Category — Video

#1: The Amazon Kindle

While growing numbers of people in the development sector get increasingly excited at the potential of tablet computing for health, agriculture, education and other development activities, it’s the Amazon Kindle that’s been exciting me recently. The irony is, without really trying, Amazon have built something which more closely resembles an appropriate technology than other organisations who have specifically gone out to try and build one.

So, what makes the Kindle so special?

1. It’s light, relatively rugged, and mobile
2. Ten days reading time on one charge
3. One month ‘standby’ time between charges
4. Built-in dictionary and thesaurus
5. Display can be read in bright sunlight
6. Internal storage for up to 200 books
7. No need for the Internet once books are loaded
8. Text-to-speech for illiterate/semi-literate users
9. Costs continue to come down
10. Remote delivery of books and materials (local wi-fi permitting)

Of course, I’m not the first person to notice this. A year or two ago the highlight of an ICT4D conference I attended was a short video showing children in West Africa using Amazon Kindles. I’ll never forget how they interacted with the devices, and what having access to one meant to them and their hopes of an education. Not many technologies give us these little glimpses of magic.

Imagine, all the books a child would ever need to see them through their basic education, all packed into a ~$100 device.

The people behind that video were from Worldreader.org, an organisation whose mission is to “make digital books available to all in the developing world, enabling millions of people to improve their lives”.

We often say in mobiles-for-development that today most people in the developing world will make their first phone call on a mobile, and have their first experience of the Internet on one, too. Perhaps children, in the not-too-distant future, will have their first experience of reading on an e-reader?

I’m just back from my first visit to Harvard University where FrontlineSMS was presented with the 2011 Curry Stone Design Prize. The award ceremony on Monday was followed by a seminar on Tuesday, co-hosted by Nicco Mele and Ethan Zuckerman.

Our beliefs, values and approach come out strongly in this five minute video, put together by the organisers. FrontlineSMS is more than just a piece of software, and I’m equally as proud of the roots and ethos of FrontlineSMS as I am of the tool itself. (You can also watch this video on our community site).

I’ve been involved in international development in one form or another for the past 18 years, and have seen at first hand things that have worked, and things that haven’t. There’s much that’s wrong in the sector, but also a lot that’s right, and for me personally FrontlineSMS embodies how appropriate and respectful ICT4D initiatives can be run, both on a personal and professional level. There’s very little I’d do differently if I started it all over again.

As I wrote earlier this month after news of our Curry Stone Design Prize broke:

Over the past few years FrontlineSMS has become so much more than just a piece of software. Our core values are hard-coded into how the software works, how it’s deployed, the things it can do, how users connect, and the way it allows all this to happen. We’ve worked hard to build a tool which anyone can take and, without us needing to get involved, be applied to any problem anywhere. How this is done is entirely up to the user, and it’s this flexibility that sits at the core of the platform. It’s also arguably at the heart of it’s success.

These core values, built up over six years, remain central to our work. Here’s just a few:

Each and every one is important to us: Putting users ahead – and at the heart – of everything we do, striving for a positive interaction with anyone who comes into contact with our work, aiming to inspire others whilst respecting a diversity of views, always reaching for better, fostering a positive “anything is possible” attitude, making sure we continue to put people – and their needs – ahead of the aspirations of the tech community, managing expectations both internally and for our users, and finally – constantly reminding ourselves why we do what we do.

As we continue to grow as an organisation, maintaining and reinforcing these values will be an increasingly important part of not only who we are, but who we become.

I couldn’t figure out last night, when I woke at 2am, why Twitter was over capacity. A few minutes later I got the answer. Steve Jobs had passed away. A quick visit to the BBC website confirmed the news. Ashton Kutcher (of all people) seemed to sum the mood up well:

Steve Jobs gave an address to students at Stanford University in June 2005. These seven quotes are the highlights for me, and give us a glimpse of the man – what drove him, what made him tick, his passion for what he did, and how he saw his place in the world.

Steve Jobs. 1955 – 2011.

“You can’t connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something — your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life”

“I didn’t see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life”

“Sometimes life hits you in the head with a brick. Don’t lose faith. I’m convinced that the only thing that kept me going was that I loved what I did. You’ve got to find what you love. And that is as true for your work as it is for your lovers. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don’t settle”

“When I was 17, I read a quote that went something like: “If you live each day as if it was your last, someday you’ll most certainly be right.” It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: “If today were the last day of my life, would I want to do what I am about to do today?” And whenever the answer has been “No” for too many days in a row, I know I need to change something”

“Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure – these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart”

“Death is the destination we all share. No one has ever escaped it. And that is as it should be, because Death is very likely the single best invention of Life. It is Life’s change agent. It clears out the old to make way for the new. Right now the new is you, but someday not too long from now, you will gradually become the old and be cleared away”

“Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma – which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary”

Ever wondered where the original idea for FrontlineSMS came from? Find out in this fun 50 second video put together by National Geographic as part of their 2010 Explorers Symposium.

For more information on our work with National Geographic, check out our profile page.

“In the real world, if you were to invest in a company you thought would make you a tidy profit, you wouldn’t tell the senior management they had to make a product of your choosing, restrict the number of vehicles they purchased, or expand operations into a new country. Why should we do any differently in the social sector? Why not simply invest – fund – on the basis of return in the form of impact? Isn’t that the point?”

Kevin Starr, Stanford Social Innovation Review

Just as Kevin Starr “stumbled into philanthropy”, I stumbled into running an organisation. I’ve been fortunate to meet Kevin on a number of occasions, and we have a fair bit in common. For a start, we ended up in places we weren’t expecting, and we’re both graduates of the School of Learning by Doing. Although this approach can be painful at times, you often find yourself stumbling across answers you wouldn’t have if you’d followed a more traditional, established route. There’s a danger if all you ever do is stay in your comfort zone.

(I remember talking to my mother back in November 2002 when I’d just been offered my first piece of mobile consultancy. I was supposed to build a conservation portal on Vodafone live! but had never done anything with mobile before (very few people had back then). I accepted the gig, although I had absolutely no idea if I’d be able to deliver. A simple fear of failure drove me on over the proceeding twelve months).

Kevin has largely figured it out for himself, too (in between extended bouts of surfing) and the end result – the work of the Mulago Foundation – is as inspiring as it is simple. If you’ve not seen his Pop!Tech talk from last year, do yourself a favour and check it out.

In short, the Mulago Foundation looks for “the best solutions to the biggest problems in the poorest countries”. These projects need to answer four quite simple questions:

1. Is it needed?
2. Does it work?
3. Will it get to those who need it?
4. Will they use it correctly when they get it?

None of this is rocket science, of course, but it’s what comes after a project answers with four “Yesses” that you might argue was most innovative. Mulago provide unrestricted funding, the holy grail of fundraising. Funding is provided based on a vision, and a path to scale, and it’s down to the organisation to decide how best to spend the funds to achieve that. The rationale is really quite simple. As Kevin puts it:

If you don’t think an organization is smart enough to use your money well, don’t give them any

We’ve been very fortunate to have received critical – essential – funding for FrontlineSMS over the past four years (for the first two it was largely self-funded). Grants from a number of donors have enabled us to continually develop and build on what we started in 2005. The end result? A piece of software in use today in over a hundred countries, driving a dizzying array of projects.

Of course, there’s little use in developing such a useful piece of software if the organisation behind it isn’t able to survive and thrive in tandem. And this is one of the biggest challenges facing many organisations in the non-profit world, not just those focusing on mobile. Rightly, in most instances, there’s a growing expectation that NGOs need to figure out how to live without donor money, but that’s easier said than done (something I’ve also written about before).

About half-a-dozen donors can rightly lay claim to being a key part of the FrontlineSMS story, but when it comes to our organisational development there’s – so far, at least – just the one.

In the past 18 months there have been massive changes in how we go about our business. With roots in camper vans and kitchen tables, today we have offices in London and Nairobi, with another opening soon in Washington DC. We’ve gone from one person to around ten – with a dedicated developer team based in the iHub in Nairobi – and a single US Foundation to a UK-based Community Interest Company and a sub-branch in Kenya. We’re well on the way to resolving complex governance issues, appointing a Board and developing a number of exciting non-donor income streams, not to mention new mobile-based social change tools. A majority of this work has been orchestrated by an excellent senior management team, with Laura Walker Hudson driving things from the UK and Sean McDonald doing the same for us in the US.

Project-based funding is still a critical part of our growth and development strategy, but all of this has happened thanks to the fantastic support of the Omidyar Network who, like Mulago, fully appreciate the value of also providing unrestricted funding to their grantees. The Omidyar Network’s investment criteria is based on five key areas. According to their website:

• Alignment. We look for organizations aligned with our mission of creating opportunity for people to improve their lives. We seek for-profit companies and nonprofit organizations that use innovative, market-based approaches within our investment areas.
• Impact. We identify organizations that intend to develop new markets or industries, influence policy or practices among existing institutions, alter public perception, or demonstrate the power of business to create social and financial returns. Ideal partners will inspire further entrepreneurial activity in their field.
• Potential for scale. We look for organizations with significant growth potential, with the ability to scale operations and develop new markets. We ask for-profits to have the potential for a highly successful business model and nonprofits a path toward operational sustainability.
• Leadership. We invest in management teams with a proven track record in their field of operation and an ability to articulate a clear vision and strategy, reinforced by a viable business plan. The organization must practice exemplary governance with operational efficiency and controls, transparent practices, and disciplined financial planning.
• Innovation. We seek organizations that employ creative, entrepreneurial strategies to accomplish their goals. Investees may disrupt the status quo, establish a new business paradigm, or pioneer services for untapped markets.

If you need living proof of what a strategy like this looks like, check out Omidyar‘s and Mulago‘s impressive grant portfolios. You can also follow Omidyar on Twitter.

There is much talk of innovation in the technology arena but less, it seems, on innovation in philanthropy. Thank goodness this is beginning to change. We are, after all, all in this together.

Date: Thursday 2nd June, 2011
Venue: Aspen Environment Forum, Aspen, Colorado
Chair: Ned Breslin
Speakers: Ken Banks, William Powers, Courtney Hight, Charles Porch

The Environmental Network

“Recent social movements in North Africa and the Middle East have shown the power of social media and mobile devices to accelerate change at the grassroots level. What lessons does that experience hold for the environmental movement? Can Facebook and Twitter somehow catalyze an environmental revolution as well – and is it happening already?”

Ken Banks is Founder of kiwanja.net/FrontlineSMS

William Powers is a prize-winning writer and author of the New York Times best-seller “Hamlets BlackBerry: Building a Good Life in the Digital Age”

Courtney Hight is the Co-Director of Energy Action Coalition and Power Shift

Charles Porch heads up Facebook’s efforts to help non-profits utilise the platform

Ned Breslin is CEO of Water for the People

The 2011 Aspen Environment Forum is presented by the Aspen Institute in partnership with National Geographic, and provides a critical framework for committed voices to address a significant milestone:  A global population of 7 billion and how to reconcile Earth’s finite resources with its ability to sustain our expanding human needs.

Last month I attended the Global Competitiveness Forum in Riyadh, Saudi Arabia, and sat on a Panel discussing “Conscious Capitalism” with Sally Osberg from Skoll, Bright Simons from IMANI, Michael Strong from FLOW and Mabel van Oranje from The Elders. It was during preparation for a short ten minute talk that my concept of “reluctant innovators” took shape, something I blogged about in more detail here.

Here’s the video of that introduction (you can also watch on YouTube), in which I briefly touch on our work with FrontlineSMS and why we focus on the “social mobile long tail“. It ends with a summary of some of the challenges entrepreneurs and innovators face working in the mobile-for-development field – nasties such as business models, measuring impact and scale.

It was early evening, 14th October, last year. I’d just received the email completely out of the blue. I’d had a long day in London, and was staying over for an early start the following morning. The email was from National Geographic, and it carried news that I’d been named an “Emerging Explorer“. Of course, I thought it was spam.

Because the nomination and selection process for these Awards are entirely confidential, I still don’t know to this day who nominated me. Not only that, but I also had to get my head around what on earth my work had to do with exploration. The email wasn’t spam, after all.

On reflection, it was a very bold move by the Selection Committee. Almost all of the other Emerging Explorers are either climbing, diving, scaling, digging or building, and what I do hardly fits into your typical adventurer job description. But in a way it does. As mobile technology continues its global advance, figuring out ways of applying the technology in socially and environmentally meaningful ways is a kind of 21st century exploring. The public reaction to the Award has been incredible, and once people see the connection they tend to think differently about tools like FrontlineSMS and their place in the world.

The Awards were made during “Explorers Week” in Washington DC in June. You can watch my 15 minute presentation (above), or read a short blog post of thoughts from the start of the week. We’ve also recently begun a new series on the National Geographic website – “Mobile Message” – designed to help spread the word on what mobile technology means for the developing world.

It was a huge honour to be the first mobile innovator to be named a National Geographic Emerging Explorer. With the incredible progress being made by many other friends and colleagues, I’m confident I won’t be the last…

Date: Monday 20th September, 2010
Venue: London School of Economics
Speakers: Dr Jenny Aker, Ken Banks, Dawn Haig-Thomas
Chair: Diane Coyle

IGC Growth Week 2010 Public Discussion

“Mobile phones have the potential to contribute significantly to economic growth in the developing world, in both the private and public sector. From improving market information for fish traders in Lake Victoria, to enabling medical outreach services in rural South Asia, the mobile is a versatile and adaptable tool. What impact can mobiles have on those previously excluded from financial services and communications networks? Which policies will help turn the promise of mobiles into real benefits for the poorest people?

This session, moderated by Diane Coyle, OBE, of Enlightenment Economics, features a panel of researchers and practitioners sharing ideas and experience from the field, discussing a range of case studies from literacy and conditional cash transfer programs in Niger to SMS-based communications for rural hospitals in Malawi”.

Jenny Aker is assistant professor of development economics at The Fletcher School of International Affairs, Tufts University.

Ken Banks is the founder of FrontlineSMS and kiwanja.net.

Dawn Haig-Thomas is director of the GSM Association Development Fund.

Further details of the event, including an audio version of the discussion, are available on the London School of Economics website.

I’ve always maintained that the greater the distance between an ICT4D ‘problem’ and the problem solver, the greater the chance of failure. The difficulty here is that quite often the problem and the resources available to fix it are in different places, and available to the wrong people.

While ‘we’ – those who rarely fully understand the problem – have easier access to the technology and funding, those who do more fully understand it don’t. This is why the current proliferation of local innovation and IT-focused business hubs across Africa is so exciting and has so much potential.

More via this short edited five minute talk I gave last year at The Feast in New York. Further in-depth thoughts on who might be best placed to run ICT4D and mobile-for-development (m4d) projects, check out this recent blog post, “Dissecting “m4d”: Back to basics“.