In December 2016, Digital Rehab delivers Phase One of the regional payroll rollout project for Optiver APAC using Ascender Preceda (formerly NGA).
Phase One of the project looked to gather internal business requirements across 4 offices across Asia Pacific then find a standalone system purposed to replace the aging legacy system presently used in the Sydney office to process payroll.
One of the critical outputs from Phase One is selecting the right vendor / payroll system – ensuring the right solution is chosen that meets our current needs in the Sydney office, but that can also support and deliver on scope for Phases Two and Three.
In October we appointed Preceda and began the rollout in late October. 5 weeks after commencement, we successfully delivered Preceda into Optiver Sydney.
After reviewing FIVE (5) vendors, we have made the decision to proceed with Preceda (NGA) in the Sydney office.
Phases Two and Three will look to establish a regional payroll framework across Asia Pacific offices and integrate with Workday.
My friend Anders Sörman-Nilsson, shares a brilliant article which I wanted to share with you.
While presenting at HR Tech Fest last year in Sydney, I asked the room “how many people wear an analogue watch?” About half the room raised their hands. I’m always baffled by this. We’re supposedly living in an era of digital disruption, an era where we have this precise digital information about what time it actually is, devices that geo-contextually update no matter what time zone we happen to be in. Yet as human beings we still insist on wearing old-school wearable tech devices. Why would we do such a thing?
My best bet is nostalgia. You know, the good old days before Amazon was just a rainforest on the other side of the world, and cloud was just a meteorological term that blocked the sun on cold winter mornings. There is a whole generation of workers who remember their first vinyl or the first cassette tape they ever got. There’s something enduring about that- something that’s tangible, something we can feel that also connects with our hearts, not just our digital minds.
But organisations around the world are facing a paradigm shift – moving away from the world of the physical, of the tangible, into a digital future of doing work where the user interface of work is massively being disrupted. Change is happening whether we like it or not. So how do we seamlessly weave the old and the new together while making sure that all of our #leavenobabyboomersbehind go on this journey into an increasingly digitised future?
Acting on the Digital Shift
Unless we as organisations can make the transition from the analogue physical world to the digitised virtualized future seamlessly, we’re running a serious risk. Sometimes it can be as simple as observing what’s going on around you as we can see from this example from my homeland of Sweden.
In Sweden the micro entrepreneurs and the vendors of the Swedish version of The Big Issue, Situation Stockholm, found their sales were going down, down, and even further down. And they asked themselves, “Is it true that Swedes are anti-social b*stards without a heart?” or might it be that no one carries cash anymore? There was always a positive intent to support the micro entrepreneurs on the streets of Stockholm, but because they only took cash, and Sweden is the most cashless economy in the world, people just couldn’t transact and realise their positive intent.
They teamed up with a Swedish mobile EFTPOS provider – iZettle – that meant that all of a sudden, people could pay via credit card. Now credit cards aren’t a cutting-edge technology by any means, but it enabled the positive intent of people to support these micro entrepreneurs. Sales went up 59% in one month, all because they understood and acted on the shift that was going on around them. Read more about this story on Bloomberg.com
Digital Opportunities for HR
Our role as HR professionals must be to enable smarter decision making in real time. Beautifully designed interfaces, designed for collaboration and smarter decision making is key. Let me present one example here of how this could look for the future.
Let me introduce you to “Raj”. Raj is a fisherman. He’s in aquaculture in Kerala, India. For generations his family have been going out to sea and bringing back the catch of the day into one of 11 different harbours that were equidistant from his fishing waters, and then selling his goods into those markets. Sounds like a solid traditional business model, right? The professional development he would do at the end of a busy day at work would be sitting and mending the nets to make sure he wouldn’t lose any yield the next day.
Now he always had a choice between 11 different, equidistant harbours, but based on gut feel and getting some quick rupees in the harbour, he would usually choose the harbour that was closest to his loved ones. Makes rational and heart-based sense, right? Until one day he bought a Nokia 1100 because he realised that Bharti Airtel (an Indian telecoms company and a client of Thinque’s) had enabled coverage up to 25 kilometres away from his fishing waters. So all of a sudden he could call his mates in the 11 different harbours and see what the real time price, based on supply and demand, would be back in the harbour. All of a sudden he’d moved from not just being a fisherman, to also being a futures and commodities trader.
Do you think he started making different decisions about where he went to market? Absolutely. The economists in the quarterly Journal of Economics studied the mobilisation of Indian fisherman in the state of Kerala, and they found that the fisherman who mobilized increased net yields by 8%, and the price of the consumer fell away magically by 4% as a result of less wastage. Supply and demand meeting perfectly. Why? Because of a simple phone interface.
How Do We Sell the Idea Of Digital?
Change can be tiring, and that’s why selling the idea of change is often so hard. Consider the task of selling someone on the concept of why 2016 is going to be different: Paleo diets, cross-fitness training, gluten-free eating. How does that pan out 21 days later? Change can be extremely disruptive, but it can also be very, very hard, as you know as HR professionals, to sell.
Here are three ideas on selling the idea of technology disruption to business:
1. Target Early Adopters: The iPad
One of the best case studies of early adoption of technology is the launch of the iPad. Apple thought very, very carefully about how they were going to diffuse this new innovation. Now we still don’t really know what an iPad is at this point, but because Steve (Jobs) told us we really needed one, we all bought them. And now our organisations do as well. How did they do it? Apple focused on the innovators, the 2.5% who were likely to camp outside the Apple shop for days to buy it. They then focused on the early adopters in the design of this diffusion of innovation to ensure that those who wanted to read the blogging reviews before they bought it could, and maybe had placed an option to buy one with their mates who were in sleeping bags outside of the Apple store. We were all using them via WiFi in cool cafes making the earlier majority and even the late majority wanting to buy one as well and that’s where they’re starting to reach critical mass after they crossed the chasm of the critical 16%.
So, that’s where we’re heading in the future. How do you sell IT and technology inside your organisation? Do you design the rollout of your new interfaces like this? Have you identified who the innovators and early adopters are? And have you thought about psychologically how you’re going to win across the chasm – perhaps to the board or senior management?
2. Present Ideas Beautifully: Big Data in the Age of Cholera
Today, we are truly living by our digital digits, and a consumerised, beautiful interface is something we’re now expecting at work. How do you show your project progressing from point A to point B? If you give me an Excel spreadsheet, sorry that is not a beautiful interface. We tend to underestimate the impact of beautiful visual design but consider this (very early) example of using visual data to effect change.
Back in the 1850s, London physician John Snow (not to be confused with Game of Thrones Jon Snow), had a theory about cholera during the 1854 outbreak. Contrary to popular belief he claimed that cholera was a water-borne, not an airborne disease. Nobody, of course, would believe him. So he started gathering and visualising some data. As he started mapping data on a map of Soho he found that 656 deaths occurred in several houses. He then saw that there were several water pumps in that particular area that people collected their water from. He realised that one of them was contaminated, and by using big data visualisation was able to go to the authorities in Soho with a beautiful visual interface of this data and within days they had shut down the pump. So, ask yourself – do you present data as beautifully or as convincingly as John Snow did? Have you considered using data in more visualised fashions to convince people of the benefits of your new HR rollout? Because this is key for your success.
Keynote speaker Anders Sorman-Nilsson presenting at HR Tech Fest 2015 in Sydney.
3. Bring Back Some Heart- CISCO’s Valentines Message
When we’re dealing with nostalgia, we need to remember this is an affair of the heart. CISCO gives us an insight into how we might bring a little bit of the heart back into modern technology in order to convince not just rational minds, but also laggard hearts. (This video was of course conveniently launched for Valentine’s Day.)
Here’s a little visualisation activity to end on. Imagine it’s 2020 and you’re looking back at today, 2016. You realise that on your watch your company went belly-up. And the question is this: What were the trends that you totally missed? What were the signals you chose to ignore? And what were the decisions, you delayed and delayed which led to this demise?
And what change would you make today to prevent this from happening?
3 steps for getting a digital transformation on track
Any change process starts with an awareness that there’s an issue in the business.
Then you start to move into the ways the company judges itself—the key performance indicators (KPIs) and the measures you use, for individuals and for teams and for the wider business — to try to drive real change. How high up do those new KPIs need to be on a dashboard that otherwise may have been rather traditional and may not have changed much for a decade or more?
And thirdly, it’s the actions you take, whether it’s putting a designer on your executive team, or even making a designer your CEO.
So there are a number of quite significant changes you can make to send a signal through the business. It’s not just about a chief digital officer or a chief data officer or a chief analytics officer. Actually, this digital thing becomes everybody’s job, everyone’s responsibility. You need to inculcate that change across the business, and you need to take many small and large steps to do that.
Building a culture of constant change
I think you need to be in a state of constant revolution. You don’t make a change and then just sit back and wait for the next five years of business as usual. I think you need to build a new momentum and rhythm in your business that reflects the new reality of the industry in which you are operating.
Many companies already have a strategy of continuous improvement in their businesses and in their operations globally. I think you need to instill, even in that kind of organisation, a culture of continuous change and evolution in how things work.
Some changes are gradual and evolve toward an end goal, which becomes clear over time, and you need to make a number of small steps to do that. Sometimes you do this through external actions, such as acquisitions, investments, partnerships, or other external activity or statements. Or sometimes you do this through internal activity, such as the people you promote or the way you talk about the company and its customers and mission. Some people will be taken a little outside their comfort zone, but that’s OK, so long as you give them the permission to take small risks and fail quickly if they can.
The funny thing about change isd that while everyone is often keen for it, few want to manage the process of change or to change themselves.
The board’s role in the digital age
The role of the board in a digital business is quite different from the role of the board in a legacy business. One of the challenges I think many legacy companies face today is that their boards are not really ready to challenge them and to support and encourage their digital transformation.
If you think of the average age of most board members around the world—and, frankly, of their backgrounds as well—they are not digitally ready. A recent Russell Reynolds survey suggested, I think, that only 4 percent of global 500 companies truly have a board that’s digitally ready, even fewer in Asia–Pacific, and under 25 percent in the United States. So there’s still a long, long way to go.
To make a digital transformation happen, you need complete alignment—from the board through the executive team through the whole organisation.
For example, many board meetings are backward looking in their approach. The data they’re looking at is often a little old. They’re not looking at live data. Many board members are often not active customers of the company’s products or services. I think there’s a new generation of board director emerging that is much more hands-on, with a more entrepreneurial background. You mix that with some of the more traditional board profiles and you get greater diversity on the board.
BrewDog has described itself as a “post-punk, apocalyptic, motherfucker of a craft brewery” and urged its customers to “ride toward anarchy”. Its slogans include “In hops we trust,” “This is the revolution – so help me Dog,” and “Changing the world, one glass at a time.” It has a document that it calls its charter, which contains phrases such as: “We bleed craft beer,” “We blow shit up, and “Without us, we are nothing. We are BrewDog.”
BrewDog embodies, in short, much about modern life that many people love to hate, particularly in their brazen commentary, evocative imagery and persistence online. It has successfully, in my opinion commanded the lion share of voice in the craft beer movement in Britain. Their positioning is aimed to arouse a reaction – be it positive or negative…to be talked about, top of mind and that high penetration of engagement is coveted by their competitors (particularly the big drink manufacturers)
For all the annoyance at their strategically deployed antics, BrewDog have built a wildly successful business on the loud and repeated pronouncement of their own authenticity: that all they truly care about is their beer.
Has this strategy paid off? Quite simply, YES
Over the past 4 years, Brewdog has been the fastest-growing food and drinks producer in Britain, and the fastest-growing bar and restaurant operator. Since it was founded, less than nine years ago, BrewDog has grown from two employees to 580. It has opened 30-odd highly successful bars – bare brick, exposed ironwork, spray-painted graffiti – across the UK, from Aberdeen to Bristol and Manchester to Clerkenwell. And there are 15 more around the world: Helsinki, Tokyo, Rome, São Paulo. Last year, the company’s sales grew by more than 50%, to £45m – more than half booked abroad – BrewDog now exports to more than 50 countries. Solidly profitable every year since its inception, BrewDog’s trading profit hit £5.5m in 2015.
An example of their brilliance
In 2010, Brewdog was responsible for the brewing of ‘The End of History’ aptly named after Francis Fukuyama’s book which was heralded to be 55% alcohol-by-volume – stronger than most whiskies, vodkas and gins. It sold in a limited run of 11 bottles, each artfully stuffed inside a deceased wild animal – seven stoats, four grey squirrels – costing between £500 and £700.
Source: Gizmag
One of the brewery’s two founders, James Watt, pronounced the drink “an audacious blend of eccentricity, artistry and rebellion”. In their “striking packaging”, Watt said, the bottles were “disrupting conventions and breaking taboos – just like the beer they hold within them”.
A bottle of The End of History beer inside a stuffed grey squirrel. Photograph: Dave Branfield/Brewdog
More recently, the company’s flagship Punk IPA – the biggest-selling craft beer in the UK and Scandinavia extends their value proposition.
Watts, one of the founders of Brewdog has published a book titled ‘Business for Punks’ and provides invaluable advice on secrets to Brewdog’s marketing success.
“you cannot control your brand, only influence people’s perceptions of it…in today’s interconnected digital world, full of savvy Gen Y consumers, every single thing you do is marketing.” Not having a budget for it is “not a problem. In fact, it’s a massive advantage.”
JAMES WATT
Traditional advertising is dead, and in any case unaffordable for a small company (“You’d be better off blow-torching your cash,” says Watt). Mass media is “as ignorant as it is irrelevant”. New media is where it’s at.
People, Watt writes, “want genuine, they want quality, they want passionate, they want real, they want integrity”. In short, he argues, in the modern era, “The only way to build a brand is to live that brand. You have to live the values and the mission, then let the customer decide.”
Their marketing has over the last few years has matured yet still loudly antagonises the drinks “establishment” cementing themselves as a market disruptor.
Fiercely independent, at least for now
When Camden Town, a small brewery sold to SAB Miller, the response by BrewDog yet again highlighted a consistent irreverence to the big global players. BrewDog, which also sells what it considers the best of many other small, independent craft breweries in its bars, promptly dropped Camden Town. BrewDog bar in Camden posted a video on Twitter demonstrating yet again that BrewDog will never sell out to some monolithic drinks giant.
“Mega corporations care about costs, market share, dividends, valuations. They don’t care about beer”
JAMES WATT
As craft beer market increases in total share, it will be fascinating as to whether BrewDog can continue to hold out from being absorbed into and quite possibly muzzled by the bigger players in the market.
Read more about this amazing story at The Guardian
About the Author:
Alisdair Blackman, Owner and Principal of Digital Rehab owns Mojo Record Bar and Easy Eight – both of these Sydney bars pioneer and support the independence of craft breweries
PM’s draw on an arsenal of terms, concepts & methods to help them assess, plan, and execute projects within any business setting effectively.
Understanding and then deploying these terms shall demonstrate a greater appreciation of PM basics, better communicate with project sponsors and top-level management when requesting for high-level decisions be made that impact on a project.
Here are the top project management terms you should familiarise yourself with.
Project closure, for me can consist of several processes depending on the scope of the project. It can serve to:
Confirm that the work is done to satisfy a set of agreed requirements
Complete the procurement closure
Gain financial acceptance of the project/product
Complete financial closure
Hand off complete project/product
Solicit feedback from the customer(s) about the project/product
Complete the financial performance reporting
Index and archive records
Gather key learnings / insights
Regardless, a project closure event, requires that learnings, new knowledge gained be recorded and factored into continuous improvement process – in line with best practice.
The diagram below follows a Sigma Six process improvement process. Most importantly, it stresses the importance of Analyse, Improve & Control. A project closure document aims only to tie off a phase or discrete body of work prior to the commencement of another.
Lessons Learned
Even the most successful projects have lessons from which we can learn from. Whether you’re upgrading an IT system, any data project or transformative body of work, there will be lessons you can learn from your project. An effective Project Manager documents and analyses the lessons learned from his/her project and applies them to future projects throughout a business.
Post Project Review
It’s good practice to review all projects at their completion. A Post Project Review should be performed in addition to a Lessons learned. Reviewing your project to see how actuals compared to planned gives you a good sense for the project’s overall performance. The post project review along with Lessons learned provides meaningful input to future projects and are quite often equally important as the delivered output.
Project Acceptance
Formal Project Acceptance requires a signature by the Project Sponsor or Customer. Before a project can be closed out the Project Manager needs formal acceptance of the project by the Project Sponsor or Customer. Formal acceptance is one step of the close-out process and doesn’t release the Project Manager or resources from the Project. It is the Project Manager’s responsibility to release resources during the closing process and ensure that all closing tasks are completed.
Party R(ecipient) asks Party D(eliver) to deliver product / project ‘X’. Parties R or D could be separate internal departments, or vendor to customer – it’s not really at the crux of the question as to Who is Responsible for UAT.
Acceptance of ‘X’ is typically done by UAT… User Acceptance Testing. I repeat – ‘User’.
So, who is responsible for:
overseeing, conducting or running the tests?
writing the test scripts?
Which party – R or D? It is to do with accountability, sign off, and testing independence.
From my experience, User Acceptance Testing is typically the last check performed by the user before final turn over of care and custody of the system or project from D to R. The test itself may be conducted by Party D or Party R however Party R ultimately has to sign it off.
To simplify, I think it is best that the end users / customers in this scenario (Party R) are responsible for the UAT. Product acceptance is determined best by how well the needs of the customers are met by using the product / project. User’s understand their environment the best so it makes sense for them to complete the UAT and sign off on completion. The delivery team party D should focus on resolving issues while the UAT is in progress and to safeguard the successful delivery of the product / project.
Actual signoff is clearly the responsibility of the user. Everything else needs to be considered in the light of reality, including the capabilities and experience of both parties, and the infrastructure available. Ideally User would create plans and scripts and execute them in a dedicated environment with dedicated test data, and the testing should include business processes as well as technology.
It’s not uncommon for Users not to have the capability to do all that’s necessary, and there’s also a technical role in setting up and maintaining a UAT environment. But, while Developers may be familiar with business processes, they don’t have the experience to pick up the sort of problem which Users identify.
Use cases can be useful as a technique here, but in the real world it’s down to the project manager to decide the allocation of responsibility between Developers and Users, and to ensure that each party understands what they need to do and has the capability to carry out those response.
In summary, quality assurance is the responsibility of the business user and it therefore Party R responsible for executing the UAT. While a project manager (Party D) can help facilitate the time line and sign off process, and should support and be accountable for getting it done with Party R responsible for UAT.
I have had the privilege of working with a client who engaged Digital Rehab for the purposes of assessing the HR system landscape globally and then in helping with the procurement and finally rolling out a set of new HR & Payroll systems.
Since October 2015, I have myself been working to find a solution that satisfies the following HR and business requirements:
provide employees and candidates an ‘unbelievable’ user experience thus the GUI of critical importance not least of which to ensure take up and maximum adoption
centralised employee database
leave / absence management that works in with the complex Leave Policy
localisation for all geographies who shall use the system
Recruitment for both experienced and graduate candidates
Onboarding system for new starters
Performance management focused on monthly 1-on-1s, quarterly calibrations, annual remuneration, recognition, continuous feedback, 180 and 360 degree reviews etc
Workforce, Talent & Succession planning
Payroll (for Australia, mainland China, Hong Kong & Taiwan)
Offering single sign on across all applications
My client is highly profitable and will likely double in size to over 750 across Asia Pacific over the next few years. Currently, there are 400 staff.
I have now reviewed over 37 systems / products which either satisfy all or but one of the above. I wish now to share my findings…
General comments on HR product landscape
HR technology providers are increasingly designing applications for employees first, to enable workers to learn and develop, collaborate, share feedback, steer their careers, and even manage other people more effectively. The trend reflects a major shift from a decade ago, when vendors designed HR systems primarily to streamline HR administration, improve record-keeping, and help redesign HR processes. Today, digital technologies are transforming nearly every aspect of HR, from sourcing and recruiting to talent and performance management.
Given this, the products reviewed include:
SuccessFactors
WorkDay
Lumesse
CornerStone
Chris21
Gusto
Employment Hero
KIN
EmpowerHR
TribeHR
CornerStone
Oracle HCM
Namely
BambooHR
BenefitRoad
Reflektive
Impraise
Page Up
Greenhouse
IBM Kenexa
Lever.co
among others
What became very apparent is the very obvious difference between those systems with technical legacy versus the new breed of start-ups, niche offering and products.
Australian business has always toyed with the strengths and weaknesses of the ‘All in One’ solution versus attempting to harmonise and integrate a series of disparate systems all of who offer very unique and compelling benefits into a ‘Blended’ solution. While all vendors claim to provide Open APIs and speak at the ease of integration, few have successfully done so and far fewer that will admit to doing it well and inexpensively.
Serious contenders for small to medium sized businesses
Here is my assessment on who I think have terrific solutions which should be, in my estimation carefully reviewed against your own specific HR business requirements:
For HRIS
Depending on the size and complexity of your business’ requirements, I would suggest the following:
Namely (New York based)
BambooHR (San Francisco based)
Benefit Road (Sydney based)
For Recruitment, Onboarding & Workforce Planning
Page Up (Melbourne based)
Lumesse (UK based)
Lever.co (San Francisco based)
GreenHouse (New York based)
For Performance Management
Reflektive (San Francisco based)
Page Up (Melbourne based)
Oracle HCM (San Francisco based)
For Benefits
Benefit Road is a standout solution. The HRIS and benefits interoperate beautifully. Ideal for organisations who place huge importance on simplicity, great UI and offering exemplary employee benefits
A recent survey shows one in three respondents plan to spend more on HR technology. Twenty three percent plan to increase spending by up to 20% and one in 10 plan to increase spending by more than 20% in 2014.
Tower Watson – 2016 HR Service Delivery & Technology survey
Enterprise grade solutions
There are a series of really solid enterprise grade solutions but typically are far more expensive than the previously mentioned
WorkDay (my personal favourite across the board)
SuccessFactors
Oracle HCM
Best all round solution
In my opinion, with WorkDay more aggressively targeting the mid-sized business market, their product is incredibly compelling. It’s interface is intuitive, its reporting stunning and its functionality taken by and large if not best in class, not far off in every respect and module discussed above.
For those considering the blended solution, I wish you luck. You are brave taking on such a task particularly if you are looking for the full compliment of modules across recruitment, onboarding, HRIS core, performance management and workforce planning.
As I look now down the barrel to deploy a complex Workday solution over the next 6-7mths, I shall provide a further update as and when I’ve completed the implementation to share my insights and experiences.
Project Management Offices (PMOs) are on the nose and for good reason. They are often conceived the Executive in a response to mounting need and requirement for the delivery of business changes, transformation or general improvement. They are more often than not headed up by senior IT staffers who have really no where else to go in an organisation’s hierarchy. Rarely are they led by experienced PMs, strategists, and or entrepreneurial inspired talent. Therein lies the core reason why so many fail.
Now, the role and importance of the PMO within business varies – for some it focuses on the project delivery level, for others it is at the strategic level.
It is this wide variation in the types and remits of PMOs that has made their management taxing, challenging and complex to find the right leader with the right skill set.
To run a successful PMO, you shall require the following skills:
ability to traverse both micro and macro agendas (and strategic imperatives/vision for the business)
strong analytical focus
keen eye for financials
delegation and team member autonomy (not micromanagement)
champion governance
collaborate with other departments – to pool resources to deliver the most meaningful and coordinated results
vendor relations
staff development / mentoring
While working within a PMO can appeal to anyone, it is this diversity in roles that has made it difficult to clearly understand what makes a great PMO leader to bring it all together.
In my view, there is a lack of understanding about the range and types of skills & competencies required to work within and run a PMO.
The attraction of a role in a PMO team is that it is multi-faceted from project management, team work, technical inputs, IT, vendor management, financial and budget management, time management, change management, internal stakeholder management & great oral and written communication etc
Interestingly, PMO leadership needs skills and experience not found exclusively in project management or IT fields.
Australian business needs to view PMO more as a separate business rather than in a conventional light. This is supported by the trend to outsource PMO – breed from exactly the need to minimise budget wastage (in bloated and inefficient FTEs), diffuse or minimise risk by isolating it to the one entity (not across multiple departments) and focus on delivery of tactical and strategic goals of the business.
In my opinion, a PMO should be run by a SME CEO or MD – a person accustomed to doing a plethora of tasks and has a skill set that is akin with key skills and competencies required for overseeing, coordination and developing a team of differing backgrounds, strengths and skills into a thriving and successful PMO.
14th January 2016: Interviewed by Marty Switzer on what are the key drivers and trends in the digital space. What is the importance of data and how can it fuel customer insights and aid business in making informed strategic decisions. All of this and more covered in the interview.
So why wait? Meet with us to discuss your requirements.Contact us today!
In Sweden the micro entrepreneurs and the vendors of the Swedish version of The Big Issue, Situation Stockholm, found their sales were going down, down, and even further down. And they asked themselves, “Is it true that Swedes are anti-social b*stards without a heart?” or might it be that no one carries cash anymore? There was always a positive intent to support the micro entrepreneurs on the streets of Stockholm, but because they only took cash, and Sweden is the most cashless economy in the world, people just couldn’t transact and realise their positive intent.
Keynote speaker Anders Sorman-Nilsson presenting at 
