Developing Competitiveness and Efficiency in the Digital Edge
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Paper delivered at the LCCI ICTELExpo 2018. Key thesis is that the digital age is defined by the ability to represent reality with numbers and the ability to compute on this. Competitive advantage will go to those who have the most data, the most powerful computers and the most effective algorithms.
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Developing Competitiveness and Efficiency in the Digital Edge
- 1. Developing Efficiency And Competitiveness in the Digital Age James Agada CEO CWG Plc www.cwg-plc.com
- 12. Developing Efficiency And Competitiveness in the Digital Age James Agada CEO CWG Plc www.cwg-plc.com
Notes de l'éditeur
- My name is James Agada and I live in Lagos Nigeria where I run an IT company called CWG Plc. For those who have ever been to Nigeria, power is a major issue. One of the first words kids learn is to say UP NEPA when power is restored. And there is no panic when power fails irrespective of what we are doing. We have normalized it. There has been on going reforms and now we have many power generating companies, a grid company and many distribution companies. My paper today arose out of engagements we had in the past three years engaging and studying our distribution companies as they struggled to bring some form of sanity into the mess they had bought. Wherever we spoke to the DISCOs we had lamentations of the poor state of the infrastructure they had inherited and the difficulty in raising the needed capital to invest. It then occurred to us that there was something missing in the way their projects and investments were being justified.
- My name is James Agada and I live in Lagos Nigeria where I run an IT company called CWG Plc. For those who have ever been to Nigeria, power is a major issue. One of the first words kids learn is to say UP NEPA when power is restored. And there is no panic when power fails irrespective of what we are doing. We have normalized it. There has been on going reforms and now we have many power generating companies, a grid company and many distribution companies. My paper today arose out of engagements we had in the past three years engaging and studying our distribution companies as they struggled to bring some form of sanity into the mess they had bought. Wherever we spoke to the DISCOs we had lamentations of the poor state of the infrastructure they had inherited and the difficulty in raising the needed capital to invest. It then occurred to us that there was something missing in the way their projects and investments were being justified.