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discussion on prototype viability
This paper has shown the implementation of a novel theft detection and monitoring device which demonstrated a high level of effectiveness in identifying theft activities and potential threats to the operation of the system, providing a reliable and proactive monitoring solution. The next logical step in this process would be to iterate the design and make it suitable for a pilot field installation. This would require the design of a durable and more compact unit as it will likely be installed on site for at least 2 years. It is envisaged that it be installed on multiple sites for the pilot project, as a single installation may statistically not encounter a theft attempt.
In conjunction with successful field tests, which would confirm durability and that false alarms are not triggered, a separate test should also be done where a unit is installed on a tower and a simulated theft of a steel member and earth electrode is attempted. The success of both these tests would confirm the real-world effectiveness of this device to potential buyers.
Barriers to innovation in South africa
The scenario above is one where a problem/challenge has
been identified; a potential innovative solution designed and tested; and a path taken to further confirm the effectiveness of the device in a real-world set-up. However, the reality is that even if the field prototype passes the future durability and effectiveness tests outlined above, it would still be many years before such a device could be sold to interested companies such as Eskom and/or municipalities.
The reason for this is that even though we claim to support and nurture innovation, we have policies and practices that actively discourage it in South Africa. These policies and practices are not established to discourage innovation per se, but do so in an effort to prevent corruption and the establishment of monopoplies in state-owned entities. To highlight how difficult it would be for an innovative product that addresses a technical/social challenge effectively to be adopted and purchased by a state-owned entity, the example of this device is used in the flow diagram in Figure 8. Assume that the proposal is successful in each preceeding step, so that one may better understand the time requirement – but understand that a failure at any step, prior to the end will result in the device not being approved for adoption.
Innovative device introduced
utility pilot project
Non-solicited tender
Sole source justification
Figure 8: Flowchart of probable pathways to product adoption
technical specification
feasibility study
Commercial strategy (rfQ + rfP)
Commercial strategy (rfQ + rfP)
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