At TomorrowToday, we are great fans of games, and especially of the learnings we can get from games. We are also keen observers of the gaming industry, which often picks up on shifting values and economic models before other industries do (compare them, for example, to the music industry - especially on the issue of pricing I’m about to talk about!).
Here is a small feature from the latest Economist magazine on a new financial model for games. Give them away for free!
FOR millions of East Asians, online gaming is not so much a hobby as a way of life. “Massively multiplayer” online games such as “Legend of Mir 3” and “MapleStory” have legions of devoted fans who spend an alarming proportion of their waking hours sitting in front of their PCs, at home or in internet cafés, doing battle with elves, wizards and mythological beasts. Some players take their parallel gaming lives very seriously: one man murdered a friend in a dispute over a stolen virtual sword (GC: this happened a few years ago, and is the only known extreme incident - but it is still much quoted).
Many of these games rely on a business model that is different from the way the video-games industry works in the West. Rather than selling games as shrink-wrapped retail products which can then be played on a PC or games console, the Asian industry often gives away the software as a free download and lets users play for nothing. Revenue comes instead from small payments made by more avid players to buy extras for their in-game characters, from weapons to haircuts. In this way, a minority of paying customers subsidise the game for everyone else.
Here’s a 
Graeme Codrington moves to our UK branch in August this year. While not a permanent relocation, it’s expected that Graeme and his family will remain abroad for three to five-years. Already an internationally recognised expert on talent and the future of work, Graeme will continue to help organisations to understand global societal changes, and how these changes affect their staff, leaders and customers. While abroad, Graeme will periodically return to South Africa to honour requests from clients who wish to engage with him directly.
Barrie Bramley looks at the preoccupation many companies have with ‘talent’and the confusion it’s causing; as those who are grappling with it struggle to work out what to do with it? Barrie looks at the problem of scarce skills in the market place and the fact that when there’s a shortage of people with skills, you want to ensure that you ‘acquire’ the best people available. 
Business world is facing the dawning of a new alliance age / revolution that will bring about a new business model more symbiotic and substantially different from the business model of today. The competitive and changing economic landscape demands a new business model…one removed from the shareholder value model to one where value for all stakeholders is created. A model where symbiosis is common place, a model where an entirely new set of rules, governances and structural design/architecture is created; a model that requires the mobilisation of every ounce of intelligence from the managers managing the relationships. In this article our UK & European Director, Dean van Leeuwen, shares with us the results from interviewing over 30 senior executive managers and undertaking a broader global research study of leading companies. The results are illuminating.
Accenture released an excellent report last year entitled “The Multi-Polar World”. In it, they argue that right now we live in a world going through major transitions, caught between different “poles” of focus, interest and power. I think they are spot on the money.
I live and work between Johannesburg and London. For the past few months, South Africa has been plagued by the short supply of electricity. This is due to lack of planning for the sustained economic boom we have experienced over the past decade. As early as 1998, forecasters were warning that South Africa would run out of electricity in about 2007. Well, to be clear - that we would reach the point where demand and supply were so closely aligned that any blip in the system would result in blackouts. That is precisely what happened.
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