<p>Facebook will open a “community hub space” in Nigeria next year to encourage software developers and technology entrepreneurs and become the latest technology giant to pursue a training program in fast-growing Africa.</p>
<p><img loading="lazy" decoding="async" class="aligncenter wp-image-44355 size-full" src="http://cnbc.africa/wp-content/uploads/2017/02/facebook-_pixabay.jpg" alt="Facebook to launch satellite to expand Internet access in Africa" width="600" height="394" /></p>
<p data-reactid="40">The U.S. social media company said the center would host an “incubator program” to help develop technology start-ups, while it will also train 50,000 Nigerians in digital skills.</p>
<p>Africa’s rapid population growth, falling data costs and heavy adoption of mobile phones rather than PCs is attracting technology companies looking to attract more users.</p>
<p data-reactid="43">Facebook did not provide details of the period over which its planned training would take place in Nigeria, which is Africa’s most populous country with 180 million inhabitants.</p>
<p data-reactid="44">“We understand the important role Facebook plays here in Nigeria with developers and start-ups and are invested in helping these communities,” Emeka Afigbo, its regional head of platform partnership, said in a statement on Wednesday.</p>
<p data-reactid="45">Facebook said the training &#8211; aimed at software developers, entrepreneurs and students &#8211; would be offered in cities including the capital, Abuja, Port Harcourt in the south, Calabar in the southeast and Kaduna in the north.</p>
<p data-reactid="46">Last year Facebook founder Mark Zuckerberg visited technology companies in Lagos and his charitable foundation provided $24 million to Andela, which trains developers.</p>
<p data-reactid="47">Google’s chief executive in a July visit to Lagos said the company aimed to train 10 million people across the continent in online skills over the next five years. He also said it hoped to train 100,000 software developers in Nigeria, Kenya and South Africa.</p>
<p>Although Africa may not offer as much opportunity to add consumers as China or India, because large wealth gaps mean that many people in places like Nigeria have little disposable income, Facebook said more than 22 million people already use its social media website every month in Nigeria.</p>
<p>Widespread poverty means mobile adoption tends to favor basic phone models. That, combined with poor telecommunications infrastructure, can mean slow internet speeds and less internet surfing, which tech firms rely on to make money.</p>
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<p class="Attribution_content_27_rw" data-reactid="50">Writing by Alexis Akwagyiram; editing by Alexander Smith</p>
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Facebook to open Nigerian hub next year in African tech drive

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<p>Public hotspot service provider, Tizeti announced a partnership to expand Express Wi-Fi by Facebook in Nigeria, with plans to roll out hundreds of hotspots over the coming months. Kendall Ananyi, CEO, Tizeti Africa joins CNBC Africa for more.</p>


Tizeti, Facebook partner to expand Express Wi-Fi in Nigeria

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<p>With over 270 million Twitter users and 1.2 billion Facebook users, Social media could be a powerful tool for SME&#8217;s. Susan Okoh, Strategic Planning Officer, corporate banking at Diamond Bank joins CNBC Africa for more.</p>


Impact of social media on small businesses

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<p>We&#8217;ve often heard this saying: &#8220;Behind every successful man is a good woman.&#8221; The expression also holds true for successful women.</p>
<p>In fact, people with supportive spouses are &#8220;more likely to give themselves the chance to succeed,&#8221; according to a study published by <a class="inline_asset" href="http://www.cmu.edu/dietrich/news/news-stories/2017/august/supportive-spouses-brooke-feeny.html">Carnegie Mellon University</a>.</p>
<div id="inline_movable_ad">Researchers studied 163 married couples and discovered that people with supportive spouses were more likely to take on potentially rewarding challenges. Those who accepted challenges experienced more personal growth, happiness and psychological well-being just a few months later.</div>
<p>&#8220;We found support for the idea that the choices people make at these specific decision points, such as pursuing a work opportunity&#8230;matter a lot for their long-term well-being,&#8221; Brooke Feeney, lead author of the study and professor of psychology at Carnegie Mellon, says in a statement.</p>
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<p>Many successful people have discussed the importance of having their spouse by their side. Former president Barack Obama attributes his political success to his wife.</p>
<p>&#8220;Obviously I couldn&#8217;t have done anything that I&#8217;ve done without Michelle,&#8221; <a class="inline_asset" href="https://www.popsugar.com/love/Video-Barack-Michelle-Obama-Oprah-16207967">Obama tells Oprah Winfrey</a> in 2011. &#8220;You were asking earlier what keeps me sane, what keeps me balanced, what allows me to deal with the pressure. It is this young lady right here&#8230; Not only has she been a great first lady, she is just my rock. I count on her in so many ways every single day.&#8221;</p>
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<p>Facebook CEO Mark Zuckerberg noted the vital role his wife Priscilla Chan plays in his life in a <a class="inline_asset" href="http://news.harvard.edu/gazette/story/2017/05/mark-zuckerbergs-speech-as-written-for-harvards-class-of-2017/">2017 Harvard commencement speech</a>. The tech guru says Chan inspired him to volunteer his time and take on social work.</p>
<p>&#8220;Priscilla&#8217;s the most important person in my life so you can say, it&#8217;s the most important thing I built in my time here,&#8221; he says in the speech.</p>
<p>Of course, it&#8217;s not just women supporting their husbands. In a 2013 <a class="inline_asset" href="http://www.usmagazine.com/entertainment/news/beyonce-my-marriage-to-jay-z-works-because-we-were-friends-first-2013152">interview with Winfrey</a>, Beyoncé says that her husband, rapper and mogul Jay-Z, is extremely supportive and helps her &#8220;on so many levels.&#8221;</p>
<p>&#8220;I would not be the woman I am if I did not go home to that man,&#8221; says the Grammy winning artist. &#8220;It just gives me such a foundation.&#8221;</p>
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<div class="embed-container image">So what can one do to push their spouse to embrace new work opportunities? Express enthusiasm about an opportunity, reassure your partner and discuss the benefits of taking on a new role or challenge, says the study.</div>
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<p>&#8220;Significant others can help you thrive through embracing life opportunities,&#8221; says Feeney. &#8220;Or they can hinder your ability to thrive by making it less likely that you&#8217;ll pursue opportunities for growth.</p>
<p>Written by <a href="https://www.cnbc.com/ruth-umoh/" rel="author">Ruth Umoh</a> | <span class="twitter-url"><a href="https://twitter.com/ruthumohnews">@ruthumohnews</a></span></p>
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Why the secret to your success is who you marry

<p><strong><span class="fn author-name">Mlenga Jere and Raymond van Niekerk | University of Cape Town</span></strong></p>
<p>More than 20 years after democracy it seems incredible that a leading South African insurance company, Outsurance would put out a Father’s Day advertisement which featured mostly white dads. If their marketing team didn’t see the problem, citizens on social media certainly did and helped the company to see the error of its ways – and fast.</p>
<p>Within hours of screening the advertisement, a twitter storm had broken out and the commercial was retracted. Outsurance issued an apology for any offence caused. It was a quick and decisive response – which is generally the right way to respond in a crisis – spoiled only by the fact that the company subsequently laid the blame at the door of a “junior lady” on the social media team.</p>
<p>The Outsurance experience underlines the growing importance of social media in branding. Branding scholars Chiranjeev Kohli and Anuj Kapoor point out that:</p>
<p>Outsurance isn’t the only firm to have been caught in a social media storm. Uber’s CEO Travis Kalanick was forced to step down after a prolonged online assault leading to a “shareholder revolt”. London based public relations firm, Bell Pottinger, had to lock its twitter handle recently because it had been twitter bombed by South Africans outraged at the firm’s service to the controversial Gupta family.</p>
<p>Another South African business, the family restaurant franchise Spur, suffered considerable brand damage after a video showing an altercation between a (white) man and a (black) woman at a Johannesburg outlet went viral, causing a racially charged firestorm. Spur was castigated from different directions for mishandling the matter.</p>
<p>These cases show how social media gives consumers the ability to influence business behaviour. But, we argue, this power should be channelled in a constructive way to affect lasting change.</p>
<h2>A new kind of activism</h2>
<p>There are many examples of deliberate online anti-brand behaviours targeting well-known brands such as American Express, Coca Cola, and Wal-Mart. Widely respected New York Times technology columnist Farhad Manjoo recently noted, that online campaigns against brands have become a powerful force in business by handing power to consumers. It has also given birth to a new kind of political activism:</p>
<blockquote><p><strong><em>Posting a hashtag and threatening to back it up by withholding dollars can bring about a much quicker, more visible change in the world than, say, calling your representative.</em></strong></p></blockquote>
<p>This is of course not good news to most corporations, businesses and politicians. Those operating in the public domain know the importance of protecting their reputation and fear the power of social media. Many organisations pay research companies for daily feedback on how their brand is perceived. In addition to newspaper clippings and magazine articles, they also have to sift through thousands of tweets and emails.</p>
<p>Not all negative comments deserve to be dealt with publicly. Some outrage may be the result of a vindictive individual or interest groups with less honourable intentions. Responding to comments such as these may only fan the fire, doing more harm than good.</p>
<p>But the power of social media is such that even a falsehood can cause immense damage, ruining businesses and individuals. Social media can awaken the mob mentality in people. All that’s required is for people to become angry – and have access to a medium where they can be relatively anonymous and vent their fury.</p>
<p>Social media brings out the best and the worst in people. On the one hand, it gives the power to do untold damage. On the other it can be used to do tremendous good.</p>
<h2>Disciplining business</h2>
<p>Take the case of American airline United Airlines. The video of how security dragged Dr David Dao off a flight in April 2017 after he refused to leave his seat when he was selected to be bumped off due to overbooking went viral on the Internet.</p>
<p>Millions of people saw Dr Dao being dragged, bleeding and injured, off the plane. There was an enormous backlash from consumers slamming the airline – and other airlines – for the practice of overbooking.</p>
<p>The consequences of all the anger led to the airline revising its policy and operations and spilled over into wider investigations into general procedures at airlines. This resulted in new legislation being drafted in the US, which could prevent airlines from forcibly removing passengers seated on an overbooked flight and providing compensation for those not allowed to board.</p>
<h2>A double-edged sword</h2>
<p>Social media is here to stay – if anything its use is set to become more sophisticated. According to Pew Internet Research, YouTube reaches more 18- to 34-year-olds than any cable network in the US, 76% of Facebook users visited the site daily last year with over 1.6 billion daily visitors, and 51% of Instagram users engage with the platform daily. These trends are spreading across the globe.</p>
<p>Users may also become more discerning about which sites they visit and how often. For companies, this means a need to remain vigilant and being aware of how to react appropriately. They undoubtedly stand to profit as well – through clever marketing campaigns that make use of social media platforms.</p>
<p>But the biggest winners could be consumers – should they learn to properly use the power of social media to organise into interest groups, define objectives and agree on courses of action – thereby exerting pressure on companies to see the kind of change in corporations that they would like to see in society as well.</p>
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<p>This article was published on The Conversation.</p>


South African social media is giving consumers power to discipline corporations

<p><em>If we were to think of Silicon Valley, and our own innovations and start-ups, as countries, we might be able to capitalise on the kind of thinking that makes Silicon Valley so successful, writes Nnamdi Oranye.</em></p>
<p>California, where Silicon Valley resides, has a bigger economy than most nations of the world. In fact, the World Bank in 2016 rated it as the sixth biggest economy on the globe. That’s one State in all of America. And within this State resides states of their own, if you will – countries, nations that cross borders, generate revenue in almost every border of the world, and connect people across geographic regions in new, unthinkable ways. These are the countries of Silicon Valley, and the big five of them are undoubtedly Facebook, Google, Apple, Uber and Amazon.</p>
<p>If you were to think of Facebook as a country, it would be the most populous on earth, with 1.86 billion people logging onto the network each month. We could think of that as 1.86 billion living, active users &#8211; effectively, Facebook’s citizens. That’s more than China’s entire population (about 1.4 billion). It’s more than India’s (about 1.3 billion).</p>
<p>Facebook’s users are more than the U.S. population itself, which comes in at about 0.3 billion, where the company comes from. Facebook’s biggest problem is that there will eventually not be enough people in the world who will actually log on and use it, so how will it grow? It’s still banned in China, but who knows for how much longer?</p>
<h4>Facebook&#8217;s Free Basics for African users</h4>
<p>To get Africans on board and increase its user base, Facebook is, therefore, finding ways to help us all get online. Through a partnership with Eutelsat, it’s looking to offer a connected experience that it calls Free Basics (see internet.org), which already operates in several countries across the globe and has partnered with MTN and other telecommunications in Africa. This has come with some controversy.</p>
<p>Its plan is clearly to get everyone on the planet logged on and connected &#8211; and at 1.39 billion users logging on every month, it doesn’t seem as if it is just dreaming. If you consider Facebook’s earnings of USD $8.81 billion (Q4 2016), and you compare this to other country GDP’s, you see it’s richer than many of the countries of the world!</p>
<p>Google isn’t far behind. If it were a country, it would probably be the third biggest in the world. In 2016, it reported that it has now more than one billion active users on Gmail. YouTube, Maps, Google Play, and Chrome also have more than one billion active users. And this doesn’t account for active users on the Google search engine or users of its other products. In the same year, it reported it had reached 3.3 trillion searches in a year.</p>
<h4>Only 60 countries&#8217; GDP beat Google&#8217;s revenue</h4>
<p>There are more than 1.6 billion Android devices in the market (2017). Alphabet, the holding company of Google, reported USD $21.33 billion in revenue in 2016; 24.8 billion in the first quarter of 2017. It outstrips even more nations than Facebook if you had to compare GDP with Google’s revenue. In fact, only just over 60 countries in the world beat it &#8211; while the rest trail behind.</p>
<p>In 2015, its revenue for the year was better than 33 of the world’s poorest countries combined, meaning – as reported by Investopedia – that its wealth exceeded roughly 18 percent of the global GDP. It’s not the biggest multi-national corporation there is, and that in itself is saying something.</p>
<p>Where does Whatsapp sit in all this? The messaging app boasted 1.2 billion active users a month in January 2017. If you consider that Whatsapp is owned by Facebook, you can begin to see just how much Facebook would dominate if it were a country. And then let’s not forget Instagram with 600 million users at the end of 2016 &#8211; which is also owned by Facebook.</p>
<h4>Totally different to how we normally do things in an African context</h4>
<p>These are nations within all of our nations. Realising this stark fact puts things in an interesting perspective. It’s a good thought exercise to think beyond the stats and consider the philosophy behind this, consider what it means to have nations of this size within your own nation, linked to your next-door neighbours and across the world. When you think of these innovations as countries you can see the type of service they provide, and the way they provide their service, is totally different to how we normally do things in an African context. The regulatory framework is different. The approach to technology is different. The way they view themselves, and their citizens, is different. What this means is if we were to</p>
<p>The regulatory framework is different. The approach to technology is different. The way they view themselves, and their citizens, is different. What this means is if we were to try compete with the likes of Uber, for example, we can&#8217;t compete in the way we usually do with other countries: with borders and regulation and certain security approaches, and so on. We have to start to think of things like VISA-less borders and we have to come to grips with what our response to that sort of thing is — what our regulatory framework will actually be. This regulatory framework has to be totally new, it can’t just incorporate a ‘business-as-usual’ approach.</p>
<h4>Globalism taken to the next level</h4>
<p>The sheer connected nature of these Silicon Valley companies — the way in which they truly want to connect us — speaks volumes into this, and is truly globalism gone next level. Consider Google / Alphabet’s plans. It has been developing its driverless, ‘smart’ car for some time now, and expects to release this to the consumer market by 2020. It’s investing in healthcare. Android phones and Android watches are telling us about how healthy and active we are being. You can see where Google is going with that. And no doubt, through collecting all the information Google does about you, it will (in my opinion) look to start health insurance or other kinds of insurance too. (Amazon, too, just announced this last week that it’s thinking of going into pharmaceuticals, so this is clearly a market Silicon Valley wants to</p>
<p>And no doubt, through collecting all the information Google does about you, it will (in my opinion) look to start health insurance or other kinds of insurance too. (Amazon, too, just announced this last week that it’s thinking of going into pharmaceuticals, so this is clearly a market Silicon Valley wants to cannibalise). Facebook and Google have plans to get the world online via satellite, or Google’s connected blimps in the sky.</p>
<p>Google along with Levi’s just released a jacket in the last few months to the market with ‘gesture-sensing fabric’ which effectively lets you control your phone by just touching your jacket. Google has been making headway into the ‘connected home’ concept with its Nest products, and others. So the plan is simple: make everything connected, from your watch to your phone to your car to your home to your clothes. Google wants to create a new ecosystem. Facebook wants to, too. Amazon, on the other hand, just wants to own everything.</p>
<h4><strong>How we need to think of our own innovations differently</strong></h4>
<p>“Ecosystem” is the key for me in how we need to think of our innovations, as I’ve argued elsewhere. But more than this, if we are looking at the economies of these companies and thinking of ourselves as African nations in comparison to them, we must realise that we cannot see technology innovations as ‘start-ups’. We have to think of them as more than that.</p>
<p>We have to think of our own innovations, and innovators, as developing nations and ecosystems within our nations. We have to open our borders to them, so they can think Pan-African from the start. We only tend to think of our innovations as ‘tech’, but we have to think consider them as countries all of their own.</p>
<p>Acha Leke, director at McKinsey and Company and a member of the World Economic Forum (WEF) Global Agenda on Africa, represents, in my opinion, one way we need to be thinking about this. He is actively campaigning for visa-less borders in Africa, for the recently launched African Union passport. He believes this will accelerate socio-economic growth; boosting tourism revenue and increasing intra-African trade.</p>
<p>As he said at Oxford in 2015, “We are the second fastest growing continent in the world, and Africa offers the second highest return of investment of any region in the world.” What this means is that if we can make our borders more open, we can make it so much easier for our innovators to expand across Africa and get even more investment with effectively less hassle, and that will benefit us all. We will create a more integrated market, make it more efficient for business, open up opportunities, which all will promote greater stability and investment.</p>
<h4>The kind of prosperity these Silicon Valley companies enjoy is what we really need</h4>
<p>Silicon Valley does not think within borders. It&#8217;s kind of connected thinking that creates a better “working together” and the kind of prosperity these Silicon Valley companies enjoy is what we really need, I believe. You can see the same thinking employed in China’s open-source philosophy that has helped it to innovate so quickly – a philosophy that is highlighted by China’s very different take on patent laws.</p>
<p>If we want to prevent Silicon Valley from not only capitalising on our opportunities but also our current markets, we have to start thinking a bit like them while thinking about our context at the same time. For example, I’ve been saying for some time that Facebook can cannibalise our telecommunications industries. Take a look at the Telecom Infrastructure Project, a consortium led by Facebook and launched at Mobile World Congress last year; and also take a look at its Voyager project; and also just think about the fact that Whatsapp is processing 100 million calls a day. It is poised to sweep the rug under the carpet of every telecoms company in the world, including Africa. The problem is I don’t think we’re ready for it.</p>
<p>We need to be creating a new ecosystem for us as Africans through our own innovations, and working with these Silicon Valley innovations, our way. Along with the tremendous positive the likes of Google and Facebook can bring to help connect us, they can also bring significant negative in the forms of where the revenue generated will all be going, what happens to all the jobs that can be lost, and how it develops our own skills for the future. We have a serious challenge before us and we need to rise up to it <em>now</em>.</p>


Op-Ed: If Silicon Valley were a country

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<p>MoneyMakers’ Bruce Whitfield speaks to Vian Chinner, CEO of Xineoh, about its connection to Amazon and why it is getting the attention of US venture capitalists.</p>


An SA company with an Amazon connection

<p>Job seekers around the world agree on one thing: Google&#8217;s parent company, Alphabet, seems like an awfully appealing place to work.</p>
<p>The tech giant places first on L<a href="https://www.linkedin.com/pulse/linkedin-top-companies-2017-global-edition-daniel-roth?published=t">inkedIn&#8217;s 2017 Top Companies Global List</a>, which highlights the 25 companies whose teams employees everywhere would most like to join.</p>
<p>To determine this list, LinkedIn&#8217;s data team analyzed billions of searches by the site&#8217;s more than 500 million members, considering views of and applications to job postings, engagement with the company on LinkedIn and the number of employees that stay with the company for at least one year.</p>
<p>LinkedIn did not consider itself, or its parent company, Microsoft, for this list.</p>
<p>As usual, a number of tech industry headliners claim spots in the ranking, but the list also represents a broad range of companies from industries including professional services and consumer goods.</p>
<p>Read on for the 25 most attractive employers around the world:</p>
<p>25. <strong>GE</strong><br />
Number of global employees: 350,000</p>
<p>GE offers eight different leadership programs, which provide recent college graduates training in areas ranging from engineering to human resources. Roughly a quarter of the company&#8217;s current senior management completed one of GE&#8217;s leadership programs.</p>
<p>24. <strong>Adobe</strong><br />
Number of global employees: 15,000</p>
<p>Adobe offers job titles as creative as its products, including Principal Artist-in-Residence, People Scientist and Vice President of Creativity. The company emphasizes that to be successful, employees should have a &#8220;learn-it-all&#8221; attitude.</p>
<p>23. <strong>Schneider Electric</strong><br />
Number of global employees: 144,000</p>
<p>Headquartered in France, Schneider Electric wants to increase sharing of skills and knowledge among its employees. Schneider&#8217;s Global International Mobility Center facilitated 400 employees moving to new countries to work for the company last year.</p>
<p><strong>22. EY</strong><br />
Number of global employees: 250,000</p>
<p>One of the accounting industry&#8217;s &#8220;big four&#8221; firms, London-based EY currently has a quarter of a million employees, and expects its global headcount to reach 300,000 by 2020. In Germany, the country has introduced a refugee internship, offering four months of training to participants, who work with a mentor and are offered full-time employment following the program.</p>
<p><strong>21. Accenture</strong><br />
Number of global employees: 401,000</p>
<p>The global professional services firm offers 16 weeks of maternity leave and eight weeks of primary care leave. Further, Accenture provides free breast milk shipping for new mothers who travel as part of their role, or the option of as much as one year of local work following maternity leave.</p>
<p><strong>20. PepsiCo</strong><br />
Number of global employees: 264,000</p>
<p>PepsiCo brands like Lays, Gatorade and Tropicana are available in upwards of 200 countries around the world. Recently, the company has honed in on creating healthier products, increasing research and development spending 45 percent over the past six years.</p>
<p><strong>19. Deloitte</strong><br />
Number of global employees: 244,400</p>
<p>Employees of the auditor and consultancy have the opportunity to transfer to 150 countries where Deloitte has offices or teams — more than 6,000 employees took advantage of the option last year. The company&#8217;s leadership training center, Deloitte University, has campuses in the U.S., Singapore, Belgium, France, India and Canada.</p>
<p><strong>18. IBM<br />
</strong>Number of global employees: 380,000</p>
<p>IBM uses its own technology, Watson, to enable the hiring process and pair resumes with relevant open positions.</p>
<p><strong>17. Johnson &amp; Johnson</strong><br />
Number of global employees: 126,000</p>
<p>Johnson &amp; Johnson is made up of 275 companies around the planet and has nearly 130,000 employees, but the company&#8217;s decentralized structure means that each of its subsidiaries has the independence to develop strategies that best serve its market.</p>
<p><strong>16. The Walt Disney Company</strong><br />
Number of global employees: 195,000</p>
<p>Disney employees get free passes for themselves and family members to the company&#8217;s theme parks, and trainers on the Disney English team use stories and characters from the company&#8217;s movies to teach English to children in China.</p>
<p><strong>15. Unilever</strong><br />
Number of global employees: 169,000</p>
<p>Got a taste for tea? The global consumer goods juggernaut employs a &#8220;Tea Expertise Director.&#8221; The role entails leading employee tours through tea plantations and tasting more than 1,000 cups of the beverage each day.</p>
<p><strong>14. Siemens</strong><br />
Number of global employees: 350,000</p>
<p>Siemens has cracked the code on employee retention: According to LinkedIn data, Siemens workers stay with the company 8.6 years, longer than the average employee tenure of any other company on this list.</p>
<p><strong>13. Oracle</strong><br />
Number of global employees: 135,000</p>
<p>In August, Oracle broke ground on a public charter high school on the campus of its headquarters, and in the most recent fiscal year, the company reused or recycled 99.5 percent of the electronic waste it generated.</p>
<p><strong>12. Tesla</strong><br />
Number of global employees: 30,000</p>
<p>Tesla is now the most valuable U.S.-based automaker, with a $62 billion market cap and nearly 2,500 jobs open around the world. The company isn&#8217;t turning a profit yet, so employees miss out on a lot of the perks often associated with the tech industry. But there&#8217;s hope: In an email to staff, CEO Elon Musk recently announced that free frozen yogurt and an &#8220;electric pod roller coaster&#8221; will soon be part of Tesla&#8217;s office landscape.</p>
<p><strong>11. Cisco</strong><br />
Number of global employees: 73,000</p>
<p>Cisco employees receive five days off beyond their vacation time each year to devote to volunteering, an initiative that&#8217;s clearly been a hit — last year, employees put in 227,000 volunteer hours.</p>
<p><strong>10. Dell Technologies<br />
</strong>Number of global employees: 145,000</p>
<p>Dell offers employees a great deal of flexibility, including working from home, adjustable hours and the option of bringing your dog to work. More than 40 percent of the company&#8217;s hires are referred by current employees, a strong vote of confidence in Dell&#8217;s organizational style.</p>
<p><strong>9. L&#8217;Oreal</strong><br />
Number of global employees: 83,000</p>
<p>L&#8217;Oreal has 36 brands in 140 countries and has a strong focus on those at the entry level: Roughly one third of the company&#8217;s hires last year were recent graduates, and the cosmetics giant&#8217;s current CEO started as an intern with the company in 1978.</p>
<p><strong>8. LVMH</strong></p>
<p>Number of global employees: 135,000</p>
<p>Nearly three quarters of management positions at the iconic luxury brand — which spans sectors including fashion, perfume, cosmetics, jewelry and wine — are filled with internal candidates.</p>
<p><strong>7. McKinsey &amp; Company</strong></p>
<p>Number of global employees: 25,000</p>
<p>About 40 percent of McKinsey consultants take on at least one international assignment each year. The global consultancy offers employees the chance to take as much as 10 weeks off between projects.</p>
<p><strong>6. Salesforce</strong></p>
<p>Number of global employees: 25,000</p>
<p>Salesforce continuously audits employee pay &#8220;to ensure equal compensation across gender, race and ethnicity,&#8221; and recently introduced six months of parental leave for primary caregivers in the U.S.</p>
<p><strong>5. Apple</strong></p>
<p>Number of global employees: 110,000</p>
<p>Apple offers employee stock grants to all its workers, including part-time and retail employees, and a little more than one-tenth of its retail workforce turns over each year, compared to 80 percent industry-wide. CEO Tim Cook has said that he plans on doubling Apple services like iTunes and Apple Pay over the next four years.</p>
<p><strong>4. Uber</strong></p>
<p>Number of global employees: 12,000</p>
<p>The ride-hailing company has had its share of negative headlines lately, and CEO Travis Kalanick announced on Tuesday that he&#8217;d be taking a leave of absence. Still, though applications dipped slightly after ex-employee Susan Fowler&#8217;s explosive blog post, year over year, views of postings and applications to open positions on LinkedIn are up 35 percent.</p>
<p><strong>3. Facebook</strong></p>
<p>Number of global employees: 17,000</p>
<p>Facebook boasts 1.9 billion active users every month and is constantly on the hunt for the talent to help it grow its reach. &#8220;When you enter our buildings,&#8221; says CEO Mark Zuckerberg, &#8220;we want you to feel how much left there is to be done in our mission to connect the world.&#8221;</p>
<p><strong>2. Amazon</strong></p>
<p>Number of global employees: 341,400</p>
<p>&#8220;The everything store&#8221; collected three Oscar trophies for its programming, introduced Prime video in India and delivered a package in the U.K. via drone — all in the past year. &#8220;We take risks and make big bets,&#8221; Amazon told LinkedIn, &#8220;and when we fail, we apply the lessons learned and keep moving.&#8221;</p>
<p><strong>1. Alphabet</strong></p>
<p>Number of global employees: 72,000</p>
<p>Google&#8217;s parent company keeps employees engaged with cutting-edge opportunities: Upwards of 27,000 of the company&#8217;s employees work in research and development, an area that Alphabet poured almost $14 million into last year. According to LinkedIn, it&#8217;s &#8220;the opportunity and resources employees are given to tackle massive problems, stretching from creating self-driving cars to impeding extremism&#8221; that puts Alphabet on top.</p>
		
				
		
<ul>
<li>Reporting by <a href="http://www.cnbc.com/kathryn-dill/" rel="author">Kathryn Dill</a> | <span class="twitter-url"><a href="http://twitter.com/@kathryndill">@kathryndill</a></span></li>
</ul>

These are the 25 most attractive employers on earth, according to LinkedIn

<p><a href="http://www.cnbc.com/jordan-novet/" rel="author">Jordan Novet</a> | <span class="twitter-url"><a href="http://twitter.com/jordannovet">@jordannovet</a></span></p>
<ul>
<li>Facebook plans to move WhatsApp, which is used by more than 1 billion people, from IBM&#8217;s SoftLayer cloud to Facebook&#8217;s own data centers.</li>
<li>The WhatsApp messaging app relies on more than 700 high-end IBM SoftLayer servers.</li>
<li>WhatsApp is one of IBM&#8217;s high-profile customers for its cloud service, which lags behind market leader Amazon Web Services, as well as Microsoft Azure.</li>
</ul>
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<p><iframe loading="lazy" src="http://player.cnbc.com/p/gZWlPC/cnbc_global?playertype=synd&amp;byGuid=3000625343&amp;size=530_298" width="530" height="298" allowfullscreen="allowfullscreen"></iframe></p>
<p><a class="inline_quotes" href="http://data.cnbc.com/quotes/FB" target="_self" data-gdsid="139619" data-inline-quote-symbol="FB">Facebook</a>&#8216;s WhatsApp messaging service, which is used by 1.2 billion people across the globe, is planning to move off of <a class="inline_quotes" href="http://data.cnbc.com/quotes/IBM" target="_self" data-gdsid="20553" data-inline-quote-symbol="IBM">IBM</a>&#8216;s cloud and into Facebook&#8217;s own data centers, according to a person familiar with the matter.</p>
<p>The WhatsApp move, which could begin later this year, would result in IBM losing a high profile customer for its public cloud. A source claims that WhatsApp has been one of IBM&#8217;s top five public cloud customers in terms of revenue, and was at one point spending $2 million a month with IBM. (IBM says WhatsApp is not currently one of its top five public cloud customers.)</p>
<p>IBM&#8217;s public cloud business lags behind <a class="inline_quotes" href="http://data.cnbc.com/quotes/AMZN" target="_self" data-gdsid="9399" data-inline-quote-symbol="AMZN">Amazon</a> Web Services (AWS), which is on top with 33 percent of the market in April, as well as <a class="inline_quotes" href="http://data.cnbc.com/quotes/MSFT" target="_self" data-gdsid="25619" data-inline-quote-symbol="MSFT">Microsoft</a>&#8216;s Azure cloud, according to <a class="inline_asset" title="http://www.cnbc.com/2017/04/28/cloud-market-share-data-synergy-research.html" href="http://www.cnbc.com/2017/04/28/cloud-market-share-data-synergy-research.html" target="_self">Synergy Research</a>.</p>
<p>Facebook <a class="inline_asset" title="http://www.cnbc.com/2014/02/19/facebook-to-acquire-whatsapp-for-about-16-billion.html" href="http://www.cnbc.com/2014/02/19/facebook-to-acquire-whatsapp-for-about-16-billion.html" target="_self">acquired</a> WhatsApp for $19 billion in 2014 and has left the app running on the servers it has always used. Other companies that Facebook has acquired over the years initially used similar IBM SoftLayer servers, and Facebook was quick to bring them in-house, another source said. But with WhatsApp, Facebook has taken a much longer time.</p>
<p>Part of the reason was prioritization. When Facebook bought WhatsApp, it was already in the midst of a <a class="inline_asset" title="https://www.wired.com/2014/06/facebook-instagram/" href="https://www.wired.com/2014/06/facebook-instagram/" target="_self">yearlong migration</a> of its Instagram photo-sharing app, which it acquired in 2012, from AWS to its own data centers.</p>
<p>Also, Facebook separated its own Messenger messaging and calling app out from the core Facebook app months after the WhatsApp acquisition, and the social network&#8217;s CEO, <a href="http://www.cnbc.com/mark-zuckerberg/" target="_self">Mark Zuckerberg</a>, didn&#8217;t want WhatsApp to &#8220;get Facebooked&#8221; — in other words, to get integrated with its own apps too soon, a source said. Since then both Messenger and WhatsApp have gained hundreds of millions of users.</p>
<p>At IBM, WhatsApp is considered a poster child for its cloud, two sources said — just as AWS has the likes of Airbnb and Netflix to boast about, while <a class="inline_quotes" href="http://data.cnbc.com/quotes/GOOGL" target="_self" data-gdsid="19004" data-inline-quote-symbol="GOOGL">Alphabet&#8217;s</a> Google points to Snap and Spotify. (<a class="inline_quotes" href="http://data.cnbc.com/quotes/SNAP" target="_self" data-gdsid="163704" data-inline-quote-symbol="SNAP">Snap</a>, which operates the Snapchat social media app, has committed to paying Google $2 billion and Amazon $1 billion for hosting over five years, the company <a href="http://www.cnbc.com/2017/02/09/snap-cloud-bill-aws-google-cloud-higher-than-2016-revenue.html" target="_self">disclosed</a> in February.)</p>
<p>&nbsp;</p>
</div>
<p><iframe loading="lazy" src="http://player.cnbc.com/p/gZWlPC/cnbc_global?playertype=synd&amp;byGuid=3000619756&amp;size=530_298" width="530" height="298" allowfullscreen="allowfullscreen"></iframe></p>
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<p>IBM hasn&#8217;t broadly advertised its business with WhatsApp, although the company has detailed WhatsApp&#8217;s usage in an off-the-record case study, a source said. It shows that WhatsApp runs atop more than 700 high-end servers split between data centers in San Jose, California, and Washington, D.C. At one point Facebook was spending nearly $2 million per month on the IBM cloud, a second source said.</p>
<p>&#8220;WhatsApp has been a great client of IBM Cloud as they used our global footprint and capabilities to scale their business,&#8221; IBM said in a statement. &#8220;We are proud of the role of IBM Cloud in their success. It is completely natural for Facebook to seek synergies across their business.&#8221;</p>
<p>Facebook did not immediately respond to a request for comment.</p>
<p>People sent 63 billion messages on WhatsApp on New Year&#8217;s Eve, Facebook said. That usage requires hefty computing resources. Presumably, the WhatsApp app will operate more efficiently once it&#8217;s using Facebook servers, which could help Facebook save money. It&#8217;s unlikely — although not impossible — that WhatsApp&#8217;s users will notice any changes during the migration.</p>
</div>
</div>
<div class="group-container last">
<h4 class="subtitle">A common move as companies grow</h4>
<div class="group">
<p>Relying on a third-party cloud provider is common for young companies, which have to choose their priorities. But cloud costs can add up as companies grow. Dropbox and Zynga are among the companies that have reduced their dependence on AWS.</p>
<p>When WhatsApp started in 2009, its engineers chose to run the underlying code on hosted servers from SoftLayer, which was then an independent company.</p>
<p>Typically in the public cloud, software that would normally run on a single server is chopped up into slices that are known as virtual machines, and can also be further divided into containers, all of which lets them run more efficiently with less hardware.</p>
<p>But WhatsApp has long circumvented this type of cloud resource, opting instead to use so-called <a class="inline_asset" title="http://highscalability.com/blog/2014/3/31/how-whatsapp-grew-to-nearly-500-million-users-11000-cores-an.html" href="http://highscalability.com/blog/2014/3/31/how-whatsapp-grew-to-nearly-500-million-users-11000-cores-an.html" target="_self">bare-metal servers</a>, which can deliver better performance. The SoftLayer public cloud was best known as a provider of these bare-metal servers when IBM acquired SoftLayer for $2 billion in 2013, and its bare-metal offerings remain available alongside virtual machines under IBM&#8217;s Bluemix portfolio of cloud services.</p>
<p>While Facebook has housed its own servers and storage in co-located facilities from the very early days of the company, it started building its own data centers in 2010, following in the steps of Alphabet&#8217;s Google. Facebook has also designed a lot of its own data center hardware to improve efficiency, and has released many of the designs under the Open Compute Project, allowing low-cost manufacturers to build and sell the hardware to both Facebook and other companies. The company has saved more than $2 billion in data center costs by building in accord with the designs that it has shared in the Open Compute Project, an executive <a class="inline_asset" title="http://www.infoworld.com/article/2895067/data-center/facebook-open-compute-project-billions-in-savings.html" href="http://www.infoworld.com/article/2895067/data-center/facebook-open-compute-project-billions-in-savings.html" target="_self">said</a> in 2015.</p>
<p>Last week Laurent Potdevin, CEO of athletic goods retailer Lululemon, <a class="inline_asset" title="http://www.cnbc.com/2017/06/02/lululemon-ceo-blames-ibm-for-site-outage.html" href="http://www.cnbc.com/2017/06/02/lululemon-ceo-blames-ibm-for-site-outage.html" target="_self">faulted IBM</a> for an outage of its website. But IBM did score a victory recently, signing <a class="inline_quotes" href="http://data.cnbc.com/quotes/LLOY-GB" target="_self" data-gdsid="23680" data-inline-quote-symbol="LLOY-GB">Lloyds Bank</a> to a 10-year deal, according to <a class="inline_asset" title="https://www.theregister.co.uk/2017/06/06/lloyds_confirms_ibm_cloudy_outsourcing/" href="https://www.theregister.co.uk/2017/06/06/lloyds_confirms_ibm_cloudy_outsourcing/" target="_self">The Register</a>.</p>
<p><i>Disclosure:</i> <i><a href="http://www.cnbc.com/2017/03/03/nbc-invests-500-million-in-snapchat-ipo.html" target="_self">CNBC parent NBCUniversal is an investor in Snap</a>.</i></p>
</div>
</div>


Facebook is planning to move WhatsApp off IBM’s public cloud, source says

<ul>
<li>Apple is launching peer-to-peer payments in iOS 11.</li>
<li>It&#8217;s called Pay Cash and lets users send money to family or friends.</li>
<li>They can even transfer the money right out to a bank account.</li>
<li>This will compete with Square Cash, Venmo and other solutions.</li>
</ul>
<p><a href="http://www.cnbc.com/todd-haselton/" rel="author">Todd Haselton</a> | <span class="twitter-url"><a href="http://twitter.com/@robotodd">@robotodd</a></span></p>
<div class="group">
<p><iframe loading="lazy" src="http://player.cnbc.com/p/gZWlPC/cnbc_global?playertype=synd&amp;byGuid=3000624534&amp;size=530_298" width="530" height="298" allowfullscreen="allowfullscreen"></iframe></p>
<p>Apple just announced that iOS 11 will support peer-to-peer payments through a new feature called Pay Cash, making it a direct competitor to similar services offered by Square Cash, PayPal, Venmo and even Facebook.</p>
<p>Peer-to-peer payments allow one user to pay another one through their smartphone. You might use it to pay a friend for pizza, for example, or to split a meal at a restaurant. It&#8217;s an industry that&#8217;s been growing in popularity, and one Apple has been rumored to enter.</p>
<p>Pay Cash will allow you to easily send money to family and friends, transfer it to and from your bank, and to even use it for Apple Pay purchases.</p>
<p>It&#8217;ll be a part of iOS 11, which launches later this year, Apple said Monday at the Apple Worldwide Developers Conference.</p>
</div>


Apple launches peer-to-peer payments to take on Square, PayPal and Venmo

<p>Stocks most owned by hedge funds and mutual funds managing more than $3 trillion are handily beating the market this year, according to Goldman Sachs.</p>
<p>Technology is by far the favorite sector of professional investors, with hedge funds increasing their bets in the space last quarter by a large amount.</p>
<p>&#8220;Follow the proverbial &#8216;smart money.&#8217; The favorite stocks shared by both mutual fund and hedge funds have generated higher median YTD returns than the consensus most out-of-favor stocks,&#8221; strategist David Kostin wrote in a note to clients Friday.</p>
<p>The firm&#8217;s basket of 13 companies, which are on both the Goldman &#8220;Hedge Fund VIP&#8221; and &#8220;Mutual Fund Overweight Positions&#8221; lists, rallied 21 percent this year through Friday versus the <a class="inline_quotes" href="http://data.cnbc.com/quotes/.SPX" target="_self" data-gdsid="593933" data-inline-quote-symbol=".SPX">S&amp;P 500&#8217;s</a> 9 percent return.</p>
<p>Here are the 13 stocks hedge funds and mutual funds are betting on. Goldman says its analysis covers $1.9 trillion in hedge fund assets and $1.3 trillion in large cap mutual fund assets.</p>
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<p><img decoding="async" class="inlineChart" src="http://fm.cnbc.com/applications/cnbc.com/resources/editorialfiles/charts/2017/06/1496663860_goldm-favs.PNG" /></p>
<p>Goldman noted that technology is the favorite sector by far of professional investors. Hedge funds particularly love the &#8220;FAANG&#8221; stocks: <a class="inline_quotes" href="http://data.cnbc.com/quotes/FB" target="_self" data-gdsid="139619" data-inline-quote-symbol="FB">Facebook</a>, <a class="inline_quotes" href="http://data.cnbc.com/quotes/AAPL" target="_self" data-gdsid="8016" data-inline-quote-symbol="AAPL">Apple</a>, <a class="inline_quotes" href="http://data.cnbc.com/quotes/AMZN" target="_self" data-gdsid="9399" data-inline-quote-symbol="AMZN">Amazon</a>, <a class="inline_quotes" href="http://data.cnbc.com/quotes/NFLX" target="_self" data-gdsid="26444" data-inline-quote-symbol="NFLX">Netflix</a> and Google parent <a class="inline_quotes" href="http://data.cnbc.com/quotes/GOOGL" target="_self" data-gdsid="19004" data-inline-quote-symbol="GOOGL">Alphabet</a>, the firm said.</p>
<p>Hedge funds are increasing their bets on technology, while mutual funds appear to be taking some profits, according to Goldman.</p>
<p>&#8220;Hedge fund managers increased net positioning in Info Tech by 82 bp, ending the quarter 352 bp [basis points] overweight relative to the Russell 3000 (25% vs. 21%),&#8221; the report said.</p>
<p>http://cnbc.africa/news/2016/11/19/wealthy-families-investments/</p>
<p>The two big money manager classes don&#8217;t agree on everything, according to the Goldman report. The financial sector is the most underweight group among hedge funds, but it is the second-most overweight sector by mutual funds, the report said.</p>
<p><em>Disclosure: Comcast is the owner of NBCUniversal, the parent company of CNBC and CNBC.com.</em></p>
<p>Reporting by <a href="http://www.cnbc.com/tae-kim/" rel="author">Tae Kim</a> | <span class="twitter-url"><a href="http://twitter.com/firstadopter">@firstadopter</a></span></p>


Goldman: Follow the ‘smart money’ because the stocks most loved by pro investors are crushing the market

<p>Facebook is responding to the challenge from <a class="inline_quotes" href="http://data.cnbc.com/quotes/SNAP" target="_self" data-gdsid="163704" data-inline-quote-symbol="SNAP">Snap</a> in the classic way that tech companies try to face new competitors — by <a class="inline_asset" title="http://www.cnbc.com/2017/03/28/facebook-camera-stories-disappearing-messages-ape-snapchat.html" href="http://www.cnbc.com/2017/03/28/facebook-camera-stories-disappearing-messages-ape-snapchat.html" target="_self">duplicating every core feature</a> that made Snap popular, and then trying to crush it with distribution and marketing.</p>
<p>According to a story published Tuesday in <a class="inline_asset" title="https://www.theinformation.com/inside-the-war-between-facebook-and-snap" href="https://www.theinformation.com/inside-the-war-between-facebook-and-snap" target="_self">The Information</a> (subscription required), Facebook created a &#8220;Teens Team&#8221; to figure out how to grab teenagers back from Snapchat, and has been up front about its tactics within the company: The internal mantra among some groups is &#8220;don&#8217;t be too proud to copy.&#8221;</p>
<p>Unfortunately for <a class="inline_quotes" href="http://data.cnbc.com/quotes/FB" target="_self" data-gdsid="139619" data-inline-quote-symbol="FB">Facebook</a>, the track record for this strategy is poor.</p>
<div id="inline_movable_ad"></div>
<p>Flash back to the early 2000s, when <a class="inline_quotes" href="http://data.cnbc.com/quotes/MSFT" target="_self" data-gdsid="25619" data-inline-quote-symbol="MSFT">Microsoft</a> was the undisputed king of the tech industry, with two unassailable monopolies — operating systems and productivity apps for personal computers.</p>
<p>It faced a lot of competitors, but the one that scared it the most was <a class="inline_quotes" href="http://data.cnbc.com/quotes/GOOGL" target="_self" data-gdsid="19004" data-inline-quote-symbol="GOOGL">Google</a>, which was in a completely different business.</p>
<p>Google didn&#8217;t start by creating alternatives to Windows and Office, although it did so later. Instead, it created a suite of online services — first search, followed by email and maps — that threatened the entire purpose of a personal computer. Why rely on Microsoft software running locally when you could get so much done with web apps?</p>
<p>Microsoft&#8217;s response? Trying to build the exact same service that made Google famous — a search engine, first known as MSN Search, later rebranded to Bing.</p>
<p>Eleven years later, Bing is a small minority player in search, with less than 10 percent market share on the desktop and less than 1 percent in mobile, according to <a class="inline_asset" title="https://www.netmarketshare.com/" href="https://www.netmarketshare.com/" target="_self">NetMarketShare</a>. Google dominates with almost 80 percent share on the desktop and well over 90 percent in mobile. &#8220;Google&#8221; has become a verb. Nobody &#8220;Bings&#8221; anything.</p>
<p>Bolstered by the massive margins in search advertising, Google has moved farther and farther into Microsoft&#8217;s core territory, adding a massively successful mobile operating system (Android), web browser (Chrome), online productivity apps (Google for Work) and an increasingly robust cloud computing business. It also surpassed Microsoft in market cap for the first time <a class="inline_asset" title="http://mashable.com/2012/10/01/google-market-cap-passes-microsoft/" href="http://mashable.com/2012/10/01/google-market-cap-passes-microsoft/" target="_self">in 2012</a>, and remains ahead today.</p>
<p>Google faced its own Bing moment in 2011, when it faced a challenge from then-upstart Facebook. The social network didn&#8217;t threaten Google by building a better search engine. It did so by creating an entirely different online service, based around social networking and real identities, that drew people&#8217;s attention away from search and other Google properties. As people spent more and more time on Facebook, advertisers followed.</p>
<p>Google&#8217;s response? To launch a competing social network based on real identities called Google+. It was just as successful as Bing — which is to say, not successful at all.</p>
<p>Facebook may still win. After all, Microsoft used this playbook very effectively in the 1990s to eliminate the threat posed by Netscape Navigator — it built a better browser, then shipped it with Windows. It dominated web browsing for almost a decade (until Google came along with Chrome and <a class="inline_quotes" href="http://data.cnbc.com/quotes/AAPL" target="_self" data-gdsid="8016" data-inline-quote-symbol="AAPL">Apple</a>&#8216;s iPhone introduced the concept of effective mobile web browsing).</p>
<p>But Microsoft in the 1990s had an effective monopoly on personal computing platforms with Windows. If you wanted to go online, you had to go out of your way not to use Windows. The same is not true for Facebook — there are many ways to communicate and share information in real time with friends, including text messaging platforms like SMS and Apple&#8217;s iMessage, and competing social networks like Twitter and — yes — Snapchat.</p>
<p>Facebook will have to do more to regain teens&#8217; attention than simply duplicating every feature that made Snapchat popular.</p>
<p><em>Disclsoure: CNBC parent NBCUniversal is an investor in Snap.</em></p>


Facebook has reached its Microsoft Bing moment, and history shows the results won’t be pretty

<div class="inline-player"></div>
<div class="group">
<p><a href="http://www.cnbc.com/geoff-cutmore/" rel="author">Geoff Cutmore</a><a class="inline_quotes" href="http://data.cnbc.com/quotes/FB" target="_self" data-gdsid="139619" data-inline-quote-symbol="FB"> | </a><a href="http://www.cnbc.com/saheli-roy-choudhury/" rel="author">Saheli Roy Choudhury</a></p>
<p><a class="inline_quotes" href="http://data.cnbc.com/quotes/FB" target="_self" data-gdsid="139619" data-inline-quote-symbol="FB">Facebook</a> and <a class="inline_quotes" href="http://data.cnbc.com/quotes/GOOGL" target="_self" data-gdsid="19004" data-inline-quote-symbol="GOOGL">Google</a>&#8216;s runaway success in capturing large stakes in the digital advertising market comes with responsibilities and they need to do more when curating how advertisements are placed on their platforms, according to <a class="inline_quotes" href="http://data.cnbc.com/quotes/WPP-GB" target="_self" data-gdsid="36873" data-inline-quote-symbol="WPP-GB">WPP Group</a> CEO Martin Sorrell.</p>
<p>Sorrell, whose company owns ad agencies such as the Grey Group and Ogilvy &amp; Mather, was speaking to CNBC at the sidelines of the China Development Forum, where he said the two tech giants have to exert more control over ad placements on behalf of brands, and take more responsibility for it.</p>
<p>&#8220;They&#8217;ve always maintained they were sort of digital engineers standing there with their digital spanners, trying to tighten the nuts on their digital pipes and not being responsible for the content that was going through the pipes,&#8221; said Sorrell.</p>
<p>A key criticism leveled against both Facebook and Google is that the companies are not doing enough to arrest fake news on their platforms.</p>
</div>
<p>&#8220;They can&#8217;t just say look we&#8217;re a technology company, we have nothing to do with the content that is appearing on our digital pages,&#8221; Sorrell said. He added that, as far as placing advertisements was concerned, they have to be held to the same standards as traditional media organizations.</p>
<p>Another concern is that sometimes advertisements are automatically placed alongside objectionable and inappropriate content within those platforms that brands do not have control over.</p>
<p>&#8220;The big issue for Google and Facebook is whether they are going to have human editing at this point &#8230; of course they have the profitability. They have the margins to enable them to do it. And this is going to be the big issue — how far are they prepared to go?&#8221; Sorrell said, adding they needed to go &#8220;significantly far&#8221; to arrest these concerns.</p>
<p>A failure to address such issues could see Facebook and Google potentially take hits on ad revenue if brands stop advertising on their platforms. For example, French advertising firm <a class="inline_quotes" href="http://data.cnbc.com/quotes/HAV-FR" target="_self" data-gdsid="16865" data-inline-quote-symbol="HAV-FR">Havas</a> recently pulled all its ad spend from Google and its video platform, YouTube.</p>
<p>The Guardian <a class="inline_asset" title="https://www.theguardian.com/media/2017/mar/17/google-pledges-more-control-for-brands-over-ad-placement" href="https://www.theguardian.com/media/2017/mar/17/google-pledges-more-control-for-brands-over-ad-placement" target="_self">reported</a> that Havas took the step after talks with Google broke down because the tech giant couldn&#8217;t provide specific reassurances, policy and guarantees over the filtering and classification of video or display content.</p>
<p>Havas&#8217; decision came after the UK government joined organizations including the Guardian, BBC and Transport for London in pulling advertising from Google and YouTube, the Guardian report said.</p>
<p>Sorrell said blanket withdrawals from advertisers across these digital platforms will not solve the problem. Instead, he urged for greater cooperation with the tech giants.</p>
<p>&#8220;I think the most constructive way of doing it is getting Google and Facebook to understand the problem, which I think they do, and to get them to step up to control it just like any other media right now would in a traditional sense,&#8221; he said.</p>


Facebook, Google need to ‘step up’ control of their platforms, says WPP’s Martin Sorrell

<p>In 2015, while no one was looking, Facebook quietly partnered with Eutelsat, a communications satellite operator (also partnered with DStv) to, as a press release put it, “get more Africans online”. It is part of Zuckerberg’s vision, as stated in an October 2015 Facebook post, to “connect the entire world” because “connectivity changes lives and communities.” Or as a press release stated, it will “accelerate data connectivity for the many users deprived of the economic and social benefits of the Internet.” It all kind-of slipped under the radar and everyone just went to back to business as usual.</p>
<p>But I’ve been watching this with cautious optimism. Facebook has looked at Africa’s Internet connectivity problems and is hinting at leveraging Eutelsat’s framework to do something about it. But Facebook is a for-profit company, and you can bet this isn’t a purely altruistic venture. Zuckerberg has something up his sleeve &#8211; and it can potentially change everything about Africa’s telecommunications industry &#8211; for the bad if we’re not ready; for the good if we are.</p>
<p>Facebook’s Free Basics app (internet.org) gives you a clue in what this behemoth of a technology disruptor is thinking. Free Basics allows users to to explore useful online services and websites &#8211; such as the news, health information, education, local information, weather etc. &#8211; at no (or very little) cost. With the Eutelsat deal, the idea is that consumers in Africa will get free access to the Internet through Facebook’s platform. And it sounds like a great idea, right? But obviously it can be used for a kind-of censorship.</p>
<p>Facebook can limit your access to certain sites, or make you pay for other sites that don’t fit into its service. For example, you can get Whatsapp (owned by Facebook) for free, but you might need to pay to use any Google services through their platform. You can browse their news sites they’ve partnered with (and we’ve seen how Facebook has recently come under fire for helping fake news to spread) but other news sites might be more difficult to find and could require additional payment. Of course, this is fair, given that Facebook is a for-profit company, but what happens if they manage a monopoly on Internet coverage on the continent? That is something we have to prepare for ahead of time, we can’t wait until that sort of thing happens.</p>
<p>There is a second side to this as well. It can completely cannibalise our existing telecommunications industries. And it’s this I don’t think we’re prepared for at all.</p>
<p>Let me talk you through it otherwise you can miss it. Facebook owns Whatsapp. Did you notice recently that Whatsapp added video calling to its service – with no pomp and circumstance? And it’s already had voice-to-voice for a while. We know that voice revenues are declining while data usage is going up, generally speaking. Now, think about this: what if Facebook offered you free Internet access, and you know that with it comes Whatsapp, allowing you to make not only free voice-to-voice calls but also video calls? What service are you going to use the most? Which service will begin to look a bit archaic in your mind?</p>
<p>Our telecommunications industry would be disrupted in an instant. From a consumer point of view, all of this makes perfect sense. But from a macro point of view we have to ask different questions. For example, Vodacom reported last year that its service revenue increased by 4.9 percent (49.3 billion) thanks to mobile data, fixed-line services, and voice revenue growth trends. 52.9 billion minutes worth of calls were made on Vodacom’s network, which grew from the previous year (so voice isn’t always declining). But data is still the big grower &#8211; 27.7 percent growth (R17,287 million) and a data traffic growth of 46.8 percent. [See http://www.vodacom-reports.co.za/integrated-reports/ir-2016/our-sa.php#sel=].</p>
<p>There is a lot of investment into data because we all know that’s where things are headed, right? But now imagine if this sort of revenue is no longer moving in the economy &#8211; both voice and data revenue. Obviously, this would be a massive blow. Our telecommunications companies would not be able to sustain their workforce, resulting in massive job-losses and skill sets that become redundant. Then also there is the supply chain that services these industries. This is just the tip of the iceberg. Sure, new industries will arise, as they should, and new skills will be needed &#8211; but the question is are our telecommunications providers ready enough to handle this kind of change? Are we as a continent ready for it? Have we prepared enough? Because this change can come quickly &#8211; history is showing us that it does &#8211; and it could come too quickly.</p>
<p>Maybe this sounds a bit far fetched for you, but you can’t negate the cultural change and perception change in Africa around the Internet and Facebook’s involvement. For example, Facebook is incredibly popular in Nigeria. In 2015, Geopoll did a survey in Nigeria which stated that up to 65 percent of those who participated in it agreed with this statement: “Facebook is the Internet”. The three most popular Internet-based services or apps in Nigeria are Facebook, Instagram and Whatsapp. Guess who owns all three of these? Facebook. [See http://qz.com/333313/milliions-of-facebook-users-have-no-idea-theyre-using-the-internet/]</p>
<p>What is also important to consider is where the revenue goes if Facebook launches this and consumers love it and are willing to pay for some kind of upgrade or extra service, or however Facebook intends to make money from it. I can guarantee you the revenue is probably not going to stay in Africa. So, from a macro level, we need to put ourselves in a position where we embrace the change and innovation that Facebook is initiating, because change will happen, but we insist that it must comply to certain kinds of regulation or implementation &#8211; for example, revenues must stay here, or they must create a certain amount of employment, and they must be part of fostering a new eco-system with its infrastructure, and not just provide a viable consumer-oriented product and take all the revenue home.</p>
<p>Perhaps there is an opposing view here to consider. Instead of fighting this change, telecommunications providers might want to embrace it and use it as a catalyst to put the right frameworks in place. MTN, Cell C, Airtel, Tigo and others have already partnered with Facebook’s Free Basics service in various parts of Africa. See the full list [https://info.internet.org/en/story/where-weve-launched/]. But I wonder if they’re seeing where this can go. As they focus on their bread and butter, it’s difficult to see the disruptor’s coming through. But the fact remains that they have to see it as they are poised to be the one collective force that can instigate the right kind of change, how much change should come, and make sure it benefits our economies. They’ve got to work with regulators, government, and the likes to make sure this will be a positive change.</p>
<p>Large corporates need to find ways to embrace change and channel it in a beneficial way for our continent, and to ensure it’s sustainable for everyone involved. The change is coming, it’s inevitable, and when it comes, are we ready? We better be, because otherwise I think we’re going to find ourselves in a fair spot of trouble.﻿</p>


Op-Ed: Should Africa's telecoms industry be wary of Facebook?

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<div class="attribution"><a href="http://data.cnbc.com/quotes/FB" target="_blank" class="inline_quotes" data-gdsid="139619" data-inline-quote-symbol="FB">Facebook</a> CEO <a href="http://www.cnbc.com/mark-zuckerberg/" target="_blank">Mark Zuckerberg</a> Friday laid out the latest steps by his company to weed out fake news, amid growing criticism over the possible impact misinformation on the social network had on swaying the U.S. presidential election outcome.</div>
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<p>The company has found itself thrust at the center of the debate on fake news, with even U.S. President Barack Obama lamenting the spread of misinformation on the social media platform. A report released earlier this week showed that <a href="http://www.cnbc.com/2016/11/16/more-facebook-users-engaged-with-top-fake-election-news-than-most-popular-real-reporting-report-says.html" target="_blank">more Facebook users engaged with misleading stories than real, mainstream reporting</a>.</p>
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<div class="teads-ui-components-label">In a late night <a href="https://www.facebook.com/zuck/posts/10103269806149061" target="_blank" title="https://www.facebook.com/zuck/posts/10103269806149061" class="inline_asset">post</a>, Zuckerberg said the amount of misinformation on Facebook was small but the company took the matter seriously.</div>
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<p>He said Facebook will strive to enhance its ability to detect false news while also making it easier for people to report fake stories.</p>
<p>Another aspect of Facebook&#8217;s plan was third-party verification. Zuckerberg said Facebook had reached out to many fact-checking organizations and was hoping to hear from others as well.</p>
<p>Other measures to stamp out fake news included labeling stories that had been identified as false by third parties or Facebook&#8217;s community and showing warnings when people read or share them.</p>
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<div class="headline">Obama: Misinformation can be packaged well on Facebook  Thursday, 17 Nov 2016 | 12:22 PM ET | 03:01</div>
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<p>Facebook will make the criteria for selecting stories that appear as links in its news feed more stringent and work with the media industry to better understand their fact checking systems, he said.</p>
<p>In addition, Zuckerberg said Facebook will continue to disrupt the economics underpinning fake news, having updated its advertising standards earlier this week to make it clear that its ban on deceptive and misleading content also applies to fake news.</p>
<p>Zuckerberg acknowledged that the situation was complex, both technically and philosophically.</p>
<p>&#8220;We need to be careful not to discourage sharing of opinions or mistakenly restricting accurate content. We do not want to be arbiters of truth ourselves, but instead rely on our community and trusted third parties,&#8221; he said in the post.</p>
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Facebook has an answer to fake news

<p>Facebook CEO Mark Zuckerberg is visiting Kenya this week on his first trip to Africa, using his time in the country to visit the iHub technology hub in Nairobi, meet with developers and partners, and explore how the country’s pioneering mobile money ecosystem is evolving.</p>
<p> Zuckerberg is in Kenya to see how technology innovation is changing the country, learn more about what mobile entrepreneurs are doing with the latest technology, and find out how Facebook can better support small businesses, developers and content creators across growing markets.</p>
<p> He landed in Kenya yesterday after visiting Lagos, Nigeria.  He was particularly excited to see how mobile money and social media are driving commerce in the region and creating new opportunities for entrepreneurs and communities.</p>
<p> One of Zuckerberg’s first stops on the trip was iHub, an Innovation hub and hacker space started in March 2010 by TED fellow and entrepreneur, Eric Hersman. Here, he met developers and entrepreneurs:</p>
<ul>
<li>Edna Kwinga, Chief Human Resource Officer and Marie Amuti, UX designer at <a href="http://links.africa-wire.com/mpss/c/6gA/0KMbAA/t.208/QhkAtZZLQJ6pDkZaq2xWdw/h3/nN32rvL6LgjUtQXTS3yHMKjWk8MvOU0UhJDIvtShIwp-2Fsd-2B-2BPkGWf3VkiRVW9-2FcfhwfrKeQvuf64Xk37TuGAV2WIOEQGT-2Bs7PSHMc3Yh5yjD7QJIz5SccR8S90WxGnwkJIlOe6vJkZ5maDfWu-2FElyD-2FlXDp306IdJAYd6nEJ0C4UYAFoiwEApOu9WPzojRDiH5HP-2BzXQECN2qJ6Ph4Ik3x5h3aEigeJa7nbX1zCU8sFPKf7RvD280LJ9qxyDMNd5aB-2F2hXPbWKa-2Bd7TrseXN7KhE3Xdcm-2BjH8-2B1bRw4j2LWQROptRt04xfzEMJl3-2BE9uZxIzLBy2PTwMb953UbEWIGqOSpKL-2FM0mNcKEGdpu8yWRFfwbjAJZnpvlenb24GEcn6V-2F45HTPKbbwLTtvSQV8mQ1r-2FooGdOAMm-2Bi9r3wTDcl7d4kR7vpnPwttBpu5Ts7zYBlZCQKiODNXO0cyzWyG95LrEYiVjV0JhhjeoegQ-2FGqMCvG-2BlC5IR7xMM9N-2BkbFBOJvCBQPBjHKERJ8F3-2BYHUuS4uK-2BDXq76TnWE2MfnTwocIN-2FOVTwTFoseoTpz3i-2BcvWmCybRMw-2FRcsXWB-2FzwVg-3D-3D">Twiga Foods</a> (<a href="http://links.africa-wire.com/mpss/c/6gA/0KMbAA/t.208/QhkAtZZLQJ6pDkZaq2xWdw/h4/zyfFkZ8c-2FUhjyl-2FxJ8Vr4UJiVI4mAuWIDIvelOEnaVk-3D">http://TwigaFoods.com</a>), a mobile based-business-to-business supplier of fresh fruits and vegetables.</li>
<li>Eric Thimba and Porgie Gachui co-founders of <a href="http://links.africa-wire.com/mpss/c/6gA/0KMbAA/t.208/QhkAtZZLQJ6pDkZaq2xWdw/h5/nN32rvL6LgjUtQXTS3yHMKjWk8MvOU0UhJDIvtShIwp-2Fsd-2B-2BPkGWf3VkiRVW9-2FcfhwfrKeQvuf64Xk37TuGAVx3GP40EDQYxusy1fyFCKzd6sD74bmk7uD3MmJPpv5B2ed264Xp-2FqDe3cREws2Ds-2Bn2shlkfGOfIjRVJoyh3x1RDwvXeB9REbku3aYHYnu3fVCCQrPrrtwsfP72lYOR9fycfraJ-2BeI1sEDn4GGtUSSLMZl8sACTYmXjKn0-2FTVxqnw2jiJUia2UixIrnJXdG4px9VEv-2BocoD6oWHg5H4QBYXNZtmVquNovq0QuW0CUKpes-2BRGoAGPX5j3km-2BSdJmON8mgLXSsV-2FDFbj2FVf-2Fx-2FKAo3fFsn01FStuo-2BGZMAHzItDEEQLiLvDg5BLgnBVAcfA-2FC8YlQFfhLXp3UDuBLzvrttHK-2FFybYIOe2Gllx3o1Ffw8LfgO3k4XC7p6e6xaT5DiEckave45KjfXm-2Fg17QetRp2TwkOrValkA-2BP8kWdObBG7xidzTtawTlGB4KxBfSWChbTtTLDk55lPKyu2nxh8-3D">Mookh</a> (<a href="http://links.africa-wire.com/mpss/c/6gA/0KMbAA/t.208/QhkAtZZLQJ6pDkZaq2xWdw/h6/D8GRfLdDtDcUIKT2P2CleuCpUqDzaWiKVlC-2BCIMfU1g-3D">https://myMookh.com</a>), a digital payments start-up.</li>
<li>Wandia Gichuru, CEO, and Makena Mutwiri, Head of Marketing of <a href="http://links.africa-wire.com/mpss/c/6gA/0KMbAA/t.208/QhkAtZZLQJ6pDkZaq2xWdw/h7/nN32rvL6LgjUtQXTS3yHMKjWk8MvOU0UhJDIvtShIwp-2Fsd-2B-2BPkGWf3VkiRVW9-2FcfhwfrKeQvuf64Xk37TuGAV8LITQq1uq6eqrolbXB8dlL6ykmjqSv8-2F0-2FrvtXcSJ0hbcDHxNGuNraRxP-2F-2FmVWlHT-2FRbks3O5FouYJLqGJCNQLGDaeqlNngtZ-2B5bXINQF6PPQXpfLEyz84OZedNH5ePXA-3D-3D">Vivo Active Wear</a> (<a href="http://links.africa-wire.com/mpss/c/6gA/0KMbAA/t.208/QhkAtZZLQJ6pDkZaq2xWdw/h8/nN32rvL6LgjUtQXTS3yHMKjWk8MvOU0UhJDIvtShIwp-2Fsd-2B-2BPkGWf3VkiRVW9-2FcfhwfrKeQvuf64Xk37TuGAV5HSBMSh7cmRHAEu2fEXnhvdFAzoFK-2BY3BDCU1ELagXDUixuq-2F12yvAo1soWFu6GesPwlht-2FsCotXrxUlj4oxRdDrUmeVO-2FXyfLVqF-2Fb8Murky1I67yvYnIHrOyxYVEGEQ-3D-3D">https://web.Facebook.com/vivoactivewear/?_rdr</a>), an online women’s clothes store does most of its business via Facebook, Instagram and Whatsapp. The transactions are conducted with mobile money.</li>
</ul>
<p>Zuckerberg also spent some time hanging out with developers in The Community Space and marveling over the ingenuity of BRCK, an American-owned, Kenya-based start-up that built a rugged, self-powered, mobile WiFi device which connects people and things to the internet in areas of the world with poor infrastructure.</p>
<p> “Just landed in Nairobi! I&#8217;m here to meet with entrepreneurs and developers, and to learn about mobile money &#8211; where Kenya is the world leader” says Zuckerberg.  “I&#8217;m starting at a place called iHub, where entrepreneurs can build and prototype their ideas. Two of the engineers I met, Fausto and Mark, designed a system to help people use mobile payments to buy small amounts of cooking gas, which is a lot safer and better for the environment than charcoal or kerosene. It&#8217;s inspiring to see how engineers here are using mobile money to build businesses and help their community”.</p>
<p> Zuckerberg later posted “I had lunch in Nairobi with Joseph Mucheru, the Kenyan Cabinet Secretary of Information and Communications. We talked about internet access and his ambitious plans for connecting everyone in Kenya. We ate at a place everyone recommended;  <a href="https://www.facebook.com/MAMA-Oliech-Restaurant-879977065412004/" target="_blank">MAMA Oliech Restaurant</a>. One of my favorite parts of traveling to a new place is trying local food. I enjoyed ugali and a whole fried tilapia for the first time and loved them both!”﻿</p>


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