technology Archives - Page 4 of 7

End of oil

Many years ago when I first thought about the study of Economics, there was the prevailing concern about oil reserves running out and the world running out of fuel. It was 2005 and the economist even had an issue where the cover page was showing the reflective colorful swirls of oil. The economists would argue that the world will never run out of oil because towards the last drop of oil left, the price of oil would be so high no one would want it. And perhaps many other alternative technologies which were not commercially viable would have become so before oil runs out.

Those were days when we technically already know about greenhouse effect and the global warming potential of carbon dioxide. And I was particularly fascinated with the recurring debates between the Malthusians (and neo-Malthusians) and the others weigh on the hope of technology (and possibly economics).

It is funny how more than 17 years later, I’m in a career to try and reduce (and eventually end) the dominance of oil. Not to promote an alternative technology, not to rail against the political power of oil but to create a future that we all want to step into. Because climate change is an existential danger for us all and the planet as we know it. And because I believe our current economic system can be superceded by one that works for the future and not the tradition notions of wealth and fortune.

Resource-rich

There is always this age-old question of what you’d do if you’re rich. And then you might give an answer of an outcome that is already within your reach so then wanting to be rich is more about the identity that one would like to associate with.

What if you were resource rich? Like having lots of friends, or lots of land, or lots of cars, or collectible figurines? Do you think of those resource or things in terms of money? What if they don’t easily convert to money like friends or time? Does it matter?

How do you steward the resource that you are rich in? Does it matter if you can monetise it? Or whether its benefit is depleted by some actions you undertake? How do you think about it? What does it mean to “cash out” on your resources?

We all have a common resource and that is our atmosphere’s carrying capacity for carbon dioxide before climate goes completely amok and make our planet inhabitable. Sacrificing it could give us some money and maybe some comfort to certain extent. How would we steward it?

Physical networking

Been at a few business functions lately; far more than I’ve been the past two years. It’s becoming a less surreal experience as the world eases into the state where covid-19 is endemic. Restrictions have eased and culturally, people are less wary about mask-wearing. The common flu and other cold bugs are back, ordinary immunity is probably improving.

I welcome the return of physical interactions as much as I discovered how many of them are actually easily substituted with online means. It is true that most of the online interactions lose out so much rich details and non-verbal dimensions of communication. In fact, especially for new connections and interactions, having that physical connection might be useful.

From just those physical functions, I discovered so many more companies I’ve never heard of. There are activities in the industry I wasn’t aware of from just reading materials online. A lot of chance encounters in the physical world are simply not possible online. In fact, I thought the online networking tools where you scroll through a list of conference attendees as poorly designed. Imagine in a real world when you try to go towards someone you want to speak to while the person is unaware and they are trying to talk to someone else. And all the responses are not exactly synchronous. Physical distances and actual visual observations in space performs a coordination function that technology has not been able to replace.

Primitive technology

Had a chat with a friend who used to be in the oil & gas industry; well at least along the value chain. He was also a bit on the old school side of things and he calls solar PV technology primitive because compared to the gas turbines whose efficiency is 60% when using combined cycle, the efficiency of converting solar energy into electricity is only 15-20%.

I was a bit surprised at that idea given that inputs in terms of the energy from the sun is free whereas you might need to calculate the energy cost from the drilling, piping, even liquefaction and then gasification of gas. Nevertheless, the point is that turbine technology has been widely adopted and used for many more decades than the solar panels. So a lot more money, time, resources have been invested into that those technology compared to renewables. That is simply fact.

Yet if you consider which technology has more room for progress and can move us to a future that we want to live in, the answer is just as clear. The problem again, with the economic analysis undertaken is that they are all based on individuals considering Ceteris Paribus everywhere else. The energy transition, decarbonisation is more than just that an individual decision and it was never meant to be worthwhile done alone. It was something to be coordinated, actions taken together. Which is why we cannot allow all of these technologies like solar, wind, EVs, hydrogen to be as primitive as they are.

Blue bins

In the first episode of my recently launched podcast, I kind of ranted about the blue bins in the National Recycling Programme that Singapore has. My major gripe was that the system for blue bins which was completely open access and operated by riding on the back of the public waste collection system was designed to fail because by seeking to include everyone, it made securing a clean stream of recyclables harder.

I noted that an alternative system where people sign up to gain access to the blue bin, and pledge to abide by the ‘rules’ of using the blue bins could do better. They could pledge the following:

they will use the blue bin only for recycleables allowed,
they will ensure the items are cleaned and ready for recycling,
they will only access the blue bin themselves,
they will ensure the blue bin is locked after their use,
they will not deposit into the blue bin when it is full or when they note it is contaminated

Friends at Upcircle has shown that by giving assurance to people who care and show up for the environment that you are able to deal with the recyclables properly, you can actually obtain good quality post-consumer recyclable stream. By preventing those who doesn’t care about recycling from taking part in pseudo-recycling by their own terms, we can actually do better.

Recycling better by excluding people isn’t exactly the best narrative to the ears but in due course, that can actually change the culture.

What do you do with slack?

I recently spoke to a financial advisor. Not an independent one, just from a firm who was not tied to a single insurer. The idea is getting the best deal, the most competitive deal. This is a marketing business, about serving clients, reaching people. That’s a shame because financial planning should be about brains and not how much you like someone.

But maybe I’m ahead of myself because if brains mean to be able to optimise very well, lowering premiums as a share of overall risk cover, or increasing cover while keeping to the same levels of premium, then it’s not always that good. We need slack in the system. People who might be idling at any one time you sample the workspace. You need to ensure there is breathing space, chattering space, ideation space.

We pay for slack all the time; do you use up all your mobile data and telephone call minutes every month? Do you boil only enough water for a single pot of tea each time? Slack is not a bad thing and over-optimisation creates risks. Perhaps the risk is small but there is always a trade off to be made.

What about the baseload?

I get asked this question a lot; by the people operating power systems, by the Oil & Gas industry, and the traditional old school bankers. They also ask about price of intermittent renewable energy plus energy storage; and when that will reach grid parity. Essentially, they are saying that the new innovations cannot replace the current technologies because the cost don’t stack.

I’m not sure those are the right conversations to have or the right questions to ask. Economics do drive a lot of systems and considerations but they probably should not be hijacking our priorities and our realities. Climate change is real; and if we are to put our best foot forward to make the difference, we are not going to make it. Putting our best foot forward is about using our minds, engaging our hands and changing our lives.

Yes, baseload power will be changed, energy prices will increase, perhaps our spaces, our wealth will have to be sacrificed. But our earth can remain a sanctuary for life, and our world can remain intact; if only we are putting our best foot forward. Not dragging our feet, not trying to maintain status quo. Not trying to exercise malicious obedience.

Economics of whatever

In my line of work as a strategy consultant, I sometimes work on techno-economic studies. Using a combination of statistical analysis, forecasting techniques and calculations, we estimate various different cost trajectories, and examine the economics of something. It could be a project, a technology, or a decision that a company is trying to undertake which has some cost impact and some benefits somewhere else.

In economics, we can only perform estimates when we assume all else equal. That’s the only way to perform proper sensitivity analysis. When you change more than one parameter, then you’d call it a scenario analysis. There are infinite possible scenarios when there is infinite parameters to shift or parameters with continuous range of possibilities. So when we model the economics of something, we’d always be varying something that we think we have control over, or that we expect will be changing in the near term, and see the effects on the economics.

Yet we often think that the economics of a technology or something will remain the same unless something drastic happens. More often than not, economics of technologies shift when various players in the market make different investments, either in the underlying technologies, manufacturing capacity for the gears and components, or simply into research and development. The actions of many different parties can have a collective impact of making the economics work when at first it doesn’t seem to work.

When we critique the economics of a new innovation or project, we often forget we are comparing them against the status quo where many are already very well-invested into. The years, decades and even centuries of using a technology, manufacturing it, creating complex supply chain and auxiliaries around the status quo. It is naturally hard to beat. But what is critical about a new technology is that the incremental investments can make a large impact, small changes to scale can also make a difference. Coordination and changing expectations play a big role.

Will the economics of new innovations change overnight? Unlikely, but they typically change faster than you and I can work out the math for the economics of it.

Doing the Tough Stuff

technology

Organic Growth for companies. Most of our Singapore’s small medium enterprises grow organically despite the introduction of much Merger & Acquisition support from the Singapore government such as M&A Tax Allowance (which was enhanced following the 2015 Budget) . In challenging times, even larger companies may still want to conserve cash to be invested internally rather than go on an M&A ‘spree’ – that is if they believe that they will be able to emerge larger after the temporary downturn.

To the end of doing the tough stuff called sticking to organic growth, McKinsey has a couple of pretty good questions to ask oneself when planning strategically for value creation along short to long-term timescale.

How balanced is our portfolio? If we take our portfolio of growth and innovation initiatives and plot them against NOW NEW NEXT, how balanced does the distribution look? Do we have a perspective on which of the six “growth plays” would be successful in our business?
Who is thinking about disruption? Are we as systematic in NEXT as we are in NOW? Is anyone tasked with disrupting our core business—or are we leaving it up to competitors? What are we doing to explore additive business models?
Are we limiting our horizons? In exploring NEW opportunities, do we impose limiting mind-sets on how we define consumers, our category, or the addressable channels?
Do we use advantaged insights? Do we rely on the same data and insights as our competitors—or do we have a source of distinctiveness?
Are we agile enough? Have we been able to accelerate our time-to-consumer and time-to-market? Or are we still stuck with cumbersome and slow innovation processes?

Source: Now, New, Next: How growth champions create new value.

Ultimately, these questions may also start leading companies to consider acquisition in the mid to long term horizon where threat of disruption may force even very niche companies to place some hedging bets through incubation of related peripheral technologies.