Tag Archives: Performance

#435145 How Big Companies Can Simultaneously Run ...

Posted on May 28, 2019 by Android

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.

Optimizing Innovation
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.

Augmenting Innovation
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.

Mutating Innovation
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.

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Posted in Human Robots

#435127 Teaching AI the Concept of ‘Similar, ...

Posted on May 22, 2019 by Android

As a human you instinctively know that a leopard is closer to a cat than a motorbike, but the way we train most AI makes them oblivious to these kinds of relations. Building the concept of similarity into our algorithms could make them far more capable, writes the author of a new paper in Science Robotics.

Convolutional neural networks have revolutionized the field of computer vision to the point that machines are now outperforming humans on some of the most challenging visual tasks. But the way we train them to analyze images is very different from the way humans learn, says Atsuto Maki, an associate professor at KTH Royal Institute of Technology.

“Imagine that you are two years old and being quizzed on what you see in a photo of a leopard,” he writes. “You might answer ‘a cat’ and your parents might say, ‘yeah, not quite but similar’.”

In contrast, the way we train neural networks rarely gives that kind of partial credit. They are typically trained to have very high confidence in the correct label and consider all incorrect labels, whether ”cat” or “motorbike,” equally wrong. That’s a mistake, says Maki, because ignoring the fact that something can be “less wrong” means you’re not exploiting all of the information in the training data.

Even when models are trained this way, there will be small differences in the probabilities assigned to incorrect labels that can tell you a lot about how well the model can generalize what it has learned to unseen data.

If you show a model a picture of a leopard and it gives “cat” a probability of five percent and “motorbike” one percent, that suggests it picked up on the fact that a cat is closer to a leopard than a motorbike. In contrast, if the figures are the other way around it means the model hasn’t learned the broad features that make cats and leopards similar, something that could potentially be helpful when analyzing new data.

If we could boost this ability to identify similarities between classes we should be able to create more flexible models better able to generalize, says Maki. And recent research has demonstrated how variations of an approach called regularization might help us achieve that goal.

Neural networks are prone to a problem called “overfitting,” which refers to a tendency to pay too much attention to tiny details and noise specific to their training set. When that happens, models will perform excellently on their training data but poorly when applied to unseen test data without these particular quirks.

Regularization is used to circumvent this problem, typically by reducing the network’s capacity to learn all this unnecessary information and therefore boost its ability to generalize to new data. Techniques are varied, but generally involve modifying the network’s structure or the strength of the weights between artificial neurons.

More recently, though, researchers have suggested new regularization approaches that work by encouraging a broader spread of probabilities across all classes. This essentially helps them capture more of the class similarities, says Maki, and therefore boosts their ability to generalize.

One such approach was devised in 2017 by Google Brain researchers, led by deep learning pioneer Geoffrey Hinton. They introduced a penalty to their training process that directly punished overconfident predictions in the model’s outputs, and a technique called label smoothing that prevents the largest probability becoming much larger than all others. This meant the probabilities were lower for correct labels and higher for incorrect ones, which was found to boost performance of models on varied tasks from image classification to speech recognition.

Another came from Maki himself in 2017 and achieves the same goal, but by suppressing high values in the model’s feature vector—the mathematical construct that describes all of an object’s important characteristics. This has a knock-on effect on the spread of output probabilities and also helped boost performance on various image classification tasks.

While it’s still early days for the approach, the fact that humans are able to exploit these kinds of similarities to learn more efficiently suggests that models that incorporate them hold promise. Maki points out that it could be particularly useful in applications such as robotic grasping, where distinguishing various similar objects is important.

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Posted in Human Robots

#435119 Are These Robots Better Than You at ...

Posted on May 20, 2019 by Android

Robot technology is evolving at breakneck speed. SoftBank’s Pepper is found in companies across the globe and is rapidly improving its conversation skills. Telepresence robots open up new opportunities for remote working, while Boston Dynamics’ Handle robot could soon (literally) take a load off human colleagues in warehouses.

But warehouses and offices aren’t the only places where robots are lining up next to humans.

Toyota’s Cue 3 robot recently showed off its basketball skills, putting up better numbers than the NBA’s most accurate three-point shooter, the Golden State Warriors’ Steph Curry.

Cue 3 is still some way from being ready to take on Curry, or even amateur basketball players, in a real game. However, it is the latest member of a growing cast of robots challenging human dominance in sports.

As these robots continue to develop, they not only exemplify the speed of exponential technology development, but also how those technologies are improving human capabilities.

Meet the Contestants
The list of robots in sports is surprisingly long and diverse. There are robot skiers, tumblers, soccer players, sumos, and even robot game jockeys. Introductions to a few of them are in order.

Robot: Forpheus
Sport: Table tennis
Intro: Looks like something out of War of the Worlds equipped with a ping pong bat instead of a death ray.
Ability level: Capable of counteracting spin shots and good enough to beat many beginners.

Robot: Sumo bot
Sport: Sumo wrestling
Intro: Hyper-fast, hyper-aggressive. Think robot equivalent to an angry wasp on six cans of Red Bull crossed with a very small tank.
Ability level: Flies around the ring way faster than any human sumo. Tend to drive straight out of the ring at times.

Robot: Cue 3
Sport: Basketball
Intro: Stands at an imposing 6 foot and 10 inches, so pretty much built for the NBA. Looks a bit like something that belongs in a video game.
Ability level: A 62.5 percent three-pointer percentage, which is better than Steph Curry’s; is less mobile than Charles Barkley – in his current form.

Robot: Robo Cup Robots
Intro: The future of soccer. If everything goes to plan, a team of robots will take on the Lionel Messis and Cristiano Ronaldos of 2050 and beat them in a full 11 vs. 11 game.
Ability level: Currently plays soccer more like the six-year-olds I used to coach than Lionel Messi.

The Limiting Factor
The skill level of all the robots above is impressive, and they are doing things that no human contestant can. The sumo bots’ inhuman speed is self-evident. Forpheus’ ability to track the ball with two cameras while simultaneously tracking its opponent with two other cameras requires a look at the spec sheet, but is similarly beyond human capability. While Cue 3 can’t move, it makes shots from the mid-court logo look easy.

Robots are performing at a level that was confined to the realm of science fiction at the start of the millennium. The speed of development indicates that in the near future, my national team soccer coach would likely call up a robot instead of me (he must have lost my number since he hasn’t done so yet. It’s the only logical explanation), and he’d be right to do so.

It is also worth considering that many current sports robots have a humanoid form, which limits their ability. If engineers were to optimize robot design to outperform humans in specific categories, many world champions would likely already be metallic.

Swimming is perhaps one of the most obvious. Even Michael Phelps would struggle to keep up with a torpedo-shaped robot, and if you beefed up a sumo robot to human size, human sumos might impress you by running away from them with a 100-meter speed close to Usain Bolt’s.

In other areas, the playing field for humans and robots is rapidly leveling. One likely candidate for the first head-to-head competitions is racing, where self-driving cars from the Roborace League could perhaps soon be ready to race the likes of Lewis Hamilton.

Tech Pushing Humans
Perhaps one of the biggest reasons why it may still take some time for robots to surpass us is that they, along with other exponential technologies, are already making us better at sports.

In Japan, elite volleyball players use a robot to practice their attacks. Some American football players also practice against robot opponents and hone their skills using VR.

On the sidelines, AI is being used to analyze and improve athletes’ performance, and we may soon see the first AI coaches, not to mention referees.

We may even compete in games dreamt up by our electronic cousins. SpeedGate, a new game created by an AI by studying 400 different sports, is a prime example of that quickly becoming a possibility.

However, we will likely still need to make the final call on what constitutes a good game. The AI that created SpeedGate reportedly also suggested less suitable pastimes, like underwater parkour and a game that featured exploding frisbees. Both of these could be fun…but only if you’re as sturdy as a robot.

Image Credit: RoboCup Standard Platform League 2018, ©The Robocup Federation. Published with permission of reproduction granted by the RoboCup Federation. Continue reading →

Posted in Human Robots

#434837 In Defense of Black Box AI

Posted on April 17, 2019 by Android

Deep learning is powering some amazing new capabilities, but we find it hard to scrutinize the workings of these algorithms. Lack of interpretability in AI is a common concern and many are trying to fix it, but is it really always necessary to know what’s going on inside these “black boxes”?

In a recent perspective piece for Science, Elizabeth Holm, a professor of materials science and engineering at Carnegie Mellon University, argued in defense of the black box algorithm. I caught up with her last week to find out more.

Edd Gent: What’s your experience with black box algorithms?

Elizabeth Holm: I got a dual PhD in materials science and engineering and scientific computing. I came to academia about six years ago and part of what I wanted to do in making this career change was to refresh and revitalize my computer science side.

I realized that computer science had changed completely. It used to be about algorithms and making codes run fast, but now it’s about data and artificial intelligence. There are the interpretable methods like random forest algorithms, where we can tell how the machine is making its decisions. And then there are the black box methods, like convolutional neural networks.

Once in a while we can find some information about their inner workings, but most of the time we have to accept their answers and kind of probe around the edges to figure out the space in which we can use them and how reliable and accurate they are.

EG: What made you feel like you had to mount a defense of these black box algorithms?

EH: When I started talking with my colleagues, I found that the black box nature of many of these algorithms was a real problem for them. I could understand that because we’re scientists, we always want to know why and how.

It got me thinking as a bit of a contrarian, “Are black boxes all bad? Must we reject them?” Surely not, because human thought processes are fairly black box. We often rely on human thought processes that the thinker can’t necessarily explain.

It’s looking like we’re going to be stuck with these methods for a while, because they’re really helpful. They do amazing things. And so there’s a very pragmatic realization that these are the best methods we’ve got to do some really important problems, and we’re not right now seeing alternatives that are interpretable. We’re going to have to use them, so we better figure out how.

EG: In what situations do you think we should be using black box algorithms?

EH: I came up with three rules. The simplest rule is: when the cost of a bad decision is small and the value of a good decision is high, it’s worth it. The example I gave in the paper is targeted advertising. If you send an ad no one wants it doesn’t cost a lot. If you’re the receiver it doesn’t cost a lot to get rid of it.

There are cases where the cost is high, and that’s then we choose the black box if it’s the best option to do the job. Things get a little trickier here because we have to ask “what are the costs of bad decisions, and do we really have them fully characterized?” We also have to be very careful knowing that our systems may have biases, they may have limitations in where you can apply them, they may be breakable.

But at the same time, there are certainly domains where we’re going to test these systems so extensively that we know their performance in virtually every situation. And if their performance is better than the other methods, we need to do it. Self driving vehicles are a significant example—it’s almost certain they’re going to have to use black box methods, and that they’re going to end up being better drivers than humans.

The third rule is the more fun one for me as a scientist, and that’s the case where the black box really enlightens us as to a new way to look at something. We have trained a black box to recognize the fracture energy of breaking a piece of metal from a picture of the broken surface. It did a really good job, and humans can’t do this and we don’t know why.

What the computer seems to be seeing is noise. There’s a signal in that noise, and finding it is very difficult, but if we do we may find something significant to the fracture process, and that would be an awesome scientific discovery.

EG: Do you think there’s been too much emphasis on interpretability?

EH: I think the interpretability problem is a fundamental, fascinating computer science grand challenge and there are significant issues where we need to have an interpretable model. But how I would frame it is not that there’s too much emphasis on interpretability, but rather that there’s too much dismissiveness of uninterpretable models.

I think that some of the current social and political issues surrounding some very bad black box outcomes have convinced people that all machine learning and AI should be interpretable because that will somehow solve those problems.

Asking humans to explain their rationale has not eliminated bias, or stereotyping, or bad decision-making in humans. Relying too much on interpreted ability perhaps puts the responsibility in the wrong place for getting better results. I can make a better black box without knowing exactly in what way the first one was bad.

EG: Looking further into the future, do you think there will be situations where humans will have to rely on black box algorithms to solve problems we can’t get our heads around?

EH: I do think so, and it’s not as much of a stretch as we think it is. For example, humans don’t design the circuit map of computer chips anymore. We haven’t for years. It’s not a black box algorithm that designs those circuit boards, but we’ve long since given up trying to understand a particular computer chip’s design.

With the billions of circuits in every computer chip, the human mind can’t encompass it, either in scope or just the pure time that it would take to trace every circuit. There are going to be cases where we want a system so complex that only the patience that computers have and their ability to work in very high-dimensional spaces is going to be able to do it.

So we can continue to argue about interpretability, but we need to acknowledge that we’re going to need to use black boxes. And this is our opportunity to do our due diligence to understand how to use them responsibly, ethically, and with benefits rather than harm. And that’s going to be a social conversation as well as as a scientific one.

*Responses have been edited for length and style

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Posted in Human Robots

#434685 How Tech Will Let You Learn Anything, ...

Posted on March 1, 2019 by Android

Today, over 77 percent of Americans own a smartphone with access to the world’s information and near-limitless learning resources.

Yet nearly 36 million adults in the US are constrained by low literacy skills, excluding them from professional opportunities, prospects of upward mobility, and full engagement with their children’s education.

And beyond its direct impact, low literacy rates affect us all. Improving literacy among adults is predicted to save $230 billion in national healthcare costs and could result in US labor productivity increases of up to 2.5 percent.

Across the board, exponential technologies are making demonetized learning tools, digital training platforms, and literacy solutions more accessible than ever before.

With rising automation and major paradigm shifts underway in the job market, these tools not only promise to make today’s workforce more versatile, but could play an invaluable role in breaking the poverty cycles often associated with low literacy.

Just three years ago, the Barbara Bush Foundation for Family Literacy and the Dollar General Literacy Foundation joined forces to tackle this intractable problem, launching a $7 million Adult Literacy XPRIZE.

Challenging teams to develop smartphone apps that significantly increase literacy skills among adult learners in just 12 months, the competition brought five prize teams to the fore, each targeting multiple demographics across the nation.

Now, after four years of research, prototyping, testing, and evaluation, XPRIZE has just this week announced two grand prize winners: Learning Upgrade and People ForWords.

In this blog, I’ll be exploring the nuts and bolts of our two winning teams and how exponential technologies are beginning to address rapidly shifting workforce demands.

We’ll discuss:

Meeting 100 percent adult literacy rates
Retooling today’s workforce for tomorrow’s job market
Granting the gift of lifelong learning

Let’s dive in.

Adult Literacy XPRIZE
Emphasizing the importance of accessible mediums and scalability, the Adult Literacy XPRIZE called for teams to create mobile solutions that lower the barrier to entry, encourage persistence, develop relevant learning content, and can scale nationally.

Outperforming the competition in two key demographic groups in aggregate—native English speakers and English language learners—teams Learning Upgrade and People ForWords together claimed the prize.

To win, both organizations successfully generated the greatest gains between a pre- and post-test, administered one year apart to learners in a 12-month field test across Los Angeles, Dallas, and Philadelphia.

Prize money in hand, Learning Upgrade and People ForWords are now scaling up their solutions, each targeting a key demographic in America’s pursuit of adult literacy.

Based in San Diego, Learning Upgrade has developed an Android and iOS app that helps students learn English and math through video, songs, and gamification. Offering a total of 21 courses from kindergarten through adult education, Learning Upgrade touts a growing platform of over 900 lessons spanning English, reading, math, and even GED prep.

To further personalize each student’s learning, Learning Upgrade measures time-on-task and builds out formative performance assessments, granting teachers a quantified, real-time view of each student’s progress across both lessons and criteria.

Specialized in English reading skills, Dallas-based People ForWords offers a similarly delocalized model with its mobile game “Codex: Lost Words of Atlantis.” Based on an archaeological adventure storyline, the app features an immersive virtual environment.

Set in the Atlantis Library (now with a 3D rendering underway), Codex takes its students through narrative-peppered lessons covering everything from letter-sound practice to vocabulary reinforcement in a hidden object game.

But while both mobile apps have recruited initial piloting populations, the key to success is scale.

Using a similar incentive prize competition structure to drive recruitment, the second phase of the XPRIZE is a $1 million Barbara Bush Foundation Adult Literacy XPRIZE Communities Competition. For 15 months, the competition will challenge organizations, communities, and individuals alike to onboard adult learners onto both prize-winning platforms and fellow finalist team apps, AmritaCREATE and Cell-Ed.

Each awarded $125,000 for participation in the Communities Competition, AmritaCREATE and Cell-Ed bring yet other nuanced advantages to the table.

While AmritaCREATE curates culturally appropriate e-content relevant to given life skills, Cell-Ed takes a learn-on-the-go approach, offering micro-lessons, on-demand essential skills training, and individualized coaching on any mobile device, no internet required.

Although all these cases target slightly different demographics and problem niches, they converge upon common phenomena: mobility, efficiency, life skill relevance, personalized learning, and practicability.

And what better to scale these benefits than AI and immersive virtual environments?

In the case of education’s growing mobility, 5G and the explosion of connectivity speeds will continue to drive a learn-anytime-anywhere education model, whereby adult users learn on the fly, untethered to web access or rigid time strictures.

As I’ve explored in a previous blog on AI-crowd collaboration, we might also see the rise of AI learning consultants responsible for processing data on how you learn.

Quantifying and analyzing your interaction with course modules, where you get stuck, where you thrive, and what tools cause you ease or frustration, each user’s AI trainer might then issue personalized recommendations based on crowd feedback.

Adding a human touch, each app’s hired teaching consultants would thereby be freed to track many more students’ progress at once, vetting AI-generated tips and adjustments, and offering life coaching along the way.

Lastly, virtual learning environments—and, one day, immersive VR—will facilitate both speed and retention, two of the most critical constraints as learners age.

As I often reference, people generally remember only 10 percent of what we see, 20 percent of what we hear, and 30 percent of what we read…. But over a staggering 90 percent of what we do or experience.

By introducing gamification, immersive testing activities, and visually rich sensory environments, adult literacy platforms have a winning chance at scalability, retention, and user persistence.

Exponential Tools: Training and Retooling a Dynamic Workforce
Beyond literacy, however, virtual and augmented reality have already begun disrupting the professional training market.

As projected by ABI Research, the enterprise VR training market is on track to exceed $6.3 billion in value by 2022.

Leading the charge, Walmart has already implemented VR across 200 Academy training centers, running over 45 modules and simulating everything from unusual customer requests to a Black Friday shopping rush.

Then in September of last year, Walmart committed to a 17,000-headset order of the Oculus Go to equip every US Supercenter, neighborhood market, and discount store with VR-based employee training.

In the engineering world, Bell Helicopter is using VR to massively expedite development and testing of its latest aircraft, FCX-001. Partnering with Sector 5 Digital and HTC VIVE, Bell found it could concentrate a typical six-year aircraft design process into the course of six months, turning physical mockups into CAD-designed virtual replicas.

But beyond the design process itself, Bell is now one of a slew of companies pioneering VR pilot tests and simulations with real-world accuracy. Seated in a true-to-life virtual cockpit, pilots have now tested countless iterations of the FCX-001 in virtual flight, drawing directly onto the 3D model and enacting aircraft modifications in real time.

And in an expansion of our virtual senses, several key players are already working on haptic feedback. In the case of VR flight, French company Go Touch VR is now partnering with software developer FlyInside on fingertip-mounted haptic tech for aviation.

Dramatically reducing time and trouble required for VR-testing pilots, they aim to give touch-based confirmation of every switch and dial activated on virtual flights, just as one would experience in a full-sized cockpit mockup. Replicating texture, stiffness, and even the sensation of holding an object, these piloted devices contain a suite of actuators to simulate everything from a light touch to higher-pressured contact, all controlled by gaze and finger movements.

When it comes to other high-risk simulations, virtual and augmented reality have barely scratched the surface.
Firefighters can now combat virtual wildfires with new platforms like FLAIM Trainer or TargetSolutions. And thanks to the expansion of medical AR/VR services like 3D4Medical or Echopixel, surgeons might soon perform operations on annotated organs and magnified incision sites, speeding up reaction times and vastly improving precision.

But perhaps most urgently, virtual reality will offer an immediate solution to today’s constant industry turnover and large-scale re-education demands.

VR educational facilities with exact replicas of anything from large industrial equipment to minute circuitry will soon give anyone a second chance at the 21st-century job market.

Want to become an electric, autonomous vehicle mechanic at age 44? Throw on a demonetized VR module and learn by doing, testing your prototype iterations at almost zero cost and with no risk of harming others.

Want to be a plasma physicist and play around with a virtual nuclear fusion reactor? Now you’ll be able to simulate results and test out different tweaks, logging Smart Educational Record credits in the process.

As tomorrow’s career model shifts from a “one-and-done graduate degree” to continuous lifelong education, professional VR-based re-education will allow for a continuous education loop, reducing the barrier to entry for anyone wanting to try their hand at a new industry.

Learn Anything, Anytime, at Any Age
As VR and artificial intelligence converge with demonetized mobile connectivity, we are finally witnessing an era in which no one will be left behind.

Whether in pursuit of fundamental life skills, professional training, linguistic competence, or specialized retooling, users of all ages, career paths, income brackets, and goals are now encouraged to be students, no longer condemned to stagnancy.

Traditional constraints need no longer prevent non-native speakers from gaining an equal foothold, or specialists from pivoting into new professions, or low-income parents from staking new career paths.

As exponential technologies drive democratized access, bolstering initiatives such as the Barbara Bush Foundation Adult Literacy XPRIZE are blazing the trail to make education a scalable priority for all.

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Posted in Human Robots