May 19, 2020

eSports revenues set to soar over next five years

esports
eSports PwC
NBA franchise eSports
James Henderson
2 min
eSports revenues set to soar over next five years

eSports is forecast to be one of the fastest-growing segments of the entertainment and media industry over the next five years, according to a new report.

PwC's 2017 Global Entertainment and Media Outlook projects that eSports revenues will almost treble from $108 million in 2016 to $299 million in 2021.

“The development of eSports has grown at a breakneck pace in the U.S. over recent years, receiving perhaps its biggest boost into the mainstream when ESPN began covering major events on both its streaming and regular channels — most notably the August 2015 final of The International, a tournament for Defense of the Ancients 2,” said the report.

The popularity of eSports has mushroomed in recent years, with tournaments selling out arenas such as New York’s famous Madison Square Garden and the Staples Center in Los Angeles in 2016.

Its increasing popularity was illustrated in September last year when NBA franchise Philadelphdia 76ers a controlling stake in two professional eSports franchises, Team Dignitas and Apex, which they merged under the banner Team Dignitas.

The 76ers handle the day-to-day operations including player recruitment, marketing and sales for the team.

PwC’s report noted: “If the space continues to grow exponentially, sports teams such as the 76ers that become early movers will have the upper hand — as well as a usefully sized stadium for hosting tournaments.”

The NBA is something of a trail-blazer in the eSports area, having announced plans for 17 of its teams to participate in its inaugural NBA 2K eSports league in 2018.

And the league is also exploring the possibility of launching a second eSports league for China in a bid to tap into the world's second largest economy.

“When you factor in not just filling arenas, but the content offering and what that can do with the millions of people watching it online, we think the sky's really the limit,” NBA China CEO, David Shoemaker,  recently told CNBC on the sidelines of the annual Consumer Electronics Show Asia.

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Jun 12, 2021

How changing your company's software code can prevent bias

Deltek
diversity
softwarecode
inclusivity
Lisa Roberts, Senior Director ...
3 min
Removing biased terminology from software can help organisations create a more inclusive culture, argues Lisa Roberts, Senior Director of HR at Deltek

Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day. 

Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at  and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization. 

Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.

Why should businesses today care about removing company bias within their software code?  

We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization

What impact can exclusive terms have on employees? 

Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.    

Please explain how Deltek has removed bias terminology from its software code

Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!

What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?

What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.

What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology? 

My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve. 

 

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