre has installed a number of eye-catching decals on Emirates’ aircraft over the years including the majestic ‘United for Wildlife’ decals and a number of customised decals celebrating Emirates’ football partnerships and a global love for sports.
| AN EMIRATES RELEASE || NOVEMBER 2, 2017 |||
Palace of the Alhambra, Spain
By: Charles Nathaniel Worsley (1862-1923)
From the collection of Sir Heaton Rhodes
Oil on canvas - 118cm x 162cm
Valued $12,000 - $18,000
Offers invited over $9,000
Contact: Henry Newrick – (+64 ) 27 471 2242
Mount Egmont with Lake
By: John Philemon Backhouse (1845-1908)
Oil on Sea Shell - 13cm x 14cm
Valued $2,000-$3,000
Offers invited over $1,500
Contact: Henry Newrick – (+64 ) 27 471 2242