Tag Archives: electronics

#431203 Could We Build a Blade Runner-Style ...

The new Blade Runner sequel will return us to a world where sophisticated androids made with organic body parts can match the strength and emotions of their human creators. As someone who builds biologically inspired robots, I’m interested in whether our own technology will ever come close to matching the “replicants” of Blade Runner 2049.
The reality is that we’re a very long way from building robots with human-like abilities. But advances in so-called soft robotics show a promising way forward for technology that could be a new basis for the androids of the future.
From a scientific point of view, the real challenge is replicating the complexity of the human body. Each one of us is made up of millions and millions of cells, and we have no clue how we can build such a complex machine that is indistinguishable from us humans. The most complex machines today, for example the world’s largest airliner, the Airbus A380, are composed of millions of parts. But in order to match the complexity level of humans, we would need to scale this complexity up about a million times.
There are currently three different ways that engineering is making the border between humans and robots more ambiguous. Unfortunately, these approaches are only starting points and are not yet even close to the world of Blade Runner.
There are human-like robots built from scratch by assembling artificial sensors, motors, and computers to resemble the human body and motion. However, extending the current human-like robot would not bring Blade Runner-style androids closer to humans, because every artificial component, such as sensors and motors, are still hopelessly primitive compared to their biological counterparts.
There is also cyborg technology, where the human body is enhanced with machines such as robotic limbs and wearable and implantable devices. This technology is similarly very far away from matching our own body parts.
Finally, there is the technology of genetic manipulation, where an organism’s genetic code is altered to modify that organism’s body. Although we have been able to identify and manipulate individual genes, we still have a limited understanding of how an entire human emerges from genetic code. As such, we don’t know the degree to which we can actually program code to design everything we wish.
Soft robotics: a way forward?
But we might be able to move robotics closer to the world of Blade Runner by pursuing other technologies and, in particular, by turning to nature for inspiration. The field of soft robotics is a good example. In the last decade or so, robotics researchers have been making considerable efforts to make robots soft, deformable, squishable, and flexible.
This technology is inspired by the fact that 90% of the human body is made from soft substances such as skin, hair, and tissues. This is because most of the fundamental functions in our body rely on soft parts that can change shape, from the heart and lungs pumping fluid around our body to the eye lenses generating signals from their movement. Cells even change shape to trigger division, self-healing and, ultimately, the evolution of the body.
The softness of our bodies is the origin of all their functionality needed to stay alive. So being able to build soft machines would at least bring us a step closer to the robotic world of Blade Runner. Some of the recent technological advances include artificial hearts made out of soft functional materials that are pumping fluid through deformation. Similarly, soft, wearable gloves can help make hand grasping stronger. And “epidermal electronics” has enabled us to tattoo electronic circuits onto our biological skins.
Softness is the keyword that brings humans and technologies closer together. Sensors, motors, and computers are all of a sudden integrated into human bodies once they became soft, and the border between us and external devices becomes ambiguous, just like soft contact lenses became part of our eyes.
Nevertheless, the hardest challenge is how to make individual parts of a soft robot body physically adaptable by self-healing, growing, and differentiating. After all, every part of a living organism is also alive in biological systems in order to make our bodies totally adaptable and evolvable, the function of which could make machines totally indistinguishable from ourselves.
It is impossible to predict when the robotic world of Blade Runner might arrive, and if it does, it will probably be very far in the future. But as long as the desire to build machines indistinguishable from humans is there, the current trends of robotic revolution could make it possible to achieve that dream.
This article was originally published on The Conversation. Read the original article.
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#431078 This Year’s Awesome Robot Stories From ...

Each week we scour the web for great articles and fascinating advances across our core topics, from AI to biotech and the brain. But robots have a special place in our hearts. This week, we took a look back at 2017 so far and unearthed a few favorite robots for your reading and viewing pleasure.
Tarzan the Swinging Robot Could Be the Future of FarmingMariella Moon | Engadget“Tarzan will be able to swing over crops using its 3D-printed claws and parallel guy-wires stretched over fields. It will then take measurements and pictures of each plant with its built-in camera while suspended…While it may take some time to achieve that goal, the researchers plan to start testing the robot soon.”
Grasping Robots Compete to Rule Amazon’s Warehouses Tom Simonite | Wired“Robots able to help with so-called picking tasks would boost Amazon’s efficiency—and make it much less reliant on human workers. It’s why the company has invited a motley crew of mechanical arms, grippers, suction cups—and their human handlers—to Nagoya, Japan, this week to show off their manipulation skills.”
Robots Learn to Speak Body LanguageAlyssa Pagano | IEEE Spectrum“One notable feature of the OpenPose system is that it can track not only a person’s head, torso, and limbs but also individual fingers. To do that, the researchers used CMU’s Panoptic Studio, a dome lined with 500 cameras, where they captured body poses at a variety of angles and then used those images to build a data set.”
I Watched Two Robots Chat Together on Stage at a Tech EventJon Russell | TechCrunch“The robots in question are Sophia and Han, and they belong to Hanson Robotics, a Hong Kong-based company that is developing and deploying artificial intelligence in humanoids. The duo took to the stage at Rise in Hong Kong with Hanson Robotics’ Chief Scientist Ben Goertzel directing the banter. The conversation, which was partially scripted, wasn’t as slick as the human-to-human panels at the show, but it was certainly a sight to behold for the packed audience.”
How This Japanese Robotics Master Is Building Better, More Human AndroidsHarry McCracken | Fast Company“On the tech side, making a robot look and behave like a person involves everything from electronics to the silicone Ishiguro’s team uses to simulate skin. ‘We have a technology to precisely control pneumatic actuators,’ he says, noting, as an example of what they need to re-create, that ‘the human shoulder has four degrees of freedom.’”
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#431023 Finish Him! MegaBots’ Giant Robot Duel ...

It began two years ago when MegaBots co-founders Matt Oehrlein and Gui Cavalcanti donned American flags as capes and challenged Suidobashi Heavy Industries to a giant robot duel in a YouTube video that immediately went viral.
The battle proposed: MegaBots’ 15-foot tall, 1,200-pound MK2 robot vs. Suidobashi’s 9,000-pound robot, KURATAS. Oehrlein and Cavalcanti first discovered the KURATAS robot in a listing on Amazon with a million-dollar price tag.
In an equally flamboyant response video, Suidobashi CEO and founder Kogoro Kurata accepted the challenge. (Yes, he named his robot after himself.) Both parties planned to take a year to prepare their robots for combat.
In the end, it took twice the amount of time. Nonetheless, the battle is going down this September in an undisclosed location.
Oehrlein shared more about the much-anticipated showdown during our interview at Singularity University’s Global Summit.

Two years since the initial video, MegaBots has now completed the combat-capable MK3 robot, named Eagle Prime. This new 12-ton, 16-foot-tall robot is powered by a 430-horsepower Corvette engine and requires two human pilots.
It’s also the robot they recently shipped to take on KURATAS.

Building Eagle Prime has been no small feat. With arms and legs that each weigh as much as a car, assembling the robot takes forklifts, cranes, and a lot of caution. Fortress One, MegaBots’ headquarters in Hayward, California is where the magic happens.
In terms of “weaponry,” Eagle Prime features a giant pneumatic cannon that shoots huge paint cannonballs. Oehrlein warns, “They can shatter all the windows in a car. It’s very powerful.” A logging grapple, which looks like a giant claw and exerts 3,000 pounds of steel-crushing force, has also been added to the robot.

“It’s a combination of range combat, using the paint balls to maybe blind cameras on the other robot or take out sensitive electronics, and then closing in with the claw and trying to disable their systems at close range,” Oehrlein explains.
Safety systems include a cockpit roll cage for the two pilots, five-point safety seatbelt harnesses, neck restraints, helmets, and flame retardant suits.
Co-founder, Matt Oehrlein, inside the cockpit of MegaBots’ Eagle Prime giant robot.
Oehrlein and Cavalcanti have also spent considerable time inside Eagle Prime practicing battlefield tactics and maneuvering the robot through obstacle courses.
Suidobashi’s robot is a bit shorter and lighter, but also a little faster, so the battle dynamics should be interesting.
You may be thinking, “Why giant dueling robots?”
MegaBots’ grand vision is a full-blown international sports league of giant fighting robots on the scale of Formula One racing. Picture a nostalgic evening sipping a beer (or three) and watching Pacific Rim- and Power Rangers-inspired robots battle—only in real life.
Eagle Prime is, in good humor, a proudly patriotic robot.
“Japan is known as a robotic powerhouse,” says Oehrlein, “I think there’s something interesting about the slightly overconfident American trying to get a foothold in the robotics space and doing it by building a bigger, louder, heavier robot, in true American fashion.”
For safety reasons, no fans will be admitted during the time of the fight. The battle will be posted after the fact on MegaBots’ YouTube channel and Facebook page.
We’ll soon find out whether this becomes another American underdog story.
In the meantime, I give my loyalty to MegaBots, and in the words of Mortal Kombat, say, “Finish him!”

via GIPHY
Image Credit: MegaBots Continue reading

Posted in Human Robots

#431015 Finish Him! MegaBots’ Giant Robot Duel ...

It began two years ago when MegaBots co-founders Matt Oehrlein and Gui Cavalcanti donned American flags as capes and challenged Suidobashi Heavy Industries to a giant robot duel in a YouTube video that immediately went viral.
The battle proposed: MegaBots’ 15-foot tall, 1,200-pound MK2 robot vs. Suidobashi’s 9,000-pound robot, KURATAS. Oehrlein and Cavalcanti first discovered the KURATAS robot in a listing on Amazon with a million-dollar price tag.
In an equally flamboyant response video, Suidobashi CEO and founder Kogoro Kurata accepted the challenge. (Yes, he named his robot after himself.) Both parties planned to take a year to prepare their robots for combat.
In the end, it took twice the amount of time. Nonetheless, the battle is going down this September in an undisclosed location in Japan.
Oehrlein shared more about the much-anticipated showdown during our interview at Singularity University’s Global Summit.

Two years since the initial video, MegaBots has now completed the combat-capable MK3 robot, named Eagle Prime. This new 12-ton, 16-foot-tall robot is powered by a 430-horsepower Corvette engine and requires two human pilots.
It’s also the robot they recently shipped to Japan to take on KURATAS.

Building Eagle Prime has been no small feat. With arms and legs that each weigh as much as a car, assembling the robot takes forklifts, cranes, and a lot of caution. Fortress One, MegaBots’ headquarters in Hayward, California is where the magic happens.
In terms of “weaponry,” Eagle Prime features a giant pneumatic cannon that shoots huge paint cannonballs. Oehrlein warns, “They can shatter all the windows in a car. It’s very powerful.” A logging grapple, which looks like a giant claw and exerts 3,000 pounds of steel-crushing force, has also been added to the robot.
“It’s a combination of range combat, using the paint balls to maybe blind cameras on the other robot or take out sensitive electronics, and then closing in with the claw and trying to disable their systems at close range,” Oehrlein explains.
Safety systems include a cockpit roll cage for the two pilots, five-point safety seatbelt harnesses, neck restraints, helmets, and flame retardant suits.
Co-founder, Matt Oehrlein, inside the cockpit of MegaBots’ Eagle Prime giant robot.
Oehrlein and Cavalcanti have also spent considerable time inside Eagle Prime practicing battlefield tactics and maneuvering the robot through obstacle courses.
Suidobashi’s robot is a bit shorter and lighter, but also a little faster, so the battle dynamics should be interesting.
You may be thinking, “Why giant dueling robots?”
MegaBots’ grand vision is a full-blown international sports league of giant fighting robots on the scale of Formula One racing. Picture a nostalgic evening sipping a beer (or three) and watching Pacific Rim- and Power Rangers-inspired robots battle—only in real life.
Eagle Prime is, in good humor, a proudly patriotic robot.
“Japan is known as a robotic powerhouse,” says Oehrlein, “I think there’s something interesting about the slightly overconfident American trying to get a foothold in the robotics space and doing it by building a bigger, louder, heavier robot, in true American fashion.”
For safety reasons, no fans will be admitted during the time of the fight. The battle will be posted after the fact on MegaBots’ YouTube channel and Facebook page.
We’ll soon find out whether this becomes another American underdog story.
In the meantime, I give my loyalty to MegaBots, and in the words of Mortal Kombat, say, “Finish him!”

via GIPHY
Image Credit: MegaBots Continue reading

Posted in Human Robots

#430668 Why Every Leader Needs to Be Obsessed ...

This article is part of a series exploring the skills leaders must learn to make the most of rapid change in an increasingly disruptive world. The first article in the series, “How the Most Successful Leaders Will Thrive in an Exponential World,” broadly outlines four critical leadership skills—futurist, technologist, innovator, and humanitarian—and how they work together.
Today’s post, part five in the series, takes a more detailed look at leaders as technologists. Be sure to check out part two of the series, “How Leaders Dream Boldly to Bring New Futures to Life,” part three of the series, “How All Leaders Can Make the World a Better Place,” and part four of the series, “How Leaders Can Make Innovation Everyone’s Day Job”.
In the 1990s, Tower Records was the place to get new music. Successful and popular, the California chain spread far and wide, and in 1998, they took on $110 million in debt to fund aggressive further expansion. This wasn’t, as it turns out, the best of timing.
The first portable digital music player went on sale the same year. The following year brought Napster, a file sharing service allowing users to freely share music online. By 2000, Napster hosted 20 million users swapping songs. Then in 2001, Apple’s iPod and iTunes arrived, and when the iTunes Music Store opened in 2003, Apple sold over a million songs the first week.
As music was digitized, hard copies began to go out of style, and sales and revenue declined.
Tower first filed for bankruptcy in 2004 and again (for the last time) in 2006. The internet wasn’t the only reason for Tower’s demise. Mismanagement and price competition from electronics retailers like Best Buy also played a part. Still, today, the vast majority of music is purchased or streamed entirely online, and record stores are for the most part a niche market.
The writing was on the wall, but those impacted most had trouble reading it.
Why is it difficult for leaders to see technological change coming and right the ship before it’s too late? Why did Tower go all out on expansion just as the next big thing took the stage?
This is one story of many. Digitization has moved beyond music and entertainment, and now many big retailers operating physical stores are struggling to stay relevant. Meanwhile, the pace of change is accelerating, and new potentially disruptive technologies are on the horizon.
More than ever, leaders need to develop a strong understanding of and perspective on technology. They need to survey new innovations, forecast their pace, gauge the implications, and adopt new tools and strategy to change course as an industry shifts, not after it’s shifted.
Simply, leaders need to adopt the mindset of a technologist. Here’s what that means.
Survey the Landscape
Nurturing curiosity is the first step to understanding technological change. To know how technology might disrupt your industry, you have to know what’s in the pipeline and identify which new inventions are directly or indirectly related to your industry.
Becoming more technologically minded takes discipline and focus as well as unstructured time to explore the non-obvious connections between what is right in front of us and what might be. It requires a commitment to ongoing learning and discovery.
Read outside your industry and comfort zone, not just Fast Company and Wired, but Science and Nature to expand your horizons. Identify experts with the ability to demystify specific technology areas—many have a solid following on Twitter or a frequently cited blog.
But it isn’t all about reading. Consider going where the change is happening too.
Visit one of the technology hubs around the world or a local university research lab in your own back yard. Or bring the innovation to you by building an internal exploration lab stocked with the latest technologies, creating a technology advisory board, hosting an internal innovation challenge, or a local pitch night where aspiring entrepreneurs can share their newest ideas.
You might even ask the crowd by inviting anyone to suggest what innovation is most likely to disrupt your product, service, or sector. And don’t hesitate to engage younger folks—the digital natives all around you—by asking questions about what technology they are using or excited about. Consider going on a field trip with them to see how they use technology in different aspects of their lives. Invite the seasoned executives on your team to explore long-term “reverse mentoring” with someone who can expose them to the latest technology and teach them to use it.
Whatever your strategy, the goal should be to develop a healthy obsession with technology.
By exploring fresh perspectives outside traditional work environments and then giving ourselves permission to see how these new ideas might influence existing products and strategies, we have a chance to be ready for what we’re not ready for—but is likely right around the corner.
Estimate the Pace of Progress
The next step is forecasting when a technology will mature.
One of the most challenging aspects of the changes underway is that in many technology arenas, we are quickly moving from a linear to an exponential pace. It is hard enough to envision what is needed in an industry buffeted by progress that is changing 10% per year, but what happens when technological progress doubles annually? That is another world altogether.
This kind of change can be deceiving. For example, machine learning and big data are finally reaching critical momentum after more than twenty years of being right around the corner. The advances in applications like speech and image recognition that we’ve seen in recent years dwarf what came before and many believe we’ve just begun to understand the implications.
Even as we begin to embrace disruptive change in one technology arena, far more exciting possibilities unfold when we explore how multiple arenas are converging.
Artificial intelligence and big data are great examples. As Hod Lipson, professor of Mechanical Engineering and Data Science at Columbia University and co-author of Driverless: Intelligent Cars and the Road Ahead, says, “AI is the engine, but big data is the fuel. They need each other.”
This convergence paired with an accelerating pace makes for surprising applications.
To keep his research lab agile and open to new uses of advancing technologies, Lipson routinely asks his PhD students, “How might AI disrupt this industry?” to prompt development of applications across a wide spectrum of sectors from healthcare to agriculture to food delivery.
Explore the Consequences
New technology inevitably gives rise to new ethical, social, and moral questions that we have never faced before. Rather than bury our heads in the sand, as leaders we must explore the full range of potential consequences of whatever is underway or still to come.
We can add AI to kids’ toys, like Mattel’s Hello Barbie or use cutting-edge gene editing technology like CRISPR-Cas9 to select for preferred gene sequences beyond basic health. But just because we can do something doesn’t mean we should.
Take time to listen to skeptics and understand the risks posed by technology.
Elon Musk, Stephen Hawking, Steve Wozniak, Bill Gates, and other well-known names in science and technology have expressed concern in the media and via open letters about the risks posed by AI. Microsoft’s CEO, Satya Nadella, has even argued tech companies shouldn’t build artificial intelligence systems that will replace people rather than making them more productive.
Exploring unintended consequences goes beyond having a Plan B for when something goes wrong. It requires broadening our view of what we’re responsible for. Beyond customers, shareholders, and the bottom line, we should understand how our decisions may impact employees, communities, the environment, our broader industry, and even our competitors.
The minor inconvenience of mitigating these risks now is far better than the alternative. Create forums to listen to and value voices outside of the board room and C-Suite. Seek out naysayers, ethicists, community leaders, wise elders, and even neophytes—those who may not share our preconceived notions of right and wrong or our narrow view of our role in the larger world.
The question isn’t: If we build it, will they come? It’s now: If we can build it, should we?
Adopt New Technologies and Shift Course
The last step is hardest. Once you’ve identified a technology (or technologies) as a potential disruptor and understand the implications, you need to figure out how to evolve your organization to make the most of the opportunity. Simply recognizing disruption isn’t enough.
Take today’s struggling brick-and-mortar retail business. Online shopping isn’t new. Amazon isn’t a plucky startup. Both have been changing how we buy stuff for years. And yet many who still own and operate physical stores—perhaps most prominently, Sears—are now on the brink of bankruptcy.
There’s hope though. Netflix began as a DVD delivery service in the 90s, but quickly realized its core business didn’t have staying power. It would have been laughable to stream movies when Netflix was founded. Still, computers and bandwidth were advancing fast. In 2007, the company added streaming to its subscription. Even then it wasn’t a totally compelling product.
But Netflix clearly saw a streaming future would likely end their DVD business.
In recent years, faster connection speeds, a growing content library, and the company’s entrance into original programming have given Netflix streaming the upper hand over DVDs. Since 2011, DVD subscriptions have steadily declined. Yet the company itself is doing fine. Why? It anticipated the shift to streaming and acted on it.
Never Stop Looking for the Next Big Thing
Technology is and will increasingly be a driver of disruption, destabilizing entrenched businesses and entire industries while also creating new markets and value not yet imagined.
When faced with the rapidly accelerating pace of change, many companies still default to old models and established practices. Leading like a technologist requires vigilant understanding of potential sources of disruption—what might make your company’s offering obsolete? The answers may not always be perfectly clear. What’s most important is relentlessly seeking them.
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