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Web3 is going to redefine labour in Asia in a big way: Animoca Brands’s Yat Siu

Animoca Brands Co-Founder and Executive Chairman Yat Siu

Tech giants like Facebook and Microsoft have started building their own tiny meta kingdoms to gain from the growing popularity of metaverse. The only way to fight them is by creating and supporting thousands of tech companies that are building open metaverse, according to Yat Siu, Co-Founder of Animoca Brands.

“While investing in and supporting small companies in the open metaverse, we are creating a movement. That’s why we invest so aggressively. This way, we want to give some autonomy to people,” he says.

Animoca Brands, a Hong Kong-based blockchain, NFT gaming and VC firm, has already invested in tens of startups in Asia, including Axie Infinity, OpenSea, Dapper Labs, Yield Guild Games, Harmony, Alien Worlds, and Star Atlas. The firm now has a growing portfolio of more than 150 investments in NFT-related companies and decentralised projects.

e27 recently sat with Siu for an interview, who discussed why metaverse is essential and how it will redefine the way we live and work.

Below are the edited excerpts from the conversation:

You have invested in several companies. How is your investment strategy different from that of a traditional VC firm?

As an investor, we have a different set of goals. Our macro goal is to see the open metaverse and build Web3. We want to only invest in companies that are building open. You may be making the best beautiful game in the world, but if you’re not planning to build an open, we’re not interested because it doesn’t fit our purpose.

It goes back to our original thesis around a shared network effect. If we can build into a shared network and help grow a business, it will ultimately help grow the rest of the companies, too, because it’s part of the global economy.

Also Read: Animoca Brands unit invests US$50M in Brinc’s metaverse accelerator programme

The other difference is that we are not obligated to return the capital to our investors, unlike a traditional VC fund. But the issue is that you have to pay your LPs out with what you have. But when it comes to the web3 ecosystem, it’s taking value out of that ecosystem. We would be much more comfortable if we could do this and give people crypto to reinvest to buy NFTs. Our purpose and goal are to have people join web3, and this is a balancing act.

We understand people want to make a profit; nothing wrong with that. But we also want you to participate in the ecosystem of the ultimate Web2 and We3. Because if everyone just were there to try to take money out, that would not be healthy. So this is how our target is differently aligned.

What happens, though, is if you invest in projects that Animoca brands are backing, or if you own the NFTs of our projects are supporting, theoretically, if the network effect grows because we’re investing open, then the shared network effect will increase in value.

An analogy is that if you own real estate in Singapore and when the country’s tourism industry grows, your real estate will also increase because you benefited from the network effect of the entire city. You also benefit when its tech industry or restaurant grows.

So that’s kind of the effect we’re looking for. So if you build open, we all win and benefit because we participate.

Does this mean you are driving companies like Microsoft and Facebook crazy by investing in the small metaverse, NFTs and blockchain startups?

Yes. Let’s look at the way the internet started. At the beginning of the internet revolution, investors focused on making profits. If we had purposeful investors who wanted to build an open web back then — which was the objective initially — we would have ensured that the ethos of web1 and web2 stayed more open.

But the nature of capitalism is to maximise profits. When investors discovered they could maximise profit by controlling at least in the paradigm of web2, they did it. But what happened was that it created a zero-sum scenario, where VCs would back a winner. The ultimate result was that the money was funnelled into big companies and unicorns. Small companies never got any help because VCs at that scale would recognise that if they invested in a promising startup, the chances of success were so small.

For instance, if you had invested in Facebook as a public company, you would have made 20-30x. But you are not supposed to make this type of return on a public company that’s supposed to be already mature. That is the issue, meaning the value is controlled only at the top. This way, you are creating a centralised structure.

Our investment strategy is designed not to do that.

Do you believe Facebook will become an open metaverse company eventually that will share revenue with its users?

Facebook, or Meta, probably won’t work on delivering a truly open metaverse because it is a centralised company and as such decentralisation is not in its perceived interest. I think Facebook will try to co-opt the metaverse, just as it co-opted web2, but our hope is that the open approach to the metaverse becomes so dominant that Facebook and companies like it will have no choice but to participate in an open manner.

In the long run, Facebook may well have no choice but to take an open approach, because the economic activity in the open metaverse will be so significant that Facebook and similar closed platforms will not want to miss out on the opportunity.

How does web3’s future look in Asia and Southeast Asia?

Web3 is going to redraw labour in a big way. It is a big opportunity because the kind of labour you perform in the metaverse is more efficient, less dangerous, and better for game players.

Secondly, everything is headed towards the metaverse, anyway. Great value is being generated there. In the web2 paradigm, spending time and effort isn’t rewarded. On web3, however, the users benefit from it. Indeed, the value already existed online, but it is just that it was all centralised and wasn’t shared. So I think web3 will be a breakthrough in places that don’t have economic potential.

Third, web3 will create new tax revenues for countries like India and the Philippines. In the past, these countries had big call centres and acted as the customer service centres for the rest of the world. However, they made very little money for that service.

However, web3 allows these countries to participate in the global economy. Two things will happen here. One, they will expand on their capability. But it goes beyond that. I may be living in India or the Philippines, but web3 and metaverse allow me to buy assets in the US or elsewhere.

Also Read: ‘We want to facilitate organisations’ Web3 transition from bits to atoms’: Brinc CEO Manav Gupta

In the earlier scenario, a person sitting in India could not buy something in New York because if I want to buy something in America, first I need to go there. But in the metaverse, I can do anything if I understand it. I could buy something in The Sandbox. We are already seeing people in the Philippines, Ecuador and India playing Axies or The Sandbox and earning money.

In some cases, these gamers now have two years’ worth of their salary. They don’t cash it out but invest it in other industries, which is good for the ecosystem. It allows them to participate in new projects.

For us, the principal paradigm of web2 is digital ownership and digital property rights. So when you think of anything related to this property, everything will be digital property. Everything will be a form of property in the virtual world because every creative idea can become an asset.

When I’m writing a story, it’s a creative endeavour. In the web3 paradigm, it becomes an asset. However, in the current web2 paradigm, it’s just content.

I know it is too early to ask, but what is going to be web4?

We haven’t thought of web4 per se because we are still early on web3.

As we know, the foundation of web3 is digital property rights. Some people think, ‘Oh, the metaverse is like AR and VR’ and so on. AR and VR are the interfaces, but that’s not what makes them valuable. The foundation of the societies isn’t based on the modernity of the facility. But it’s based on the fact that you have civil liberties, freedom and ownership.

You can own your house and be safe; nobody can take it away. It means you can now invest in a home and pass it to your children. So that’s the first foundation we need. That is what web3 will do.

The other thing is this: there are 4.6 billion people online and 3.2 billion play games, but there are only 10-20 million people in the open metaverse. From that perspective, you have a long way to go before talking about Web4.

As web3 grows in its popularity, the interfaces will also change. The hardware will also evolve. We will get into states where we will eventually have brain implants in the future and will have faster interfaces.

So the shift in all of this has to do with the computing power. For instance, the data paradigm allowed for data, machine learning and AI to become powerful. But if the computing power weren’t fast enough, AI would not work.

So the next level will be that the paradigms will shift when quantum computing becomes more mainstream because then you have a new level of computing power, which opens up new dimensions.

Ready to meet new startups to invest in? We have more than hundreds of startups ready to connect with potential investors on our platform. Create or claim your Investor profile today and turn on e27 Connect to receive requests and fundraising information from them.

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How is the Russia-Ukraine war changing the talk in ESG investing?

The ESG (Environmental, Social, and Governance) community was flabbergasted and alarmed at talks on labelling weapons as sustainable ESG assets with the backdrop of the Russia-Ukraine war.

Supporters justified this by claiming weapons maintain peace and “are of key importance to uphold and defend democracy, freedom, stability and human rights”. And this may not be the first time ESG investing is dealing with such controversial debate, with industries and companies moving from outcast to hero status in times of crisis.

There is absolutely nothing wrong with this, as ESG investing achieves the best results when it evolves according to the dynamic world we live in, considering the changing risks and opportunities at different points in time. Even as ESG investing may look different as it develops across time, it is here to stay.

According to Bloomberg, global ESG assets are on track to exceed US$53 trillion by 2025, representing more than a third of the US$140.5 trillion in projected total assets under management.

In Asia, more than two-thirds of institutional investors indicated increased interest in ESG investments in the post-COVID world, and total ESG assets in Asia have grown from a mere US$801 million in 2019 to US$7.9 billion in 2020.

The shift to Social (S) in ESG

In the venture capital (VC) space, there are observations on rising numbers of thematic funds specific to the environmental (E) aspect (e.g., climate change, decarbonisation, and nature-based assets) and a focus on governance (G) aspect (e.g., internal audit, management commitment to ESG, stakeholder engagement).

This exemplified that ESG investing is gaining steam, but it may seem that the “S” in ESG has taken the role of the forgotten middle child.

But not for any longer, as investors realise that people/ social impact forms the basis of ESG investing. Everything does not matter if it de-risk or benefits the people, as sustainability arising from environmental and governance factors would ultimately translate into the social value created for the people.

Also Read: Why corporates and investors must climb the mountain called sustainability

Just like how weapons are used to be excluded in ESG investing before the Russia-Ukraine war, its social value is now taking the centre stage together with the environmental impact.

The human-centricity of ESG investing will become more apparent, and the social impact investment will take a more proactive form.

A diagram exhibiting the social impact of environmental and governance factors

Dynamic ESG based on changing landscape to future-proof the firm and portfolio

Drawing back to the Russia-Ukraine war, we observe that the ESG framework is not set in stone and will be evolving based on the changing global or regional landscape. Just like how ESG investors avoided weapons before this war, now there is an ongoing talk about labelling it as a social-positive asset because it has the potential to prevent death and destruction.

From this, the ESG community demonstrates that ESG investing will not be rigid to target outperformance above-market returns. Many investors, including VCs, have acknowledged that ESG does not hamper financial performance but creates long-term value and outsized returns.

More and more started to price in material risks, along with material benefits, effectively de-risking the portfolio while adopting a pro-impact approach. This optimises the future-proofing of the firm and portfolio.

For example, for Quest Ventures’ portfolio companies like Fefifo, food security and sustainable agriculture could materially influence topline sales. For Flex and GajiGesa, financial inclusion can materially convert non-consumers into a new market that is untapped in emerging Asia.

Building back better towards a resilient and sustainable future for the people

Investors, including VCs, invest in sustainable market-creating innovations that shape all nations and regions’ resilient and sustainable futures.

According to Global Sustainable Investment Review 2020 (GSIR), Sustainable investment assets under management make up 35.9 per cent of total assets under management, up from 33.4 per cent in 2018.

The most common sustainable investment strategy is ESG integration (US$25.2 trillion AUM), followed by negative screening (US$15.9 trillion AUM), corporate engagement, and shareholder action (US$10.5 trillion AUM).

Integrating ESG into the investment process will build more sustainable companies early through incorporating ESG during portfolio engagement/ investment stewardship.

Global growth of sustainable investing strategies 2016-2020 from Global Sustainable Investment Review (GSIR)

However, as Harvard Professor Clayton M. Christensen mentioned in Prosperity Paradox, “all good theories must be used in context. They are only useful in certain circumstances. Every country in the world is different in size, population, culture, leadership, and capabilities. Those circumstances play a role in their destiny.”

Also Read: Why is impact investing suddenly so hot?

We must note the nuances across regions and markets when doing ESG investing and building a resilient and sustainable future. With the Russia-Ukraine war in the backdrop, it compels us to keep ESG supporting flexible while allowing for comparison when measuring its impacts.

Taking a pragmatist approach to ESG investing (investing in companies with moderate unmanageable ESG risk and high ESG unmanaged manageable risk) would be optimal in Southeast Asia, as the emerging market presents vast opportunities to improve ESG financial performance at higher-risk companies vastly.

According to the profiling by Pitchbook, a pragmatist VC may:

  • Conduct pre-investment due diligence on the ESG risks derived from broad industry sustainability.
  • Conduct slightly less-intensive pre- or post-acquisition identification of manageable risk mitigation gaps and opportunities.
  • Evaluate how scale will influence sustainability and ESG.
  • Have proactive implementation of ESG-related policies and procedures and quarterly monitoring.

Concluding, the Russia-Ukraine war, amidst its wide-ranging and devastating impacts on people from both nations, had triggered the ESG community and could be changing the conversation on ESG investing through:

  • There is a shift to social (S) in ESG, with a social impact no longer isolated from environmental and governance aspects.
  • The development of a dynamic ESG based on changing regional and global landscape to future-proof the investment firms and portfolio.
  • Building back better towards a resilient and sustainable future by adopting a pragmatist ESG approach.

If you are curious about my position regarding the war: Echoing Singapore’s statement on the Russia-Ukraine war, I too believe that a country’s “sovereignty, independence, and territorial integrity must be respected”.

Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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Shipbob co-founder on why int’l expansion is both easier and more difficult than you think

In this episode we are excited to welcome Jivko Bojinov, Co-Founder of Shipbob, a tech-enabled 3PL (third-party logistics provider) that offers simple, fast and affordable fulfilment for thousands of brands across three continents. Prior, Bojinov worked in China at YESSAT, an education consulting and training company and founder of Ivy League Travels.

In our conversation, Bojinov talks about why international expansion is both easier and also more difficult than you think it is, what characteristics to look for when building out a team in international markets, knowing what can and cannot change when figuring out what to localise and navigating the grey area in between, and the benefits of getting career experience abroad.

This episode is sponsored by our partner, ZEDRA. Learn more about how the ZEDRA team can support you in expanding to new markets here.

Also Read: Patreon Chief People Officer on the importance of fostering curiosity in global expansion journey

Find our entire podcast episode library here and learn more about our forthcoming book on global business growth here.

The article was first published by Global Class.

Image Credit: Global Class

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Cake DeFi launches US$100M venture capital arm for global startups in Web3, gaming, fintech

U-Zyn Chua, CTO and Co-founder, Cake DeFi

Cake DeFi, Singapore-based fintech platform that aims to make DeFi services and applications more accessible to the general public, today announced the launch of its venture capital (VC) arm Cake DeFi Ventures with US$100 million in earmarked capital.

The VC arm is led by Cake DeFi co-founders Dr Julian Hosp (CEO) and U-Zyn Chua (CTO) along with newly appointed Investment Partner Nicholas Khoo.

Cake DeFi Ventures is looking to invest in tech startups in Web3, gaming, and fintech, especially those in the metaverse, NFT, blockchain and e-sports industries that “will bring synergistic value to Cake DeFi’s core business.”

Looking to invest in startups from around the world, by the time of the firm’s launch, Cake DeFi Ventures has already invested in tech, media and events startup The Edge Of Company. In a press statement, the firm said that it is currently in talks with a number of startups in Southeast Asia (SEA), the US, and Europe.

“Cake DeFi Ventures is looking for strategic investments that will bring synergies to Cake DeFi’s core business and long-term goals, especially as we enhance and broaden our Web3 offerings. We therefore are in search of startups that possess unique technological and business value propositions (especially in Web3, gaming and fintech) as well as bring us access to a wider Web3 ecosystem. Importantly, the founders have to share our same values and vision for the Web3 space,” explains Chua in an email interview with e27.

The firm plans to “keep the number of investments open for now” depending on the size of respective investments and the number of projects they come across.

Also Read: Demystifying NFTs and DeFi

When asked about the advantages that startups can get by working with Cake DeFi Ventures, Chua said that as a native in Web3 and fintech vertical, the firm has deep insights and immediate visibility to the latest trends, technological innovations and game-changers in this space.

Cake DeFi Ventures Investment Partner Nicholas Khoo

“And because we are entrenched in the Web3 space, we are able to offer more strategic value as investment partners beyond just capital injections. We are able to give them access to resources, proprietary R&D and connections that will aid startups to grow in this space. As a global company with customers in 191 countries, we are able to offer expertise and networks to support these startups in their own global expansion plans,” he said.

About Cake DeFi

As a fintech platform, Cake DeFi described itself as a platform that aims to provide access to decentralised financial services and applications by enabling users to generate returns from their crypto and digital assets. Operated and registered in Singapore, the company said that it is fully compliant with all regulatory requirements of the Monetary Authority of Singapore (MAS).

Cake DeFi offers three options to generate cash flow and passive income: Lending, Staking and Liquidity Mining. Its pay out rewards twice a day for Staking and Liquidity Mining.

In 2021, Cake DeFi said that it saw a tenfold growth in its registered customer base, with over US$1 billion customer assets. In the same year, its customers received over US$230 million in rewards.

“Global crypto adoption grew by over 800 per cent in 2021, as estimated by blockchain data platform Chainalysis. We naturally saw a huge growth in Cake DeFi’s customers as we offer an easy, safe and fully-transparent platform for cryptocurrency holders to access decentralized financial services and applications to earn cash flow from their crypto. Last year alone, we were able to tenfold our number of registered users. We also paid out US$230 million to our customers, bringing real value and cash flow to our customers,” Chua explains the reason behind the platform’s rapid growth.

Also Read: To infinity and beyond: Why 2022 will be the year of Web3

“Our Trustpilot score (4.8) is one of the highest in our industry which shows that our customers trust us and we bring real value to them. This has helped to generate strong word of mouth and build credibility with our customers. Today, understanding of cryptocurrency is still at a pretty low level. – and we therefore actively educate all potential and existing customers. We even have a programme called Learn & Earn where new customers can earn crypto while deepening their understanding.”

Ready to meet new startups to invest in? We have more than hundreds of startups ready to connect with potential investors on our platform. Create or claim your Investor profile today and turn on e27 Connect to receive requests and fundraising information from them.

Image Credit: Cake DeFi Ventures

 

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Jio Health bags US$20M Series B to expand on-demand home care services in Vietnam

Jio Health Founder Raghu Rai

Jio Health, a health-tech company in Vietnam, has closed a US$20 million in Series B investment led by Singapore-based PE firm Heritas Capital.

Fuchsia Ventures, Kasikorn Bank Group, and Monk’s Hills Ventures also joined, the Ho Chi Minh City-based company said in a press note.

The firm will use the money to expand its Smart Clinics and omnichannel ecosystem across Vietnam. It will also extend its clinical service offering to new consumers and employers and hire talent.

Also Read: BuyMed nets US$8.8M to develop a healthtech e-commerce platform, expand beyond Vietnam

Jio Health was founded in 2014 by Raghu Rai and serial entrepreneur Ken Rohl, with offices in Irvine. It provides affordable care wherever consumers shop, work and live. Its technology encompasses telemedicine, e-prescription fulfilment, digital medical records, and machine-learning for clinical decision support.

Beyond virtual care, the offline matrix of Jio Health’s ecosystem consists of Smart Clinics, on-demand home care, and a network of 300+ Jio-branded neighbourhood pharmacies.

The startup’s online and offline care services are integrated with its lab information systems, e-pharmacy, and clinical operating system.

Jio’s multi-speciality portfolio of care services provides consumers with a one-stop shop that spans over 14 specialities, including pediatric care, chronic disease management, mental health, maternity care, and women’s health.

In April 2019, Jio Health raised a US$5 million Series A round led by Monk’s Hill Ventures to scale its care provider team and clinical operations across Vietnam.

Ready to meet new startups to invest in? We have more than hundreds of startups ready to connect with potential investors on our platform. Create or claim your Investor profile today and turn on e27 Connect to receive requests and fundraising information from them.

Image Credit: Jio Health

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Wavemaker Partners closes 4th fund at US$136M, announces new appointments

Paul Santos, Managing Partner, Wavemaker Partners

Wavemaker Partners today announced that it has closed its fourth fund at US$136 million, anchored by returning investors Pavilion Capital, Temasek Holdings, the International Finance Corporation, and Vulcan Capital.

In a press statement, the firm said that it has also secured commitments from a diverse investor group, comprising institutional investors, university endowment funds, funds of funds, family offices, corporates, and high net worth individuals. It claims to be the largest fund focused on early stage enterprise, deep tech, and sustainability startups in Southeast Asia.

“We are grateful to our limited partners who have believed in us and stayed with us over the past 10 years, and we welcome the new investors who have decided to take the leap with us. We hope to validate their trust as we continue to back high-growth startups that solve meaningful problems in enterprise, deep tech, and sustainability,” said Paul Santos, Managing Partner at Wavemaker.

In addition to the closing of the fourth fund, Wavemaker Partners also announced the appointments of Melissa Ho to Principal and Phuong Tran to VP for
Investments and Country Head for Vietnam.

In this role, Ho will lead the firm’s whole investment team, as well as sit on the boards of portfolio companies, while Tran will lead Vietnam investments for Wavemaker and solidify the VC firm’s efforts in the country, according to the firm.

Also Read: SEA tech founders playbook: A to Z of becoming a fundraising legend (Part 2)

Making waves in the ecosystem

In November 2021, Wavemaker Partners launched a climate tech venture co-builder called Wavemaker Impact. Teaming up with Enterprise SG, they aim to work with at least 12 climate tech companies over the next three years.

The firm puts its focus on enterprise, deep tech and sustainability startups. Out of the 170-plus companies it has invested in since 2012, it said that about 150 (85 per cent) are in enterprise, deep tech and/or sustainability.

Wavemaker Partners said has delivered more than 10 exits so far with an aggregate enterprise value of over US$700 million. These exits include mobile point-of-sale system Moka (acquired by Gojek), cloud communications software company Wavecell (acquired by 8×8), inventory and order management platform TradeGecko (acquired by Intuit), and online payment solutions provider Red Dot Payment (acquired by PayU/Naspers).

Ready to meet new startups to invest in? We have more than hundreds of startups ready to connect with potential investors on our platform. Create or claim your Investor profile today and turn on e27 Connect to receive requests and fundraising information from them.

Image Credit: Wavemaker Partners

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When you steal a woman’s future, you steal her wealth

Helping women win in the workplace is not a zero-sum game. Wealth inequality is also a story of gender inequality, and the story is not a happy one. 

Take the gender pay gap, for instance. Data in 2021 showed women were being paid a median hourly rate 10.2 per cent less than their male colleagues, nearly a percentage point higher than the 9.3 per cent gap reported in 2018.

While the gender pay gap is about compensation, the gender wealth gap is the difference in overall net worth between men and women. Worldwide, men own 50 per cent more wealth than women and taken together, the wealth of the richest 22 men in the world equals all of the wealth of the women in Africa. 

The pandemic has further put women in a double bind. More women than men have lost their jobs during this time and, due to a cut in household expenses, have been expected to take on more unpaid care work, 60 per cent more to be exact. 

Besides being paid less at work, women find it more challenging to hang on to their money, much less grow it.

Why has it been so challenging?  

It’s not a helping hand if it doesn’t pull you up

It often feels that initiatives targeting women are useful but ultimately unhelpful when it comes to empowering women and addressing the gaps in gender equality at work.

First, programmes with a mentoring slant presume that there is something inherently lacking in the way women are.

Girls and women outperform boys and men at every level in school, so it’s not because we are undereducated. It’s not our work ethics nor the quality of our work that need to be fixed either.

Hence, suggesting mentoring to address gender gaps looks only at one side of the equation.

Second, the work of measuring up shouldn’t rest solely on the shoulders of women.

Institutional biases should be addressed and eliminated. In this respect, managers and companies have to participate in programmes designed to change their mindset and teach them to develop better, fairer policies around hiring and promotion.  

Also Read: A woman among women: 27 female-led startups in SEA that is going places

Teaching women to kick the ball isn’t going to be enough if no one is taking those who keep moving the goalpost to the task. No amount of mentoring and training will matter if none of them leads to more women getting promoted and recognised at work. 

Not a good look in front of HR

For Agnes Tay*, 42-year-old regional marketing manager, being a woman at the workplace feels like she’s in a game she can never win at. She explains that the discrimination that women face is a lot more insidious.

“As a woman, it’s already a challenge trying to smash through that glass ceiling. Then as you get older, you are made to feel like you’re past your ‘sell-by’ date because younger colleagues call you ‘aunty’ and tease you for being ‘like my mother’,” she says. 

“While the teasing may not be malicious, it sets a tone, and your bosses might then think, ‘Maybe she’s not a go-getter, she’s probably thinking about retiring,’ and off he goes to hire a man for that senior role you’ve been eyeing.

“They don’t say this, but you can tell from how your ideas are only cool enough if your younger colleagues like them, how your concerns are only valid if another man voices it too, how you are never right until another man says you are. Your boss second-guesses your every decision and asks you to back it up with evidence but readily accepts those suggested by younger colleagues or by men.”

While Agnes has thought of bringing it up to HR, she believes it would backfire on her.

“Every boss has the right to ask you to support your work with evidence, but it’s the exceptions that they make for other people that makes you wonder if your suspicions of discrimination are right or you’re just plain jealous, and that’s never a good look in front of HR.” 

When you steal a woman’s future, you steal her wealth

Holding women back at work has financial consequences. When you steal our futures, you steal our wealth.

Women bear a double-discrimination burden in the workplace, with age combined with gender. We are more likely than men to experience age discrimination in the workplace, including being passed over for jobs and promotions.

Women of colour experience this bias at even higher rates. Women suffer occupational segregation, meaning they are underrepresented in higher-wage managerial positions and overrepresented in the lower-wage service sector.

The result is that we are less likely to receive executive benefits like company cars, expense accounts and having the company take care of our rent and children’s private school fees.  

To-do list, not wishlist

First, International Women’s Day is more than just a day where we get everyone to do performative things like posing for a picture and putting a stalk of rose on every woman employee’s desk. Don’t let the gestures trick you into thinking you’ve done right by your female employees. 

Second, we need to unconditionally support a woman’s ambition and advocate for other women until the playing field is levelled.

While some may say, “I don’t want to be hired for a job simply because I tick a diversity box”, it is essential to know that if we don’t push for the change we want, we will never see that change happen.

Also, Read: Women in tech have leaned in enough. This is what we should do instead

Third, companies need to train managers to recognise and remove their unconscious bias regarding hiring, compensation, and promotion.

If your company has a policy where female employees are encouraged to sign up for mentoring sessions to improve their chances of promotion, ask if it does the same to the men. 

Finally, two-thirds of women say they get stressed about money at least once a week, so employers stand to benefit when they prioritise their employees’ financial wellbeing and offer financial literacy and retirement planning as a benefit.

Help your female employees get better control of their money by exposing them to apps like Revolut, where they can build up an investment portfolio using spare change rounded up from their card payments and learn to make better investment decisions through market updates that can be found in-app. 

This is not a zero-sum game where men stand to lose when women benefit. A 2018 McKinsey report on diversity shared that increased gender diversity improves a company’s profitability by 21 per cent. What is good for women is ultimately good for everyone. 

*First name changed to protect privacy 

Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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What does data proliferation in the post-pandemic world mean

Data has become crucial for organisations’ business sustainability. According to the International Data Centre (IDC), the global data sphere is expected to grow to 163 zettabytes by 2025, ten times the amount recorded in 2016.

For organisations, the exponential growth in data can prove a challenge, one in which organisations must learn to navigate if they are to sustain their business.

Today’s largest and most successful organisations like Google, Starbucks, and Amazon know well the impact of data. They have utilised their data to their advantage when making high-impact business decisions.

For businesses, the derivation of insights via data has become no longer a choice but a necessity. In addition, Gartner has also predicted that data fabric, the latest term used to describe data nirvana, will also be one of the top technology trends for 2022.

According to Gartner, data fabrics could reduce data management efforts by up to 70 per cent as organisations get to grips with data literacy and democratisation across multiple departments, platforms, and applications. 

Issues arising from data proliferation

Data has not only exploded in volume but has also been scattered across a myriad of locations, from multiple public cloud environments and data centres to remote offices and the edge, often with minimal global oversight.

At each location, data is isolated in specialised infrastructure or functions, like backup, disaster recovery, and network storage, to name a few, and more often than not, from multiple vendors.

The situation is only made worse by silos within silos, such as a single backup solution that requires various dedicated infrastructure components, like backup software, master and media servers, target storage, deduplication appliances, each of which may hold a copy of a given data source.

In addition, each infrastructure component may come from different vendors, each with its user interface and support contracts. As such, these infrastructure silos have a knock-on impact on operational efficiency.

Also Read: COVID-19, the environment, and the tech ecosystem: what opportunity is available out there for us?

With typically no data sharing between functions, storage tends to be overprovisioned for each silo instead of pooled. Multiple copies of the same data are also propagated between silos, thus taking up unnecessary storage space.

However, despite the issues arising from data proliferation, organisations with self-service data infrastructure in the cloud benefit from the data gathered.

These organisations have been able to gain more insights into their customers’ behaviour compared to before the pandemic, which is enabled by the real-time predictive and prescriptive analytics supported on data lake platforms in the cloud.

These organisations are setting themselves apart from the competition, particularly when implementing communication and customer retention strategies.

For organisations that have yet to implement a self-service data infrastructure, an action plan is needed, built firmly around maximising the use of data if they are to catch up to their competitors. 

The upcoming trends and technologies in data post-pandemic

To stay competitive, organisations need to understand the upcoming trends and technologies in data, given how essential data is to operational and strategic effectiveness.

Some of the top 12 strategic technology trends predicted by Gartner include data fabric, decision intelligence and hyper-automation. According to Gartner, increasing overall data and data diversity will drive organisations towards new compute and storage technologies.

The increase in overall data and data diversity will also drive hyper-automation, which is defined as data-driven automation rather than process-driven, thanks to a combination of AI, ML, and defined as automation that is data-driven rather than process-driven, thanks to a variety of AI, ML, natural language programming and predictive analytics technologies.

Hyper-automation has been regarded as a ‘level-up’ to automation and reflects the concept where organisations have implemented technologies to free employees from the monotony of repetitive tasks, enabling them to concentrate on higher-value tasks, which are more stimulating and rewarding. The technology utilises data obtained from every process and equipment. 

According to Gartner, it is believed that 85 per cent of companies would increase or sustain their hyper-automation investment strategies in 2022, with the technology also having been termed by Deloitte as the next frontier for organisations globally.

However, hyper-automation will be a slow and complex process because it is still early for the technology. To create long-term adoption of the technology, organisations will need to invest significant amounts of time and energy.

Thus, it is crucial that time is taken to understand the necessary steps required before organisations set out on their hyper-automation journey to ensure their success in implementing the technology.

Engaging the right partner is also vital for organisations in this journey. It would allow organisations to gain a better understanding of hyper-automation, which would reduce the time and resources needed to begin their journey and enable them to hyper-automate their organisation that much faster. 

For organisations, aside from hyper-automation, data fabric will be vital in modernising their data management and integration.

Also Read: Understanding GDPR’s impact on event data and helpful security tips

A data fabric consists of multiple systems and data flows, with a data mesh of human roles and processes that must all be coordinated to achieve the goal of an architecture that encompasses all forms of analytical data for any analysis with seamless accessibility and shareability by all those with a need for it.

Data fabric continuously identifies and connects data from disparate applications to discover unique, business-relevant relationships between the data points. The insight then supports re-engineered decision-making, thus providing more value through rapid access and comprehension than traditional data management practices.

To ensure that their data fabric architecture delivers business value, organisations need to start by providing a solid technology base, identifying the required core capabilities and evaluating existing data management tools.

There are four key pillars to data fabric architecture:

  • Collect and analyse all forms of metadata
  • Convert passive metadata to active metadata
  • Create and curate knowledge gaps
  • Have a robust integration backbone.

Conclusion

It is crucial for organisations that have already begun their hyper-automation journey to ensure that they continue to work on the technology, given the increased focus and investment on hyper-automation by organisations across the board.

Organisations must resist the temptation to settle for standard automation, which would only provide them with short-term improvements.

For organisations, the successful implementation of hyper-automation will not only enable them to gain an edge over their competitors, but it would also drive more significant benefits for their employees and clients as the technology helps to streamline operations, thus freeing employees up to focus on more stimulating and rewarding tasks, as well as providing exceptional customer service.

Organisations implementing data fabric into their data management must ensure that their data fabric architecture consists of the four key pillars to entirely derive the business value and benefits data fabric can drive for the organisation.

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TraktorHub, WebTrace merge to form Quipster to serve construction, logistics, mining industries

The Quipster team

WebTrace, an IoT platform to monitor vehicle assets, has merged with online heavy equipment rental startup TraktorHub to form Quipster.

An online rental and sales marketplace for the construction, logistics, and mining industries, Quipster will also provide IoT solutions, integrated asset management, and financial/insurance products.

The deal value is undisclosed.

Quipster will act as a holding company for both WebTrace and TraktorHub while each entity will still operate with the integration process ongoing. Both WebTrace and TraktorHub are backed by Prasetia Dwidharma.

“At Quipster, we aim to be able to provide a simplified journey and comprehensive solution for heavy equipment sales, rental, management and monitoring. This will enable equipment owners and users to offload the complexity to Quipster, thus allowing increased productivity on their business,” said Rezka Fonda, Co-Founder of TraktorHub.

Also Read: How the construction industry got “smart” and cleaned up its impact

TraktorHub is an online rental platform for heavy equipment that aims to simplify the process of searching, procuring and logistics for its customers.

Webtrace, on the other hand, is a sustainable IoT solution for the fleet and mobile workforce. It focuses on delivering time and cost-saving solutions, enabling customers to improve their fleet’s and workforces’ utilisation, reduce unnecessary cost, and convert it to more profits. The firm is also backed by Corin Capital and Astra Mitra Ventura.

The construction, logistic, and mining activities in Southeast Asia have increased significantly over the last couple of years. This is due to the rising government spending for upgrading existing infrastructure combined with new projects, especially in countries like Indonesia, which resulted in the growing demand for heavy equipment in the region.

According to the 2021 Mordor Intelligence report, Indonesia will be ranked third among the ASEAN construction equipment rental markets, following Thailand and Vietnam. The archipelago is witnessing significant infrastructure development activities, owing to which the demand for construction, logistic, and mining equipment is increasing.

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Taiwan roundup: Canner raises US$3.5M pre-Series A, Cooby nets US$2.9M funding

The Canner team

Data mesh solution startup Canner

Data mesh solution provider Canner has raised a total of US$3.5 million in a pre-Series A funding round, led by Taiwania Capital. Hive Ventures and SparkLabs Taipei also joined.

Canner will use this funding to accelerate product development, expand local and international marketing efforts, and grow its teams.

Also Read: How companies can manage data privacy in hybrid and multi-cloud work environments

Founded in 2018, Canner aims to empower businesses to convert data into business value by connecting data silos and transforming business-facing datasets into application-ready dataset APIs with a universal data access interface. With Canner’s data mesh technology, users can work with datasets without moving or duplicating data between data sources.

This way, it simplifies building next-generation data applications on top of cloud data warehouses through a universal layer for APIs, access control, data literacy, and optimisation from diverse data silos.

Canner’s data mesh solution can be quickly installed in any cloud – public, private, hybrid and otherwise. It provides multi-format output optimisation for data applications and multi-layer data access control and authorisation.

Conversation management firm Cooby

Cooby, a conversation management tool, has raised US$2.9 million, led by Sequoia India’s Surge and Pear VC.

The Cooby tool helps businesses streamline engagement and individuals to organise their customer conversations and boost inbox productivity.

Cooby is Surge’s first startup founded and based in Taiwan. It is a conversation management solution for WhatsApp and other business messaging channels. The company aims to re-imagines sales management by building team management solutions on top of popular messaging apps like WhatsApp and LINE.

Cooby equips these teams with WhatsApp work number setup, data sync, analytics dashboard, alerts and notifications, and collaboration interface to regulate WhatsApp and enhance sales.

Also Read: How SMBs can use conversational commerce to boost year-end sales

The company also provides visibility to customer conversations and sales activities on a unified platform. Cooby Workspace makes collaboration on WhatsApp possible without all the back-and-forths aggregating all customer contacts. It provides actionable analytics that enables teams to track, improve and grow.

“Since October 2021, we have expanded our customer base to Germany, India, Indonesia, Singapore, and the US. Additionally, in the last three months, we’ve seen the user base of our WhatsApp inbox productivity Chrome extension grow by 350 per cent, and it is now being used in 80+ countries. We look forward to further strengthening our Cooby Workspace product with the funds raised, on top of expanding our team to countries like Singapore and other parts of the world,” said Wen Shaw, CEO and Co-Founder of Cooby.

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