Connecting Niche Technology Professionals

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Has the pandemic stopped you from changing jobs? Should it?

Has the pandemic stopped you from changing jobs? Should it? If you were considering a career change in early 2020, you were probably feeling very fortunate in some respects that you decided against changing. The modern world has experienced many challenges, the financial crisis, Brexit in the UK and EU and many political changes that have had an impact. The global pandemic was very different and affected many more people emotional and physically with no previous lessons to learn from. Fast forward 12 months and while we are still dealing with strong undercurrents, the general feel is different and the world has adapted. Why is now different to 12 months ago and is now a good time to consider change? The market outlook is vastly different. The recent PwC Global CEO report analyses how 500+ CEO’s from around the world view the market conditions from 12 months ago to now. While they all agree that the threats and challenges are different, they also agree that this has also been the catalyst for opportunity, and that now is a great time to seize it. Remote working: 12 months ago most organisations were ill equipped to support occasion working from home, let alone the full workforce. Since then, companies have mastered on-boarding, socialising and positive engagement with employees through technology. When the restrictions begin to ease in different regions, most organisations are reporting a hybrid model. Some are reporting a fully remote model. So if you are waiting until you can start seeing people face to face before making that change … you could be waiting a while! Digital technology is booming: Right now there is a wonderful opportunity for people to challenge themselves and advance their standing if they work in a niche IT discipline. Digital transformation is at the front of most CIO and CEO conversations but also for talent, recruitment and people officers. Make the most of your opportunity as a subject matter expert before the landscape changes and new talent pools emerge or are developed. What the last 12 months has really been able to demonstrate, is how much a company cares about its people. What have they done to support wellbeing, your workload, and more importantly just to be there when you needed them? Some companies have really enhanced their reputation in this department and some have found it more challenging. How has your employer done? If it wasn’t right 12 months ago, chances are it isn’t now. Be brave and follow your gut. The market is in a far better place than most people realise.

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Using LinkedIn to Help with your Next Job Search

Should I update my profile? Your profile doesn’t have to replace your CV and speaking frankly it shouldn’t. But it is your shop window and provides quick insights into you, your skills, and the direction in which your career is going. So, address these points towards the top of your profile – any recent certifications alongside a bio that informs people what you do and most importantly gives clues as to what you want to do next. Can you provide an overview of flagship projects which align with the work that you want to do next? Don’t over-do it. The key information must stand out, so your profile needs to be succinct. There is a fine line though and leaving too much to the imagination will mean that you might get approached for work, but not necessarily the work that you want or would be ‘casually interest in’. Market yourself Drawing attention to a new certification or sharing something interesting with your network is a great way to get you seen. However, once you start, consistency is key – as is engaging with others that sit in the same community as you. Engaging with others will encourage them to engage with you, meaning your reach will be multiplied and your own personally brand and visibility will grow very quickly. How strong is your network? Analyse your connections. Are they going to help get you to your next career move? If not, who will? Not everybody has a specialist recruiter in their network, so find one, or two – or ask a trusted individual in your network who they worked with when they moved between companies. Getting under the nose of and working with a good “niche” recruiter can open many doors and add significant value to your recruitment process. Are you utilizing your network? Lean on your connections. Are there any that work for the company that you want to join, do you have trusted people that can provide insights or referrals. Do you have a trusted recruiter that you have worked with previously? You may already have access to the ingredients that you need to find the job that you want. Think like a recruiter. Niche recruiters are always looking to add good quality people to their network and can be an invaluable ally even when you are not looking for a new position. When you are reviewing your options, make yourself easy to find. Are you job titles aligned to the industry that you work in, or the company that you work for? Do you talk about the topics that relate to your work? Are you promoting the skills that will stand you apart? Don’t feel compelled to talk about all the areas that you have covered throughout your career and try not to detail too many legacy tech areas if you are at the cutting edge of digitalization. Be interesting Very difficult to do on a static profile but if you read an article that you enjoy, chances are other people in your network will to. Share it. Utilize relatable short videos wherever you feel it is relevant to do so. Try and maintain a central theme, but don’t be afraid of being interesting to your network.

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8 Tips for Your Next Virtual Interview

1. Test Your Technology: Combining Teams / Zoom meetings, home schooling and a variety of other challenges, more often than not, video meetings tend to start and finish promptly. Have you downloaded the right software? Have you tested your mic and speakers? If you are using Airpods, are they connected to the device that you intend to use? Do you have access to a power source? 2. Keep Your Virtual Identity Professional: Now is not the time to unleash the name that you are known by in friendship circles, a gaming name or any other name that distracts from you and your personal skill set …. Unless you know that it is going to be beneficial of course! 3. Dress for Success: Potential hirers want to see the professional you, the one that could be leading client engagements in a post COVID world. Looking sharp gives confidence to the hirer that you are taking the opportunity seriously, take pride in what you do and have a positive impression of the opportunity. 4. Monitor Your Body Language: It is very difficult to replicate the in-person body language that we’re all familiar with e.g. handshakes, etc. However, be mindful not to appear too casual with your body language e.g. sitting too far back on a chair, too far from the screen … or even too close. Sitting on a comfortable chair at a sensible distance from your screen will keep your posture positive and allow for good eye contact and positive body language. 5. Rid Yourself of Distractions: Not all distractions are easy to remove … your family for example! However, social media, e-mails, phone calls, WhatsApp can all wait. If you are in a house with others, set the scene and ask that they provide some privacy. There are so many more distractions available – but keep your focus on your audience. 6. Set the scene: Are you near a window? Will you blind your audience once the sunshine breaks through the clouds? Do you have any personal items in the background that you’d rather not have on display? If you are intending to use a background filter, keep it really simple. Most importantly, if you used a background filter on your last call … make sure you change it before your next! 7. Final preparation: Now that you’ve tested your tech and freed yourself of any distractions, time for the final touches. Have some notes ready for the interview – examples that you want to ensure that you speak about, background info on the people/person that you are meeting, relevant company detail … and of course your own questions. You can pin these on the wall behind the screen or have them on the table in front of you … your interviewer will never know. Keep a pen and paper ready to take any pertinent notes and come armed with a glass of water. You would in a regular interview. 8. Enjoy it: For most it is a peculiar first experience, but it will probably be the same for the person that you’re meeting. Keep any creature comforts out of sight but nearby, try to relax and enjoy the experience.

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10 Reasons Why Inclusivity Needs To Be Part of Your Diversity Strategy

The technology industry still struggles with diversity and inclusion. Most companies often fail to attract diverse talent due to inclusivity issues within the workplace. For businesses looking to sharpen their diversity and inclusion programs, the change can seem rather daunting. According to EY, companies in the top quartile for racial and ethnic diversity are 35% more likely to have higher financial returns than their industry peers. Additionally, companies in the top quartile for gender diversity are also 15% more likely to perform better financially than their peers. So, it seems simple – diversity and inclusion drive business revenue and profits. However, it seems we often neglect the ‘I’ in the D&I conversation. The challenge is in having a culture where all employees feel included. It’s a huge investment in time and money to bring talent into your organisation, so why bring them in if they’re not happy when they get there? You’ve got to get the inclusion part right. To make employees feel more included, appreciated and safe in the workplace, initiatives must be targeted to achieve specific results - inclusive workplaces attract and retain the best talent. Nowadays, top talent see their workplace as an extension of their lifestyle; if their core values are not reflected in those of the company, it is unlikely that your employees will thrive in your business. 1. What are your diversity goals? There are multiple considerations that need to be made when building a diversity strategy, but the first is understanding your end goals. Studies have shown that organisations building strategies that focus on one group, often alienate that same group. For example, it has been highlighted that programmes focused on increasing the number of women in IT, can have a positive and negative impact as it is perceived that not enough is being done to hone in addressing other diversity issues; including, racial profile, sexual orientation or disability. The case for diversity must also be a holistic one, taking into account the benefits of diversity for organisations (such as enhanced employer brand, contribution to society, and corporate reputation) alongside the benefits for individuals at work. 2. Where does inclusivity fit in to your hiring strategy? Diversity strategies and goals are a substantial consideration for all growth businesses, however a lack of understanding of the local talent pools and the impact on corporate culture creates greater problems for those whose sole focus is diversity. Studies have shown that too often, leaders focus diversity and inclusion efforts disproportionately leading to a forward thinking talent attraction programme and a lesser focus on retention and championing the vision that attracted the talent in the first instance. To retain and nurture top talent, it’s critical to take an honest look at the end-to-end employee experience, with an eye toward creating conditions that promote inclusion on a daily basis and designing ways to measure the impact. Inclusion strategies are a great way to understand the impact on current employees who are not a target focus when driving diversity; different groups may feel disadvantaged due to diversity, not ability. Whilst building diversity and inclusivity programmes, retaining ALL talent in competitive markets is vital. 3. Use inclusive language First impressions count and anyone applying for a job online through social media or a corporate website will build a picture of your culture and determine the fit before deciding whether to apply. Therefore, it is vital that your company literature is appealing to the audience that you are aiming to appeal to. Social media company, Buffer, challenged their use of language used in computer programmer job descriptions as only 2% of applicants were female. This improved after a review of their job descriptions and job advertisements determined that there was unconscious usage of gendered wording. 4. Look beyond culture fit Most employers seek to hire employees based on culture fit. Whilst it’s understandable that companies should wish to hire people who will fit in, it can lead to a homogeneous workforce. Instead, employers should hire for culture add – targeting candidates that bring something unique to the company culture that doesn’t currently exist. Cast your recruitment net wider to include people from underrepresented groups. Reach out to professional hiring organisations, attend conferences and networking events that cater to a diverse crowd. 5. Build a Mentoring Community Every great community need mentors. Mentors voice concerns and overcome challenges for their community members. Communities can vary from race, gender, age, sexuality, religion and even remote workers - it's important that everyone feels respected and included in the same way. These mentors should take the time to learn about different cultures, races, religions, needs and backgrounds represented by their colleagues. 6. Acknowledge holidays of all cultures One way to build awareness of diversity and foster greater inclusivity is to be aware of, and acknowledge, a variety of upcoming religious and cultural holidays. Your employees may be at work, but this matters to them on a personal level. Use your company’s internal communications to help employees be more aware of, and keep track of, multicultural religious or holiday celebrations. Be respectful of these days when scheduling meetings and understand that employees may have different needs and therefore require flexibility. 7. A top-down approach isn’t enough Top-down approaches drive compliance, not commitment. From senior leaders to frontline employees, every individual must see and understand their role in company culture. This means identifying differences in employee experiences and values across the organisation, so that change can be made relevant for each person and knowing that lasting change must activate different parts of the system. 8. Inclusion is ongoing — not one-off training It isn’t enough to just teach employees what it means to be inclusive. Like any form of behaviour change, inclusion requires individuals to identify key moments in which to build new habits or “microbehaviors” (daily actions that can be practiced and measured). When these habits are put into action in an environment that supports honest conversations and healthy tension, real change becomes possible. One way to do this is to identify change cohorts within the organisation outside of the executive or management level. By equipping employees with the skills and information, you help them champion change within their departments, teams and working groups. This is much more effective than one-off training sessions which don’t move the needle; you want employees to incorporate these ideas and beliefs into their daily lives. 9. Embrace flexible working There is a clear link between flexible working and the ability to attract and retain diverse talent. This ranges from flexible hours and ad hoc remote working through to dynamic working, part-time and job share opportunities. Changing your default position to be a flexible employer can be a positive step in the right direction, especially as this is becoming more of an important option to today's employees. It's important that they feel as included and valued in company communications and team decisions as those based in your office. 10. Consider your brand Brand and culture go hand-in-hand. The way in which you offer your products and services to the world reflect your values, and your biases. In the journey toward building a more inclusive organisation, it’s important to consider the relationship between what’s happening inside and outside of your company. What is your brand saying about who you are as a culture? What experiences are being left out or misunderstood? This should be refined and made transparent to potential employees, so they can make an accurate assessment about the cultural fit before applying to a vacancy. ________________ Workplace inclusion is something every workplace should strive for. It ultimately leads to increased productivity and employee well-being. It’s worth remembering that a diverse workplace does not necessarily lead to an inclusive one. A targeted inclusion strategy can go a long way to fostering long-lasting diversity and inclusion within your workplace culture.

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#AskStaffHost

24.02.21 How closely should I align my CV and LinkedIn profile? There is no right answer here as ultimately it boils down to personal preference and what you are objective is. LinkedIn is making it far easier to be found and over the past 3 years has developed into a hive of recruitment activity. Keeping an eye on the market has also become more common place in case you are made aware of “something interesting”. If you are inclined to hear about interesting opportunities when they come up, you absolutely need to be mindful of your profile. New certifications, employers, promotions, interesting and relatable projects that do not compromise any confidentiality agreements are all worth listing. LinkedIn have made the application process far easier and more often than not, companies are accepting LinkedIn profiles in place of formal CV’s. It is also the first platform that more employers are first engaging with potential hires, so having a good shop window is recommended. CV’s are still being used in most recruitment process – particularly for companies and people seeking more detail as part of the initial screen. But the gap between the two is closing. How should I dress for a virtual interview? The same way that you would for a face-to-face interview. Some organisations have created a different policy and are informing interviewees ahead of a meeting. If you have not been informed of any changes, treat the meeting as if it is an in-person meeting. I have not worked since the pandemic broke out; how do I stand out in an interview? There are many challenges that you will have faced and overcome that are greatly transferrable and demonstrate resilience, character, organization, and motivation. Draw on the positive way in which you have overcome each challenge and combine that with your professional experiences. The things that we are doing or have done during this period will be in interview questions for years to come. Is it worthwhile applying for positions in different parts of the country or different parts of Europe? It depends upon the industry. Right now, the majority of Europe is working remotely and providing different ways of working. When things begin to normalize, not all industries will be able to continue remotely. Contrastingly others may move to a fully remote model. How many organisations will think about downsizing their office space or removing it completely? There are many organisations who have already changed the way that they work, but it is difficult to predict whether this will be a short or long term stance. Some will move to fully remote, others will be full time in the office (or with clients), whereas most will probably create a hybrid model. Naturally this will impact decision making on office spaces and office working in the coming years. Conduct your due diligence early in the process so that you are aware of the risk factors when choosing based upon a location, or interviewing with a company that has historically never supported remote working. The client will no doubt be conducting the same due diligence on you if their model has not traditionally been “work from home”.

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Struggling to Hire ServiceNow Professionals? - Here's why

Sourcing high quality senior ServiceNow professionals with the right certifications and skills is becoming an ever-increasing challenge for hiring managers. Competition Approaching things from a positive perspective, you are not alone when it comes to recruiting exceptional cloud professionals. The whole market is struggling. That means that the good candidates will always have multiple organisations vying for their services, some of which will go to incredible lengths to secure talent in the current climate. If you have not already, you’ll need to understand how you differentiate in the mind of the candidate and play to your strengths; recognising that you aren’t always able to offer everything to everyone. Salary Because of the skills gap, the market effect of this has meant the price of ServiceNow talent has dramatically increased. Because ServiceNow is a relatively new technology, candidates may often have less experience and higher salary expectations than your business may be expecting. Candidates recognise that the value of their skills (irrespective of experience levels) can be inflated, as some corners of the market will pay for it. This in tun is driving up salary levels and making it increasingly more likely that churn will occur in all organisations as the demand intensifies. Skills Gap The demand for talent globally is at its peak, yet the volume of candidates has not kept pace with the number of jobs. Therefore, companies that require the skills are facing significantly more challenges than before and companies under threat of losing the skills are fighting harder than ever to retain their talent. Technology Technology is of course impacting the way hiring managers and recruiters do their jobs, and to be successful, you need to embrace technology to improve the speed and efficiency of the hiring process. Technology also enables potential candidates to see the presence companies have online, from your own website, social media or Trustpilot reviews, as well as job rating websites such as Glassdoor and Kununu. ServiceNow professionals are of course more likely to apply to companies with a positive reputation and active presence than those who have a negative one or lack one completely. Companies are no longer able to get away with keeping their internal culture a secret. In fact, the more transparent companies are about their business, the more likely they are able to attract potential high-level ServiceNow candidates. Candidate Experience Poor candidate experiences are not exclusive to the interaction a hiring manager or recruiter has with a candidate; it’s also the way candidates navigate the entire application process. One of the reasons companies lose great talent is because they create unnecessary mazes for applicants to jump through. If you want to attract and win over ServiceNow talent, you must start by assessing your current recruitment strategy from start to finish and close any gaps that pose challenges for potential candidates. Developing a smooth and easy flow helps strengthen the way applicants navigate the recruitment process creating an overall positive candidate experience. Skillset A hiring manager must take a few things into account when looking for ServiceNow professionals; ServiceNow is a relatively new technology, the majority of your candidates may have fewer than 10 years of experience, some of their salary expectations may be higher than you are anticipating, and still some of them may have talents and skills you’re over-looking because they might not seem relevant at the time. Companies like Google and Microsoft are retiring University degree requirements in favour of more hands-on experience. Passing on CV’s and applications because candidates don’t tick all of the boxes is the quickest way to miss out on top talent. It’s unfair to assume candidates who have all the educational requirements outsmart candidates with more drive and hands-on experience. Last year, ServiceNow CEO John Donahoe said that his company will need to recruit talented candidates with different skillsets: “We have a goal to be a $4 billion business by 2020, on our way to be a $10 billion business. The way I think about it is, what is required to be a $4 billion company? What kind of leadership? What kind of skillsets? What kind of requirements? One is we need to do everything we can to develop the talent we have today. We have wonderful talent, but our leadership needs are going to be extraordinary going forward. We must invest in our top talent today and do everything we can to grow and develop them. Two, we’re going to have to continue to recruit, and recruit effectively. We will need to recruit different types of skills, the breadth of skills that’ll be necessary to be a $10 billion business.” Training & Development ServiceNow specialists enjoy learning as the platform constantly evolves - one of the top reasons why candidates join a company is the exposure they will get to the platform and further career opportunities. Of course, offering to support them through their certifications is also a massive positive at all levels. If you can articulate your plans for the platform and the opportunities that will be available for them, you are much more likely to get your desired hire. Contractors Tapping into the contract talent available offers your business an additional and more extensive candidate pool. A 2017 report found that the number of freelance professionals is expected to exceed non-freelancers by three million by 2027, whilst nearly half of Generation Z (46%) are freelancers, a number that is set to increase as 61 million are projected to enter the workforce in the next couple of years. Similarly, nearly half of all millennials (47%) operate on a freelance basis. While considering contract professionals may be a viable option for your company, your contingent workforce still requires robust and effective support, direction, and performance management to maximise the use of their skills within your organisation. Creating a consistent and positive employee experience by focusing on engagement for all your workers should form a central component of your overall hiring strategy. Use a specialist ServiceNow recruitment consultancy A StaffHost Europe specialist recruitment consultant will know what’s what in the industry and be able to vet candidates who have the latest knowledge. Plus, a good recruitment consultancy will have specific specialists with candidates across the countries and regions in which they operate, and they will know what it will take to get that candidate onboard. When you engage with a specialist recruiter, typically the qualification of candidates will have happened many months before. As with any other industry, specialists will take the time to intimately understand their product or service, the competitive landscape, risk factors and things that are positively impacting the landscape. Specialist recruiters invest in candidates for the long-term. They may be happily employed now, however things do change. It may be 3 months, 6 months, 2 years; however, when it does happen, the specialist recruiters will know first as they have maintained relations and dialogue with the candidate for the entire period. If you post a ServiceNow job online, you will no doubt get plenty of applicants, but a specialist recruiter is armed with highly skilled, pre-qualified candidates, who are ready to improve their career when the right opportunity presents itself.

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Identifying, Attracting and Retaining High Performers

Studies have shown that one high performing employee can deliver as much productivity as up to four average employees. As a Hiring Manager, it‘s vital to know how to identify these individuals, how to attract them to your organisation, how to manage them and most importantly, how to retain them. How do you identify a high performer? Over the years, researchers have tried to identify the key traits of high performers, with numerous demographic information linking high performance to gender and social expectations. Artificial Intelligence has been used to try and pre-determine high performers from their career background; but of course, the reality is that high performers are individuals that cannot be identified from normalised data analytics. A high performer will be self-motivated, empathetic and driven. They will want to align an organisation to their life, their needs and their goals. They will ask questions around flexibility, autonomy, and trust. Not because they want to take advantage of these things, but they want to be able to continue to perform in all aspects of their lives whilst not being restricted to the traditional norms of a 9 - 5 work environment. They will expect to be paid at the level that they are worth, but it will not be the motivator that keeps them within a business. What are high performers looking for? A high performer will need to know they are trusted to be creative. They will want to have the authority and autonomy in their roles to do this and be respected for looking for options. They may come back to an original option, but the creativity will build innovation within an organisation, and that is what will motivate them. They may not want to necessary lead others, but they want to be a driver and motivator of others. They will seek to be in a role that challenges their interests, builds their capabilities, provides them learning (and they will seek this out within and outside of an organisation’s structure) and they will want to network. They will seek out a mentor, they will look for someone to aspire to be like, and they will look for others that they can access to learn from and understand things that they wish to learn about. High performers generally want to have a family and a career, and not work in an environment that requires them to prioritise one over the other. They will surround themselves with people that are also high performers, which means that they may have a partner that also is in a high performing career and they want to share in the parenting and life duties that predominantly use to be left to a full time “homemaker” role. This is an important new area of focus for organisations, so they can understand how to support a high performer across all aspects of their life. Lifelong learning is vital to a high performer and they will want to be supported in this. A key difference, however, is that they do not always rely on their organisation to actually provide this. High performers seek out learning to suit their own current priorities and needs but will seek an environment that provides them time to achieve this. A high performer will not excel in an organisation that blocks their performance. They generally don’t always want to stand on ceremony and be rewarded in a very outward way, but they would need to work for a leader that is not seen as a blocker, or someone that does not provide the visibility of their skills and capabilities within an organisation. How should you manage high performers? Retaining top employees requires managers to truly understand the best practices for dealing with high-performing employees. 1. Allow flexibility, not micromanagement. Trust top performers to get the work done, as these self-starters crave the autonomy to operate in the manner they prefer. That flexibility extends to managers staying open to learning from top employees as they discover more efficient, innovative ways to get things done. 2. Give consistent, constructive feedback. High performers are always looking to improve. Actionable feedback is essential. Establish regular meetings, whether it be weekly or monthly, to review their work, offer feedback and to discuss their goals. The frequency is not as important as the consistency. 3. Give them what they need to succeed. Use your one-on-one time to learn how you can best support your high-performing employees. Use email or internal messaging for regular reporting. Focus on learning about their obstacles, resource needs or changes that might impact their priorities, so you can help provide your top performer with what they need to succeed. 4. Tell them how they can contribute and benefit. Assigning special projects can help keep high performers interested and motivated. Don’t forget to tell employees what new skill they will learn by completing the task. Letting people know you’re looking to challenge them with a task can motivate performers to stay. 5. Provide opportunities for personal and professional growth. Lack of growth is often a top reason why high performers leave. Help them identify a career path at your company that’s aligned with metrics and your HR policies. That way, you’ll have support internally when the time comes for their promotion. Encourage their learning with opportunities for online courses, conferences, networking events or connecting with high performers at other organisations. By demonstrating that you’ve developed their upward trajectory, you can keep them engaged in their current role. 6. Group your top performers with like-minded employees. A major reason why people stay at companies like Google or Amazon is the ability to work with other high performers. If you can’t build a high-performing team, match the employee with a senior mentor who can inspire them. Also, invite your best people to help with recruiting and interviewing potential candidates. They can learn new skills while assisting in identifying top talent. 7. Recognise and reward them. Delegate important assignments to your high performers. Let them know you recognise the value of their contributions by highlighting their achievements and rewarding them for their hard work. _____________ As an organisation, if you are wanting to look at how you are recruiting and retaining high performers, the challenge will be looking at how you build a culture and work environment that can support these base needs. Trust in their capabilities, respect their commitment and expertise, and understand their life needs - these are all key to becoming an organisation that attracts high performers. __________ BLOG: Managing Candidates After the Interview Process

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The Nordics and their Technology Innovations

Global companies like Spotify, SoundCloud and Angry Birds creator Rovio Entertainment have something in common – they’re all part of the burgeoning Nordic tech scene. Individually, the contributions that Denmark, Norway, Sweden, Finland and Iceland have made to technology are extremely impressive. However, combined together as a region, their achievements are nothing short of mind-blowing, and made even more notable when you consider that even with five countries, the total population only stands at just over 27 million. Denmark Undoubtably, Denmark’s biggest contribution to the web has been in programming, with the creators of C++ and Ruby on Rails both hailing from its shores. C++ was created by Bjarne Stroustrup and is the foundation for operating systems for pretty much everything including; servers, mobile phones, routers, databases, cars and airplanes. While, the open source Ruby on Rails from David Heinemeier Hansson is the foundation that Twitter, Github and Shopify have been built on. Finland Finland have made their own major open source contributions with the development of Linux one of the most prominent examples of free and open source software collaboration, with the author Linus Torvalds going on to develop Git. Nokia was at the forefront of technological innovation in the nineties, and they are also home to Rovio, the team behind Angry Birds, one of the best selling paid apps of all time. Helsinki is now a hot-bed of exciting startups, with Supercell leading the charge and is increasingly staking a claim and challenging Berlin and London to being Europe’s dominant startup hub. Sweden However, Sweden possesses a City which could arguably be considered already on a par with those two in Stockholm. Birthplace of iZettle, and Spotify, Sweden is also widely regarded as the number one game producers in the world, including Mojang, makers of Minecraft, and King.com the leaders in the social gaming space, and producers of Candy Crush. Sweden, along with Denmark, were also a prominent part of the beginning of Skype, and they also share the origins of MySQL the worlds most popular open sourced database with Finland. Norway In Norway, technology has been used to utilise safe drinking water, and Vosswater have established themselves as the leader in cutting-edge water innovation. Norway also gave birth to Siri, the personal assistant software developed by Dag Kittlaus, and subsequently sold to Apple in 2010 for a rumoured $200 million. The Norwegian software company Opera produce the worlds most popular cloud-assisted mobile web browser. Iceland In terms of users to population, Iceland is first globally in terms of internet users, social network users and in providing available internet access in schools, a true digital nation if ever there was one and consistently topping the polls as the country with the most internet freedom. Natural air conditioning, 100% renewable energy and their undersea fibre optic lines have also made it a prime location for data storage, with International companies beginning to host their data there, despite being thousands of miles away. Nordic tech: Encouraging ambition Just as capital enables innovation, having the right national mentality ensures a consistent flow of people willing to make the most of it. Nordic educational institutions receive universal praise for their efficacy and ability to consistently inspire productive members of society. In relation to Nordic tech, Scandinavian schools have proved invaluable in moulding proactive entrepreneurs from an early age. Kids are taught in school that it’s important to contribute to the world in a meaningful and lasting way. Then they are given the confidence to do that and, more importantly, people in Finland genuinely want to do that. At their universities, students are taught how to be entrepreneurs and are encouraged to start businesses – it’s thought of as a great thing to do rather than a crazy thing. In a 2020 report concerning the world's best educational systems, Denmark topped the list, rated highly in all five of the study's key indicators. Finland came second, ahead of the US and all other EU countries other than its Nordic contemporary. Among the most exciting Danish start-ups are Vivino, a mobile app featuring a user-submitted database of wine with reviews, average prices and ratings with 31 million users; and Airtame, a streaming dongle that allows users to easily and wirelessly broadcast from their computer to any screen or projector with an HDMI port. In biotech, Orpazyme ApS is developing innovative treatments for life-threatening genetic disorders.

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