Tag Archives: world

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

Posted on July 13, 2017 by Android

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.
Stock Media provided by MJTierney / Pond5 Continue reading →

Posted in Human Robots

#430658 Why Every Leader Needs a Healthy ...

Posted on July 12, 2017 by Android

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.
Stock Media provided by MJTierney / Pond5 Continue reading →

Posted in Human Robots

#430652 The Jobs AI Will Take Over First

Posted on July 11, 2017 by Android

11th July 2017: The robotic revolution is set to cause the biggest transformation in the world’s workforce since the industrial revolution. In fact, research suggests that over 30% of jobs in Britain are under threat from breakthroughs in artificial intelligence (AI) technology.

With pioneering advances in technology many jobs that weren’t considered ripe for automation suddenly are. RS Components have used PWC Data to reveal how many jobs per sector are at risk of being taken by robots by 2030, a mere 13 years away. Did you think you were exempt from the robot revolution?

The top three sectors who are most exposed to the threats of robots are Transport and Storage, Manufacturing and Wholesale and Retail with 56%, 46% and 44% risk of automation respectively. The PWC report states that the differentiating factor between losing jobs to automation probability is education; those with a GCSE-level education or lower face a 46% risk, whilst those with undergraduate degrees or higher face a 12% risk. If a job is repetitive, physical and requires minimum effort to train for, this will have a higher likelihood to become automated by machines.

The manufacturing industry has the 3rd highest likelihood potential at 46.6%, shortly behind Transportation and Storage (56.4%) and Water, Sewage and Waste Management (62.6%). Although the manufacturing sector has the 3rd highest likelihood, it has the second largest number of jobs at risk of being taken by robots; an astonishing 1.22 million jobs are at risk in the near future. Repetitive manual labour and routine tasks can be taught to fixed machines and mimicked easily, saving employers both time and money.

The three sectors least at risk are Education, Health and Social and Agriculture, Forestry and Fishing with 9%, 17% and 19% risk of automation respectively. These operations are non-repetitive and consist of characteristics that cannot be taught and are harder to replicate with AI and robotics.

These are not the only fields where the introduction of AI will have an impact on employment prospects; Administrative and Support Services, Accommodation and Food Services, Finance and Insurance, Construction, Real Estate, Public Administration and Defence, and Arts and Entertainment are not out of the woods either.

The future is not all doom and gloom. Automation is set to boost productivity to enable workers to focus on higher value, more rewarding jobs; leaving repetitive and uncomplicated ones to the robots. An increase in sectors that are less easy to automate is also expected due to lower running costs. Wealth and spending will also be boosted by the initiation of AI seizing work. Also, there are just some things AI cannot learn so these jobs will be safe.

In some sectors half of the jobs could be taken by a fully automated system. Is your job next?

The post The Jobs AI Will Take Over First appeared first on Roboticmagazine. Continue reading →

Posted in Human Robots

#430649 Robotherapy for children with autism

Posted on July 11, 2017 by Android

New Robotherapy for children with autism could reduce patient supervision by therapists.
05.07.2017
Autism treatments and therapies routinely make headlines. With robot enhanced therapies on the rise, often overlooked though, is the mental stress and physical toll the procedures take on therapists. As autism treatments can be taxing on both patient and therapists, few realize the stress and workload of those working with autistic patients.
It is against this backdrop, that researchers from the Vrije Universiteit Brussel are pioneering a new technology to aid behavioural therapy, and one with a very deliberate aspect: they are using robots to boost the basic social learning skills of children with ASD and while doing so, they hope to make the therapists’ job substantially easier.
A study, just published in PALADYN – Journal of Behavioural Robotics examines the use of social robots as tools in clinical situations by addressing the challenge of increasing robot autonomy.
The growing deployment of robot-assisted therapies in recent decades means children with Autism Spectrum Disorder (ASD) can develop and nurture social behaviour and cognitive skills. Learning skills that hold out in real life is the first and foremost goal of all autism therapies, including the Robot-Assisted Therapy (RAT), with effectiveness always considered a key concern. However, this time round the scientists have set off on the additional mission to take the load off the human therapists by letting parts of the intervention be taken over by the supervised yet autonomous robots.
The researchers developed a complete system of robot-enhanced therapy (RET) for children with ASD. The therapy works by teaching behaviours during repeated sessions of interactive games. Since the individuals with ASD tend to be more responsive to feedback coming from an interaction with technology, robots are often used for this therapy. In this approach, the social robot acts as a mediator and typically remains remote-controlled by a human operator. The technique, called Wizard of Oz, requires the robot to be operated by an additional person and the robot is not recording the performance during the therapy. In order to reduce operator workload, authors introduced a system with a supervised autonomous robot – which is able to understand the psychological disposition of the child and use it to select actions appropriate to the current state of the interaction.
Admittedly, robots with supervised autonomy can substantially benefit behavioural therapy for children with ASD – diminishing the therapist workload on the one hand, and achieving more objective measurements of therapy outcomes on the other. Yet, complex as it is, this therapy requires a multidisciplinary approach, as RET provides mixed effectiveness for primary tasks: the turn-taking, joint attention and imitation task comparing to Standard Human Treatment (SHT).
Results are likely to prompt a further development of the robot assisted therapy with increasing robot’s autonomy. With many outstanding conceptual and technical issues yet to tackle –it is definitely the ethical questions that pose one of the major challenges as far as the potential and maximal degree of robot autonomy is concerned.
The article is fully available in open access to read, download and share on De Gruyter Online.
Research was conducted as a part of DREAM (Development of Robot-Enhanced therapy for children with Autism spectrum disorders) project.
DOI: 10.1515/pjbr-2017-0002
Image credit: P.G. Esteban
About the Journal: PALADYN – Journal of Behavioural Robotics is a fully peer-reviewed, electronic-only journal that publishes original, high-quality research on topics broadly related to neuronally and psychologically inspired robots and other behaving autonomous systems.
About De Gruyter Open: De Gruyter Open is a leading publisher of Open Access academic content. Publishing in all major disciplines, De Gruyter Open is home to more than 500 scholarly journals and over 100 books. The company is part of the De Gruyter Group (www.degruyter.com) and a member of the Association of Learned and Professional Society Publishers (ALPSP). De Gruyter Open’s book and journal programs have been endorsed by the international research community and some of the world’s top scientists, including Nobel laureates. The company’s mission is to make the very best in academic content freely available to scholars and lay readers alike.
The post Robotherapy for children with autism appeared first on Roboticmagazine. Continue reading →

Posted in Human Robots

#430640 RE2 Robotics Receives Air Force Funding ...

Posted on July 10, 2017 by Android

PITTSBURGH, PA – June 21, 2017 – RE2 Robotics announced today that the Company was selected by the Air Force to develop a drop-in robotic system to rapidly convert a variety of traditionally manned aircraft to robotically piloted, autonomous aircraft under the Small Business Innovation Research (SBIR) program. This robotic system, named “Common Aircraft Retrofit for Novel Autonomous Control” (CARNAC), will operate the aircraft similarly to a human pilot and will not require any modifications to the aircraft.
Automation and autonomy have broad value to the Department of Defense with the potential to enhance system performance of existing platforms, reduce costs, and enable new missions and capabilities, especially with reduced human exposure to dangerous or life-threatening situations. The CARNAC project leverages existing aviation assets and advances in vehicle automation technologies to develop a cutting-edge drop-in robotic flight system.
During the program, RE2 Robotics will demonstrate system architecture feasibility, humanoid-like robotic manipulation capabilities, vision-based flight-status recognition, and cognitive architecture-based decision making.
“Our team is excited to incorporate the Company’s robotic manipulation expertise with proven technologies in applique systems, vision processing algorithms, and decision making to create a customized application that will allow a wide variety of existing aircraft to be outfitted with a robotic pilot,” stated Jorgen Pedersen, president and CEO of RE2 Robotics. “By creating a drop-in robotic pilot, we have the ability to insert autonomy into and expand the capabilities of not only traditionally manned air vehicles, but ground and underwater vehicles as well. This application will open up a whole new market for our mobile robotic manipulator systems.”
###
About RE2 RoboticsRE2 Robotics develops mobile robotic technologies that enable robot users to remotely interact with their world from a safe distance — whether on the ground, in the air, or underwater. RE2 creates interoperable robotic manipulator arms with human-like performance, intuitive human robot interfaces, and advanced autonomy software for mobile robotics. For more information, please visit www.resquared.com or call 412.681.6382.
Media Contact: RE2 Public Relations, pr@resquared.com, 412.681.6382.
The post RE2 Robotics Receives Air Force Funding to Develop Robotic Pilot appeared first on Roboticmagazine. Continue reading →

Posted in Human Robots