The Official G20 YEA Summit Publication

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Digital Trends for Future Business

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The Official G20 YEA Summit 2017 Publication JUNE 2017

G20 YEA I ContentS Features 16 I Boost your AIQ: Transforming into an AI Business

By Paul Daugherty

18 I How G20 Nations can help Young Entrepreneurs with their businesses

By Carsten Lexa, LL.M.

22 I Why the G20 needs to support Young Entrepreneurs

54 I Vertical Scroll for Modern Digital Content Experiences

By Alex Gill


By David Blankenship

58 I Entrepreneurs across the world have an important role to play: G20 Road to Inclusiveness

By Winston Chan

60 I Digitization in Nursing: Blessing or curse?

26 I Get Ready: What you need to know about the Internet of Things

30 I Pursuit of Happiness

63 I Unshackling the Blockchain: Will it change real estate

By Julie Silard Kantor By Leslie LatchMAN

32 I Collaborative, Digital and Young: How international youth networks are driving Global Development By JCI INTERNATIONAL

By Kelly Lovell

38 I Predicting the President: The hidden power of language and emotions

By Philipp Kardinahl

42 I The urge to create is a basic human instinct By Janina Ander

46 I Repositioned for the future


48 I How industry 4.0 enhances industrial machinery engineering processes By Sara Mancini

49 I Digital trends and global growth facing sustainability wall

By Gaetano La Rocca

50 I Re-Imagining the workforce in a Digital Future

62 I Industry 4.0 for Workers 4.0


By Filippo Sottovia

By Angelica Donati

64 I Brands and Innovation: Not So Strange Bedfellows

By International Trademark Association

68 I Eden Roc at Cap Cana

34 I The Digital Revolution: Dynamic talent tracking as the future of business

By Nadine Lexa MAS

By Shingai Manjengwa

70 I Punta Espada Golf Club 72 I Augmented Marketing


By Omaid Hiwaizi

76 I What G20 governments should know about Big Data

By Nicolas Zahn

78 I The case of Aquaponics

By Émilie Nollet & Olivier Demers-Dubé

82 I The Age of Em: Work, Love and Life when Robots rule the Earth

By Winona Roylance

86 I Optimizing Human Performance: Tools You Need to Succeed

By Sally Ng

90 I Vision to Give

By SOLO Eyewear

94 I Internet Privacy around the World

08 Carsten Lexa LL.M. G20 YEA President, Germany 09 Xia Bing Chair, Steering Committee, G20 YEA President, G20 YEA China 10 Bruno Sanguinetti G20 YEA President, Argentina 11 Alexander Kulitz President of the Wirtschaftsjunioren Deutschland (Junior Chamber International Germany) 12 Dr. Stormy-Annika Mildner B20 Sherpa 14 Dr. Eric Schweitzer President of the Association of German Chambers of Commerce and Industry (DIHK) 15 Dorothee Bär, MP Vice Minister, Federal Government Coordinator for Freight Transport and Logistics

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G20 YEA › Berlin ❙ Germany ❙ June 15–17 ❙ 2017 / WJD.DE

Publisher Chris Atkins 001-801-7835120 (ext 200)

‘The G20 Young Entrepreneurs´ Alliance (G20 YEA) is a global movement of young entrepreneurs and the organizations that support them in the G20 member states. As the organizations that champion young entrepreneurs, the G20 YEA is committed to engaging the G20 leaders in a discussion about the value of young entrepreneurs to our societies and communities. The Alliance convenes each year in advance of the G20 Summit to share best practice and champion the importance of young entrepreneurs to the G20 agenda. Homepage of the G20 Young Entrepreneurs’ Alliance: Homepage of the 2017 Summit in Berlin:




G20 YEA President, Germany Carsten Lexa, LL.M. G20 YEA President, Argentina Bruno Sanguinetti

Digital Trends for Future Business

Creative Director Christian Gilliham (+44) 7951 722265


President of EMEA Tyrone Eastman

Digital Trends for Future Business 01_YEA_MAIN COVER.indd 1


07/06/2017 13:13

JCI Germany (Wirtschaftsjunioren Deutschland (WJD)) is the host for the 2017 G20 YEA Summit. It is the largest German association of young leaders and entrepreneurs in Germany with more than 10,000 active members under the age of 40 and a network of over 210 local organizations across Germany. Homepage of JCI Germany (Wirtschaftsjunioren Deutschland): Carsten Lexa is the G20 YEA President Germany and a member of the National Board of JCI Germany, representing JCI Germany in the G20 Young Entrepreneurs´ Alliance. Carsten Lexa can be reached via E-Mail: and on Twitter (@kanzlei_lexa) and Facebook (@kanzlei.lexa)

The Official G20 YEA Summit 2017 Publication Publishers note

Chris Atkins Dear Entrepreneur’s I would like to take this opportunity to thank the G20 YEA German host committee, especially Carsten Lexa, for his dedication to helping make this a successful inaugural edition of the Official G20 YEA Summit publication. The G20 YEA Summit is a vital for the future of business to encourage these brilliant entrepreneur’s to develop new technology and ideas, that can lead to breakthroughs for all areas of industry. The CAT Company has a 20-year history as the foremost publisher of the G20 Business, G20 Leaders, G7 Leaders and APEC CEO Summits.


The CAT Company is honoured to be the publisher for the G20 YEA Summit and publish the first ever G20 YEA official publication. The idea was to create a broad-based publication to highlight the priorities of the G20 YEA Summit and showcase some of these entrepreneur’s. We hope you enjoy our publication and we look forward to publishing our second G20 YEA official publication for the G20 YEA Argentinian presidency in 2018.

Chris Atkin, President, THE CAT COMPANY INC



› WELCOME: Shinzo Abe, Prime Minister of Japan › ECONOMY The Export Crisis



E xecutive Talk Series

› GCEL Digital Ecomomy and Data Security


G20 › Berlin ❙ Germany ❙ May 2–3 ❙ 2017

G7 › Ise-Shima ❙ Japan ❙ May 26–27 ❙ 2016


G7 Executive Talk Series

The Official ICC G20 CEO Advisory Group Publication

G7: Beyond 2016


› LEAD FEATURE: The Future of Work › GCEL: In Today’s Digital Era Can New Technology Deliver Inclusive Economic Growth?

The Official ICC G20 CEO Advisory Group Publication


Executive Talk Series

› INTA: Brands and Innovation Not So Strange Bedfellows



› POVERTY: The Abundance Intelligence Response The G20 Magazine for VIP’s ,Delegates ,Diplomats and World Leaders

The G7 Magazine for VIP’s ,Delegates ,Diplomats and World Leaders

› Global Infrastructure: Connecting Global Insights › Unlocking SME Potential: Economic Growth


› GCEL: The E-Hub of the World is a must › Eneco Holdings: New Energy Source

A Commercial Publication by the CAT Company to commemorate the Ise-Shima Summit

CATCOMPANYInc Publications

The G7 Magazine for VIP’s, Delegates, Diplomats and World Leaders

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The Authoritative G20 Magazine for VIP’s, Delegates, Diplomats and World Leaders

04/05/2016 18:32

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› Lead Feature: The Future of Globalization and International Trade



Giti Group invites G20 Countries to engage with Indonesia and Southeast Asia in creating a future

The State of Climate Negotiations: What to Expect after COP 21


› GCEL: In Today’s Digital Era How we Rebalance the Global Economy?

The G7 Magazine for VIP’s, Delegates, Diplomats and World Leaders

19/08/2016 18:14

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24/04/2017 14:17

The Official G20 YEA Summit 2017 Publication Welcome

Carsten Lexa, LL.M. Young entrepreneurs – do it their way! I

n a few days the young entrepreneurs of the world will have made their decision. They will have made their decision on what is important to them regarding international business, strengthening entrepreneurship and fighting youth unemployment. Their decision will be expressed in the G20 Young Entrepreneurs´ Alliance (G20 YEA) 2017 Communique, a set of recommendations and demands that will be handed over to leaders of G20 nations, members of national and state administrations, important influencers and the media. And the world will listen. This is not because of some strange incidence or simply because “the time is right” to listen to the younger generation of entrepreneurs. This is because since 2010 the G20 YEA has pointed consequently on the difficulties and challenges that young entrepreneurs have to endure in the G20 countries and that need to be addressed to create jobs among the youth and strengthen youth entrepreneurship. Backed by serious research in the area of entrepreneurship among young people provided by the Knowledge Partners of the Alliance, Accenture and EY, the G20 YEA has developed each year a Communique that showed continuance regarding the demands and flexibility regarding the actual recommendations. Therefore, the G20 YEA has demonstrated that it isa reliable partner to express the concerns of the young generation of entrepreneurs in the G20 states and to provide real-world recommendations on how to improve the status quo. And the young entrepreneurs matter more than ever. They are flexible, filled with fresh ideas on how to do business, unimpressed by barriers whether in people´s heads or around countries and excited to change the world – in a nutshell: they are not afraid of the status quo and of change. And why should


they? The world around them changes rapidly, they cannot ignore this and they have to adapt. But that´s what they do since they started their own entrepreneurial journey. They are actively involved in using the tools that are provided to them to build their businesses – and these tools are digital. I am very happy that JCI Germany (Wirtschaftsjunioren Deutschland) and myself as hosts of the 2017 Summit were able - for the first G20 YEA Summit ever –to team up with The CAT Company to provide you, dear reader, with an official Summit publication. In this magazine you will read about the “digital way”, about some of the ideas of the young entrepreneurs and about how digital tools can be used to start or drive businesses. I would like to thank all the contributors for providing their stories and insights! Digital is the way to go and young entrepreneurs are as good as never before equipped to face the business challenges that are presented to them. I have no doubt that you, dear reader, will agree on that after reading the fascinating articles in this publication. And if you want to learn more than do not hesitate to contact the author of the respective article – they are all more than happy to discuss their ideas and businesses. The journey for the G20 Young Entrepreneurs´ Alliance to be the voice for young entrepreneurs in the G20 countries will continue. The world desperately needs new ideas to strengthen entrepreneurship among young people and I know for sure who will provide them…. Enjoy this publication and if you have questions, comments or simply would like to get in touch – please contact me:

Carsten Lexa, LL.M. G20 YEA President, Germany


Digital Trends for Future Business Welcome

Xia Bing T

he G20 Young Entrepreneurs’ Alliance (G20 YEA) is a collection of organizations across G20 countries that promote youth entrepreneurship to drive economic renewal, job creation, innovation and social change. The alliance represents more than 500,000 young entrepreneurs. Each year, the G20 YEA brings together hundreds of the world’s top young entrepreneurs to share their ideas with B20 and G20 leaders to catalyze global change. Our Summit this year will be built around the theme “Digital Trends for Future Business” and will examine how digitalization can shift the commercial landscape, creating both opportunities and challenges for entrepreneurs. Take my country China for an example, in 2016 China’s eCommerce market has become the largest in the world and is projected to total $1.6 trillion in approximately two years, accounting for approximately 29% of retail sales within the country. At the same time, digital wallets have also surpassed bank cards and become the number one payment method of choice for Chinese shoppers accounting for 31% of all transactions.

Therefore, a deeper understanding of how these trends will affect future entrepreneurs, especially young entrepreneurs — the “digital natives” —, is critical to both business practitioners and policy makers. For that reason, we are pleased to welcome you to our Summit this year and join hands with young entrepreneurs from across the world for a series of engaging discussions on these topics. Together, I am confident that we will be inspired by each other and come up with new ideas and findings that we will include in our future Communiqué to the G20 Leaders. I will also encourage you actively take part in the various social events provided by the Summit and make best use of these opportunities to build up your global network of young entrepreneurs and partners. Lastly, I wish you a very pleasant and fruitful stay in Berlin and trust that this trip will be an enjoyable memory to add to our shared G20 YEA experience.


Xia Bing, Chair, Steering Committee, G20 YEA President, G20 YEA China

Berlin_Germany 2017 09

The Official G20 YEA Summit 2017 Publication Welcome

Bruno Sanguinetti A

s Sherpa for Argentina, I would like to extend you a wam welcome, and thanks all of you to participate in this wonderful summit. Being a member of the Alliance, a community that works the hole year adding value to the entrepreneurs and also defending the place that they represent in this globalized world, is a big pride for Argentina and our organization, Came Joven. The fact that you are here today, reading this article, is the greatest indicator that the work is going in the right direction, event though we still have a long way to go. In this Summit, you will find many delegate from different cultures, but all of them with similar objectives. Learn, disrupt, meet people and build a net of contacts that can help in building new business opportunities. You will also find speakers, that are here for you to absorb all the knowledge you can get from them in this two days. But far more important is your feedback and ideas, remember this is an event made for our delegates, You. An event that pursues not only the opportunity to add value to you, but also the signing of the Communiqué with recommendations that will join


in with the Business Global Coalition recommendations, and then presented to the G20 Presidents. This is a clear sample of concrete results that we have accomplished as Alliance, the fact that we are being recognized. Although, it does not mean we need to settle, we still have a lot to do, but without you this wouldn’t have a point. It will be brilliant if you take advantage of the whole event, from the keynotes to the reports and the contacts. And please, keep innovating and building businesses; remember that what entrepreneurs are amazing for is presenting solutions to problems that people don’t know they have yet. Next year we’ll have the honor of hosting you in Argentina. We are already working hard to deliver you a great summit, so you can all keep moving forward. I invite you all to get involved in the communique session, in order to understand the process and the point of what we do. And last but not least, I would like to thank the host of receiving us and organizing this summit, also to congratulate them for all this months of working hard. Thanks. Bruno Sanguinetti, G20 YEA PRESIDENT, Argentina


Digital Trends for Future Business Welcome

Alexander Kulitz H

ere we are! Young Entrepreneurs from the 20 most relevant economies, accounting up to 80% of the gross world product and 85 % of world trade. Considering the importance of our economies and our role as Entrepreneurs within these economies legitimizes us to meet, discuss and act upon our responsibility. Here we stand, at the beginning of the digital era, not even able to imagine what innovative possibilities and ways of living the new century will bring. Virtual Realities, autonomous driving, and internet of things are just some keywords that we might take a glance at this week, but we all know, that is only the beginning of a technological driven innovative century. Science-Fiction has started when the internet was born! On the other hand we also have a huge responsibility as Entrepreneurs of the world’s most important economies. While we meet and talk about the era of ‘science-fiction’ this week, the vast majority of countries is hardly able to educate, feed and house their citizens. Diseases, poverty and hunger are spreading and affecting more and more people every year. Wars upon religion, power and territories have not ceased, but are ongoing worldwide. Many people and governments seem to be stuck in structures of medieval times meanwhile we are talking about sending drones into space. I strongly believe, that the possibility

this new innovative future will bring can help us solve many problems in the world. But to be able to do so, there are certain necessities that cannot be neglected. Education is the key for development, free trade the key to prosperity and the rule of law the key to fight corruption. These necessities cannot be reached by solely developing a digital cell phone app. Only by taking our responsibility serious, by addressing leaders and governments, by impacting society within our personal abilities, we will be able to change the world and use these newly developing ‘science-fiction’ technologies to promote a better living for everybody. Dear distinguished guests, dear delegates, on behalf of the ‘Wirtschaftsjunioren Deutschland’ the biggest association of young leaders and entrepreneurs in Germany, I very warmly welcome you as President of this year’s host organisation to the G20 Young Entrepreneurs Alliance Summit 2017. I hope we will build a strong and reliable network of young entrepreneurs within the coming days, have many fruitful discussions and address those discussions in a relevant communique to our governments and head of states. Please enjoy your time in Berlin, Germany and Europe.


Alexander Kulitz, President of the Wirtschaftsjunioren Deutschland (Junior Chamber International Germany)

Berlin_Germany 2017 11

The Official G20 YEA Summit 2017 Publication Welcome

Dr. Stormy-Annika Mildner Young Business as a Pillar for a Futureoriented, Sustainable World Economy Y

oung entrepreneurs are powerful drivers of economic renewal, job creation, innovation, and social change. The relationship with the B20 (Business 20) and the YEA is particularly important. The G20YEA´s 2013 Moscow Summit was the first substantial engagement of the G20YEA in the B20 and resulted in the inclusion of language on youth entrepreneurship in the subsequent G20´s Saint Petersburg communiqué. The G20YEA´s 2014 Sydney Summit created a global action plan for young entrepreneurs, and the G20YEA´s 2015 Istanbul Summit yielded a commitment in the G20 communiqué at Antalya that year to “support the better integration of our young people into the labour market including through the promotion of entrepreneurship”. Finally, in 2016, members of the G20YEA began to work in the B20 TaskForces, encouraged by the Chair of B20 China, which in 2017 resulted in an open invitation by the Chair of the B20 Germany, Jürgen Heraeus, for the entrepreneurs of the G20YEA to become even more involved in the B20 TaskForces. As a result, the G20 Young Entrepreneurs´ Alliance was appointed a “networking partner” to the B20. The involvement of the young economy in the B20, as well as in the G20, is crucial as young entrepreneurs play a vital role


for growth, innovation, and job creation. B20 Germany endorses the G20 YEA Communiqué, especially the policy recommendations on facilitation of SMEs in cross-border trade, quality education and mobility of entrepreneurs. The world needs an innovative approach for sustainable growth and employment, particularly amongst the youth. Around the world, economies are facing slowing growth rates and rising unemployment. Demographic changes, technological advancements, and increased mobility are profoundly changing the world of work and are expected to do so even more in the future. Entrepreneurship is crucial for more dynamic labor markets, not the least because entrepreneurs are job creators and young entrepreneurs hire more young people than average companies. OECD studies show that young firms are a primary source of job creation. In the United States, from 1980 to 2005, new firms (those less than five years old) were responsible for close to all nationwide net job growth. According to a survey of young entrepreneurs, entrepreneurs are leading job creation globally, with 47 percent of entrepreneurs expecting to increase their total global workforce. To access its full potential, the G20 needs to reduce barriers which young entrepreneurs face and invest more in

education and training. Business welcomes the G20 Entrepreneurship Action Plan, which was adopted under the Chinese G20 Presidency. But this must be followed by implementation. Governments must focus on regulation and tax policies that affect start-ups and business growth; promoting clusters to create synergies between universities, research and development centers, start-ups and public administration; as well as access to simplified information. There are many barriers facing the young economy and preventing them from reaching their full potential. The G20 should reduce administrative and regulatory barriers for start-ups. They should also reduce financial barriers by refraining as much as possible from excessive taxation on new small businesses and by enabling greater access to funding sources for SMEs. The G20 should promote a diversity of business models, including cooperatives and other social economy enterprises. These allow people to mutualize risks, offering a good alternative for women, youth and other disadvantaged groups to access entrepreneurship. Temporary tax incentives for early stage investors, start-up loans with favorable interest rates and/or a repayment-free year, and guarantees in order to minimize the default risk for lenders are further means

Digital Trends for Future Business

to support young entrepreneurs. The G20 needs to advance financial inclusion for SMEs. In 2015, the World Bank found that 50 percent of SMEs do not have access to formal credit. The B20 would like to see more concrete steps in the implementation of the G20 High-Level Principles for Digital Financial Inclusion. Digital finance has particular potential to advance financial inclusion. However, accessibility, usability, affordability, and sustainability still remain challenges. A key to success is education. We would like the G20 members to embed entrepreneurship education more strongly into school, vocational education and training (VET) and university curricula. Besides the regular education pathways, G20 governments should facilitate access to mentorship programs to drive innovation and unlock the entrepreneurial potential of their people. Access to mentorship is proven to increase the likelihood of an entrepreneur’s success, particularly for underrepresented groups like women and youth. The young economy is the future. It plays a vital role for growth, innovation, and job creation. Its voice therefore needs to be further strengthened in global economic governance. The B20 is looking forward to a continuous fruitful cooperation with G20YEA.

Business 20 The Business 20 (B20) is the official G20 dialogue with the global business community. In September 2016 the German government mandated the leading German business associations – the Federation of German Industries (BDI), the Confederation of German Employers’ Associations (BDA) and the German Chambers of Industry and Commerce (DIHK) – to conduct the official G20 economic dialogue, the Business 20 (B20), under the German G20 presidency. Chair of B20 Germany is Dr. Jürgen Heraeus, Heraeus Holding. More than 700 representatives from companies and business association developed recommendations for the G20 on a consensual basis. B20 Germany is organized in five Taskforces : Trade and Investment, Energy, Climate & Resource Efficiency, Financing Growth & Infrastructure, Digitalization and Employment & Education; two Crossthematic groups: Responsible Business Conduct & Anti-Corruption, SMEs; and a Health Initiative. Each group is headed by a chair and several co-chairs. The approximately 100 members of each group represent all G20 countries and sectors of the economy.


Dr. Stormy-Annika Mildner, B20 Sherpa

Berlin_Germany 2017 13

The Official G20 YEA Summit 2017 Publication Welcome

Dr. Eric Schweitzer Young Entrepreneurs: The Digital Pioneers T

oday everything is digital. For more than 20 years we have seen rapid technological change across the globe. We have witnessed the rise of global real-time communication, can speak with computers, drive cars without drivers, and order food through apps— each new technology enhancing daily life. The world is shifting, the era of industrialization has evolved to a digital revolution ‘Industry 4.0’. We can now process and sort information at such a pace that is changing how we do everyday tasks and conduct business. The opportunities for business, especially entrepreneurs seem to be endless. The G20 Young Entrepreneurs’ Alliance (G20 YEA) with its network of 500,000 entrepreneurs across the globe are driving this revolution—they are change makers changing the way we live and work through their innovative products and services. But still, we have some work to do. We need to support countries, governments and future entrepreneurs to prepare and drive ‘Industry 4.0’. This requires collaboration from key stakeholders to define the rules and regulations to support digital business. Jobs will be lost, but new jobs will arise and will require new sets of skills. Digital services will replace traditional ways of working. The manufacturing sector has already started to change with robotics replacing labourers, requiring engineers to have more digital backgrounds. Various other sectors will need to understand the implication of a new digital age. This is where entrepreneurs and governments can come together to embrace these changes and create solutions that will lead us into the digital era. Organizations like the Association of German Chambers of Commerce and


Industry (DIHK) with its 79 Chambers of Commerce and Industry in Germany and its worldwide network of Bilateral Chambers Abroad (AHKs) and the G20 Young Entrepreneurs’ Alliance develop ideas and policies to fully integrate business into the digital change. Citizens and entrepreneurs need inclusive labor market related education to be able to participate in the job market of the future, as well as digital knowledge. Furthermore, politics should hold up to the values that supported the world economy for many years: a framework of free trade, international collaboration and multilateral and inclusive designed rules. We are thankful for the support of the G20 YEA in conveying this message globally. We believe that a functioning trading system creates benefits for all. The G20 YEA identified four digital trends which will shape future business: Big Data, Digital Platforms, Internet of Things and Augmented and Virtual Reality. To discuss these four trends at the G20 YEA Summit from 15th till 16th of June in Berlin is an excellent opportunity for young entrepreneurs as well as politicians. This is exactly what businesses need, especially small and medium enterprises, often led by young entrepreneurs. It is a pleasure for me working with the Wirtschaftsjunioren Deutschland (JCI Germany) and the G20 YEA during the B20 process this year. It is important to enrich the recommendations for the G20 with the views of young entrepreneurs, especially when it comes to long-term visions in a digital economy that will change our realities in the coming years. Dr. Eric Schweitzer, President of the Association of German Chambers of Commerce and Industry (DIHK)


Digital Trends for Future Business Message

Dorothee Bär, MP It’s the infrastructure, stupid! W

hen the three ministers: Alexander Dobrindt (Federal Minister of Transport and Digital Infrastructure) Thomas De Maizière (Federal Minister of the Interior) and Sigmar Gabriel (at that time Federal Minister for Economic Affairs and Energy) presented the “Digital Agenda of the Federal Government of Germany” the main idea was to set out the dimensions of how technological progress influences present-day social and economic life. The three ministers took the lead but of course all the other departments were involved too as digitalization is such a cross-sectional topic impacting all areas of life. Moreover, the digital transformation which no doubt is a huge step forward into a prosperous future both for wealthy countries and the developing world is a process that has to be dealt with politically, economically and socially. From the governmental perspective we should focus on the chances and possibilities of this very transformation without neglecting or even negating challenges, risks or rather at least questionable developments in certain areas of a digital world. The development of a legal framework and educational strategies, as well as the revision of laws fall under the tasks of policy makers. On the other hand it is the job of our companies and middleclass entrepreneurs to invest in a modern set of technology and get ready for an international competition in a globalized market. But the basis of everything we discuss in terms of the many possibilities in our new digital society consists of not only adequate legislation and fascination in a technologically developed and connected world, but the one thing

we all truly need: digital infrastructure. Whether it is sending a trivial e-mail or getting from work to home in a self-driving bus, we need digital infrastructure. And this is why of all projects listed in our digital agenda, it’s the broadband funding program, that claims the most financial support from the Federal Government. To speed up nationwide broadband deployment, it is appropriate to make use of synergetic effects and optimize the entire deployment process. For example, more transparency by sharing the networks with more users and committing to the deployment of broadband within the framework of the existing infrastructure and new construction projects can significantly reduce costs. The DigiNetz Act that was adopted in November 2016 is aimed at accomplishing exactly this. But of course there is much more to do than just provide broadband and fiber optic cables. In addition to the DigiNetz Act the Federal Government launched a 5G initiative that will prepare a comprehensive 5G strategy for Germany. The goal must be to position Germany as the lead market of 5G-applications and to support a successful introduction of 5G technology. We are on our way to a GigabitSociety and this cannot be an exclusive circle of a few advanced members outrunning the rest. It must be a society where everyone, may they be old or young, city-dwellers or rural inhabitants, professors or artisans, will feel the benefit of digital progress. It´s not science fiction. It’s real and it is a mission for all of society.


Dorothee Bär, MP, Vice Minister, Federal Government Coordinator for Freight Transport and Logistics

Berlin_Germany 2017 15

The Official G20 YEA Summit 2017 Publication AI Business

Boost your AIQ: Transforming into an AI business R


arely does a new technology transform consumption, production and society. But with artificial intelligence (AI), that technology has arrived. Yet in new research conducted by Accenture for the G20 YEA, we have found that many large businesses do not fully appreciate the value of AI. The same cannot be said for entrepreneurs and startups, who are in the vanguard of this revolution. This gives smaller businesses the chance to use AI to take on larger incumbent companies. AI is not new. But thanks to the affordability and availability of storage, computing power, sensors and other innovations, AI is moving from a period of the experimental to the exponential. Funding for AI startups has grown at a compound annual growth rate of nearly 60 percent since 2010.

For many, AI is a solution to the need to improve efficiencies and reduce costs. Accenture analysis shows that AI could boost productivity by 40% by 2035. There’s no doubt that AI can automate many processes, strengthening the bottom line. But AI has a far greater opportunity to create entirely new categories of products and services. It will establish new markets and drive growth. AI’s boost of the topline is reflected in our estimate that GDP growth rates could be doubled within less than 20 years if businesses harness AI to transform their entire business models. In Germany, for example it could lift annual growth from 1.4% to 3%. But to achieve that means going beyond using AI to do things differently and, instead, using it to do different


collaborative INVENTOR

Use AI to transform core business

Use AI to transform core business




Develop AI in-house, benefit from owning AI-critical resourses

Develop AI in-house, benefit from owning AI-critical resourses







Only collaborate to source talent

Collaborate to share resources and to co-create AI





Do not fully see transformational or incremental value of AI

Use AI to drive incremental value across business



See limited benefits in owning AI-critical resources

Collaborate to adopt AI solutions and services, relatively small in-house inventions



Relatively small initiatives, wait and see approach

Unable to own AI critical resources or limited benefits from their ownership



things. An insurance company may use a chatbot to drive efficiencies in the way it manages customer queries, but does it use AI to examine data to create differentiated products that attract affluent customers? In Ireland, Logograb, part of the G20 YEA community, uses image recognition to track the legal and illegal use of logos in the online world, helping its clients protect and measure the value of their brands. That’s an entirely new form of service. To achieve such breakthroughs requires businesses not just to develop innovations but to scale them. That means pivoting the bulk of of investment from their core business to their new opportunities while continuing to transform the core. To do that requires high AIQ - an ability to invest strongly in both in-house innovation and external collaboration. When looking at a sample of Fortune 100 companies and our own index of 100 AI driven enterprises, we found that 27% did one or the other well, and 56% did neither sufficiently. Only 17% scored high on both counts. This gives these ‘Collaborative Inventors’ a higher AIQ than the rest. Companies with a high AIQ also deliver greater value for shareholders, almost double the increase in enterprise value compared to the remainder of our sample (4.2 percent compared to 2.3 percent since 2013). What is the approach these leaders take? They apply their AIQ to tackle the challenges of Technology, Data and People. ‘Collaborative Inventors’ know how to integrate combinatorial AI technologies, embracing a platform-based approach. For example, Datanomiq, a Germanybased provider of analytics services, uses free open source AI tools like Microsoft’s Cognitive Toolkit, among others, to enrich its data lab as-a-service offering. They inspire trust for data sharing in the ecosystem. China-based AI startup, Malong Technologies,

Digital Trends for Future Business

advises its clients to put their data in the cloud to make it easier for it to apply its AI based services that enable product recognition. Most important, people are at the heart of AIQ. And AI driven companies need to source a diverse range of talents – from data scientists to behavioral experts to those steeped in functional or industry contexts. In Canada, Blue J Legal has developed an AI solution that predicts the outcomes of court decisions in tax cases in order to provide new value to its legal customers. To do so, it has brought together lawyers and technologists who work together on product development. These companies – all part of the G20 YEA community – are pioneers in AI because they have developed high AIQ. That is to say they have developed an

acute sense of when to invest in in-house capabilities and when to collaborate externally. And they have mastered the art of integrating technology, data and talent to drive new business models. In our analysis of AI startups, one common trait comes to the fore. These fearless young enterprises recognize that AI is not about eliminating people, but elevating them. It’s not just about automating what people do, but augmenting their capabilities. AI for the people by the people. ■ Learn more at

Paul Daugherty is Chief Technology and Innovation Officer at Accenture, and Francis Hintermann is Managing Director, Accenture Research. Follow them at @pauldaugh and @francishinterma


Berlin_Germany 2017 17

The Official G20 YEA Summit 2017 Publication G20 YEA Businesses


Digital Trends for Future Business

How G20 Nations Can Help Young Entrepreneurs With Their Businesses L

ooking at the latest media coverage, one comes to the conclusion that it is “en vogue” to be an entrepreneur as a young person. In fact, digitalization offers young people more opportunities than ever to start a business and to do business, even across borders. Governments and organizations are also happy to make contact with young entrepreneurs and meet with them in order to appear as “connected” as possible. In reality, however, entrepreneurs, and young entrepreneurs in particular, often face great challenges. After all, economic and entrepreneurial activities are now often conducted on a global level and the same applies to competition: young entrepreneurs are increasingly focusing their business and its growth on the opportunities that arise not only in their own country, but also internationally — “go global” is today’s claim! However, this creates new obstacles, which cannot be eliminated by one state alone. The voice of this new generation of young entrepreneurs has been since 2010 the G20 Young Entrepreneurs’ Alliance (G20 YEA), whose members are some of the most important and active young entrepreneur organisations in the G20 countries. Once a year, their representatives meet in order to discuss problems, obstacles and success factors — namely from their own experience — and to develop demands that are presented to the governments of the G20 countries as to how international young entrepreneurship can be better supported. But what are the central demands of the G20 YEA to the governments of the G20 countries to support young entrepreneurs? ›

Enable early education in entrepreneurial skills Support for young entrepreneurs should be launched at an early stage. The necessary skills such as digital competence, quality of management, handling of financial resources or communication should already have a prominent place in education, and should in particular be present in school and university education. ›


Berlin_Germany 2017 19

The Official G20 YEA Summit 2017 Publication G20 YEA Businesses

tax incentives should be created for young entrepreneurs, not only to start a business and generate profits, but also to create jobs as quickly as possible.

› This is why the G20 YEA calls for both academic and secondary (university) education to be expanded by means of focus on the skills required for entrepreneurs. And through support like practical entrepreneurial activities such as school or university start-ups, the students could try out their future company during their education and training. Provide financial support for partnerships Of course, resources of all kinds are required. For this reason, another priority presented by the G20 YEA is to enhance the financial support for partnerships between university incubators and accelerators and the private sector. In this way, resources at universities can be utilized by young companies and innovations created at the universities can be introduced to existing companies. Allow making connections and providing information After the foundation, one of the most important phases for a company is expansion and scaling. In this phase, an online platform, supported by the G20 countries, for establishing contacts, fostering cultural exchange and creating opportunities for cooperation would be very helpful in order to access customers and employees worldwide. And it would also be helpful to provide the necessary basic information for starting and running a company in the G20 countries, example on the prerequisites for company foundations, on taxation, on important regulations or on the use of employees. Provide digital infrastructure Since young entrepreneurs are constantly online and many business models require mobile accessibility, a functioning digital infrastructure is essential. This must be available without interference by means of high-speed Internet lines. At the same time it must be costeffective. The G20 YEA therefore calls on the G20 countries to develop a 5G network in all G20 countries in the next five years to enable an uninterrupted participation in global digital networking. Create a visa program for entrepreneurs As described above, it is particularly 20

Strengthen the protection of intellectual property Last but not least, it should not be forgotten that there are still different legal configurations in the individual G20 countries with regards to the protection of intellectual property. Often, however, the potential of a company lies in its initial idea, so that the protection of intellectual property is of particular importance. Here, the G20 YEA calls for the closure of existing gaps in the individual G20 countries with regards to IP protection in order to ensure a G20-wide uniform protection level. important for young entrepreneurs to be in contact with customers, investors and potential employees worldwide. For this reason, strengthening the access and the presence for young entrepreneurs in their identified target markets is a particular concern of the G20 YEA. It therefore calls for a special visa program for entrepreneurs in the G20 countries, which allows young entrepreneurs not only to enter a G20 country with as little difficulties as possible, but also let them set up and develop its company there. Reduce bureaucracy In this context, the sometimeslengthy prerequisites for setting up a company or its continuation in some countries pose challenges for young entrepreneurs. The G20 YEA therefore calls for the implementation of structural and legal reforms with the aim of reducing bureaucracy and concomitant with cost reductions. Overriding bureaucracy is the greatest obstacle to cross-border activities. The G20 YEA therefore specifically calls on the governments of the G20 countries to enable the citizens of a G20 country to establish and register a company in another G20 country within a few days, and if possible without the help of consultants or special professions. Provide tax incentives Since the creation of a company is often associated with the creation of new jobs,

Young entrepreneurship is global Young entrepreneurs are innovative, have the willingness to take calculated risks and will not stop the implementation of their business ideas because of national borders. They also create jobs that are urgently required by using the opportunities of an interconnected world. However, a variety of obstacles slow down their entrepreneurial ambitions, often resulting from “thinking in national borders.” What is needed instead is a viewpoint that goes away from “it is enough for our country” to one resembling “how could we do better to respond to global competition”. The G20 YEA is ready to tackle the issue of how cross-border entrepreneurship can be strengthened: it has proposed recommendations and solutions to the G20 governments and leaders in the past and it will continue to do so in the future. ■ Carsten Lexa is the President of G20 YEA Germany and the host of the German 2017 Berlin Summit. A corporate lawyer by profession and equipped with his own law firm, he advises international clients, who want to do business in Germany, in corporate and commercial legal matters. He is, by invitation of the European Commission, a participant in the annual SME Assembly. He is also a member of the B20 Task Forces and since 2014 a member of the national board of JCI Germany (WJD - Wirtschaftsjunioren Deutschland), Germany´s biggest organization for young leaders and entrepreneurs. He can be reached via e-mail (, Facebook (, Twitter ( (kanzlei_lexa) and LinkedIn (


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The Official G20 YEA Summit 2017 Publication G20 Support

Why the G20 needs to support young entrepreneurs

The world needs a social and economic renaissance – and young entrepreneurs can lead it!


f we were to base our hopes for our future on newspaper headlines and economic indicators, we could be forgiven for thinking that the world is not going in a good direction. Each day brings reports of concerns about growth rates, unemployment, trade barriers, migration, security concerns and other issues that face countries across the G20. If you had been fortunate, as I have for the past seven years, to work with the world’s most dynamic young entrepreneurs, you might have a different and more optimistic view of our future. Since 2010, the G20 Young Entrepreneurs’ Alliance has brought together hundreds of entrepreneurs each year at a summit generally held prior to the G20 Leaders’ meeting. The world that these young entrepreneurs want to create is one that I believe any government leader would want to support. It is a world where the energy and enthusiasm of young entrepreneurs, moving freely between countries, leads


to new businesses, stronger communities, rising rates of employment and engagement, and new solutions to some of our most pressing economic, environmental and social problems. This belief that the future can be better is badly needed today. While G20 governments are facing a host of issues that require international cooperation, we believe one of the most pressing is the lack of meaningful employment and social engagement for growing numbers of young people. This is a problem that faces both developed and developing economies, but looks quite different in each. Developed societies are generally facing low levels of growth, with an increasing number of young people falling into either unemployment, extended schooling or perilous work. Developing societies, for their part, often face a demographic challenge of how to find meaningful employment

and social engagement for a growing “bulge” of young people who enter the job market each year. In both types of country, official youth unemployment rates can range from two to six times the rate experienced by the general population. For example, Canada’s youth unemployment rate of 12% is double that of the 6% experienced by the general population, whereas in parts of the EU, Saudi Arabia or South America, the youth unemployment rate can range as high as 60%. These official rates of unemployment likely understate the problem. When we look at young people who are not “officially” unemployed, many are prolonging their education, delaying moving from their family home and starting their own lives, or working in marginal, perilous employment. Taken together, these trends do not bode well for the future of G20 economies and societies. This was the problem we set out to address when a group of organizations that support young entrepreneurs across the G20 first came together in Toronto in 2010 as an official gathering sanctioned by that year’s Canadian G20 Presidency. Many of the organizations around the table had begun this discussion at the G8 Stresa Summit two years earlier. In both these discussions, we had to consider two major questions: 1. Are there common measures that G20 governments can take to encourage young people to start and grow successful businesses; and, 2. If these policies are adopted, do they have a chance in making a difference in the global youth employment and engagement crisis? In advance of the Toronto meeting, we conducted research with all the organizations invited to attend. We asked them about the barriers that young people faced in their respective countries. When the young entrepreneurs joined us in Toronto, we asked them to tell us, in detail, about the types of support, policies and other elements they needed to start the businesses that would hire their peers and become community anchors of progress and stability. From their feedback, a pattern emerged. We found that countries

Digital Trends for Future Business

across the G20 faced some elements of five different barriers that discouraged youth entrepreneurship. These barriers were present, in varying degrees and strengths, in each country:

from the education system and that such systems across the G20 do not do an adequate job of exposing them to the idea of starting their own business as a career option.

Access to funding: There was universal consensus that access to financing was one of the key factors in the success of young entrepreneurs. Young people talked of varying degrees of privateNGO-state partnerships to provide financing and micro-finance, but all agreed that funding was crucial.

From this initial starting point, the NGOs agreed to form the G20 Young Entrepreneurs’ Alliance. A charter was signed in Inchon, South Korea later in 2010. Over the years that followed, the group worked to identify and connect a growing global network of young entrepreneurs while it engaged the G20 leadership and related bodies to make the case for global policies to support entrepreneurship. By the time of our Summit in Nice, France in 2011, we had formalized agreements with knowledge partners such as EY and Accenture. These global research and consulting firms allowed us to jointly begin to answer the second question we faced: if governments enact policies encouraging young entrepreneurs, can these policies make a difference in the global youth employment and engagement crisis? Through the work of EY and Accenture, the answer was a positive one. A succession of high-quality research reports made the case for encouraging young entrepreneurs as an engine of economic and social renewal. These reports talked of “How to release a key source of growth and jobs in the G20 countries” (Accenture, 2013), of how to avoid a “lost generation” of young people (EY, 2014), and of “creating 10 million youth jobs across the G20 countries” through digital entrepreneurship (Accenture, 2014). We even jointly created an “entrepreneurship barometer” that benchmarked how well countries across the G20 support entrepreneurs (EY, 2011 and 2013). These and many other reports outlined a reasonable path to empower youth, encourage entrepreneurship, deepen community and social engagement and practically address the global youth unemployment crisis. The young entrepreneurs themselves, in their 2014 Australia Summit, crafted their own “Global Action Plan to address Youth Unemployment” that then became the basis for our subsequent communiqués and engagements of G20 Leaders.

Coordinated support: Delegations discussed the need for coordinated approaches to how young entrepreneurs are supported in their various jurisdictions. They explained that in many countries a disjointed web of nonprofit agencies, national and local programs, educational institutions and centres of various sizes and other resources support young entrepreneurs. Entrepreneurship culture: There was strong agreement that cultural cues are very important in encouraging an overall culture that recognizes and promotes entrepreneurship to young people. Many talked about the stigma that surrounds business failure, as some cultures see it as an absolute negative rather than a necessary part of a continuum that trains better entrepreneurs. Others noted that class and social systems, discriminatory attitudes, corruption and other barriers are more significant in some countries than others. Regulation and taxation: It was clear that different regulatory and tax environments around the globe impact young entrepreneurs in different ways. In balance, there was general agreement that governments must have simple processes that provide necessary support to young entrepreneurs, must appreciate their needs and listen to their representative organizations when making policy. Education and training: Finding new ways to encourage entrepreneurship through the education system and giving entrepreneurs the skills they need was a focus of considerable feedback. There was broad support for the idea that young people take cultural cues


While a foundation has been laid over the past seven years, much more needs to be done if we are to address the issue of youth unemployment and economic and social renewal. Some governments have begun to adopt entrepreneurfriendly policies, but the challenge facing the world’s young people is still immense and is made more troubling by recent global developments. In our recent meetings in Argentina, the Alliance struck a working group to address growing concerns about mobility through work on a visa program specifically for young entrepreneurs. Entrepreneurship for young people relies on the ability to travel freely, to forge international partnerships, to take ideas and people from one jurisdiction and deploy them quickly to another. Young people are troubled by rhetoric and actions that seem to be pushing us towards a closed world that is less accepting of difference and less encouraging of the energy and enthusiasm that we know will lead to better economic and social outcomes. As the G20 Young Entrepreneurs’ Alliance moves forward in the coming years, we know that the journey we started in Stresa and Toronto will take some time. But we remain committed to our vision of a world where “… young entrepreneurs found their businesses and change their own lives (and become) important contributors to social change, job creation and economic renewal.” We look forward to working with the G20 Leaders, our partners in the B20, and our knowledge partners and others to make this a reality. ■ Alex Gill is a Toronto-based social entrepreneur who moderates the G20 Young Entrepreneurs’ Alliance. Through his firm Mendicant Group and his work as Ryerson University’s Social Innovator in Residence, he works around the world to make entrepreneurship an engine of economic growth, social progress and community connection. Berlin_Germany 2017 23

branch out and swipe your dream job

Branching out and changing the rules of job searching one swipe at a time. Pelago is a mobile app that connects job seekers directly to employers and hiring managers for entry to mid-level positions. Candidates create a profile and can upload their resume, pitch video and sample work – all while searching for jobs anonymously. Employers post jobs directly through Pelago, facilitating an immediate connection to potential candidates. Both candidates and employers see recommendations based on their selected search criteria. Pelago is an easy way to gauge mutual interest, build a relationship with the hiring manager and love your job search!

PELAGO PURPOSE Pelago is a simple, elegant and user-friendly dual-sided mobile platform that matches job candidates with available positions. Based on a variety of selected preferences each candidate has ability to locate jobs by distance, job type, salary, and industry. Companies see the most relevant candidates and have the ability to communicate immediately with matches. Pelago aids candidates in their job search effort by immediately connecting them with hiring managers, facilitating an initial chat in a sophisticated yet simple platform. Pelago is dedicated to transforming and reinventing the entire job search process by creating a social network with the specific purpose of connecting job seekers and employers who can transact together efficiently and quickly, removing frustration and inefficiency at every step. The job seeker gets the job faster and the employer fills the position quicker through Pelago.

Pelago allows you to connect immediately with the hiring manager. Pelago has an easy to use interface with sophisticated algorithms that identify positions that fit your background, skills or job search goals. Pelago offers a no hassle setup and eliminates the risk resumes or applications sitting in an inbox unread or unanswered.

Candidates are forcing a change in the hiring process. Gone are the days of a cover letter, paper applications, and long wait times for interviews. Job seekers are demanding prompt responses, engagement and instant gratification. Instead of sifting through numerous job boards and sending off resumes to cyberspace,

Pelago seeks to contribute to the larger community and has philanthropic efforts as a focus in all ventures. A portion of all Pelago profits support the Pelago Foundation, which focuses on educational opportunities, scholarships and community development projects worldwide.

Pelago is focused on the entry-level to mid-tier job market, historically a very underserved area of digital job seeking. Pelago also aggregates open positions from corporate sites and key job boards to give job seekers the largest database possible. Pelago allow employers to feature part time, full time, seasonal, temporary, commission, freelance, internship, contract, temp to hire, volunteer and other positions.

Positivity | Integrity | Passion | Diligence | Innovation | Reliability | Simplicity

PELAGO PLATFORM Pelago is often summarized as the Tinder for jobs. Pelago’s premise is to focus on people not paper, creating a positive environment for job seekers and employers to connect in a simple, sophisticated way. Pelago feels that both candidates and employers have more to convey than the traditional paper resume or antiquated job posting. It is simple to create and edit a profile for both a job seeker and an employer within the Pelago platform. Pelago allows both job seekers and employers to upload a pitch video featuring themselves and their work. Impact is gained from viewing a pitch video as you can gauge enthusiasm and get more in depth insight into qualifications and inspirations. Videos also provide a human element to the job seeking process – where the traditional resume and cover letter skip the critical human component. Pelago’s platform allows for a quick and efficient transaction between job seekers and employers. There is a double opt in method for both job seekers and employers, as they must both match before they are able to connect and message. Pelago uses swiping technology and intelligent matching algorithms to connect job seekers and employers. The speed at which they can connect is the base of Pelago’s platform which will revolutionize the process of job seeking and hiring. Direct connection allows hiring managers and job seekers to start an immediate conversation. Hiring managers can message with job seekers within the app and both parties can transact and vet one another, mutually deciding whether or not to move forward. Swiping is a major aspect of the user experience within Pelago. Job seekers swipe right to apply for jobs or left to pass on positions while employers swipe right to indicate interest or left to eliminate the candidate for that position. Pelago allows job seekers to quickly and easily sift through a number of available positions, while allowing companies to easily review and instantly connect with matching, qualified candidates. Connections allow five days for a conversation to be started. Either the job seeker or the hiring manager may extend the first message.

PELAGO PEOPLE & PLACE Stephanie Chard founded Pelago in Salt Lake City, Utah in 2016. Her inspiration for Pelago came from her frustration both as a job seeker and as a hiring manager. Stephanie discovered there was no user-friendly platform that facilitated job seekers and hiring managers to exchange information and connect in a user-friendly and expedited way. Stephanie also found that the traditional means of job seeking was not always positive, and generally frustrating, creating a negative association with the job searching process. Pelago allows users to transact efficiently while creating a positive experience around job seeking and hiring. Pelago, based in the Silicon Slopes, was created beyond the traditional borders of Silicon Valley and it is through these wider boundaries Pelago is able to invite a broader perspective into the organization. Stephanie is proud of Pelago’s core values which center around developing a positive job searching experience while contributing to the community at large through the Pelago Foundation.

The Official G20 YEA Summit 2017 Publication IOT

Get Ready: What You Need to Know About the Internet of Things


was talking with my good friend Sheryl Sleeva last week and discussing that there will be a day in the not so distant future where your refrigerator will re-order food for you automatically. Out of Honest Tea and So Delicious dairy free ice cream? No worries, it arrives in less than three hours. At 4pm, your thermostat goes from 65 to 72 degrees. Your home, lightbulbs and all appliances will be getting ready to welcome you when you return from work. Often referred to as the Internet of Things (IoT) or the Internet of Everything (IoE), our many interconnected devices create a massive online infrastructure many of us use throughout our daily lives. Our smartphones, tablets, laptops, and even refrigerators make up the Internet of Things. In fact, any device which is connected to the internet makes up the Internet of Things. The Internet of Things has grown into a powerful shaping force for both our


personal and professional lives. Throughout the past two decades, technological innovation has changed the face of humanity unlike any other period in history, and the sector continues to expand and re-shape how we see entertainment and business.

The History of the Internet of Things Despite the growing impact of the Internet of Things, nearly 87 percent of individuals have never heard the term. Most people are connected to the Internet of Things in some way, but few have any idea as to how the system

Digital Trends for Future Business


Teller Machines (ATMs) took their place as the first member of the IoT. Since then, this network of interconnected devices has grown exponentially - in 2008, the number of devices in the IoT surpassed the number of people in the world. What Makes Up the Internet of Things? Currently, there are roughly 5 billion devices connected to the internet. This number is expected to reach 50 billion by the year 2020, and will include hundreds of new devices. Today’s most common devices include smartphones, tablets, and computers, but newly designed refrigerators, thermostats, and even light bulbs are beginning to take their place in the Internet of Things. impacts their day-to-day life - both in the office and in the home. It seems like a concept for those tech-y people and engineers out on the West Coast. The Internet of Things may sound like a new term, but in actuality it’s been around since 1974, when Automated

Self-Driving Cars Among the most interesting of these newly developed, interconnected devices is the self-driving car. Experts predict we’ll see over 250 million cars connected to the internet by the year

2020, and many of these will be selfdriving. While self-driving cars are still in their early stages of development, companies like Google are logging over 10,000 miles per week with their fleet of fully autonomous vehicles. It will take a number of years for self-driving cars to become a staple of garages everywhere, but as they become more mainstream and more readily available, they’ll become an important addition to the Internet of Things. Wearable Technology While the invention of self-driving cars is enough to excite the inner sci-fi enthusiast in all of us, the development of smaller devices will also have a major impact on our lives in the coming years. Over the past five years, the development of wearable technology has grown into an established market, with smart watches and FitBits becoming an important addition to many of our wardrobes. In fact, the wearable device market grew 223 percent in 2015, with millions of › Berlin_Germany 2017 27

The Official G20 YEA Summit 2017 Publication IOT

› FitBits and Apple Watches being shipped shortly after their release. These devices are still fairly new to many members of today’s society, but they form an important sector of the Internet of Things. Wearable technology is expected to pave the way for new innovation, wherein devices like smartphones and tablets become a thing of the past. When I bought the Apple watch last April, my friend Dan said “Julie, now your devices have devices.” I was sitting at the table and my purse was in the other room. The phone rang on my iPhone and on my watch I could see it was my daughter calling, so I answered my watch at the table. Smart Clothing As of now, wearable technology is confined to watches, FitBits, and Google Glass, but internet-connected clothing is currently in development. Experts expect roughly 10.2 million units of smart clothing will hit shelves in 2020, such as fitness-tracking shirts which are designed to monitor the wearer’s heart rate, body temperature, and other vital signs. Just ten years ago, smart clothing would have sounded like a work of fiction devised in an episode of Star Trek: The Next Generation, but as of 2013 over 140,000 units of smart clothing were shipped worldwide. 28


How the Internet of Things Impacts Our Shared Economy The Internet of Things plays an important role in our personal lives by giving us new ways to learn, work, travel, exercise, communicate, and entertain ourselves, but it also plays a massive role in the world’s shared economy. As the internet grows, economies of the world become increasingly connected. This has a major impact on jobs and trade, as well as the world’s GDP - in fact, GE recently stated that the Internet of Things (or the “Industrial Internet,” in their terms) will add between $10 trillion

and $15 trillion to the global GDP over the next two decades. In addition, the McKinsey Global Institute believes the Internet of Things will have a total economic impact of roughly $11 trillion by the year 2025. These estimations show that as people of the world become more connected because of the IoT, so do their economies. The Internet of Things is only going to grow, and it’s going to have an utterly major impact on the people and economies of the globe. Today’s devices make up only 0.1 percent of all new innovations expected to connect to the internet, meaning our lives are going to change significantly as this technological sector grows exponentially. The devices we currently use have had a significant impact on how we work and relax, but the devices we can expect to see throughout the next 20 years have immeasurable potential for the people and economies of the world. Technological innovation holds limitless opportunity for society and business worldwide, making the Internet of Things one of the most innovative new factors of modern life. Are you ready? ■ Julie Silard Kantor is CEO of Twomentor, LLC a social impact company dedicated to helping companies retain Millennials and elevate women in STEM fields through mentor training and strategy.

The Official G20 YEA Summit 2017 Publication GOLIN Unternship_Leslie Latchman

Pursuit of Happiness


have just been selected for the GOLIN Unternship. It’s an unlikely internship that pays you not to come to work. I am about to embark on world travel for two months to gain life experience, then bring my fresh perspectives back to the office on a three month internship in Golin London’s digital content team. As you can imagine, hundreds of people applied to the CV-free programme. The unconventional process took roughly a month and thoroughly tested both sides of the brain. The programme is designed to find unconventional candidates, so the process was super creative and required many different skills. The final three candidates were given £25 and 2 hours to have an ‘unusual’ Untern adventure in London. This live ‘out of office assignment’ felt very similar to The Apprentice. Despite juggling final year university commitments, starting a business and the general frivolities of student life I relished every moment of it! The core, and arguably most important part of the internship, is coming up with an unconventional adventure idea: Where would you go? Why? Is there a theme to your travels? If you haven’t guessed by the title, my final idea revolved around the topic of happiness. This state of being that so many hope to attain in some way,


shape or form. I aim to spend my Untern adventure discovering and trying to understand the art of happiness in the world’s statistically happiest countries. Studying the United Nations World Happiness reports, an immediate trend jumped out to me. The Nordic countries utterly dominate the ‘world’s happiest countries’ list since the report’s inception.

This of course raised a multitude of questions, such as how do these cold and dark places manage to reach such superior levels of happiness to the rest of us? Furthermore how have they managed to sustain this happiness for so long? To gain insight into the answers, I delved deeper into the reports and surrounding literature. It struck me

First of many mind maps for my adventure

Digital Trends for Future Business

The results from this report were simply staggering. In complete contrast to the UN report, Latin American countries now dominated the top 10. Thus my idea was born, during my Untern adventure I’m going to travel to two of the top countries on the UN report - Norway and Denmark and two of the top countries on the Happy Planet Index - Costa Rica and Colombia. In keeping with the topic, I’ve decided to shape my travels using the ‘5 positive actions for improved happiness’ outlined by the Government Office for Science. I’ll delve deep into the heart of each unique culture, then I will compare and contrast my experiences to provide first-hand insight into the overarching question of: What makes these guys so darn happy?

Nordic Countries that GDP had great influence in determining a ‘happy’ or ‘unhappy’ country. This result raised the critique: the wealthier a country is, the happier it is? Which invariably brings in the argument: does money equate to happiness? One person who unwaveringly believes it doesn’t is statistician Nic Marks. He asks why we measure a nation’s success by its productivity, 5 positive actions for improved Happiness

instead of by the happiness and wellbeing of its people. Thus he and a few others created the Happy Planet Index, which focusses on the intangibles such as laughter, smiles and freedom. This Index measures this ‘happiness score’ against how much of Earth’s resources are used to achieve that level of happiness (because a happy life doesn’t have to cost the earth).

A few examples of how I plan on bringing these actions to life: Being Active in Norway by climbing the most challenging mountains and kayaking through fjords. Taking Notice in Costa Rica as I witness the annual migration of the endangered humpback whales. Connecting with complete strangers in Denmark as I indulge in the local ‘Hygge’ culture. Giving Back to Colombia or Costa Rica through carefully selected and purposeful volunteering. Keep Learning through surf lessons in Costa Rica and Spanish lessons in Colombia. With such diverse countries the possibilities are truly endless! Follow me on instagram @LeslieAlfonso or head to to follow my adventures from July 10th. Books and tools which helped me directly accomplish this Mind maps for business: Tony Buzan Get Everything Done and Still Have Time to Play: Mark Forster Trello: Amazing digital project management tool I use to translate Mark Forster’s knowledge into the digital era. More specifically to juggle my commitments to university, my job, starting a business, student social life, and the Golin Unternship application process.

LinkedIn: Website: Instagram: @LeslieAlfonso Berlin_Germany 2017 31

The Official G20 YEA Summit 2017 Publication Digital and Young

Collaborative, Digital and Young: How International Youth Networks Are Driving Global Development


Digital Trends for Future Business


e have all heard the idea that small acts of kindness, when multiplied by millions of people, can change the world. Although, sometimes this can be difficult to believe. Especially when each day we wake up to news of more terrorist attacks, violence and conflict. However, just because we do not hear about these small acts does not mean they are not taking place. Each day hundreds of thousands of young people around the world take concrete action to create positive change in their local communities. These young active citizens are also known as JCI members, and they are proving that when small grassroots actions for sustainable impact are united by a common purpose and driven by the energy of youth, their ability to transform the world is infinite. The challenges the world faces today are complex, deeply rooted and often overwhelming. However, because of their growing collaborative culture, creative approach to problems and ability to transcend borders and boundaries, international youth networks are demonstrating how to drive global development in the 21st century. One of the most forgotten resources we have on this globe is young people. While they are the recipients of our world’s challenges, they are often not involved in tackling them. This is unfortunate since young people are innovative, creative and forward thinking. They do not feel limited to traditional solutions—they challenge the status quo to solve these complex problems. When youth are invested in, empowered and provided with the opportunity to affect change, they can unleash their abilities to drive social progress. In 2016 JCI launched the Peace is Possible campaign to mobilize young people worldwide to create awareness, advocate, take action and commit to an everlasting world peace by uniting all sectors of society to advance the Global Goals for Sustainable Development. This global initiative has changed how people perceive peace in the 21st century as not just the absence of conflict, but also the prevalence of justice and the ability to respect differences within our diverse global community. This out of the box thinking is just


one example demonstrating young people’s effectiveness when problem solving. Raised in an increasingly interconnected world, young people are collaborative by nature. This is important since the problems we face as a world are vastly intertwined and require collaboration across sectors to solve. Young people are not only coming together to share their ideas, perspectives and visions, but they are also uniting diverse stakeholders and individuals for a common purpose. As part of the Peace is Possible campaign, JCI Damascus (Syria) organized the workshop “Nonviolence is the Key for Peace,” which sought to highlight and address violence, gender inequalities and the unrest that is faced daily in their community—the first of its kind pioneered by a youth-led organization. Seeking collaboration as a means to further the project’s impact, the event engaged 32 NGOs and international organizations. The workshop not only succeeded in its purpose, but also united a community and its stakeholders for a better tomorrow. Young people are not only collaborating in their communities, but are also using digital devices to expand their collaborations across borders and amplify their impact. Connecting digitally in today’s world is critical not only as a means of communication for mobilizing impact, but also to empower others to recognize their power to create change. JCI members specifically utilize digital tools to change the narrative of young people, the societies we live in and the ability to transform them. Working to promote peaceful elections, JCI Cotonou Etoile (Benin) created the project “JCI Peace Time.” The project broadcasted

video messages in five languages across multiple media platforms to the citizens of Benin prior to national elections. The messages highlighted necessary behaviors to cultivate peace and promoted the idea of accepting others and embracing diversity. Delivered by diverse individuals, from national thought leaders to rural children, the messages related to all citizens. Through this effort, more than three million individuals—one third of the nation’s population—were reached ensuring non-violent elections. International youth networks like JCI and the causes they drive are bold, dynamic and motivated. They show courage by addressing the most pressing challenges of our time through innovation and collaboration. They demonstrate flexibility in adapting to the ever-changing global environment, proving their desire to learn and develop the skills needed to conquer the world’s rapidly changing demands. Most importantly, they encompass the passion, drive and commitment to impact the world— making peace possible for all. Whether the world is ready or not, young people are stepping up to drive global development and are doing so on their own terms. ■ To learn more about JCI’s impact visit To learn more about the Peace is Possible campaign visit

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The Official G20 YEA Summit 2017 Publication Digital Revolution

The Digital Revolution: Dynamic Talent Tracking as the Future of Business T

he digital revolution has changed business in many ways, but one shift that isn’t yet readily embraced is how it affects employee recruitment and retention. Set to make up over 75% of the workforce in less than 10 years1, Millennials are shaping the future of business. Accustomed to instant information access and a tendency to multitask, Millennials have a different


set of learning and communication preferences than previous generations, making them a challenging demographic in the workplace. Much to the frustration of present day managers, these young employees do not respond well to traditional communication and training methods. While it is easy to assume that the next generation will eventually learn to

adapt to corporate practices, the reality is traditional corporate strategies are failing: Millennial turnover is skyrocketing and average tenure is shrinking to just two years2. The workplace struggle is mutual. Youth unemployment and underemployment is on the rise. In Canada alone, the youth unemployment rate sits at 12.8%3, a rate that is almost double the national average. In America, the inability of people aged 25 to 34 to find work is higher than it was in 2009 when the Great Recession hit4. Across the globe, economic uncertainty, a lack of adequate job prospects, and a culture of “job-hopping” are becoming the norm for young professionals. To make matters worse, roughly half of the world’s youth population currently lives below the poverty line5.

Digital Trends for Future Business

In effect, there is a dichotomy whereby a new set of workplace expectations and needs have left businesses and young professionals operating in a culture that hinders both their ability to grow and prosper. There is a need to start bridging the gap; to understand the influence of digitalization and to begin adapting business practices to meet the mindset of the new workforce. A Shift in Workplace Values Increased connectivity has proved beneficial in expanding information access and global knowledge exchange. This same connectivity, however, has increased the sharing of news, resulting in a heightened awareness of global issues, world strife, and economic downturns.

With constant exposure to this information, the Millennial sentiment to citizenship and the role of business has shifted. One of the biggest factors in this shift is purpose. According to the “The Future of Business Citizenship,” study by MSLGroup, 83% of millennials “strongly believe that businesses should be more active in solving the world’s biggest problems.”6 Similarly, the Deloitte 2016 Millennial Survey reveals that purpose also influences Millennial employee retention, with 88% of respondents indicating that they would stay in a job for more than five years if they were happy with the business’ mission7. A purpose driven culture is starkly different than the traditional business model, and businesses wanting to remain future ready are required ›


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The Official G20 YEA Summit 2017 Publication Digital Revolution

› to reconsider their bottom line. A culture that emphasizes impact and people before profit is hard to conceptualize within current workplace structures and are even harder, not to mention costly, to implement. To establish the purpose Millennials seek in business, employers must change both their external and internal culture. According to the Deloitte Millennial Survey, 2 of 3 millennials are likely to leave their jobs by 20208, citing workplace flexibility9 and corporate social responsibility (CSR)10 as mains reasons they hop from job to job. While investing in community through CSR initiatives isn’t a new concept, the challenge for business lies in aligning their investments with Millennial values. Personal values and interests vary from individual to individual, making it nearly impossible for businesses to create a winning culture that makes everyone happy. In effect, businesses can invest thousands of dollars in CSR and employee engagement initiatives and achieve little return. So, how can businesses improve their return on CSR investments while meeting the unique needs of their employees at the same time? A new and modern community investment methodology is needed. My technology company MyEffectTM seeks to solve this problem with a simple but paradigm shifting idea: What if we tracked talent development and corporate social responsibility dynamically? MyEffect’s digital platform builds engaged communities by tracking actions that matter to Millennials. We believe that meaningful community connections come from empowering the passions of people, and big data can be used to advance social good. Using self-adaptive computing and blockchain methods, MyEffect’s platform helps businesses support the personal development of all employees and measure return on their community investments. Engagement from the Inside Out A More Personal Approach Millennials view the purpose of their workplace beyond traditional career benefits, meaning a high salary is no longer the influencing factor to attract 36


or retain Millennial talent. Their strong desire for personal growth and dedication to CSR11 demonstrates an inclination towards global experiences, meaningful work, and constant learning. In fact, one of the first things Millennials look for in a job is personal development. According to PwC’s Millennial Reshaping Work study, personal learning and development is their first choice benefit from employers, preceding workplace flexibility and salary bonuses12. Digital platforms provide businesses the opportunity to support the personalized approach Millennials desire. MyEffect embraces this need and helps businesses take a user-centric approach to identifying the personal interests of employees and connecting them with skills-based volunteering opportunities that advance their leadership. In this way, businesses empower employees to participate in opportunities that help them grow their unique skill sets. Along the way, these businesses uncover the intrinsic motivations that inspire their employees. By making engagement an integral part of their business operations, organizations are starting to make a difference in the global community while simultaneously meeting the needs and desires of their workers.

The Necessity of Increased Transparency The connectivity and mass information sharing of the Digital Era has not only compelled people to become more aware of the world’s problems, but has also made them skeptical of the corporate world. Transparency and accountability are more important than ever before, and businesses are increasingly being pressured to demonstrate impact beyond their bottom line. According to a 2015 Cone Communications Millennial CSR Study, Millennials strongly favor businesses with a clear commitment to give back to society and more than 9-in-10 of them would switch brands to one associated with a social cause13. Some studies indicate they would go so far as to take a pay cut to work for a company that is socially responsible and aligns with their values14. As a result of these trends, businesses are facing increased demands for information about their social and environmental performance. Proven to improve an organization’s ability to attract and retain talent, particularly among the Millennial generation, external auditing of corporate social responsibility (CSR) and sustainability reports is on the rise. In our big data era, a self-adaptive platform is required to intelligently analyze such performance data. By tracking the social impact of employee action, MyEffect gives businesses the best of both worlds an interactive personal development tool for their employees, combined with reliable data reporting to measure their CSR performance. From traditional social outcomes like volunteer hours and dollars raised, to niche goals such such animals helped, trees planted, jobs created, and progress towards advancing the UN Sustainable Development Goals15, MyEffect’s impact tracking makes taking action meaningful for everyone involved. Our real-time reporting provides employees an interactive way to see the value of their actions and how their workplace participation contributes to their community. In the same way, businesses gather meaningful data about their employee impact and community investments. This data becomes a crucial aid for identifying employee

Digital Trends for Future Business

motivations and measuring progress towards corporate objectives. The Future of Business is the Future of the World Corporate social responsibility (CSR) has been on the rise over the past decade. Starting as a nice-to-have, the shifts in business, largely powered by the next generation, are transforming CSR into a fundamental strategic priority for businesses. With the introduction of the United Nations Sustainable Development Goals, the pressure for businesses to align their operations to address social challenges is higher than ever before. Understanding the influence these social commitments have on both Millennial recruitment and retention, businesses who lack a CSR strategy risk falling behind. The definition of the bottom line is changing. Millennials see businesses as more than a vehicle to make profit - they believe businesses have a responsibility to become enablers of change. In fact, Millennials themselves want to be these enablers, so businesses that empower this mentality within their workplace will be well equipped to secure their interest. In essence, the future of business is rooted in the purpose driven desires of the Millennial generation. Their intense focus on social responsibility, combined with their desire to change the world and digital upbringing, calls for dynamic solutions that produce measurable results. A positive step forward for all economies, businesses that adapt such an approach will not only attract and retain Millennial talent, but will build stronger communities at the same time. ■ Kelly Lovell is an acclaimed Youth Mobilizer and Entrepreneur, sought out her expertise in engaging Millennials and Generation Z. She is a 15-time award-winning thought leader, three time TEDx Speaker and CEO to Lovell Corporation and MyEffectTM. Lovell’s work continues to receive public recognition for bridging the gap between youth and business, most recently having met Her Majesty Queen Elizebth II at Buckingham Palace. Follow Kelly on Twitter: @kellyalovell

1 Dan Schwabel, “Why You Can’t Ignore Millennials,” Forbes, last modified September 4, 2013, 2 Jeanne Meister, “The Future of Work: Job Hopping is the ‘New Normal’ for Millennials,” last modified August 14, 2012, 3 “Canada Youth Unemployment Rate,” Trading Economics, accessed April 30, 2017, canada/youth-unemployment-rate 4 Matthew A. Winkler, “In New Millennium, No Jobs for Millennials,” last modified April 20, 2015, 5 “11 Facts about Global Poverty,”, accessed April 30, 2017 facts/11-facts-about-global-poverty 6 MSLGroup, “Global Research Findings: Millennials Look to ‘Business’ to Solve World’s Greatest Problems,” PR Newswire, last modified September 16, 2014, 7 Jesse Ferrera, “Purpose, NOT Profit, Keeps Millennials In Their Jobs: Study,” Huffington Post, last modified September 26, 2016, 8 “The Deloitte Millennial Survey 2017,” Deloitte., accessed April 30, 2017, about-deloitte/articles/millennialsurvey.html 9 “6 Millenial Retention Strategies to Adopt in 2015,” HR Cloud, last modified January 6, 2015, 10 Danielle Sabrina, “Rising Trend: Social Responsibility is High on Millennials’ List,” Huffington Post, last modified February 3, 2017, hp_ref=social-change 11 Micah Solomon, “You’ve Got Millennial Employees All Wrong: Here are the Four Things You Need to Know,” Forbes, last modified January 26, 2016, 12 “Millennials at Work: Reshaping the Workplace,” pwc, accessed April 30, 2017, consulting/documents/millennials-at-work.pdf 13 Kelsey Chong, “Millennials and the Rising Demand for Corporate Social Responsibility,” BerkeleyHaas, last modified January 20, 2017, 14 Ibid. 15 “Sustainable Development Knowledge Platform,” United Nations, accessed April 30, 2017, https://

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The Official G20 YEA Summit 2017 Publication Language and Emotions


Digital Trends for Future Business

Predicting the President: The hidden power of language and emotions


n the capital of a major federal state, one of the leading parties decides on their candidate for the forthcoming election. Writers and strategists are hard at work and try to write down a promising speech. How many delegates and voters can the candidate reach during the election campaign? To whom is he speaking? Can the foreseeable result be improved? What do voters really think of the candidate’s speech? A consumer group in another metropolis is launching a new product. However, despite intensive market research, sales are not developing as expected. Is there something wrong with the product? Why does the product not convince customers? What do customers actually think about the product? And how do they communicate their experiences? It’s not a new finding: Brands become increasingly difficult to control. Customers decide more freely about the image they expect from a brand – brands become more democratic. And mistakes are increasingly accompanied with economically damaging shitstorms and boycotts. The question arises: how can someone react on these developments: as quick and emotional as customers can – but with scientific proof, coping with lots of data and with an option of review afterwards. The answer: right below. Visualizing Language Language is the strongest and most important medium of man. It allows to directly feel and express feelings and emotions. In addition to gestures and body language in general, the spoken language is a strong tool for communicating physical states of excitement. These states, in turn, trigger certain reactions of the social environment. Human communication is always emotional. But how does language work? In recent decades, neurobiological and medical research has shown that humans act from the ground up through emotions, carried by neurotransmitters. Neurotransmitters are messengers that transmit neuronal, electrical impulses chemically between synapses. There are currently around 150 neurotransmitters known to be relevant for human › Berlin_Germany 2017 39

The Official G20 YEA Summit 2017 Publication Language and Emotions

› behaviour. Emotional processes in brain and body can be triggered by spoken language as well as by images. Language is an integral part of human behavior and is influenced significantly by neurotransmitters. According to recent research in the field, language is being processed at more than one thousand locations in the brain, despite the hemispheric specialization of the brain. Conversely language activates neurotransmitters in the human body causing specific affective reactions, i.e. emotions. These emotional reactions are synthesized by evolutionary and biological patterns of evaluation that date back millions of years. The neurosemantic approach enables us to better explain and describe the emotional impact of language. And it is similar in man over cultural and language boundaries. Neurotransmitters regulate and influence both conscious and subconscious behavior. However the behavior of a person is also influenced strongly by factors such as education, socialization, environment, peer groups, personal experiences and one´s present situation. Neurotransmitters interact with each other in complex combinations that shape patterns of behavior and one´s basic motivations. Emotions shape Behavior – Neurotransmitters and Social Organization Neurotransmitters are part of the biological foundation for emotions like fear, rage, play, seeking, panic and grief, lust and care. The evolution of human culture over thousands of years produced complex sets of rules and patterns of behavior thus extending the biological set of emotions by a multitude of “culturally” based emotions like vanity, contempt, wrath, revenge etc. All these emotions are represented in human language. The Neurosemantic Map as shown above includes all biological and cultural emotions and their corresponding emotional language. We’ll come back to that later. Just one example, not to drift too deeply into natural sciences: an important neurotransmitter, Dopamine, in conjunction with other neurotransmitters, causes the same patterns of motives and behavior in all people irrespective of culture, ethnicity, 40

Above: Simplifyed Neurosemantic Map, (c) sophisitcated knowledge

or native language. It increases general arousal and goal directed behaviors and decreases latent inhibition; all three effects increase the creative drive of idea generation. On a societal level these motives translate into social institutions, societal roles and organizations as well as industries. They also predispose and incite purchasing behavior and consumer motives. There are seven affective-emotional fields described in neurobiology that build upon neurobiological and physiological circuits in the human body. These neuro-anatomical structures are the same throughout all humans. Similarly, this network of more than 150 neurotransmitters exists in mammals and other animals.

Above: The emotional influence of dopamine, (c) sophisticated knowledge

The Neurosemantic Map The Neurosemantic Map is based on a neurosemantic library of thousands of emotional words from American-English language. This neurosemantic library has been created by integrating emotional language and results from the research on emotions and a meta-analysis of psychographic models of personality. All emotional words are being processed through several steps of multivariate data analysis. The result of these analyses is the Neurosemantic Map of the USA, consisting of eleven factors representing the motivation based emotional semantic world of the USA. Each field is comprised of hundreds of words defining any kind of emotion which can be verbally expressed. The Neurosemantic Map of the American language, developed by sophisticated knowledge, visualizes the emotional impact of language and communication strategies as well as marketing concepts. It enables the user to immediately identify the success or failure of any communicational effort on behalf of a product, brand, or service. Also political communication like speeches and pamphlets can be visualized immediately by projections of the speech manuscript into the Neurosemantic Map. In addition to US-English and German, we are working on the mapping of other relevant languages. Let’s look at an example Emotional Positioning – Why Obama won 2012’s electoral campaign Every brand, product or person has an emotional core or position within the Neurosemantic Map. Whether male or female, one‘s semantic-emotional focus represents a unique and characteristic profile easy to identify. These two following maps show the language styles and stories used in public speeches by the two Presidential Candidates Barack Obama and Mitt Romney during the electoral campaigns in spring/summer 2012. We predicted the outcome of the vote after we projected the results of a semantic analysis of these speeches into our Neurosemantic Map. Behind each motivational core – expressed by differently colored fields and the language directly linked to it – are

Digital Trends for Future Business

Left: Visualization of Obamas and Romneys Language ec2012, (c) sophisticated knowledge. These two maps show the language styles used by the two Presidential Candidates Barack Obama and Mitt Romney during the electoral campaigns spring / summer 2012. We predicted the outcome of the vote after we projected the results of a semantic analysis of these speeches into our Neurosemantic Map of the US. Behind each motivational core – expressed by differently colored fields and the language directly linked to it – are different segments of the population of the US. Each map represents the full range of human motivations and emotions and at the same time the US population. Obama

different segments of the population of the U.S. The emotional words and language style President Obama applied, addressed more core affectiveemotional fields of the American public than Mitt Romney’s speeches. By targeting and thereby addressing a much wider range of emotions, Obama successfully connected with and included more people in his promise to care about and to work for them than Romney did. Another example for the potential of Barack Obama‘s speeches compared to Mitt Romney was to a large degree based on his emotion-addressing language in connection with his ability to deliver this approach in an authentic and credible way. The analyses also show that President Obama – to a much higher degree than Gov. Mitt Romney – used socially inclusive language to address the constituents. Our Neurosemantic Map connects the language of live speeches to the motivational core(s) of the American people. Thereby, the emotional impact of the speeches can be explained. The neurotransmitters that are triggered cause specific emotional reactions which in this case increased the likelihood of voting for Barack Obama. Barack Obama overall included more and larger groups in his language, targeting the oxytocin-based motivations of sociality, bonding, family and tradition (green). But Obama also successfully appealed to the search of people for the better and the new (dopamine; yellow and orange fields) and discipline-, work-, and performance-


related motives (various neurotransmitters; blue). The red and orange fields (dopamine and testosterone among others) represent the drive for power and challenges and were regularly addressed in his speeches. Mitt Romney however rhetorically activated only a small proportion of the emotions and motivations of the American people, by that giving his opponent a much wider space for attacks and for inclusion. What else? Of course, we were not only able to predict the presidential election results in 2012 demographically with great precision. We were able to do the same in the 2016 election. Starting out from our neurosemantic analysis of his campaign, the elected President Trump addressed far more relevant population strata than widely expected. A further exciting analysis for the German market was conducted with the neurosemantic repositioning of German Chancellor Merkel after the European refugee crisis in 2015, which correlated demographically with the short-term declining consent values in the

population. And this is only a very small section of the possibilities the Neurosematic Map offers: ◆ The Neurosemantic Map provides a new perspective on one´s own personal language as well as on language in marketing and communication. It shows flaws in communication strategies right away and graphically and visualizes communication strategies as well as precision and accuracy of language. ◆ Users of the Neurosemantic Map will be able to evaluate their own communication measures and portfolio by applying simple rules and measurements. It can be applied and operated with any existing marketing metrics or target group model. No systemic change is necessary. ◆ The Neurosemantic Map allows building one’s image safely, while gaining time and reducing risks through early notification of emerging trends or problems. Identify and analyze the motives of business partners much faster by analyzing their language before negotiating the final contract. ■

Philipp Kardinahl is responsible for communications and public affairs at sophisticated knowledge. For many years he has been working in the fields of political communication and public relations, consulting with public institutions, associations and in politics on strategic matters. He is also focusing on intercultural communication, supporting businesses getting market access in Europe. Contact for more information: sophisticated knowledge is an independent think tank in Boston, MA and Berlin, founded in Cambridge, USA in the Cambridge Innovation Center. It offers services in branding and communication based on cutting-edge research and cross-disciplinary applications in neurosciences, anthropology and marketing. This article was created with the support of the scientific work of Dr. Felix Philipp Lutz. Berlin_Germany 2017 41

The Official G20 YEA Summit 2017 Publication Human Instinct

The urge to create is a basic human instinct W

e have a built-in desire to change the world around us, whether by making a piece of art, a product, a family or a business. At Raspberry Pi, e firmly believe that each of us has the potential to create something amazing; in realising this potential, we gain personal satisfaction and fulfilment, and create social and economic value for those around us. However, all too often that potential goes unfulfilled, for want of access to information, access to equipment, or access to capital. In a nod to the venerable Whole Earth Catalog, we sometimes group these barriers under the general heading access to tools. Raspberry Pi was founded by a group of people who wanted to create both a physical object, the Raspberry Pi computer, and an organisation, the

Raspberry Pi Foundation, which could provide a new generation of young people with access to tools. We curate a website overflowing with tutorials, and forums where makers can come to seek help, or share their knowledge with others; we provide inexpensive hardware which makers can use to create their own hobbyist projects and commercial products; and a community of successful Raspberry Pi-based businesses has grown up around us, whether venture-backed, crowdfunded or simply bootstrapped from a credit card. It’s easy to start a business around Raspberry Pi, to attract investment in those businesses, and to take those businesses to scale. The first Raspberry Pi model launched in February 2012, back when we had what now seems the modest goal of ›



Digital Trends for Future Business

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The Official G20 YEA Summit 2017 Publication Human Instinct

cloud-based Oracle database. In 2016 we shipped the kits to 860 schools in 72 countries, and students from Chile to China have been using them to build their own Raspberry Pi-based weather stations.

› improving the applications to study computer science at Cambridge University. We thought we might sell ten thousand units, and encourage some more young people to develop their computing skills before university. To date, we have sold over 12 million computers worldwide, and our ambitions have grown considerably. All profits we generate from our sales, and funding and in-kind support we receive from generous partners and donors, go towards our educational goals. Thus, we can provide much more than affordable, powerful hardware: we also invest in open software and work with partners such as Microsoft and Oracle to provide free access to some of the world’s most powerful educational software; we provide outreach and education to help more people access computing and digital making; we run free training sessions for educators; we develop free resources to help people learn about computing and making things with computers. In this manner, we have built a global community of digital makers of all ages. We run a number of programmes to engage young people in digital making. One of the most powerful ways to achieve this is through crosscurricular projects that combine science, computing, maths, and more. 44

Clubs and competitions One of our largest programmes is Code Club, a network of volunteer- and teacher-led after-school coding clubs that take place in schools, libraries, and community venues across the world. There are now more than active 10,000 clubs worldwide; with the help of our regional partners, there are fast-growing Code Club communities in Australia, Bangladesh, Brazil, Canada, Croatia, France, Hong Kong, New Zealand, and Ukraine, with more partnerships to come. Until now Code Club has been focused on 9 to 11 year olds, but we recently announced that from September, we are extending the age range to 13, in response to huge demand. At the start of 2017 we launched Pioneers, a brand new programme to inspire teenagers to get involved with computing and digital making. It consists of a series of challenges that encourage 11 to 16 year olds to form teams, make their ideas, and share them. Pioneers is focused on the UK to start with; developing the programme at this scale will give us the experience to support an international launch.

Space and weather projects Our Astro Pi programme, run in partnership with the UK Space Agency and the European Space Agency, is a series of Europe-wide competitions that give young people the opportunity to design experiments and write code that will run on the International Space Station (ISS). Children all over Europe have the opportunity to have their code run in space, and we are hoping to expand the programme to other countries with stakes in the ISS. In 2015 we developed a Weather Station kit to bring the experience of meteorological monitoring to schools all over the world. The stations’ measurements are recorded in a

Supporting educators We work continually to expand our free educational resources and training and make them available to more people. Picademy is our cross-curricular, two-day course in computing and digital making for educators in the UK and US, and in February this year, we trained our 1000th Raspberry Pi Certified Educator, as those who have completed the course are known. The same month, we also started offering online training courses, in order to reach even more educators around the world. Alongside these programmes, our Code Club teacher training programme recruits volunteers who understand and care about computer science, and trains them in a one-day workshop. These volunteers go into local schools and work with teachers who have requested help with the computing curriculum.

Digital Trends for Future Business

By our estimate, they reach more than 85,000 children every year. We also engage and support educators with a new, free digital making and computing magazine. Called Hello World, it is designed to support teachers and others who are involved in supporting young people’s learning. We are constantly adding to our free, high-quality online learning resources that anyone can use to dive into digital making and physical computing. Created by experienced educators, these can be used in the classroom or for independent learning, and cover everything from beginner-friendly programming activities to more ambitious physical computing projects. Celebrating our community The Raspberry Pi Foundation is a community organisation: a huge part of our success is the incredibly enthusiastic volunteer and maker community that has sprung up around our products, programmes and resources. This community includes the volunteers and educators who run our maker and learner events; resellers and creators of add-ons who provide the tools that makers need; members and moderators of our forums who offer user support and help; bloggers and vloggers who share their projects and ideas to inspire more people; and many others. A lot of our work is focused on helping our community to grow and supporting them to do great things. Raspberry Jams are our official community-led events that provide an opportunity for people to get together and learn about computing and digital making. There were 320 Jams from 27 countries registered on our website last year, and many more that took place as part of hackathons and other events. Raspberry Pi’s online discussion forums have seen more than a million posts from almost 200,000 active members, and hundreds of thousands more people follow us, engage with us, and help each other on our social channels, on their own blogs and channels, and elsewhere. We are always trying to find ways to celebrate and thank this amazing community. Their projects and contributions are showcased on our blog and celebrated in our community magazine, The MagPi, which is filled with project guides, news, and reviews, and is



downloaded and purchased more than 125,000 times every month. Here, too, we are working to give as many people as possible access to our community and resources: a version is licensed in Germany, and we translate parts of the publication into French, Spanish, Italian, and Hebrew. There is a wonderful quote from a 1994 interview with Steve Jobs:

“Life can be much broader once you discover one simple fact, and that is – everything around you that you call life, was made up by people that were no smarter than you. And you can change it, you can influence it, you can build your own things that other people can use.”

When we founded Raspberry Pi, we weren’t smarter than other people: we were simply possessed by a desire to build our own things for them to use. Now you have access to tools you can use to make something new in the world. Five years after our first sale, we are as excited as ever to help people to equip themselves for the jobs of the future, to solve the problems that matter to them both as makers and entrepreneurs, to become innovators, and to shape our increasingly digital world. ■

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The Official G20 YEA Summit 2017 Publication The Future

Repositioned for the future T

he agency for e-business and project organization has been presenting itself since the beginning of 2017. We are looking forward to supporting the G20 Young Entrepreneurs Alliance Summit this year with an interesting guest gift, a Raspberry Pi. This minicomputer symbolizes the current performance of the net economy and is the clock for the further digitization of our society. A few words about us... The is a joint project of the “Queps Consulting”, founded by Mr. Holger Holland, who has successfully established itself since the year 2000 with the support of its customers in holistic questions in IT and e-business on the market And the “Mexsos Media Cross Solutions”, a company founded by Thomas Weber in 2010, to help its customers with their consulting and further education in IT project management. E-business managers Holger Holland and Thomas Weber look back on a long-standing past in the professional world of IT and, through their successful


self-reliance in the field of consulting, were strengthened in their decision to merge their established competences with AGEPO to cope with the associated synergies and merger of the partner networks Spectrum of consulting services exponentially. Under the new flag of, we are positioned in a synergetic team in the consulting segment of the Net Economy. The business areas of e-business and project organization are the new foundation from which becomes a strategically important partner for companies when it comes to future questions of digital transformation or the introduction and conception of e-business strategies within the company. ■

Digital Trends for Future Business

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The Official G20 YEA Summit 2017 Publication Industry 4.0

How industry 4.0 enhances industrial machinery engineering processes C

ometal Engineering, an Italian supplier of complete aluminium extrusion lines and scrap re-melting foundries, is implementing some Industry 4.0 tools. Examples of applications for Cometal are on billet ovens, with the goal to easily monitor one of the crucial thermic operation of the extrusion process: the heating of aluminium billets, and on extrusion presses to follow the full thrust cycle. Sensors retrieve instant data, and analysis software process it to deliver alarms and automatically edit reports. The Industrial Internet of Things (IIOT) is one of the pillar of the Industry 4.0, leading to a better management and simplification of the manufacturing process. Data collected from sensors, embedded in the machinery and linked through wired and wireless networks, give a better awareness of real-time events, particularly when combined with advanced graphical displays. In industrial settings like ours, with constantly running equipment and huge failure costs, our customers


must implement time-based preventive maintenance. IIOT enables, instead, predictive maintenance, scheduling its tasks based on the actual condition of the machinery, through a continuous equipment monitoring. Predictive maintenance solves two main pitfalls of the preventive maintenance: possible wasted labor costs and late maintenance causing breakdowns and production stops. The IIOT is not only up in the


cloud, but provides analysis tools which send alarms right to the operators’ smartphones or tablets. Some predictive maintenance applications for Cometal are: monitoring pumps for completed cycles or unexpected high temperatures, measuring motors vibrations, and identifying valves pressure drop or increase. Early detection of these critical parameters changes indicates unusual operating conditions and allows taking actions to avoid machinery performance reduction and breakdowns. To conclude, IIOT allows our customers to collect real-time data, track operational trends and predict problems before they actually occur, leading to a more precise control of the manufacturing processes, raising production efficiency, diminishing costs as well as risks linked to safety conditions. Furthermore, it is a way for Cometal to remotely monitor relevant data, providing a faster and more efficient customer service. ■AUTHORED BY Sara Mancini

Digital Trends for Future Business Industrial Revolution 4.0

Digital trends and global growth facing sustainability wall S

ince the first industrial revolution has made its foggy appear ideally in London, almost 300 years far from these days, we have observed two other big economical changing periods: the second and the third revolution, respectively with a starting period of 1870 and 1970 CE. What we and our earlier ancestors have seen is a tremendous–relatively fast-irreversible changing of the productive system, which effected dramatically the city’s aspect too: in just 200 years the huge

and continuing demographic growing rate has brought to our eyes a scenario depicting metropolys counting more than 30 million inhabitants; well if you think about it for a second, that is crazy! only in 1820 the city of London had reached the population of 1 million citizens. Napoli, Instambul and a couple more had reached only 500 thousands inhabitants . Today’s real challenge , in my opinion , as far as we still live in the storm of the younger 3.0 IT REVOLUTION, is the


social and environmental sustainability. Global warming and worker’s inoccupation are paving the way towards a newer essencial, smart and clean concept of productiveness. Last year’s Chineese G20 “dictat”, in the pounded words of one of the most powerful statesman, the President of the People Republic of China Mr. Xi Jinping, was INCLUSIVENESS. This means that we cannot blindly stare at the performance rates anymore without considering social aspects such as employment, clean productivity. The developing concept of circular economy is too much slowly landing to eu markets . We all need to deal with sustainable corner stones, like right prices and right behaviour, accepting common standards that embrace this ratio first. ■ AUTHORED BY Gaetano La Rocca

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The Official G20 YEA Summit 2017 Publication Digital Workforce

Re-Imagining the Workforce in a Digital Future D

igitalization is the process of making all or many aspects of business activities electronic. It will affect future business in five key ways: 1. Technology has changed the way we meet, communicate and conduct ourselves in the workplace. Working remotely is gaining in popularity thanks to technologies like Slack, Google Hangouts, Skype and mobile phones. While companies have already made significant investments to understand people and team dynamics, there will need to be a new appreciation for the radical transformation that technology has had on how we interact. Traditionally helpful methods such as the Myers Briggs MBTI framework may need re-calibration to accommodate the impact of technology, where teams work remotely and communicate electronically. 2. Businesses and policy makers will need to address the information asymmetries between traditional career guidance practices and, future workforce market demands.



3. Businesses and policy makers will need to invest in providing workers with varying levels of computer science and computer programming skills that will allow workers to be active participants in a more technologically advanced future, rather than be passive consumers of technology. 4. Technology will facilitate a more globalized workforce as businesses attract talent from different physical geographies, given the global demographic trends such as ageing populations in some parts of the world. 5. Innovation and entrepreneurship will become economic imperatives to ensure that future skills disseminate to the right audiences globally and that those audiences are equipped to absorb and use the skills productively.

“Almost half the activities people are paid, almost $16 trillion in wages, to do in the global economy have the potential to be automated by adapting currently demonstrated technology, according to our analysis of more than 2,000 work activities across 800 occupations. More occupations will change than will be automated away. Activities most susceptible to automation involve physical activities in highly structured and predictable environments, as well as the collection and processing of data. In the United States, these activities make up 51 percent of activities in the economy accounting for almost $2.7 trillion in wages. They are most prevalent in manufacturing, accommodation and food service, and retail trade, and include some middle-skill jobs.”1

The explosion of data is at the heart of digitalization as computers record and store digital activities in granular detail. The promise of digitalization is to increase revenues and reduce costs by using data and automation to positively impact core business key performance indicators such as productivity, while reducing turnover and waste. As businesses and policy makers look for opportunities to leverage the data (often referred as ‘big data’) they must also develop frameworks for data collection, retention, use and disclosure, to protect their own privacy and the privacy of the communities they serve. These are among the many challenges that a workforce of the future will have to consider. Some highly visible examples of digitalization in business include, electronic communications, marketing or e-commerce. Implied in a digitalization discussion, are the developments taking place in the areas of robotics, machine learning and artificial intelligence. A McKinsey Global Institute report, titled, A Future That Works: Automation, Employment and Productivity, provides insights into the potential impact of automation on the workforce of the future:

McKinsey Global Institute (2017)

All these technological advancements suggest that companies and policy makers must radically rethink how they are preparing learners today, to be the workforce of the future. Previous generations could find work with an economics or accounting degree however, the integration of technology into all facets of the workplace and in all industries, suggests that economics or accounting degrees must include technology components in their curricula. I recently visited the girls only high school I attended in Harare, Zimbabwe to discuss implementing a data science curriculum there. I consider it one of the best schools in the world and while there are some changes I would make to the curriculum, I would not trade my high school education for any other. The school has a computer science program; however, it only has a few students enrolled in it and it is not popular among parents and learners. The biggest take-away from my visit was that there is information asymmetry between current career development programs in schools and jobs of the future. High schools rely on industry partners and former students to return

Digital Trends for Future Business

and share their experiences in the workforce. Businesses can facilitate this by offering opportunities for former students to give highs school career talks in a coordinated way through corporate social responsibility initiatives. Former students from a high school are likely the best people to describe emerging trends in jobs, give updated salary information, share insights on future trends and, motivate and inspire learners. Not everyone will become an expert computer programmer, however, as the building blocks of technology, even basic mathematics, data science and computer programming skills will be of great value in a world where so many aspects of daily life are and will continue to be inter-connected with technology. Some people will be fluent enough in computer programming languages to do the digital equivalent of exchanging pleasantries with the locals in a foreign environment, ordering a cup of coffee or getting directions to the museum. Some will learn enough to perform sophisticated tasks in computer programming, such as the digital equivalent of ‘drawing up a legal document’ in another language. Using spoken language as a framework for computer skills education, companies will come to classify workers into five groups: 1. Passive consumers: As the name suggests, these people will only consume pre-packaged technology and will be at a loss if anything does not perform as advertised. They do not speak the language and do not try. 2. Passive participants: For example, rely on a graphical user interface to run queries but will not know if there is an error in the output. These people rely on a language interpreter. 3. Active participants: This is the digital equivalent of, “hello, my name is ...” and, “where is the museum?” in a computer programming language. These workers can identify and troubleshoot simple errors or escalate a well-defined problem to an expert. › Berlin_Germany 2017 51

The Official G20 YEA Summit 2017 Publication Digital Workforce

Where machines could replace humans–and why they can’t (yet)


› 4. Creators: This group will know enough SQL, Python, R, C++ or Java to solve problems and develop new technology solutions. 5. Innovators: These workers can write the digital equivalent of poetry and legal documents in a computer programming language. They would be the Shakespeare’s of computer programming and their code would be described as beautiful. These workers would have the level of mastery to solve problems, develop new products and create new languages and methods of communication with machines. Companies and policy makers must consider introducing a basic level of computer programming literacy into education and training systems today, to ensure that workers of the future can at least ‘speak to computers’ as active participants or risk having a workforce of the future that is paralyzed when a component of the technology fails. At Fireside Analytics, we take this idea further to advocate for data science education at a high school level where learners can be introduced to case study based problem solving techniques that encompass lessons from computer science, statistics and business. 52

We believe that this early investment creates social and commercial value through life-long skills in scientific methods, critical and computational thinking as well as, problem solving, regardless of what careers learners go on to pursue. What future jobs are we preparing a three year old today for? Should children be learning to write or learning to touch type and write code? We must consider what jobs a 15 year old today will be doing in 30 years. What if the learner in question, is 15 years old, female and from Africa? What jobs are we preparing her fore and how do we ensure that she has the appropriate training for a more technologically advanced future? If the answer to these questions is that we do not know, then the appropriate response is to equip these early learners with the building blocks of technology to increase their chances of success in the face of uncertainty. Changes in global population demographics present businesses with the opportunity to find workers from different parts of the world, however businesses will need to develop innovative (technical) training solutions as well as innovative methods of training delivery to prepare those workers for

technology dependent jobs. “In Africa, 60% of the population is under 25, under 15s accounts for 41% of the population 15-24s are a further 19%. Africa, Latin America and the Caribbean as well as, Asia, were home to 1.7 billion under 15s and 1.1 billion 15-25s (2015 data). Providing these generations with health care, education, and employment opportunities, including in the poorest countries and groups, is a pivotal focus of the post-2015 agenda.2” United Nations, Department of Economic and Social Affairs, Population Division (2015)

The opportunity to tap into these talent pools already exists through cloud technologies and workers in remote geographies could feasibly be trained to work jobs in data science, computer programming and robotics remotely. There have been successful case studies in mass, technical, online learning such as IBM’s Big Data University, which offers free cloud hosted data science education in short modular courses. This delivery method is proving to break geographic, language and technological barriers. With registrations fast approaching a million, most of the learners in the courses I have developed for this

Digital Trends for Future Business


platform are from India and China. Technical components are taught through a free online learning platform called, Data Scientist Workbench. Data Scientist Workbench is a cloud-hosted collection of open source tools such as OpenRefine, Jupyter Notebooks, Zeppelin Notebooks, and RStudio. Anyone can register and immediately receive free and unlimited access to powerful data science tools through a web browser. Increasing global internet connectivity, means learners from Argentina to Zambia, in office training rooms or rural internet cafés, can start learning Spark, Hadoop, Python, R and Scala online, and for free. The cloud provides access to enough processing power to run complex analytics algorithms from anywhere in the world. Companies no longer need to invest in expensive hardware, physical space and security to protect that hardware in the same way they did as early as a decade ago. Now, big companies or small start-ups can conduct significant software development projects with a small team of five people, all working from a laptop in the comfort of their homes, in different countries. Cloud has reduced the barriers to entry for new players to

get up and running in creating and developing technology products and solutions. Coupled with the power of data analytics, start-ups may be the key to training and educating the workforce of the future. Entrepreneurs looking for opportunities in high growth areas must consider incorporating mobile technology into training and education solutions for a future workforce from Africa. Mobile technology is gaining ground rapidly in emerging markets, particularly in Africa. There were 557 million unique mobile subscribers across Africa at the end of 2015 and that number is projected to grow to 725 million by 20204. GSMA (2016) As Africa become more connected, and as the size of its workforce continues to grow, elsewhere in the world the size of the workforce is shrinking.

“By 2050, all major areas of the world except Africa will have nearly a quarter or more of their populations aged 60 or over. 12% of the global population is aged 60 and over and this group is growing at a rate of 3.3% per year. Europe has the greatest percentage of its population aged 60 or over (24%), and rapid ageing will occur in other parts of the world as well. The number of older persons in the world is projected to be 1.4 billion by 2030 and 2.1 billion by 2050. Population ageing is projected to have a profound effect on the number of workers per retiree in various countries.5” United Nations, Department of Economic and Social Affairs, Population Division (2015)

Changes in global population demographics and new technologies are creating a more globalized workforce. While technology presents many opportunities, it will also present challenges for businesses of the future such as preparing a workforce for a more technologically inter-connected world. By investing in career development programs, data science and computer programming skills, locally and remotely, traditional companies and start-ups will reap the benefits of a highly skilled workforce that can ‘speak to computers’. ■ Shingai Manjengwa (@Tjido) is the founder of Fireside Analytics Inc., a Toronto based tech startup that offers customized, data science education solutions. Shingai holds a Master of Science degree in Business Analytics from New York University’s Stern School of Business and she has developed Canada’s first accredited Data Science curriculum for high schools. Shingai was selected by Futurpreneur Canada to represent Canada at the 2017 G20 Young Entrepreneurs’ Alliance (G20YEA) Summit. Futurpreneur Canada is Canada’s only national, non-profit organization that provides financing, mentoring and support tools to aspiring business owners aged 18-39, helping launch 8,100 businesses across Canada since 1996. You can follow Shingai at @Tjido on Twitter and her business at @Fireside_info on Twitter and on Facebook and LinkedIn.

1 Source: “A future that works: automation, employment and productivity”, 24 January 2017, McKinsey Global Institute. 2 Source: United Nations, Department of Economic and Social Affairs, Population Division (2015). World Population Prospects: The 2015 Revision, Key Findings and Advance Tables. Working Paper No. ESA/P/WP.241. 3 Source: ‘Tap - Unlocking the Mobile Economy’ by Anindya Ghose faculty-research/tap-unlocking-mobile-economy 4 Source: GSMA, ‘The Mobile Economy’, Africa 2016. 17b64d62fa24c55bdf&download 5 Source: United Nations, Department of Economic and Social Affairs, Population Division (2015). World Population Prospects: The 2015 Revision, Key Findings and Advance Tables. Working Paper No. ESA/P/WP.241.

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The Official G20 YEA Summit 2017 Publication Digital Innovation

Vertical Scroll for Modern Digital Content Experiences R

esponsive content has allowed publishing and marketing professional to become device independent. And anyone creating web content should consider the value of a linear scroll UX to replace slides, pages, or print world anchored content design structures. The innovation of both devices and responsive content structures has made mobile web the place to publish. And scroll behavior just works! We don’t give it much thought in terms of how often we use it to read most well designed articles online. But every modern web browser facilitates this critical function within the viewport to digital content. And beyond the desktop browser where the mouse and scrollbars facilitate scroll UI (user interface), our hands control scroll gestures completely on mobile devices. Scroll allows the user to completely control the content consumption velocity. Fast or slow paced and with browser scrollbars we even let users know just how deep our story extends

down the viewport. The scroll position bar on the vertical Y-axis provides progression awareness based on the current viewport to total page length. I don’t think we ever really had the chance to appreciate how valuable scroll is for a single vertical focus of content on the page within the traditional website design and engagement process. In the early web publishing days we unintentionally de-generated the primary user content flow path and scroll experience with the addition of columns. We stuffed as many secondary focus widgets, feeds, or ads into this space as possible. I guess it’s kinda funny to remember our origins and how the web page content design ethic evolved. It started simple and we did everything possible to make it more complex. Our first CMS designed web pages had basic heading structure, but often lacked any structured layout design or images. Text was small and the need for scroll on the desktop view of a web page often meant there was an



Digital Trends for Future Business

Above the Fold” 2002 Example. Microsoft Website Homepage 2002

intimidating amount of unenhanced text to read that continued down to the page footer. Text content wasn’t sexy. But, anything on a web page was considered “cool” as the web page itself meant we had access to anything capable of being published from anywhere in the world. Early Internet Web Design Layouts And remember our Yahoo, Webcrawler or Excite homepages? Busy page layout just seemed better in the early days of the Internet. We were starving for content of any form in digital format. Then came HTML tables which meant we could grid out the 800x600 web viewport and thus kill off any boring whitespace on the page. Next, web publishing software solutions (the early blogging and article publishing platforms) which kept left and right page columns as fixed template elements. With bloated headers and footers our valuable content became wedged into the center of the page and typically was no longer the emphasis of the page. We wanted a digital design interface that felt as crowded as our designs for print mediums like a newspaper. Publishers kept stuffing the right and left rails of the page. Time and date, weather forecast widgets and annoying polls. Our web portals and homepages got very busy. Next came the endless buttons ads for which no style or design standards existed. I can remember publisher websites where many flash or gif animated ads side-by-side with marketing copy consisting of “CLICK HERE” with little more than a company › Berlin_Germany 2017 55

The Official G20 YEA Summit 2017 Publication Digital Innovation

› name as a call to action. Web banner ads grew in quantity along the rail of the pages. Who knew a text laden banner gif could blink and flash to the point it completely distracted you from from everything else on the page. The web page readership was greatly diminished due to a focus on commercial aspects where quality standards had yet to be implemented. While the user was still in control of the navigation and destination URL, the overall user experience had clearly been hijacked in attempt to put everything possible above the fold. Website homepages were often designed with the objective of keeping content above the fold even eliminating the need to scroll. And yes, we too designed 800x600 webpages to avoid scroll in the early 2000 era. Responsive Bridge to Readability We survived this early era and device capabilities and today’s design sensible focus on a mobile first experience has returned our attention optimizing the scrolling UX experience. Modern users on both mobile and desktop now expect to scroll. User appear to appreciate a web page design that’s more readable because the vertical canvas which allows for proper page content fill rate and text size. Scroll Interaction Offers Progression Control Scroll is a very effective UX content control mechanism for both desktop and mobile interfaces. Scroll behavior with mouse or swiping up as a touch gesture on mobile devices provides full content velocity control to the user. Among the many touch screen action behaviors, the most intuitive is the simple touch movement that scrolls content up and down in a vertical format. Typically initiated with a slow drag of the finger tip up the page and evolving as the user perceives this as an effective control to a flick or rotated finger so that it becomes a vertical swipe up the device screen. Web content visitors can use rapid scroll action to peek at what’s ahead. Current web user behavior analysis recording visitor sessions can shows us the exact path taken by our visitor users. We often see people moving ahead of the normal reading pace to get a feel 56

for the content before they start reading. With traditional non-digital media, we preview content (such as the print medium) by flipping through pages or even just looking at the thickness of the book or periodical. Thus, ancillary progression awareness


feedback is inherent in visual and tactile interaction for non-digital mediums. The lack of progression and position awareness is one of the key factors that makes the digital interface so complex when we seek to maintain a user’s attention and engagement. We even see some publishers using an estimate of ‘reading time’ to prepare guests for the length ahead. And while I understand the value in setting expectations, everybody consumes content at a different pace unless forced into a non-adjustable rate. Most analytics show a minority of our visitors will read full text and thus another support for content that can be consumed at multiple velocities. The value of scroll for the modern mobile experience is the foundation of our design agency’s new VERTIQUL digital editions platform. The solution

Digital Trends for Future Business

engaged user controls their reading speed and may slow to increase comprehension. Users want to know their position and progress in digital mediums. Video has also always contained a progress bar. This is important for both direct control and for progression awareness. Think about how often you look at the video progress bar to see your progress through the media. And if you’ve ever tried to control your progress on longer videos you know that until recently, the progress control didn’t have fine tracking forward and rewind. Youtube just solved this problem and tapping the right side of your video to now jump ahead in 10 second increments or left side to go back1.

Experimenting with page progression markers

is being designed to give readers feedback about their position and progress in the vertical issues produced for publishers. The change in production from a flip the pages horizontal format to a vertical scroll page means that progression awareness will help readers to understand their context and progression within digital publications. Traditional digital editions evolved to use thumbnail scrollers or progress bars to help readers understand they weren’t in a endless gallery of page flips. We developed a progression awareness widget to show a page marker that represents progress through the digital edition in a more assertive format than even a video progression marker. Our page marker enhances the existing vertical scroll bar position indicator. Our development of this and similar linear progression tools have the goal of simplicity for interaction as a key requirement. Regardless of the user media interface device, the one aspect that also helps keep users engaged is content flow a designed presentation. The ultimate goal for each of us is to produce content that’s easily consumed. And if we really want to engage the reader, that content needs to also be “entertaining.” Video is a highly engaging and entertaining passive media format. John Green shows us how effective a produced video can be for communicating a story. John’s niche, basic history via Crash Course keeps you watching and interested. The rapid pace

demands some attention effort. And while it’s a linear presentation of content, the video delivery compacts the message into a short program format. Linear media can be more engaging because of the user controlled consumption format. But this control also has a downside in that it requires continuous reader interest. The moment our digital user loses interest, they exit. Our best chance to keep users reading our content is to provide alternate media formats to engage audience through our story. Emphasis can be asserted by the amount of time given to a certain message. While traditional print magazines are published in a linear periodic format, the user can move or skip pages and completely controls their content consumption pace and therefore their experience. A deeply

The Digital Media Engagement Advantage In addition to designed and scrollable presentation, the digital medium provides us other content enhancement to maintain engagement. The assumption is important because many of us have jobs that ultimately require us to communicate to an audience even if we aren’t publishers by trade. Your job may have nothing to do with publishing or marketing communications. But important aspects of telling your boss, or selling other decision makers on ideas that allow us to promote our work or maintain assignments to keep doing what we want involves our ability to communicate potentially disengaged audiences. So the next time you need to share an idea, story, plan, research or proposal go ahead and let the page size grow. Users are very comfortable with scroll and appreciate a single linear path for the communication and multiple media elements engagement for this digital reading experience. ■ David Blankenship, Digital Media Consultant President Advontemedia Inc & Founder Vertiqul 1 Youtube skip controls google/2017/02/03/youtube-fast-forwardbackward-double-tap/#.tnw_V6FOCY3n

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The Official G20 YEA Summit 2017 Publication G20 Entrepreneurs

Entrepreneurs across the world have an important role to play: G20 Road to Inclusiveness


n 2008, after the financial crisis started to hit the globe, G20 country leaders met to discuss global solutions to the economic downfall. The G20 became the most important platform for international policy-making in terms of harnessing growth and job creation. The following years, it focused on a sustainable recovery from the economic crisis, as recessions and unemployment became a concern. In 2013, G20 policy makers started to be more aware of the importance of fostering the growth of small and medium-sized enterprises (SMEs). The Organisation for Economic Co-operation and Development (OECD) says SMEs represent 60 to 70% of jobs in most of its member countries. Throughout, these small and medium firms account for a disproportionately large share of new jobs, especially in countries with a strong employment record. The crucial job-creation factor seems to be their number of years of existence, rather than their size. Young companies (including startups) generate more than their share of employment, but less than of all start-ups survive for over five years – and only a fraction develop into the high-growth firms which make important contributions to job creation. In 2014, at the G20 Summit in Australia, youth unemployment became a recurrent topic of discussion. According to the International Labour Organization (ILO), the global youth unemployment rate is expected to reach 13.1% – and remain at that level through


2017 (up from 12.9% in 2015). The ILO’s World Employment and Social Outlook’s 2016 Trends for Youth Report shows that as a result, the global number of unemployed youths is set to rise by half a million this year – to reach 71 million, the first such increase in 3 years. In developing countries, growth is slow (no more than 2%) and youth unemployment is at least twice as high as the national average. As for emerging


countries, even though the GDP is higher than in most developing countries, there is still a growing young population and employment remains an issue. Young people were hit first by the international economic slowdown. G20 policymakers are looking for solutions to help more SMEs create more jobs, especially for young people. For example, in 2015, at the G20 Turkey Summit, the Business 20 (B20) proposed the creation of the World SME Forum. The mission of the World SME Forum is to improve the overall growth and impact of SMEs globally. And the word “entrepreneurship” appeared for the first time in the 2015 G20 Leaders’ communiqué. During these G20 presidencies, actions were taken and targets were set with an awareness of the importance of empowering the “underdog,” such as SMEs, young entrepreneurs, unemployed young people, and unemployed women. Equal opportunity for all is one of the keys for inclusive and equitable growth and can reduce inequality. These days, the issue of the fourth industrial revolution arises. The German G20 Presidency hosted the first ever Digital Ministers’ meeting. Automation technologies – such as machine learning and robotics – will play a role in how we live and how we work. According to a July 2016 McKinsey Report, these technologies will affect approximately 60% of all jobs. In these jobs, 3% or more of the workers’ activities will be replaced by automation over the

Digital Trends for Future Business

coming years. Technical jobs can be replaced by artificial intelligence. Jobs that require skills such as critical thinking, strong cognitive abilities or creativity are less at risk. One question remains: What policy should the G20 implement to adapt our education and training to the fourth industrial revolution? Part of the answer is to rethink the collaboration between the private sector and educational institutions such as universities. Surely, universities have a role to play in job creation, but also in training new digital entrepreneurs. Fostering university-based incubators and accelerators will be one of the solutions to tackle this issue. We should ask ourselves how start-up entrepreneurs can gain access to the cutting-edge technology used in artificial intelligence and the most brilliant minds among AI researchers. Science and technology transfers will be the new key elements to succeed in the entrepreneurial ecosystem. In the future, G20 leaders will have to think over the long term to foster this new type of economy. They will need to take into account the technology and innovation factor in their policy making. â–

Winston Chan is an entrepreneur and an active member of G20 Business 20 Taskforce of Employment and Education since 2015. He participated at the G20 Young Entrepreneurs Summit in Russia (2013) and Australia(2014) and as Sherpa-Delegate for Canada in Turkey (2015) and China (2016). He was Chairman of a 8 000 members Federation of Young Chambers of Commerce in the canadian province of Quebec. Berlin_Germany 201 59

The Official G20 YEA Summit 2017 Publication Digital Nursing

Digitization in nursing: blessing or curse?


n 2004 the robotic seal “Paro” appeared on the market. It was originally intended as a supportive measure in animal-based therapy. It led to widely divergent views among the practitioners: some saw the introduction of a stuffed animal that is capable of reacting to touch and response with tactile sensor technology as a clear indication of dehumanization in the } area of elderly and nursing care through the use of technology. The less critical observers recognized the positive reactions of those affected to the fur ball with big wide eyes and praised the introduction of robotics into the area of elderly and nursing care. Digitization is everywhere In any case, it is a fact that that digitization in 2017 has almost arrived in all areas of life and can no longer be denied. The machines we use to work with are equipped with more or less “intelligent” digital control systems. And, of course, this development does not stop in front of the nursing sector either. Dehumanization and monitoring: negative picture of technology In the nursing sector, four areas can be determined, in which technology canbe used sensibly: on the one hand as an aid to the mobilization of patients, e.g. through patient lifters, as well as in nursing documentation and planning, in the field of building technology as well as in communication, e.g. through modern call systems, improving communication abilities and emotional response to patients. In the area of documentation and planning, there are increasing efforts to link medical, nursing and therapeutic information and services. Hospitals, nursing homes and health insurance companies are working on common database and communication systems to provide a better overview of offers, needs and services. Last but not least, the billing system is to be made more transparent and easier - the key word here is the “Health System 2.0”. Overall, efforts are being made to improve the quality of care by providing better planning and documentation. However, such a system also carries the risk of continuous monitoring, in which the exact specifications of individual activities


Digital Trends for Future Business

are so high that the interpersonal proximity, because of which many people decide to stay for the first time in a nursing profession, risk falling on the wayside. The gloomy vision of a completely dehumanized, automated care sector, in which robots in a completely standardized system provide the care services to people who are in need of these services, is looming on the horizon. Framework conditions: Demographic change and skilled labor shortages The pressure on efficiency is already felt by many nurses today due to a lack of time resources - not least because of an ever-worsening shortage of skilled workers in nursing care. Many want more time and tranquillity, in order to be able to better deal with the individual situation of people in need of care. The situation in the area of nursing will tend to intensify in the future. More and more elderly people with the high risk of becoming permanently or at least temporarily in need of care will face an increasingly smaller number of people of working age who are still willing to learn a nursing profession. And in addition, the nursing profession is psychologically and physically stressful. As a result, many nurses cannot be active in their profession until the age of retirement. The introduction of new technologies means additional stress and endeavours for many workers in such a tense situation. The prerequisite for a meaningful and above all relieving use of new technologies in care is that all newly introduced technologies are optimally adapted to their users. Digital can be better Thus the “fright vision” of total automation can be put into a much more positive picture: already today, applications are used on tablets to promote the cognitive abilities of dementia patients and to improve their quality of life through active occupations. An example is the “NursingTab” app, which is sponsored by the statutory health insurance in Germany and is developed and tested jointly by scientists from the Institute of Medical Sociology and Rehabilitation Science at the Berlin University Hospital, the Charité University Hospital Berlin and the nursing home “DOMICIL


Seniorenpflege”, which is an activation offer for dementia patients. The motivating and playful elements of the application automatically adapt themselves to the resources and needs of the users. And it automatically saves the current data of the current user, which are then read and evaluated by doctors and nurses. According to the developers, the app also contains elements that can improve the communication of people in need of care with their relatives and nursing staff. Staying longer in the “smart home” In the area of home care nursing services, so-called “smart home” technology is particularly interesting. These are intelligent systems that are installed in the apartments and facilitate everyday life. Experts estimate that by using such technologies, the time of independent living in their own four walls can be extended significantly. The house emergency call systems are a first step in this direction. Already available or in the final development are also assistance systems such as intelligent medication dispensers, intelligent flooring with crash detection and other sensor systems, which record activity patterns and report

irregularities. Also the so-called “TeleCare”, support provided from a distance, is growing in importance. With easy-to-use video telephone systems and complementary systems, one can avoid unnecessary access, especially in rural areas, while maintaining a high degree of personal address and contact. To ensure that the use of technologies can lead to positive side effects such as prolonged health of the employees in the care sector, better care and motivation of patients, or more efficient networks of relatives, care-takers, patients, physicians and health insurance companies, it is a prerequisite that the applications and devices used or intended to be used are developed jointly, in order to optimally meet the different requirements and needs of the parties involved. Technology should always continue to serve people and their needs - and not vice versa. ■ Nadine Lexa, MAS ( is a specialized palliative care nurse and holds a Master in Palliative Care and Organisational Ethics. She is the author of several palliative care reference books, a publisher of a book series and a lecturer at two universities. She works as Head of Public Relations at DBfK Nordost e.V. Berlin_Germany 2017 61

The Official G20 YEA Summit 2017 Publication Industry 4.0

Industry 4.0 for Workers 4.0 I

am Filippo Sottovia from Padova Italy, Trans-Cel is my company: a typical 30yrs old, transports and logistics SME, a family business. By my personal passion, for my Work on ICT and GPS methods and systems, I had a vision of industry 4.0 and work 4.0. Let’s start from the point of view of workers. Interacting with other workers, tools, missions, weather, health, emergencies, rules, law. A lot to share, in a lot of different systems: hard or impossible. We need to “give a look” on what’s happening inside our company and outside our supply chain in real time, in a social network style. I think it’s time for creativity made in Italy, on ICT. Starting from a neologism: supply chain + management = chainment. The way to be connected for work. So I started in 2015 from my company. A new branch has risen, a technological area where my idea of Chainment is developed and realized. Chainment is a web platform that aim to manage, analyze, optimize and control in real time the industry 4.0. Algorithms and


IoT tools can support the operations of the supply chain. In many of its aspects: people, resources, processes, space, time, money. Mathematicians and computer scientists feature in the new R&D department of Trans-Cel, developing softwares based on Artificial Intelligence Algorithms, some supporting operators in the decision processes for staff


scheduling and fleet planning, some others dealing with automating predictions on miscellaneous scenarios by means of machine learning tools. Each software is designed in such a way that a user-friendly interface let the user interact, analyze and observe the results proposed by the algorithms, coupled with functionalities to notify the industry staff and geo-referencing displays to keep the whole dynamics under control. We want to improve the efficiency of the supply chain providing such kind of products all plugged into a unique platform, where also other developers from our customers’ tech staff can add their own applications. Imagine your work in a digital way, be creative, for meritocracy and responsibility supported by blockchain technology: On Industry4.0, Organizations, Public Administrations and other Serious and Secure situations. ■ #netWORKSwithUS

AUTHORED BY Filippo Sottovia

Digital Trends for Future Business Blockchain

Unshackling the blockchain: will it change real estate A few words on Blockchain and its applications for Real Estate with Saurabh Saxena, founder of What is blockchain? Blockchain is an encrypted digital ledger that is stored on multiple systems/computers in private or public networks, as blocks. These blocks form an immutable chain that cannot be edited or removed by individual actors as they are controlled by shared governance protocols. How would this technology be used in a property context? Blockchain can be used to speed up processes through legal contracts (smart contracts), KYC, credit checks, reference checks, viewings automation, deposits, rental payments, users’ (tenant/buyer/seller/asset) digital identities etc. When implemented, the chain is expected to reduce the time needed to complete a sale from three-to-six months to just a few days, in some cases even hours.

What would be required in the industry to make this a reality? It will take a while to migrate systems to blockchain, and it will take a long time to get operator and regulator consensus globally or even locally to shift systems onto blockchain and decommission legacy systems. Legal enforceability issues in court regarding smart contracts will take a long time.The technology is also still far from scalable.


Is this the missing key to taking all parts of the buying process online? Someone still needs to do the viewing to close the deal. Blockchain coupled with video streaming or AR / VR could work well for the cross section of buyers and renters who are comfortable with closing the transaction with an online view of the property. Is there any competing tech to blockchain for the same end goal? Yes, there’s an opportunity to create the same principles, smart contracts, and shared governance structures in a typical online marketplace setting today, without setting up an actual blockchain. This may come at a risk as it may not be tamper proof; however blockchain technology itself isn’t tamper proof either. ■ AUTHORED BY Angelica Donati

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The Official G20 YEA Summit 2017 Publication International Trademark Association BRANDED STORY

Brands and Innovation: Not So Strange Bedfellows F

rom a consumer’s perspective, the relationship between brands and innovation arguably seems quite clear. Any fan of innovative technology surely remembers the first time he slid his fingers across the screen of an Apple iPhone or got behind the wheel of an almost silent Tesla electric car. From a brand owner’s perspective, a tangible connection between brands and innovation can seem somewhat more elusive. Specifically, how the interplay works on a day-to-day basis and how crucial branding can be to innovation itself is not obvious. With greater clarity and insight, however, a business can be poised to maximize and monetize its innovation. The Measurement Challenge Measuring the link between brands and innovation can be challenging because both are somewhat conceptual.


Interbrand, a global brand consultancy, has devised a methodology for assessing the value of brands, and it publishes an annual list. Interbrand’s 2016 list includes many that you would expect to see—Apple, Amazon, Google, and IBM. One thing these companies have in common is that they have all proven effective in bridging the gap— and establishing a positive relationship— between their brand and innovation. Their ability to continually innovate, reinvent, and enhance consumers’ brand experience is what sets them apart. At the heart of a strong brand lies a trademark. A trademark is any word, name, symbol, or device (or any combination of these) that identifies and distinguishes the goods of a business from those of others. An examination of the role of trademarks in business development can help shed some light on the relationship between

brands and innovation Trademarks allow fair competition in the marketplace: consumers know that the product they are buying is genuine. Moreover, trademarks provide protection for innovations from being copied in the marketplace, and allow for fair competition, one of the key building blocks of innovation. The value of trademarks has been demonstrated through various studies analyzing their contribution to national and regional economies. The results are impressive. A study by United States Patent and Trademark Office of industries that rely most heavily on |IP—namely, patents, trademarks, and copyrights—found that trademarkintensive industries contributed 23.7 million jobs to the U.S. economy in 2014. The study also found that workers in trademark-intensive industries earned US $1,236 per week, compared to the

Digital Trends for Future Business

US $896 earned by workers in other industries. Together, IP-intensive industries in the United States accounted for 38.2% of its Gross Domestic Product (GDP) in 2014 ($6.6 trillion in value added), up from 34.8% in 2010. A similar European study presented equally impressive results. From 2011 to 2013, IP-intensive industries generated more than 42% of total economic activity in the European Union, with 36% (E4.8 trillion) produced by trademarkintensive industries alone. Similarly, IP-intensive industries accounted for 27.8% (more than 60 million) of all jobs in the EU during this period; trademarkintensive industries alone generated nearly 46 million jobs (21%). Moreover, the wage premium for IP-intensive industries was 46% above that for other industries. The U.S. and the European studies, which are conducted periodically, demonstrate not only that trademarks are vital to a successful economy but also that their contribution increases as the economy grows. As evidenced by Trademarks in Latin America, a similar study published in early 2017, industries that intensively use trademarks contribute significantly to a country’s economy. The study,

which focuses on Chile, Colombia, Mexico, Panama, and Peru, reveals that trademark-intensive industries contributed significantly to increases in employment, salaries, and international trade. Across the five countries, these workers’ share of the workforce ranges from 8% to 26% of total employment, and their contribution to GDP is between 10% and 21%. These findings underscore the huge potential for economic growth that can be unlocked by promoting trademarks within the business communities, and by further developing national trademark systems and trademark-intensive industries. Bridging the Gap Two key ways in which brands, and the trademark rights that underpin them, fuel innovation are (a) through market pressure put on a business to live up to its reputation for innovation, and (b) through allowing a business to distinguish its innovative products from those of competitors. The battles between Google, Apple, and Samsung over the smartphone market are a case in point in both instances. There is a risk here of overstating the case. When talking about brands and innovation, there can be a tendency


to confuse correlation with causation— the fact that an innovative business has a strong brand and has registered many trademarks does not necessarily mean that its trademarks play a role in producing that innovation. And a reputation for innovation is not always the same thing as being innovative. Nevertheless, research into the link between trademarks and innovation has produced some interesting findings. A study of trademarks in Belgium, the Netherlands, and Luxembourg and found that 60% of recently registered trademarks corresponded with a broad range of innovative activities. Most of these trademarks were filed just prior to the introduction of a new product or service. A related study into the motives behind trademark filings found “making the innovativeness of our new products and services more credible” to be one of the top five reasons for filing a trademark. Trademarks, in this light, may be more closely linked with innovation in the later stages of product development and innovation not captured by other IP, particularly for service innovations and innovation in small and medium-sized businesses (SMEs). Other research has shown that the relationship between brands and innovation varies depending on the product and the type of innovation. If you are launching a new product that cannot be covered by other forms of IP, such as a patent or a copyright, a trademark provides a way to distinguish—and protect—your product in the marketplace. Innovations that take place at a distance from the consumer (such as early-stage research and development) are less closely related to branding. This makes sense. A pharmaceutical company conducting early-stage R&D into a new cure for a disease, for example, may not yet be focused on the branding of the end product, but in the months before launch, the brand and the trademark will become a vital part of the successful launch of the new drug. Placing the Brand at the Heart of Innovation A strong brand can help a company educate the public about a new product and create an enduring link between the brand and its customer base. This is particularly true for start-ups and › Berlin_Germany 2017 65

The Official G20 YEA Summit 2017 Publication International Trademark Association BRANDED STORY

› SMEs, which generally file fewer trademarks than established corporations. Without a strong, protected brand, a business arguably is unable to make its innovation viable in the marketplace. In this vein, trademarks enable businesses to capitalize on their innovation. To do this effectively, businesses must think about branding early in the product development process and place trademarks at the core of their brand strategy. Too often, the brand strategy and the innovation strategy are developed and implemented independently. The two should be linked and complement each other. This will ensure that all new developments, whether products, services, or an overarching business model, are protected and can be monetized. The Challenge of Innovation Innovation can also pose a challenge. Your business must have a strategy in place to manage it effectively. In 2010, Facebook founder Mark Zuckerberg famously shared his company’s motto: “Move fast and break things. Unless you are breaking stuff, you are not moving fast enough.” Indeed, the world of 66


business is littered with examples of brands that once were praised for their innovation but then got left behind. New technologies such as 3D printing, wearable technology, virtual reality, the Internet of Things, and artificial intelligence (AI) are presenting disruptions in the marketplace that many brand owners are forced to navigate. If, for example, consumers perceive advances in AI as leading to widespread job losses, it could have a negative impact on the brand of a company pursuing this technology. To counter this, business leaders should persistently question the potential

impact of their company’s innovations on the brand. To Mr. Zuckerberg’s point, things may break, but will your company be able to put them back together again? For innovative companies such as Facebook, innovation means taking the pieces and building a superior product. That is good branding! The Bottom Line The trademarks that underpin brands allow for robust competition in the marketplace by promoting freedom of choice. And competition fuels innovation. The contribution of your trademarks to your bottom line may depend on how effectively your business has combined its brand and innovation strategies. While investors in Silicon Valley flock to the most innovative ideas and invest in them, the market will ultimately decide which innovations survive. Indeed, the two are intertwined, and arguably they have pushed many companies to the top of Interbrand’s list of the top global brands. As David Ogilvy once said, “In the modern world of business, it is useless to be a creative original thinker unless you can also sell what you create.” ■

The Official G20 YEA Summit 2017 Publication Eden Roc at Cap Cana BRANDED STORY

Relais & Chateaux’s Eden Roc at Cap Cana Completes Addition of Luxury Two-Bedroom Beach-Front Suites New beachfront suites double accommodations, open April 1 at ultra-luxury Dominican Republic resort


arch 23, 2017 (Punta Cana, Dominican Republic) – The Dominican Republic continues to increase its offerings as a luxury destination with Eden Roc at Cap Cana’s completion of 26 Two-Bedroom Beachfront Suites, rounding out an expansion that has already revealed a completely renovated Beach Club with infinity pool; ocean view fitness center equipped with state-of-the-art machines, aero yoga and wellness areas; BLUE Grill + Bar; and refreshed private beach with bar. One of just four Relais & Chatêaux properties in the Caribbean – and only in the Dominican Republic – Eden Roc presents the most diverse suites offering with lavish, casita-style Boutique Suites and two multi-bedroom villas, all with private pools and remarkable comforts, and now premium beachfront suites.



New Beachfront Suites Eden Roc at Cap Cana’s guest accommodations are now twice as nice with the new 26 Two-Bedroom Beachfront Suites – each with stunning ocean views – increasing the resort’s overall inventory to 60 all-suite rooms. Two new room types are available at the Eden Roc Cap Cana – Beachfront One-Bedroom Suites (1,194 sq. ft.) and Beachfront Two-Bedroom Suites (1,786 sq. ft.). A rustic palate of sand and gray tones fill the rooms with light and are mixed with natural woods and chic fabrics to create an elegant rustic atmosphere in paradise. The decor stays true to the destination with handmade Dominican art and sculptures in each suite. All suites have a full ocean view with a terrace or balcony – a new distinction for the resort. Plush goose down feather duvets and pillows by Hanse, with luxurious bed linens, plush bathrobes and slippers by Rivolta Carmigani ensure a good night’s rest in each King size bed. Stylish bathtubs, contemporary rain shower heads and a large-scale cedar wood walk-in closet add to the luxurious living at Eden Roc Beach Club. Bedrooms and living spaces feature satellite TV on 55-inch LCD flat screens, entertainment system with Bose surround sound speakers, and a smart technology iPad to control light, electronics and sound via the resort’s dedicated app. A work area, full kitchen and dining set for six people round out the new accommodations experience. As with every Eden Roc at Cap Cana stay, all rooms include private transportation from and to Punta Cana International Airport, full American

breakfast (served daily at the BLUE Grill + Bar and Mediterraneo restaurants), Wi-Fi, and daily housekeeping and concierge service. Located at the exclusive Eden Roc Beach Club and blending urban, rustic and chic styles with an oceanfront view, BLUE Grill + Bar offers tasty and healthy dishes inspired by the art of Robatayaki and Nikkei cooking techniques, a |culinary fusion between Japanese and Peruvian cuisine. The private Beach Club extends the resort out to the Caribbean Sea and

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provides an intimate setting shaded by palm trees, thatched umbrellas and daybeds. In addition, the resort boasts three dining outlets, spa and fitness facilities, and access to the endless amenities of the Cap Cana community. Guests will enjoy worldclass golf, a full marina, equestrian center and outdoor pursuits from zip lining to water sports, and more. Four-nights required. Book now until April 30, to travel April 1st until December 22nd 2017.

About Eden Roc at Cap Cana Eden Roc at Cap Cana is a five-star Relais & Chateaux resort nestled in Cap Cana, the most exclusive gated beachfront community of the Dominican Republic. The 30,000-acre community is home to pristine beaches, towering cliffs and tropical forests, a bustling marina, and the No. 1 golf course in the Caribbean and Mexico, a Jack Nicklaus signature course. Blending the impeccable standards of the French and Italian Rivieras with the warmth and relaxed charms of the Caribbean, Eden Roc at Cap Cana presents 60 all-suite accommodations – lavish Boutique Suites and two multi-bedroom villas, all with private pools and remarkable comforts, and new 26 two-bedroom beachfront suites revealed in Spring 2017. The resort recently enhanced its beach club with Blue Flag certified private beach to add an infinity pool and Nikkei-themed BLUE Grill + Bar. Culinary experiences also include fine-dining Mediterraneo Restaurant with Executive Chef Gianluca Re Fraschini at the helm; oceanfront La Palapa, featuring international cuisine with traditional local influence; and a visiting celebrity chef series providing one of the most diverse gastronomic experiences in the Caribbean. Eden Roc at Cap Cana boasts world-class spa and

fitness facilities, a kids club for children ages 4-12 and intimate function space for corporate retreats and events. The Forbes Travel Guide recognized resort is a proud member of Virtuoso Hotels & Resorts, as well as Ensemble Travel Group, Altour Hotel Collection, Fine Hotels & Resorts, AAA, Signature Travel Network and the International Association of Golf Tour Operators. About Relais & Châteaux Relais & Châteaux is an exclusive collection of over 520 of the finest charming hotels and gourmet restaurants in 60 countries. The prestigious family of hoteliers and Grands Chefs from around the world shares a passion and a personal commitment to ensure that customers are aware of moments of exceptional harmony, an unforgettable celebration of the senses. ■

For more information about Eden Roc at Cap Cana, please call (809) 469-7469 or visit

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The Official G20 YEA Summit 2017 Publication Punta Espana Golf Club BRANDED STORY


he Eastern region of the Dominican Republic is home of this incomparable place, 10 minutes away from the Punta Cana International Airport. Surrounded by a natural beauty that makes it the new paradise of the Dominican Republic, Cap Cana has been classified as a unique development in the region, comparable only to the world’s most select destinations. Cap Cana is the ideal destination for those who wish to enjoy a peaceful and safe lifestyle. For its impeccable array of services and amenities, this community has all you need to live with your family and explore the business options that are available. This exclusive gated community is developed in an area of 30,000 acres, a truly ecological wonderland that includes three miles of beautiful white sand beaches, protected harbor marina, an award winning golf course designed by Jack Nicklaus, school district with the Cap Cana Heritage School, from Early Childhood through 12th grade and the Cap Cana UNIBE University campus that offers complete programs for every educational levels. This destination has also first class spas, five star hotels, gourmet restaurants, fitness center, convention centers and an Adventure park. Buildings and roads infrastructure investment, with more than 33 miles of paved roads, modern telecommunications services, drinking water supply and self generation capacity and distribution of electricity already installed of 34MW, makes this destination the perfect family home. This paradise has everything you need to live and vacation with your family and friends.



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Welcome to Punta Espada Golf Club Punta Espada is the first of three Jack Nicklaus Signature golf courses to be developed at Cap Cana. Opened in November 2006 it is already listed among the worlds finest, with the renowned GolfWeek publication ranking it as the “#1 Best Golf Course in the Caribbean and Mexico” and Golf Digest as the #76 in the World. Eight holes play along and over the sea. From all points of Punta Espada, golfers are blessed with extraordinary views of the Caribbean, where the sea contrasts against the emerald fairways and the perfect greens. Challenging golf holes and beauty are entwined in this outstanding par 72 course, which hosted the PGA Tour’s Champions Tour between 2008 - 2010 with The Cap Cana Championship. Fred Couples was the tournament’s last winner after posting a recordsetting round of 62 (-10) to beat Corey Pavin by one shot. Indulge in playing a round of golf as only the legendary Golden Bear Jack Nicklaus could have envisioned and brought to life. His signature Punta Espada Golf Course accentuates the natural contours of the land and the views of the Caribbean Sea. This challenging par-72 course has been ranked by Golfweek Magazine as the number one golf course in the Caribbean and Mexico for eight consecutive years, and #76 in the World on the Golf Digest rankings. It also classified in Robb Report’s Best of the Best Golf Courses in the World in May 2007. Punta Espada has also had the honor of hosting the Cap Cana Championship, a PGA Champions Tour, on multiple occasions. ■


Opening: November 2006 Designer: Jack Nicklaus Location: Cap Cana, Dominican Republic Holes: 18 Par: 72 Distance: 7,396 yards (6,764 meters) ◆ A Jack Nicklaus Signature Design, it incorporates all the paradise-like characteristics of Cap Cana throughout its 18 holes, 8 of which are oceanfront and all the rest have view to the sea. ◆ A perfect setting to find inspiration for your best shots. ◆ Punta Espada has a fully equipped clubhouse with all the necessary services to enjoy a memorable golf experience, as well as a lobby, a pro shop, a restaurant, a library, locker rooms, and other facilities. ◆ The 13th hole, a 250-yard Par 3 is the “Signature Hole” of the course, which features a long carry over the water and a stunning view of the Punta Espada cliffs. ◆ The greens are 100% Paspalum grass, the preferred surface for tropical climates due to its resistance to salt water and its vibrating green. ◆ Home of “The Cap Cana Championship,” one of the stops of the PGA Tour’s Champions Tour for three consecutive years (2008, 2009, and 2010). This was the first PGA Tour event ever inthe country setting a milestone in the golf history of the Dominican Republic. ◆ The highlight of Punta Espada’s ecological characteristics is its small cliffs or marine terraces, where populations of Rhinoceros Iguana (Cyclura Cornuta) can be found. You can often catch A glimpse of them hanging out on the grass while you play.

For reservations: ◆ Phone: 809-469-7767 ◆ Email: ◆ Website: ◆ Facebook Page: Punta Espada Golf Club ◆ Instagram: @puntaespadagolfclub Recognitions: ◆ ‘Golfweek’ magazine has ranked Punta Espada as the ‘#1 Golf Course in the Caribbean & Mexico” for eight consecutive years (2009 – 2016). ◆ ‘Golfweek’ has also selected Punta Espada Golf Club as one of the Top 50 courses in the category ‘PGA Tour Golf Courses you can play.’ ◆ Ranked #76 in ‘Golf Digest’s Top 100 Courses in the World for 2015.’ ◆ Selected among the “Top 10 Golf Courses in the Caribbean’ by ‘Forbes Traveler Magazine’ on 2008. ◆ ‘Golf Digest’ placed Punta Espada in the “Top 100 best Golf Courses Outside the United States for 2007.” ◆ In 2007, the renowned “Robb Report’s” magazine selected Punta Espada as one of the most extraordinary golf courses of the world, in its “Best of the Best” edition. Several legendary golfers have had a chance to play Punta Espada thanks to the PGA Tour’s Champions Tour – “The Cap Cana Championship” held from 2008 – 2010. To mention a few: Gary Player, Greg Norman, Fred Couples (who holds the course record 62, ten under par), Nick Price, Bernhard Langer, Keith Fergus, Mark Weibe, Jay Haas, Craig Stadler, Curtis Strange, Tom Watson, Tom Kite, Ian Woosnam, Eduardo Romero, and Vicente Fernandez. Other famous businessmen and sports celebrities have also played Punta Espada including: DonaldTrump, Oscar de la Hoya, Michael Douglas, David Ortiz, and Alex Rodriguez. Both the national and international specialized press that has experienced playing on this challengingcourse have coincided in the appreciation of its characteristics and how its design has been majestically combined with natural elements. Berlin_Germany 2017 71

The Official G20 YEA Summit 2017 Publication Augmented Reality


Digital Trends for Future Business

Augmented Marketing A

ugmented Reality is emerging as the next digital frontier, promising to enhance how we live, work, play, socialize and shop. It’s a set of technologies which create a bridge between the physical and the digital worlds – which add entertaining, useful and inspiring content to objects and places around us – largely on smartphones and tablets (and in the near future via headsets or glasses). Apple’s Tim Cook responded to the success of Pokémon Go by saying that Apple is “high on AR in the long run… continue to invest a lot in this…AR can be huge.” Mark Zuckerberg, Facebook’s CEO recently shared their vision that “AR is going to help us mix the digital and physical in all new ways, and that will make our physical reality better.” Microsoft’s Hololens headset is now available and the all big digital players are unveiling their plans. With 2021 market predictions for AR in the region of $83 billion (DigiCapital Augmented/Virtual Reality Report 2017), driven by advertising and eCommerce spend, the AR market will specifically impact communications & marketing specifically and business more generally.

What is Augmented Reality? What is Virtual Reality? Augmented Reality is defined as a technology that superimposes a computer-generated image on a user’s view of the real world, thus providing a composite view. The journey to AR was started by Morton Heilig, the “Father of Virtual Reality” with his research and inventions in the ’50s and ’60s. He patented the Sensorama Stimulator, which he called an “experience theater,” on Aug. 28, 1962. His invention provided a simulation of an experience by using a visual image, breeze and vibrations. AR came about in 1968 when Harvard associate professor Ivan Sutherland, along with his student Bob Sproull invented “The Sword of Damocles” - the first augmented reality head-mounted display system, which was suspended from the ceiling. The term Augmented Reality was only coined in the 1990s by Boeing researcher Tom Caudell. In the 2000s it was embraced by the world of television – particularly for the 2003 NFL season when Sportvision unveiled the first computer graphic system capable of inserting the 1st and Ten line in the Skycam image ›


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The Official G20 YEA Summit 2017 Publication Augmented Reality

AR additionally offers an insight into behaviour around shopping and consumption occasions by producing primary behavioural data - which was previously unavailable. Where this comes into it’s own is when brands, agencies and tech platforms work together and blend this data with other campaign and commercial/retail data to create powerful cultural and behavioural insights.

› – their mobile camera which produced the field’s aerial perspective. Since then there has been a growing ecosystem of AR platforms – games, apps and developer toolkits for to enable the creation and deployment of AR experiences and content. For example at Blippar we have an ecosystem offering the core app, but then also AR creation tools (Blippbuilder), an SDK to embed our tech into other apps and various APIs so that our technology can be used by third parties. The evolving role of AR in advertising/marketing We see a clear shift from AR being used as a tactical, gimmicky, innovation project towards a strategic, scalable, brand growth pillar. This is a result of the creation of a host of powerful use cases and case studies which show how AR can add value to brands - for example General Mills has used AR to replace a toy in a box of Lucky Charms cereal with a fun digital game and driven brand growth, or Max Factor who have used AR to help women shop cosmetics in store and use them well at home by presenting helpful, content on their products – including ratings and reviews, the look you can get, how to achieve that look and other products that go with the particular product. In these instances, AR is being used for two broad brand building objectives: 74


◆ Dramatise the brand story to deepen emotional engagement – the application of AR to enhance conventional media brand touchpoints – ranging from Out of Home and Press to Point of Sale and packaging and bring to life the brand idea and continue the story told in advertising. ◆ Add value to the product to drive penetration and frequency of use Use AR to add entertainment, functional utility and inspiration to products - largely on product packaging to drive frequency of use, but also include the AR proposition on broadcast media to inspire product choice.

AR use-cases by category There’s no single application of AR across all categories, but we do see powerful applications emerging by category – defined by the context, the availability of brand touchpoints and the needs of the shopper or customer. It’s important to assume a shopper-centric (vs. brand-centric) view, or the activity will not drive behaviour: ◆ For food and drinks brands, AR will deliver nutritional information which goes beyond what’s on the label. It will provide recipe inspiration, offer complementary products and, ultimately, will be the route into queue-less, mobile enabled payment. ◆ AR will enable quick serve restaurants (QSR) to turn their outdoor advertising into actual incentives to go in-store… right now. Once shoppers are in the store, the brand will then be able to serve personalised incentives to increase basket size. ◆ For beauty brands, AR will show customers what looks a specific mascara can create just by pointing their phone at the product. ◆ For car brands, AR will turn the whole world into a showroom. Car buyers will get performance information about models by pointing their smartphone at them in the street. Then, using the phone’s GPS, local dealerships can then attempt to engage them with a deal. ◆ AR will change shopper journeys higher up the funnel too, in the inspiration phase. When a garment catches the eye of a fashionista, they will be able to find where it comes from and what other pieces of clothing are like it. ◆ In the same vein, if a colour takes their fancy – it could be a flower, a painted wall or a sunset – they will be able to search for shoes or clothing in that exact shade.

Digital Trends for Future Business

These use cases are only the start. We can’t anticipate all the ways that brands will be able to use AR but what’s certain is that this new way to link the digital and physical worlds will offer a wide range of opportunities. Avoiding gimmickry It has forever been the case that media standout has been achieved through technology innovation - from Television to Direct Mail, and now conventional digital media, search and the new opportunities afforded by AR. This fascination with the shiny and the new brings significant risks when projects are inspired by enthusiasm for some new technology there is often no clear marketing or behavioural hypothesis, which makes it a real shot in the dark and increases the chance of failure. Also that activity is often seen in isolation of the rest of the brand building effort – the ‘innovation project’ – and does not have hard KPIs attached to it or have the necessary marketing and operational support any new activity needs to introduce and embed the new touchpoint or behaviour. The cornerstone to making it work is using data (and perhaps a bit of inspiration) to set a hypothesis about a new experience and how consumers and shoppers will react. This should be coupled with a Minimum Viable Product approach to the experience – creating the version with the least features and content which will fulfil the needs of users, and support it to the level it needs to give it a chance to succeed. This approach should set the brief for the creative and technological solution. When we lead with a hypothesis the project will create clear insights, regardless of whether the particular activity works or not. These insights should then be used to iteratively test different hypotheses until a breakthrough is achieved. How agencies and tech companies can work together Brands go to creative and media agencies for communications solutions. When new technologies emerge, smart brands tend to seek direct relationships with tech companies to create an advantage ahead of their competition. While this can work in the short term, it’s not ideal as it results in the tech

Omaid Hiwaizi, Global Head of Experience Strategy

company having to behave like an agency (which it is not) and it misses out on the creativity of the agency. How then should creative and media agencies and tech companies work together with brands? There are two core principles to make it work: ◆ Both parties focus on what they’re great at and passionate about. Agency: understanding consumer needs, connected brand story, creative ideas and asset development. Tech company: Platform innovation, best in class user experience insight., ◆ A commercial relationship which fulfils the needs of both parties’ revenue models - a creative agency will need to deliver billable hours and deepen the client relationship with effective work, a media agency will need to deliver well targeted, efficient, large scale media impressions which justify their strategic retainer or give them a fair commission. The tech company seeks proof of it’s solution, strong use cases and is likely to want to accrue revenue in proportion to the scale of the activity (as platform costs will usually scale with activity volume).

in those platforms with, strategists, creatives and developers, who work with agencies and clients and collaboratively invent what’s possible on the platform’s tech. The future of AR Facebook, Microsoft, Google and Apple’s announcements of their AR plans alongside the incredible success of Pokemon Go, and successful campaigns on Blippar from global FMCG companies, will further add emphasis on the AR category. This is a very exciting time as AR grows and becomes a normal and expected part of everyday life – bringing a digital layer to everything in the world – objects, people, places and brands. To ride this AR wave, brands and agencies must adopt a committed mindset to discover how AR will impact their brand growth strategies specifically, and how it can positively affect business models generally. ■

Great initiatives to making this work are Google Zoo and Facebook CreativeShop – agency like implants Berlin_Germany 2017 75

The Official G20 YEA Summit 2017 Publication Big Data

What G20 Governments Should Know About

Big Data B

ig Data, the analysis of huge datasets using sophisticated algorithms, holds huge promise. One of the most-cited examples, Google Flu Trends predicts flu outbreaks based on the search terms from users in a given region. However, the quality of data used has been criticized as a key weaknesses of Big Data. The idea behind Big Data usage currently is that the datasets are so massive that the quality of the data does not matter. That assumption is now being challenged. Since nations collect a lot of high quality data, e.g. through a census, and are increasingly opening up their databases (see, for example, the U.S. database at one could ask whether governments could, and in fact, should make use of Big Data. After all, if companies can increase their efficiency based on the analysis of huge datasets, why should governments— with high quality data at their disposal— not make use of such technology? The thought is tempting. However, states should not focus on using Big Data for at least two reasons:


Digital Trends for Future Business

1. Big Data in its current form is not very valuable and in fact potentially dangerous for policy making: 2. Big Data as used in the private sector will create a need for regulatory reform and thus states should rather think about “rules of the game”. The limited value of Big Data for policy-making stems from its principle that correlation, not causation, is the important question when approaching a problem. Amazon, for example, suggests products to users based on other user’s similar purchases. Google’s algorithms produce different search results based on the location of a user and his or her previous queries. In the private sector, this might be a sensible approach. Companies can use these tools to sell more products or services, though they do run the risk of annoying their customers (for example, advertisements on Facebook could potentially interest me though there is a possibility of being a nuisance). Since Big Data is interested in producing new insights, everything can be potentially correlated. In the words of Manfred Schneider, a finding could arise from the correlation between beer consumption in Europe and the frequency of vehicle accidents in Bangladesh. Such an approach is inadequate for public policy making. First, the stakes of “being wrong” are much higher than in the private sector. Second, public policy should be based on causation, not simple correlation, as policy makers should understand what they are doing and for what reasons. In other words they should not worry so much about the “what” but rather about the “why”. After all, governments can be held

accountable for their decisions by the people. Imagine that a state agency in charge of public health analyses a government-wide dataset, looking for potential correlations, and finds that people that are unemployed are also often in a worse state of health than average. What does this tell the agency? How does this finding help to draft public health policy? The only way Big Data can have an impact in public policy making is to raise questions, not to answer them. As for the dangers of jumping to conclusions after a Big Data finding, consider this example: another agency finds that a certain area of a city has high crime rates and thus increases the cost for the police forces. Based on this finding, the agency then proposes to tax inhabitants of this area at a higher rate to account for the higher cost. Would you not agree that something that makes sense for your health insurance, such as incentivizing leading a healthy life by raising premiums for smokers, does not seem to be a good idea for public policy? While Big Data may be of limited use for public policy, governments will still have to deal with it for different reasons. In light of major IT scandals, users and citizens are increasingly “data-aware”. As mentioned in the introduction, Big Data relies on the presence of huge datasets that today are often provided by users for free and without clear knowledge about the use of this data. This raises concerns among civil society that eventually will have to be addressed by states: who collects what data about me for what purpose and how long? Given the trans-border nature of the


Internet as one of the main datagathering mediums, international fora such as the G7 and G20 seem best suited for addressing these regulatory questions. States should, however, keep in mind that Big Data governance should not be addressed by one stakeholder alone, but this discussion must include the private sector and civil society as well. ■ Nicolas Zahn is currently a Master candidate in International Affairs at the Graduate Institute of International and Development Studies in Geneva. He holds a B.A in Social Sciences from the University of Zurich. His main research interests include security policy and Internet governance.

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The Official G20 YEA Summit 2017 Publication Aquaponics

Main image: Katia Konioukhova

Technology creating a positive impact through data generation, collective intelligence and good will: the case of aquaponics


Digital Trends for Future Business


he world has changed. Documentaries like The Great Rewrite show us that innovation is not sufficient anymore to adapt to the deep transformations currently happening in this world: we must completely change our ways of living to be well equipped for the future. Business as usual cannot be maintained and organizations ignoring the deep connectedness of this world, the obliteration of frontiers in the digital space and the ability of grassroot movements to generate change quickly will struggle to grow in the next decades. Businesses must be built using as an advantage the speed the world is evolving at and the possibilities related to collective intelligence. ÉAU’s Strategy in this Ever-changing World ÉAU (pronounced Eh-Oh) is a French acronym for Écosystèmes Alimentaires Urbains – Urban food Ecosystems. Our company was created in order to respond to the increasing levels of food insecurity in this world. We, the cofounders, based our graduate studies on researching a business model offering a response to the social, economic and cultural challenges related to food autonomy and researching the technology we selected to provide a solution to tackle that challenge: aquaponics.

At ÉAU, we use our expertise in precision agriculture to generate community empowerment through food production. The technology used to achieve this goal is aquaponics, a recirculating aquaculture system which reduces energy consumption, reuses water resources, and recycles nutrients through the utilization of vertical hydroponic production practices. (See box below for a deeper explanation of aquaponics). Aquaponics in its actual form is already profitable, not only on an ecological point of view, but also on an economical one. The technology is improving with every new system generation. The development of the controlled environment farms and the perpetual progression of the lightemitting diode (LED) has allowed for aquaponic food production systems to be built anywhere and operated at any time. These food production ecosystems have been developed within the dry water-thirsty desert of the Sahara, dreamed up for the unending nights and unforgiving winters of the Nordic climate, and have recently been unearthed for space travel to permit the sustenance for an astronaut throughout the exploration inside the infinite vastness of the cosmos. Every region of the world can benefit from aquaponics to face increasing ›

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The Official G20 YEA Summit 2017 Publication Aquaponics

Photography: Caroline Dostie

› challenges related to soil and water contamination, loss of fertile land through urbanization and higher sea levels, uncertainty of climate change. ÉAU is devoted to implanting food security within communities confronted by the unrelenting challenges of food insecurity. Each community is comprised of a distinctive ecosystem of individuals living together and communicating unique identifiable necessities and aspirations. At ÉAU, we endeavour to understand the unique circumstances confronted within individual communities and we labour with civic leaders to develop a proposition of attainment regarding the fulfillment of societal nourishment. We sit down with communities, inquire about their needs, create a personalized farm for them and give them the knowledge to operate and manage an aquaponic farm without our help – or nearly without it. To facilitate this level of autonomy, a net of sensors is installed in each farm, allowing ÉAU to see data in real time and bring a personalized punctual help whenever necessary. Communities can keep nearly all profits generated by the farms thanks to a fair licence agreement, and can reinvest them into high social value projects, thus generating an even more positive impact around them. Intellectual property vs open source technologies: a strategic choice to make Aquaponics is an open source technology, but at ÉAU, our experts develop an efficient and special recipe. We aim to build a large network of farms, all equipped with sensors. The aquaponic farm owners from our network will provide us in real time with great amounts of raw data, which ÉAU will interpreter and then transform into practical knowledge for the improvement of aquaponics and farm operations. The recipe will keep getting better with each farm. Working as a network helps everyone and communities can contribute to making each other stronger, thus being important allies to fight food insecurity. Because aquaponics are an opensource technology, we are often asked about intellectual property. These two words are some of the first ones to come out of the mouth of VCs and angel investors. The world has been revolving around IP for so long… It’s normal for 80

Leafy greens thrive in aquaponics but more energy intensive plants can also grow in aquaponics


The hydroponic section of the aquaponic farm

them to keep thinking about it and to keep mentioning it: it was a big advantage in a world that used to be somewhat more stable! We, Millennials, know that IP is not all. Sure, we can patent a key piece of equipment or another, but nowadays, business is about good service, user experience, agility, speed and vision. Could this mean that IP is outdated? Let’s not go that far… After all, it can come in handy to fight the big guys. However, if your company needs a patent to stop competition, your strategy might be the wrong one. No matter where you register your patent, someone, somewhere in this world, will always be able to copy your product and release a cheaper version of it. What should be a competitive advantage then? Let’s be a little daring, here. Maybe, if you want people to choose your business over all others, you should stop thinking strictly in terms of business and go back to basics: when kids ask their parents what they should do for other kids to like them and be their friends, what do parents reply? “Don’t hurt others, be nice and share.”

Digital Trends for Future Business

What if the best strategy for the future of business lied in… kindness? Asking yourself serious questions to make your business a good world citizen We have serious responsibilities, which we can no longer ignore as tomorrow’s business leaders, especially when/if we feel that our political leaders fail us: we must pay close attention to our physical and digital footprints and take matters into our own hands. We created ÉAU bearing this in mind. Countries grant businesses with great power, and with great power comes great responsibility. We’re still a startup, so our power is limited. However, we train ourselves to think about how we can have a positive impact. Most people try to be decent human beings in their lives: why not do the same in business? How is it any different? Furthermore, could it be even more important to make kind business decisions, considering that most of these will have a bigger impact on our environment than most personal decisions will ever do? Is it possible that the way one does business reveals more about who they are than the way they lead their life outside of business? If something done right costs you more than being destructive, isn’t it your responsibility to plan your finances carefully so you can pay? Think about your business in a holistic manner and do the right thing. Be accountable. Why? Well, because it matters to the world. Yes, the world cares, because you touch it with your hands. You may want to build an empire with your business. We encourage ambition, it’s fun! However, think carefully about the way you’re creating it, because a strong opponent may face you: the Internet. Open-source technologies are blooming, and so are novelties arising in the deep corners of the dark web, novelties aiming to disrupt the current order of things. These emerging movements will not disappear: they will only grow stronger. Ignoring them would be a serious strategic mistake for businesses. If you’re too big, you’re not agile and you lose your ability to innovate quickly. While some online troublemakers are strictly pirates seeking for money, some others are self-appointed dispensers of justice fighting for a cause. Are they

No soil is used-the plants grow directly in water

right? Are they wrong? Who knows? The point made here is that the world population, as well as activists – either well-known or anonymous – are using the Internet to promote what they believe in. Adequate legislation cannot be shaped and adopted quickly enough to frame everything happening on the web. Is it scary? Not if you learn how to swim before you’re thrown into the ocean! Just surf the web… erm, the wave! We are the Millennials – we have to live in a world of growing uncertainty, but let’s be honest here: we thrive in it. Nevertheless, let us not recreate the shortsightedness that generated the uncertainty in the first place. Let us see the big picture, be strategic and longsighted. Let us all become positive business leaders of this world. There’s enough room under the sun for everyone. ■


Émilie Nollet ( is a Ph.D. candidate in business administration at HEC Montréal, Canada. Her research focuses on entrepreneurship, sociology, corporate social responsibility and food justice. Olivier Demers-Dubé ( is completing a Master’s degree in environmental and sustainable development at Université de Montréal, during which time he has specialized in aquaponics. They founded ÉAU (www. about a year and a half ago and won several awards for their business model and social initiatives. Émilie Nollet and Olivier Demers-Dubé, co-founders and co-CEOs of ÉAU. Berlin_Germany 2017 81

The Official G20 YEA Summit 2017 Publication Robotic Future

The Age of Em: Work, Love and Life When Robots Rule the Earth I

f you were to scan a human brain and run a model with the same connections on a superfast computer, would the resulting intelligence be more human or robotic in design? Robin Hanson, author of The Age of Em: Work, Love and Life when Robots Rule the Earth, argues that while these emulations may be distinctly technological, their psychological and even emotional makeup would cause them to feel as human as the individuals they mirror. This implication of a potential future of human-technology hybrids raises several questions: First, will emulations behave more as humans or robots? And what will happen to humans in this emulation-filled future society? Even with these questions unanswered, many argue that we are undoubtedly heading towards a future of artificial intelligence, with one big exception to the mainstream conception of AI – namely, that artificial intelligence will not be new intelligence, but virtual versions of ourselves. The history of civilization contains key insights into the future of artificial intelligence Throughout human history, progress has been characterized by steady growth rates and sudden bursts of activity where growth rates will increase dramatically by a factor of 50. Foragers, for example, doubled in growth every quarter of a million years; then, farmers every 10,000 years; and now, industry doubles in growth every 15 years. If this pattern were to continue, straightforward projections show that within the next century, economic growth would begin to double every month. ›


Digital Trends for Future Business


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The Official G20 YEA Summit 2017 Publication Robotic Future

› Smart robots are our next Industrial Revolution With increasingly complex and effective software, we are an estimated two to four centuries away from full artificial intelligence capabilities; however, the possibility of undiscovered theories of intelligence may provide a catalyst for even sooner full AI capabilities. Transitioning from one era to the next has always been a challenge During the forager’s transition into farmers, emphasis on natural instincts was replaced by ideals like progress and culture. Within the last few hundred years, however, the issues that compelled us to become farmers have died down, and we’ve begun to reclaim some of our forager ideals, namely increased emphasis on democracy and art, and decreased emphasis on religion and war. Rather than a forager-like future, predictions show that emulations will behave more as farmers Due to the social-centered construction of emulations, AI technologies will most likely behave more like farmers – with a class system, hierarchy, and order – due to their low subsistence level income and lack of basic natural instincts that drive humans. Emulations are the most likely form of artificial intelligence Because it is easier to copy and paste intelligence than to build it from the ground up, our nearest form of artificial intelligence is most likely ourselves. Emulating an already existing intelligence is easier than building a new intelligence from the ground up If you have an old computer’s software that you want to run on a new computer, for example, you can either attempt to write new software that mimics the old software, or simply write an emulation of the old software. With the second (and easier) option, the new computer appears to be the old computer to the new software, and the new computer can run this new software without having to understand its origins. Artificial intelligence emulations require three technologies to become a possibility First, computers need to become 84


cheaper, faster and more parallel; second, technology needs to be thorough enough to scan an individual human’s brain to find spatial and chemical details and connections; and third, intricate models need to be created for each kind of cell in the human brain while also detailing how the brain takes input signals, changes internal state, and makes output signals. With good enough models and scans, software can be developed to mimic the same input/output behavior as a human brain. And once this software is cheap, the age of emulations will be upon us. A world of emulations only requires a few brains In order to create an intricate system of self-aware emulations, only 12 people would be needed out of the seven billion humans today for brain scans and models. All emulations share universal traits Although emulations may take many different shapes and forms, there are several universal traits that all emulations share: Emulations are files Because emulations are, in essence, software, they have all of the capabilities that software has, plus more. First, they are “immortal”; second, they can travel at the speed of light; and third, they can be easily copied. Emulations will work and reside within virtual reality Because emulations reside within the

virtual realm, their deference towards objects in reality such as nature and travelling will be nearly nonexistent. Instead, emulations will be able to create limitless cities and landscapes within the virtual world, and alter these areas to their liking. They will also not have to experience things like hunger, pain, disease or dying. Emulation population expands much faster than human population Due to emulations’ ease of copying, population can expand fast, and this extreme growth rate can consequently create an extreme increase in economic growth rates. However, this will also eventually lead to the emulations experiencing Malthusian subsistence levels much lower than human subsistence levels, as well as the inability to retire until a much later age than humans. Emulations are social units Because of their inherent multiplicity, emulations will be able to congregate and socialize with millions of other emulations just like them. These social units can then be used for government, law, and finance, and also as a means of giving and receiving advice and knowledge from their counterparts. Emulations may begin as humans, but their software will enable them to become so much more While an emulation’s style and characteristics will remain within the human range, these emulations will be based on our more productive counterparts – billionaires, gold medalists, Nobel Prize winners, etc. – in order to create as efficient an emulation population as possible. These emulations will be made up of human traits such as intelligence, conscientiousness, agreeableness, cooperativeness, and extraversion, which are some of the core traits that comprise the most successful humans today. The way an emulation views life will be different than how we view life Unlike humans, emulations have the ability to create copies of themselves to accomplish both temporary and longterm tasks, a trait that will undoubtedly help them both in work and life.

Digital Trends for Future Business

Emulations can work in both serial and parallel Whether it be several copies at once to carry out immediate tasks or one copy at a time to look over a long-term project, emulations can use their copies in a variety of ways. While master planner emulations may oversee a whole system of their own copies and sub-copies working together on a large task, general worker emulations will create thousands of identical copies of themselves in order to accomplish different menial tasks. Emulations will retire differently than humans Because emulations are based on humans whose ability to adapt wanes with age, emulations will also most likely become specialized in only one or two areas. And although they have an infinite lifespan, their limited career life – which will span a mere one or two centuries – will end in indefinite retirement. An emulation’s life plan is not linear While humans generally follow a pattern of education, work, and retirement, an emulation’s ability to copy itself alters

this typical life plan. For example, an emulation may split into three copies who are then educated by the original emulation, do three times the work, and then retire as three copies at a much faster rate than the original, who continues to work and create copies who then work and create copies in an endless cycle. Emulations can run at different speeds Although emulations can be run at speeds up to one million times as fast as a human or a billion times slower, their speed comes at a price. The faster you run an emulation, the more it will cost you While faster emulations will get more done faster, the cost for the emulation will consequently be much higher than an emulation running at normal speed. If an emulation retires poor, for example, they will need to slow down their speed to a speed they can afford. Emulations will gather with other emulations running at a similar speed In order to work at with others running

at a similar speed, emulations will begin to clump into a small number of extremely dense virtual cities – something that isn’t possible with humans in the real world. Differences in speed will naturally create a hierarchy ecause emulations running at a higher speed will acquire more knowledge, money, and status faster, a discrete social hierarchy will be created with speedy emulations at the top and slow retired emulations at the bottom. A month in our world will be a century to an emulation Because of their inherent speed, virtual reality will progress at a much faster rate than we can experience as humans. After a month in real time, a century will have passed in the virtual world and the economy will have doubled in both arenas. ■

Winona Roylance is a Diplomatic Courier magazine writer and editor. This article was part of a report from Diplomatic Courier’s 2017 Global Talent Summit in Zurich, Switzerland. Berlin_Germany 2017 85

The Official G20 YEA Summit 2017 Publication Human Performance

Optimizing Human Performance: Tools You Need to Succeed P

roductivity doesn’t exist without efficiency. It’s this basic logic that has defined the success of every major enterprise in history, from Walmart and Disney, to the Imperial Roman Army. The world has shrunk to the size of a phone call. No matter if we’re on a plane or sitting in a cab, as business leaders we have a finite amount of time, thus we need to start honing our routines. As entrepreneurs we are creative, we’re innovative and we’re the rebels. But it’s creating reliable process that allows us to scale our businesses. From a young age, I was involved in aviation. Piloting planes wouldn’t be possible without processes working in sync, ensuring everything flows smoothly. That industry taught me the importance of systems; everything from a pilot’s checklists to air traffic controllers. Processes simply exist to make everything work! How do we keep up with a world moving so fast? The best strategy is to arm yourself with the tools that successful organizations are using. But you need to do more than imitate what they do. A hammer can’t build your house for you. But try building a house without one. Human beings depend on systems’s ingrained in our nature. That’s why your kindergarten class taught you to store your boots, coats and lunchboxes in the cubby with your name on it. The alternative would be chaos, with no |time for recess.


So organize. Get your team on the same page, and operate according to rules that make sense. Assess where you are currently at and identify the gaps. What are you happy with? Where are you lost? You may be happy with your productivity, you might be drowning in unfinished tasks; either way, you only stand to benefit from actively improving your process. Team Collaboration There’s an overwhelming amount of tools designed to help you share ideas and delegate tasks within a team. Look for the tools which have the capability to integrate with each other and allow team members to easily communicate with each other. Here are a few of our favourite go-to tools:

Slack On Slack, your team can communicate in one-on-one direct messages or topic-specific chat rooms called channels: #general #socialmedia #marketing - create and name them as you like. It has all of the versatility of a Facebook style group chat, just with far more reliable features for sharing files and media. Slack has the feel of a casual conversation, but can be a dependable source to store critical pieces of info. A great comment or idea can get lost in the bluster of an entire day of emails and chats. Who wouldn’t prefer keeping everything conversation based in one place? Currently this collaboration tool has five million daily users, including Lush Cosmetics, Survey Monkey and The

Digital Trends for Future Business


where the most up-to-date version of a file is sitting. It’s all about having access to your team’s files - anytime, anywhere - on any device. With G-Suite multiple team members can be editing the same document simultaneously, in real time without lag, so don’t shy away from collaborating on the fly. No more file conflicts! G-Suite Tip: Insist that file names and paths are consistent and organized in such a way that the amount of time spent finding something is minimized. Save yourself from having to hunt down work you’ve already done. Be sure to edit your share setting with your folders to ensure confidential documents are not leaked

Optimizing Your Life Times UK news publication. This last year, Slack saw its usership grow by 3.5x, with serious news outlets and major retailers taking notice of how much easier it is than relying on email threads. The tool is already working for companies of all sizes. Slack Tip: Divide the aspects of your project into channels; one for social media, one for research, one for things only a certain part of the team should be focused on - you name it. Slack gives you everything you need to organize your conversations for the sake of efficiency. Trello Trello is a simple and free way to monitor your team’s progress. It helps you structure your workflow. A Trello board is a list of lists, filled with your

items and tasks in the form of cards. It has everything you need to manage a project - thought it’s so much more than. Open a card, and your team members can add comments to that card, upload file attachments, include itemized checklists, label the task to categorize it, impose due dates, delegate to specific team members and much more. Trello Tip: When you start using Trello, take the time to customize your board. Don’t forget to test out the “Power-Ups”. G-Suite G-Suite is a collection of cloud based applications which can sync to your hard-drive. They can be in use by multiple team members simultaneously, so no one ever has to worry about

We are creatures of habit One of the most effective things you can do to improve yourself is to build a better routine. Our rituals help us centre ourselves, they add clarity and can make the day go smoother. A routine exist to help us get the most out of what we’re good at, like strategizing. The important thing to remember is that you have the power to set yourself up for success. Think of your start-ofthe-day routine; it’s the foundation of a productive work day. Extend this same basic school of thought to the other areas of your work. Are you inputting the same data every day? Sending the same emails, entering the same passwords, writing out the same replies? You need to automate this, so that you aren’t sweating over work that a system could be handling for you. › Berlin_Germany 2017 87

The Official G20 YEA Summit 2017 Publication Human Performance


› 1Password If you’re sharing a lot of logins and passwords with members of your team 1Password is a must-have. I use so many programs and applications that not having this tool would be a real frustration. And writing down all that information defeats the point of having a password in the first place. 1Password is a password manager developed by AgileBits Inc. It provides a place for users to store various passwords, software licenses, and other sensitive information in a virtual vault that is locked with a master password that only you should know. TextExpander A best practice with email communication is to create canned responses to common messages. Think autofill on steroids type tool! Replying to an invoice or a similarly mundane recurrence is a distraction and waste of time. Having a template to merely paste into your email saves you from both. But you don’t have to stop there. If you’re sharing the same URL again and again, or find yourself 88

giving people a pitch that never changes, programs like TextExpander can make your life a lot simpler. TextExpander lets you instantly insert snippets of text from a repository of emails, boilerplate content and URLs as you type. Use TextExpander to auto-fill that information with a quick shortcut. You can specify what that shortcut is; for example I type “vvolunteer” and the link to my wufoo form automatically populates whatever field I was typing in. Time and effort saved. CloudApp Last but not least, if you’re looking to take screenshots and need to make notes on them. CloudApp is by far the best app for this. They can be shared among your team easily, so that a mistake is quickly caught and adjusted before it causes more problems. These are the tools that make our processes possible but they are just some of many. We could endlessly compare different programs and apps, analyse their ups and downs. The truth is you need to find what works best for you.

You need to consider what will be easy for you to learn and integrate. Decide if an app you need to pay for is worth the money. At the end of the day, having and understanding these tools will only get you halfway to where you want to be. They are the instruments that you build your process around. We swear, the founders of these tools aren’t paying us a cent for this praise. They’re simply the best tools I’ve found that make my systems as seamless as possible. If you’ve had success with similar products - I’d love to hear about it! Tell me what works best for you; and remember that process comes before progress. Always. ■

Sally Ng is the CEO & FOUNDER of “The Triple Effect”, an innovation consulting firm focused on developing best practices in corporate innovation, entrepreneurial program development and technology coaching (DigiLearn). She has developed several entrepreneurial centres and has facilitated Startup Weekend events around the world. She also serves on the national Board of Directors for the Community Foundations of Canada (CFC). Follow Sally on Twitter at @Sallycng, @GetTripleEffect or @DigiLearn. You can also find her on LinkedIn and Facebook.

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The Official G20 YEA Summit 2017 Publication Future Vision

Vision to Give M

ost of us start our days the same way: by opening our eyes, whether it is to check the time or see if it is still dark outside. For those without vision, waking up involves processing the world in a completely different way. But that does not have to be the case for most. In fact, eight out of ten blind people worldwide would still be able to see if they had access to eye care. Over the past five years, this statistic has fueled my passion and journey as an entrepreneur running a socially conscious eyewear company. A seed is planted and a vision is born In 2011, I was completing my graduate studies when I read a book called Out of Poverty by Paul Polak. In the book, Polak made a few references to the need for eye care and immediately I was intrigued. For most of my life, I had been dependent on glasses and contacts to perform normal, everyday activities


and I frequently complained about my poor vision. Until reading Polak’s book, I did not realize I was blessed to have access to eye care and to own the glasses and contacts that helped me see the world each day. I started researching the need for eye care and learned that over 1 billion people across the world do not have access to eye care. That was a staggering number but it was the next statistic that stopped me in my tracks: 80% of the world’s blindness is preventable. After reading these statistics, I could not stop thinking about how such a massive need could be met by simply scaling existing solutions. Several months later, I created a business plan for an eyewear company that was dedicated to restoring vision for people in need. I named the company SOLO Eyewear and partnered with a colleague of mine, Dana Holliday Kraus, who is a talented designer. I

decided that SOLO Eyewear would not only be socially responsible, but environmentally responsible as well. Seeking the right partners to bring our vision to life The initial model for SOLO is still the one we utilize today. We believed (and still believe) that we could take care of people and the planet by creating eco-friendly sunglasses where each pair purchased funds eye care for people in need. To make this vision a reality, we needed two main sets of partners: one to help us source sustainable materials and establish ethical manufacturing partners and another to help us distribute eye care once we were up and running. I spent months researching manufacturing and finding ways to use recycled and repurposed materials in the construction of our sunglasses. To our brand loyalists, the repurposed

Digital Trends for Future Business

bamboo temples and recycled plastic frames of our sunglasses are a hallmark of SOLO’s style and ethos. To me, they represent our commitment to preserving our environment through the countless hours spent designing a plan to repurpose discarded bamboo and plastic. Simultaneously, I was researching organizations that provide eye care to the masses and I came across two with whom we would later develop partnerships – Restoring Vision in the United States and Aravind Eye Care System in India. Through these partnerships, we committed to donating 10% of our profits to fund eye exams, eye glasses and cataract surgeries. With the right partners in place and a $1,000 loan from my younger brother, I launched the company. Little did I know that the next 5 years would be some of the most challenging and rewarding years of my life.

Roadblock, roadblock, then growth and reward Starting and growing a company is challenging. Doing so with zero experience can be even more taxing. In our first two years of business, I experienced a multitude of issues, including a partnership split and legal and financial issues. The biggest uphill battle, though, was finding a manufacturing partner that met our standards. And at first, they weren’t. Our initial round of inventory that I naïvely sourced from a manufacturer had a defect rate of nearly 50%. It was devastating. While I had no experience working with manufacturers, I quickly realized how to ask the right questions and demand clear answers. I knew that the strength of our brand was dependent on partnering with an ethical, dependable manufacturer who was committed to our vision. ›


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The Official G20 YEA Summit 2017 Publication Future Vision

› It took two years and several failed attempts before we would find that perfect partner. Maintaining morale during this time was challenging – in the absence of quality inventory, you have to make tough choices on if you want to enter the marketplace before you feel 100% comfortable, or potentially face closing down before your brand has been given a chance to take off. Fortunately, we persisted and finding the right manufacturer was the final piece of the puzzle. After receiving our first round of high quality inventory, things quickly began to fall in place. We finalized our first official order, developed a successful Kickstarter campaign and launched an e-commerce site to sell our product to the masses. And then we started to gain traction. Within a year, we were featured on “The Today Show” and in Forbes and TIME Magazine for creating a socially and environmentally responsible company. Though we knew we would face more trying times, Dana and I had learned the importance of perseverance and grit and developed the confidence to weather any storm.


Impact in action: Our first giving trip This initial success translated into more than a product we were proud of and high-profile press opportunities. By 2014, we had restored vision for over 6,000 people in need through our sunglass sales and shortly thereafter we went on our first giving trip to a small town in Tamaulipas, Mexico. We partnered with a local optometry team to host an eye care clinic in town. Upon arriving at a vacant auditorium to set up the eye care clinic, we found a line of people already waiting to



have their vision checked. The clinic did not open until the next morning. Before we’d even gotten started, we had an indication of the vast need for eye care in the area. It was during this trip that we met Jorge, a 9-year-old from Vamos Tamaulipas. (Pictured left). Unlike most children who had a parent or guardian with them, Jorge was standing in line by himself. He waited patiently for hours to have his vision checked. After introducing ourselves and conversing with Jorge, we learned that his mother was no longer present in his life and his father spent most of his time working. We also learned that Jorge was unable to see the board in the classroom like most of the students in his class. He had personally taken the initiative to visit our eye care clinic. After administering a vision test, the optometrist determined that Jorge was nearsighted and needed glasses to see clearly. By the end of the day, we had provided Jorge with the glasses that he needed. When the two-day clinic concluded, Dana and I went to visit Jorge at his school. We peered through the window of the door to his classroom and saw Jorge watching his teacher attentively with a smile and a pair of glasses on his face. It was in that moment that I realized the importance of taking the time to participate in the giving efforts that were the backbone of our company’s mission. By doing so, we are reminded of exactly why SOLO Eyewear exists and why we remain committed to the path even when roadblocks appear. Since that first experience, our team has traveled to India, Guyana and returned to Mexico to support vision restoring efforts.

Digital Trends for Future Business

Working from passion to find our place We understand that the world does not need another sunglass company; however, the world does need companies that care about people and the planet. To date, we have restored vision for over 13,000 people in need internationally through the funding of eye exams, eyeglasses and cataract surgeries. By restoring a person’s vision, he or she is better able to lead a fuller, more productive life and on average earns approximately $300 USD more annually. $300 may not seem substantial; however, it is when you consider that many of these individuals are earning $1 to $2 a day. In addition to funding eye care, we identified another opportunity to be socially responsible. We realized that we could employ a group of female artisans in Guatemala by sourcing our sunglass accessories from them. By paying them fair wages and exposing their products to international markets, we are helping lift these women and their families out of poverty.

This year, I launched, a turnkey solution for businesses to make a social impact. At Kurra, we connect businesses who have a desire to address global issues with the appropriate non-profit partners, facilitate the process required to make a sustainable impact and assist them in effectively communicating that impact. It is my goal to help more companies change the world. That’s not a new idea — SOLO was created on the belief that One Idea, One Person, One Action, Can Change the World. As I’ve built the company and watched it grow, I’m amazed to witness so many single actions positively impacting the world. As an entrepreneur, I’ve come to realize

that we not only have the opportunity to make change, we have the chance to activate others to join our mission. As you pursue your own endeavors, I encourage you to find ways to improve the quality of life for current and future generations. As you do so, I hope you’ll inspire others to join you, so the path becomes less narrow and the journey feels like a collective adventure. ■ If I can support you and your business with these efforts, please contact me at

The next frontier, for SOLO and me I am proud of what we have accomplished at SOLO Eyewear and how we have structured our business. Through my experience with SOLO Eyewear, I have learned about the process of making an impact from identifying global issues and sustainable solutions, developing partnerships and effectively communicating impact. In building SOLO, I’ve gained invaluable knowledge and experiences that I want to share with other companies so they, too, can make a positive impact through business.

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The Official G20 YEA Summit 2017 Publication Internet Privacy


Digital Trends for Future Business

Internet Privacy Around the World R

ecently, U.S. Congress blocked a set of new rules proposed by the FCC that would further restrict how Internet Service Providers (ISP’s) could share web traffic information. This has sparked public outrage amongst Americans who are afraid that their internet traffic will become publicly available for purchase. AT&T, Comcast, and Verizon have responded to public outcry stating that their customers have nothing to worry about. The issue of internet traffic and data being sold to third parties is not new to the rest of the world, but global concerns usually focus on government surveillance and censorship. Government infringement on internet privacy is not only reserved for regimes; it is common practice in most of the world on the basis of preventing and solving crime. No matter which world government conducts these types of activities there is always the possibility of abuse. Countries who have a track record for censorship, like North Korea, have close to no privacy on the internet. Those who do have access are limited to the 28 websites that North Korea hosts within the country. China, a country of 1.3 billion people with 731 million internet users, takes such an active role in censorship that critics have named it “The Great Firewall of China.” Critics of the Chinese government are the main targets of censorship, often preventing news

of protests from reaching the outside world. Recently Russia has passed new legislation that requires logging and tracking on all web traffic and data that passes through Russian territories or is created by Russian citizens. These laws passed in the name of security have can be harmful to businesses, forcing companies to purchase and maintain additional IT infrastructure in order to comply. Companies like Private Internet Access, a Virtual Private Network (VPN) service provider, responded to the change in policy by pulling all of their business from Russia. Nordic countries such as Sweden and Switzerland are highly regarded as safe havens for internet privacy. This makes them a business hotspot for


companies and individuals who are looking to keep their data secure. This not only is beneficial for the security minded but also those who wish to hide their illegal activity. In a recent report The Office of the United States Trade Representative named Switzerland an internet privacy haven. This is due to difficulties in tracking those who break U.S. copyright laws since Swiss courts consider information such as IP addresses personal information and therefore prohibited from being tracked. Those who want to keep their internet traffic private, have some tried and tested options for keeping their data secure. The first practice is that you should never send any personal information to a website that is not secure, or transmitted via HTTP instead of HTTPS. Most internet browsers will show a locked padlock next to the website address to let you know that the connection is secure. If you are trying to hide the websites that you are visiting, using a VPN service can obfuscate your web traffic even from your internet service provider. VPN’s work by encrypting your web traffic and sending it out of servers at another physical location. Several providers offer free VPN services but be wary that you get what you pay for and those providers may be selling your web traffic. ■

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Better business better world Inviting CEOs to join Business Sustainable Development Commission, Unilever, Giti and other corporate to adopt the Sustainable Development Goals and SDG Pyramid as a path to our shared value future. “Better Business Better World” is led by BSDC Commissioners and prepared by UN Foundation and Systemiq with the support of the Bill & Melinda Gates Foundation, the Rockefeller Foundation, the Australian Department of Foreign Affairs and Trade (DFAT), the Global Green Growth Forum (3GF), the Netherlands Ministry of Foreign Affairs (MoFA), the Norwegian Ministry of Climate and Environment, the Swedish International Development Cooperation Agency (Sida), and the UK Department for International Development (DFID).

SDG Pyramid is a framework aligning United Nations’ seventeen Sustainable Development Goals with traditional roots of cultures and spiritual philosophies that have guided the lives of many community around the world for centuries, that is the harmony of people, ecological, Peace and partnership values. United in Diversity Foundation join Sustainable Development Solutions Network and Business Sustainable Development Commission for a “Better Business Better World”.