ABC Unveils Data Repository as Element of Governance Revamp


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Quick Read

  • ABC integrates data via Snowflake’s data warehouse.
  • A project in three phases aims to improve data governance.
  • The initiative emphasizes accountability and defined responsibilities.
  • ABC’s data governance scheme includes foundation, enablement, and embedment stages.
  • More than 4000 employees have been educated on data governance.
  • Future objectives entail “data governance by design” and automation.

ABC’s Data Transformation Journey

The ABC implements data warehouse amid governance restructure

Alison Burgis with Guillaume Jaudouin, Altis Consulting, at Gartner Data & Analytics Summit

Altis Consulting

Embracing a Cloud-Based Platform

The Australian Broadcasting Corporation (ABC) has made a crucial advancement in its data management plan by adopting Snowflake’s cloud-based data warehouse. This decision is part of a three-phase project intended to operationalise ABC’s data governance and offer a comprehensive view of its essential data assets.

Tackling Data Governance Issues

Although ABC had a data governance framework established, it faced significant challenges concerning data discoverability, quality, and accountability. Data was kept across numerous isolated platforms, complicating management processes. Furthermore, unclear accountability and differing levels of data governance maturity were recognized as major obstacles.

Organized Method for Data Governance

ABC’s governance effort is organized into three phases: foundation, enablement, and embedment. The foundation phase laid the groundwork for essential frameworks and accountability models, including a data governance council and a hub-and-spoke data operating model. This model encompasses 18 data owners tasked with lifecycle management within their areas and 15 stewards who serve as data custodians.

Advancements and Looking Ahead

After 18 months, the program has achieved all goals, promoting a cultural transformation within ABC. With 4000 employees trained in data governance, the broadcaster is now prioritizing the integration of governance practices by design and investigating automation possibilities in data quality monitoring.

Summary

ABC’s integration of data into Snowflake’s cloud-based data warehouse is a crucial aspect of its data governance reform. This initiative seeks to address current data governance challenges by creating a structured framework and accountability models. As the program evolves, ABC continues to weave governance practices into its daily functions, with future plans focused on proactive quality management and automation.

Q&A Session

Q: What was the primary objective of ABC’s data governance initiative?

A: The main objective was to operationalise data governance by establishing a centralized view of ABC’s data assets and confirming accountability and clear responsibilities throughout the organization.

Q: What were the primary challenges encountered by ABC in data governance?

A: ABC faced challenges including data discoverability issues, extended time-to-insight, lack of accountability, and varying degrees of data governance maturity.

Q: How is ABC organized to manage data governance?

A: ABC utilizes a hub-and-spoke data operating model, featuring a central governance council and distributed accountability among 18 data owners and 15 stewards.

Q: What future strategies does ABC intend for its data governance?

A: ABC aims to incorporate “data governance by design” within its operations and seek automation opportunities in data quality monitoring and metadata management.

Q: How many staff members have been acquainted with data governance at ABC?

A: More than 4000 employees have completed tailored introductions to data governance.

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Beyond the Hype: Australia’s Creator Economy Needs More Than Permission—It Needs Policy


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The digital revolution promised a creative renaissance. In Australia, that promise has materialised—in part. Millions of Australians now produce and monetise content across YouTube, TikTok, Instagram, Substack, Patreon, and OnlyFans. Barriers to entry have been flattened, tools are free or cheap, and audiences are accessible without a publisher, gallery, or broadcaster standing in the way.

But behind the glossy headlines and viral hits lies a market struggling with the fundamentals: income inequality, algorithmic instability, exploitative platforms, and patchy regulatory frameworks. Australia may have entered the permissionless economy, but the real question is: is it working for most creators?

This piece argues that creative freedom in Australia has outpaced creative sustainability, and that without policy intervention, the nation risks turning its booming creator economy into another case study in digital extraction—where platforms profit and creators struggle.


A Nation of Creators: The Numbers Are Real

Over the last five years, Australia has become one of the most active creator economies per capita in the world. According to Adobe’s Future of Creativity study, Australia added more than 3 million new creators between 2020 and 2022—up 48% in just two years. Nearly a quarter of Australians now identify as creators, and 48% of them monetise their content.

The industry’s cultural and economic footprint is significant. As reported by Creative Australia, over 714,000 Australians work in the creative economy, representing almost 6% of the national workforce. Digital creators—spanning influencers, streamers, educators, and entertainers—have been the fastest-growing sub-sector within that ecosystem.

Meanwhile, platforms have embedded themselves in daily life:

  • Australians now spend over 6 hours online per day, with nearly 2 hours on social media, according to Meltwater’s Digital 2024 Australia report.
  • TikTok has between 8 and 8.5 million active users locally.
  • Oxford Economics estimates TikTok contributes over $1.1 billion to Australian GDP annually and supports 13,000 jobs.

The infrastructure of a permissionless creative economy is clearly in place. But the wealth it generates is far from evenly distributed.


Monetisation: High Hopes, Harsh Realities

The top end of Australia’s creator economy looks like a success story. Influencers earning six figures, creators selling out arenas or books, and OnlyFans performers buying real estate dominate headlines.

But beneath that are thousands struggling to convert engagement into stability.

A 2024 report by Supercreator shows that just 1% of creators account for more than one-third of total revenue across platforms like TikTok, YouTube, and OnlyFans. The remaining 99% face fragmented income, inconsistent monetisation policies, and rising cost-of-living pressures.

This bifurcation is reinforced by tax complexity. One high-profile example is Adelaide-based OnlyFans creator Gabby Goessling, who was hit with a surprise $172,000 GST bill after exceeding the $75,000 earnings threshold without realising the implications. While the ATO insists on compliance, creators argue that policy hasn’t kept pace with platform economics.


Algorithmic Anxiety and Platform Power

Even those who do earn are playing on uneven terrain. As platforms centralise power, creators increasingly rely on algorithmic decisions they don’t control—and often don’t understand.

Minor shifts in TikTok’s recommendation system or YouTube’s monetisation rules can wreak havoc on reach and revenue overnight. A creator may go from 1 million monthly views to 50,000, without a single change in their content.

This supports a key point made in “The Economics of Expression”, which argues that creators have exchanged gatekeepers for algorithms—and in doing so, have lost both stability and leverage. Australian creators, like their global peers, are beholden to foreign-owned platforms whose incentives rarely align with creator welfare.

And now, regulatory pressure is mounting. Australia’s federal government recently passed legislation banning users under 16 from TikTok, Instagram, and Facebook, citing safety and data concerns (source). While the intent is child protection, the impact on younger creator audiences and platform engagement will be real.


A Model Worth Revisiting: The Kinports Framework

It was in 2018 that Nicholas Kinports published his early warning shot, “Permission to Create”, declaring that the era of creative gatekeeping was over. In his 2025 follow-up for Gigabeat, “The Permissionless Economy”, Kinports refined his thesis—acknowledging that while the barriers to entry had collapsed, creators were still trapped by opaque, exploitative systems.

Australian data affirms Kinports’ arc. The tools and platforms have enabled permissionless participation. But they’ve done little to ensure permissionless prosperity. As Kinports suggests, the challenge now is to rebalance value capture—ensuring creators see fair returns for the audiences and economies they generate.


What Australia Must Do Next

Australia has the opportunity—and arguably the obligation—to lead globally in creator economy reform. We already have the infrastructure, the talent, and the market size to act as a creative testbed.

Here are four actionable policy interventions:

1. Modernise Tax Treatment for Creators

Introduce a tiered GST regime for digital creators that recognises the volatile, non-salaried nature of content earnings. Retroactive tax enforcement—as seen in the Goessling case—undermines trust and encourages offshore operations.

2. Mandate Platform Transparency

Require platforms to publish localised payout and engagement data. Without visibility into algorithm performance and compensation rates, creators cannot make informed decisions or hold platforms accountable.

3. Extend the News Bargaining Code to Creators

Australia’s News Media Bargaining Code forced Google and Meta to negotiate with publishers. Why not apply the same logic to platforms profiting from creator-generated content?

4. Fund Domestic Creator Grants

Expand existing arts grants to include digital-first creators. Programs under Create NSW, Screen Australia, or a new Creative Digital Fund could provide the startup capital needed for long-term creator sustainability.


Final Thought: From Freedom to Fairness

Australia’s creator economy is no longer emerging—it’s entrenched. But while participation is widespread, prosperity is not. Without structural support, the country’s creative class risks becoming a digital underclass: free to create, but bound to platforms that profit disproportionately.

Kinports was right to celebrate the fall of traditional gatekeepers. But now, Australian policymakers must ensure that freedom comes with fairness. A truly permissionless economy must not only let people create—it must let them thrive.

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Dymocks Overhauls System to Enhance Management of 40 Million Items


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Dymocks Upgrades Product Management System

Quick Overview

  • Dymocks enhanced its product information management (PIM) system utilizing AWS-native services.
  • This update lowered infrastructure expenses by 90% and improved pricing uniformity.
  • The upgraded system facilitates improved omnichannel functions and data handling.
  • The evolution aligns with Dymocks’ aspirations for a ‘store of the future’.

Revolutionising Product Information Management

Dymocks, a prominent Australian bookseller, has reformed its essential product information management (PIM) system to more effectively handle its vast inventory of over 40 million titles and products. This overhaul was accomplished through the adoption of AWS-native services, a strategic decision that greatly cut down infrastructure costs and improved pricing uniformity both online and in brick-and-mortar locations.

Dymocks upgrades system managing 40 million products

Chafic Abdallah.

Issues with Legacy Systems

Before this upgrade, Dymocks depended on a commercial off-the-shelf PIM system, which could not accommodate the company’s expansion objectives. The legacy system led to significant operational expenses and inefficiencies, demanding considerable time and resources for upkeep. The previous infrastructure cost over $250,000 USD each year, with some systems requiring an entire day for rebooting.

The AWS-Guided Solution

With assistance from AWS and an undisclosed partner, Dymocks embraced the ModAx methodology to assess and advance the system’s modernization. This strategy enabled Dymocks to slash its infrastructure expenses by 90% and remove the necessity for expensive system maintenance and licensing fees.

Improved Business Capabilities

The newly implemented AWS-native system has significantly enhanced Dymocks’ capacity to manage and disseminate product information. Updates to product details and pricing can now be executed every 30 minutes, a drastic improvement from the former daily updates. This heightened efficiency supports superior data hygiene and enhances overall data management.

Future Vision: Store of the Future

This modernization is essential to Dymocks’ larger strategy to bolster its omnichannel capabilities and work toward a ‘store of the future’. By liberating its ICT team from time-consuming operational duties, the business can concentrate on innovation and additional operational advancements.

Conclusion

Dymocks’ revamp of its PIM system signifies a major advancement in enhancing its operational efficiency and cost-effectiveness. By utilising AWS-native services, the company has not only improved its present capabilities but also positioned itself for future growth and innovation within the retail sector.

Q: What led Dymocks to upgrade its PIM system?

A: The outdated system resulted in high expenses and inefficiencies that obstructed Dymocks’ growth potential.

Q: How did AWS support the modernization effort?

A: AWS provided a methodology known as ModAx, which assisted in evaluating and executing the transformation effectively.

Q: What advantages does the new system offer?

A: The new system reduces expenses by 90%, enhances data management, and permits more frequent updates to product information.

Q: What is Dymocks’ vision for the future following this overhaul?

A: Dymocks aspires to develop a ‘store of the future’ by enhancing its omnichannel capabilities and prioritizing innovation.

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