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Posted by Tom Cheesewright on

The Nonsense of the Knowledge Economy

The phrase ‘knowledge economy’ has always raised my hackles. Maybe because it’s usually spoken by a politician whose knowledge of work doesn’t stretch much beyond campaigns and committees.

My rather flippant response has always been to question the value of a knowledge economy when most facts can be discovered with a few taps on any smartphone.

In preparing a talk for the annual conference of the Knowledge Transfer Partnerships, I have found myself developing the argument somewhat beyond the facetious.

Not another commodity

On one level, my instinctive response was right. The issue is in treating knowledge as facts, and thinking that those facts in themselves have a saleable value.
If the fact in question is a new scientific breakthrough or piece of service or technology design then it does have a value that can be traded.

But in this accelerated world the value of this knowledge differential is smaller than ever.

For a start, some of the most powerful facts in the world are increasingly shared: just look at the technologies that underpin so much of our lives. They are open, shared, and as a result their is no value in knowing them, only in the skills to utilise them.

You can’t sell someone HTML but you can sell them your time to manipulate it.

Even if the fact you have discovered or the design you have created is unique and defensible, its lifetime is now shorter than ever. The rate of progress means that in short order it will be replicated (legally) or superseded totally.

If you are to monetise your knowledge you have to do so quickly.

Platforms and Players

The narrow definition of knowledge as a collection of facts is clearly problematic. But I believe that even a broader definition of a knowledge economy incorporating skills and experience is limiting.

Picture a ‘knowledge economy’ built on this basis and you imagine two primary forms of industry: intellectual property and the human services around them. Neither of these things on their own or when combined describe the transformational businesses reshaping our world today: platforms.

Increasingly it appears the world — both public and private — is being divided into ‘platforms’ and ‘players’.

Platforms are collections of services that span multiple horizontal sectors or service large populations and use this super scale to do so at small marginal cost. Amazon, Facebook and Google are good examples, though they themselves are supported by the global collectively-owned platforms of the Internet and the Web.

Players operate above, below or between these platforms, adding a measure of value — usually on a per-hour basis — to a much smaller audience. but at a higher margin.

To me, today’s definition of a knowledge economy does not provide for the creation of platforms. Only players.

Agile and Diverse

So what’s the alternative to a knowledge economy? The advice will be familiar to anyone who actually pays attention when doctors give sensible advice about healthy eating.

A balanced diet.

If we are to have a competitive economy, one that creates platforms as well as players, then we need to ensure that we develop two characteristics. Agility and Diversity — words that will be familiar to any regular reader of this blog.

Firstly, we need to ensure that what new knowledge we develop is applied fast. That the relationship between education and enterprise is closer, allowing us to leverage advantage in the small window that it provides us with a differential. We need our organisations to have greater foresight and the agility to act on what this foresight shows them.

Secondly, those organisations need to be diverse in nature. The coming wave of automation will likely hit the white collar jobs hardest, first. All of the ‘knowledge industries’ on which we have prided ourselves — finance, law, accounting, and even technology — are ripe for massive disruption. They need to be balanced with manufacturing, energy, farming.

Platforms can only scale if they can support large, diverse customer bases. Without exposure to this diversity in our domestic market we are unlikely to develop platforms that can then grow globally*.

No More Prescriptions

The reality is that any political prescription for the type of economy we need — knowledge or otherwise — is going to be wrong. Reducing this complexity to the size of a soundbite will always leave the proposition sounding one-dimensional.

And a successful economy will always be an ecosystem, not a monoculture.


*I concede this may seem to be in conflict with my earlier post about Unicorns. To some extent this is a question of timescales. While we have the economy we do, we want it to be a success. But that doesn’t mean we shouldn’t be seeking to disrupt its foundations in the longer term.

Posted by Tom Cheesewright on

Learn to Learn Faster

The Three Cs are all you need to know: Curation, Creation, Communication. As I’ve explained on this blog before, these are the three sets of skills that I believe will stand anyone in good stead for their future career. In an age of accelerated business and widespread automation, people who are strong in the Three Cs will remain in demand.

Having written about Communication recently, I thought I’d tackle Curation.

What I mean by Curation is the skill to discover and qualify information. This is slightly different to the way the word may be used in the context of content marketing or an art gallery or museum.

I’ll take it in two parts.


Discovery is about knowing how to ask the right questions in a number of contexts. It’s about the ability to identify a problem and even from a very small knowledge base, begin exploring it until you can start to find a solution.

This is challenging because when facing a completely new problem you often don’t know the language to use to shape the question. The language in which the answer is written may be as unfamiliar to you as the problem itself. But through an iterative process of asking questions, absorbing answers, and using the new knowledge to ask better questions, you can begin to explore.

This is perhaps best illustrated with search strings. The first place most of us turn for an answer these days is to a search engine. But what do you type to get the answer if you’re exploring something completely new? You start with your best-guess approximation, learn from what it returns and progressively refine until you find the answer.


When you find that answer, the skills of qualification kick in. How do you know you can trust what you have found?

Too often people take what they have read on face value and compound the error or untruth by sharing it to their own networks. The skills of qualification are about building tests in your own mind based on your existing knowledge and what you can glean from other sources around the topic you’re examining.

Some of this may become almost intuitive: inaccuracies often just ‘feel’ wrong to those with a sceptical nature. Some of this may be based on acquired knowledge: a quick bit of maths can often tell you that a reported number must be false. But sometimes the qualification can only come through rigour and discipline, double and triple-checking with reliable sources.

Self-Directed Learning

Together, discovery and qualification represent Curation, a fundamental skill for self-sufficiency in the future workplace. In a fast-changing environment we will all need to learn to learn faster and there often won’t be people who can teach us because we are the first — in our own organisations or anywhere — to do what we are doing. The ability to recognise a barrier, define it and scale it, is invaluable in that situation.

So ask yourself: how good are your curation skills?

Posted by Tom Cheesewright on

Life is the Best Model for Agility

A couple of weeks ago I gave a brief talk to the 150th anniversary of the Manchester Society of Architects — now called simply, Manchester Architects. The theme of my talk was around ‘The Living City’. This is shorthand for a collection of technology-driven developments in our cities that will fundamentally change how buildings and public spaces are designed, built and operated, and how we interact with them.

We are beginning to issue our constructions with their own DNA, through advances in Building Information Modelling (BIM). Today this means better planning and projects, but tomorrow it could mean buildings and spaces that can evolve to better serve the needs of their users.

Imagine a building that can understand the brief to which it was built, the materials of its own construction, and the constraints of its environment. Imagine it could adapt, autonomously, to better meet the needs of its tenants and the environment around it.

That is the promise.

Of course it will take more than BIM to deliver this vision. Buildings will need the ability to capture what is happening inside and outside of them, and processing power to comprehend it. But with smart buildings and cities we are already equipping our spaces with just this: senses and brains.

The only piece missing that would allow buildings to grow like organisms rather than dead structures is some form of limb, but the advent of 3D printing in construction and robot bricklayers, means that there is now a serious prospect that spaces could reshape themselves automatically in response to perceived need, rather than be reshaped manually against some formalised plan.

I see these structures growing like a garden — or a ‘concrete jungle’, if you prefer. Constantly adapting to our needs. My point to the architects was that this new ‘garden’ of structures will require tending. Not maintenance but management by people with a skill set that combines form and function. Who better than an architect for this role?

There’s a broader point though. Our cities (as a proxy for our race) are facing some serious challenges, both economic and ecological. And it appears that one of the best models for solutions to these problems might be life itself, in its endless ability to adapt to its environment.

We may not have created a true artificial intelligence yet, but our level of technological sophistication means that we can nonetheless aspire to build life-like structures.

Posted by Tom Cheesewright on

Do we want to make unicorns?

If you’re my daughters, the answer to this question is clearly a resounding ‘yes’. Of course we want unicorns! Unfortunately for them I’m not talking about genetically engineering mythical creatures (though I’m sure some evil genius is considering this in a secret lair somewhere).
What I mean by ‘unicorn’ is a start-up with super-scale potential. They’re the hot topic in the UK tech community at the moment. Lots of people are very focused on our ability to create the next Facebook, Uber or Alibaba.

Sitting in a Northern Stars pitch event at Thinking Digital Manchesteryesterday, I listened to a number of start-ups present their vision for how they may — or may not — be the next unicorn. None of them expressed this as an explicit desire, though two of them clearly had the potential to achieve it. Both are addressing fundamental aspects of human existence: sex and food.

M14 Industries has created a niche dating platform off the back of its initial success with Bristlr, a site for matching pogonophiles to beard owners. This was a joke gone right that is now a successful business. If the founder, John Kershaw, can successfully attract people to curate their own niche sites on his platform, the business could scale incredibly rapidly.

Biospheric Studios is the result of Vincent Walsh’s years of PhD work tackling a range of challenges presented by dense urban living around the production of food and the management of waste and pollution. If he can successfully commercialise one of his innovations in a scalable fashion then it could be enormously valuable. Though today he is focused largely on the local market.

I’d be delighted to see either of these organisations scale to unicorn size. They’d contribute to the local economy and they’re tackling issues of some value to humanity. Whatever you think of online dating, a third of couples now meet online.

But should we be so focused on the super-scale successes? I think there’s an argument to be made for turning some of the bright lights currently focused on the nurturing of unicorns on to something that is almost their antithesis.

One of the other people I encountered at the event yesterday was not from a start-up. Well not exactly. He was a developer working on the NHS’s Project Alpha. This rather sci-fi title is the name for a programme aimed at prototyping new health applications. We had one of those brief conversations where you realise you violently agree. The solution to many health (and other public sector) technology problems was not another massive, poorly procured project with a giant vendor. Nor was it about just better procurement. Instead what government digital teams should be doing is laying down standards and interfaces and inviting third parties to develop applications that conform to those standards and interfaces.

This is the basis for the most successful software ecosystems in the world, not least the web itself. And while it occasionally throws up unicorns, like Facebook and Google, it supports millions more niche solutions to individual problems.

We may rue the fact that though a Briton created the Web, none of the most successful businesses it has produced are from here. But I think if we focus on trying to change that, we’re missing the point. The real challenge, and the one that stands to deliver the greatest benefit to this country and others, is not creating the next unicorn.

It is creating the next web.

Tom Cheesewright