Tag Archives: product
As digital technologies facilitate the growth of both new and incumbent organizations, we have started to see the darker sides of the digital economy unravel. In recent years, many unethical business practices have been exposed, including the capture and use of consumers’ data, anticompetitive activities, and covert social experiments.
But what do young people who grew up with the internet think about this development? Our research with 400 digital natives—19- to 24-year-olds—shows that this generation, dubbed “GenTech,” may be the one to turn the digital revolution on its head. Our findings point to a frustration and disillusionment with the way organizations have accumulated real-time information about consumers without their knowledge and often without their explicit consent.
Many from GenTech now understand that their online lives are of commercial value to an array of organizations that use this insight for the targeting and personalization of products, services, and experiences.
This era of accumulation and commercialization of user data through real-time monitoring has been coined “surveillance capitalism” and signifies a new economic system.
A central pillar of the modern digital economy is our interaction with artificial intelligence (AI) and machine learning algorithms. We found that 47 percent of GenTech do not want AI technology to monitor their lifestyle, purchases, and financial situation in order to recommend them particular things to buy.
In fact, only 29 percent see this as a positive intervention. Instead, they wish to maintain a sense of autonomy in their decision making and have the opportunity to freely explore new products, services, and experiences.
As individuals living in the digital age, we constantly negotiate with technology to let go of or retain control. This pendulum-like effect reflects the ongoing battle between humans and technology.
My Life, My Data?
Our research also reveals that 54 percent of GenTech are very concerned about the access organizations have to their data, while only 19 percent were not worried. Despite the EU General Data Protection Regulation being introduced in May 2018, this is still a major concern, grounded in a belief that too much of their data is in the possession of a small group of global companies, including Google, Amazon, and Facebook. Some 70 percent felt this way.
In recent weeks, both Facebook and Google have vowed to make privacy a top priority in the way they interact with users. Both companies have faced public outcry for their lack of openness and transparency when it comes to how they collect and store user data. It wasn’t long ago that a hidden microphone was found in one of Google’s home alarm products.
Google now plans to offer auto-deletion of users’ location history data, browsing, and app activity as well as extend its “incognito mode” to Google Maps and search. This will enable users to turn off tracking.
At Facebook, CEO Mark Zuckerberg is keen to reposition the platform as a “privacy focused communications platform” built on principles such as private interactions, encryption, safety, interoperability (communications across Facebook-owned apps and platforms), and secure data storage. This will be a tough turnaround for the company that is fundamentally dependent on turning user data into opportunities for highly individualized advertising.
Privacy and transparency are critically important themes for organizations today, both for those that have “grown up” online as well as the incumbents. While GenTech want organizations to be more transparent and responsible, 64 percent also believe that they cannot do much to keep their data private. Being tracked and monitored online by organizations is seen as part and parcel of being a digital consumer.
Despite these views, there is a growing revolt simmering under the surface. GenTech want to take ownership of their own data. They see this as a valuable commodity, which they should be given the opportunity to trade with organizations. Some 50 percent would willingly share their data with companies if they got something in return, for example a financial incentive.
Rewiring the Power Shift
GenTech are looking to enter into a transactional relationship with organizations. This reflects a significant change in attitudes from perceiving the free access to digital platforms as the “product” in itself (in exchange for user data), to now wishing to use that data to trade for explicit benefits.
This has created an opportunity for companies that seek to empower consumers and give them back control of their data. Several companies now offer consumers the opportunity to sell the data they are comfortable sharing or take part in research that they get paid for. More and more companies are joining this space, including People.io, Killi, and Ocean Protocol.
Sir Tim Berners Lee, the creator of the world wide web, has also been working on a way to shift the power from organizations and institutions back to citizens and consumers. The platform, Solid, offers users the opportunity to be in charge of where they store their data and who can access it. It is a form of re-decentralization.
The Solid POD (Personal Online Data storage) is a secure place on a hosted server or the individual’s own server. Users can grant apps access to their POD as a person’s data is stored centrally and not by an app developer or on an organization’s server. We see this as potentially being a way to let people take back control from technology and other companies.
GenTech have woken up to a reality where a life lived “plugged in” has significant consequences for their individual privacy and are starting to push back, questioning those organizations that have shown limited concern and continue to exercise exploitative practices.
It’s no wonder that we see these signs of revolt. GenTech is the generation with the most to lose. They face a life ahead intertwined with digital technology as part of their personal and private lives. With continued pressure on organizations to become more transparent, the time is now for young people to make their move.
Dr Mike Cooray, Professor of Practice, Hult International Business School and Dr Rikke Duus, Research Associate and Senior Teaching Fellow, UCL
This article is republished from The Conversation under a Creative Commons license. Read the original article.
Image Credit: Ser Borakovskyy / Shutterstock.com Continue reading →
DeepMind Can Now Beat Us at Multiplayer Games Too
Cade Metz | The New York Times
“DeepMind’s project is part of a broad effort to build artificial intelligence that can play enormously complex, three-dimensional video games, including Quake III, Dota 2 and StarCraft II. Many researchers believe that success in the virtual arena will eventually lead to automated systems with improved abilities in the real world.”
Tiny Robots Carry Stem Cells Through a Mouse
Emily Waltz | IEEE Spectrum
“Engineers have built microrobots to perform all sorts of tasks in the body, and can now add to that list another key skill: delivering stem cells. In a paper, published [May 29] in Science Robotics, researchers describe propelling a magnetically-controlled, stem-cell-carrying bot through a live mouse.” [Video shows microbots navigating a microfluidic chip. MRI could not be used to image the mouse as the bots navigate magnetically.]
How a Quantum Computer Could Break 2048-Bit RSA Encryption in 8 Hours
Emerging Technology From the arXiv | MIT Technology Review
“[Two researchers] have found a more efficient way for quantum computers to perform the code-breaking calculations, reducing the resources they require by orders of magnitude. Consequently, these machines are significantly closer to reality than anyone suspected.” [The arXiv is a pre-print server for research that has not yet been peer reviewed.]
Lyft Has Completed 55,000 Self Driving Rides in Las Vegas
Christine Fisher | Engadget
“One year ago, Lyft launched its self-driving ride service in Las Vegas. Today, the company announced its 30-vehicle fleet has made 55,000 trips. That makes it the largest commercial program of its kind in the US.”
Flying Car Startup Alaka’i Bets Hydrogen Can Outdo Batteries
Eric Adams | Wired
“Alaka’i says the final product will be able to fly for up to four hours and cover 400 miles on a single load of fuel, which can be replenished in 10 minutes at a hydrogen fueling station. It has built a functional, full-scale prototype that will make its first flight ‘imminently,’ a spokesperson says.”
The World Economic Forum Wants to Develop Global Rules for AI
Will Knight | MIT Technology Review
“This week, AI experts, politicians, and CEOs will gather to ask an important question: Can the United States, China, or anyone else agree on how artificial intelligence should be used and controlled?”
Building a Rocket in a Garage to Take on SpaceX and Blue Origin
Jackson Ryan | CNET
“While billionaire entrepreneurs like SpaceX’s Elon Musk and Blue Origin’s Jeff Bezos push the boundaries of human spaceflight and exploration, a legion of smaller private startups around the world have been developing their own rocket technology to launch lighter payloads into orbit.”
Image Credit: Kevin Crosby / Unsplash Continue reading →
We live in the age of entrepreneurs. New startups seem to appear out of nowhere and challenge not only established companies, but entire industries. Where startup unicorns were once mythical creatures, they now seem abundant, not only increasing in numbers but also in the speed with which they can gain the minimum one-billion-dollar valuations to achieve this status.
But no matter how well things go for innovative startups, how many new success stories we hear, and how much space they take up in the media, the story that they are the best or only source of innovation isn’t entirely accurate.
Established organizations, or legacy organizations, can be incredibly innovative too. And while innovation is much more difficult in established organizations than in startups because they have much more complex systems—nobody is more likely to succeed in their innovation efforts than established organizations.
Unlike startups, established organizations have all the resources. They have money, customers, data, suppliers, partners, and infrastructure, which put them in a far better position to transform new ideas into concrete, value-creating, successful offerings than startups.
However, for established organizations, becoming an innovation champion in these times of rapid change requires new rules of engagement.
Many organizations commit the mistake of engaging in innovation as if it were a homogeneous thing that should be approached in the same way every time, regardless of its purpose. In my book, Transforming Legacy Organizations, I argue that innovation in established organizations must actually be divided into three different tracks: optimizing, augmenting, and mutating innovation.
All three are important, and to complicate matters further, organizations must execute all three types of innovation at the same time.
The first track is optimizing innovation. This type of innovation is the majority of what legacy organizations already do today. It is, metaphorically speaking, the extra blade on the razor. A razor manufacturer might launch a new razor that has not just three, but four blades, to ensure an even better, closer, and more comfortable shave. Then one or two years later, they say they are now launching a razor that has not only four, but five blades for an even better, closer, and more comfortable shave. That is optimizing innovation.
Adding extra blades on the razor is where the established player reigns.
No startup with so much as a modicum of sense would even try to beat the established company in this type of innovation. And this continuous optimization, both on the operational and customer facing sides, is important. In the short term. It pays the rent. But it’s far from enough. There are limits to how many blades a razor needs, and optimizing innovation only improves upon the past.
Established players must also go beyond optimization and prepare for the future through augmenting innovation.
The digital transformation projects that many organizations are initiating can be characterized as augmenting innovation. In the first instance, it is about upgrading core offerings and processes from analog to digital. Or, if you’re born digital, you’ve probably had to augment the core to become mobile-first. Perhaps you have even entered the next augmentation phase, which involves implementing artificial intelligence. Becoming AI-first, like the Amazons, Microsofts, Baidus, and Googles of the world, requires great technological advancements. And it’s difficult. But technology may, in fact, be a minor part of the task.
The biggest challenge for augmenting innovation is probably culture.
Only legacy organizations that manage to transform their cultures from status quo cultures—cultures with a preference for things as they are—into cultures full of incremental innovators can thrive in constant change.
To create a strong innovation culture, an organization needs to thoroughly understand its immune systems. These are the mechanisms that protect the organization and operate around the clock to keep it healthy and stable, just as the body’s immune system operates to keep the body healthy and stable. But in a rapidly changing world, many of these defense mechanisms are no longer appropriate and risk weakening organizations’ innovation power.
When talking about organizational immune systems, there is a clear tendency to simply point to the individual immune system, people’s unwillingness to change.
But this is too simplistic.
Of course, there is human resistance to change, but the organizational immune system, consisting of a company’s key performance indicators (KPIs), rewards systems, legacy IT infrastructure and processes, and investor and shareholder demands, is far more important. So is the organization’s societal immune system, such as legislative barriers, legacy customers and providers, and economic climate.
Luckily, there are many culture hacks that organizations can apply to strengthen their innovation cultures by upgrading their physical and digital workspaces, transforming their top-down work processes into decentralized, agile ones, and empowering their employees.
Upgrading your core and preparing for the future by augmenting innovation is crucial if you want success in the medium term. But to win in the long run and be as or more successful 20 to 30 years from now, you need to invent the future, and challenge your core, through mutating innovation.
This requires involving radical innovators who have a bold focus on experimenting with that which is not currently understood and for which a business case cannot be prepared.
Here you must also physically move away from the core organization when you initiate and run such initiatives. This is sometimes called “innovation on the edges” because the initiatives will not have a chance at succeeding within the core. It will be too noisy as they challenge what currently exists—precisely what the majority of the organization’s employees are working to optimize or augment.
Forward-looking organizations experiment to mutate their core through “X divisions,” sometimes called skunk works or innovation labs.
Lowe’s Innovation Labs, for instance, worked with startups to build in-store robot assistants and zero-gravity 3D printers to explore the future. Mutating innovation might include pursuing partnerships across all imaginable domains or establishing brand new companies, rather than traditional business units, as we see automakers such as Toyota now doing to build software for autonomous vehicles. Companies might also engage in radical open innovation by sponsoring others’ ingenuity. Japan’s top airline ANA is exploring a future of travel that does not involve flying people from point A to point B via the ANA Avatar XPRIZE competition.
Increasing technological opportunities challenge the core of any organization but also create unprecedented potential. No matter what product, service, or experience you create, you can’t rest on your laurels. You have to bring yourself to a position where you have a clear strategy for optimizing, augmenting, and mutating your core and thus transforming your organization.
It’s not an easy job. But, hey, if it were easy, everyone would be doing it. Those who make it, on the other hand, will be the innovation champions of the future.
Image Credit: rock-the-stock / Shutterstock.com
We are a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for us to earn fees by linking to Amazon.com and affiliated sites. Continue reading →
Gene Therapy Might Have Its First Blockbuster
Antonio Regalado | MIT Technology Review
“…drug giant Novartis expects to win approval to launch what it says will be the first ‘blockbuster’ gene-replacement treatment. A blockbuster is any drug with more than $1 billion in sales each year. The treatment, called Zolgensma, is able to save infants born with spinal muscular atrophy (SMA) type 1, a degenerative disease that usually kills within two years.”
AI Took a Test to Detect Lung Cancer. It Got an A.
Denise Grady | The New York Times
“Computers were as good or better than doctors at detecting tiny lung cancers on CT scans, in a study by researchers from Google and several medical centers. The technology is a work in progress, not ready for widespread use, but the new report, published Monday in the journal Nature Medicine, offers a glimpse of the future of artificial intelligence in medicine.”
The Rise and Reign of Starship, the World’s First Robotic Delivery Provider
Luke Dormehl | Digital Trends
“[Starship’s] delivery robots have travelled a combined 200,000 miles, carried out 50,000 deliveries, and been tested in over 100 cities in 20 countries. It is a regular fixture not just in multiple neighborhoods but also university campuses.”
Elon Musk Just Ignited the Race to Build the Space Internet
Jonathan O’Callaghan | Wired
“It’s estimated that about 3.3 billion people lack access to the internet, but Elon Musk is trying to change that. On Thursday, May 23—after two cancelled launches the week before—SpaceX launched 60 Starlink satellites on a Falcon 9 rocket from Cape Canaveral, in Florida, as part of the firm’s mission to bring low-cost, high-speed internet to the world.”
The iPod of VR Is Here, and You Should Try It
Mark Wilson | Fast Company
“In nearly 15 years of writing about cutting-edge technology, I’ve never seen a single product line get so much better so fast. With [the Oculus] Quest, there are no PCs required. There are no wires to run. All you do is grab the cloth headset and pull it around your head.”
FUTURE OF FOOD
Impossible Foods’ Rising Empire of Almost Meat
Chris Ip | Engadget
“Impossible says it wants to ultimately create a parallel universe of ersatz animal products from steak to eggs. …Yet as Impossible ventures deeper into the culinary uncanny valley, it also needs society to discard a fundamental cultural idea that dates back millennia and accept a new truth: Meat doesn’t have to come from animals.”
Can We Live Longer but Stay Younger?
Adam Gopnik | The New Yorker
“With greater longevity, the quest to avoid the infirmities of aging is more urgent than ever.”
Facial Recognition Has Already Reached Its Breaking Point
Lily Hay Newman | Wired
“As facial recognition technologies have evolved from fledgling projects into powerful software platforms, researchers and civil liberties advocates have been issuing warnings about the potential for privacy erosions. Those mounting fears came to a head Wednesday in Congress.”
Image Credit: Andrush / Shutterstock.com Continue reading →
Convergence is accelerating disruption… everywhere! Exponential technologies are colliding into each other, reinventing products, services, and industries.
In this third installment of my Convergence Catalyzer series, I’ll be synthesizing key insights from my annual entrepreneurs’ mastermind event, Abundance 360. This five-blog series looks at 3D printing, artificial intelligence, VR/AR, energy and transportation, and blockchain.
Today, let’s dive into virtual and augmented reality.
Today’s most prominent tech giants are leaping onto the VR/AR scene, each driving forward new and upcoming product lines. Think: Microsoft’s HoloLens, Facebook’s Oculus, Amazon’s Sumerian, and Google’s Cardboard (Apple plans to release a headset by 2021).
And as plummeting prices meet exponential advancements in VR/AR hardware, this burgeoning disruptor is on its way out of the early adopters’ market and into the majority of consumers’ homes.
My good friend Philip Rosedale is my go-to expert on AR/VR and one of the foremost creators of today’s most cutting-edge virtual worlds. After creating the virtual civilization Second Life in 2013, now populated by almost 1 million active users, Philip went on to co-found High Fidelity, which explores the future of next-generation shared VR.
In just the next five years, he predicts five emerging trends will take hold, together disrupting major players and birthing new ones.
Let’s dive in…
Top 5 Predictions for VR/AR Breakthroughs (2019-2024)
“If you think you kind of understand what’s going on with that tech today, you probably don’t,” says Philip. “We’re still in the middle of landing the airplane of all these new devices.”
(1) Transition from PC-based to standalone mobile VR devices
Historically, VR devices have relied on PC connections, usually involving wires and clunky hardware that restrict a user’s field of motion. However, as VR enters the dematerialization stage, we are about to witness the rapid rise of a standalone and highly mobile VR experience economy.
Oculus Go, the leading standalone mobile VR device on the market, requires only a mobile app for setup and can be transported anywhere with WiFi.
With a consumer audience in mind, the 32GB headset is priced at $200 and shares an app ecosystem with Samsung’s Gear VR. While Google Daydream are also standalone VR devices, they require a docked mobile phone instead of the built-in screen of Oculus Go.
In the AR space, Lenovo’s standalone Microsoft’s HoloLens 2 leads the way in providing tetherless experiences.
Freeing headsets from the constraints of heavy hardware will make VR/AR increasingly interactive and transportable, a seamless add-on whenever, wherever. Within a matter of years, it may be as simple as carrying lightweight VR goggles wherever you go and throwing them on at a moment’s notice.
(2) Wide field-of-view AR displays
Microsoft’s HoloLens 2 leads the AR industry in headset comfort and display quality. The most significant issue with their prior version was the limited rectangular field of view (FOV).
By implementing laser technology to create a microelectromechanical systems (MEMS) display, however, HoloLens 2 can position waveguides in front of users’ eyes, directed by mirrors. Subsequently enlarging images can be accomplished by shifting the angles of these mirrors. Coupled with a 47 pixel per degree resolution, HoloLens 2 has now doubled its predecessor’s FOV. Microsoft anticipates the release of its headset by the end of this year at a $3,500 price point, first targeting businesses and eventually rolling it out to consumers.
Magic Leap provides a similar FOV but with lower resolution than the HoloLens 2. The Meta 2 boasts an even wider 90-degree FOV, but requires a cable attachment. The race to achieve the natural human 120-degree horizontal FOV continues.
“The technology to expand the field of view is going to make those devices much more usable by giving you bigger than a small box to look through,” Rosedale explains.
(3) Mapping of real world to enable persistent AR ‘mirror worlds’
‘Mirror worlds’ are alternative dimensions of reality that can blanket a physical space. While seated in your office, the floor beneath you could dissolve into a calm lake and each desk into a sailboat. In the classroom, mirror worlds would convert pencils into magic wands and tabletops into touch screens.
Pokémon Go provides an introductory glimpse into the mirror world concept and its massive potential to unite people in real action.
To create these mirror worlds, AR headsets must precisely understand the architecture of the surrounding world. Rosedale predicts the scanning accuracy of devices will improve rapidly over the next five years to make these alternate dimensions possible.
(4) 5G mobile devices reduce latency to imperceptible levels
Verizon has already launched 5G networks in Minneapolis and Chicago, compatible with the Moto Z3. Sprint plans to follow with its own 5G launch in May. Samsung, LG, Huawei, and ZTE have all announced upcoming 5G devices.
“5G is rolling out this year and it’s going to materially affect particularly my work, which is making you feel like you’re talking to somebody else directly face to face,” explains Rosedale. “5G is critical because currently the cell devices impose too much delay, so it doesn’t feel real to talk to somebody face to face on these devices.”
To operate seamlessly from anywhere on the planet, standalone VR/AR devices will require a strong 5G network. Enhancing real-time connectivity in VR/AR will transform the communication methods of tomorrow.
(5) Eye-tracking and facial expressions built in for full natural communication
Companies like Pupil Labs and Tobii provide eye tracking hardware add-ons and software to VR/AR headsets. This technology allows for foveated rendering, which renders a given scene in high resolution only in the fovea region, while the peripheral regions appear in lower resolution, conserving processing power.
As seen in the HoloLens 2, eye tracking can also be used to identify users and customize lens widths to provide a comfortable, personalized experience for each individual.
According to Rosedale, “The fundamental opportunity for both VR and AR is to improve human communication.” He points out that current VR/AR headsets miss many of the subtle yet important aspects of communication. Eye movements and microexpressions provide valuable insight into a user’s emotions and desires.
Coupled with emotion-detecting AI software, such as Affectiva, VR/AR devices might soon convey much more richly textured and expressive interactions between any two people, transcending physical boundaries and even language gaps.
As these promising trends begin to transform the market, VR/AR will undoubtedly revolutionize our lives… possibly to the point at which our virtual worlds become just as consequential and enriching as our physical world.
A boon for next-gen education, VR/AR will empower youth and adults alike with holistic learning that incorporates social, emotional, and creative components through visceral experiences, storytelling, and simulation. Traveling to another time, manipulating the insides of a cell, or even designing a new city will become daily phenomena of tomorrow’s classrooms.
In real estate, buyers will increasingly make decisions through virtual tours. Corporate offices might evolve into spaces that only exist in ‘mirror worlds’ or grow virtual duplicates for remote workers.
In healthcare, accuracy of diagnosis will skyrocket, while surgeons gain access to digital aids as they conduct life-saving procedures. Or take manufacturing, wherein training and assembly will become exponentially more efficient as visual cues guide complex tasks.
In the mere matter of a decade, VR and AR will unlock limitless applications for new and converging industries. And as virtual worlds converge with AI, 3D printing, computing advancements and beyond, today’s experience economies will explode in scale and scope. Prepare yourself for the exciting disruption ahead!
Abundance-Digital Online Community: Stay ahead of technological advancements, and turn your passion into action. Abundance Digital is now part of Singularity University. Learn more.
Image Credit: Mariia Korneeva / Shutterstock.com Continue reading →