Gamifying the Africa 4.0 trade.

China and re-globalisation: Strategies for Africa

lThe African continent must embrace and deploy technologies of the fourth industrial revolution (FIR) through the creative and innovative concept of leap-frogging, deriving from the fact that sometimes, a nation’s poverty or lack of development makes it easier to use more advanced technology.

Unlike the previous colonialist or imperialist countries, it seems as though the ordinary people of China generally do not benefit from the expansionist strategy of the state; moreover, some of them are also the victims of the Chinese ruling class’ global ambition. But first, let’s discuss the Communist Party of China (CPC)’s motives for OBOR.

The concept of leapfrogging is conceptualised with reference to generations of technologies. An underdeveloped community or country can skip an older technology or technologies into a newer technology. Hence, Africa in embracing and deploying the technologies and innovations of the FIR, leapfrogging strategies have the potential to bypass intermediate stages of development that are often environmentally unsustainable, and resource intensive in terms of infrastructure sunk costs, financial investment, human capital outlay.

Besides, in order to contain the social unrest caused by these dissatisfactions, Beijing has to spend more and more on internal security——in 2017, it accounted for 6.1% of government spending, which translates into US$196 billion. Obviously, protests like the one in Leiyang will not happen in the first place if Beijing had used some of the money invested overseas for building public schools and hiring teachers; it would also save money from paying cops to repress the protesters.

The lack of development and poor infrastructure mean there are no sunk costs and older technology constraints to consider. Leapfrogging is enabled by the absence of these legacy challenges, that is, problems relating to technology or infrastructure that has been superseded, but is difficult to replace because of its wide use. Advanced economies have to deal with lots of legacy constraints, whereas less developed countries have fewer such limitations. In embracing the FIR through leapfrogging, the African continent, operating as one economic bloc, can learn from, and partner with, China. How has China engaged the FIR? What are the lessons and areas of potential synergy? 

BUILD YOUR OWN CIRCUITS, ROUTES, BENIFICIAL CIRCUIT BUSINESSES….

In Sylodium’s system, bilateral trade is transferred to triangular trade and from this to circuits businessES that are interwoven with other circuits generating new business opportunities

You can create your own circuit, route inside Sylodium’s system as China – Africa AI CYBERNETICS, SHENZHEN – Singapore - SADC Shipping Business, SHANGHAI – Dubai - IGAD trade routes, Ningbo –Nairobi – Cape Town - West Africa Shipping global, China South – Middle West - Kenya Shipping 4.0, China – India - IGAD coordinated routes 4.0

Rexiology of Tripoántula (C – C)

X axis (Ontology)

X1 Seeing ourselves (us) X2 11 Vir and 6 Vir, monads of the other, thought, feeling, study, reflection, communication, agreement, personal growth, mutual growth. X3 Cross of coherence - consciousness, comparison, interweaving, intuition of the conscience and coherence of the other, discrepancies, rigidities, potentialities. X4 Coincides other coherences, new groups. X5 APP LIFE, More generosity than selfishness for oneself is not possible until the ego ego has become a sack ego.

Y axis (Reality)

Y1 Will of Power. Watch out. Layers, Tubes, Cubes, Currents, grooves of childhood, grooves of trends, how the tissues of self-deception decisions are stuck in the deepest furrows. Y2 Distances, Language, Thought, Reality, Passage of selfishness, generosity. Y3 Aristotelian, practice, see, it is necessary to work (without) rest in the APP and the continuous reset, not to stay stuck to the last event, that the threads of the conduct are not sticky, that do not load saliva. Y4 space and time seen from above, at the most critical moment, highest elevation, and see from birth to death, to relativize and handle the critical moment, tent. Y5 New COHERENT BEHAVIOR, dialectic as we are, but overcoming bipolarity in synthesis of coherence and continuous adherence to disharmony.

Z axis (Potentaility)

Z1 Transform the man with the exercise and daily practices of recording and review and analysis of his behavior, thought, feeling. Z2 All categories here. Flows - States Z3 all here. Stroma - Threads Z4 Here and now or never. Z5 society, individualism, intersubjectivism, society, interlacing.

R axis (moments)

R1 genres, acts…. R2 species, trends … R3, Individuals, owners of themselves, not owners….R4 The next; new behaviour. R5 The Future is in our hands to know about registering all kind of acts and facts to improve in spiral way.

Everybody is in Gamification 4.0

If the conveyor is set for 100 units per minute, and the reality is effectively 82 parts per minute, the simulation would indicate that overrun of the equipment would increase wear and tear, creating a stoppage for maintenance, Green says.

“It is a good analogy to video games,” he agrees. “With the dials or settings, turning one up gives you feedback, indicating if it's good for model or not good and renders that as output.

Using Gamification to Train Millennials

Other examples of serious games are "Pulse!!", which trains emergency room nurses how to deal with admitting multiple patients, and Duolingo, the popular gamified language-learning software.

In contrast, casual games are purposely designed for entertainment. They are games with "very simple controls and low barriers to entry" that can be played for five minutes and then put aside (like Brainwell, Candy Crush, or Tetris).

Gaming the Factory: Can Data Make Manufacturing Fun Again?

Unlike the Grand Theft Auto games, the point here is not to run over the people, but ensure proper clearance and plan best paths.

Overall, switching from physical to digital verification “has enhanced our time to market and also our productivity,” he adds. 

For the manufacturing CEO of the future, this could be the ultimate way to ensure the optimal efficiencies.

A recent study of over 6,000 employees in the US and Canada found that being allowed to play a casual game for a few minutes before participating in training was a motivational hook that improved engagement. Trainees logged in to train significantly more often (so they were more likely to complete their training). Perhaps more surprising was that it put them in a mental zone where they could actually focus better, boosting their learning outcomes and improving recall.

“If you look at the executives 10 to 15 years from now, they're going to be looking at problems differently and they’re going to be expecting tools and capabilities to make those decisions," Green says. “They all came up in world having an iPhone or game controller in their hand. They’re going to expect a certain level of experience from the solutions and tools that they have to support their business processes.”