Chris Aitken & Pupils, Wick High School

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@digiconx #d14
BROUGHT TO YOU BY

Mark Bell
Head of Enterprise and Innovation
Interactive Scotland

Alisdair Gunn
Project Director
Interactive Scotland

Lets create, what’s next ?
Alisdair Gunn
Project Director – Interactive Scotland

Dave Coplin
Chief Envisioning Officer
Microsoft UK

How to
outsmart
the digital
deluge

“Why work
isn’t working
and what you
can do about
it.”
PREVIOUSLY…

“How to
outsmart the
digital deluge”
OUT NOW….

"Aoccdrnig to a rscheearch at Cmabrigde
Uinervtisy, it deosn't mttaer in waht oredr
the ltteers in a wrod are, the olny iprmoatnt
tihng is taht the frist and lsat ltteers be at
the rghit pclae. The rset can be a toatl mses
and you can sitll raed it wouthit porbelm.
Tihs is bcuseae the huamn mnid deos not
raed ervey lteter by istlef, but the wrod as a
wlohe."

Prof. Irene McAra McWilliam
Head of School of Design & Director of Design
Innovation, Glasgow School of Art

Paul Baran
‘On Distributed Communications’
The Rand Corporation, 1964

• a future all-digital-data distributed network
• common user service
• wide range of users
• low-cost links
• high degree of connectivity
'On Distributed Communications’
Paul Baran, The Rand Corporation, 1964
the distributed communications
network concept

High Rise Glasgow
Edmund White, Hsin Chen, Shweta Manikashetti, Zane Gray, Hsin-chieh Yeh

designing for discontinuities
• designing alternative futures
• tools for intelligent decision-making
• foresight to generate insight
• action in the present

which future?
probable
[ like today, but bigger – or worse ]
Irene McAra-McWilliam

which future?
probable
possible?
[ like a menu of uninteresting choices ]

which future?
probable
possible
preferable
[ ethically directed towards human wellbeing ]

• Qualities of long life
– 0 - 100
• Extreme collaborations
– micro to macro
• Clusters and communities
– meso-economic
• Distributed care
– the sharing economy
• Flat leadership: ‘devo lux’
– power and participation
• Social and cognitive development
– the dominant ‘technologies’
digital futures:
opportunities

digital futures:
opportunities

Tony Ageh
Controller
Archive Development
BBC

Tom Loosemore
Deputy Director
Government Digital Service
Cabinet Office

Tom Loosemore
Deputy Director
Government Digital Service
@tomskitomski

GDS
Warning: there
are no drones
in this
presentation

GDS
Fasten your
seatbelts – I’m
here to talk
about public
services!

Create GDS
Fix publishing
Fix transactions
Go wholesale
GDS

The Government Digital
Service (GDS) is leading
the digital transformation
of government.
GDS

What have we done so far?
@MTBracken GDS

We’ve had to
start with the
basics

Alpha version of GOV.UK May 2011

Beta version of GOV.UK January 2012

This is what
GOV.UK looks
like today, after
thousands of
small
improvements
GDS

Everything’s in one place,
designed with empathy to
meet people’s needs.
It is simpler, clearer and
faster.
GDS

"What is the Government’s
policy on Afghanistan?"

GDS
770+ transactions in central government...

Most of them are very small...

GDS
We’re transforming 25 of
the most important
transactions

GDS
ww.gov.uk/government/publications/digital-skills-in-the-civil-

Government’s
supplier base
used to be
here...
GDS

GDS
G-Cloud: Open supplier market

We’re not here to improve
government websites.
We’re here to improve
government.
GDS

So far, we’ve
just been fixing
the basics

@MTBracken GDS
Let’s speculate a little...

@MTBracken GDS
The Future of
Government won’t
come from us

@MTBracken GDS
We’re just making sure
some sort of future is
possible

@MTBracken GDS
But neither will it come
from a policy paper
written in Whitehall,
Brussels or DC

@MTBracken GDS
It’ll emerge from the
places government
actually gets made

@MTBracken GDS
Civic infrastructure gets
made on the ground

@MTBracken GDS
And we can learn from
those who’ve gone
before

@MTBracken GDS
Networking what
already works

@MTBracken GDS
“small pieces
loosely joined”

@MTBracken GDS
A network emerges

@MTBracken GDS
Not
centralised,
not
decentralised,
but distributed

Not centralised
Not localised
But networked

@MTBracken GDS
Building huge
capacity

@MTBracken GDS
Making our tools
and platforms
beautiful

@MTBracken GDS
There’s a parallel here
to what we’re doing

@MTBracken GDS
It’s starting already...

In Reading
DEFRA are
applying agile
transformation
to the CAP
GDS

In Swansea
DVLA are
creating new
motoring
services
GDS

In Newcastle and
London HMRC
are transforming
their architecture
GDS

MOJ are about
to start
transforming
courts
GDS

@MTBracken GDS
New civic infrastructure
is emerging...

@MTBracken GDS
It’s open, user-focused,
iterative, quick
Focused on people not
policy

GDS
Painting these
won’t help

GDS
We need to build
some of these

Thank you
gds.blog.gov.uk
@gdsteam

Jeff Moriarty
Chief Digital & Product Officer
Johnston Press

Re-inventing Local Media
Jeff Moriarty, Chief Digital Officer, Johnston Press
@jeffmoriarty
Re-inventing Local Media179

180180Re-inventing Local Media

8-10 billion devices are internet
connected today
Forty billion devices by 2020
23% of US adults get their news on at
least two devices

Weekday Patterns by Newspaper Platform
0
5
10
15
20
25
30
35
40
Print (80%)
Computer
(60%)
Smartphone
(26%)
Tablet (12%)
182
Question: Thinking of your typical weekday, when do you usually read or use a local daily newspaper in the following format?
(N=1,896) Multiple mentions allowed.
© 2012 Newspaper Association of America

16% Total audience growth across print & online
4 million more digital users in December, YoY (from 9m to 13m)
Over 500,000 newspapers sold every day
24 million readers in print and digital
183
33% Local digital display advertising growth
25% digital revenue growth, YoY 2013H2
Re-inventing Local Media

Rateofchange
Digital Kitbag
Rich Media Ads
Smart List
Daily Deals
e-commerce
Social
Deals
Dating
Advertising
Classifieds
Stamford Mercury
StageCoach
Times
Jobs
Johnston Falkirk
Cattle Auctions
Tides
Chemist Opening
Weather
MobileWeb
Planning apps
Video
Ads
Web Ads
BMD
Traffic Travel
Video
Offers
Events
Rental yields
Ofsted reports
Classf’d
300+ titles
50+ newspapers
A 300 YEAR PERSPECTIVE
186

Readers show a willingness to pay
for differentiated content in a
premium environment

Source: Forrester Research
Casual
Print-
engaged
Online/
mobile-
engaged
Willingness to pay for content is there, or not
Print-engaged favor a format and editorial
approach that resembles a newspaper, even
though they are eager users of new technology,
more willing to pay for Globe content. (18%)
Online/mobile-engaged prefer a wider “news
surveillance” activity that draws them to search
engines, email links, and other digitally-directed
modes of discovery, could be attracted at a lower
weekly price point
Casual readers prefer to engage Globe content –
some print and some web, but both less
frequently, some willingness to pay

$14.99/mo
Digital only
Free with
print
subscription

One brand does not fit all….

Content is not what it used to be.

Curating reader contributions
offers new opportunities.

The Bourne experiment
 High profile launch in Bourne –
wrap/leaflet drop
 Alternative 'soft launch' and
cumulative approach in Rutland
Times
 Differentiation – colour coded
page furniture
 Recruitment phase is critical
 Social media endorsement
(Bourne 700 to 1,500 Twitter
followers)
 66% UGC rising to 75%

201
Community board
runs the paper
18-20 contributors:
3-4 journalists
Community of
columnists and
growing

Roger De’Ath
Head Mid-Market Apps & UK Search
Google

The New Digital Business
The Transformation Agenda
Roger De’Ath
Head Search & Apps UK, Google Enterprise
@cptj007

In A Digital World Everything Is Connected

Companies must succeed in creating transformation through
technology, or they’ll face destruction at the hands of their
competitors that do.
“
”
Source: Capgemini & MIT Sloan Management Review, 2013 Digital Transformation Global Executive Study & Research Project,
http://sloanreview.mit.edu/projects/embracing-digital-technology

The Digital Advantage
Source: Capgemini & MIT Sloan Management Review, The Digital Advantage: How Digital Leaders Outperform Their Peers In
Every Industry, 2013
Revenue Profitability Market Valuation
+9%
+26%
+12%
In a 2 year study of 400 large firms - digitally
mature companies outperform their
competitors.

The Digital Advantage
Commences Digital Transformation
with Google
with Google
with Google
with Google

Digital Businesses Are Fundamentally Different
1
2
3
4
5
Engagement at scale by leveraging the web and
technology to build brands and engage customers
The collective intelligence of the entire organization
is available to EVERY employee.
Work and processes are collaborative, mobile and
real time.
Data is the core and is available in formats that are
digital, sharable and structured.
Technology is intuitive people work the way they
live.

Transform with
Digital Marketplace Digital Workplace
1 Engage at Scale Collective Intelligence2
Collaborative, mobile & real
time
Data is the core
3
4
Digital Core
5 Technology is intuitive

Corporate transformation,
engagement, virtual teams
Functional training, change
management, adapt process
Operational efficiencies, rapid
technology, delivery and
adoption
Deliver transformation at all levels
Culture
Business
Technology
Collaboration, innovation,
engagement, speed,
flexibility, talent retention
Process agility, productivity
gains, mobility, knowledge
discovery
Lower TCO, lower CapEx,
accelerate technology
refresh, rapid upgrades

66%
of ‘50 top Start-Ups”
have gone Google
44%
of the FTSE 100
have gone Google
74
of the top 100 Universities
have gone Google
* * *
Source: 66% - 2012 WSJ Top 50 Start-ups; 58% - 2012 Fortune 500 Report; 72 - 2013 US News and World Report

EducationGovernmentManufacturing
TravelRetailMedia
Industries are going Google

Transformation | The CxO Agenda
Executive leadership must be the stewards of the new digital mindset.
They must recognize that the separation between technology and business has vanished.
“
”
Source: The Guardian, ‘Every Business Is A Digital Business’, Nick Millman, Managing Director, Accenture Digital, 2014
Innovation
Workplace Customers
Brands
Talent
Technology
Decision-making

The biggest risk
is not taking risks
Google Confidential and Proprietary
@Google: 10x is better than 10%Google - 10X not 10%

Thank You
@cptj007
rogerd@google.com

Chris Aitken & Pupils
Wick High School and
Debbie Forster Apps for Good

Apps for Good
Our approach—course framework
App
Development
Basics
Idea Generation:
initial ideas &
problem solving skills
Product
Development:
prototyping, testing
& business models
Screening & Scoping:
practical market
research & technical
feasibility
Pitching & Competition:
Pull together all key artifacts into a pitch
for a chance to win expert investment

Just In Case!!
• http://apps.appshed.com/248922

Chris Aitken & Pupils, Wick High School

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Chris Aitken & Pupils, Wick High School