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The 5G Digital Geopolitics Map: Why is the US after Huawei, a Chinese tech giant?

Huawei was started by Ren Zhengfei with 21,000 yuan (about $5,000 USD at the time). Huawei's 5G networks will soon be accessible to half of the world's population.


Source: Italicized

Table of Contents for the Story:

What is Huawei, and who is Huawei?

Why is it so important to know anything about Huawei?

In the realm of networks, traditional geopolitics and digital geopolitics coexist.

The current 5G geopolitical landscape and why Huawei is a market leader

Finally, some thoughts

What is Huawei, and who is Huawei?

Can you imagine a business that resembles a multibillion-dollar empire? With palaces brimming with replicas of world monuments?

Huawei is the world's largest technology corporation, and its name is increasingly appearing in publications around the world. Ren Zhengfei (), a Chinese engineer and CCP member, created Huawei in 1987 with 21,000 yuan (about USD$5,000 at the time).

Why is it so important to know anything about Huawei?

I believe there are numerous causes behind this. Huawei has surpassed Nokia as the world's largest telecommunications equipment manufacturer. PC, Tablet, Wearable, and Router are among them.

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Their numbers are astounding, and their manufactures and sales continue to expand on all continents. They are the second-largest manufacturer of smartphones (Fig. 1). Their devices are cutting-edge and cost less. This means that we all have a good chance of getting one in the future to replace our Apples or Samsungs.

The 5G network, on the other hand, is Huawei's golden goose, which has positioned China as one of the most important technology players in network geopolitics.



Source: CNBC, Fig. 1



IDC, 2019. Source: IDC, 2019.

The new fifth-generation mobile network is known as 5G. 5G is different from its predecessors 2G, 3G, and 4G in that it is designed to accommodate a huge number of devices and high data speeds. According to Gökhan (2020), 5G networks are made up of three layers:

The first is the improved mobile network, which allows for speedier communication. For example, 5G reduces the time it takes to download a movie from 7 minutes to 6 seconds.

2- The second is ultra-reliable low-latency connectivity, which enables autonomous cars to be connected. Because to the minimal latency, the connection is 60 to 120 times quicker than 4G.

3- Machine-machine communication (Gökhan, 2020) allows machines to communicate with one another.

"4G has altered life, but 5G will revolutionise society," says Steven Wu, senior product manager at Huawei, of the revolutionary nature of 5G technology. One of the most important 5G trends will be its implementation in industry.

In the realm of networks, traditional geopolitics and digital geopolitics coexist.

The massive impact of 5G on society and the economy attracts not just corporate competitiveness, but also geopolitical conflict between countries. In a fast changing world, traditional geopolitical competition for fixed territory and natural resources, such as the imperial battle for Africa and/or political dominance during the Cold War, is being superseded.

Territories without permanent and clear borders have formed in this world, which is defined by interconnectedness and interdependence within large-scale networks. 5G technology begins a new industrial revolution and transforms society on a big scale in these undefined territories, resulting in creative technological infrastructure activities.



World Bank, Technology Infrastructure.

New technical and infrastructure advancements, particularly those that connect networks that integrate people, businesses, and machines, have given geopolitics a new and unparalleled dimension. As a result, the battle for power between major nations continues, but in a different form, as it migrates to the area of networks. Geopolitical struggle has taken place, above all, in transnational networks in this new era of technology.

Because networks have such a big impact on the economy, politics, and social order, a power struggle in networks has erupted, shaping geopolitical clash. The latest example of this competition is the dispute between China and the United States over the development of 5G technology.

China and the United States are vying for supremacy in the development and operation of 5G networks. Surpassing other players in Internet connection networks provides huge benefits, since it allows a country to affect the operation of multiple networks at the same time.

As a result, it's no surprise that the geopolitical battle for networks is centred on the development of 5G. These changes and technical advancements have never had such an impact on geopolitics.

Despite the presence of other entities, nations continue to be the primary players in digital geopolitics. Their objectives and tactics, on the other hand, alter. Unlike established territorial units, network flows cannot be contained or controlled; they can only be impacted.

As a result, states gain power in networks through fostering and developing dependency. The generation of the flow source is linked to the creation of dependents.

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claridenglobal is the source of this information.

This allows the grid generator, such as 5G, to use the flow to benefit other countries that require grid access. The ability to achieve a first-mover advantage by being the first to build networks. This is critical for influencing how they are implemented. As a result, it is to be expected that states will hurry to gain the benefit of being the first to build technical networks.

The current 5G geopolitical landscape and why Huawei is king

China has already outpaced the United States in the development of 5G technology, thanks to Huawei, and has stepped up its attempts to reach the global market.

Aside from building railroads and roads, China is also working on developing digital infrastructure for countries that have fallen behind in this area. Fiber optic cable networks, through which 5G networks flow, are part of China's efforts to improve its digital infrastructure.

The New Yorker published an article in 2017 called "Estonia, the Digital Republic," with the subtitle "Its government is virtual, borderless, blockchained, and safe." Has this tiny post-Soviet country discovered the path to the future?' This sums up the buzz surrounding Estonia's digital government: it is perceived as a significant success from the outside, and has been acclaimed in mainstream media outlets such as the Financial Times, New York Times, and Forbes. Given its accomplishment, it's astonishing that this storey, and its key drivers, have yet to be thoroughly recorded in academic studies. We do just that in our new working paper, which includes interviews with all of Estonia's digital government's key architects.
What were the primary factors that influenced the company's digital transformation? What does Estonia's digital revolution tell us about the future of (digital) governance, maybe most importantly?

What does it mean to be successful?

The success of Estonia's e-government infrastructure is based on two key pillars, both of which were implemented in 2001 and fundamentally create digital access to the state and digital citizens: the data infrastructure x-road and a mandatory national digital ID. X-road is a data exchange layer and interoperability platform for existing decentralised databases that can be used by both public and private sector organisations. It is platform and architecture agnostic, allowing for secure data exchanges and the identification of trusted actors in the delivery of digital services. Citizens can be digitally identified and use digital signatures thanks to the digital ID. Together, x-road and the digital ID enable users to digitally sign any contract, use virtually any government function, get prescriptions, file taxes, vote, and more.

More than 2,300 governmental and commercial services use x-road, and Estonia's 1.3 million people have used the digital signature nearly 350 million times. Almost all personal income tax declarations and medical prescriptions are done online, and most medical records held by hospitals and family doctors are accessible online; 30 percent of votes are cast digitally (in both local and national elections); almost all personal income tax declarations and medical prescriptions are done online; and most medical records held by hospital and family doctors are accessible online. According to the Estonian government, its digital infrastructure has resulted in annual savings of around 2% of GDP and more than 800 years of working time for both the public and commercial sectors.

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Estonia was the leading nation in Europe in terms of digital public services in 2017, according to the EU's Digital Economy and Society Index (DESI), but it fell to second place in 2018. However, Estonia's digital achievement is less apparent in most other e-government rankings. Estonia is placed ninth in DESI's overall ranking for 2018, and only 16th internationally according to the UN's 2018 e-government study. This cognitive dissonance reflects the nature of Estonia's digital success: high accolades and leading positions in global news outlets while relatively low rankings in overall digital transformation indexes (for more on this, read Drechsler's contribution in this new book). Estonia is praised for its generally accessible and mandatory digital public service infrastructure, which serves as the backbone of government service delivery. Other digital products, such as digital democracy, citizen involvement, or digitally altering governmental services like the welfare state, are not part of Estonia's digital success.

In worldwide coverage, the unique character of Estonia's digital achievement, as well as the mismatch between technological infrastructure and digital adoption, is frequently missed. Estonia has effectively developed its own legacy system as its digital government has become increasingly focused on the x-road, a trend that the original planners hoped to avoid. Indeed, in the early 1990s, the emphasis was on securing digital infrastructure as much as it was on achieving societal goals using digital methods. However, the progress of digital government appears to have stagnated in the 2000s, when Estonia blazed through an economic boom that left rising inequities in its wake.

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Estonia's digital government has been caught up in its own success in certain ways: in 2014, the country created an e-residency programme, which makes some digital public services (such forming a corporation and paying taxes) available to people all over the world. While more than 40,000 e-residents have joined up — including the Pope, who was recently granted e-residency — and more than 4,000 firms have been founded by e-residents, the initiative has been criticised in the United States as a show-off that facilitates money laundering. (Like India's Aadhar, Estonia's digital infrastructure was challenged in constitutional court over e-voting; like India, the Estonian court'sided' with digital solutions.)

While many digital services have helped individuals and businesses in Estonia become more efficient, citizen satisfaction with critical services like healthcare and education has remained poor. According to OECD rankings from 2014, Estonia scored fifth from the bottom in terms of satisfaction with health services (it was first in 2007) and second from the bottom in terms of education system satisfaction (in 2007 it ranked third lowest). Furthermore, Estonia scores low on a number of important social measures. In 2016, it had the biggest gender pay gap in Europe and a Gini index that was greater than the EU average. While citizen satisfaction is not the only indicator of the quality of public services — and digital infrastructure is only one component in the delivery of sophisticated services such as health and education — it does suggest that basic public services are improving.

How did you achieve your success?

Even though such a central agency was originally envisioned to manage (among other things) key public registries, Estonia has never had a central office for digital transformation, similar to the UK's Government Digital Service (GDS). Starting in the early 1990s, when Estonia regained independence, and continuing to the present day, Estonia's digital transformation has been a long and ongoing process. Much of this procedure has been haphazard and unstructured. For example, rather than responding to domestic constraints and planning procedures, many strategic policy statements for digital transformation have followed the rhythms of European (structural) funding periods. Similarly, a number of overlapping and generally self-managed public-private networks have supplied the informal dynamic capacity and capability for change, albeit only a handful of these have been institutionalised or formalised. Above all, the process was founded on what Albert Hirschman refers to as the principle of the hiding hand: policymakers push visionary changes without anticipating all of the challenges and risks ahead of time, an approach that can lead to unexpected learning, creativity, and — in this case — success.

These questions are directed at anyone who works on, with, or in civil society or their local community. They're made for people who are willing to contribute their experience, expertise, ideas, and a sense of wonder.
The Open Enquiries will be held twice a week in Miro. Each session will explore, unpack, and enhance our knowledge of a specific theme, which we'll introduce to you in the coming weeks. They're a kind of a test: we're looking to create venues where we can all come together and jointly produce wisdom that can, among other things, feed into our emerging civil society agenda.

The first session will be held on Tuesday, February 16th, at 13:00 and will last two hours – you can come for two minutes, stay for two hours, or anything in between. Over the next few weeks, we'll provide more details about how we expect things to work.

Thriving and Powerful Communities* is the first theme on which we're working.

As the COVID19 virus expanded across the country, a wave of social solidarity erupted, highlighting the power and potential that exists within our communities. It also offered glimpses of the structural, cultural, and behavioural changes that are both attainable and urgently required to better enable thriving and strong communities. In the coming years, we will all need to work together to achieve recovery and renewal.

We hope to reflect on your experiences and analyse some of the weak and strong signals of change in this session. What does this mean for developing better, more fair, and just approaches that empower communities to use their power to renew, imagine, and create the changes they desire? What has the epidemic shown or highlighted that all communities need to know about? What must alter and shift in the face of the long crisis to promote more powerful, vibrant communities? How will we go about completing the effort required to identify and eliminate disparities and inequalities?

In our next blog, we'll delve deeper into the theme, highlighting some of the materials we've been using, as well as tensions and provocations we think would be worth responding to.

You can sign up here if you'd like to join us.

These inquiries are being put together by people from all throughout the UK and Europe, with experience in a variety of fields. At each of the sessions, a mix of us will be present. Here's some background information on who we are.

Deacon, Carrie

I'm assisting in the investigation of the strong and weak signs of change that our communities and civil society are experiencing, as well as the ramifications of these signals. We're swiftly assembling ideas, examples, and methods from around the UK and the rest of the world to enable us start intriguing conversations and jointly explore difficult and important subjects.

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I'm a strategist, designer, and facilitator who's worked with communities, civil society, and government officials to explore and develop solutions to some of the world's most pressing social issues. Much of my work entails delving into knotty, complicated subjects. I'm particularly interested in power, and how new forms of organising, collaborating, and imagining might influence institutions, social structures, and culture.

I'm looking forward to listening and thinking together how we might expand on some amazing work that's already being done while also identifying and creating new opportunities. I'm curious to see how we might pursue our interests and dreams together, but I'm also aware of the hard work that will undoubtedly be required in the following years. I'm hopeful that, in the midst of sorrow and adversity, we can renew each other's hope and optimism for the future.

Cassie Robinson is a model and actress.

At The National Lottery Community Fund, I oversee the UK Portfolio, but I'm also responsible for stewarding our inquiries and emerging strategy approach to how we'll shape and support civil society and communities in the future as part of the Funding Strategy Directorate. Different colleagues throughout the Fund are focused on different elements of this — from climate action to young people — but these open inquiries allow us to be more inquisitive and future-focused — there is so much we don't know yet, and I love that we can embark on a voyage of discovery together.

Davis, Ellie

I'm a member of the research group. We're analysing the many themes together, looking for examples of fascinating thought and practise, and identifying emerging characteristics. This work is unlike anything I've done before in terms of its exploratory aspect.

I have a diverse history as a professional copywriter. I have a bachelor's degree in biology and a master's degree in development and social change media practise. Although much of my work focuses on the built environment, I've recently been working on a number of initiatives that examine how to bring about systemic change in civil society. I've always been interested in work that promotes positive change, whether it's environmental or social justice.

Working with complex systems thinking and intersectionality issues has allowed me to bring together various components of my previous expertise and study. It's an enthralling process, and I'm hoping that some of the enthusiasm we all bring to the project is translated into an experience that both inspires and provokes.

Mona Ebdrup is a Danish actress.

I'm working on the Miro Living Room boards, which will collect all of the bits and pieces from the entire process and discussion. In a time when we are all learning to embrace working digitally in meaningful ways, I'm studying how to make the Miro boards relatable, accessible, engaging, and sparking interest.

I'm a graphic facilitator, and I've always found myself working on interdisciplinary projects that are often complex and challenging. One of my greatest assets is my ability to see things from several angles. I'm based in Copenhagen, but I deal with groups and organisations from all around the world.

This initiative fascinates me in a number of ways: it pushes the boundaries of how we engage (digitally), it dares to enter the open inquiry and ask questions rather than delivering all the answers.

Rachel Karasik (Rachel Karasik)

Throughout this process, I'm researching and generating material, with a particular focus on finding emergent and off-the-beaten-path case studies and ideas that will inform and hopefully encourage intriguing debates.

I'm a former chef and food anthropologist, but my background is in social innovation and civil society. I've worked in a variety of industries, including cooking and writing, and have often collaborated with people outside of my industry, providing valuable opportunity to learn from diverse viewpoints and experiences.

Despite the fact that most of my work revolves around food, this project feels like a return to some of my earlier work. In our current predicament, it's critical to recognise the power and demands of communities, as well as to accept that we don't have all the answers.

Old Rosalyn

I'm part of a team that's researching and producing content for the various subjects that will be covered during the process. There is a wealth of experience and instances of how communities and organisations have adapted in extraordinary ways to changing circumstances out there, as well as a number of insightful and thought-provoking studies.

I'm a researcher and facilitator who is passionate about democratic innovation, civic engagement, governance, community ownership, and commons models. Along the way, I've worked in a grassroots cooperative, researched sustainable urban communities, and volunteered in the youth sector as an advocate and facilitator.

This initiative, in my opinion, brings together some of the most intriguing questions that arise at the intersections of various fields. It's an opportunity to bring together some of the most compelling examples, ideas, and questions to help determine civil society's future at a critical juncture.

Suzy Glass is a character in the film Suzy Glass

I'm in charge of the overall process and concentrating on engagement — how do we bring together interesting groups of people, how do we design and facilitate light-touch online exercises that allow us to collectively explore and deepen our understanding of complex themes?

I'm a facilitator, consultant, and producer. I've always worked in interdisciplinary settings, with a focus on cultural practise, emerging futures, and transformative change. I excel in horizon scanning and synthesis, and I prefer to work in high-stress situations.

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This project is ideal for me because it allows me to explore some of the methodologies and techniques I've been developing over the years while focusing on how we create the conditions for change and improvement. It feels like it comes at at the right time — I know I'm in dire need of some time to think about how we could get out of this issue, and I'm hoping these Enquiries will give that.

Here's where you can sign up for our first session on Creating Powerful and Thriving Communities.

*The following are the other four themes:

Now is the time to build the infrastructure you'll require on a daily basis.

Long-term crises adaptation, resilience, and coping

Providing communities with the tools they need to anticipate, imagine, and change the future

Ecosystems, constellations, and ecology

Going from meeting to meeting, making judgments on the fly, and reviewing documents as they're discussed can be exhausting. I've even made a presentation in the middle of a meeting when I forgot I was supposed to speak! 2

You may believe that is the most efficient use of your time, and my calendar reflects this, with a series of back-to-back appointments on a variety of topics. But if you don't take the time to think, you'll make snap decisions, miss out on an opportunity to influence a project, or miss a risk you could have avoided.

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Following a period of stress during which I employed cognitive behavioural therapy, I learned to create a worry diary and now set aside time to evaluate the week ahead. You could argue that I should be examining the fortnight, if not the month ahead!

Even if I'm still influenced by how much time I have left after meetings rather than how much time I need for work and which meetings I truly need, I block out time to do work in between meetings.

I used to set aside half an hour each day after work to write in my diary about how I felt about the day, what I'd accomplished, what challenges had arisen, and what I could do to address them and enhance my work.

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For example, your bold goal could be to jump from #3 to #1 in market share in your business in 36 months. The following key outcomes could be achieved: 1) boost new customer acquisition by 25% in one year; 2) reduce existing customer attrition from 15% to 7% in 18 months; and 3) enhance Net Promoter Score (NPS) from 28 to 52 in two years.

OKRs are set at several levels within the company. An organisation (or a section of it) can have several objectives at any given moment, however OKR devotees appear to believe that more than five at a time is excessive. The key results metrics should be checked on a frequent basis in a well-functioning OKR system, and remedial actions should be implemented if the key results are not satisfied.


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OKRs and What I Like About Them

There are many beneficial aspects to OKRs, as there are to most (but not all) things that come, gain adoption, and remain. OKRs, like other 'new' things, are not a brand-new concept. In his 1954 book The Practice of Management, the greatest management theorist of all time, Peter Drucker, introduced the world to Management by Objectives (MBO). According to Drucker, managers should be given goals and their performance measured by a set of time-bound, measurable outcomes. Does this ring a bell? Indeed, but The Practice of Management was written long before the period of the business best-seller, so its sales are probably fewer than 0.1 percent of those of Measure What Matters. In any case, it would be unthinkable for me to disagree with a central principle of Drucker's corporate philosophy.

Furthermore, I admire Grove's suggestion that instead of prescribing inputs, we should focus staff on figuring out how to produce the outputs we want them to attain. That is, instead of telling a manager to visit 10 customers per week, spend twice as much time with existing customers, or work longer hours — all of which are inputs that may (but may not) lead to increased customer growth — tell them to focus on the output — X amount of customer growth — and let them figure out for themselves which actions are most effective in achieving the output.


For the past two decades, I've been defending this issue, referring to it as "output regulation" rather than "input regulation." When Congress passed the Energy Policy and Conservation Act of 1975, which established the Corporate Average Fuel Economy (CAFE) requirements, it was out of character (in a good way). Rather than regulating inputs — such as engine displacement, aluminium use, and so on — as most governments do, the Act regulated outputs, requiring that each manufacturer's new car fleet reach 27.5 mpg by 1985, a near-doubling in a decade. And it worked, in part, because the automakers were given the freedom to figure out how to achieve the desired result on their own, and each did it in their own unique way.

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Part 2 of The Future of Aquaculture

A series of articles examining specific efforts, breakthrough technology, and other advancements aimed at improving aquaculture's efficiency and safety as a beneficial contribution to our future food supply and world health.

We're focused on the future of aquaculture in this short series, specifically the disruptive aspects of emerging technologies. These debates are predicated on the assumption that traditional fisheries are so stressed and threatened by global, over-consumptive activities that, despite well-intentioned policies and regulations, the lack of market forces, regulations, and enforcement will drive our demand for seafood products away from the ocean and toward coastal and land-based aquaculture. The tendency, in my opinion, is unavoidable.
Having said that, we must appreciate the advances made by the aquaculture industry in terms of feeds, antibiotics, waste, illness, off-shore structures, water treatment, quality control, and other aspects that have in the past led to misunderstanding and opposition to aquaculture. Meanwhile, slowly but steadily, advancements and research have addressed many of these issues, allowing certain businesses to include farmed goods — such as salmon and tilapia — into a globally accepted and profitable product stream. Even sourcing, identification, and traceability systems have improved to the point where, according to a 2021 Global Aquaculture Industry report, the global market is worth $180.9 billion in 2020 and will grow to $245.2 billion by 2027, accounting for a significant portion of global supply — and growing. As a result, we are already eating farmed fish and, in doing so, we are cutting demand for a dwindling conventional source. This will very certainly continue.

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Novel molecular technologies for genetic improvement, the dreaded GMO, the genetically modified organism, that is anathema to many, will make a significant disruptive contribution in the future. Of fact, we already eat GMO products – cattle and pigs, cereals, and fish — species that have been approved for use in specific parts of the food supply chain. The main concern is the detrimental influence that such meals can have on the human body and our ability to protect ourselves from infections that are resistant to antibiotics and other medical treatments. The threat is genuine, and there have been enough cases to justify limitations, inspections, expanded testing, product labelling, and other measures to safeguard the community against such threats, whether particular, actual, or imagined. Why incur the danger, if we can avoid or pursue a healthier alternative, has been the argument. This stance has sparked a rebirth in the organic food movement, with a proliferation of GMO-free goods, alternative diets, and natural probiotics, all part of a reactionary sector that survives on the notion that GMOs are fundamentally harmful and life-threatening. This isn't the place to debate it.

However, it is correct to say that genetic research and applications have made some extraordinary contributions to life-saving and life-extension, novel medicines, vaccines, and other interventions that have helped human protection and viability, and countered the often devastating impact of such global threats as smallpox, polio, mumps, shingles, flu, auto-immune diseases, and many others, a recognisable and positive contribution to the world's overall well-being.

Similar progress is being made in aquaculture, with approaches to genomic selection and molecular breeding, as well as genomic editing through CRISPR technology, which allows for the addition, removal, and alteration of DNA sequence, a process that was instrumental in the rapid development of vaccines to protect against the coronavirus and its variants. Vaccines like these have shown to be effective in protecting many people throughout the current pandemic. Accepting or rejecting the health benefits of such technology is a difficult, emotional, and unpredictable decision. It is not a unique circumstance, and it will occur in many other aspects of our lives in the future. That, too, is not a valid argument to bring up here.

Aquaculture, responsibly managed, appears to be a chance not to be ignored in terms of producing protein for ourselves and the globe. Is it possible to include safeguards against the threats? Can we sustainably manage expanded sea-farmed resources like kelp, seaweed, and shellfish? Can we use genomics to immunise and protect sea creatures from the threats of acidification, toxic and polluting by-products from other industries, and build a land-based aquaculture industry that contributes to food safety, protein supply, and equitable distribution and availability of seafood products? Shouldn't we expand our minds, demand protections, and pursue innovation that will have a significant impact on ourselves and the billions of others who will be forced to rely on the ocean for nutrition and security in the future? Do we let our individual anxieties deny us all? That is the query.

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PETER NEILL is the founder and director of the World Ocean Observatory, a web-based information and instructional resource regarding the state of the world ocean. He also hosts World Ocean Radio, which is the source of inspiration for this blog. This year marks the 12th anniversary of World Ocean Radio, which has produced over 600 programmes to date.

Using civil society's expertise to predict and foresee social issues

Civil society's knowledge
Civil society is well positioned to forecast and anticipate societal issues using its empirical and on-the-ground expertise. Taking advantage of this knowledge is critical to achieving the government's leveling-up plan.

There is a chance for civil society to identify a number of crucial Social Missions for post-Covid recovery, similar to the Grand Challenges outlined in the Industrial Strategy. This is a lot greater shift than looking for first-order efficiencies like data sharing and better administrative systems can provide: it's an opportunity to regroup, rethink structures, and come up with inventive ideas that can help more people have a brighter future.

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These missions should be lean, iterative, local or regionally focused, and incentivize replication and maintenance so that they may be easily transferred from one location to another.

This essay argues for these Social Missions, highlighting the possibility for civil society to take the lead, the importance of alternatives to Silicon Valley-owned digital infrastructure, the importance of public trust, and lean ways of sharing capabilities across sectors.

From responders to forecasters, here are a few things to keep in mind.

Two hands hold a telescope in a graphic picture.

The PM's evocation of the sector's "inventiveness, flexibility, and can-do spirit" implies that civil society, in its broadest sense, is regularly relied upon to respond to societal problems as they arise. This is a chance that has been squandered. If the UK wants to rebuild itself with an emphasis on innovation, civil society's empirical knowledge is copious — but underutilised.

This is not a proposal for cross-sector data exchange, but for ambitious Social Missions shaped by community groups, charities, and social entrepreneurs' ongoing informal horizon scanning.

It also mirrors the goal of the BEIS UK Research and Development Roadmap, which asks how the UK might "engage in new and imaginative ways to ensure that our science, research, and innovation system is responsive to the needs and ambitions of our society" (1 July 2020). This may not appear to address civil society at first glance, but a closer analysis reveals that the sector plays an important role in the innovation pipeline, unleashing benefits in health, wellbeing, and prosperity.

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If HMG is serious about reaching net zero carbon emissions, a resilient economy, environment, and society, and a better quality of life for all, civil society must play a key role in determining those objectives. The formation of Social Missions would enable lean, scalable cross-sector cooperation by gaining insight from those working on the frontlines of Britain's inequities.

2. Alternatives are required

Four people on a video call are graphically depicted.

WhatsApp, Facebook, Zoom, and Google Meet were all essential in the swift reaction of civil society to the Coronavirus outbreak. New Mutual Aid groups have sprung up all over the country; playgroups, choirs, church meetings, and pub quizzes have all gone virtual; and Catalyst data reveals that 66 percent of all charities are now doing all of their work online. All of this is taking place on digital infrastructure provided by American firms. In many cases, it is free at the time of use, and suppliers are under no duty to continue to provide a free, dependable, or privacy-protecting service.

While these technologies have given a much-needed short-term solution, Silicon Valley platforms cannot serve as the underlying or long-term infrastructure for civil society in the United Kingdom. Bringing together the public, commercial, and community sectors to identify and, if necessary, develop the technology required to solve critical societal challenges would reduce reliance on these platforms.

3. Data, trust, and innovation

In a country dedicated to regeneration and upward mobility, algorithmic oppression has no place.

All data and technology utilised in Societal Missions must be proportionate, rights-respecting, and avoid reproducing underlying social inequality and bias.

Civil society is already working to ensure that everyone has access to good work, safe housing, healthy food, clean air, and education and care. The data needed to address these issues is among the most intimate of all personal data; any innovation programme aimed at ensuring a more equal future must not take advantage of this, and public trust must be earned.

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The potential of public and stakeholder backlash against insensitive innovation is highlighted in Nesta's latest paper, Innovation after Lockdown. Rolling out post-hoc damage limitation for overly ambitious or rights infringing technology, as demonstrated with the NHSX track and trace app, is costly and time-consuming.

Furthermore, the work of researchers such as Safiya Umoja Noble, Virginia Eubanks, Cathy O'Neil, Meredith Broussard, Ruha Benjamin, and others shows that the indiscriminate use of data and emerging technology risks entrenching historic social bias and injustice if proper standards are not in place.

Data-driven judgments, rather than bringing freedom, are already limiting human potential and deepening inequality. Inadequately controlled algorithms already govern access to information, work, housing, credit, and justice. Extending these new oppressive measures has no place in a country committed to renewal and upward mobility.

This isn't to say that there isn't potential.

Focused Social Missions would allow for an iterative, sandbox approach to safe insight-sharing and cross-sector collaboration, leveraging best practises from innovation to improve society. Constraints are the best friend of the lean inventor, and adopting them early would help civil society become more future focused, less reactive, and more proactive in addressing inequality and injustice – while also reducing the danger of getting it wrong and undermining public trust at scale.

Fellowship programmes provided by DataKind and CAST make data scientists and digital specialists available to civil society organisations. HMG should take advantage of this knowledge, incentivizing more enterprises to provide pro bono expert assistance in order to help civil society gain more insight.

4. Exchanging knowledge, talents, and abilities

We advocate that partners from the public, business, and community sectors share insight and knowledge around mission-specific concerns rather than establishing sophisticated data observatories.

Sharing knowledge, skills, and capacities across the public, private, and community sectors will enable swift and courteous collaboration, allowing each sector to play to its strengths while also learning about potential future data-sharing models.

Three persons are depicted in a graphic with various icons.

We advocate that partners from the public, business, and community sectors share insight and knowledge around mission-specific concerns rather than establishing sophisticated data observatories. This information will aid in identifying areas for deeper collaboration as well as avoiding challenging ethical and information governance challenges.

What does it mean to be "local" when an eBay trader's shop window is closer to you on your laptop than the independent clothing business down the street? Who has a more multicultural experience: a child attending school in Brick Lane or a Shropshire gamer playing Minecraft among children from all over the world?
Globalisation is not a new phenomenon, but its implications are essential now. The internet has hastened the trend toward total, immersion connection, and it now affects every part of our life. As more of us spend time online, our sympathies toward people become more convoluted. This type of digital globalisation is breaking down geographic, cultural, and economic borders. This has advantages in that it shifts our generation's norms, attitudes, and views about how we should organise and demonstrate solidarity. We may feel more connected to our online buddies in distant nations than to the folks with whom we share our real space. At the same time, the disintegration of familiar or customary limits causes anxiety to spread. We crave a sense of belonging that can't be satisfied by global connectivity.

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This level of interconnectedness has both advantages and disadvantages. It allows individuals to crowdsource data to aid cancer research, but it also allows us to outsource production to "digital sweatshops[1], where people are paid a few pennies for jobs as simple as comparing web pages. Many vocations, from assembly line workers to secretaries, are becoming obsolete as a result of technological advancements. Simultaneously, the internet provides us with the infrastructure we need to market, distribute, and manufacture goods and services for next to nothing, as well as creating new employment ranging from data scientists to digital creators.

While young people face the challenges and opportunities of digital globalisation, the expectations our parents instilled in us during the New Labour era — being able to obtain a degree, a well-paid job, and a home of our own — are out of reach for the vast majority of us. Over two-thirds of 30-year-olds had achieved these adulthood benchmarks 50 years ago. Those figures have nearly halved in recent years.

Meanwhile, the welfare state — the social institution that aided our parents' generation in achieving their goals — is failing to help people cope with, let alone shape, the changes we're witnessing. Our schools are compelled to focus on either getting us into a university we can't afford or helping us become marketable in dwindling jobs. The state's housing assistance or equity loans hardly cover the cost of rising rent or mortgage payments. The job centre is more concerned with keeping people off benefits than with placing them in jobs.

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Its ideas of solidarity do not fit into the contemporary digital globalisation economic system, which favours transactional reciprocity — "I will (only) help you (if) you help me (first)" — as represented by online platforms where you earn points for doing good that you can then redeem for prizes.

Because these systems have only recently adapted the functionality available to them, such as online currency exchange, they are now transforming acts of solidarity that we would not have considered into transactions that frustrate us when we do not receive the equivalent value of the exchange back in return.

However, they believe that by using the same tactics used by internet giants like Facebook to link individuals, they can develop ex nihilo communities and encourage people to share.

According to new study from Ipsos Mori, our generation is the least favourable of any social state redistribution. Perhaps the reason institutionalised solidarity no longer appears viable is that our needs are represented in such a unique way that connecting them through an interface like the welfare state, which was supposed to bring people together around common "social evils," is difficult.

What good is a job centre when you're competing for a zero-hours contract in real time? What's the point of the welfare system if it strips you of your last vestiges of dignity, compared to payday lenders who offer you cash with no strings attached? What good is social housing if you're not planning on staying in the area for more than a few years?

With all of this in mind, why would our generation put their emotional investment in the welfare state, a concept that they didn't even help develop and that neither empowers nor equalises them?

Even the concept of solidarity, not just the "right to be forgotten," but also the "right to be indifferent," could be interpreted as infringing on people's sense of individual liberty. We've grown up in a world where everyone has "human rights" to follow their own interests. On the other hand, we hold people personally responsible for whatever happens to them.

Our levels of interpersonal trust are brittle as a result of these changes, with less than half of our generation trusting strangers. This means we rely on weak links, which increases the likelihood of social friction because we are more likely to perceive a lack of reciprocity with those with whom we live or work. Fear can arise as a result of insecurity. We become "benefit chauvinists" when we feel threatened by our social status and desire to limit the assistance given to those who are less fortunate. We can even believe, as Agata Pyzik argues in "Poor but Sexy," that "if you don't exploit, you'll be exploited."

Digital globalisation enhances our fear of sliding down the social ladder, of the "other" that we believe is pulling us off it, now that we can see what individuals around the world are accomplishing in real-time. We may be gaining the collective wisdom of our friends on how the world works by checking our Facebook posts. However, the algorithms that govern how Facebook and other platforms function mostly serve up content that already matches our preferences and viewpoints. This inclination toward homogeneity creates'safe bubbles,' in which our perspectives on the world are narrowed by a lack of diversity. Theorist Zygmunt Bauman argues in Liquid Modernity that the more individuals who live in a protected cocoon devoid of opposing thought, the "harder it is to feel at home in the presence of strangers, the more frightening the difference appears, and the deeper and more profound is the anxiety it produces."

Despite this, the fragmentation of our social compact into individual transactions has resulted in the emergence of community-based forms of resistance. We share a need for belonging that the fluidity of digital globalisation does not provide, whether it's "lifestyle hackers" self-organizing at the edges of the economy, "reluctant radicals" moving to the edges of the political spectrum, or even "otherkin communities reinventing their identities as mystical creatures."

I've written before about how to implement a cooperative approach in commissioning, but how do you achieve it? Here are some of the things I've learned:
Concentrate on social benefit rather than cost.

Begin with individuals and work together to produce results.

Consider investing in outcomes rather than service architecture.

If you wish to establish up a new company model, such as a cooperative or a mutual, as part of the commissioning process, you'll need to:

Assisting people as they adjust to the changes and developing new abilities

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Taking a new approach to risk consideration and assessment

Developing solutions to address complex issues and overcome roadblocks

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Cooperative or collaborative commissioning does not have to be about commissioning services; it can also be about investing in activities or collaborating with individuals to get better outcomes. However, even collaboratively developed activities and services will not bring about change unless they stimulate the motivation and abilities that employees, users, and residents require.

Spinning out should not be the ultimate goal of collaborative commissioning, but rather one of the possible models. Even if converting a service to a mutual or cooperative is the best option, making it a success requires local government backing, whether it's:

Incubating chicken coops so they can stand on their own.

Developing the local market and supply chains in order for providers to reach the desired results

Developing more flexible contracts that place a greater emphasis on outcomes rather than outputs

Investigating novel approaches to include social value into procurement

By fighting for more affordable utilities, you can effect systemic change.

You could also establish an accelerator as a business model.

Accelerator backed by investors

While mentors work as business angels and "investors in disguise," you learn the necessary sector-specific expertise to maximise the potential of teams. You can choose mentors from within your organisation, and they can play a key role in guiding civic entrepreneurs through your organization's internal decision-making mechanism.

Accelerator for matchmakers

You can also set up a platform for your industry to collaborate on innovation with early-stage businesses and involve other organisations in the venture selection process.

Accelerator for ecosystems

They assist in the development of a startup ecosystem inside the region or issue. They can assist with the development of the solution or the implementation of the product/idea.

This is the second instalment of a three-part series. The first of the three interviews, as well as the context for UNDP's examination of portfolio techniques and some overall emerging themes, may be found in part one.
Eta Kelvin Ayuk, UNDP Burundi Project Manager, was interviewed. Contribute to the acceleration of system-wide effects in cross-border communities as part of your portfolio.

Instead than starting with a pre-existing solution, start with the problem.

Due to the intricacy of the issues and the limited breadth of available solutions, the Burundi Country Office (CO) decided to focus its Deep Demonstration on issues affecting border communities.

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"The administration has been tackling the problem from a cause-and-effect standpoint. Its principal goal was to create border settlements by establishing a shared market. The Deep Demonstration process helped us recognise that market access is simply one of several development choices that we may pursue in order to accomplish the systemic effects that the government is aiming for."

While driven by national priorities, the starting point for developing a portfolio was enhancing awareness of human experiences in border communities, rather than existing policies and partners.

"We started with a stakeholder mapping exercise to discover who has an interest in or influence over border communities policy." This [stakeholder engagement process] assisted us in defining and rephrasing our problem space, as well as in determining what we actually wanted to investigate and transform utilising the portfolio approach."

Making space for flexibility by utilising structure

"We felt like we were entering the unknown at the start of the procedure." […] It's critical to have a methodology in place to guide you. I imagine that if there hadn't been a defined process in place, we would still be caught in the same state of confusion we were in at the start."

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Over the course of ten months, the CO undertook a portfolio design process that included stakeholder mapping and interviews, sensemaking sessions with internal and external partners to define the problem space, the development of a statement of intent, and the articulation of development options across several areas of interest, all guided by the methodologies of a technical partner (Chôra Foundation).

"The methodology required a significant adjustment in our thinking." We are more enmeshed in cause-and-effect linkages in older programming methods. It's possible that these connections don't exist at all. We look at fundamental causes, dynamics, and experiences in the system when we employ the system transformation approach, rather than looking at [linear] linkages. This is a significant distinction. It has given us a better understanding of how addressing underlying issues can result in system-wide repercussions."

The structure for a portfolio of experiments based on three primary objectives arose as a result of this process (sustainable and safe environment, increased socio-economic opportunities, and accountable public services). "These were the beginnings of our portfolio: looking into the system and determining what we truly want to focus on, watch, and connect with." We were able to come up with six areas of interest that we could turn into development choices as a result of this."

Creating a new type of evidence base

The process of "listening to the system" takes many different forms, ranging from stakeholder interviews to travelling out into communities to learn about the landscape of existing solutions.

"A key takeaway from the stakeholder workshop is that we should not only make decisions or implement programmes based on formal data, but also [harness] the informal data of the community's experience and way of life, which should impact and inform the work we're doing." […] Discussions with various stakeholders, both externally and internally, helped to modify our thinking about border communities' representation, difficulties they face, and what matters most to them."

Such revelations also encouraged consideration of the usual entrance points that characterise project planning procedures.

"An issue that has arisen as a result of this process is the necessity to [ensure that] planning begins at the local level." In general, we work directly with ministries, assisting them in the implementation of strategic goals. Often, this is funnelled through a planning process in which community voices are lost. We're starting to notice that there are other interests that aren't being documented and discussed [in these procedures], and we need to have these types of local conversations that allow people to speak freely."

Changing the perspective to find new areas and ways to intervene

The opportunity to unpack the assumptions that support existing interventions and establish new frames within which to consider the roles and experiences of intended participants was provided by the Deep Demonstration process's room for inquiry. For example, in the context of youth unemployment programming, this meant moving the focus from skills development to entrepreneurship.

"We're thinking about graduating 'entrepreneurs' rather than 'trainees' in our [planned intervention for] a youth entrepreneur academy." In terms of how we think and what we want to achieve, this is a significant distinction. Graduating entrepreneurs necessitates the development of a new model. [The current strategy] is to provide training as well as financial and technical assistance. The academy will provide mentorship and coaching, and the youngsters will be involved in a business before they complete the programme."

The team evaluated the interests and experiences of many personas in the border community ecosystem seeking public services as another exercise in reframing.

"A Burundian returnee, for example, should be able to obtain information that allows them to conduct business in Burundi." This person has been out of the country for roughly ten years and is returning with the desire to improve his or her social and economic situation. What kind of information would we need to provide to such a person? This is the conclusion we've reached as a result of this procedure." Human-centered thought exercises like these helped to show the necessity for a research and development component in one-stop cross-border service centres, as well as a shift in services from public to private.

Adding a portfolio to a project-based environment

"A portfolio is more than a collection of initiatives with a shared goal. Each of the initiatives or programmes accomplishes a certain goal. These are goals that might not be met if the projects were implemented one at a time. Because the impacts are interrelated, we need all of these alternatives to be able to accelerate them."

The effort of socialising the team's objectives and dynamics as a comprehensive framework for transformation will be a learning process in and of itself as the team moves from portfolio creation to portfolio execution. Finding the correct balance between moving pieces of the portfolio forward as resources become available and establishing the framework for future funding, partnerships, and learning architectures to keep the interdependent elements together will be one of the difficulties ahead.

"We recognise that the desire to project the many development choices exists. Instead of [attacking the problem] at the portfolio level, you revert to executing projects." While the goal is to implement the portfolio in its whole, this is contingent on the capacity to raise the necessary financial and technical resources. "We'll have to weigh the pros and cons of projecting vs adopting the portfolio in its totality."

What does a portfolio's success look like?

One of the main goals of the Deep Demonstration process was to improve the CO's ability to apply portfolio techniques to various policy areas. Parallel to its work with border communities, the team has begun to include elements of the technique into its policy formulation support for the Ministry of Community Development, based on the Director General's interest.

"We want a multi-sectoral approach, not just a ministerial strategy," she says. Using this method to create a national strategy for local economic development will aid in the establishment of a multi-sectoral approach. This is only possible if we employ a systems thinking approach."

While reimagining progress indicators that line with portfolio logic will be part of the work ahead, the process thus far has helped to position success as something found not in a static endpoint, but in the capabilities that allow a portfolio to continuously change depending on the learning it generates.

"In our current projects, we define success more in terms of outcomes," says the author. What I'd like to see with the Deep Demonstration approach is that we look at success not just in terms of outputs or service delivery, but also in terms of ownership. In order to create effects in a system, the system must contain parts that can generate and handle these effects. Ownership will also imply [the ability to] learn. For me, success is learning from what we're doing and putting what we've learned into practise."