or something specific to current conditions is not yet known. it is also not yet settled whether this pattern applies in australia ; the existing research focused on other countries. but if this ‘ superstar ’ pattern has instead only arisen recently, it could be something to do with the nature of current technological developments and their ease of adoption. while some observers have dubbed the current technological wave a ‘ fourth industrial revolution ’, innovations like machine learning and artificial intelligence seem to have a very different character to previous general - purpose technologies. prior waves of innovation in general - purpose technologies, such as the industrial revolution, electricity and the previous computing revolution, all had a ‘ democratising ’ character, in the sense that the new technology could be operated by less - skilled workers than the technology it replaced. https : / / www. rba. gov. au / speeches / 2018 / sp - ag - 2018 - 10 - 11. html 4 / 6 10 / 11 / 2018 supporting growth in the short run and the long run | speeches | rba this wasn't always benign, as the child factory workers who replaced artisan weavers during the industrial revolution could attest. but it did set these technologies up for widespread adoption. the most recent technological wave seems to have a different character, so it might not be so pervasive in the end. using machine learning and other emerging techniques to automate routine business processes seems to involve specialist skills and, often, phd - level training in statistics or computer science. these skills are much rarer and take longer to develop than those required for the jobs that are thereby replaced. that doesn't mean it's impossible, but it could take a long time. if leading - edge technologies are currently unusually costly or difficult to adopt, they become a kind of barrier to entry protecting the firms that are already using those technologies. in that sense, they are a particular case of the more general barriers to entry, that advantage incumbent firms and industries over challengers. [ 2 ] that is a concern, because contestability of markets is another essential element for long - run growth and prosperity. laggard firms will never catch up, and will never become those better firms offering better jobs, if they have no chance of contesting the market or fully competing within it. and if incumbents never face rivals, they are more likely to become complacent. innovation could slow down, and growth in living standards with it. all of this comes back to the question

caleb m fundanga : the financial sector development plan welcome remarks by dr caleb m fundanga, governor of the bank of zambia, at the financial sector development plan ( fsdp ) national financial education strategy consultative workshop, lusaka, 20 october 2010. * * * the guest of honour, honourable situmbeko musokotwane, minister of finance and national planning m. p. ; the fsdp steering committee chairman & secretary to the treasury, mr. likolo ndalamei ; distinguished excellencies ; co - operating partners ; chief executive officers and representatives from banks and non - bank financial institutions ; fsdp working group chairpersons and vice chairpersons ; distinguished invited guests ; members of the press ; ladies and gentlemen. it gives me great pleasure, on behalf of the bank of zambia, to welcome you all to the financial sector development plan ( fsdp ) national financial education stakeholders ’ consultative workshop. honourable minister, this very important workshop comes at the time when the fsdp is gearing up to implement many of its activities under phase ii which the government approved earlier this year. as you are aware, one of the activities identified under the fsdp ii is the development of a national financial education strategy for zambia. let me hasten to say, financial education needs in zambia are many and varied. they stem from inadequate understanding, by a good proportion of the population, of basic financial terms and concepts on the one hand, and a lack of knowledge of financial products and services that are increasingly available, on the other. at the moment, there is no structured response to address the financial education needs in zambia. there are currently some financial educational programmes being conducted by financial institutions, including the bank of zambia, but these are generally limited in scope and are not being implemented in a coordinated manner. these un - coordinated initiatives leave gaps that can properly be addressed through the development and implementation of a cohesive financial education strategy. ladies and gentlemen, with this realization, the bank of zambia, with financial assistance from the financial education fund under the united kingdom department for international development ( dfid ), is taking the leadership role in identifying and developing a national financial education strategy that will be cohesive for the country. as the formulation of both the first and second phases of the fsdp was done through a national stakeholder consultative process, we have taken a similar approach in the development of our national strategy on financial literacy. the fsdp process has