https://simplecast.com Business Lab The Business Lab is a sponsored podcast produced by Insights, the custom content division of MIT Technology Review. The Business Lab podcast features a 30-minute conversation with either an executive from the sponsor partner or a technologist with expertise in a relevant technology area. The discussion focuses on technology topics that matter to today’s enterprise decision-makers. Laurel Ruma, MIT Technology Review’s custom content director for the United States, is the host. All Rights Reserved en Mon, 16 Feb 2026 14:45:00 +0000 Mon, 23 Feb 2026 15:47:36 +0000 https://www.technologyreview.com/podcast/business-lab/ Business Lab https://image.simplecastcdn.com/images/dc822447-17b6-4a57-8364-df51d0770e66/4e544336-5613-489a-b304-7c0620c3ab71/3000x3000/square-blab-logo.jpg?aid=rss_feed https://www.technologyreview.com/podcast/business-lab/ episodic The Business Lab is a sponsored podcast produced by Insights, the custom content division of MIT Technology Review. The Business Lab podcast features a 30-minute conversation with either an executive from the sponsor partner or a technologist with expertise in a relevant technology area. The discussion focuses on technology topics that matter to today’s enterprise decision-makers. Laurel Ruma, MIT Technology Review’s custom content director for the United States, is the host. MIT Technology Review Insights false https://feeds.simplecast.com/Oy7yJ4C0 business, technology MIT Technology Review Insights 748cda22-0aef-45cf-906c-d2b6b8d2edc4 Tuning into the future of collaboration When work went remote, the sound of business changed. What began as a scramble to make home offices functional has evolved into a revolution in how people hear and are heard. From education to enterprises, companies across industries have reimagined what clear, reliable communication can mean in a hybrid world. For major audio and communications enterprises like Shure and Zoom, that transformation has been powered by artificial intelligence, new acoustic technologies, and a shared mission: making connection effortless. 

Necessity during the pandemic accelerated years of innovation in months.  

"Audio and video just working is a baseline for collaboration," says chief ecosystem officer at Zoom, Brendan Ittelson. "That expectation has shifted from connecting people to enhancing productivity and creativity across the entire ecosystem."  

Audio is a foundation for trust, understanding, and collaboration. Poor sound quality can distort meaning and fatigue listeners, while crisp audio and intelligent processing can make digital interactions feel nearly as natural as in-person exchanges. 

"If you think about the fundamental need here," adds chief technology officer at Shure, Sam Sabet, "It's the ability to amplify the audio and the information that's really needed, and diminish the unwanted sounds and audio so that we can enhance that experience and make it seamless for people to communicate."  

For both Ittelson and Sabet, AI now sits at the center of this progress. For Shure, machine learning powers real-time noise suppression, adaptive beamforming, and spatial audio that tunes itself to a room’s acoustics. For Zoom, AI underpins every layer of its platform, from dynamic noise reduction to automated meeting summaries and intelligent assistants that anticipate user needs. These tools are transforming communication from reactive to proactive, enabling systems that understand intent, context, and emotion. 

"Even if you're not working from home and coming into the office, the types of spaces and environments you try to collaborate in today are constantly changing because our needs are constantly changing," says Sabet. "Having software and algorithms that adapt seamlessly and self-optimize based on the acoustics of the room, based on the different layouts of the spaces where people collaborate in is instrumental." 

The future, they suggest, is one where technology fades into the background. As audio devices and AI companions learn to self-optimize, users won’t think about microphones or meeting links. Instead, they’ll simply connect. Both companies are now exploring agentic AI systems and advanced wireless solutions that promise to make collaboration seamless across spaces, whether in classrooms, conference rooms, or virtual environments yet to come. 

"It's about helping people focus on strategy and creativity instead of administrative busy work," says Ittelson. 

This episode of Business Lab is produced in partnership with Shure.


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]]> Mon, 16 Feb 2026 14:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ When work went remote, the sound of business changed. What began as a scramble to make home offices functional has evolved into a revolution in how people hear and are heard. From education to enterprises, companies across industries have reimagined what clear, reliable communication can mean in a hybrid world. For major audio and communications enterprises like Shure and Zoom, that transformation has been powered by artificial intelligence, new acoustic technologies, and a shared mission: making connection effortless. 

Necessity during the pandemic accelerated years of innovation in months.  

"Audio and video just working is a baseline for collaboration," says chief ecosystem officer at Zoom, Brendan Ittelson. "That expectation has shifted from connecting people to enhancing productivity and creativity across the entire ecosystem."  

Audio is a foundation for trust, understanding, and collaboration. Poor sound quality can distort meaning and fatigue listeners, while crisp audio and intelligent processing can make digital interactions feel nearly as natural as in-person exchanges. 

"If you think about the fundamental need here," adds chief technology officer at Shure, Sam Sabet, "It's the ability to amplify the audio and the information that's really needed, and diminish the unwanted sounds and audio so that we can enhance that experience and make it seamless for people to communicate."  

For both Ittelson and Sabet, AI now sits at the center of this progress. For Shure, machine learning powers real-time noise suppression, adaptive beamforming, and spatial audio that tunes itself to a room’s acoustics. For Zoom, AI underpins every layer of its platform, from dynamic noise reduction to automated meeting summaries and intelligent assistants that anticipate user needs. These tools are transforming communication from reactive to proactive, enabling systems that understand intent, context, and emotion. 

"Even if you're not working from home and coming into the office, the types of spaces and environments you try to collaborate in today are constantly changing because our needs are constantly changing," says Sabet. "Having software and algorithms that adapt seamlessly and self-optimize based on the acoustics of the room, based on the different layouts of the spaces where people collaborate in is instrumental." 

The future, they suggest, is one where technology fades into the background. As audio devices and AI companions learn to self-optimize, users won’t think about microphones or meeting links. Instead, they’ll simply connect. Both companies are now exploring agentic AI systems and advanced wireless solutions that promise to make collaboration seamless across spaces, whether in classrooms, conference rooms, or virtual environments yet to come. 

"It's about helping people focus on strategy and creativity instead of administrative busy work," says Ittelson. 

This episode of Business Lab is produced in partnership with Shure.


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]]> Tuning into the future of collaboration MIT Technology Review Insights 00:26:02 Intelligent audio and intuitive tools are transforming collaboration from connection to creativity, says Sam Sabet, chief technology officer at Shure, and Brendan Ittelson, chief ecosystem officer at Zoom. Intelligent audio and intuitive tools are transforming collaboration from connection to creativity, says Sam Sabet, chief technology officer at Shure, and Brendan Ittelson, chief ecosystem officer at Zoom. false full 105 6c0dc2b6-0eb3-47ea-869c-6687bdd7f3a4 The power of sound in a virtual world In an era where business, education, and even casual conversations occur via screens, sound has become a differentiating factor. We obsess over lighting, camera angles, and virtual backgrounds, but how we sound can be just as critical to credibility, trust, and connection.

That’s the insight driving Erik Vaveris, vice president of product management and chief marketing officer at Shure, and Brian Scholl, director of the Perception & Cognition Laboratory at Yale University. Both see audio as more than a technical layer: It’s a human factor shaping how people perceive intelligence, trustworthiness, and authority in virtual settings.

"If you're willing to take a little bit of time with your audio set up, you can really get across the full power of your message and the full power of who you are to your peers, to your employees, your boss, your suppliers, and of course, your customers," says Vaveris.

Scholl’s research shows that poor audio quality can make a speaker seem less persuasive, less hireable, and even less credible.

"We know that [poor] sound doesn't reflect the people themselves, but we really just can't stop ourselves from having those impressions," says Scholl. "We all understand intuitively that if we're having difficulty being understood while we're talking, then that's bad. But we sort of think that as long as you can make out the words I'm saying, then that's probably all fine. And this research showed in a somewhat surprising way, to a surprising degree, that this is not so."

For organizations navigating hybrid work, training, and marketing, the stakes have become high.

Vaveris points out that the pandemic was a watershed moment for audio technology. As classrooms, boardrooms, and conferences shifted online almost overnight, demand accelerated for advanced noise suppression, echo cancellation, and AI-driven processing tools that make meetings more seamless. Today, machine learning algorithms can strip away keyboard clicks or reverberation and isolate a speaker’s voice in noisy environments. That clarity underpins the accuracy of AI meeting assistants that can step in to transcribe, summarize, and analyze discussions.

The implications across industries are rippling. Clearer audio levels the playing field for remote participants, enabling inclusive collaboration. It empowers executives and creators alike to produce broadcast-quality content from the comfort of their home office. And it offers companies new ways to build credibility with customers and employees without the costly overhead of traditional production.

Looking forward, the convergence of audio innovation and AI promises an even more dynamic landscape: from real-time captioning in your native language to audio filtering, to smarter meeting tools that capture not only what is said but how it’s said, and to technologies that disappear into the background while amplifying the human voice at the center.

"There's a future out there where this technology can really be something that helps bring people together," says Vaveris. "Now that we have so many years of history with the internet, we know there's usually two sides to the coin of technology, but there's definitely going to be a positive side to this, and I'm really looking forward to it.

In a world increasingly mediated by screens, sound may prove to be the most powerful connector of all.

This episode of Business Lab is produced in partnership with Shure.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Mon, 26 Jan 2026 13:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ In an era where business, education, and even casual conversations occur via screens, sound has become a differentiating factor. We obsess over lighting, camera angles, and virtual backgrounds, but how we sound can be just as critical to credibility, trust, and connection.

That’s the insight driving Erik Vaveris, vice president of product management and chief marketing officer at Shure, and Brian Scholl, director of the Perception & Cognition Laboratory at Yale University. Both see audio as more than a technical layer: It’s a human factor shaping how people perceive intelligence, trustworthiness, and authority in virtual settings.

"If you're willing to take a little bit of time with your audio set up, you can really get across the full power of your message and the full power of who you are to your peers, to your employees, your boss, your suppliers, and of course, your customers," says Vaveris.

Scholl’s research shows that poor audio quality can make a speaker seem less persuasive, less hireable, and even less credible.

"We know that [poor] sound doesn't reflect the people themselves, but we really just can't stop ourselves from having those impressions," says Scholl. "We all understand intuitively that if we're having difficulty being understood while we're talking, then that's bad. But we sort of think that as long as you can make out the words I'm saying, then that's probably all fine. And this research showed in a somewhat surprising way, to a surprising degree, that this is not so."

For organizations navigating hybrid work, training, and marketing, the stakes have become high.

Vaveris points out that the pandemic was a watershed moment for audio technology. As classrooms, boardrooms, and conferences shifted online almost overnight, demand accelerated for advanced noise suppression, echo cancellation, and AI-driven processing tools that make meetings more seamless. Today, machine learning algorithms can strip away keyboard clicks or reverberation and isolate a speaker’s voice in noisy environments. That clarity underpins the accuracy of AI meeting assistants that can step in to transcribe, summarize, and analyze discussions.

The implications across industries are rippling. Clearer audio levels the playing field for remote participants, enabling inclusive collaboration. It empowers executives and creators alike to produce broadcast-quality content from the comfort of their home office. And it offers companies new ways to build credibility with customers and employees without the costly overhead of traditional production.

Looking forward, the convergence of audio innovation and AI promises an even more dynamic landscape: from real-time captioning in your native language to audio filtering, to smarter meeting tools that capture not only what is said but how it’s said, and to technologies that disappear into the background while amplifying the human voice at the center.

"There's a future out there where this technology can really be something that helps bring people together," says Vaveris. "Now that we have so many years of history with the internet, we know there's usually two sides to the coin of technology, but there's definitely going to be a positive side to this, and I'm really looking forward to it.

In a world increasingly mediated by screens, sound may prove to be the most powerful connector of all.

This episode of Business Lab is produced in partnership with Shure.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> The power of sound in a virtual world MIT Technology Review Insights 00:37:31 In an era where business, education, and even casual conversations occur via screens, sound has become a differentiating factor. We obsess over lighting, camera angles, and virtual backgrounds, but how we sound can be just as critical to credibility, trust, and connection. In an era where business, education, and even casual conversations occur via screens, sound has become a differentiating factor. We obsess over lighting, camera angles, and virtual backgrounds, but how we sound can be just as critical to credibility, trust, and connection. false full 104 ae39aea1-aef1-423c-9606-ffad1327c93b The overlooked driver of digital transformation Mon, 5 Jan 2026 15:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ The overlooked driver of digital transformation MIT Technology Review Insights 00:24:57 When business leaders talk about digital transformation, their focus often jumps straight to cloud platforms, AI tools, or collaboration software. Yet, one of the most fundamental enablers of how organizations now work, and how employees experience that work, is often overlooked: audio. As Genevieve Juillard, CEO of IDC, notes, the shift to hybrid collaboration made every space, from corporate boardrooms to kitchen tables, meeting-ready almost overnight. In the scramble, audio quality often lagged, creating what research now shows is more than a nuisance. Poor sound can alter how speakers are perceived, making them seem less credible or even less trustworthy. "Audio is the gatekeeper of meaning,” stresses Julliard. “If people can't hear clearly, they can't understand you. And if they can't understand you, they can't trust you, and they can't act on what you said. And no amount of sharp video can fix that." Without clarity, comprehension and confidence collapse. For Shure, which has spent a century advancing sound technology, the implications extend far beyond convenience. Chris Schyvinck, Shure’s president and CEO, explains that ineffective audio undermines engagement and productivity. Meetings stall, decisions slow, and fatigue builds. "Use technology to make hybrid meetings seamless, and then be clear on which conversations truly require being in the same physical space," says Juillard. "If you can strike that balance, you're not just making work more efficient, you're making it more sustainable, you're also making it more inclusive, and you're making it more resilient." When audio is prioritized on equal footing with video and other collaboration tools, organizations can gain something rare: frictionless communication. That clarity ensures the machines listening in, from AI transcription engines to real-time translation systems, can deliver reliable results. The research from Shure and IDC highlights two blind spots for leaders. First, buying decisions too often privilege price over quality, with costly consequences in productivity and trust. Second, organizations underestimate the stress poor sound imposes on employees, intensifying the cognitive load of already demanding workdays. Addressing both requires leaders to view audio not as a peripheral expense but as core infrastructure. Looking ahead, audio is becoming inseparable from AI-driven collaboration. Smarter systems can already filter out background noise, enhance voices in real time, and integrate seamlessly into hybrid ecosystems. "We should be able to provide improved accessibility and a more equitable meeting experience for people," says Schyvinck. For Schyvinck and Juillard, the future belongs to companies that treat audio transformation as an integral part of digital transformation, building workplaces that are more sustainable, equitable, and resilient. When business leaders talk about digital transformation, their focus often jumps straight to cloud platforms, AI tools, or collaboration software. Yet, one of the most fundamental enablers of how organizations now work, and how employees experience that work, is often overlooked: audio. As Genevieve Juillard, CEO of IDC, notes, the shift to hybrid collaboration made every space, from corporate boardrooms to kitchen tables, meeting-ready almost overnight. In the scramble, audio quality often lagged, creating what research now shows is more than a nuisance. Poor sound can alter how speakers are perceived, making them seem less credible or even less trustworthy. "Audio is the gatekeeper of meaning,” stresses Julliard. “If people can't hear clearly, they can't understand you. And if they can't understand you, they can't trust you, and they can't act on what you said. And no amount of sharp video can fix that." Without clarity, comprehension and confidence collapse. For Shure, which has spent a century advancing sound technology, the implications extend far beyond convenience. Chris Schyvinck, Shure’s president and CEO, explains that ineffective audio undermines engagement and productivity. Meetings stall, decisions slow, and fatigue builds. "Use technology to make hybrid meetings seamless, and then be clear on which conversations truly require being in the same physical space," says Juillard. "If you can strike that balance, you're not just making work more efficient, you're making it more sustainable, you're also making it more inclusive, and you're making it more resilient." When audio is prioritized on equal footing with video and other collaboration tools, organizations can gain something rare: frictionless communication. That clarity ensures the machines listening in, from AI transcription engines to real-time translation systems, can deliver reliable results. The research from Shure and IDC highlights two blind spots for leaders. First, buying decisions too often privilege price over quality, with costly consequences in productivity and trust. Second, organizations underestimate the stress poor sound imposes on employees, intensifying the cognitive load of already demanding workdays. Addressing both requires leaders to view audio not as a peripheral expense but as core infrastructure. Looking ahead, audio is becoming inseparable from AI-driven collaboration. Smarter systems can already filter out background noise, enhance voices in real time, and integrate seamlessly into hybrid ecosystems. "We should be able to provide improved accessibility and a more equitable meeting experience for people," says Schyvinck. For Schyvinck and Juillard, the future belongs to companies that treat audio transformation as an integral part of digital transformation, building workplaces that are more sustainable, equitable, and resilient. false full 103 3669056e-54eb-417f-928a-c0e982504735 The fast and the future-focused are revolutionizing motorsport When the ABB FIA Formula E World Championship launched its first race through Beijing’s Olympic Park in 2014, the idea of all-electric motorsport still bordered on experimental. Batteries couldn’t yet last a full race, and drivers had to switch cars mid-competition. Just over a decade later, Formula E has evolved into a global entertainment brand broadcast in 150 countries, driving both technological innovation and cultural change in sport.  

"Gen4, that's to come next year," says Dan Cherowbrier, Formula E’s chief technology and information officer. "You will see a really quite impressive car that starts us to question whether EV is there. It's actually faster—it's actually more than traditional [internal combustion engines] ICE." 

That acceleration isn’t just happening on the track. Formula E’s digital transformation, powered by its partnership with Infosys, is redefining what it means to be a fan. “It's a movement to make motor sport accessible and exciting for the new generation,” says principal technologist at Infosys, Rohit Agnihotri. 


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]]> Mon, 15 Dec 2025 14:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ When the ABB FIA Formula E World Championship launched its first race through Beijing’s Olympic Park in 2014, the idea of all-electric motorsport still bordered on experimental. Batteries couldn’t yet last a full race, and drivers had to switch cars mid-competition. Just over a decade later, Formula E has evolved into a global entertainment brand broadcast in 150 countries, driving both technological innovation and cultural change in sport.  

"Gen4, that's to come next year," says Dan Cherowbrier, Formula E’s chief technology and information officer. "You will see a really quite impressive car that starts us to question whether EV is there. It's actually faster—it's actually more than traditional [internal combustion engines] ICE." 

That acceleration isn’t just happening on the track. Formula E’s digital transformation, powered by its partnership with Infosys, is redefining what it means to be a fan. “It's a movement to make motor sport accessible and exciting for the new generation,” says principal technologist at Infosys, Rohit Agnihotri. 


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]]> The fast and the future-focused are revolutionizing motorsport MIT Technology Review Insights 00:21:08 From predictive analytics to personalized fan experiences, data and AI are powering the next generation of motorsport, says Rohit Agnihotri, principal technologist at Infosys, and Dan Cherowbrier, CTIO of Formula E. From predictive analytics to personalized fan experiences, data and AI are powering the next generation of motorsport, says Rohit Agnihotri, principal technologist at Infosys, and Dan Cherowbrier, CTIO of Formula E. false full 102 a94b1303-6258-41e2-8b50-9eb746b1d3d7 Fighting forever chemicals and startup fatigue What if we could permanently remove the toxic “forever chemicals” contaminating our water? That’s the driving force behind Michigan-based startup Enspired Solutions, founded by environmental toxicologist Denise Kay and chemical engineer Meng Wang. The duo left corporate consulting in the rearview mirror to take on one of the most pervasive environmental challenges: PFAS. 

"PFAS is referred to as a forever chemical because it is so resistant to break down. It does not break down naturally in the environment, so it just circles around and around. This chemistry, which would break that cycle, break the molecule apart, could really support the health of all of us," says Kay. 

Basing the company in Michigan was both a strategic and a practical strategy. The state has been a leader in PFAS regulation with a startup infrastructure—buoyed by the Michigan Economic Development Corporation (MEDC)—that helped turn an ambitious vision into a viable business. 

From intellectual property analyses to forecasting finances and fundraising guidance, MEDC’s programs offered Kay and Wang the resources to focus on building their PFASigator: a machine the size of two large refrigerators that uses ultraviolet light and chemistry to break down PFAS in water. In other words, “it essentially eats PFAS.” 

Despite the support from MEDC, the journey has been far from smooth. "As people say, being an entrepreneur and running a startup is like a rollercoaster,” Kay says. “You have high moments, and you have very low moments when you think nothing's ever going to move forward."

Without revenue or salaries in the early days, the co-founders had to be sustained by something greater than financial incentive. 

"If problem solving and learning new talents do not provide sufficient intrinsic reward for a founder to be satisfied throughout what I guarantee will be a long duration effort, then that founder may need to reset their expectations. Because the financial rewards of entrepreneurship are small throughout the process."

Still, Kay remains optimistic about the road ahead for Enspired, for clean water innovation, and for other founders walking down a similar path. "It's a tough journey, and you have to love being on that journey, and be intrinsically rewarded for that for the sake of the journey itself, or you'll be a very unhappy founder."

This episode of Business Lab is produced in partnership with the Michigan Economic Development Corporation.


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]]> Tue, 22 Jul 2025 17:37:36 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ What if we could permanently remove the toxic “forever chemicals” contaminating our water? That’s the driving force behind Michigan-based startup Enspired Solutions, founded by environmental toxicologist Denise Kay and chemical engineer Meng Wang. The duo left corporate consulting in the rearview mirror to take on one of the most pervasive environmental challenges: PFAS. 

"PFAS is referred to as a forever chemical because it is so resistant to break down. It does not break down naturally in the environment, so it just circles around and around. This chemistry, which would break that cycle, break the molecule apart, could really support the health of all of us," says Kay. 

Basing the company in Michigan was both a strategic and a practical strategy. The state has been a leader in PFAS regulation with a startup infrastructure—buoyed by the Michigan Economic Development Corporation (MEDC)—that helped turn an ambitious vision into a viable business. 

From intellectual property analyses to forecasting finances and fundraising guidance, MEDC’s programs offered Kay and Wang the resources to focus on building their PFASigator: a machine the size of two large refrigerators that uses ultraviolet light and chemistry to break down PFAS in water. In other words, “it essentially eats PFAS.” 

Despite the support from MEDC, the journey has been far from smooth. "As people say, being an entrepreneur and running a startup is like a rollercoaster,” Kay says. “You have high moments, and you have very low moments when you think nothing's ever going to move forward."

Without revenue or salaries in the early days, the co-founders had to be sustained by something greater than financial incentive. 

"If problem solving and learning new talents do not provide sufficient intrinsic reward for a founder to be satisfied throughout what I guarantee will be a long duration effort, then that founder may need to reset their expectations. Because the financial rewards of entrepreneurship are small throughout the process."

Still, Kay remains optimistic about the road ahead for Enspired, for clean water innovation, and for other founders walking down a similar path. "It's a tough journey, and you have to love being on that journey, and be intrinsically rewarded for that for the sake of the journey itself, or you'll be a very unhappy founder."

This episode of Business Lab is produced in partnership with the Michigan Economic Development Corporation.


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]]> Fighting forever chemicals and startup fatigue MIT Technology Review Insights 00:18:05 What if we could permanently remove the toxic “forever chemicals” contaminating our water? That’s the driving force behind Michigan-based startup Enspired Solutions, founded by environmental toxicologist Denise Kay and chemical engineer Meng Wang. The duo left corporate consulting in the rearview mirror to take on one of the most pervasive environmental challenges: PFAS.  What if we could permanently remove the toxic “forever chemicals” contaminating our water? That’s the driving force behind Michigan-based startup Enspired Solutions, founded by environmental toxicologist Denise Kay and chemical engineer Meng Wang. The duo left corporate consulting in the rearview mirror to take on one of the most pervasive environmental challenges: PFAS.  false full 100 ab0bc724-47ac-4c83-8471-0be3edf1a288 Building community and clean air solutions When Darren Riley moved to Detroit seven years ago, he didn’t expect the city’s air to change his life—literally. Developing asthma as an adult opened his eyes to a much larger problem: the invisible but pervasive impact of air pollution on the health of marginalized communities. 

“I was fascinated on why don't we have the data that we need,” Riley recalls, “or why don't we have the infrastructure to really solve these issues, to understand where pollution is coming from, how's it impacting our communities so that we can really solve those problems and make an equitable breathing environment for everybody. 

That personal reckoning sparked the idea for JustAir, a Michigan-based clean-tech startup building neighborhood-level air quality monitoring tools. The goal is simple but urgent: provide communities with access to hyper-local data so they can better manage pollution and protect public health. As Riley puts it, “JustAir is solving that problem of how do we better manage local pollution so that we can make sure that our communities, our lifestyle, where we work, where we play, where we learn, are really protected.”

Founded during the height of the pandemic, when the connection between health disparities and air quality became impossible to ignore, JustAir now partners with local governments, health departments and community residents to deploy monitoring networks that offer key data relevant to everything from policy to personal decision-making. 

From the start, Michigan Economic Development Corporation (MEDC) offered key support that helped turn JustAir’s bold vision into technical infrastructure. Through MEDC’s early-stage funding partners and a network of mentorship and advisory known as SmartZones, JustAir sharpened its product-market fit and gain critical momentum. 

Success for Riley isn’t just about scale, it’s about impact. “It warms my heart, and it shows that we're doing exactly what we said we wanted to do,” Riley says, “which is to make sure that communities have the data that they deserve to create the future, the clean, healthy future that they desperately need.

To other burgeoning entrepreneurs, Riley sees a sense of shared ownership as key to lasting and impactful change. “Do something that you feel that you can really go through those pain points and struggles for, you need some extra kick to get you through, and navigate these challenges. The most important thing that a lot of people take away is community, community, community.”

This episode of Business Lab is produced in association with the Michigan Economic Development Corporation.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Tue, 15 Jul 2025 13:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ When Darren Riley moved to Detroit seven years ago, he didn’t expect the city’s air to change his life—literally. Developing asthma as an adult opened his eyes to a much larger problem: the invisible but pervasive impact of air pollution on the health of marginalized communities. 

“I was fascinated on why don't we have the data that we need,” Riley recalls, “or why don't we have the infrastructure to really solve these issues, to understand where pollution is coming from, how's it impacting our communities so that we can really solve those problems and make an equitable breathing environment for everybody. 

That personal reckoning sparked the idea for JustAir, a Michigan-based clean-tech startup building neighborhood-level air quality monitoring tools. The goal is simple but urgent: provide communities with access to hyper-local data so they can better manage pollution and protect public health. As Riley puts it, “JustAir is solving that problem of how do we better manage local pollution so that we can make sure that our communities, our lifestyle, where we work, where we play, where we learn, are really protected.”

Founded during the height of the pandemic, when the connection between health disparities and air quality became impossible to ignore, JustAir now partners with local governments, health departments and community residents to deploy monitoring networks that offer key data relevant to everything from policy to personal decision-making. 

From the start, Michigan Economic Development Corporation (MEDC) offered key support that helped turn JustAir’s bold vision into technical infrastructure. Through MEDC’s early-stage funding partners and a network of mentorship and advisory known as SmartZones, JustAir sharpened its product-market fit and gain critical momentum. 

Success for Riley isn’t just about scale, it’s about impact. “It warms my heart, and it shows that we're doing exactly what we said we wanted to do,” Riley says, “which is to make sure that communities have the data that they deserve to create the future, the clean, healthy future that they desperately need.

To other burgeoning entrepreneurs, Riley sees a sense of shared ownership as key to lasting and impactful change. “Do something that you feel that you can really go through those pain points and struggles for, you need some extra kick to get you through, and navigate these challenges. The most important thing that a lot of people take away is community, community, community.”

This episode of Business Lab is produced in association with the Michigan Economic Development Corporation.


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]]> Building community and clean air solutions MIT Technology Review Insights 00:15:06 When Darren Riley moved to Detroit seven years ago, he didn’t expect the city’s air to change his life—literally. Developing asthma as an adult opened his eyes to a much larger problem: the invisible but pervasive impact of air pollution on the health of marginalized communities.  “I was fascinated on why don't we have the data that we need,” Riley recalls, “or why don't we have the infrastructure to really solve these issues, to understand where pollution is coming from, how's it impacting our communities so that we can really solve those problems and make an equitable breathing environment for everybody.  That personal reckoning sparked the idea for JustAir, a Michigan-based clean-tech startup building neighborhood-level air quality monitoring tools. The goal is simple but urgent: provide communities with access to hyper-local data so they can better manage pollution and protect public health. As Riley puts it, “JustAir is solving that problem of how do we better manage local pollution so that we can make sure that our communities, our lifestyle, where we work, where we play, where we learn, are really protected.” When Darren Riley moved to Detroit seven years ago, he didn’t expect the city’s air to change his life—literally. Developing asthma as an adult opened his eyes to a much larger problem: the invisible but pervasive impact of air pollution on the health of marginalized communities.  “I was fascinated on why don't we have the data that we need,” Riley recalls, “or why don't we have the infrastructure to really solve these issues, to understand where pollution is coming from, how's it impacting our communities so that we can really solve those problems and make an equitable breathing environment for everybody.  That personal reckoning sparked the idea for JustAir, a Michigan-based clean-tech startup building neighborhood-level air quality monitoring tools. The goal is simple but urgent: provide communities with access to hyper-local data so they can better manage pollution and protect public health. As Riley puts it, “JustAir is solving that problem of how do we better manage local pollution so that we can make sure that our communities, our lifestyle, where we work, where we play, where we learn, are really protected.” false full 101 c172d5e0-c550-4ca4-a130-32a1b26dd85c Building an innovation ecosystem for the next century Michigan may be best known as the birthplace of the American auto industry, but its innovation legacy runs far deeper, and its future is poised to be even broader. From creating the world’s largest airport factory during World War II at Willow Run to establishing the first successful polio vaccine trials in Ann Arbor to the invention of the snowboard in Muskegon, Michigan has a long history of turning innovation into lasting impact. 

Now, with the creation of a new role, chief innovation ecosystem officer, at the Michigan Economic Development Corporation (MEDC), the state is doubling down on its ambition to become a modern engine of innovation, one that is both rooted in its industrial past and designed for the evolving demands of the 21st century economy.  

“How do you knit together risk capital founders, businesses, universities, and state government, all of the key stakeholders that need to be at the table together to build a more effective innovation ecosystem?” asks Ben Marchionna, the first to hold this groundbreaking new position. 

Leaning on his background in hard tech startups and national security, Marchionna aims to bring a “builder's thinking” to the state government. “I'm sort of wired for that—rapid prototyping, iterating, scaling, and driving that muscle into the state government ecosystem,” he explains.

But these efforts aren’t about creating a copycat Silicon Valley. Michigan’s approach is uniquely its own. “We want to develop the thing that makes the most sense for the ingredients that Michigan can bring to bear to this challenge,” says Marchionna. 

This includes cultivating both mom-and-pop businesses and tech unicorns, while tapping into the state’s talent, research, and manufacturing DNA. 

In an era where economic development often feels siloed, partisan, and reactive, Michigan is experimenting with a model centered on long-term value and community-oriented innovation. “You can lead by example in a lot of these ways, and that flywheel really can get going in a beautiful way when you step out of the prescriptive innovation culture mindset,” says Marchionna.


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]]> Tue, 8 Jul 2025 13:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Michigan may be best known as the birthplace of the American auto industry, but its innovation legacy runs far deeper, and its future is poised to be even broader. From creating the world’s largest airport factory during World War II at Willow Run to establishing the first successful polio vaccine trials in Ann Arbor to the invention of the snowboard in Muskegon, Michigan has a long history of turning innovation into lasting impact. 

Now, with the creation of a new role, chief innovation ecosystem officer, at the Michigan Economic Development Corporation (MEDC), the state is doubling down on its ambition to become a modern engine of innovation, one that is both rooted in its industrial past and designed for the evolving demands of the 21st century economy.  

“How do you knit together risk capital founders, businesses, universities, and state government, all of the key stakeholders that need to be at the table together to build a more effective innovation ecosystem?” asks Ben Marchionna, the first to hold this groundbreaking new position. 

Leaning on his background in hard tech startups and national security, Marchionna aims to bring a “builder's thinking” to the state government. “I'm sort of wired for that—rapid prototyping, iterating, scaling, and driving that muscle into the state government ecosystem,” he explains.

But these efforts aren’t about creating a copycat Silicon Valley. Michigan’s approach is uniquely its own. “We want to develop the thing that makes the most sense for the ingredients that Michigan can bring to bear to this challenge,” says Marchionna. 

This includes cultivating both mom-and-pop businesses and tech unicorns, while tapping into the state’s talent, research, and manufacturing DNA. 

In an era where economic development often feels siloed, partisan, and reactive, Michigan is experimenting with a model centered on long-term value and community-oriented innovation. “You can lead by example in a lot of these ways, and that flywheel really can get going in a beautiful way when you step out of the prescriptive innovation culture mindset,” says Marchionna.


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]]> Building an innovation ecosystem for the next century MIT Technology Review Insights 00:26:29 Michigan may be best known as the birthplace of the American auto industry, but its innovation legacy runs far deeper, and its future is poised to be even broader. From creating the world’s largest airport factory during World War II at Willow Run to establishing the first successful polio vaccine trials in Ann Arbor to the invention of the snowboard in Muskegon, Michigan has a long history of turning innovation into lasting impact. Now, with the creation of a new role, chief innovation ecosystem officer, at the Michigan Economic Development Corporation (MEDC), the state is doubling down on its ambition to become a modern engine of innovation, one that is both rooted in its industrial past and designed for the evolving demands of the 21st century economy.  “How do you knit together risk capital founders, businesses, universities, and state government, all of the key stakeholders that need to be at the table together to build a more effective innovation ecosystem?” asks Ben Marchionna, the first to hold this groundbreaking new position. Leaning on his background in hard tech startups and national security, Marchionna aims to bring a “builder's thinking” to the state government. “I'm sort of wired for that—rapid prototyping, iterating, scaling, and driving that muscle into the state government ecosystem,” he explains. But these efforts aren’t about creating a copycat Silicon Valley. Michigan’s approach is uniquely its own. “We want to develop the thing that makes the most sense for the ingredients that Michigan can bring to bear to this challenge,” says Marchionna. This includes cultivating both mom-and-pop businesses and tech unicorns, while tapping into the state’s talent, research, and manufacturing DNA. In an era where economic development often feels siloed, partisan, and reactive, Michigan is experimenting with a model centered on long-term value and community-oriented innovation. “You can lead by example in a lot of these ways, and that flywheel really can get going in a beautiful way when you step out of the prescriptive innovation culture mindset,” says Marchionna. Michigan may be best known as the birthplace of the American auto industry, but its innovation legacy runs far deeper, and its future is poised to be even broader. From creating the world’s largest airport factory during World War II at Willow Run to establishing the first successful polio vaccine trials in Ann Arbor to the invention of the snowboard in Muskegon, Michigan has a long history of turning innovation into lasting impact. Now, with the creation of a new role, chief innovation ecosystem officer, at the Michigan Economic Development Corporation (MEDC), the state is doubling down on its ambition to become a modern engine of innovation, one that is both rooted in its industrial past and designed for the evolving demands of the 21st century economy.  “How do you knit together risk capital founders, businesses, universities, and state government, all of the key stakeholders that need to be at the table together to build a more effective innovation ecosystem?” asks Ben Marchionna, the first to hold this groundbreaking new position. Leaning on his background in hard tech startups and national security, Marchionna aims to bring a “builder's thinking” to the state government. “I'm sort of wired for that—rapid prototyping, iterating, scaling, and driving that muscle into the state government ecosystem,” he explains. But these efforts aren’t about creating a copycat Silicon Valley. Michigan’s approach is uniquely its own. “We want to develop the thing that makes the most sense for the ingredients that Michigan can bring to bear to this challenge,” says Marchionna. This includes cultivating both mom-and-pop businesses and tech unicorns, while tapping into the state’s talent, research, and manufacturing DNA. In an era where economic development often feels siloed, partisan, and reactive, Michigan is experimenting with a model centered on long-term value and community-oriented innovation. “You can lead by example in a lot of these ways, and that flywheel really can get going in a beautiful way when you step out of the prescriptive innovation culture mindset,” says Marchionna. false full 99 59d46088-2f3a-4f16-817f-1ee3c03a37d0 Building customer-centric convenience In the U.S., two-thirds of the country’s 150,000 convenience stores are run by independent operators. Mom-and-pop shops, powered by personal relationships and local knowledge, are the backbone of the convenience sector. These neighborhood operators have long lacked the resources needed to compete with larger chains when it comes to technology, operations, and customer loyalty programs. 

As consumer expectations evolve, many small business owners find themselves grappling with outdated systems, rising costs, and limited digital tools to keep up.

“What would happen if these small operations could combine their knowledge of their market, of their neighborhood, with the state-of-the-art technology?” asks GM of digital products, mobility, and convenience for the Americas at bp, Tarang Sethia. That question is shaping a years-long, multi-pronged initiative to bring modern retail tools, like cloud-connected point-of-sale systems and personalized AI, into the hands of local convenience store operators, without stripping their independence. 

Sethia’s mission is to close the digital gap. bp's newly launched Earnify app centralizes loyalty rewards for convenience stores across the country, helping independent stores build repeat business with data-informed promotions. Behind the scenes, a cloud-based operating system can proactively monitor store operations and infrastructure to automate fixes to routine issues and reduce costly downtime. This is especially critical for businesses that double as their own IT departments. 

"We've aggregated all of that into one offering for our customers. We proactively monitor it. We fix it. We take ownership of making sure that these systems are up. We make sure that the systems are personalizing offers for the customers," says Sethia. 

But the goal isn’t to corporatize corner stores. “We want them to stay local,” says Sethia. “We want them to stay the mom-and-pop store operator that their customers trust, but we are providing them the tools to run their stores more efficiently and to delight their guests.”

From personalizing promotions to proactively resolving technical issues to optimizing in-store inventory, the success of AI should be measured, says Sethia, by its ability to make frontline workers more effective and customers more loyal.

The future, Sethia believes, lies in thoughtful integration of technology that centers humans rather than replacing them. 

“AI and other technologies should help us create an ecosystem that does not replace humans, but actually augments their ability to serve consumers and to serve the consumers so well that the consumers don't go back to their old ways.”

This episode of Business Lab is produced in association with Infosys Cobalt.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Tue, 27 May 2025 13:30:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ In the U.S., two-thirds of the country’s 150,000 convenience stores are run by independent operators. Mom-and-pop shops, powered by personal relationships and local knowledge, are the backbone of the convenience sector. These neighborhood operators have long lacked the resources needed to compete with larger chains when it comes to technology, operations, and customer loyalty programs. 

As consumer expectations evolve, many small business owners find themselves grappling with outdated systems, rising costs, and limited digital tools to keep up.

“What would happen if these small operations could combine their knowledge of their market, of their neighborhood, with the state-of-the-art technology?” asks GM of digital products, mobility, and convenience for the Americas at bp, Tarang Sethia. That question is shaping a years-long, multi-pronged initiative to bring modern retail tools, like cloud-connected point-of-sale systems and personalized AI, into the hands of local convenience store operators, without stripping their independence. 

Sethia’s mission is to close the digital gap. bp's newly launched Earnify app centralizes loyalty rewards for convenience stores across the country, helping independent stores build repeat business with data-informed promotions. Behind the scenes, a cloud-based operating system can proactively monitor store operations and infrastructure to automate fixes to routine issues and reduce costly downtime. This is especially critical for businesses that double as their own IT departments. 

"We've aggregated all of that into one offering for our customers. We proactively monitor it. We fix it. We take ownership of making sure that these systems are up. We make sure that the systems are personalizing offers for the customers," says Sethia. 

But the goal isn’t to corporatize corner stores. “We want them to stay local,” says Sethia. “We want them to stay the mom-and-pop store operator that their customers trust, but we are providing them the tools to run their stores more efficiently and to delight their guests.”

From personalizing promotions to proactively resolving technical issues to optimizing in-store inventory, the success of AI should be measured, says Sethia, by its ability to make frontline workers more effective and customers more loyal.

The future, Sethia believes, lies in thoughtful integration of technology that centers humans rather than replacing them. 

“AI and other technologies should help us create an ecosystem that does not replace humans, but actually augments their ability to serve consumers and to serve the consumers so well that the consumers don't go back to their old ways.”

This episode of Business Lab is produced in association with Infosys Cobalt.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Building customer-centric convenience MIT Technology Review Insights 00:27:35 In the U.S., two-thirds of the country’s 150,000 convenience stores are run by independent operators. Mom-and-pop shops, powered by personal relationships and local knowledge, are the backbone of the convenience sector. These neighborhood operators have long lacked the resources needed to compete with larger chains when it comes to technology, operations, and customer loyalty programs.  As consumer expectations evolve, many small business owners find themselves grappling with outdated systems, rising costs, and limited digital tools to keep up. “What would happen if these small operations could combine their knowledge of their market, of their neighborhood, with the state-of-the-art technology?” asks GM of digital products, mobility, and convenience for the Americas at bp, Tarang Sethia. That question is shaping a years-long, multi-pronged initiative to bring modern retail tools, like cloud-connected point-of-sale systems and personalized AI, into the hands of local convenience store operators, without stripping their independence. In the U.S., two-thirds of the country’s 150,000 convenience stores are run by independent operators. Mom-and-pop shops, powered by personal relationships and local knowledge, are the backbone of the convenience sector. These neighborhood operators have long lacked the resources needed to compete with larger chains when it comes to technology, operations, and customer loyalty programs.  As consumer expectations evolve, many small business owners find themselves grappling with outdated systems, rising costs, and limited digital tools to keep up. “What would happen if these small operations could combine their knowledge of their market, of their neighborhood, with the state-of-the-art technology?” asks GM of digital products, mobility, and convenience for the Americas at bp, Tarang Sethia. That question is shaping a years-long, multi-pronged initiative to bring modern retail tools, like cloud-connected point-of-sale systems and personalized AI, into the hands of local convenience store operators, without stripping their independence. false full 98 06097022-2d72-4467-af7c-7182e45582e5 Fueling the future of digital transformation Wed, 15 Jan 2025 14:50:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Fueling the future of digital transformation MIT Technology Review Insights 00:38:07 Our topic today is digital transformation, from back office operations to infrastructure in the field like oil rigs, companies continue to look for ways to increase profit, meet sustainability goals, and invest in the latest and greatest technology.  Two words for you: enabling innovation.  My guest is Luis Niño, who is the digital manager of technology ventures, and innovation at Chevron. This podcast is produced in association with Infosys Cobalt. Our topic today is digital transformation, from back office operations to infrastructure in the field like oil rigs, companies continue to look for ways to increase profit, meet sustainability goals, and invest in the latest and greatest technology.  Two words for you: enabling innovation.  My guest is Luis Niño, who is the digital manager of technology ventures, and innovation at Chevron. This podcast is produced in association with Infosys Cobalt. false full 97 fa1683ed-d088-4752-9d4e-bcdee53c465f Cloud transformation clears businesses for digital takeoff In an age where customer experience can make or break a business, Cathay Pacific is embracing cloud transformation to enhance service delivery and revolutionize operations from the inside out. It's not just technology companies that are facing pressure to deliver better customer service, do more with data, and improve agility. An almost 80-year-old airline, Cathay Pacific embarked on its digital transformation journey in 2014, spurred by a critical IT disruption that became the catalyst for revamping their technology.

By embracing the cloud, the airline has not only streamlined operations but also paved the way for innovative solutions like DevSecOps and AI integration. This shift has enabled Cathay to deliver faster, more reliable services to both passengers and staff, while maintaining a robust security framework in an increasingly digital world. 

According to Rajeev Nair, general manager of IT infrastructure and security at Cathay Pacific, becoming a digital-first airline was met with early resistance from both business and technical teams. The early stages required a lot of heavy lifting as they shifted legacy apps first from their server room to a dedicated data center and then to the cloud. From there began the process of modernization that Cathay Pacific, now in its final stages of this transformation, continues to fine tune.

The cloud migration also helped Cathay align with their ESG goals. “Two years ago, if you asked me what IT could do for sustainability, we would’ve been clueless,” says Nair. However, through cloud-first strategies and green IT practices, the airline has made notable strides in reducing its carbon footprint. Currently, the business is in the process of moving to a smaller data center, reducing physical infrastructure and its carbon emissions significantly by 2025.

The broader benefits of this cloud transformation for Cathay Pacific go beyond sustainability. Agility, time-to-market, and operational efficiency have improved drastically. "If you ask many of the enterprises, they would probably say that shifting to the cloud is all about cost-saving," says Nair. "But for me, those are secondary aspects and the key is about how to enable the business to be more agile and nimble so that the business capability could be delivered much faster by IT and the technology team."

By 2025, Cathay Pacific aims to have 100% of their business applications running on the cloud, significantly enhancing their agility, customer service, and cost efficiency, says Nair.

As Cathay Pacific continues its digital evolution, Nair remains focused on future-proofing the airline through emerging technologies. Looking ahead, he is particularly excited about the potential of AI, generative AI, and virtual reality to further enhance both customer experience and internal operations. From more immersive VR-based training for cabin crew to enabling passengers to preview in-flight products before boarding, these innovations are set to redefine how the airline engages with its customers and staff. 

"We have been exploring that for quite some time, but we believe that it will continue to be a mainstream technology that can change the way we serve the customer," says Nair.

This episode of Business Lab is produced in association with Infosys Cobalt.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Wed, 16 Oct 2024 12:55:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ In an age where customer experience can make or break a business, Cathay Pacific is embracing cloud transformation to enhance service delivery and revolutionize operations from the inside out. It's not just technology companies that are facing pressure to deliver better customer service, do more with data, and improve agility. An almost 80-year-old airline, Cathay Pacific embarked on its digital transformation journey in 2014, spurred by a critical IT disruption that became the catalyst for revamping their technology.

By embracing the cloud, the airline has not only streamlined operations but also paved the way for innovative solutions like DevSecOps and AI integration. This shift has enabled Cathay to deliver faster, more reliable services to both passengers and staff, while maintaining a robust security framework in an increasingly digital world. 

According to Rajeev Nair, general manager of IT infrastructure and security at Cathay Pacific, becoming a digital-first airline was met with early resistance from both business and technical teams. The early stages required a lot of heavy lifting as they shifted legacy apps first from their server room to a dedicated data center and then to the cloud. From there began the process of modernization that Cathay Pacific, now in its final stages of this transformation, continues to fine tune.

The cloud migration also helped Cathay align with their ESG goals. “Two years ago, if you asked me what IT could do for sustainability, we would’ve been clueless,” says Nair. However, through cloud-first strategies and green IT practices, the airline has made notable strides in reducing its carbon footprint. Currently, the business is in the process of moving to a smaller data center, reducing physical infrastructure and its carbon emissions significantly by 2025.

The broader benefits of this cloud transformation for Cathay Pacific go beyond sustainability. Agility, time-to-market, and operational efficiency have improved drastically. "If you ask many of the enterprises, they would probably say that shifting to the cloud is all about cost-saving," says Nair. "But for me, those are secondary aspects and the key is about how to enable the business to be more agile and nimble so that the business capability could be delivered much faster by IT and the technology team."

By 2025, Cathay Pacific aims to have 100% of their business applications running on the cloud, significantly enhancing their agility, customer service, and cost efficiency, says Nair.

As Cathay Pacific continues its digital evolution, Nair remains focused on future-proofing the airline through emerging technologies. Looking ahead, he is particularly excited about the potential of AI, generative AI, and virtual reality to further enhance both customer experience and internal operations. From more immersive VR-based training for cabin crew to enabling passengers to preview in-flight products before boarding, these innovations are set to redefine how the airline engages with its customers and staff. 

"We have been exploring that for quite some time, but we believe that it will continue to be a mainstream technology that can change the way we serve the customer," says Nair.

This episode of Business Lab is produced in association with Infosys Cobalt.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Cloud transformation clears businesses for digital takeoff MIT Technology Review Insights 00:28:19 Cloud is revolutionizing airline operations, enabling improved agility, time-to-market, and operational efficiency, according to general manager of IT infrastructure and security at Cathay Pacific, Rajeev Nair. Cloud is revolutionizing airline operations, enabling improved agility, time-to-market, and operational efficiency, according to general manager of IT infrastructure and security at Cathay Pacific, Rajeev Nair. false full 96 820ee2ed-6056-42b5-b0c2-e2918610c6b1 Transforming the energy industry through disruptive innovation Wed, 17 Jul 2024 12:50:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Transforming the energy industry through disruptive innovation MIT Technology Review Insights 00:22:46 Our topic today is disruptive innovation in the energy industry and beyond. We use energy every day. It powers our homes, buildings, economies, and lifestyles, but where it came from or how our use affects the global energy ecosystem is changing, and our energy ecosystem needs to change with it. My guest is Nadège Petit, the chief innovation officer at Schneider Electric. Our topic today is disruptive innovation in the energy industry and beyond. We use energy every day. It powers our homes, buildings, economies, and lifestyles, but where it came from or how our use affects the global energy ecosystem is changing, and our energy ecosystem needs to change with it. My guest is Nadège Petit, the chief innovation officer at Schneider Electric. false full 95 4db413f4-ffb5-48e3-87da-af5c3115222a Purpose-built AI builds better customer experiences Tue, 2 Apr 2024 13:30:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Purpose-built AI builds better customer experiences MIT Technology Review Insights 00:24:27 Successfully improving customer satisfaction through AI means becoming data-driven, prioritizing employee feedback and resources, and letting business goals guide technology deployment, says senior product marketing manager at NICE, Michele Carlson. Successfully improving customer satisfaction through AI means becoming data-driven, prioritizing employee feedback and resources, and letting business goals guide technology deployment, says senior product marketing manager at NICE, Michele Carlson. customer experience, ai false full 94 53ead0f6-ee51-4eb8-9f2f-cd1675db4f82 Scaling customer experiences with data and AI Mon, 1 Apr 2024 13:30:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Scaling customer experiences with data and AI MIT Technology Review Insights 00:28:40 Integrating data and AI solutions throughout the customer experience journey can enable enterprises to become predictive and proactive, says vice president of product marketing at NICE, Andy Traba. Integrating data and AI solutions throughout the customer experience journey can enable enterprises to become predictive and proactive, says vice president of product marketing at NICE, Andy Traba. customer experience, integrated data, ai false full 93 3f7aa573-11e1-4b18-9310-69233d5a9e46 Conversational AI revolutionizes the customer experience landscape Mon, 26 Feb 2024 14:30:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Conversational AI revolutionizes the customer experience landscape MIT Technology Review Insights 00:23:10 AI can create seamless customer and employee experiences but it’s important to balance automation and human touch, says head of marketing, digital & AI at NICE, Elizabeth Tobey. AI can create seamless customer and employee experiences but it’s important to balance automation and human touch, says head of marketing, digital & AI at NICE, Elizabeth Tobey. customer experience, automation, ai false full 92 f18a6fcf-255d-496c-a0c1-1c023817ff86 Data at the center of business Wed, 21 Feb 2024 14:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Data at the center of business MIT Technology Review Insights 00:22:03 Operationalizing data allows enterprises to optimize decision-making, deliver growth, and improve customer experiences, according to Mark Birkhead, firmwide chief data officer at JPMorgan Chase. Operationalizing data allows enterprises to optimize decision-making, deliver growth, and improve customer experiences, according to Mark Birkhead, firmwide chief data officer at JPMorgan Chase. enterprise data, customer experience, data infrastructure false full 90 dd2ce428-ca00-4b59-bda0-f829d59cc862 Providing the right products at the right time with machine learning Wed, 14 Feb 2024 14:30:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Providing the right products at the right time with machine learning MIT Technology Review Insights 00:29:01 Amid shifting customer needs, CPG enterprises look to machine learning to bolster their data strategy, says global head of MLOps and platforms at Kraft Heinz Company, Jorge Balestra. Amid shifting customer needs, CPG enterprises look to machine learning to bolster their data strategy, says global head of MLOps and platforms at Kraft Heinz Company, Jorge Balestra. data strategy, machine learning, ai false full 91 13a904e0-14aa-4b9b-8e7e-2921f1a8f0a5 Building innovation with blockchain Tue, 6 Feb 2024 14:30:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Building innovation with blockchain MIT Technology Review Insights 00:20:51 Deploying blockchain technology can bolster innovation and create a more secure way to bank, according to Suresh Shetty, the CTO at Onyx by JP Morgan at JPMorgan Chase. Deploying blockchain technology can bolster innovation and create a more secure way to bank, according to Suresh Shetty, the CTO at Onyx by JP Morgan at JPMorgan Chase. technology, banking innovation, blockchain false full 89 fbe8b55b-e81f-48db-a266-ed9ab51eae5c Start with data to build a better supply chain Wed, 17 Jan 2024 15:30:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Start with data to build a better supply chain MIT Technology Review Insights 00:20:32 Successful digital transformation starts with the right team, an agile mentality, and a strong data foundation, says global digital solutions manager of procurement and supply chain at bp, Raimundo Martinez. Successful digital transformation starts with the right team, an agile mentality, and a strong data foundation, says global digital solutions manager of procurement and supply chain at bp, Raimundo Martinez. data-driven supply chains, digital transformation false full 84 e73c96ca-55c9-4fab-9bef-f42100fb4f6d Deploying high-performance, energy-efficient AI Wed, 10 Jan 2024 14:30:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Deploying high-performance, energy-efficient AI MIT Technology Review Insights 00:29:09 Investments into downsized infrastructure can help enterprises reap the benefits of AI while mitigating energy consumption, says corporate VP and GM of data center platform engineering and architecture at Intel, Zane Ball. Investments into downsized infrastructure can help enterprises reap the benefits of AI while mitigating energy consumption, says corporate VP and GM of data center platform engineering and architecture at Intel, Zane Ball. sustainability, sustainable enterprise, ai false full 83 f5d7d920-7cb3-435e-9fee-8fdc72c3eede Developing climate solutions with green software Mon, 18 Dec 2023 14:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Developing climate solutions with green software MIT Technology Review Insights 00:26:12 Deploying sustainable software practices can reduce emissions and infuse greater efficiency, resiliency, and cost-effectiveness. Deploying sustainable software practices can reduce emissions and infuse greater efficiency, resiliency, and cost-effectiveness. sustainability, reduce emissions, climate resiliency false full 82 d4bdf2de-f0b9-4711-906c-5be80a4b05ce Augmenting the realities of work Wed, 29 Nov 2023 14:30:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Augmenting the realities of work MIT Technology Review Insights 00:26:43 Immersive AR/VR technologies can add greater value across workplaces and customer interactions, according to global head of Immersive Technology Research at JPMorgan Chase, Blair MacIntyre. Immersive AR/VR technologies can add greater value across workplaces and customer interactions, according to global head of Immersive Technology Research at JPMorgan Chase, Blair MacIntyre. vr, business, ai false full 81 74ade3ef-b8ee-4724-8b98-fa2f4d54232e The power of green computing Mon, 23 Oct 2023 13:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ The power of green computing MIT Technology Review Insights 00:31:55 Sustainable computing practices have the power to both infuse operational efficiencies and greatly reduce energy consumption, says Jen Huffstetler, chief product sustainability officer at Intel. Sustainable computing practices have the power to both infuse operational efficiencies and greatly reduce energy consumption, says Jen Huffstetler, chief product sustainability officer at Intel. sustainability, operational efficiencies, ai false full 78 e5987fbe-e813-4430-b6e4-da6f807eada0 Enabling enterprise growth with data intelligence Thu, 19 Oct 2023 14:59:35 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Enabling enterprise growth with data intelligence MIT Technology Review Insights 00:24:00 Data — how it’s stored and managed — has become a key competitive differentiator. As global data continues to grow exponentially, organizations face many hurdles between piling up historical data, real-time data streams from IoT sensors, and building data-driven supply chains. Senior vice president of product engineering at Hitachi Vantara, Bharti Patel sees these challenges as an opportunity to create a better data strategy. Data — how it’s stored and managed — has become a key competitive differentiator. As global data continues to grow exponentially, organizations face many hurdles between piling up historical data, real-time data streams from IoT sensors, and building data-driven supply chains. Senior vice president of product engineering at Hitachi Vantara, Bharti Patel sees these challenges as an opportunity to create a better data strategy. iot, data-driven supply chains, data, data storage false full 79 e76f9bb3-5d88-4a2b-a1c3-a1ec4971aeb3 Decarbonizing your data strategy Wed, 18 Oct 2023 14:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Decarbonizing your data strategy MIT Technology Review Insights 00:30:00 The road to decarbonization is daunting, especially while trying to keep pace with innovation. According to the director of data platform product marketing at Hitachi Vantara, Ian Clatworthy, companies need to take their own initiative when it comes to sustainability measures and just start somewhere. The road to decarbonization is daunting, especially while trying to keep pace with innovation. According to the director of data platform product marketing at Hitachi Vantara, Ian Clatworthy, companies need to take their own initiative when it comes to sustainability measures and just start somewhere. sustainability, decarbonization false full 77 6947509d-23fb-4be8-ac28-290457f0ad86 Using data, AI, and cloud to transform real estate Mon, 16 Oct 2023 15:15:36 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Using data, AI, and cloud to transform real estate MIT Technology Review Insights 00:17:52 AI can enable business transformation to deliver positive outcomes and propel sustainability goals. Delivering the best outcomes means optimizing operations and forging clear digital strategies for business transformation that are focused on resolving client and business challenges. AI can enable business transformation to deliver positive outcomes and propel sustainability goals. Delivering the best outcomes means optimizing operations and forging clear digital strategies for business transformation that are focused on resolving client and business challenges. business transformation, real estate, ai false full 76 883314ef-1f4c-4ee6-9114-f2e8986255bd Optimizing platforms offers customers and stakeholders a better way to bank Wed, 27 Sep 2023 15:15:52 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Optimizing platforms offers customers and stakeholders a better way to bank MIT Technology Review Insights 00:29:33 Implementing strong working methodologies, cost-efficient cloud migrations, and emerging AI and machine learning tools build better experiences at J.P. Morgan Private Bank. Implementing strong working methodologies, cost-efficient cloud migrations, and emerging AI and machine learning tools build better experiences at J.P. Morgan Private Bank. false full 75 d6998074-0ed6-423a-8c46-a00768710925 Migrating to the cloud transforms business In 2017, BP took on a cloud-first approach that committed to building any new hardware or system builds on the cloud. Just a year prior, only 2% of BP applications lived on the cloud. At the close of 2022, 90% of BP applications had migrated to cloud environments, changing product and service integration and BP’s overall digital operating model.

Cloud transformations like BP’s can help enterprises improve operational resiliency, accelerate technology adoption, and reduce data center carbon emissions, says vice president of Digital Foundations at BP, Keisha Garcia. Migrating to the cloud at that scale, however, is challenging and extensive, especially when dealing with a legacy IT estate.

“Utilizing cloud platforms provides the necessary computational power and tools to implement advanced analytics, predictive modeling, as well as simulation techniques, which also enables us to continuously improve our sustainability performance,” says Garcia.

To successfully migrate to the cloud and subsequently collaborate and deploy cloud technologies, Garcia stresses the importance of clear communication among employees as well as stakeholders. “Involve application teams, service owners, end users early in the development and delivery of the strategy. Again, just bringing everyone along for the journey, I cannot overstate how important that is,” says Garcia.

A hybrid approach to transformation that combines cloud migration with the retention of some applications, dedicated data centers, and intermediary migration environments can ensure cost effective and secure operations. With enterprise-wide communication underpinning any successful transformation, Garcia outlines having a strong and flexible governance framework, collaborating with external digital partners, and adapting to agile ways of working as best practices for complex cloud migrations.

Looking to the cloud-enabled future, Garcia identifies the convergence of AI and edge computing, mounting progress in quantum computing, and the proliferation of IoT connected devices as transformative technologies that will drive forward better business outcomes. 

“I think that the convergence of edge computing and AI presents an exciting opportunity for the real-time data, a real-time low latency processing and decision making at the network edge, which is extremely critical for us, given all of the platforms, rigs that we have out across the globe,” says Garcia.


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]]> Fri, 15 Sep 2023 18:44:25 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ In 2017, BP took on a cloud-first approach that committed to building any new hardware or system builds on the cloud. Just a year prior, only 2% of BP applications lived on the cloud. At the close of 2022, 90% of BP applications had migrated to cloud environments, changing product and service integration and BP’s overall digital operating model.

Cloud transformations like BP’s can help enterprises improve operational resiliency, accelerate technology adoption, and reduce data center carbon emissions, says vice president of Digital Foundations at BP, Keisha Garcia. Migrating to the cloud at that scale, however, is challenging and extensive, especially when dealing with a legacy IT estate.

“Utilizing cloud platforms provides the necessary computational power and tools to implement advanced analytics, predictive modeling, as well as simulation techniques, which also enables us to continuously improve our sustainability performance,” says Garcia.

To successfully migrate to the cloud and subsequently collaborate and deploy cloud technologies, Garcia stresses the importance of clear communication among employees as well as stakeholders. “Involve application teams, service owners, end users early in the development and delivery of the strategy. Again, just bringing everyone along for the journey, I cannot overstate how important that is,” says Garcia.

A hybrid approach to transformation that combines cloud migration with the retention of some applications, dedicated data centers, and intermediary migration environments can ensure cost effective and secure operations. With enterprise-wide communication underpinning any successful transformation, Garcia outlines having a strong and flexible governance framework, collaborating with external digital partners, and adapting to agile ways of working as best practices for complex cloud migrations.

Looking to the cloud-enabled future, Garcia identifies the convergence of AI and edge computing, mounting progress in quantum computing, and the proliferation of IoT connected devices as transformative technologies that will drive forward better business outcomes. 

“I think that the convergence of edge computing and AI presents an exciting opportunity for the real-time data, a real-time low latency processing and decision making at the network edge, which is extremely critical for us, given all of the platforms, rigs that we have out across the globe,” says Garcia.


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]]> Migrating to the cloud transforms business MIT Technology Review Insights 00:29:08 Our topic today is building a better cloud ecosystem. From partners to internal stakeholders, enterprises are meeting challenges by deploying and innovating with cloud computing solutions. The key is to work as a team and build talent resources to confidently adopt emerging technologies. Two words for you: optimizing cloud. My guest is Keisha Garcia. Keisha is the vice president of Digital Foundations at BP. Our topic today is building a better cloud ecosystem. From partners to internal stakeholders, enterprises are meeting challenges by deploying and innovating with cloud computing solutions. The key is to work as a team and build talent resources to confidently adopt emerging technologies. Two words for you: optimizing cloud. My guest is Keisha Garcia. Keisha is the vice president of Digital Foundations at BP. false full 74 01591d9f-d1db-4c2c-b211-9c68b8da4e18 Good governance essential for enterprises deploying AI Building fair and transparent systems with artificial intelligence has become an imperative for enterprises. AI can help enterprises create personalized customer experiences, streamline back-office operations from onboarding documents to internal training, prevent fraud, and automate compliance processes. But deploying intricate AI ecosystems with integrity requires good governance standards and metrics.

To deploy and manage the AI lifecycle—encompassing advanced technologies like machine learning (ML), natural language processing, robotics, and cognitive computing—both responsibly and efficiently, firms like JPMorgan Chase employ best practices known as ModelOps.

These best governance practices involve “establishing the right policies and procedures and controls for the development, testing, deployment and ongoing monitoring of AI models so that it ensures the models are developed in compliance with regulatory and ethical standards,” says JPMorgan Chase managing director and general manager of ModelOps, AI and ML Lifecycle Management and Governance, Stephanie Zhang.

Because AI models are driven by data and environment changes, says Zhang, continuous compliance is necessary to ensure that AI deployments meet regulatory requirements and establish clear ownership and accountability. Amidst these vigilant governance efforts to safeguard AI and ML, enterprises can encourage innovation by creating well-defined metrics to monitor AI models, employing widespread education, encouraging all stakeholders’ involvement in AI/ML development, and building integrated systems.

“The key is to establish a culture of responsibility and accountability so that everyone involved in the process understands the importance of this responsible behavior in producing AI solutions and be held accountable for their actions,” says Zhang.


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]]> Tue, 18 Jul 2023 13:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Building fair and transparent systems with artificial intelligence has become an imperative for enterprises. AI can help enterprises create personalized customer experiences, streamline back-office operations from onboarding documents to internal training, prevent fraud, and automate compliance processes. But deploying intricate AI ecosystems with integrity requires good governance standards and metrics.

To deploy and manage the AI lifecycle—encompassing advanced technologies like machine learning (ML), natural language processing, robotics, and cognitive computing—both responsibly and efficiently, firms like JPMorgan Chase employ best practices known as ModelOps.

These best governance practices involve “establishing the right policies and procedures and controls for the development, testing, deployment and ongoing monitoring of AI models so that it ensures the models are developed in compliance with regulatory and ethical standards,” says JPMorgan Chase managing director and general manager of ModelOps, AI and ML Lifecycle Management and Governance, Stephanie Zhang.

Because AI models are driven by data and environment changes, says Zhang, continuous compliance is necessary to ensure that AI deployments meet regulatory requirements and establish clear ownership and accountability. Amidst these vigilant governance efforts to safeguard AI and ML, enterprises can encourage innovation by creating well-defined metrics to monitor AI models, employing widespread education, encouraging all stakeholders’ involvement in AI/ML development, and building integrated systems.

“The key is to establish a culture of responsibility and accountability so that everyone involved in the process understands the importance of this responsible behavior in producing AI solutions and be held accountable for their actions,” says Zhang.


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]]> Good governance essential for enterprises deploying AI MIT Technology Review Insights 00:28:22 Our topic today is building and deploying artificial intelligence with a focus on ModelOps, governance, and building transparent and fair systems. As AI becomes more complicated, but also integrated into our daily lives, the need to balance governance and innovation is a priority for enterprises. Two words for you: good governance. Our topic today is building and deploying artificial intelligence with a focus on ModelOps, governance, and building transparent and fair systems. As AI becomes more complicated, but also integrated into our daily lives, the need to balance governance and innovation is a priority for enterprises. Two words for you: good governance. ai solutions, data analytics, data governance, ai lifecycle false full 73 92040cba-ce0a-4d8e-beaa-06c82845b95d Transforming business begins with IT From securing a hybrid workforce to building pipelines for ever-increasing data streams and keeping multiple mission-critical systems up and running, the modern IT department faces numerous pressures. As director of IT for the packaged food company Conagra, Amit Khot is optimistic about the ways modern technology solutions and infrastructure can enable businesses to thrive and innovate.

Khot describes the power of advanced data analytics to both improve a company’s understanding of its customers and to optimize its operations. The ability to combine internal company data with data collected from social media and at point of sale will enable savvy companies to recognize new patterns. These advanced analytics, he says, will go beyond answering standard questions about financials and historical performance to provide insight into more complex questions about customers’ thoughts and changing preferences.

Meanwhile, these same data tools can also be used to fine-tune daily business operations, pinpointing issues with order fulfillment, improving long-range supply-and-demand forecasting, and digitizing manufacturing plant processes. Koht explains, “Planning is looking into the future, depending upon your past historical data, as to what your future demand and supply should look like. We have gone through a journey to modernize our planning platforms.”

A modern enterprise resource planning (ERP) system is also a must for a distributed organization like Conagra. A single connected ERP system can manage and provide visibility into business processes that involve multiple divisions or departments. By doing so, a modern ERP can also ease highly complex processes, such as the technology integration of a newly acquired company.

Says Khot, “having a single view of finance, having a single view of the supply chain as early and as fast as possible, is one of the most important things that can help us get synergies out of the business as fast as possible.”


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]]> Fri, 14 Jul 2023 16:00:49 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ From securing a hybrid workforce to building pipelines for ever-increasing data streams and keeping multiple mission-critical systems up and running, the modern IT department faces numerous pressures. As director of IT for the packaged food company Conagra, Amit Khot is optimistic about the ways modern technology solutions and infrastructure can enable businesses to thrive and innovate.

Khot describes the power of advanced data analytics to both improve a company’s understanding of its customers and to optimize its operations. The ability to combine internal company data with data collected from social media and at point of sale will enable savvy companies to recognize new patterns. These advanced analytics, he says, will go beyond answering standard questions about financials and historical performance to provide insight into more complex questions about customers’ thoughts and changing preferences.

Meanwhile, these same data tools can also be used to fine-tune daily business operations, pinpointing issues with order fulfillment, improving long-range supply-and-demand forecasting, and digitizing manufacturing plant processes. Koht explains, “Planning is looking into the future, depending upon your past historical data, as to what your future demand and supply should look like. We have gone through a journey to modernize our planning platforms.”

A modern enterprise resource planning (ERP) system is also a must for a distributed organization like Conagra. A single connected ERP system can manage and provide visibility into business processes that involve multiple divisions or departments. By doing so, a modern ERP can also ease highly complex processes, such as the technology integration of a newly acquired company.

Says Khot, “having a single view of finance, having a single view of the supply chain as early and as fast as possible, is one of the most important things that can help us get synergies out of the business as fast as possible.”


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]]> Transforming business begins with IT MIT Technology Review Insights 00:36:07 Our topic today is technological evolution. Companies, whether they’re regional or global, startup or legacy, need to be able to quickly deploy technologies as markets and supply chains shift and change. While many worries may keep executives up at night, building modern systems, and adopting the right technologies to better understand data will help those executives and companies gain efficiencies and provide an excellent customer experience. Two words for you: meeting demand. Our topic today is technological evolution. Companies, whether they’re regional or global, startup or legacy, need to be able to quickly deploy technologies as markets and supply chains shift and change. While many worries may keep executives up at night, building modern systems, and adopting the right technologies to better understand data will help those executives and companies gain efficiencies and provide an excellent customer experience. Two words for you: meeting demand. business transformation, supply and demand, data analytics, forecasting false full 72 bcdf3a53-7c0f-4a70-92a4-a74d39cc8848 A human-centric approach to adopting AI From traditional manufacturing companies using AI in robots to build smart factories to tech startups developing automated customer service and chatbots, AI is becoming pervasive across industries.

“AI is no longer just in assistant mode, but is now playing autonomous roles in robotics, driving, knowledge generation, simulating our hands, feet, and brains,” says Lan Guan, global lead for data and AI at Accenture.

This episode is part of our “Building the future” podcast series. It’s a multi-episode series focusing on how organizations, researchers, and innovators are meeting our evolving global challenges. We understand the importance of inclusive conversations and have chosen to highlight the work of women on the cutting edge of technological innovation, and business excellence.

Researchers are similarly unlocking the value of AI through machine learning and robots that are developed to augment rather than replace human capabilities across manufacturing, health care, and space exploration. The robots of the past were kept in cages on factory floors and in labs, but this new era of AI-enabled robotics allows humans to work interdependently with robots to boost productivity, increase quality of work, and enable greater flexibility, says Julie Shah, professor in the department of aeronautics at MIT. Shah is also the co-lead of the Work of the Future Initiative at MIT.

“Sometimes it can feel as though the emergence of these technologies is just going to sort of steamroll and work and jobs are going to change in some predetermined way because the technology now exists,” says Shah. “But we know from the research that the data doesn't bear that out actually.”

Although there are longstanding concerns about AI taking jobs and vastly changing workforces across the globe, Guan and Shah paint a picture of a future where AI empowers and supports human innovation. Taking a human-centered approach enables human invention and ingenuity to be augmented by AI and AI-enabled technologies. A critical question Shah asks throughout her research is: “How do we develop these technologies such that we're maximally leveraging our human capability to innovate and improve how we do our work?”

With more and better collected data, researchers and organizations alike have the opportunity to learn from the future when deploying AI and robotics. From ethics to varied use cases, the AI landscape is constantly shifting and decisions that academics and enterprises make now can have long term ramifications. A strategic practice of foresight offers a solution of envisioning multiple futures and forming strategies in the present.

“I'm very optimistic about all these amazing aspects of flexibility, resilience, specialization, and also generating more economic profit, economic growth for the society aspect of AI,” says Guan. “As long as we walk into this with eyes wide open so that we understand some of the existing limitations, I'm sure we can do both of them.”


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]]> Thu, 6 Jul 2023 13:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ From traditional manufacturing companies using AI in robots to build smart factories to tech startups developing automated customer service and chatbots, AI is becoming pervasive across industries.

“AI is no longer just in assistant mode, but is now playing autonomous roles in robotics, driving, knowledge generation, simulating our hands, feet, and brains,” says Lan Guan, global lead for data and AI at Accenture.

This episode is part of our “Building the future” podcast series. It’s a multi-episode series focusing on how organizations, researchers, and innovators are meeting our evolving global challenges. We understand the importance of inclusive conversations and have chosen to highlight the work of women on the cutting edge of technological innovation, and business excellence.

Researchers are similarly unlocking the value of AI through machine learning and robots that are developed to augment rather than replace human capabilities across manufacturing, health care, and space exploration. The robots of the past were kept in cages on factory floors and in labs, but this new era of AI-enabled robotics allows humans to work interdependently with robots to boost productivity, increase quality of work, and enable greater flexibility, says Julie Shah, professor in the department of aeronautics at MIT. Shah is also the co-lead of the Work of the Future Initiative at MIT.

“Sometimes it can feel as though the emergence of these technologies is just going to sort of steamroll and work and jobs are going to change in some predetermined way because the technology now exists,” says Shah. “But we know from the research that the data doesn't bear that out actually.”

Although there are longstanding concerns about AI taking jobs and vastly changing workforces across the globe, Guan and Shah paint a picture of a future where AI empowers and supports human innovation. Taking a human-centered approach enables human invention and ingenuity to be augmented by AI and AI-enabled technologies. A critical question Shah asks throughout her research is: “How do we develop these technologies such that we're maximally leveraging our human capability to innovate and improve how we do our work?”

With more and better collected data, researchers and organizations alike have the opportunity to learn from the future when deploying AI and robotics. From ethics to varied use cases, the AI landscape is constantly shifting and decisions that academics and enterprises make now can have long term ramifications. A strategic practice of foresight offers a solution of envisioning multiple futures and forming strategies in the present.

“I'm very optimistic about all these amazing aspects of flexibility, resilience, specialization, and also generating more economic profit, economic growth for the society aspect of AI,” says Guan. “As long as we walk into this with eyes wide open so that we understand some of the existing limitations, I'm sure we can do both of them.”


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]]> A human-centric approach to adopting AI MIT Technology Review Insights 00:43:20 This episode is part of our “Building the future” series. We're focusing on how organizations, researchers, and innovators are meeting our evolving global challenges. We understand the importance of inclusive conversations and have chosen to highlight the work of women on the cutting edge of technological innovation and business excellence. Our topic today is artificial intelligence. Advances in AI and robotics help not just explore the unknown but surface new possibilities and innovations. And with more and better data, AI, and robotics, researchers and organizations have an opportunity to learn from the future. But for the near term, enterprises are taking advantage of current capabilities and technologies to be smarter from manufacturing to beyond. Two words for you: smart robots. This episode is part of our “Building the future” series. We're focusing on how organizations, researchers, and innovators are meeting our evolving global challenges. We understand the importance of inclusive conversations and have chosen to highlight the work of women on the cutting edge of technological innovation and business excellence. Our topic today is artificial intelligence. Advances in AI and robotics help not just explore the unknown but surface new possibilities and innovations. And with more and better data, AI, and robotics, researchers and organizations have an opportunity to learn from the future. But for the near term, enterprises are taking advantage of current capabilities and technologies to be smarter from manufacturing to beyond. Two words for you: smart robots. false full 71 5506578c-3d1e-4e36-9c5b-253243b709be The UAE’s transition to a net-zero future As the impacts of climate change like desertification, biodiversity loss, pollution, and severe weather persist, the United Arab Emirates (UAE) is approaching the green transition and decarbonization with a great sense of urgency. Between its ratification of the 2015 Paris Agreement, its $160 billion investment in renewables over the next 30 years, and its green initiatives collaborations with other nations and private sector leaders, the UAE has made aggressive efforts toward a net-zero future—leading its region in the process.  

While full-scale decarbonization will require a systemic shift in the UAE’s energy, manufacturing, and transport sectors, there is an enormous opportunity for low carbon sustainable economic development, says UAE Minister of State for Public Education and Advanced Technology, Her Excellency Sarah Bint Yousif Al Amiri.

Building the low-carbon  industries of the future means leveraging advanced and emerging technologies like AI, IoT, and robotics to improve efficiency, incentivizing energy efficiency among manufacturers, and promoting scalable decarbonization best practices.

As one of the world’s largest integrated energy companies, ADNOC, is faced with a generational challenge of minimizing emissions while maximizing energy outputs, says ADNOC Executive Director of Low Carbon Solutions and International Growth, Musabbeh Al Kaabi.

Beyond implementing nature based solutions such as mangrove planting, ADNOC is implementing and piloting new technology to permanently remove carbon through mineralization, says Al Kaabi. Startups and players outside the traditional energy sector are also emerging with new innovations employing AI, supercomputing, and big data analytics that can help accelerate the energy transition.

By establishing a resilient science and technology ecosystem within the UAE and investing in clean energy projects and renewables worldwide, the nation looks to address climate change challenges regionally and globally, says Al Amiri. Looking forward, these investments and policies will create new green business models and services that can enable the UAE to achieve both carbon neutrality and strong economic growth through its pragmatic, resilient, and inclusive approach.

 


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]]> Thu, 11 May 2023 17:17:58 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ As the impacts of climate change like desertification, biodiversity loss, pollution, and severe weather persist, the United Arab Emirates (UAE) is approaching the green transition and decarbonization with a great sense of urgency. Between its ratification of the 2015 Paris Agreement, its $160 billion investment in renewables over the next 30 years, and its green initiatives collaborations with other nations and private sector leaders, the UAE has made aggressive efforts toward a net-zero future—leading its region in the process.  

While full-scale decarbonization will require a systemic shift in the UAE’s energy, manufacturing, and transport sectors, there is an enormous opportunity for low carbon sustainable economic development, says UAE Minister of State for Public Education and Advanced Technology, Her Excellency Sarah Bint Yousif Al Amiri.

Building the low-carbon  industries of the future means leveraging advanced and emerging technologies like AI, IoT, and robotics to improve efficiency, incentivizing energy efficiency among manufacturers, and promoting scalable decarbonization best practices.

As one of the world’s largest integrated energy companies, ADNOC, is faced with a generational challenge of minimizing emissions while maximizing energy outputs, says ADNOC Executive Director of Low Carbon Solutions and International Growth, Musabbeh Al Kaabi.

Beyond implementing nature based solutions such as mangrove planting, ADNOC is implementing and piloting new technology to permanently remove carbon through mineralization, says Al Kaabi. Startups and players outside the traditional energy sector are also emerging with new innovations employing AI, supercomputing, and big data analytics that can help accelerate the energy transition.

By establishing a resilient science and technology ecosystem within the UAE and investing in clean energy projects and renewables worldwide, the nation looks to address climate change challenges regionally and globally, says Al Amiri. Looking forward, these investments and policies will create new green business models and services that can enable the UAE to achieve both carbon neutrality and strong economic growth through its pragmatic, resilient, and inclusive approach.

 


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]]> The UAE’s transition to a net-zero future MIT Technology Review Insights 00:29:27 Our topic today is decarbonization. From carbon capture and storage technologies to sustainability goals for 2030 and beyond, companies and countries are facing serious challenges. However, technology continues to play a part in helping both enterprises and governments find opportunities and help usher in new innovations. Two words for you: going green. My guests are Her Excellency, Sarah Bint Yousif Al Amiri, minister of state for Public Education and Advanced Technology for the United Arab Emirates. And Mr. Musabbeh Al Kaabi, the executive director of Low Carbon Solutions and International Growth for ADNOC. Our topic today is decarbonization. From carbon capture and storage technologies to sustainability goals for 2030 and beyond, companies and countries are facing serious challenges. However, technology continues to play a part in helping both enterprises and governments find opportunities and help usher in new innovations. Two words for you: going green. My guests are Her Excellency, Sarah Bint Yousif Al Amiri, minister of state for Public Education and Advanced Technology for the United Arab Emirates. And Mr. Musabbeh Al Kaabi, the executive director of Low Carbon Solutions and International Growth for ADNOC. iot, emerging technologies, low-carbon industries, decarbonization, ai false full 70 6e73a322-fc8d-4821-bc59-8741816aafd2 Seizing "a watershed moment" for enterprise sustainability efforts Commitments toward sustainability have become a greater priority in recent years as enterprises look to comply with environmental, social, and governance standards. However, many enterprises are finding that meeting sustainability goals not only aligns with compliance but also offers opportunities to drive new value, growth, and revenue streams. “Just as the digital revolution transformed how we live and work, so now will sustainability. It will drive new value, new growth, and eventually, and I hope very soon, it's going to permeate everything that we do in business and in government,” says Stephanie Jamison, global resources industry practices chair at Accenture.


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]]> Mon, 24 Apr 2023 15:16:09 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Commitments toward sustainability have become a greater priority in recent years as enterprises look to comply with environmental, social, and governance standards. However, many enterprises are finding that meeting sustainability goals not only aligns with compliance but also offers opportunities to drive new value, growth, and revenue streams. “Just as the digital revolution transformed how we live and work, so now will sustainability. It will drive new value, new growth, and eventually, and I hope very soon, it's going to permeate everything that we do in business and in government,” says Stephanie Jamison, global resources industry practices chair at Accenture.


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]]> Seizing "a watershed moment" for enterprise sustainability efforts MIT Technology Review Insights 00:27:05 This episode is part of our Building the Future series. We're focusing on how organizations, researchers, and innovators are meeting our evolving global challenges. We understand the importance of inclusive conversations, and have chosen to highlight the work of women on the cutting edge of technological innovation, and business excellence. Our topic today is sustainability. Creating sustainable enterprise requires not just support from leadership, but a commitment to setting and meeting outcomes in a transparent way across the entire enterprise. Building a purpose-driven model with a commitment to environmental, social, and governance goals can also lead to new products, new ways of working, and even new revenue streams. Two words for you: go green. This episode is part of our Building the Future series. We're focusing on how organizations, researchers, and innovators are meeting our evolving global challenges. We understand the importance of inclusive conversations, and have chosen to highlight the work of women on the cutting edge of technological innovation, and business excellence. Our topic today is sustainability. Creating sustainable enterprise requires not just support from leadership, but a commitment to setting and meeting outcomes in a transparent way across the entire enterprise. Building a purpose-driven model with a commitment to environmental, social, and governance goals can also lead to new products, new ways of working, and even new revenue streams. Two words for you: go green. sustainability, leadership, esg, sustainable enterprise false full 69 8c810ffb-1288-4f7b-a8d8-14b2b98208b0 Enabling the next iteration of the internet: The metaverse As real and virtual worlds continue to overlap, customers are drawn in by the metaverse and its potential of highly functional and immersive environments. Conceptions of the metaverse may seem fanciful, but the metaverse promises to be the next revolution of the internet, says Denise Zheng, managing director for the Metaverse Continuum Business Group and the lead for Responsible Metaverse at Accenture.

“We typically think of it as an evolving and kind of constantly expanding continuum of technologies, but also use cases that span from the consumer to the worker and across the enterprise that take users from reality to the virtual and then back in a very integrated fashion,” says Zheng.

This episode is part of our “Building the future” podcast series. It’s a multi-episode series focusing on how organizations, researchers, and innovators are meeting our evolving global challenges. We understand the importance of inclusive conversations and have chosen to highlight the work of women on the cutting edge of technological innovation, and business excellence.

The elements of community-building the metaverse looks to invoke will require enterprises to adapt emerging technologies like Web3 and blockchain, meet customers where they are, and improve employee capabilities. But virtual environments are not new. Rather, people have been online networking since the late 1970s, says T.L. Taylor, a professor of comparative media studies at MIT.

“We've actually had versions of this—folks coming together online to play, to create, to communicate, and to build community—for decades now. We're really just seeing the latest iteration of that,” says Taylor. 


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]]> Tue, 11 Apr 2023 13:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ As real and virtual worlds continue to overlap, customers are drawn in by the metaverse and its potential of highly functional and immersive environments. Conceptions of the metaverse may seem fanciful, but the metaverse promises to be the next revolution of the internet, says Denise Zheng, managing director for the Metaverse Continuum Business Group and the lead for Responsible Metaverse at Accenture.

“We typically think of it as an evolving and kind of constantly expanding continuum of technologies, but also use cases that span from the consumer to the worker and across the enterprise that take users from reality to the virtual and then back in a very integrated fashion,” says Zheng.

This episode is part of our “Building the future” podcast series. It’s a multi-episode series focusing on how organizations, researchers, and innovators are meeting our evolving global challenges. We understand the importance of inclusive conversations and have chosen to highlight the work of women on the cutting edge of technological innovation, and business excellence.

The elements of community-building the metaverse looks to invoke will require enterprises to adapt emerging technologies like Web3 and blockchain, meet customers where they are, and improve employee capabilities. But virtual environments are not new. Rather, people have been online networking since the late 1970s, says T.L. Taylor, a professor of comparative media studies at MIT.

“We've actually had versions of this—folks coming together online to play, to create, to communicate, and to build community—for decades now. We're really just seeing the latest iteration of that,” says Taylor. 


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]]> Enabling the next iteration of the internet: The metaverse MIT Technology Review Insights 00:34:42 false full 63 5b643ad6-e5d1-4b7c-bd5f-ff60302f8030 Making the world a data-driven place with the cloud As businesses look to get the greatest value from their data, investments in cloud infrastructure from customer relationship management (CRM) systems to email to points of sale can help make data more accessible and bolster innovation, says PwC principal in the analytics insights practice, Anil Nagaraj and Microsoft director of product management Azure Synapse Analytics and Power BI, Kim Manis.

Weighed down by legacy systems and rapidly increasing data volumes, many businesses have begun to migrate to cloud infrastructures to modernize their platform. According to Manis, the clearest benefits of moving to the cloud are speed and time to market as cloud platforms allow businesses to focus on core needs and customers rather than infrastructure and integration.

Although migration to the cloud can help businesses focus on their core competencies, making data accessible is key to becoming data-driven.

“The most important thing is building that data culture,” says Manis. “The people making decisions every day in your business actually use that data. So it doesn't matter how much data you have or how many metrics are being tracked in some spreadsheets somewhere if nobody's actually using it to make decisions.”

Industry-leading practices for strengthening data culture and real-time decision-making, says Nagaraj, include empowering teams across the enterprise with data, creating a culture of openness and transparency, and encouraging new innovations utilizing optimized data.

“I think we’ve got to break those barriers to make sure data is truly available to end business users through multiple experiences that you can bring about,” says Nagaraj.

Technologies like AI and machine learning can help enable new business innovations and improve data literacy without the intermediary help from data scientists. However, on top of maintaining interoperability between emerging technologies with cloud migration, businesses, especially those in the finance and healthcare sector, should also focus on data governance. 

“I think it comes down to the data needs to be trusted in the first place and in the right structure in the first place for these AI capabilities to work,” says Manis. “No one is going to trust the new AI capabilities if they don't trust the data. And that's where the governance piece comes in.”

Looking forward, Nagaraj forecasts that cross-industry and cross-customer shared data can help enable critical decision making.


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]]> Mon, 10 Apr 2023 13:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ As businesses look to get the greatest value from their data, investments in cloud infrastructure from customer relationship management (CRM) systems to email to points of sale can help make data more accessible and bolster innovation, says PwC principal in the analytics insights practice, Anil Nagaraj and Microsoft director of product management Azure Synapse Analytics and Power BI, Kim Manis.

Weighed down by legacy systems and rapidly increasing data volumes, many businesses have begun to migrate to cloud infrastructures to modernize their platform. According to Manis, the clearest benefits of moving to the cloud are speed and time to market as cloud platforms allow businesses to focus on core needs and customers rather than infrastructure and integration.

Although migration to the cloud can help businesses focus on their core competencies, making data accessible is key to becoming data-driven.

“The most important thing is building that data culture,” says Manis. “The people making decisions every day in your business actually use that data. So it doesn't matter how much data you have or how many metrics are being tracked in some spreadsheets somewhere if nobody's actually using it to make decisions.”

Industry-leading practices for strengthening data culture and real-time decision-making, says Nagaraj, include empowering teams across the enterprise with data, creating a culture of openness and transparency, and encouraging new innovations utilizing optimized data.

“I think we’ve got to break those barriers to make sure data is truly available to end business users through multiple experiences that you can bring about,” says Nagaraj.

Technologies like AI and machine learning can help enable new business innovations and improve data literacy without the intermediary help from data scientists. However, on top of maintaining interoperability between emerging technologies with cloud migration, businesses, especially those in the finance and healthcare sector, should also focus on data governance. 

“I think it comes down to the data needs to be trusted in the first place and in the right structure in the first place for these AI capabilities to work,” says Manis. “No one is going to trust the new AI capabilities if they don't trust the data. And that's where the governance piece comes in.”

Looking forward, Nagaraj forecasts that cross-industry and cross-customer shared data can help enable critical decision making.


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]]> Making the world a data-driven place with the cloud MIT Technology Review Insights 00:26:29 Our topic today is cloud data modernization. As data silos break down and the flow of information opens, cloud computing becomes the key enabler between back and front office decision-making. Cloud-based data and analytic solutions can help spur innovation and enrich intelligence across the enterprise. Two words for you: data powered. My guests are Anil Nagaraj and Kim Manis. Anil is a principal in the analytics insights practice at PwC. Kim is the director of product management for Azure Synapse Analytics and Power BI at Microsoft. Our topic today is cloud data modernization. As data silos break down and the flow of information opens, cloud computing becomes the key enabler between back and front office decision-making. Cloud-based data and analytic solutions can help spur innovation and enrich intelligence across the enterprise. Two words for you: data powered. My guests are Anil Nagaraj and Kim Manis. Anil is a principal in the analytics insights practice at PwC. Kim is the director of product management for Azure Synapse Analytics and Power BI at Microsoft. false full 68 94e06be4-338f-44b4-ab05-b6facc9e092f Digital simulations open up real-world possibilities Building a better train doesn’t end with delivering the railcars. When Siemens was asked to improve train reliability, the company added sensors and built digital models that could predict the need for door maintenance 10 days before a door actually got stuck—allowing mechanics to prevent delays before they happened.

Peter Koerte, chief technology and strategy officer at Siemens, says the potential of the industrial metaverse doesn’t end there. “The minute you start to connect real-world operations with a digital simulation thereof,” he says, “you can enable a lot of new services you even hadn’t thought about in the beginning.” When the covid-19 pandemic struck, and transit usage plummeted, those same sensors were repurposed to monitor capacity and ridership.

The industrial metaverse will provide an interface between the real world and a digital world, built on simulations and digital models of complex human systems like machines, factories, or cities. Koerte names five building blocks that will help the industrial metaverse achieve its full potential: these detail-perfect models, termed “digital twins”; simulations based on realistic physics; tools for seamless virtual collaboration; the ability to build immersive and photorealistic environments; and computing power that allows real-time responsiveness. All these capabilities are developing, and their continual improvement will fuel industrial metaverse innovation.

The industrial metaverse will be a powerful accelerator for digital transformation. The power of simulation will allow designers and manufacturers to get things right in the digital world before committing physical resources. 

And while interoperability and platform challenges will have to be overcome to bring the industrial metaverse to fruition, Koerte is enthusiastic about its revolutionary potential. The metaverse will speed progress toward sustainability goals, he says, by conserving physical resources, building carbon considerations into design processes, enabling more accurate accounting of emissions, and advancing digitalization. He explains, “there’s a lot of very real-world applications that can help us make this much, much better.”

This episode of Business Lab is produced in partnership with Siemens.

 

Related Reading

The emergent industrial metaverse, report, MIT Technology Review Insights, March 29, 2023


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]]> Tue, 4 Apr 2023 14:30:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Building a better train doesn’t end with delivering the railcars. When Siemens was asked to improve train reliability, the company added sensors and built digital models that could predict the need for door maintenance 10 days before a door actually got stuck—allowing mechanics to prevent delays before they happened.

Peter Koerte, chief technology and strategy officer at Siemens, says the potential of the industrial metaverse doesn’t end there. “The minute you start to connect real-world operations with a digital simulation thereof,” he says, “you can enable a lot of new services you even hadn’t thought about in the beginning.” When the covid-19 pandemic struck, and transit usage plummeted, those same sensors were repurposed to monitor capacity and ridership.

The industrial metaverse will provide an interface between the real world and a digital world, built on simulations and digital models of complex human systems like machines, factories, or cities. Koerte names five building blocks that will help the industrial metaverse achieve its full potential: these detail-perfect models, termed “digital twins”; simulations based on realistic physics; tools for seamless virtual collaboration; the ability to build immersive and photorealistic environments; and computing power that allows real-time responsiveness. All these capabilities are developing, and their continual improvement will fuel industrial metaverse innovation.

The industrial metaverse will be a powerful accelerator for digital transformation. The power of simulation will allow designers and manufacturers to get things right in the digital world before committing physical resources. 

And while interoperability and platform challenges will have to be overcome to bring the industrial metaverse to fruition, Koerte is enthusiastic about its revolutionary potential. The metaverse will speed progress toward sustainability goals, he says, by conserving physical resources, building carbon considerations into design processes, enabling more accurate accounting of emissions, and advancing digitalization. He explains, “there’s a lot of very real-world applications that can help us make this much, much better.”

This episode of Business Lab is produced in partnership with Siemens.

 

Related Reading

The emergent industrial metaverse, report, MIT Technology Review Insights, March 29, 2023


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]]> Digital simulations open up real-world possibilities MIT Technology Review Insights 00:27:00 Our topic today is the industrial metaverse, which, unlike the consumer version, is based on simulation and large-scale digital twins. These are familiar technologies to manufacturing and R&D efforts. These large-scale digital twins, representing whole manufacturing plants, cities, or other highly complex human systems, can provide an interface between the physical and digital world that can make the real world work better for its inhabitants. Two words for you: virtual possibilities. My guest is Peter Koerte. Peter is the chief technology and strategy officer at Siemens. Our topic today is the industrial metaverse, which, unlike the consumer version, is based on simulation and large-scale digital twins. These are familiar technologies to manufacturing and R&D efforts. These large-scale digital twins, representing whole manufacturing plants, cities, or other highly complex human systems, can provide an interface between the physical and digital world that can make the real world work better for its inhabitants. Two words for you: virtual possibilities. My guest is Peter Koerte. Peter is the chief technology and strategy officer at Siemens. false full 67 7eb1c0af-355b-4a00-be31-1929fcbbed93 Technology and industry convergence: A historic opportunity When seemingly disparate fields, industries, and ways of thinking merge, a convergence happens, which, has the power to build more intuitive and advanced futures for both organizations and the everyday consumer, says Accenture communications, media and technology industry group chair, Kathleen O’Reilly and Daniela Rus, Director of the MIT Computer Science and Artificial Intelligence Laboratory (CSAIL), and the Andrew and Erna Viterbi Professor in the Department of Electrical Engineering and Computer Science (EECS) at the Massachusetts Institute of Technology.

“Today, the kind of superpowers that seem to belong in storybooks can be achieved by mathematical models, computation, new materials, AI, robotics–this convergence of fields,” says Dr. Rus.

This episode is part of our “Building the future” podcast series. It’s a multi-episode series focusing on how organizations, researchers, and innovators are meeting our evolving global challenges. We understand the importance of inclusive conversations and have chosen to highlight the work of women on the cutting edge of technological innovation, and business excellence.

A combination of technology and human ingenuity will push boundaries as companies look to enter a new wave of innovation through data and AI to enable growth. Although O’Reilly estimates that we’re in the early stages of this transformation, she predicts that this convergence will be the biggest change since the industrial revolution.

“We are seeing with the exponential pace of technological innovation, which we believe is going to continue, that this is really creating an opportunity for one of the most exciting periods of positive change and progress for all of history,” says O’Reilly.

Much of this acceleration occurred over the course of these last pandemic years as many businesses and consumers alike take advantage of remote working operations including digital payments, telehealth appointments, and AR/VR experiences. But to anticipate and learn from the future, organizations and leaders always need to look to data and the insights derived from it.

“Intentional futurists,” says O’Reilly, “use AI-based analysis to find patterns, anticipate trends, detect new sources of growth opportunities, understand their consumers, their customers, other enterprises, the markets and their employees better.”

Practically, to bring this convergence from both leadership and academia, organizations need to be mindful of regulations and ethics to drive forward positive innovation and transformation.

“Whether you are a technologist, a national security leader, a policymaker or a human being,” says Dr. Rus. “We all have a moral obligation to use the AI tools to make our world safer, and better, and to make the lives of our citizens safer and better in a just and equitable way.”
 

This episode of Business Lab is produced in association with Accenture.

Related reading


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]]> Tue, 28 Mar 2023 15:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ When seemingly disparate fields, industries, and ways of thinking merge, a convergence happens, which, has the power to build more intuitive and advanced futures for both organizations and the everyday consumer, says Accenture communications, media and technology industry group chair, Kathleen O’Reilly and Daniela Rus, Director of the MIT Computer Science and Artificial Intelligence Laboratory (CSAIL), and the Andrew and Erna Viterbi Professor in the Department of Electrical Engineering and Computer Science (EECS) at the Massachusetts Institute of Technology.

“Today, the kind of superpowers that seem to belong in storybooks can be achieved by mathematical models, computation, new materials, AI, robotics–this convergence of fields,” says Dr. Rus.

This episode is part of our “Building the future” podcast series. It’s a multi-episode series focusing on how organizations, researchers, and innovators are meeting our evolving global challenges. We understand the importance of inclusive conversations and have chosen to highlight the work of women on the cutting edge of technological innovation, and business excellence.

A combination of technology and human ingenuity will push boundaries as companies look to enter a new wave of innovation through data and AI to enable growth. Although O’Reilly estimates that we’re in the early stages of this transformation, she predicts that this convergence will be the biggest change since the industrial revolution.

“We are seeing with the exponential pace of technological innovation, which we believe is going to continue, that this is really creating an opportunity for one of the most exciting periods of positive change and progress for all of history,” says O’Reilly.

Much of this acceleration occurred over the course of these last pandemic years as many businesses and consumers alike take advantage of remote working operations including digital payments, telehealth appointments, and AR/VR experiences. But to anticipate and learn from the future, organizations and leaders always need to look to data and the insights derived from it.

“Intentional futurists,” says O’Reilly, “use AI-based analysis to find patterns, anticipate trends, detect new sources of growth opportunities, understand their consumers, their customers, other enterprises, the markets and their employees better.”

Practically, to bring this convergence from both leadership and academia, organizations need to be mindful of regulations and ethics to drive forward positive innovation and transformation.

“Whether you are a technologist, a national security leader, a policymaker or a human being,” says Dr. Rus. “We all have a moral obligation to use the AI tools to make our world safer, and better, and to make the lives of our citizens safer and better in a just and equitable way.”
 

This episode of Business Lab is produced in association with Accenture.

Related reading


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]]> Technology and industry convergence: A historic opportunity MIT Technology Review Insights 00:55:27 Our topic today is convergence. Innovation thrives when ideas from various fields, industries, and ways of thinking merge. Building the future is a big task. Industries and fields of study need to be reimagined to make way for new opportunities. Enabling this will allow us as a society to learn from, act on, and build toward purposeful sustainability, insightful data and artificial intelligence, and a meaningful metaverse. Our topic today is convergence. Innovation thrives when ideas from various fields, industries, and ways of thinking merge. Building the future is a big task. Industries and fields of study need to be reimagined to make way for new opportunities. Enabling this will allow us as a society to learn from, act on, and build toward purposeful sustainability, insightful data and artificial intelligence, and a meaningful metaverse. false full 66 3d3bc773-6eec-4d0e-bbd3-cc412ec16e70 Fostering innovation through a culture of curiosity Making the IT mindset shift from simply offering a technical service to offering an outcome can be a challenge. It’s the difference between offering a customer a laptop and offering them the tools to create a workplace environment that empowers productivity, says Art Hu, Lenovo’s senior vice president and global chief information officer. Once IT teams make this change to focus on business language and outcomes, they can move in the direction of business value delivery and scalability.

Creating a culture of curiosity that values this shift requires a commitment to a long-term journey that prioritizes research and development (R&D) and finding the right business processes to unleash creativity among employees.

“As you know, innovation starts smaller,” says Hu. “It's not possible that everything immediately is something that's billions of dollars and thousands of employees and dozens of countries around the world. You have to seed these things.”

Effectively manufacturing new innovations, especially those that involve emerging technologies like AI and the industrial metaverse, is underpinned by this strong focus on R&D, says Hu.

“There is no place,” says Hu, “if you think about logistics, planning, production, scheduling, shipping, where we didn't find AI and metaverse use cases that were able to significantly enhance the way we run our operations.”

Hu sees the continued potential of AI, how digital transformation will affect and contribute to the recent adoptions of hybrid work, and the continued adoption of as a service to improve agility within enterprises.


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]]> Fri, 24 Mar 2023 16:31:39 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Making the IT mindset shift from simply offering a technical service to offering an outcome can be a challenge. It’s the difference between offering a customer a laptop and offering them the tools to create a workplace environment that empowers productivity, says Art Hu, Lenovo’s senior vice president and global chief information officer. Once IT teams make this change to focus on business language and outcomes, they can move in the direction of business value delivery and scalability.

Creating a culture of curiosity that values this shift requires a commitment to a long-term journey that prioritizes research and development (R&D) and finding the right business processes to unleash creativity among employees.

“As you know, innovation starts smaller,” says Hu. “It's not possible that everything immediately is something that's billions of dollars and thousands of employees and dozens of countries around the world. You have to seed these things.”

Effectively manufacturing new innovations, especially those that involve emerging technologies like AI and the industrial metaverse, is underpinned by this strong focus on R&D, says Hu.

“There is no place,” says Hu, “if you think about logistics, planning, production, scheduling, shipping, where we didn't find AI and metaverse use cases that were able to significantly enhance the way we run our operations.”

Hu sees the continued potential of AI, how digital transformation will affect and contribute to the recent adoptions of hybrid work, and the continued adoption of as a service to improve agility within enterprises.


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]]> Fostering innovation through a culture of curiosity MIT Technology Review Insights 00:34:39 Joining me today is Art Hu, Lenovo’s senior vice president and global chief information officer. He also serves as chief technology and delivery officer of Lenovo’s Solutions and Services Group, or SSG. Our topic is building better products and services. Enterprises have found success with internal experimentation—from idea generation to prototype to commercialization, and finally diffusion—because you can test out new ideas before bringing them to market. But connecting internal capabilities to eventual solutions requires a culture of curiosity. Two words for you: internal innovation. Joining me today is Art Hu, Lenovo’s senior vice president and global chief information officer. He also serves as chief technology and delivery officer of Lenovo’s Solutions and Services Group, or SSG. Our topic is building better products and services. Enterprises have found success with internal experimentation—from idea generation to prototype to commercialization, and finally diffusion—because you can test out new ideas before bringing them to market. But connecting internal capabilities to eventual solutions requires a culture of curiosity. Two words for you: internal innovation. false full 65 12ee9fb6-49ed-4955-bd6a-f723bda2cc02 Building the future of banking Across industries, technology transformation is a necessity for businesses looking to ensure longevity and remain competitive. But how can a global finance or health care company use technology to create value for its employees and customers at scale? For large-scale technology transformations, laying the right foundation is the key to ensuring success, says Chad Ballard, head of global banking platform tech, consumer and community banking at JPMorgan Chase.

“It starts and ends with focusing on what customers want: the customer is at the center of what we do,” says Ballard. “And so, we’ve got to bring technology—the way that we think about product, the way that we think about design, and the way that we think about data—together in order to be able to deliver that product for the customer.”


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]]> Thu, 9 Mar 2023 14:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Across industries, technology transformation is a necessity for businesses looking to ensure longevity and remain competitive. But how can a global finance or health care company use technology to create value for its employees and customers at scale? For large-scale technology transformations, laying the right foundation is the key to ensuring success, says Chad Ballard, head of global banking platform tech, consumer and community banking at JPMorgan Chase.

“It starts and ends with focusing on what customers want: the customer is at the center of what we do,” says Ballard. “And so, we’ve got to bring technology—the way that we think about product, the way that we think about design, and the way that we think about data—together in order to be able to deliver that product for the customer.”


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]]> Building the future of banking MIT Technology Review Insights 00:20:24 Our topic today is large-scale technology transformation, and my guest is Chad Ballard, head of global banking platform tech, consumer and community banking at JPMorgan Chase. Our topic today is large-scale technology transformation, and my guest is Chad Ballard, head of global banking platform tech, consumer and community banking at JPMorgan Chase. false full 64 5f6085b8-1833-4bc7-9373-e3e62df87b21 Entering the software economy The acceleration of digital transformation and speed of customer demands is turning almost every business into a technology business. Creating, using, or selling technology is now a critical part of every enterprise. But how do companies add emerging technologies and innovations? 

Many companies looking to enter the software economy, the ecosystem of companies that create or are enabled by software, do so through acquisitions, often by targeting startups. Evaluating the potential value of these smaller companies, however, is a specialized skill, says Jeff Vogel, head of the Software Strategy Group for EY-Parthenon. For companies, discovering and accounting for hidden talent and technology risks is a big factor in a successful merger or acquisition.

“They need to believe in the market, that there’s room to grow in that market or room to expand the market; believe in the company’s ability to execute; or believe that they’re coming with a transformation thesis that they’re going to fundamentally change what the company does and how it does it in order to recognize their return,” says Vogel.

Non-technical companies often look to acquisitions, particularly of startups that are touting emerging technology, to make business processes run more efficiently. They also see software investments offering opportunities for high growth and generally high gross margins. But it’s important to gauge the risk and the reward of acquiring software, Vogel says. In the same way that entering the software economy can yield high growth, the market moves fast, making it easy to lose value just as easily as it is gained.

While there are always risks in business, Vogel says that one indicator of a strong acquisition is talent retention and culture. A lack of synergy between company cultures and poorly managed or deployed talent can pose barriers to a smooth acquisition and integration.

“Because software is an intangible IP and it’s very much tied to the people who build it and maintain it, if you have talent drains due to culture, compensation, or other things after an acquisition, that’s usually the leading indicator that the thesis is going to go up in smoke,” says Vogel.

This episode of Business Lab is produced in association with EY-Parthenon. Learn more about EY-Parthenon’s disruptive technology solutions at ey.com/us/disruptivetech.


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]]> Wed, 22 Feb 2023 20:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ The acceleration of digital transformation and speed of customer demands is turning almost every business into a technology business. Creating, using, or selling technology is now a critical part of every enterprise. But how do companies add emerging technologies and innovations? 

Many companies looking to enter the software economy, the ecosystem of companies that create or are enabled by software, do so through acquisitions, often by targeting startups. Evaluating the potential value of these smaller companies, however, is a specialized skill, says Jeff Vogel, head of the Software Strategy Group for EY-Parthenon. For companies, discovering and accounting for hidden talent and technology risks is a big factor in a successful merger or acquisition.

“They need to believe in the market, that there’s room to grow in that market or room to expand the market; believe in the company’s ability to execute; or believe that they’re coming with a transformation thesis that they’re going to fundamentally change what the company does and how it does it in order to recognize their return,” says Vogel.

Non-technical companies often look to acquisitions, particularly of startups that are touting emerging technology, to make business processes run more efficiently. They also see software investments offering opportunities for high growth and generally high gross margins. But it’s important to gauge the risk and the reward of acquiring software, Vogel says. In the same way that entering the software economy can yield high growth, the market moves fast, making it easy to lose value just as easily as it is gained.

While there are always risks in business, Vogel says that one indicator of a strong acquisition is talent retention and culture. A lack of synergy between company cultures and poorly managed or deployed talent can pose barriers to a smooth acquisition and integration.

“Because software is an intangible IP and it’s very much tied to the people who build it and maintain it, if you have talent drains due to culture, compensation, or other things after an acquisition, that’s usually the leading indicator that the thesis is going to go up in smoke,” says Vogel.

This episode of Business Lab is produced in association with EY-Parthenon. Learn more about EY-Parthenon’s disruptive technology solutions at ey.com/us/disruptivetech.


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]]> Entering the software economy MIT Technology Review Insights 00:25:29 Our topic today is about acquiring emerging technologies. If it’s true that every company is becoming a technology company, then coming up with that technology can happen in many ways. Sometimes it’s homegrown, but other times acquiring technologies and startups is a frequent course of action, not just for the parent company but for funding innovation as well. Two words for you: better building. Our guest is Jeff Vogel, head of the Software Strategy Group for EY-Parthenon. Our topic today is about acquiring emerging technologies. If it’s true that every company is becoming a technology company, then coming up with that technology can happen in many ways. Sometimes it’s homegrown, but other times acquiring technologies and startups is a frequent course of action, not just for the parent company but for funding innovation as well. Two words for you: better building. Our guest is Jeff Vogel, head of the Software Strategy Group for EY-Parthenon. digital transformation, software economy, business lab false full 62 7a7b4b53-fbda-4930-8cba-6ca213c585ed Out with the old and in with the "new IT" Episode notes and transcript can be found here.


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]]> Wed, 8 Feb 2023 14:55:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Episode notes and transcript can be found here.


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]]> Out with the old and in with the "new IT" MIT Technology Review Insights 00:38:58 Enterprises are looking to AI and other emerging technologies to facilitate intelligent transformation and reach sustainability goals, says Lenovo CTO Dr. Yong Rui. Enterprises are looking to AI and other emerging technologies to facilitate intelligent transformation and reach sustainability goals, says Lenovo CTO Dr. Yong Rui. business solutions, emerging technology, data infrastructure, business ai, it false full 61 2923687a-7b3e-11ed-8578-a3756e325c08 Modernizing IT Helps Enterprises Do More with Less The World Bank Group has a massive mission to “help developing countries escape poverty and share prosperity,” says Vijay Yellai, program manager for enterprise resource planning transformation at the World Bank Group. For example, it provides an wide array of financial products and technical know-how in a complex and ever-changing global setting.

 

Therefore, for an institution like the World Bank Group, which provides funding and resources to countries with low bandwidth and infrastructure, IT modernization is no small feat.

 

“So in an ever-changing environment–complexity, risk, and security threats with a global workforce–the World Bank is under pressure to do more with less,” says Yellai. He explains that the challenge is to increase real-time business, as well as quickly respond to changing needs of customers and employees. But also, Yellai continues, “security, risk, and data are key elements. Not to mention the continuous need for business intelligence and quick decision making.” The ultimate goal is to “capitalize on technology to meet our mission and goals.”

 

And although data collection and processing is key to IT systems, an agile and adaptive approach is needed to keep operational and financial systems current in each business. “Data is very fundamental to that. And data and research help us understand how we are addressing the needs, helps us set up priorities, helps us share knowledge, and helps us measure progress.” Yellai says.

 

With a modernized IT system, Yellai says, there are a number of innovations that become possible. Predictive analytics, natural language processing, blockchain, and process automation are a few of the technologies emerging to allow for quicker decision-making and efficiency.

 

“Anything we can do to reduce the work we need to do in technology, but let the technology do more for us, so we can focus our time on the strategic priorities, will be the most exciting thing for us,” says Yellai.

 

This episode of Business Lab is produced in association with Infosys Cobalt.


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]]> Wed, 14 Dec 2022 12:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ The World Bank Group has a massive mission to “help developing countries escape poverty and share prosperity,” says Vijay Yellai, program manager for enterprise resource planning transformation at the World Bank Group. For example, it provides an wide array of financial products and technical know-how in a complex and ever-changing global setting.

 

Therefore, for an institution like the World Bank Group, which provides funding and resources to countries with low bandwidth and infrastructure, IT modernization is no small feat.

 

“So in an ever-changing environment–complexity, risk, and security threats with a global workforce–the World Bank is under pressure to do more with less,” says Yellai. He explains that the challenge is to increase real-time business, as well as quickly respond to changing needs of customers and employees. But also, Yellai continues, “security, risk, and data are key elements. Not to mention the continuous need for business intelligence and quick decision making.” The ultimate goal is to “capitalize on technology to meet our mission and goals.”

 

And although data collection and processing is key to IT systems, an agile and adaptive approach is needed to keep operational and financial systems current in each business. “Data is very fundamental to that. And data and research help us understand how we are addressing the needs, helps us set up priorities, helps us share knowledge, and helps us measure progress.” Yellai says.

 

With a modernized IT system, Yellai says, there are a number of innovations that become possible. Predictive analytics, natural language processing, blockchain, and process automation are a few of the technologies emerging to allow for quicker decision-making and efficiency.

 

“Anything we can do to reduce the work we need to do in technology, but let the technology do more for us, so we can focus our time on the strategic priorities, will be the most exciting thing for us,” says Yellai.

 

This episode of Business Lab is produced in association with Infosys Cobalt.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Modernizing IT Helps Enterprises Do More with Less MIT Technology Review Insights 00:25:44 The World Bank Group has a massive mission to “help developing countries escape poverty and share prosperity,” says Vijay Yellai, program manager for enterprise resource planning transformation at the World Bank Group. For example, it provides an wide array of financial products and technical know-how in a complex and ever-changing global setting.   Therefore, for an institution like the World Bank Group, which provides funding and resources to countries with low bandwidth and infrastructure, IT modernization is no small feat.   “So in an ever-changing environment–complexity, risk, and security threats with a global workforce–the World Bank is under pressure to do more with less,” says Yellai. He explains that the challenge is to increase real-time business, as well as quickly respond to changing needs of customers and employees. But also, Yellai continues, “security, risk, and data are key elements. Not to mention the continuous need for business intelligence and quick decision making.” The ultimate goal is to “capitalize on technology to meet our mission and goals.”   And although data collection and processing is key to IT systems, an agile and adaptive approach is needed to keep operational and financial systems current in each business. “Data is very fundamental to that. And data and research help us understand how we are addressing the needs, helps us set up priorities, helps us share knowledge, and helps us measure progress.” Yellai says.   With a modernized IT system, Yellai says, there are a number of innovations that become possible. Predictive analytics, natural language processing, blockchain, and process automation are a few of the technologies emerging to allow for quicker decision-making and efficiency.   “Anything we can do to reduce the work we need to do in technology, but let the technology do more for us, so we can focus our time on the strategic priorities, will be the most exciting thing for us,” says Yellai.   This episode of Business Lab is produced in association with Infosys Cobalt. The World Bank Group has a massive mission to “help developing countries escape poverty and share prosperity,” says Vijay Yellai, program manager for enterprise resource planning transformation at the World Bank Group. For example, it provides an wide array of financial products and technical know-how in a complex and ever-changing global setting.   Therefore, for an institution like the World Bank Group, which provides funding and resources to countries with low bandwidth and infrastructure, IT modernization is no small feat.   “So in an ever-changing environment–complexity, risk, and security threats with a global workforce–the World Bank is under pressure to do more with less,” says Yellai. He explains that the challenge is to increase real-time business, as well as quickly respond to changing needs of customers and employees. But also, Yellai continues, “security, risk, and data are key elements. Not to mention the continuous need for business intelligence and quick decision making.” The ultimate goal is to “capitalize on technology to meet our mission and goals.”   And although data collection and processing is key to IT systems, an agile and adaptive approach is needed to keep operational and financial systems current in each business. “Data is very fundamental to that. And data and research help us understand how we are addressing the needs, helps us set up priorities, helps us share knowledge, and helps us measure progress.” Yellai says.   With a modernized IT system, Yellai says, there are a number of innovations that become possible. Predictive analytics, natural language processing, blockchain, and process automation are a few of the technologies emerging to allow for quicker decision-making and efficiency.   “Anything we can do to reduce the work we need to do in technology, but let the technology do more for us, so we can focus our time on the strategic priorities, will be the most exciting thing for us,” says Yellai.   This episode of Business Lab is produced in association with Infosys Cobalt. false full 60 cd6f03f4-6562-11ed-98f2-339a8aa131fe Feeding the World by AI, Machine Learning, and the Cloud Although the world population has continued to steadily increase, farming practices have largely remained the same. Amid this growth, climate change poses great challenges to the agricultural industry and its capacity to feed the world sustainably. According to the World Bank, 70% of the world’s fresh water is used in agriculture and droughts and heat waves continue to threaten crops. And that is where the challenge arises to feed the world while mitigating the environmental effects of agricultural practices.

 

The answer to this challenge, according to Thomas Jung, head of IT Research and Development at Syngenta, is regenerative agriculture. Just as important as clean water and clean air, soil is the critical foundation of agriculture. The crux of regenerative agriculture is to grow more food with less environmental impact by enhancing the health of soil.

 

“So not much has changed, but we need to feed more and more people,” he continues “How do we address this challenge of feeding the world in a sustainable fashion without exploiting our soils more?”

 

Regenerative agriculture efforts look to find solutions to help plants stay healthy, find solutions to make crops more resistant to climate change-induced droughts and heatwaves, and use less water in farming.

 

Therefore, what’s necessary is, “moving beyond the traditional agriculture and the way we've been doing this for probably 100 years or more. I mean, this is a leap,” says Jung. “This is an agricultural revolution that is ongoing, and artificial intelligence will play the decisive role in it.”

 

Although farmers have invaluable knowledge of their own crops and fields, says Jung, AI and machine learning tools can be instrumental in cataloging greater detail, refining algorithms, and creating recommendations for solutions. As more data is collected and algorithms continue to improve to create new innovations, we’ll be even closer to understanding our planetary ecosystem, says Jung. Breakthroughs like soil regeneration, really living with sustainable agriculture across disciplines are achievable within the next three years.

 

“There's a lot of advocacy for open source, for democratized data, for fair data, and we need to bring that to the industry,” says Jung. “This can't just be an NGO or a volunteering thing, that this is how I believe our industry needs to work. So we really want to share, we want to lead by example, we want to nurture the community, and through that, win altogether.”


This episode of Business Lab is produced in association with Infosys Cobalt.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Wed, 16 Nov 2022 15:23:39 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Although the world population has continued to steadily increase, farming practices have largely remained the same. Amid this growth, climate change poses great challenges to the agricultural industry and its capacity to feed the world sustainably. According to the World Bank, 70% of the world’s fresh water is used in agriculture and droughts and heat waves continue to threaten crops. And that is where the challenge arises to feed the world while mitigating the environmental effects of agricultural practices.

 

The answer to this challenge, according to Thomas Jung, head of IT Research and Development at Syngenta, is regenerative agriculture. Just as important as clean water and clean air, soil is the critical foundation of agriculture. The crux of regenerative agriculture is to grow more food with less environmental impact by enhancing the health of soil.

 

“So not much has changed, but we need to feed more and more people,” he continues “How do we address this challenge of feeding the world in a sustainable fashion without exploiting our soils more?”

 

Regenerative agriculture efforts look to find solutions to help plants stay healthy, find solutions to make crops more resistant to climate change-induced droughts and heatwaves, and use less water in farming.

 

Therefore, what’s necessary is, “moving beyond the traditional agriculture and the way we've been doing this for probably 100 years or more. I mean, this is a leap,” says Jung. “This is an agricultural revolution that is ongoing, and artificial intelligence will play the decisive role in it.”

 

Although farmers have invaluable knowledge of their own crops and fields, says Jung, AI and machine learning tools can be instrumental in cataloging greater detail, refining algorithms, and creating recommendations for solutions. As more data is collected and algorithms continue to improve to create new innovations, we’ll be even closer to understanding our planetary ecosystem, says Jung. Breakthroughs like soil regeneration, really living with sustainable agriculture across disciplines are achievable within the next three years.

 

“There's a lot of advocacy for open source, for democratized data, for fair data, and we need to bring that to the industry,” says Jung. “This can't just be an NGO or a volunteering thing, that this is how I believe our industry needs to work. So we really want to share, we want to lead by example, we want to nurture the community, and through that, win altogether.”


This episode of Business Lab is produced in association with Infosys Cobalt.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Feeding the World by AI, Machine Learning, and the Cloud MIT Technology Review Insights 00:25:41 Although the world population has continued to steadily increase, farming practices have largely remained the same. Amid this growth, climate change poses great challenges to the agricultural industry and its capacity to feed the world sustainably. According to the World Bank, 70% of the world’s fresh water is used in agriculture and droughts and heat waves continue to threaten crops. And that is where the challenge arises to feed the world while mitigating the environmental effects of agricultural practices.   The answer to this challenge, according to Thomas Jung, head of IT Research and Development at Syngenta, is regenerative agriculture. Just as important as clean water and clean air, soil is the critical foundation of agriculture. The crux of regenerative agriculture is to grow more food with less environmental impact by enhancing the health of soil.   “So not much has changed, but we need to feed more and more people,” he continues “How do we address this challenge of feeding the world in a sustainable fashion without exploiting our soils more?”   Regenerative agriculture efforts look to find solutions to help plants stay healthy, find solutions to make crops more resistant to climate change-induced droughts and heatwaves, and use less water in farming.   Therefore, what’s necessary is, “moving beyond the traditional agriculture and the way we've been doing this for probably 100 years or more. I mean, this is a leap,” says Jung. “This is an agricultural revolution that is ongoing, and artificial intelligence will play the decisive role in it.”   Although farmers have invaluable knowledge of their own crops and fields, says Jung, AI and machine learning tools can be instrumental in cataloging greater detail, refining algorithms, and creating recommendations for solutions. As more data is collected and algorithms continue to improve to create new innovations, we’ll be even closer to understanding our planetary ecosystem, says Jung. Breakthroughs like soil regeneration, really living with sustainable agriculture across disciplines are achievable within the next three years.   “There's a lot of advocacy for open source, for democratized data, for fair data, and we need to bring that to the industry,” says Jung. “This can't just be an NGO or a volunteering thing, that this is how I believe our industry needs to work. So we really want to share, we want to lead by example, we want to nurture the community, and through that, win altogether.” This episode of Business Lab is produced in association with Infosys Cobalt. Although the world population has continued to steadily increase, farming practices have largely remained the same. Amid this growth, climate change poses great challenges to the agricultural industry and its capacity to feed the world sustainably. According to the World Bank, 70% of the world’s fresh water is used in agriculture and droughts and heat waves continue to threaten crops. And that is where the challenge arises to feed the world while mitigating the environmental effects of agricultural practices.   The answer to this challenge, according to Thomas Jung, head of IT Research and Development at Syngenta, is regenerative agriculture. Just as important as clean water and clean air, soil is the critical foundation of agriculture. The crux of regenerative agriculture is to grow more food with less environmental impact by enhancing the health of soil.   “So not much has changed, but we need to feed more and more people,” he continues “How do we address this challenge of feeding the world in a sustainable fashion without exploiting our soils more?”   Regenerative agriculture efforts look to find solutions to help plants stay healthy, find solutions to make crops more resistant to climate change-induced droughts and heatwaves, and use less water in farming.   Therefore, what’s necessary is, “moving beyond the traditional agriculture and the way we've been doing this for probably 100 years or more. I mean, this is a leap,” says Jung. “This is an agricultural revolution that is ongoing, and artificial intelligence will play the decisive role in it.”   Although farmers have invaluable knowledge of their own crops and fields, says Jung, AI and machine learning tools can be instrumental in cataloging greater detail, refining algorithms, and creating recommendations for solutions. As more data is collected and algorithms continue to improve to create new innovations, we’ll be even closer to understanding our planetary ecosystem, says Jung. Breakthroughs like soil regeneration, really living with sustainable agriculture across disciplines are achievable within the next three years.   “There's a lot of advocacy for open source, for democratized data, for fair data, and we need to bring that to the industry,” says Jung. “This can't just be an NGO or a volunteering thing, that this is how I believe our industry needs to work. So we really want to share, we want to lead by example, we want to nurture the community, and through that, win altogether.” This episode of Business Lab is produced in association with Infosys Cobalt. false full 59 a168e524-4508-11ed-bc30-b30d1025aeee AI and Data Fuel Innovation in Clinical Trials and Beyond The last five years have seen large innovations throughout drug development and clinical trial life cycles—from finding a target and designing the trial, to getting a drug approved and launching the drug itself. The recent use of mRNA vaccines to combat covid-19 is just one of many advances in biotech and drug development.


Whether in preclinical stages or in the commercialization of a drug, AI-enabled drug development is now used by an estimated 400 companies and has reached a $50 billion market, placing AI more firmly in the life sciences mainstream.


“Now, if you look at the parallel movements that are happening in technology, everyone’s in consensus that the utility of what AI can do in drug development is becoming more evident,” says senior vice president at Medidata AI, Arnaub Chatterjee.


The pandemic has shown how critical and fraught the race can be to provide new treatments to patients, positioning the pharmaceutical industry at an inflection point, says Chatterjee.


And that’s because drug development usually takes years. Evidence generation is the industry-standard process of collecting and analyzing data to demonstrate a drug’s safety and efficacy to stakeholders, including regulators, providers, and patients.


The challenge, says Chatterjee, becomes, “How do we keep the rigor of the clinical trial and tell the entire story, and then how do we bring in the real-world data to kind of complete that picture?”

 

To build more effective treatments faster, drug and vaccine companies are using data iteratively to improve understanding of diseases that can be used for future drug design. Bridging gaps between clinical trial and real-world data creates longitudinal records. AI models and analytics can then be used to enable feedback loops that are key for ensuring safety, efficacy, and value, says Chatterjee.


“We want to create safe and expeditious access to therapy,” says Chatterjee. “So we really have to meet this moment with innovation. With all the new advances happening in drug development, there’s no reason why technology and data can’t be there.”

 

This episode of Business Lab is produced in association with Medidata.

 

Related resources

●     Integrated evidence, Medidata

●     Why artificial intelligence could speed drug discovery, Morgan Stanley


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]]> Thu, 6 Oct 2022 12:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ The last five years have seen large innovations throughout drug development and clinical trial life cycles—from finding a target and designing the trial, to getting a drug approved and launching the drug itself. The recent use of mRNA vaccines to combat covid-19 is just one of many advances in biotech and drug development.


Whether in preclinical stages or in the commercialization of a drug, AI-enabled drug development is now used by an estimated 400 companies and has reached a $50 billion market, placing AI more firmly in the life sciences mainstream.


“Now, if you look at the parallel movements that are happening in technology, everyone’s in consensus that the utility of what AI can do in drug development is becoming more evident,” says senior vice president at Medidata AI, Arnaub Chatterjee.


The pandemic has shown how critical and fraught the race can be to provide new treatments to patients, positioning the pharmaceutical industry at an inflection point, says Chatterjee.


And that’s because drug development usually takes years. Evidence generation is the industry-standard process of collecting and analyzing data to demonstrate a drug’s safety and efficacy to stakeholders, including regulators, providers, and patients.


The challenge, says Chatterjee, becomes, “How do we keep the rigor of the clinical trial and tell the entire story, and then how do we bring in the real-world data to kind of complete that picture?”

 

To build more effective treatments faster, drug and vaccine companies are using data iteratively to improve understanding of diseases that can be used for future drug design. Bridging gaps between clinical trial and real-world data creates longitudinal records. AI models and analytics can then be used to enable feedback loops that are key for ensuring safety, efficacy, and value, says Chatterjee.


“We want to create safe and expeditious access to therapy,” says Chatterjee. “So we really have to meet this moment with innovation. With all the new advances happening in drug development, there’s no reason why technology and data can’t be there.”

 

This episode of Business Lab is produced in association with Medidata.

 

Related resources

●     Integrated evidence, Medidata

●     Why artificial intelligence could speed drug discovery, Morgan Stanley


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> AI and Data Fuel Innovation in Clinical Trials and Beyond MIT Technology Review Insights 00:28:06 The last five years have seen large innovations throughout drug development and clinical trial life cycles—from finding a target and designing the trial, to getting a drug approved and launching the drug itself. The recent use of mRNA vaccines to combat covid-19 is just one of many advances in biotech and drug development. Whether in preclinical stages or in the commercialization of a drug, AI-enabled drug development is now used by an estimated 400 companies and has reached a $50 billion market, placing AI more firmly in the life sciences mainstream. “Now, if you look at the parallel movements that are happening in technology, everyone’s in consensus that the utility of what AI can do in drug development is becoming more evident,” says senior vice president at Medidata AI, Arnaub Chatterjee. The pandemic has shown how critical and fraught the race can be to provide new treatments to patients, positioning the pharmaceutical industry at an inflection point, says Chatterjee. And that’s because drug development usually takes years. Evidence generation is the industry-standard process of collecting and analyzing data to demonstrate a drug’s safety and efficacy to stakeholders, including regulators, providers, and patients. The challenge, says Chatterjee, becomes, “How do we keep the rigor of the clinical trial and tell the entire story, and then how do we bring in the real-world data to kind of complete that picture?”   To build more effective treatments faster, drug and vaccine companies are using data iteratively to improve understanding of diseases that can be used for future drug design. Bridging gaps between clinical trial and real-world data creates longitudinal records. AI models and analytics can then be used to enable feedback loops that are key for ensuring safety, efficacy, and value, says Chatterjee. “We want to create safe and expeditious access to therapy,” says Chatterjee. “So we really have to meet this moment with innovation. With all the new advances happening in drug development, there’s no reason why technology and data can’t be there.”   This episode of Business Lab is produced in association with Medidata.   Related resources ●     Integrated evidence, Medidata ●     Why artificial intelligence could speed drug discovery, Morgan Stanley The last five years have seen large innovations throughout drug development and clinical trial life cycles—from finding a target and designing the trial, to getting a drug approved and launching the drug itself. The recent use of mRNA vaccines to combat covid-19 is just one of many advances in biotech and drug development. Whether in preclinical stages or in the commercialization of a drug, AI-enabled drug development is now used by an estimated 400 companies and has reached a $50 billion market, placing AI more firmly in the life sciences mainstream. “Now, if you look at the parallel movements that are happening in technology, everyone’s in consensus that the utility of what AI can do in drug development is becoming more evident,” says senior vice president at Medidata AI, Arnaub Chatterjee. The pandemic has shown how critical and fraught the race can be to provide new treatments to patients, positioning the pharmaceutical industry at an inflection point, says Chatterjee. And that’s because drug development usually takes years. Evidence generation is the industry-standard process of collecting and analyzing data to demonstrate a drug’s safety and efficacy to stakeholders, including regulators, providers, and patients. The challenge, says Chatterjee, becomes, “How do we keep the rigor of the clinical trial and tell the entire story, and then how do we bring in the real-world data to kind of complete that picture?”   To build more effective treatments faster, drug and vaccine companies are using data iteratively to improve understanding of diseases that can be used for future drug design. Bridging gaps between clinical trial and real-world data creates longitudinal records. AI models and analytics can then be used to enable feedback loops that are key for ensuring safety, efficacy, and value, says Chatterjee. “We want to create safe and expeditious access to therapy,” says Chatterjee. “So we really have to meet this moment with innovation. With all the new advances happening in drug development, there’s no reason why technology and data can’t be there.”   This episode of Business Lab is produced in association with Medidata.   Related resources ●     Integrated evidence, Medidata ●     Why artificial intelligence could speed drug discovery, Morgan Stanley false full 58 938cae16-444c-11ed-be42-83b589cc75ea Building a Culture of Innovation in Research and Development Memory and storage solutions for technology are built into our everyday life, from mobile applications, cars, health-care systems, and more. To meet that need and help propel innovation, Micron Technology said it would invest $150 billion into research and development to build factories for its semiconductor memory chips. This investment looks to expand not only the reach of memory chips but also to innovate new solutions to common problems, says Naga Chandrasekaran, senior vice president of technology development at Micron.


“The day we stop innovating, not just in memory, but as a human race, the day we stop innovating, we stop progressing and that's not where we want to be. We want to continue to drive innovation,” says Chandrasekaran.


With each iteration of new technology, from phones to cars, consumers are looking for improved performance, lower latency, more storage, and lower costs. Meeting these expectations means finding solutions at an atomic scale and making micro changes to push the boundaries of what’s possible.


Since its inception 44 years ago, Micron has developed over 50,000 patents. While Chandrasekaran emphasizes that patents are just one part of fostering innovation, they do represent the strides toward greater innovations and the company culture that Micron has worked to establish.


While having strong team members is important, the culture that a company fosters is just as crucial when it comes to seeing positive results. Chandrasekaran says that building successful teams that can create so many patents and build technologies with an eye on innovation requires a certain company mindset that doesn’t shy away from mistakes or failure.


“So we are taking risks on a regular basis, but the key is to make sure we can fail fast and not see those failures as a mistake, but actually learn from them.” Chandrasekaran continues, “That's why failing fast is important, but not being afraid of failing.”


In addition to taking risks, diversity has become a significant contributor to driving new solutions. Between 2017 and 2021, the number of women listed as inventors on Micron patent applications quadrupled. Chandrasekaran says that for any sustained success and innovation to be possible, diversity is necessary.


“No matter what we say, we are all limited in our thought process in how we approach problems, in how we approach solutions. And even with a growth mindset, we have limitations, because we are who we are based on the experiences and the exposures that we have gained,” says Chandrasekaran. “So diversity brings in not just from a gender diversity or ethnic diversity, but if we look at diversity from a broader scale, it's diversity of thought process.”

 

 

This episode of Business Lab is produced in association with Micron Technology.


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]]> Wed, 5 Oct 2022 11:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Memory and storage solutions for technology are built into our everyday life, from mobile applications, cars, health-care systems, and more. To meet that need and help propel innovation, Micron Technology said it would invest $150 billion into research and development to build factories for its semiconductor memory chips. This investment looks to expand not only the reach of memory chips but also to innovate new solutions to common problems, says Naga Chandrasekaran, senior vice president of technology development at Micron.


“The day we stop innovating, not just in memory, but as a human race, the day we stop innovating, we stop progressing and that's not where we want to be. We want to continue to drive innovation,” says Chandrasekaran.


With each iteration of new technology, from phones to cars, consumers are looking for improved performance, lower latency, more storage, and lower costs. Meeting these expectations means finding solutions at an atomic scale and making micro changes to push the boundaries of what’s possible.


Since its inception 44 years ago, Micron has developed over 50,000 patents. While Chandrasekaran emphasizes that patents are just one part of fostering innovation, they do represent the strides toward greater innovations and the company culture that Micron has worked to establish.


While having strong team members is important, the culture that a company fosters is just as crucial when it comes to seeing positive results. Chandrasekaran says that building successful teams that can create so many patents and build technologies with an eye on innovation requires a certain company mindset that doesn’t shy away from mistakes or failure.


“So we are taking risks on a regular basis, but the key is to make sure we can fail fast and not see those failures as a mistake, but actually learn from them.” Chandrasekaran continues, “That's why failing fast is important, but not being afraid of failing.”


In addition to taking risks, diversity has become a significant contributor to driving new solutions. Between 2017 and 2021, the number of women listed as inventors on Micron patent applications quadrupled. Chandrasekaran says that for any sustained success and innovation to be possible, diversity is necessary.


“No matter what we say, we are all limited in our thought process in how we approach problems, in how we approach solutions. And even with a growth mindset, we have limitations, because we are who we are based on the experiences and the exposures that we have gained,” says Chandrasekaran. “So diversity brings in not just from a gender diversity or ethnic diversity, but if we look at diversity from a broader scale, it's diversity of thought process.”

 

 

This episode of Business Lab is produced in association with Micron Technology.


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]]> Building a Culture of Innovation in Research and Development MIT Technology Review Insights 00:42:05 Memory and storage solutions for technology are built into our everyday life, from mobile applications, cars, health-care systems, and more. To meet that need and help propel innovation, Micron Technology said it would invest $150 billion into research and development to build factories for its semiconductor memory chips. This investment looks to expand not only the reach of memory chips but also to innovate new solutions to common problems, says Naga Chandrasekaran, senior vice president of technology development at Micron. “The day we stop innovating, not just in memory, but as a human race, the day we stop innovating, we stop progressing and that's not where we want to be. We want to continue to drive innovation,” says Chandrasekaran. With each iteration of new technology, from phones to cars, consumers are looking for improved performance, lower latency, more storage, and lower costs. Meeting these expectations means finding solutions at an atomic scale and making micro changes to push the boundaries of what’s possible. Since its inception 44 years ago, Micron has developed over 50,000 patents. While Chandrasekaran emphasizes that patents are just one part of fostering innovation, they do represent the strides toward greater innovations and the company culture that Micron has worked to establish. While having strong team members is important, the culture that a company fosters is just as crucial when it comes to seeing positive results. Chandrasekaran says that building successful teams that can create so many patents and build technologies with an eye on innovation requires a certain company mindset that doesn’t shy away from mistakes or failure. “So we are taking risks on a regular basis, but the key is to make sure we can fail fast and not see those failures as a mistake, but actually learn from them.” Chandrasekaran continues, “That's why failing fast is important, but not being afraid of failing.” In addition to taking risks, diversity has become a significant contributor to driving new solutions. Between 2017 and 2021, the number of women listed as inventors on Micron patent applications quadrupled. Chandrasekaran says that for any sustained success and innovation to be possible, diversity is necessary. “No matter what we say, we are all limited in our thought process in how we approach problems, in how we approach solutions. And even with a growth mindset, we have limitations, because we are who we are based on the experiences and the exposures that we have gained,” says Chandrasekaran. “So diversity brings in not just from a gender diversity or ethnic diversity, but if we look at diversity from a broader scale, it's diversity of thought process.”     This episode of Business Lab is produced in association with Micron Technology. Memory and storage solutions for technology are built into our everyday life, from mobile applications, cars, health-care systems, and more. To meet that need and help propel innovation, Micron Technology said it would invest $150 billion into research and development to build factories for its semiconductor memory chips. This investment looks to expand not only the reach of memory chips but also to innovate new solutions to common problems, says Naga Chandrasekaran, senior vice president of technology development at Micron. “The day we stop innovating, not just in memory, but as a human race, the day we stop innovating, we stop progressing and that's not where we want to be. We want to continue to drive innovation,” says Chandrasekaran. With each iteration of new technology, from phones to cars, consumers are looking for improved performance, lower latency, more storage, and lower costs. Meeting these expectations means finding solutions at an atomic scale and making micro changes to push the boundaries of what’s possible. Since its inception 44 years ago, Micron has developed over 50,000 patents. While Chandrasekaran emphasizes that patents are just one part of fostering innovation, they do represent the strides toward greater innovations and the company culture that Micron has worked to establish. While having strong team members is important, the culture that a company fosters is just as crucial when it comes to seeing positive results. Chandrasekaran says that building successful teams that can create so many patents and build technologies with an eye on innovation requires a certain company mindset that doesn’t shy away from mistakes or failure. “So we are taking risks on a regular basis, but the key is to make sure we can fail fast and not see those failures as a mistake, but actually learn from them.” Chandrasekaran continues, “That's why failing fast is important, but not being afraid of failing.” In addition to taking risks, diversity has become a significant contributor to driving new solutions. Between 2017 and 2021, the number of women listed as inventors on Micron patent applications quadrupled. Chandrasekaran says that for any sustained success and innovation to be possible, diversity is necessary. “No matter what we say, we are all limited in our thought process in how we approach problems, in how we approach solutions. And even with a growth mindset, we have limitations, because we are who we are based on the experiences and the exposures that we have gained,” says Chandrasekaran. “So diversity brings in not just from a gender diversity or ethnic diversity, but if we look at diversity from a broader scale, it's diversity of thought process.”     This episode of Business Lab is produced in association with Micron Technology. false full 57 8ff110ec-3d9b-11ed-8e89-bf0a3b5ff323 Maximize Data Outcomes by Investing in People and Systems In any enterprise, digital transformation is not only a technology transformation but enables business transformation itself, driving new products, solutions and innovations. Having an efficient data strategy is critical to any successful digital transformation but requires careful investment into both people and systems.

 

“To achieve that goal, availability of good data, of the right data, and availability of that to the right people and systems is very, very critical. So that forms the data strategy for any enterprise today,” says chief architect for data and AI services at Kyndryl, Sundar Shanmugam.

 

Getting the most out of digital transformation investments means evaluating and optimizing agility throughout an enterprise to drive actionable insights, says Shanmugam. A strong data governance framework also goes a long way in keeping data high-quality. Often data governance primarily serves regulatory requirements. But truly effective data governance is holistic, he adds. Data usage, regulations, and the data itself are constantly evolving within an enterprise, effectively making data governance a continuous process.

 

Although tech teams are often dictating how data should be managed and used, Shanmugam says everyone across the enterprise, including leaders and decision makers, should be data literate.

 

“End of the day, the people are the ones who design the systems and who develop the systems that consume the data, so the right investment on literacy is paramount in that aspect,” says Shanmugam.

 

Another key component to digital transformation lies in maximizing investments across business units. The combination of software development and operations to form devOps, AI and machine learning to form MLOps, and finance and operations to form finOps all fall under the broader umbrella of XOps that categorize these merging of IT disciplines with business operations. XOps all come together to deliver value in the most efficient way with each combination focused on maximizing automation, reusability, and agility, says Shanmugam.

 

“As we say, necessity is the mother of innovation, so that necessity can continuously change,” says Shanmugam. “At the core of that, if we keep that data proper [condition], then it can expand the horizons, not just internally, but even for the other external requirements and use cases.”

 

This episode of Business Lab is produced in association with Kyndryl.

 

Related reading

Top Trends in Data and Analytics for 2021, Gartner, February 16, 2021


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]]> Tue, 27 Sep 2022 12:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ In any enterprise, digital transformation is not only a technology transformation but enables business transformation itself, driving new products, solutions and innovations. Having an efficient data strategy is critical to any successful digital transformation but requires careful investment into both people and systems.

 

“To achieve that goal, availability of good data, of the right data, and availability of that to the right people and systems is very, very critical. So that forms the data strategy for any enterprise today,” says chief architect for data and AI services at Kyndryl, Sundar Shanmugam.

 

Getting the most out of digital transformation investments means evaluating and optimizing agility throughout an enterprise to drive actionable insights, says Shanmugam. A strong data governance framework also goes a long way in keeping data high-quality. Often data governance primarily serves regulatory requirements. But truly effective data governance is holistic, he adds. Data usage, regulations, and the data itself are constantly evolving within an enterprise, effectively making data governance a continuous process.

 

Although tech teams are often dictating how data should be managed and used, Shanmugam says everyone across the enterprise, including leaders and decision makers, should be data literate.

 

“End of the day, the people are the ones who design the systems and who develop the systems that consume the data, so the right investment on literacy is paramount in that aspect,” says Shanmugam.

 

Another key component to digital transformation lies in maximizing investments across business units. The combination of software development and operations to form devOps, AI and machine learning to form MLOps, and finance and operations to form finOps all fall under the broader umbrella of XOps that categorize these merging of IT disciplines with business operations. XOps all come together to deliver value in the most efficient way with each combination focused on maximizing automation, reusability, and agility, says Shanmugam.

 

“As we say, necessity is the mother of innovation, so that necessity can continuously change,” says Shanmugam. “At the core of that, if we keep that data proper [condition], then it can expand the horizons, not just internally, but even for the other external requirements and use cases.”

 

This episode of Business Lab is produced in association with Kyndryl.

 

Related reading

Top Trends in Data and Analytics for 2021, Gartner, February 16, 2021


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Maximize Data Outcomes by Investing in People and Systems MIT Technology Review Insights 00:25:07 In any enterprise, digital transformation is not only a technology transformation but enables business transformation itself, driving new products, solutions and innovations. Having an efficient data strategy is critical to any successful digital transformation but requires careful investment into both people and systems.   “To achieve that goal, availability of good data, of the right data, and availability of that to the right people and systems is very, very critical. So that forms the data strategy for any enterprise today,” says chief architect for data and AI services at Kyndryl, Sundar Shanmugam.   Getting the most out of digital transformation investments means evaluating and optimizing agility throughout an enterprise to drive actionable insights, says Shanmugam. A strong data governance framework also goes a long way in keeping data high-quality. Often data governance primarily serves regulatory requirements. But truly effective data governance is holistic, he adds. Data usage, regulations, and the data itself are constantly evolving within an enterprise, effectively making data governance a continuous process.   Although tech teams are often dictating how data should be managed and used, Shanmugam says everyone across the enterprise, including leaders and decision makers, should be data literate.   “End of the day, the people are the ones who design the systems and who develop the systems that consume the data, so the right investment on literacy is paramount in that aspect,” says Shanmugam.   Another key component to digital transformation lies in maximizing investments across business units. The combination of software development and operations to form devOps, AI and machine learning to form MLOps, and finance and operations to form finOps all fall under the broader umbrella of XOps that categorize these merging of IT disciplines with business operations. XOps all come together to deliver value in the most efficient way with each combination focused on maximizing automation, reusability, and agility, says Shanmugam.   “As we say, necessity is the mother of innovation, so that necessity can continuously change,” says Shanmugam. “At the core of that, if we keep that data proper [condition], then it can expand the horizons, not just internally, but even for the other external requirements and use cases.”   This episode of Business Lab is produced in association with Kyndryl.   Related reading Top Trends in Data and Analytics for 2021, Gartner, February 16, 2021 In any enterprise, digital transformation is not only a technology transformation but enables business transformation itself, driving new products, solutions and innovations. Having an efficient data strategy is critical to any successful digital transformation but requires careful investment into both people and systems.   “To achieve that goal, availability of good data, of the right data, and availability of that to the right people and systems is very, very critical. So that forms the data strategy for any enterprise today,” says chief architect for data and AI services at Kyndryl, Sundar Shanmugam.   Getting the most out of digital transformation investments means evaluating and optimizing agility throughout an enterprise to drive actionable insights, says Shanmugam. A strong data governance framework also goes a long way in keeping data high-quality. Often data governance primarily serves regulatory requirements. But truly effective data governance is holistic, he adds. Data usage, regulations, and the data itself are constantly evolving within an enterprise, effectively making data governance a continuous process.   Although tech teams are often dictating how data should be managed and used, Shanmugam says everyone across the enterprise, including leaders and decision makers, should be data literate.   “End of the day, the people are the ones who design the systems and who develop the systems that consume the data, so the right investment on literacy is paramount in that aspect,” says Shanmugam.   Another key component to digital transformation lies in maximizing investments across business units. The combination of software development and operations to form devOps, AI and machine learning to form MLOps, and finance and operations to form finOps all fall under the broader umbrella of XOps that categorize these merging of IT disciplines with business operations. XOps all come together to deliver value in the most efficient way with each combination focused on maximizing automation, reusability, and agility, says Shanmugam.   “As we say, necessity is the mother of innovation, so that necessity can continuously change,” says Shanmugam. “At the core of that, if we keep that data proper [condition], then it can expand the horizons, not just internally, but even for the other external requirements and use cases.”   This episode of Business Lab is produced in association with Kyndryl.   Related reading Top Trends in Data and Analytics for 2021, Gartner, February 16, 2021 false full 56 120c3ef4-2df1-11ed-b118-a3afdbbfc432 Building great digital customer experiences with agile infrastructure As more business, shopping, and banking is done online and from, well, anywhere, customers increasingly expect high-quality digital-first services that remove the need to go into a physical store or bank.

“People were working from home, shopping from home, banking from home, and are more tech and digital savvy than ever,” says Mike Dargan, group chief digital and information officer for UBS. “And if you look at the financial services industry, the ecosystem is constantly evolving, so it becomes more competitive, open, connected, and location-independent every day.”

Banks like UBS are experiencing a cultural transformation that makes technology itself integral to the business offering. Because technology is often the first—or only—medium via which customers encounter a business, the quality of that digital customer experience is key to the value it provides. To make that digital-first experience a differentiator for a business, Dargan explains, requires strategically and substantially investing in tech throughout the enterprise.

Investing in technology means a targeted focus on the people and platforms behind the customer-facing experiences, not just building out the feature of the month. Dargan’s roadmap begins with engineering excellence—attracting and retaining engineers who want to shape the direction of the industry.

In addition to offering an inclusive culture and opportunities to solve important real-world problems, companies seeking the best engineers must provide cutting-edge platforms and tools to create an industry-leading developer experience. To enable this—as well as to reimagine what they can offer to clients—UBS has made years-long investments in updating legacy systems to new technology, focusing on infrastructure allowing the launch of cloud-native applications on a cloud-native platform.

Internal company processes, though invisible to customers, drive the speed and quality of digital innovation. At UBS, process focus has included training on agile methodologies—teaching employees from all business areas how to get from emerging requirements to high-quality outcomes as quickly and iteratively as possible.

Less obvious longer-term investments in the technology future may also pay dividends both in business terms and in customer experience. In the sustainability space, UBS has partnered with the Green Software Foundation to build software standards and best practices for reducing carbon emissions, and has set a goal of net zero greenhouse gas emissions across its operations by 2050.

Says Dargan, “the world is faster, more digital, and more data-driven than ever before, so clients really do demand services that are digital-first, anytime, anywhere, and are underpinned by first-class technologies. In fact, I'd say tech is really how our clients experience us every day.”

 

This episode of Business Lab is produced in association with UBS.


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]]> Wed, 7 Sep 2022 14:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ As more business, shopping, and banking is done online and from, well, anywhere, customers increasingly expect high-quality digital-first services that remove the need to go into a physical store or bank.

“People were working from home, shopping from home, banking from home, and are more tech and digital savvy than ever,” says Mike Dargan, group chief digital and information officer for UBS. “And if you look at the financial services industry, the ecosystem is constantly evolving, so it becomes more competitive, open, connected, and location-independent every day.”

Banks like UBS are experiencing a cultural transformation that makes technology itself integral to the business offering. Because technology is often the first—or only—medium via which customers encounter a business, the quality of that digital customer experience is key to the value it provides. To make that digital-first experience a differentiator for a business, Dargan explains, requires strategically and substantially investing in tech throughout the enterprise.

Investing in technology means a targeted focus on the people and platforms behind the customer-facing experiences, not just building out the feature of the month. Dargan’s roadmap begins with engineering excellence—attracting and retaining engineers who want to shape the direction of the industry.

In addition to offering an inclusive culture and opportunities to solve important real-world problems, companies seeking the best engineers must provide cutting-edge platforms and tools to create an industry-leading developer experience. To enable this—as well as to reimagine what they can offer to clients—UBS has made years-long investments in updating legacy systems to new technology, focusing on infrastructure allowing the launch of cloud-native applications on a cloud-native platform.

Internal company processes, though invisible to customers, drive the speed and quality of digital innovation. At UBS, process focus has included training on agile methodologies—teaching employees from all business areas how to get from emerging requirements to high-quality outcomes as quickly and iteratively as possible.

Less obvious longer-term investments in the technology future may also pay dividends both in business terms and in customer experience. In the sustainability space, UBS has partnered with the Green Software Foundation to build software standards and best practices for reducing carbon emissions, and has set a goal of net zero greenhouse gas emissions across its operations by 2050.

Says Dargan, “the world is faster, more digital, and more data-driven than ever before, so clients really do demand services that are digital-first, anytime, anywhere, and are underpinned by first-class technologies. In fact, I'd say tech is really how our clients experience us every day.”

 

This episode of Business Lab is produced in association with UBS.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Building great digital customer experiences with agile infrastructure MIT Technology Review Insights 00:22:10 As more business, shopping, and banking is done online and from, well, anywhere, customers increasingly expect high-quality digital-first services that remove the need to go into a physical store or bank. “People were working from home, shopping from home, banking from home, and are more tech and digital savvy than ever,” says Mike Dargan, group chief digital and information officer for UBS. “And if you look at the financial services industry, the ecosystem is constantly evolving, so it becomes more competitive, open, connected, and location-independent every day.” Banks like UBS are experiencing a cultural transformation that makes technology itself integral to the business offering. Because technology is often the first—or only—medium via which customers encounter a business, the quality of that digital customer experience is key to the value it provides. To make that digital-first experience a differentiator for a business, Dargan explains, requires strategically and substantially investing in tech throughout the enterprise. Investing in technology means a targeted focus on the people and platforms behind the customer-facing experiences, not just building out the feature of the month. Dargan’s roadmap begins with engineering excellence—attracting and retaining engineers who want to shape the direction of the industry. In addition to offering an inclusive culture and opportunities to solve important real-world problems, companies seeking the best engineers must provide cutting-edge platforms and tools to create an industry-leading developer experience. To enable this—as well as to reimagine what they can offer to clients—UBS has made years-long investments in updating legacy systems to new technology, focusing on infrastructure allowing the launch of cloud-native applications on a cloud-native platform. Internal company processes, though invisible to customers, drive the speed and quality of digital innovation. At UBS, process focus has included training on agile methodologies—teaching employees from all business areas how to get from emerging requirements to high-quality outcomes as quickly and iteratively as possible. Less obvious longer-term investments in the technology future may also pay dividends both in business terms and in customer experience. In the sustainability space, UBS has partnered with the Green Software Foundation to build software standards and best practices for reducing carbon emissions, and has set a goal of net zero greenhouse gas emissions across its operations by 2050. Says Dargan, “the world is faster, more digital, and more data-driven than ever before, so clients really do demand services that are digital-first, anytime, anywhere, and are underpinned by first-class technologies. In fact, I'd say tech is really how our clients experience us every day.”   This episode of Business Lab is produced in association with UBS. As more business, shopping, and banking is done online and from, well, anywhere, customers increasingly expect high-quality digital-first services that remove the need to go into a physical store or bank. “People were working from home, shopping from home, banking from home, and are more tech and digital savvy than ever,” says Mike Dargan, group chief digital and information officer for UBS. “And if you look at the financial services industry, the ecosystem is constantly evolving, so it becomes more competitive, open, connected, and location-independent every day.” Banks like UBS are experiencing a cultural transformation that makes technology itself integral to the business offering. Because technology is often the first—or only—medium via which customers encounter a business, the quality of that digital customer experience is key to the value it provides. To make that digital-first experience a differentiator for a business, Dargan explains, requires strategically and substantially investing in tech throughout the enterprise. Investing in technology means a targeted focus on the people and platforms behind the customer-facing experiences, not just building out the feature of the month. Dargan’s roadmap begins with engineering excellence—attracting and retaining engineers who want to shape the direction of the industry. In addition to offering an inclusive culture and opportunities to solve important real-world problems, companies seeking the best engineers must provide cutting-edge platforms and tools to create an industry-leading developer experience. To enable this—as well as to reimagine what they can offer to clients—UBS has made years-long investments in updating legacy systems to new technology, focusing on infrastructure allowing the launch of cloud-native applications on a cloud-native platform. Internal company processes, though invisible to customers, drive the speed and quality of digital innovation. At UBS, process focus has included training on agile methodologies—teaching employees from all business areas how to get from emerging requirements to high-quality outcomes as quickly and iteratively as possible. Less obvious longer-term investments in the technology future may also pay dividends both in business terms and in customer experience. In the sustainability space, UBS has partnered with the Green Software Foundation to build software standards and best practices for reducing carbon emissions, and has set a goal of net zero greenhouse gas emissions across its operations by 2050. Says Dargan, “the world is faster, more digital, and more data-driven than ever before, so clients really do demand services that are digital-first, anytime, anywhere, and are underpinned by first-class technologies. In fact, I'd say tech is really how our clients experience us every day.”   This episode of Business Lab is produced in association with UBS. false full 55 9d7f7bb8-1c94-11ed-8671-b3abf1184e84 Using Technology to Power the Future of Banking A heritage financial services institution isn’t necessarily the first place a technologist looks to grow their career. But that hasn’t been a problem for JPMorgan Chase, which has made itself an appealing career destination for technologists. “Technology is not an afterthought,” says Gill Haus, chief information officer of consumer and community banking at JPMorgan Chase. “It is in everything we do, from our offices to our branches to our contact centers to our web and mobile applications.”

Haus explains that there’s more to being a technology company than using technology to solve problems. “What really makes a technology company is how you think about the way you hire teams, the way you groom teams, the way you build software, the way you deploy that software,” says Haus. “It's how you organize around products, not around your business units.”

Like a technology startup, the technical teams at JPMorgan Chase solve real-world problems. “Every single day, we are launching new features and products that make it easier for everyone. It's incredibly exciting,” says Haus.

However, unlike a startup, JPMorgan Chase has scale. The financial services institution supports 44 million mobile active customers and 59 million digitally active customers in general. The company spends $12 billion on technology annually. “When we launch a solution or bring a new product to market, we don't bring it to market for 1,000 people. We don't bring it to market for a 100,000 people. We bring it to market for millions of customers immediately, and that is incredible,” says Haus. “There's incredible talent here, as you can imagine, because we have such a technical need. Talent begets talent. It's exciting to go to a place where you know you're going to be challenged.”


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]]> Mon, 15 Aug 2022 13:38:08 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ A heritage financial services institution isn’t necessarily the first place a technologist looks to grow their career. But that hasn’t been a problem for JPMorgan Chase, which has made itself an appealing career destination for technologists. “Technology is not an afterthought,” says Gill Haus, chief information officer of consumer and community banking at JPMorgan Chase. “It is in everything we do, from our offices to our branches to our contact centers to our web and mobile applications.”

Haus explains that there’s more to being a technology company than using technology to solve problems. “What really makes a technology company is how you think about the way you hire teams, the way you groom teams, the way you build software, the way you deploy that software,” says Haus. “It's how you organize around products, not around your business units.”

Like a technology startup, the technical teams at JPMorgan Chase solve real-world problems. “Every single day, we are launching new features and products that make it easier for everyone. It's incredibly exciting,” says Haus.

However, unlike a startup, JPMorgan Chase has scale. The financial services institution supports 44 million mobile active customers and 59 million digitally active customers in general. The company spends $12 billion on technology annually. “When we launch a solution or bring a new product to market, we don't bring it to market for 1,000 people. We don't bring it to market for a 100,000 people. We bring it to market for millions of customers immediately, and that is incredible,” says Haus. “There's incredible talent here, as you can imagine, because we have such a technical need. Talent begets talent. It's exciting to go to a place where you know you're going to be challenged.”


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]]> Using Technology to Power the Future of Banking MIT Technology Review Insights 00:31:35 A heritage financial services institution isn’t necessarily the first place a technologist looks to grow their career. But that hasn’t been a problem for JPMorgan Chase, which has made itself an appealing career destination for technologists. “Technology is not an afterthought,” says Gill Haus, chief information officer of consumer and community banking at JPMorgan Chase. “It is in everything we do, from our offices to our branches to our contact centers to our web and mobile applications.” Haus explains that there’s more to being a technology company than using technology to solve problems. “What really makes a technology company is how you think about the way you hire teams, the way you groom teams, the way you build software, the way you deploy that software,” says Haus. “It's how you organize around products, not around your business units.” Like a technology startup, the technical teams at JPMorgan Chase solve real-world problems. “Every single day, we are launching new features and products that make it easier for everyone. It's incredibly exciting,” says Haus. However, unlike a startup, JPMorgan Chase has scale. The financial services institution supports 44 million mobile active customers and 59 million digitally active customers in general. The company spends $12 billion on technology annually. “When we launch a solution or bring a new product to market, we don't bring it to market for 1,000 people. We don't bring it to market for a 100,000 people. We bring it to market for millions of customers immediately, and that is incredible,” says Haus. “There's incredible talent here, as you can imagine, because we have such a technical need. Talent begets talent. It's exciting to go to a place where you know you're going to be challenged.” A heritage financial services institution isn’t necessarily the first place a technologist looks to grow their career. But that hasn’t been a problem for JPMorgan Chase, which has made itself an appealing career destination for technologists. “Technology is not an afterthought,” says Gill Haus, chief information officer of consumer and community banking at JPMorgan Chase. “It is in everything we do, from our offices to our branches to our contact centers to our web and mobile applications.” Haus explains that there’s more to being a technology company than using technology to solve problems. “What really makes a technology company is how you think about the way you hire teams, the way you groom teams, the way you build software, the way you deploy that software,” says Haus. “It's how you organize around products, not around your business units.” Like a technology startup, the technical teams at JPMorgan Chase solve real-world problems. “Every single day, we are launching new features and products that make it easier for everyone. It's incredibly exciting,” says Haus. However, unlike a startup, JPMorgan Chase has scale. The financial services institution supports 44 million mobile active customers and 59 million digitally active customers in general. The company spends $12 billion on technology annually. “When we launch a solution or bring a new product to market, we don't bring it to market for 1,000 people. We don't bring it to market for a 100,000 people. We bring it to market for millions of customers immediately, and that is incredible,” says Haus. “There's incredible talent here, as you can imagine, because we have such a technical need. Talent begets talent. It's exciting to go to a place where you know you're going to be challenged.” false full 54 e9918314-eb36-11ec-b26c-d7874c67178f Building Tomorrow’s Telecommunications Network Today The current 5G evolution in network connectivity is expected to drive unprecedented demands for bandwidth, reliability, and security. However, a network of this magnitude and robustness doesn’t pop up overnight and enterprises and consumers are just beginning to realize the myriad use cases a 5G network can support.

For example, consider the increased number of connected devices in a house like smart thermostats, security cameras, tablets, smartwatches, and mobile phones, of course. Raj Savoor, the vice president of network analytics and automation at AT&T Labs explains, “Currently we estimate the average consumer home footprint has about 13 connected devices, including mobile and other devices.” And although that sounds like a large number, he continues to explain the real scale, “That's going to increase to 30 to 40 devices over the next five years, so a really big increase.” And the real challenge he continues to explain is that, “This growth needs advanced network architectures to support, manage and provide fast, secure, and reliable services.”

Bandwidth will also increase five times in the next five years, according to Savoor, as consumers adopt immersive interactive applications. Immersive experiences also require lower latency and jitter, and a lot more security and reliability. For a company like AT&T that supports a large existing network, building the next generation network requires an incremental approach. In fact, AT&T’s 5G network has been years in the making. “We look at it as a journey. There are a lot of steps that we've taken over the past few years to build on it, and we have prepared for the next step,” says Savoor.

And as businesses and consumers transition to a 5G world, AT&T keeps looking ahead. “We are thinking about the next 20 and 50 years. Network investments take a long time, and we want to make those investments with economics in mind, but also very much ensuring the most reliable network offering,” says Savoor.


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]]> Wed, 15 Jun 2022 14:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ The current 5G evolution in network connectivity is expected to drive unprecedented demands for bandwidth, reliability, and security. However, a network of this magnitude and robustness doesn’t pop up overnight and enterprises and consumers are just beginning to realize the myriad use cases a 5G network can support.

For example, consider the increased number of connected devices in a house like smart thermostats, security cameras, tablets, smartwatches, and mobile phones, of course. Raj Savoor, the vice president of network analytics and automation at AT&T Labs explains, “Currently we estimate the average consumer home footprint has about 13 connected devices, including mobile and other devices.” And although that sounds like a large number, he continues to explain the real scale, “That's going to increase to 30 to 40 devices over the next five years, so a really big increase.” And the real challenge he continues to explain is that, “This growth needs advanced network architectures to support, manage and provide fast, secure, and reliable services.”

Bandwidth will also increase five times in the next five years, according to Savoor, as consumers adopt immersive interactive applications. Immersive experiences also require lower latency and jitter, and a lot more security and reliability. For a company like AT&T that supports a large existing network, building the next generation network requires an incremental approach. In fact, AT&T’s 5G network has been years in the making. “We look at it as a journey. There are a lot of steps that we've taken over the past few years to build on it, and we have prepared for the next step,” says Savoor.

And as businesses and consumers transition to a 5G world, AT&T keeps looking ahead. “We are thinking about the next 20 and 50 years. Network investments take a long time, and we want to make those investments with economics in mind, but also very much ensuring the most reliable network offering,” says Savoor.


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]]> Building Tomorrow’s Telecommunications Network Today MIT Technology Review Insights 00:26:19 The current 5G evolution in network connectivity is expected to drive unprecedented demands for bandwidth, reliability, and security. However, a network of this magnitude and robustness doesn’t pop up overnight and enterprises and consumers are just beginning to realize the myriad use cases a 5G network can support. For example, consider the increased number of connected devices in a house like smart thermostats, security cameras, tablets, smartwatches, and mobile phones, of course. Raj Savoor, the vice president of network analytics and automation at AT&T Labs explains, “Currently we estimate the average consumer home footprint has about 13 connected devices, including mobile and other devices.” And although that sounds like a large number, he continues to explain the real scale, “That's going to increase to 30 to 40 devices over the next five years, so a really big increase.” And the real challenge he continues to explain is that, “This growth needs advanced network architectures to support, manage and provide fast, secure, and reliable services.” Bandwidth will also increase five times in the next five years, according to Savoor, as consumers adopt immersive interactive applications. Immersive experiences also require lower latency and jitter, and a lot more security and reliability. For a company like AT&T that supports a large existing network, building the next generation network requires an incremental approach. In fact, AT&T’s 5G network has been years in the making. “We look at it as a journey. There are a lot of steps that we've taken over the past few years to build on it, and we have prepared for the next step,” says Savoor. And as businesses and consumers transition to a 5G world, AT&T keeps looking ahead. “We are thinking about the next 20 and 50 years. Network investments take a long time, and we want to make those investments with economics in mind, but also very much ensuring the most reliable network offering,” says Savoor. The current 5G evolution in network connectivity is expected to drive unprecedented demands for bandwidth, reliability, and security. However, a network of this magnitude and robustness doesn’t pop up overnight and enterprises and consumers are just beginning to realize the myriad use cases a 5G network can support. For example, consider the increased number of connected devices in a house like smart thermostats, security cameras, tablets, smartwatches, and mobile phones, of course. Raj Savoor, the vice president of network analytics and automation at AT&T Labs explains, “Currently we estimate the average consumer home footprint has about 13 connected devices, including mobile and other devices.” And although that sounds like a large number, he continues to explain the real scale, “That's going to increase to 30 to 40 devices over the next five years, so a really big increase.” And the real challenge he continues to explain is that, “This growth needs advanced network architectures to support, manage and provide fast, secure, and reliable services.” Bandwidth will also increase five times in the next five years, according to Savoor, as consumers adopt immersive interactive applications. Immersive experiences also require lower latency and jitter, and a lot more security and reliability. For a company like AT&T that supports a large existing network, building the next generation network requires an incremental approach. In fact, AT&T’s 5G network has been years in the making. “We look at it as a journey. There are a lot of steps that we've taken over the past few years to build on it, and we have prepared for the next step,” says Savoor. And as businesses and consumers transition to a 5G world, AT&T keeps looking ahead. “We are thinking about the next 20 and 50 years. Network investments take a long time, and we want to make those investments with economics in mind, but also very much ensuring the most reliable network offering,” says Savoor. false full 53 cba2a628-e67f-11ec-ac57-fb51919f6b56 Building the Necessary Skills for Digital Transformation The skills and capabilities needed to undergo digital transformation are in high demand as every company jockeys to gain a competitive advantage. To address the skills gap, some companies are prioritizing upskilling and reskilling. But to be effective, learning and development itself must undergo a transformation.

According to Daniela Proust, global vice president and head of global people enablement and growth at Siemens, learning and development is at the core of digital transformation. “In light of a major transformation that businesses are facing, either by new business models arising or new innovation and technologies driving a certain business area forward, you see that you need to accompany that structural change, that structural workforce transformation in order to drive business transformation,” she says.

Traditional training methods need to also transform. Given the speed of technological change and need for business agility, multi-day offsite training (some of which may not even apply to the employee’s role) is no longer viable. Fortunately, the same technologies that are driving digital transformation in other areas of the business can also be leveraged to transform learning and development.

“Now people learn more often, for shorter periods of time, but training is much more tailored to what they need in that moment, and that is enabled by technology,” explains Proust.

In addition to delivering just-in-time training, a modern learning and development platform can provide valuable insights. “A platform-based learning ecosystem with a learning experience platform at the core enables you to gain insights that we never had in the past.” says Proust.

This new approach to learning delivers benefits to both the business and its employees as they acquire the skills that help accelerate the company’s digital transformation and fuel their own career growth.

 

This episode of Business Lab is produced in association with Infosys Cobalt.


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]]> Wed, 15 Jun 2022 13:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ The skills and capabilities needed to undergo digital transformation are in high demand as every company jockeys to gain a competitive advantage. To address the skills gap, some companies are prioritizing upskilling and reskilling. But to be effective, learning and development itself must undergo a transformation.

According to Daniela Proust, global vice president and head of global people enablement and growth at Siemens, learning and development is at the core of digital transformation. “In light of a major transformation that businesses are facing, either by new business models arising or new innovation and technologies driving a certain business area forward, you see that you need to accompany that structural change, that structural workforce transformation in order to drive business transformation,” she says.

Traditional training methods need to also transform. Given the speed of technological change and need for business agility, multi-day offsite training (some of which may not even apply to the employee’s role) is no longer viable. Fortunately, the same technologies that are driving digital transformation in other areas of the business can also be leveraged to transform learning and development.

“Now people learn more often, for shorter periods of time, but training is much more tailored to what they need in that moment, and that is enabled by technology,” explains Proust.

In addition to delivering just-in-time training, a modern learning and development platform can provide valuable insights. “A platform-based learning ecosystem with a learning experience platform at the core enables you to gain insights that we never had in the past.” says Proust.

This new approach to learning delivers benefits to both the business and its employees as they acquire the skills that help accelerate the company’s digital transformation and fuel their own career growth.

 

This episode of Business Lab is produced in association with Infosys Cobalt.


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]]> Building the Necessary Skills for Digital Transformation MIT Technology Review Insights 00:26:27 The skills and capabilities needed to undergo digital transformation are in high demand as every company jockeys to gain a competitive advantage. To address the skills gap, some companies are prioritizing upskilling and reskilling. But to be effective, learning and development itself must undergo a transformation. According to Daniela Proust, global vice president and head of global people enablement and growth at Siemens, learning and development is at the core of digital transformation. “In light of a major transformation that businesses are facing, either by new business models arising or new innovation and technologies driving a certain business area forward, you see that you need to accompany that structural change, that structural workforce transformation in order to drive business transformation,” she says. Traditional training methods need to also transform. Given the speed of technological change and need for business agility, multi-day offsite training (some of which may not even apply to the employee’s role) is no longer viable. Fortunately, the same technologies that are driving digital transformation in other areas of the business can also be leveraged to transform learning and development. “Now people learn more often, for shorter periods of time, but training is much more tailored to what they need in that moment, and that is enabled by technology,” explains Proust. In addition to delivering just-in-time training, a modern learning and development platform can provide valuable insights. “A platform-based learning ecosystem with a learning experience platform at the core enables you to gain insights that we never had in the past.” says Proust. This new approach to learning delivers benefits to both the business and its employees as they acquire the skills that help accelerate the company’s digital transformation and fuel their own career growth.   This episode of Business Lab is produced in association with Infosys Cobalt. The skills and capabilities needed to undergo digital transformation are in high demand as every company jockeys to gain a competitive advantage. To address the skills gap, some companies are prioritizing upskilling and reskilling. But to be effective, learning and development itself must undergo a transformation. According to Daniela Proust, global vice president and head of global people enablement and growth at Siemens, learning and development is at the core of digital transformation. “In light of a major transformation that businesses are facing, either by new business models arising or new innovation and technologies driving a certain business area forward, you see that you need to accompany that structural change, that structural workforce transformation in order to drive business transformation,” she says. Traditional training methods need to also transform. Given the speed of technological change and need for business agility, multi-day offsite training (some of which may not even apply to the employee’s role) is no longer viable. Fortunately, the same technologies that are driving digital transformation in other areas of the business can also be leveraged to transform learning and development. “Now people learn more often, for shorter periods of time, but training is much more tailored to what they need in that moment, and that is enabled by technology,” explains Proust. In addition to delivering just-in-time training, a modern learning and development platform can provide valuable insights. “A platform-based learning ecosystem with a learning experience platform at the core enables you to gain insights that we never had in the past.” says Proust. This new approach to learning delivers benefits to both the business and its employees as they acquire the skills that help accelerate the company’s digital transformation and fuel their own career growth.   This episode of Business Lab is produced in association with Infosys Cobalt. false full 52 305e7146-bc23-11ec-a992-6be885e92465 Embracing Culture Change on the Path to Digital Transformation Like many banks, National Australia Bank (NAB) decided to outsource a large part of its operations in the 1990s. “We pushed all our operations and a large part of our development capability out to third parties with the intent of lowering costs and making our operations far more process driven,” says Steve Day, the chief technology officer of enterprise technology at National Australia Bank.

Unfortunately, achieving these goals had an unintended consequence. “We froze our operations in time,” says Day. “If you roll forward to 2018, we realized that we were still operating like we're in the 1990s. We were very waterfall driven. Our systems were highly processed driven, but in a very manual way, and it took us a very long time to roll out new products and services that our customers really needed.”

Meanwhile, young financial services companies were coming to market with innovative products and services and NAB was finding it difficult to compete. “Many customers today are expecting an Amazon experience, a Google experience, a Meta experience, but we were still operating in the 1990s,” says Day. “We stood back, and we looked at it, and we decided that our entire culture needed to change.”

What ensued was nothing less than an internal transformation. “Our original teams didn't have a lot of tech skills, so to tell them that they were going to have to take on all of this technical accountability, an operational task that had previously been handed to our outsourcers, was daunting,” says Day.

Day and his team rolled out a number of initiatives to instill confidence across the organization and train people in the necessary technical skills. “We built confidence through education, through a lot of cultural work, a lot of explaining the strategy, a lot of explaining to people what good looked like in 2020, and how we were going to get to that place,” says Day.

This episode of Business Lab is produced in association with Infosys Cobalt.


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]]> Fri, 15 Apr 2022 14:25:10 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Like many banks, National Australia Bank (NAB) decided to outsource a large part of its operations in the 1990s. “We pushed all our operations and a large part of our development capability out to third parties with the intent of lowering costs and making our operations far more process driven,” says Steve Day, the chief technology officer of enterprise technology at National Australia Bank.

Unfortunately, achieving these goals had an unintended consequence. “We froze our operations in time,” says Day. “If you roll forward to 2018, we realized that we were still operating like we're in the 1990s. We were very waterfall driven. Our systems were highly processed driven, but in a very manual way, and it took us a very long time to roll out new products and services that our customers really needed.”

Meanwhile, young financial services companies were coming to market with innovative products and services and NAB was finding it difficult to compete. “Many customers today are expecting an Amazon experience, a Google experience, a Meta experience, but we were still operating in the 1990s,” says Day. “We stood back, and we looked at it, and we decided that our entire culture needed to change.”

What ensued was nothing less than an internal transformation. “Our original teams didn't have a lot of tech skills, so to tell them that they were going to have to take on all of this technical accountability, an operational task that had previously been handed to our outsourcers, was daunting,” says Day.

Day and his team rolled out a number of initiatives to instill confidence across the organization and train people in the necessary technical skills. “We built confidence through education, through a lot of cultural work, a lot of explaining the strategy, a lot of explaining to people what good looked like in 2020, and how we were going to get to that place,” says Day.

This episode of Business Lab is produced in association with Infosys Cobalt.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Embracing Culture Change on the Path to Digital Transformation MIT Technology Review Insights 00:22:04 Like many banks, National Australia Bank (NAB) decided to outsource a large part of its operations in the 1990s. “We pushed all our operations and a large part of our development capability out to third parties with the intent of lowering costs and making our operations far more process driven,” says Steve Day, the chief technology officer of enterprise technology at National Australia Bank. Unfortunately, achieving these goals had an unintended consequence. “We froze our operations in time,” says Day. “If you roll forward to 2018, we realized that we were still operating like we're in the 1990s. We were very waterfall driven. Our systems were highly processed driven, but in a very manual way, and it took us a very long time to roll out new products and services that our customers really needed.” Meanwhile, young financial services companies were coming to market with innovative products and services and NAB was finding it difficult to compete. “Many customers today are expecting an Amazon experience, a Google experience, a Meta experience, but we were still operating in the 1990s,” says Day. “We stood back, and we looked at it, and we decided that our entire culture needed to change.” What ensued was nothing less than an internal transformation. “Our original teams didn't have a lot of tech skills, so to tell them that they were going to have to take on all of this technical accountability, an operational task that had previously been handed to our outsourcers, was daunting,” says Day. Day and his team rolled out a number of initiatives to instill confidence across the organization and train people in the necessary technical skills. “We built confidence through education, through a lot of cultural work, a lot of explaining the strategy, a lot of explaining to people what good looked like in 2020, and how we were going to get to that place,” says Day. This episode of Business Lab is produced in association with Infosys Cobalt. Like many banks, National Australia Bank (NAB) decided to outsource a large part of its operations in the 1990s. “We pushed all our operations and a large part of our development capability out to third parties with the intent of lowering costs and making our operations far more process driven,” says Steve Day, the chief technology officer of enterprise technology at National Australia Bank. Unfortunately, achieving these goals had an unintended consequence. “We froze our operations in time,” says Day. “If you roll forward to 2018, we realized that we were still operating like we're in the 1990s. We were very waterfall driven. Our systems were highly processed driven, but in a very manual way, and it took us a very long time to roll out new products and services that our customers really needed.” Meanwhile, young financial services companies were coming to market with innovative products and services and NAB was finding it difficult to compete. “Many customers today are expecting an Amazon experience, a Google experience, a Meta experience, but we were still operating in the 1990s,” says Day. “We stood back, and we looked at it, and we decided that our entire culture needed to change.” What ensued was nothing less than an internal transformation. “Our original teams didn't have a lot of tech skills, so to tell them that they were going to have to take on all of this technical accountability, an operational task that had previously been handed to our outsourcers, was daunting,” says Day. Day and his team rolled out a number of initiatives to instill confidence across the organization and train people in the necessary technical skills. “We built confidence through education, through a lot of cultural work, a lot of explaining the strategy, a lot of explaining to people what good looked like in 2020, and how we were going to get to that place,” says Day. This episode of Business Lab is produced in association with Infosys Cobalt. false full 51 97487576-b9f5-11ec-9b48-b3d47340afb8 Mapping the Atmosphere on Mars Can Help Advance Science on Our Own Planet With its Emirates Mars Mission, also known as the Hope Probe, the UAE has established itself as only the fifth country in history to reach Mars and the seventh in the world to reach the orbit of another planet. The UAE’s first mission to Mars, Hope’s goal is to provide the first, complete picture of the Martian atmosphere and its layers to help scientists understand the planet’s climate better.

The Emirates Mars Mission is unique in that the troves of data collected by Hope are being released to the public. “This contributes to a more knowledge-based economy and fosters the science community's capabilities as a collective. This step was taken to encourage the science community to break the barriers and work together for the greater good,” says Maryam Yousuf, a data analyst for the Emirates Mars Mission.

The Hope probe has three main objectives, the first is to understand the lower Martian atmosphere and its weather and climate. Yousuf continues, “The second objective is to correlate the lower atmosphere conditions with the upper atmosphere to explain how weather changes the escape of hydrogen and oxygen. And the final objective that we have is to understand the structure and variability of hydrogen and oxygen in the upper atmosphere and why Mars is losing them into space.”

The focus on space for the UAE comes at an important time as mapping Mars will contribute to the work of not just the knowledge economy of the UAE, but advance science for the whole world. “The UAE is basically investing in space, as investing in the space sector means investing in the human capital towards a better future for all,” says Yousuf.

This episode of Business Lab is produced in association with the UAE Pavilion Expo 2020 Dubai.


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]]> Wed, 13 Apr 2022 14:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ With its Emirates Mars Mission, also known as the Hope Probe, the UAE has established itself as only the fifth country in history to reach Mars and the seventh in the world to reach the orbit of another planet. The UAE’s first mission to Mars, Hope’s goal is to provide the first, complete picture of the Martian atmosphere and its layers to help scientists understand the planet’s climate better.

The Emirates Mars Mission is unique in that the troves of data collected by Hope are being released to the public. “This contributes to a more knowledge-based economy and fosters the science community's capabilities as a collective. This step was taken to encourage the science community to break the barriers and work together for the greater good,” says Maryam Yousuf, a data analyst for the Emirates Mars Mission.

The Hope probe has three main objectives, the first is to understand the lower Martian atmosphere and its weather and climate. Yousuf continues, “The second objective is to correlate the lower atmosphere conditions with the upper atmosphere to explain how weather changes the escape of hydrogen and oxygen. And the final objective that we have is to understand the structure and variability of hydrogen and oxygen in the upper atmosphere and why Mars is losing them into space.”

The focus on space for the UAE comes at an important time as mapping Mars will contribute to the work of not just the knowledge economy of the UAE, but advance science for the whole world. “The UAE is basically investing in space, as investing in the space sector means investing in the human capital towards a better future for all,” says Yousuf.

This episode of Business Lab is produced in association with the UAE Pavilion Expo 2020 Dubai.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Mapping the Atmosphere on Mars Can Help Advance Science on Our Own Planet MIT Technology Review Insights 00:17:21 With its Emirates Mars Mission, also known as the Hope Probe, the UAE has established itself as only the fifth country in history to reach Mars and the seventh in the world to reach the orbit of another planet. The UAE’s first mission to Mars, Hope’s goal is to provide the first, complete picture of the Martian atmosphere and its layers to help scientists understand the planet’s climate better. The Emirates Mars Mission is unique in that the troves of data collected by Hope are being released to the public. “This contributes to a more knowledge-based economy and fosters the science community's capabilities as a collective. This step was taken to encourage the science community to break the barriers and work together for the greater good,” says Maryam Yousuf, a data analyst for the Emirates Mars Mission. The Hope probe has three main objectives, the first is to understand the lower Martian atmosphere and its weather and climate. Yousuf continues, “The second objective is to correlate the lower atmosphere conditions with the upper atmosphere to explain how weather changes the escape of hydrogen and oxygen. And the final objective that we have is to understand the structure and variability of hydrogen and oxygen in the upper atmosphere and why Mars is losing them into space.” The focus on space for the UAE comes at an important time as mapping Mars will contribute to the work of not just the knowledge economy of the UAE, but advance science for the whole world. “The UAE is basically investing in space, as investing in the space sector means investing in the human capital towards a better future for all,” says Yousuf. This episode of Business Lab is produced in association with the UAE Pavilion Expo 2020 Dubai. With its Emirates Mars Mission, also known as the Hope Probe, the UAE has established itself as only the fifth country in history to reach Mars and the seventh in the world to reach the orbit of another planet. The UAE’s first mission to Mars, Hope’s goal is to provide the first, complete picture of the Martian atmosphere and its layers to help scientists understand the planet’s climate better. The Emirates Mars Mission is unique in that the troves of data collected by Hope are being released to the public. “This contributes to a more knowledge-based economy and fosters the science community's capabilities as a collective. This step was taken to encourage the science community to break the barriers and work together for the greater good,” says Maryam Yousuf, a data analyst for the Emirates Mars Mission. The Hope probe has three main objectives, the first is to understand the lower Martian atmosphere and its weather and climate. Yousuf continues, “The second objective is to correlate the lower atmosphere conditions with the upper atmosphere to explain how weather changes the escape of hydrogen and oxygen. And the final objective that we have is to understand the structure and variability of hydrogen and oxygen in the upper atmosphere and why Mars is losing them into space.” The focus on space for the UAE comes at an important time as mapping Mars will contribute to the work of not just the knowledge economy of the UAE, but advance science for the whole world. “The UAE is basically investing in space, as investing in the space sector means investing in the human capital towards a better future for all,” says Yousuf. This episode of Business Lab is produced in association with the UAE Pavilion Expo 2020 Dubai. false full 50 4bab83fa-b67c-11ec-89ff-23a6b4d02a60 Technology and Innovation Transform Farming In many areas of the world, environmental conditions are not conducive to traditional farming. As a result, these countries are food dependent. They rely on imported food, which is subject to supply chain issues and nutrient loss during transportation. A company in the United Arab Emirates called Smart Acres is looking to change all that through hydroponic vertical farming.

“Living in a region with a lot of non-arable land and in arid conditions, we're not able to produce a lot of the crops needed for consumption for the nation. The UAE actually imports 90% of the food for consumption,” says Aphisith Phongsavanh, lead project manager of Smart Acres.

Smart Acres is an indoor vertical hydroponic farm that grows pesticide-free leafy greens using 1/10 of the land and 90% less water than traditional farming. The Abu Dhabi-based farm grows 13 cycles of lettuce a year, yielding 20 times more food than traditional farming would on the same square meters of land.

The Smart Acres farm consists of eight shipping containers equipped with modules that use internet of things technology to monitor for humidity, temperature, and the nutrients inside the plants. It’s all in the name of creating an environment that’s optimized for plant growth and high nutritional value. “When we come in, we have air showers built into our facilities. We make sure that our controlled environment is as sterile as possible to protect the plants from external factors,” says Phongsavanh.

Having fine-tuned the process for leafy greens, the team is preparing to expand its crop. First up: strawberries, a local favorite. “There’s no leading vertical farm in the UAE right now that is commercializing strawberries. So, in fact, we would love to be the first one to test it and get it right,” says Phongsavanh.

Potatoes are also a priority. “A lot of the countries in the MENA region, Middle East, North Africa, get their potato seeds and their potatoes imported from around the globe, such as Europe and North America. We would really like to reduce and curb that dependence on that system, so if we were to grow the Middle East potato seed, it would do wonders for the local ecosystem in terms of Middle East and North Africa.”

The company also has plans to develop the Smart Acres Institute of Food Security and Agriculture, a localized food security program. “Our long-term goal is actually to be a pioneer within the region to facilitate the research and development of plant propagation,” says Phongsavanh. “We'd really love to look into growing new crops and plants that can be grown efficiently within this harsh environment.”

The future looks promising, as Smart Acres works to increase food production from 11 tons to 155 tons annually.

This episode of Business Lab is produced in association with the UAE Pavilion Expo 2020 Dubai.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Thu, 7 Apr 2022 14:44:41 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ In many areas of the world, environmental conditions are not conducive to traditional farming. As a result, these countries are food dependent. They rely on imported food, which is subject to supply chain issues and nutrient loss during transportation. A company in the United Arab Emirates called Smart Acres is looking to change all that through hydroponic vertical farming.

“Living in a region with a lot of non-arable land and in arid conditions, we're not able to produce a lot of the crops needed for consumption for the nation. The UAE actually imports 90% of the food for consumption,” says Aphisith Phongsavanh, lead project manager of Smart Acres.

Smart Acres is an indoor vertical hydroponic farm that grows pesticide-free leafy greens using 1/10 of the land and 90% less water than traditional farming. The Abu Dhabi-based farm grows 13 cycles of lettuce a year, yielding 20 times more food than traditional farming would on the same square meters of land.

The Smart Acres farm consists of eight shipping containers equipped with modules that use internet of things technology to monitor for humidity, temperature, and the nutrients inside the plants. It’s all in the name of creating an environment that’s optimized for plant growth and high nutritional value. “When we come in, we have air showers built into our facilities. We make sure that our controlled environment is as sterile as possible to protect the plants from external factors,” says Phongsavanh.

Having fine-tuned the process for leafy greens, the team is preparing to expand its crop. First up: strawberries, a local favorite. “There’s no leading vertical farm in the UAE right now that is commercializing strawberries. So, in fact, we would love to be the first one to test it and get it right,” says Phongsavanh.

Potatoes are also a priority. “A lot of the countries in the MENA region, Middle East, North Africa, get their potato seeds and their potatoes imported from around the globe, such as Europe and North America. We would really like to reduce and curb that dependence on that system, so if we were to grow the Middle East potato seed, it would do wonders for the local ecosystem in terms of Middle East and North Africa.”

The company also has plans to develop the Smart Acres Institute of Food Security and Agriculture, a localized food security program. “Our long-term goal is actually to be a pioneer within the region to facilitate the research and development of plant propagation,” says Phongsavanh. “We'd really love to look into growing new crops and plants that can be grown efficiently within this harsh environment.”

The future looks promising, as Smart Acres works to increase food production from 11 tons to 155 tons annually.

This episode of Business Lab is produced in association with the UAE Pavilion Expo 2020 Dubai.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Technology and Innovation Transform Farming MIT Technology Review Insights 00:26:13 In many areas of the world, environmental conditions are not conducive to traditional farming. As a result, these countries are food dependent. They rely on imported food, which is subject to supply chain issues and nutrient loss during transportation. A company in the United Arab Emirates called Smart Acres is looking to change all that through hydroponic vertical farming. “Living in a region with a lot of non-arable land and in arid conditions, we're not able to produce a lot of the crops needed for consumption for the nation. The UAE actually imports 90% of the food for consumption,” says Aphisith Phongsavanh, lead project manager of Smart Acres. Smart Acres is an indoor vertical hydroponic farm that grows pesticide-free leafy greens using 1/10 of the land and 90% less water than traditional farming. The Abu Dhabi-based farm grows 13 cycles of lettuce a year, yielding 20 times more food than traditional farming would on the same square meters of land. The Smart Acres farm consists of eight shipping containers equipped with modules that use internet of things technology to monitor for humidity, temperature, and the nutrients inside the plants. It’s all in the name of creating an environment that’s optimized for plant growth and high nutritional value. “When we come in, we have air showers built into our facilities. We make sure that our controlled environment is as sterile as possible to protect the plants from external factors,” says Phongsavanh. Having fine-tuned the process for leafy greens, the team is preparing to expand its crop. First up: strawberries, a local favorite. “There’s no leading vertical farm in the UAE right now that is commercializing strawberries. So, in fact, we would love to be the first one to test it and get it right,” says Phongsavanh. Potatoes are also a priority. “A lot of the countries in the MENA region, Middle East, North Africa, get their potato seeds and their potatoes imported from around the globe, such as Europe and North America. We would really like to reduce and curb that dependence on that system, so if we were to grow the Middle East potato seed, it would do wonders for the local ecosystem in terms of Middle East and North Africa.” The company also has plans to develop the Smart Acres Institute of Food Security and Agriculture, a localized food security program. “Our long-term goal is actually to be a pioneer within the region to facilitate the research and development of plant propagation,” says Phongsavanh. “We'd really love to look into growing new crops and plants that can be grown efficiently within this harsh environment.” The future looks promising, as Smart Acres works to increase food production from 11 tons to 155 tons annually. This episode of Business Lab is produced in association with the UAE Pavilion Expo 2020 Dubai. In many areas of the world, environmental conditions are not conducive to traditional farming. As a result, these countries are food dependent. They rely on imported food, which is subject to supply chain issues and nutrient loss during transportation. A company in the United Arab Emirates called Smart Acres is looking to change all that through hydroponic vertical farming. “Living in a region with a lot of non-arable land and in arid conditions, we're not able to produce a lot of the crops needed for consumption for the nation. The UAE actually imports 90% of the food for consumption,” says Aphisith Phongsavanh, lead project manager of Smart Acres. Smart Acres is an indoor vertical hydroponic farm that grows pesticide-free leafy greens using 1/10 of the land and 90% less water than traditional farming. The Abu Dhabi-based farm grows 13 cycles of lettuce a year, yielding 20 times more food than traditional farming would on the same square meters of land. The Smart Acres farm consists of eight shipping containers equipped with modules that use internet of things technology to monitor for humidity, temperature, and the nutrients inside the plants. It’s all in the name of creating an environment that’s optimized for plant growth and high nutritional value. “When we come in, we have air showers built into our facilities. We make sure that our controlled environment is as sterile as possible to protect the plants from external factors,” says Phongsavanh. Having fine-tuned the process for leafy greens, the team is preparing to expand its crop. First up: strawberries, a local favorite. “There’s no leading vertical farm in the UAE right now that is commercializing strawberries. So, in fact, we would love to be the first one to test it and get it right,” says Phongsavanh. Potatoes are also a priority. “A lot of the countries in the MENA region, Middle East, North Africa, get their potato seeds and their potatoes imported from around the globe, such as Europe and North America. We would really like to reduce and curb that dependence on that system, so if we were to grow the Middle East potato seed, it would do wonders for the local ecosystem in terms of Middle East and North Africa.” The company also has plans to develop the Smart Acres Institute of Food Security and Agriculture, a localized food security program. “Our long-term goal is actually to be a pioneer within the region to facilitate the research and development of plant propagation,” says Phongsavanh. “We'd really love to look into growing new crops and plants that can be grown efficiently within this harsh environment.” The future looks promising, as Smart Acres works to increase food production from 11 tons to 155 tons annually. This episode of Business Lab is produced in association with the UAE Pavilion Expo 2020 Dubai. false full 49 6a20b720-b432-11ec-b9ba-2785d94325a9 Applying Laser Technology to Humanity’s Challenges For many people, the concept of directed energy, or lasers, conjures images of lightsabers and bank vault security systems—the stuff of Hollywood movies. However, the fact is, lasers are commonly used in everyday life applications, from surgery to optical communications. At Technology Innovation Institute’s (TII) Directed Energy Research Center (DERC), scientists and engineers are using directed energy to solve some of the world’s most complex challenges and make the world a better place.

Directed energy is “the ability to create a high amount of energy in a controlled volume at a given distance in order to trigger physical reactions to study the interaction between the energy and the matter,” says Dr. Chaouki Kasmi, who is the Chief Researcher at DERC, which is part of the Abu Dhabi government's Advanced Technology Research Council.

The research at DERC reflects the multitude of applications that are possible using directed energy, but the research projects have at least one thing in common: the goal of solving real-world scientific or technical challenges. For example, one of DERC’s recent developments is a landmine detection system – the ground-penetrating radar - designed to help developing or previously war-torn countries detect and neutralize unexploded landmines.

However, Dr. Kasmi and the researchers at DERC aren’t just looking down. They have their sights set much higher and further with projects focused on using lasers for communications on land, to the moon, and even underwater—truly making the entire world a better place with directed energy technology.

“The disruptive innovation that we are bringing today is how we can make it affordable for developing countries. The idea is to create a technology that could really help solve a worldwide problem at low cost. And this is very important for us as we would like to have the system deployed at scale,” says Dr. Kasmi.

The research scientists at DERC also look for ways to leverage the solutions they develop beyond the initial application. “The way we work is to really create building blocks and to combine or reuse those building blocks in order to tackle additional challenges,” says Dr. Kasmi.


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]]> Tue, 5 Apr 2022 09:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ For many people, the concept of directed energy, or lasers, conjures images of lightsabers and bank vault security systems—the stuff of Hollywood movies. However, the fact is, lasers are commonly used in everyday life applications, from surgery to optical communications. At Technology Innovation Institute’s (TII) Directed Energy Research Center (DERC), scientists and engineers are using directed energy to solve some of the world’s most complex challenges and make the world a better place.

Directed energy is “the ability to create a high amount of energy in a controlled volume at a given distance in order to trigger physical reactions to study the interaction between the energy and the matter,” says Dr. Chaouki Kasmi, who is the Chief Researcher at DERC, which is part of the Abu Dhabi government's Advanced Technology Research Council.

The research at DERC reflects the multitude of applications that are possible using directed energy, but the research projects have at least one thing in common: the goal of solving real-world scientific or technical challenges. For example, one of DERC’s recent developments is a landmine detection system – the ground-penetrating radar - designed to help developing or previously war-torn countries detect and neutralize unexploded landmines.

However, Dr. Kasmi and the researchers at DERC aren’t just looking down. They have their sights set much higher and further with projects focused on using lasers for communications on land, to the moon, and even underwater—truly making the entire world a better place with directed energy technology.

“The disruptive innovation that we are bringing today is how we can make it affordable for developing countries. The idea is to create a technology that could really help solve a worldwide problem at low cost. And this is very important for us as we would like to have the system deployed at scale,” says Dr. Kasmi.

The research scientists at DERC also look for ways to leverage the solutions they develop beyond the initial application. “The way we work is to really create building blocks and to combine or reuse those building blocks in order to tackle additional challenges,” says Dr. Kasmi.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Applying Laser Technology to Humanity’s Challenges MIT Technology Review Insights 00:23:08 For many people, the concept of directed energy, or lasers, conjures images of lightsabers and bank vault security systems—the stuff of Hollywood movies. However, the fact is, lasers are commonly used in everyday life applications, from surgery to optical communications. At Technology Innovation Institute’s (TII) Directed Energy Research Center (DERC), scientists and engineers are using directed energy to solve some of the world’s most complex challenges and make the world a better place. Directed energy is “the ability to create a high amount of energy in a controlled volume at a given distance in order to trigger physical reactions to study the interaction between the energy and the matter,” says Dr. Chaouki Kasmi, who is the Chief Researcher at DERC, which is part of the Abu Dhabi government's Advanced Technology Research Council. The research at DERC reflects the multitude of applications that are possible using directed energy, but the research projects have at least one thing in common: the goal of solving real-world scientific or technical challenges. For example, one of DERC’s recent developments is a landmine detection system – the ground-penetrating radar - designed to help developing or previously war-torn countries detect and neutralize unexploded landmines. However, Dr. Kasmi and the researchers at DERC aren’t just looking down. They have their sights set much higher and further with projects focused on using lasers for communications on land, to the moon, and even underwater—truly making the entire world a better place with directed energy technology. “The disruptive innovation that we are bringing today is how we can make it affordable for developing countries. The idea is to create a technology that could really help solve a worldwide problem at low cost. And this is very important for us as we would like to have the system deployed at scale,” says Dr. Kasmi. The research scientists at DERC also look for ways to leverage the solutions they develop beyond the initial application. “The way we work is to really create building blocks and to combine or reuse those building blocks in order to tackle additional challenges,” says Dr. Kasmi. For many people, the concept of directed energy, or lasers, conjures images of lightsabers and bank vault security systems—the stuff of Hollywood movies. However, the fact is, lasers are commonly used in everyday life applications, from surgery to optical communications. At Technology Innovation Institute’s (TII) Directed Energy Research Center (DERC), scientists and engineers are using directed energy to solve some of the world’s most complex challenges and make the world a better place. Directed energy is “the ability to create a high amount of energy in a controlled volume at a given distance in order to trigger physical reactions to study the interaction between the energy and the matter,” says Dr. Chaouki Kasmi, who is the Chief Researcher at DERC, which is part of the Abu Dhabi government's Advanced Technology Research Council. The research at DERC reflects the multitude of applications that are possible using directed energy, but the research projects have at least one thing in common: the goal of solving real-world scientific or technical challenges. For example, one of DERC’s recent developments is a landmine detection system – the ground-penetrating radar - designed to help developing or previously war-torn countries detect and neutralize unexploded landmines. However, Dr. Kasmi and the researchers at DERC aren’t just looking down. They have their sights set much higher and further with projects focused on using lasers for communications on land, to the moon, and even underwater—truly making the entire world a better place with directed energy technology. “The disruptive innovation that we are bringing today is how we can make it affordable for developing countries. The idea is to create a technology that could really help solve a worldwide problem at low cost. And this is very important for us as we would like to have the system deployed at scale,” says Dr. Kasmi. The research scientists at DERC also look for ways to leverage the solutions they develop beyond the initial application. “The way we work is to really create building blocks and to combine or reuse those building blocks in order to tackle additional challenges,” says Dr. Kasmi. false full 48 5945e8c0-addf-11ec-b5cd-0f0ceaadad0e Scientists Advance Cloud Seeding Capabilities with Nanotechnology Since the 1940s scientists have studied ways to increase rainfall with the goal of increasing precipitation in arid and semi-arid climates. Today, that endeavor is making incredible leaps and bounds as scientists and engineers apply nanotechnology to improve the effectiveness of cloud seeding.

“The global water shortage has continuously intensified by rapid population growth and economic development around the world. Conventional water resources such as rivers, lakes, and groundwater have become very limited, which is driving scientists and engineers to look for alternative water resources,” says Dr. Linda Zou, a professor of civil and environmental engineering at Khalifa University of Science and Technology.

Dr. Zou leads a groundbreaking research project using nanotechnology to develop cloud seeding materials. Cloud seeding is a form of weather modification that mimics what naturally occurs in clouds but enhances the process by adding particles that can stimulate and accelerate the condensation process. However, Dr. Zou explains that “The cloud seeding materials used today have been around for many decades. The information and techniques are out of date and their effectiveness is not well understood.”

Cloud seeding has strict requirements. To be successful, scientists need the right air temperature, the right humidity, a surface that attracts water and keeps it, and then the correct size material to allow condensation to form on the particle.

“Through the advancement in nanotechnology and nanoscience, nowadays we are working to design and engineer cloud seeding materials with optimal properties to ensure water vapor condensation will occur effectively and maximize the rainfall achieved,” explains Dr. Zou.

Related materials

·      UAE Research Program for Rain Enhancement Science

·      New UAE cloud seeding test in Texas shows 'promising results', The National News, August 15, 2021


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]]> Mon, 28 Mar 2022 16:11:18 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Since the 1940s scientists have studied ways to increase rainfall with the goal of increasing precipitation in arid and semi-arid climates. Today, that endeavor is making incredible leaps and bounds as scientists and engineers apply nanotechnology to improve the effectiveness of cloud seeding.

“The global water shortage has continuously intensified by rapid population growth and economic development around the world. Conventional water resources such as rivers, lakes, and groundwater have become very limited, which is driving scientists and engineers to look for alternative water resources,” says Dr. Linda Zou, a professor of civil and environmental engineering at Khalifa University of Science and Technology.

Dr. Zou leads a groundbreaking research project using nanotechnology to develop cloud seeding materials. Cloud seeding is a form of weather modification that mimics what naturally occurs in clouds but enhances the process by adding particles that can stimulate and accelerate the condensation process. However, Dr. Zou explains that “The cloud seeding materials used today have been around for many decades. The information and techniques are out of date and their effectiveness is not well understood.”

Cloud seeding has strict requirements. To be successful, scientists need the right air temperature, the right humidity, a surface that attracts water and keeps it, and then the correct size material to allow condensation to form on the particle.

“Through the advancement in nanotechnology and nanoscience, nowadays we are working to design and engineer cloud seeding materials with optimal properties to ensure water vapor condensation will occur effectively and maximize the rainfall achieved,” explains Dr. Zou.

Related materials

·      UAE Research Program for Rain Enhancement Science

·      New UAE cloud seeding test in Texas shows 'promising results', The National News, August 15, 2021


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Scientists Advance Cloud Seeding Capabilities with Nanotechnology MIT Technology Review Insights 00:18:35 Since the 1940s scientists have studied ways to increase rainfall with the goal of increasing precipitation in arid and semi-arid climates. Today, that endeavor is making incredible leaps and bounds as scientists and engineers apply nanotechnology to improve the effectiveness of cloud seeding. “The global water shortage has continuously intensified by rapid population growth and economic development around the world. Conventional water resources such as rivers, lakes, and groundwater have become very limited, which is driving scientists and engineers to look for alternative water resources,” says Dr. Linda Zou, a professor of civil and environmental engineering at Khalifa University of Science and Technology. Dr. Zou leads a groundbreaking research project using nanotechnology to develop cloud seeding materials. Cloud seeding is a form of weather modification that mimics what naturally occurs in clouds but enhances the process by adding particles that can stimulate and accelerate the condensation process. However, Dr. Zou explains that “The cloud seeding materials used today have been around for many decades. The information and techniques are out of date and their effectiveness is not well understood.” Cloud seeding has strict requirements. To be successful, scientists need the right air temperature, the right humidity, a surface that attracts water and keeps it, and then the correct size material to allow condensation to form on the particle. “Through the advancement in nanotechnology and nanoscience, nowadays we are working to design and engineer cloud seeding materials with optimal properties to ensure water vapor condensation will occur effectively and maximize the rainfall achieved,” explains Dr. Zou. Related materials ·      UAE Research Program for Rain Enhancement Science ·      New UAE cloud seeding test in Texas shows 'promising results', The National News, August 15, 2021 Since the 1940s scientists have studied ways to increase rainfall with the goal of increasing precipitation in arid and semi-arid climates. Today, that endeavor is making incredible leaps and bounds as scientists and engineers apply nanotechnology to improve the effectiveness of cloud seeding. “The global water shortage has continuously intensified by rapid population growth and economic development around the world. Conventional water resources such as rivers, lakes, and groundwater have become very limited, which is driving scientists and engineers to look for alternative water resources,” says Dr. Linda Zou, a professor of civil and environmental engineering at Khalifa University of Science and Technology. Dr. Zou leads a groundbreaking research project using nanotechnology to develop cloud seeding materials. Cloud seeding is a form of weather modification that mimics what naturally occurs in clouds but enhances the process by adding particles that can stimulate and accelerate the condensation process. However, Dr. Zou explains that “The cloud seeding materials used today have been around for many decades. The information and techniques are out of date and their effectiveness is not well understood.” Cloud seeding has strict requirements. To be successful, scientists need the right air temperature, the right humidity, a surface that attracts water and keeps it, and then the correct size material to allow condensation to form on the particle. “Through the advancement in nanotechnology and nanoscience, nowadays we are working to design and engineer cloud seeding materials with optimal properties to ensure water vapor condensation will occur effectively and maximize the rainfall achieved,” explains Dr. Zou. Related materials ·      UAE Research Program for Rain Enhancement Science ·      New UAE cloud seeding test in Texas shows 'promising results', The National News, August 15, 2021 false full 47 78e89e56-a494-11ec-b8a7-9f0624ff5268 Make Sustainable Products, Sell, Repeat Few today won’t agree that sustainability is important not only to the future of the planet and society but to business practices as well. And approaches are evolving beyond designing products to be used as long as possible. “If we’re going to design a product or use a product, we’re thinking from the very first moment what happens afterwards,” says Corey Glickman, vice president and head of the sustainability and design business at Infosys. “How do I source those materials? How does it function efficiently? And then ultimately, can it be reused? Can it be recycled?”

Consumers are driving sustainability efforts as well. They’re beginning to weigh company values when choosing where to shop and what to buy. And business leaders are taking note, Glickman says. They’re looking at things like return on investment, whether they can afford to change, or afford not to change.

“We call it single bottom-line sustainability, where I look at the single bottom line of all those elements, and I start attaching sustainability to it,” Glickman says. “And I start looking at changes of value and then I can build a business case for change.”

As companies set sustainability goals—to be carbon neutral by 2050, for example—they’re tackling complex challenges: regulations change, supply chains are complicated—especially during the current pandemic—and integrating new technologies into legacy systems is almost always a hurdle, technologically and culturally.

Glickman suggests an incremental approach—he calls it micro change, embracing the fact that sustainability isn’t a one-and-done paradigm shift. “These are things that can be done in a six-week period, eight-week period, that have tangible proof of concepts that can be measured, that can be done at different levels.”

Looking at current infrastructure investments, particularly in North America and Europe, as well as the increasing interest of stakeholders, the sustainability bar is expected to rise. “For the next three years you will see a lot of investment. You will see countries or businesses that want to be leading because they see an advantage,” says Glickman. “Then you will see others have to move along in that direction also.”


This episode of Business Lab is produced in partnership with Infosys.


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]]> Wed, 16 Mar 2022 14:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Few today won’t agree that sustainability is important not only to the future of the planet and society but to business practices as well. And approaches are evolving beyond designing products to be used as long as possible. “If we’re going to design a product or use a product, we’re thinking from the very first moment what happens afterwards,” says Corey Glickman, vice president and head of the sustainability and design business at Infosys. “How do I source those materials? How does it function efficiently? And then ultimately, can it be reused? Can it be recycled?”

Consumers are driving sustainability efforts as well. They’re beginning to weigh company values when choosing where to shop and what to buy. And business leaders are taking note, Glickman says. They’re looking at things like return on investment, whether they can afford to change, or afford not to change.

“We call it single bottom-line sustainability, where I look at the single bottom line of all those elements, and I start attaching sustainability to it,” Glickman says. “And I start looking at changes of value and then I can build a business case for change.”

As companies set sustainability goals—to be carbon neutral by 2050, for example—they’re tackling complex challenges: regulations change, supply chains are complicated—especially during the current pandemic—and integrating new technologies into legacy systems is almost always a hurdle, technologically and culturally.

Glickman suggests an incremental approach—he calls it micro change, embracing the fact that sustainability isn’t a one-and-done paradigm shift. “These are things that can be done in a six-week period, eight-week period, that have tangible proof of concepts that can be measured, that can be done at different levels.”

Looking at current infrastructure investments, particularly in North America and Europe, as well as the increasing interest of stakeholders, the sustainability bar is expected to rise. “For the next three years you will see a lot of investment. You will see countries or businesses that want to be leading because they see an advantage,” says Glickman. “Then you will see others have to move along in that direction also.”


This episode of Business Lab is produced in partnership with Infosys.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Make Sustainable Products, Sell, Repeat MIT Technology Review Insights 00:39:07 Few today won’t agree that sustainability is important not only to the future of the planet and society but to business practices as well. And approaches are evolving beyond designing products to be used as long as possible. “If we’re going to design a product or use a product, we’re thinking from the very first moment what happens afterwards,” says Corey Glickman, vice president and head of the sustainability and design business at Infosys. “How do I source those materials? How does it function efficiently? And then ultimately, can it be reused? Can it be recycled?” Consumers are driving sustainability efforts as well. They’re beginning to weigh company values when choosing where to shop and what to buy. And business leaders are taking note, Glickman says. They’re looking at things like return on investment, whether they can afford to change, or afford not to change. “We call it single bottom-line sustainability, where I look at the single bottom line of all those elements, and I start attaching sustainability to it,” Glickman says. “And I start looking at changes of value and then I can build a business case for change.” As companies set sustainability goals—to be carbon neutral by 2050, for example—they’re tackling complex challenges: regulations change, supply chains are complicated—especially during the current pandemic—and integrating new technologies into legacy systems is almost always a hurdle, technologically and culturally. Glickman suggests an incremental approach—he calls it micro change, embracing the fact that sustainability isn’t a one-and-done paradigm shift. “These are things that can be done in a six-week period, eight-week period, that have tangible proof of concepts that can be measured, that can be done at different levels.” Looking at current infrastructure investments, particularly in North America and Europe, as well as the increasing interest of stakeholders, the sustainability bar is expected to rise. “For the next three years you will see a lot of investment. You will see countries or businesses that want to be leading because they see an advantage,” says Glickman. “Then you will see others have to move along in that direction also.” This episode of Business Lab is produced in partnership with Infosys. Few today won’t agree that sustainability is important not only to the future of the planet and society but to business practices as well. And approaches are evolving beyond designing products to be used as long as possible. “If we’re going to design a product or use a product, we’re thinking from the very first moment what happens afterwards,” says Corey Glickman, vice president and head of the sustainability and design business at Infosys. “How do I source those materials? How does it function efficiently? And then ultimately, can it be reused? Can it be recycled?” Consumers are driving sustainability efforts as well. They’re beginning to weigh company values when choosing where to shop and what to buy. And business leaders are taking note, Glickman says. They’re looking at things like return on investment, whether they can afford to change, or afford not to change. “We call it single bottom-line sustainability, where I look at the single bottom line of all those elements, and I start attaching sustainability to it,” Glickman says. “And I start looking at changes of value and then I can build a business case for change.” As companies set sustainability goals—to be carbon neutral by 2050, for example—they’re tackling complex challenges: regulations change, supply chains are complicated—especially during the current pandemic—and integrating new technologies into legacy systems is almost always a hurdle, technologically and culturally. Glickman suggests an incremental approach—he calls it micro change, embracing the fact that sustainability isn’t a one-and-done paradigm shift. “These are things that can be done in a six-week period, eight-week period, that have tangible proof of concepts that can be measured, that can be done at different levels.” Looking at current infrastructure investments, particularly in North America and Europe, as well as the increasing interest of stakeholders, the sustainability bar is expected to rise. “For the next three years you will see a lot of investment. You will see countries or businesses that want to be leading because they see an advantage,” says Glickman. “Then you will see others have to move along in that direction also.” This episode of Business Lab is produced in partnership with Infosys. false full 46 4bdb7406-9ef4-11ec-aead-f3973cdbd9e4 Digital Inclusion and Equity Changes What’s Possible Fueled by innovations in AI, IoT, and blockchain, digital transformation has been accelerating rapidly across industries. But as the world’s data is growing at the edge, the stark differences in digital equity and inclusion have become clear. Access to technology, underrepresentation within tech companies, and bias within technology itself contribute to this stark digital divide, says Janice Zdankus, vice president of strategy and planning and innovation for social impact at HPE.

From healthcare to manufacturing to agriculture, many organizations don’t have a handle on the data they generate. While data is being created quickly, companies often lack a strategy to organize, share and account for bias in their data. ”I think we see today that there's not an equitable exchange of data and those producing data aren't always seeing the value back to them for sharing their data,” says Zdankus.

Democratizing data access is key to bolstering data inclusion and equity but requires sophisticated data organization and sharing that doesn’t compromise privacy. Rights management governance and high levels of end-to-end security can help ensure that data is being shared without security risks, says Zdankus.

Ultimately, improving digital inclusion and equity comes down to company culture. “It can't just be a P&L [profit and loss] decision. It has to be around thought leadership and innovation and how you can engage your employees in a way that's meaningful in a way to build relevance for your company,” says Zdankus. Solutions need to be value-based to foster goodwill and trust among employees, other organizations, and consumers.

“If innovation for equity and inclusion were that easy, it would've been done already,” says Zdankus. The push for greater inclusion and equity is a long-term and full-fledged commitment. Companies need to prioritize inclusion within their workforce and offer greater visibility to marginalized voices, develop interest in technology among young people, and implement systems thinking that focuses on how to bring individual strengths together towards a common outcome.

This episode of Business Lab is produced in association with Hewlett Packard Enterprises.


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]]> Tue, 8 Mar 2022 19:10:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Fueled by innovations in AI, IoT, and blockchain, digital transformation has been accelerating rapidly across industries. But as the world’s data is growing at the edge, the stark differences in digital equity and inclusion have become clear. Access to technology, underrepresentation within tech companies, and bias within technology itself contribute to this stark digital divide, says Janice Zdankus, vice president of strategy and planning and innovation for social impact at HPE.

From healthcare to manufacturing to agriculture, many organizations don’t have a handle on the data they generate. While data is being created quickly, companies often lack a strategy to organize, share and account for bias in their data. ”I think we see today that there's not an equitable exchange of data and those producing data aren't always seeing the value back to them for sharing their data,” says Zdankus.

Democratizing data access is key to bolstering data inclusion and equity but requires sophisticated data organization and sharing that doesn’t compromise privacy. Rights management governance and high levels of end-to-end security can help ensure that data is being shared without security risks, says Zdankus.

Ultimately, improving digital inclusion and equity comes down to company culture. “It can't just be a P&L [profit and loss] decision. It has to be around thought leadership and innovation and how you can engage your employees in a way that's meaningful in a way to build relevance for your company,” says Zdankus. Solutions need to be value-based to foster goodwill and trust among employees, other organizations, and consumers.

“If innovation for equity and inclusion were that easy, it would've been done already,” says Zdankus. The push for greater inclusion and equity is a long-term and full-fledged commitment. Companies need to prioritize inclusion within their workforce and offer greater visibility to marginalized voices, develop interest in technology among young people, and implement systems thinking that focuses on how to bring individual strengths together towards a common outcome.

This episode of Business Lab is produced in association with Hewlett Packard Enterprises.


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]]> Digital Inclusion and Equity Changes What’s Possible MIT Technology Review Insights 00:28:38 Fueled by innovations in AI, IoT, and blockchain, digital transformation has been accelerating rapidly across industries. But as the world’s data is growing at the edge, the stark differences in digital equity and inclusion have become clear. Access to technology, underrepresentation within tech companies, and bias within technology itself contribute to this stark digital divide, says Janice Zdankus, vice president of strategy and planning and innovation for social impact at HPE. From healthcare to manufacturing to agriculture, many organizations don’t have a handle on the data they generate. While data is being created quickly, companies often lack a strategy to organize, share and account for bias in their data. ”I think we see today that there's not an equitable exchange of data and those producing data aren't always seeing the value back to them for sharing their data,” says Zdankus. Democratizing data access is key to bolstering data inclusion and equity but requires sophisticated data organization and sharing that doesn’t compromise privacy. Rights management governance and high levels of end-to-end security can help ensure that data is being shared without security risks, says Zdankus. Ultimately, improving digital inclusion and equity comes down to company culture. “It can't just be a P&L [profit and loss] decision. It has to be around thought leadership and innovation and how you can engage your employees in a way that's meaningful in a way to build relevance for your company,” says Zdankus. Solutions need to be value-based to foster goodwill and trust among employees, other organizations, and consumers. “If innovation for equity and inclusion were that easy, it would've been done already,” says Zdankus. The push for greater inclusion and equity is a long-term and full-fledged commitment. Companies need to prioritize inclusion within their workforce and offer greater visibility to marginalized voices, develop interest in technology among young people, and implement systems thinking that focuses on how to bring individual strengths together towards a common outcome. This episode of Business Lab is produced in association with Hewlett Packard Enterprises. Fueled by innovations in AI, IoT, and blockchain, digital transformation has been accelerating rapidly across industries. But as the world’s data is growing at the edge, the stark differences in digital equity and inclusion have become clear. Access to technology, underrepresentation within tech companies, and bias within technology itself contribute to this stark digital divide, says Janice Zdankus, vice president of strategy and planning and innovation for social impact at HPE. From healthcare to manufacturing to agriculture, many organizations don’t have a handle on the data they generate. While data is being created quickly, companies often lack a strategy to organize, share and account for bias in their data. ”I think we see today that there's not an equitable exchange of data and those producing data aren't always seeing the value back to them for sharing their data,” says Zdankus. Democratizing data access is key to bolstering data inclusion and equity but requires sophisticated data organization and sharing that doesn’t compromise privacy. Rights management governance and high levels of end-to-end security can help ensure that data is being shared without security risks, says Zdankus. Ultimately, improving digital inclusion and equity comes down to company culture. “It can't just be a P&L [profit and loss] decision. It has to be around thought leadership and innovation and how you can engage your employees in a way that's meaningful in a way to build relevance for your company,” says Zdankus. Solutions need to be value-based to foster goodwill and trust among employees, other organizations, and consumers. “If innovation for equity and inclusion were that easy, it would've been done already,” says Zdankus. The push for greater inclusion and equity is a long-term and full-fledged commitment. Companies need to prioritize inclusion within their workforce and offer greater visibility to marginalized voices, develop interest in technology among young people, and implement systems thinking that focuses on how to bring individual strengths together towards a common outcome. This episode of Business Lab is produced in association with Hewlett Packard Enterprises. false full 45 f380c060-9a23-11ec-b94a-0b724664ee42 Create Equitable Experiences to Empower Your Employees Across industries and geographies, the pandemic has triggered a paradigm shift in the way companies—and their employees—conduct day-to-day business. The move to work-from-home and hybrid work models has increased the need for collaboration to facilitate communication and innovation from remote locations, and to keep teams connected and engaged when in-person meetings are difficult or impossible.

 

Successful collaboration requires creating an equitable experience for all team members, says Faiza Hughell, RingCentral's chief customer officer. “Participant equity is predicated on the ability to empower your employees with the tools, technologies, and programs they need to reach success, to remain productive at all times,” she explains.

 

And it’s more important than ever for companies to evaluate the new technologies teams are implementing to ensure they are facilitating the desired outcomes, as well as to assess a particular technology’s potential application to other areas and teams in the company. “In a sales organization, for example, certain teams may have access to certain tools that increase their productivity. Well guess what? Other teams might be able to benefit from that as well,” says Hughell. “It's important when we bring in new technologies that we negotiate our contracts such that they're flexible, so we can determine who needs the technology.”

 

When evaluating new technologies to drive and support distributed workforces, Hughell suggests paring up individuals, which not only helps people learn, but drives adoption of the new technology and helps the company assess whether it’s bringing the expected results. “I always tell my leaders inspect what you expect. Don't just buy a piece of technology, roll it out and expect miracles to happen,” she says. “You have to drive adoption and usage, and you might find that it was the wrong technology and it's not serving your desired outcome or purpose, at which point, make that decision as a leader to fast fail and move on.”

 

The most important best practice is to do what’s necessary to empower your employees to succeed. Providing libraries of bite-size instruction videos, for instance, can help team members learn specific features of new technology related to their work, without having to sit through long training sessions. Creating the atmosphere of learning and collaboration is as important to a company’s success as implementing the new technology. “At the end of the day,” says Hughell, “if you can show someone that you're going to help empower their success and help increase their productivity and reduce friction in their day-to-day operation, not many people would argue with that.”

 

This episode of Business Lab is produced in association with RingCentral.


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]]> Mon, 7 Mar 2022 11:25:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Across industries and geographies, the pandemic has triggered a paradigm shift in the way companies—and their employees—conduct day-to-day business. The move to work-from-home and hybrid work models has increased the need for collaboration to facilitate communication and innovation from remote locations, and to keep teams connected and engaged when in-person meetings are difficult or impossible.

 

Successful collaboration requires creating an equitable experience for all team members, says Faiza Hughell, RingCentral's chief customer officer. “Participant equity is predicated on the ability to empower your employees with the tools, technologies, and programs they need to reach success, to remain productive at all times,” she explains.

 

And it’s more important than ever for companies to evaluate the new technologies teams are implementing to ensure they are facilitating the desired outcomes, as well as to assess a particular technology’s potential application to other areas and teams in the company. “In a sales organization, for example, certain teams may have access to certain tools that increase their productivity. Well guess what? Other teams might be able to benefit from that as well,” says Hughell. “It's important when we bring in new technologies that we negotiate our contracts such that they're flexible, so we can determine who needs the technology.”

 

When evaluating new technologies to drive and support distributed workforces, Hughell suggests paring up individuals, which not only helps people learn, but drives adoption of the new technology and helps the company assess whether it’s bringing the expected results. “I always tell my leaders inspect what you expect. Don't just buy a piece of technology, roll it out and expect miracles to happen,” she says. “You have to drive adoption and usage, and you might find that it was the wrong technology and it's not serving your desired outcome or purpose, at which point, make that decision as a leader to fast fail and move on.”

 

The most important best practice is to do what’s necessary to empower your employees to succeed. Providing libraries of bite-size instruction videos, for instance, can help team members learn specific features of new technology related to their work, without having to sit through long training sessions. Creating the atmosphere of learning and collaboration is as important to a company’s success as implementing the new technology. “At the end of the day,” says Hughell, “if you can show someone that you're going to help empower their success and help increase their productivity and reduce friction in their day-to-day operation, not many people would argue with that.”

 

This episode of Business Lab is produced in association with RingCentral.


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]]> Create Equitable Experiences to Empower Your Employees MIT Technology Review Insights 00:29:07 Across industries and geographies, the pandemic has triggered a paradigm shift in the way companies—and their employees—conduct day-to-day business. The move to work-from-home and hybrid work models has increased the need for collaboration to facilitate communication and innovation from remote locations, and to keep teams connected and engaged when in-person meetings are difficult or impossible.   Successful collaboration requires creating an equitable experience for all team members, says Faiza Hughell, RingCentral's chief customer officer. “Participant equity is predicated on the ability to empower your employees with the tools, technologies, and programs they need to reach success, to remain productive at all times,” she explains.   And it’s more important than ever for companies to evaluate the new technologies teams are implementing to ensure they are facilitating the desired outcomes, as well as to assess a particular technology’s potential application to other areas and teams in the company. “In a sales organization, for example, certain teams may have access to certain tools that increase their productivity. Well guess what? Other teams might be able to benefit from that as well,” says Hughell. “It's important when we bring in new technologies that we negotiate our contracts such that they're flexible, so we can determine who needs the technology.”   When evaluating new technologies to drive and support distributed workforces, Hughell suggests paring up individuals, which not only helps people learn, but drives adoption of the new technology and helps the company assess whether it’s bringing the expected results. “I always tell my leaders inspect what you expect. Don't just buy a piece of technology, roll it out and expect miracles to happen,” she says. “You have to drive adoption and usage, and you might find that it was the wrong technology and it's not serving your desired outcome or purpose, at which point, make that decision as a leader to fast fail and move on.”   The most important best practice is to do what’s necessary to empower your employees to succeed. Providing libraries of bite-size instruction videos, for instance, can help team members learn specific features of new technology related to their work, without having to sit through long training sessions. Creating the atmosphere of learning and collaboration is as important to a company’s success as implementing the new technology. “At the end of the day,” says Hughell, “if you can show someone that you're going to help empower their success and help increase their productivity and reduce friction in their day-to-day operation, not many people would argue with that.”   This episode of Business Lab is produced in association with RingCentral. Across industries and geographies, the pandemic has triggered a paradigm shift in the way companies—and their employees—conduct day-to-day business. The move to work-from-home and hybrid work models has increased the need for collaboration to facilitate communication and innovation from remote locations, and to keep teams connected and engaged when in-person meetings are difficult or impossible.   Successful collaboration requires creating an equitable experience for all team members, says Faiza Hughell, RingCentral's chief customer officer. “Participant equity is predicated on the ability to empower your employees with the tools, technologies, and programs they need to reach success, to remain productive at all times,” she explains.   And it’s more important than ever for companies to evaluate the new technologies teams are implementing to ensure they are facilitating the desired outcomes, as well as to assess a particular technology’s potential application to other areas and teams in the company. “In a sales organization, for example, certain teams may have access to certain tools that increase their productivity. Well guess what? Other teams might be able to benefit from that as well,” says Hughell. “It's important when we bring in new technologies that we negotiate our contracts such that they're flexible, so we can determine who needs the technology.”   When evaluating new technologies to drive and support distributed workforces, Hughell suggests paring up individuals, which not only helps people learn, but drives adoption of the new technology and helps the company assess whether it’s bringing the expected results. “I always tell my leaders inspect what you expect. Don't just buy a piece of technology, roll it out and expect miracles to happen,” she says. “You have to drive adoption and usage, and you might find that it was the wrong technology and it's not serving your desired outcome or purpose, at which point, make that decision as a leader to fast fail and move on.”   The most important best practice is to do what’s necessary to empower your employees to succeed. Providing libraries of bite-size instruction videos, for instance, can help team members learn specific features of new technology related to their work, without having to sit through long training sessions. Creating the atmosphere of learning and collaboration is as important to a company’s success as implementing the new technology. “At the end of the day,” says Hughell, “if you can show someone that you're going to help empower their success and help increase their productivity and reduce friction in their day-to-day operation, not many people would argue with that.”   This episode of Business Lab is produced in association with RingCentral. false full 44 cba3d5f2-78bb-11ec-a4c9-a73633d58f70 Sustainability Starts in the Design Process, and AI Can Help Artificial intelligence helps build physical infrastructure like modular housing, skyscrapers, and factory floors. “…many problems that we wrestle with in all forms of engineering and design are very, very complex problems…those problems are beginning to reach the limits of human capacity,” says Mike Haley, the vice president of research at Autodesk. But there’s hope with AI capabilities, Haley continues “This is a place where AI and humans come together very nicely because AI can actually take certain very complex problems in the world and recast them.”

And where “AI and humans come together” is at the start of the process with generative design, which incorporates AI into the design process to explore solutions and ideas that a human alone might not have even considered. “You really want to be able to look at the entire lifecycle of producing something and ask yourself, ‘How can I produce this by using the least amount of energy throughout?’” This kind of thinking will reduce the impact of, not just construction, but any sort of product creation on the planet.

The symbiotic human-computer relationship behind generative design is necessary to solve those “very complex problems”—including sustainability. “We are not going to have a sustainable society until we learn to build products—from mobile phones to buildings to large pieces of infrastructure—that survive the long-term,” Haley notes.

The key, he says, is to start in the earliest stages of the design process. “Decisions that affect sustainability happen in the conceptual phase, when you're imagining what you're going to create.” He continues, “If you can begin to put features into software, into decision-making systems, early on, they can guide designers toward more sustainable solutions by affecting them at this early stage.”

Using generative design will result in malleable solutions that anticipate future needs or requirements to avoid having to build new solutions, products, or infrastructure. “What if a building that was built for one purpose, when it needed to be turned into a different kind of building, wasn't destroyed, but it was just tweaked slightly?”

That’s the real opportunity here—creating a relationship between humans and computers will be foundational to the future of design. “The consequence of bringing the digital and physical together,” Haley says, “is that it creates a feedback loop between what gets created in the world and what is about to be created next time.”


Show notes and references

What is Generative Design, and How Can It Be Used in Manufacturing?

Four Ways AI in Architecture and Construction Can Empower Building Projects


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]]> Wed, 19 Jan 2022 16:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Artificial intelligence helps build physical infrastructure like modular housing, skyscrapers, and factory floors. “…many problems that we wrestle with in all forms of engineering and design are very, very complex problems…those problems are beginning to reach the limits of human capacity,” says Mike Haley, the vice president of research at Autodesk. But there’s hope with AI capabilities, Haley continues “This is a place where AI and humans come together very nicely because AI can actually take certain very complex problems in the world and recast them.”

And where “AI and humans come together” is at the start of the process with generative design, which incorporates AI into the design process to explore solutions and ideas that a human alone might not have even considered. “You really want to be able to look at the entire lifecycle of producing something and ask yourself, ‘How can I produce this by using the least amount of energy throughout?’” This kind of thinking will reduce the impact of, not just construction, but any sort of product creation on the planet.

The symbiotic human-computer relationship behind generative design is necessary to solve those “very complex problems”—including sustainability. “We are not going to have a sustainable society until we learn to build products—from mobile phones to buildings to large pieces of infrastructure—that survive the long-term,” Haley notes.

The key, he says, is to start in the earliest stages of the design process. “Decisions that affect sustainability happen in the conceptual phase, when you're imagining what you're going to create.” He continues, “If you can begin to put features into software, into decision-making systems, early on, they can guide designers toward more sustainable solutions by affecting them at this early stage.”

Using generative design will result in malleable solutions that anticipate future needs or requirements to avoid having to build new solutions, products, or infrastructure. “What if a building that was built for one purpose, when it needed to be turned into a different kind of building, wasn't destroyed, but it was just tweaked slightly?”

That’s the real opportunity here—creating a relationship between humans and computers will be foundational to the future of design. “The consequence of bringing the digital and physical together,” Haley says, “is that it creates a feedback loop between what gets created in the world and what is about to be created next time.”


Show notes and references

What is Generative Design, and How Can It Be Used in Manufacturing?

Four Ways AI in Architecture and Construction Can Empower Building Projects


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]]> Sustainability Starts in the Design Process, and AI Can Help MIT Technology Review Insights 00:29:00 Artificial intelligence helps build physical infrastructure like modular housing, skyscrapers, and factory floors. “…many problems that we wrestle with in all forms of engineering and design are very, very complex problems…those problems are beginning to reach the limits of human capacity,” says Mike Haley, the vice president of research at Autodesk. But there’s hope with AI capabilities, Haley continues “This is a place where AI and humans come together very nicely because AI can actually take certain very complex problems in the world and recast them.” And where “AI and humans come together” is at the start of the process with generative design, which incorporates AI into the design process to explore solutions and ideas that a human alone might not have even considered. “You really want to be able to look at the entire lifecycle of producing something and ask yourself, ‘How can I produce this by using the least amount of energy throughout?’” This kind of thinking will reduce the impact of, not just construction, but any sort of product creation on the planet. The symbiotic human-computer relationship behind generative design is necessary to solve those “very complex problems”—including sustainability. “We are not going to have a sustainable society until we learn to build products—from mobile phones to buildings to large pieces of infrastructure—that survive the long-term,” Haley notes. The key, he says, is to start in the earliest stages of the design process. “Decisions that affect sustainability happen in the conceptual phase, when you're imagining what you're going to create.” He continues, “If you can begin to put features into software, into decision-making systems, early on, they can guide designers toward more sustainable solutions by affecting them at this early stage.” Using generative design will result in malleable solutions that anticipate future needs or requirements to avoid having to build new solutions, products, or infrastructure. “What if a building that was built for one purpose, when it needed to be turned into a different kind of building, wasn't destroyed, but it was just tweaked slightly?” That’s the real opportunity here—creating a relationship between humans and computers will be foundational to the future of design. “The consequence of bringing the digital and physical together,” Haley says, “is that it creates a feedback loop between what gets created in the world and what is about to be created next time.” Show notes and references What is Generative Design, and How Can It Be Used in Manufacturing? Four Ways AI in Architecture and Construction Can Empower Building Projects Artificial intelligence helps build physical infrastructure like modular housing, skyscrapers, and factory floors. “…many problems that we wrestle with in all forms of engineering and design are very, very complex problems…those problems are beginning to reach the limits of human capacity,” says Mike Haley, the vice president of research at Autodesk. But there’s hope with AI capabilities, Haley continues “This is a place where AI and humans come together very nicely because AI can actually take certain very complex problems in the world and recast them.” And where “AI and humans come together” is at the start of the process with generative design, which incorporates AI into the design process to explore solutions and ideas that a human alone might not have even considered. “You really want to be able to look at the entire lifecycle of producing something and ask yourself, ‘How can I produce this by using the least amount of energy throughout?’” This kind of thinking will reduce the impact of, not just construction, but any sort of product creation on the planet. The symbiotic human-computer relationship behind generative design is necessary to solve those “very complex problems”—including sustainability. “We are not going to have a sustainable society until we learn to build products—from mobile phones to buildings to large pieces of infrastructure—that survive the long-term,” Haley notes. The key, he says, is to start in the earliest stages of the design process. “Decisions that affect sustainability happen in the conceptual phase, when you're imagining what you're going to create.” He continues, “If you can begin to put features into software, into decision-making systems, early on, they can guide designers toward more sustainable solutions by affecting them at this early stage.” Using generative design will result in malleable solutions that anticipate future needs or requirements to avoid having to build new solutions, products, or infrastructure. “What if a building that was built for one purpose, when it needed to be turned into a different kind of building, wasn't destroyed, but it was just tweaked slightly?” That’s the real opportunity here—creating a relationship between humans and computers will be foundational to the future of design. “The consequence of bringing the digital and physical together,” Haley says, “is that it creates a feedback loop between what gets created in the world and what is about to be created next time.” Show notes and references What is Generative Design, and How Can It Be Used in Manufacturing? Four Ways AI in Architecture and Construction Can Empower Building Projects false full 43 0be7094c-5c13-11ec-bfee-df468942d729 Building the Future with Software-Based 5G Networking Next-generation solutions and products are hitting a wall with wi-fi: it’s not fast enough, and latency and connectivity issues mean it’s not reliable enough. What’s an innovator to do? Focus on what’s next: 5G and software-defined networking.

Nick McKeown, senior vice president and general manager of the network and edge group at Intel Corporation says this technical leap is what will make future innovation possible, “Once you've got a software platform where you can change its behavior, you can start introducing previously absurd-sounding ideas,” including, he continues, “fanciful ideas of automatic, real-time, closed-loop control of an entire network.”

While nascent, these technological advancements are already showing promise in practical applications. For example, in industrial settings where there’s more analysis happening at the edge, having greater observability into the network is allowing for fine timescale responses to mechanical errors and broken equipment. “Corrective action could be something as mundane as a broken link, a broken piece of equipment, but it could actually be a functional incorrectness in the software that is controlling it,” says McKeown.

Grad students and programmers are taking advantage of the advancements in network technology to try out new ideas through academic projects. “One of the key ideas,” says McKeown, “is to verify in real time that the network is operating according to a specification, formally checking against that specification in real time, as packets fly around in the network. This has never been done before.” And although this idea remains in the realm of research projects, McKeown believes it exemplifies the promise of a software-based 5G networking future.

Software-defined 5G networking promises applications that we can’t yet even imagine, says McKeown. “New IoT apps combined with both public and private 5G is going to create a ‘Cambrian explosion’ of new ideas that will manifest in ways that if we were to try to predict, we would get it wrong.”


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]]> Wed, 15 Dec 2021 16:04:09 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Next-generation solutions and products are hitting a wall with wi-fi: it’s not fast enough, and latency and connectivity issues mean it’s not reliable enough. What’s an innovator to do? Focus on what’s next: 5G and software-defined networking.

Nick McKeown, senior vice president and general manager of the network and edge group at Intel Corporation says this technical leap is what will make future innovation possible, “Once you've got a software platform where you can change its behavior, you can start introducing previously absurd-sounding ideas,” including, he continues, “fanciful ideas of automatic, real-time, closed-loop control of an entire network.”

While nascent, these technological advancements are already showing promise in practical applications. For example, in industrial settings where there’s more analysis happening at the edge, having greater observability into the network is allowing for fine timescale responses to mechanical errors and broken equipment. “Corrective action could be something as mundane as a broken link, a broken piece of equipment, but it could actually be a functional incorrectness in the software that is controlling it,” says McKeown.

Grad students and programmers are taking advantage of the advancements in network technology to try out new ideas through academic projects. “One of the key ideas,” says McKeown, “is to verify in real time that the network is operating according to a specification, formally checking against that specification in real time, as packets fly around in the network. This has never been done before.” And although this idea remains in the realm of research projects, McKeown believes it exemplifies the promise of a software-based 5G networking future.

Software-defined 5G networking promises applications that we can’t yet even imagine, says McKeown. “New IoT apps combined with both public and private 5G is going to create a ‘Cambrian explosion’ of new ideas that will manifest in ways that if we were to try to predict, we would get it wrong.”


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]]> Building the Future with Software-Based 5G Networking MIT Technology Review Insights 00:40:22 Next-generation solutions and products are hitting a wall with wi-fi: it’s not fast enough, and latency and connectivity issues mean it’s not reliable enough. What’s an innovator to do? Focus on what’s next: 5G and software-defined networking. Nick McKeown, senior vice president and general manager of the network and edge group at Intel Corporation says this technical leap is what will make future innovation possible, “Once you've got a software platform where you can change its behavior, you can start introducing previously absurd-sounding ideas,” including, he continues, “fanciful ideas of automatic, real-time, closed-loop control of an entire network.” While nascent, these technological advancements are already showing promise in practical applications. For example, in industrial settings where there’s more analysis happening at the edge, having greater observability into the network is allowing for fine timescale responses to mechanical errors and broken equipment. “Corrective action could be something as mundane as a broken link, a broken piece of equipment, but it could actually be a functional incorrectness in the software that is controlling it,” says McKeown. Grad students and programmers are taking advantage of the advancements in network technology to try out new ideas through academic projects. “One of the key ideas,” says McKeown, “is to verify in real time that the network is operating according to a specification, formally checking against that specification in real time, as packets fly around in the network. This has never been done before.” And although this idea remains in the realm of research projects, McKeown believes it exemplifies the promise of a software-based 5G networking future. Software-defined 5G networking promises applications that we can’t yet even imagine, says McKeown. “New IoT apps combined with both public and private 5G is going to create a ‘Cambrian explosion’ of new ideas that will manifest in ways that if we were to try to predict, we would get it wrong.” Next-generation solutions and products are hitting a wall with wi-fi: it’s not fast enough, and latency and connectivity issues mean it’s not reliable enough. What’s an innovator to do? Focus on what’s next: 5G and software-defined networking. Nick McKeown, senior vice president and general manager of the network and edge group at Intel Corporation says this technical leap is what will make future innovation possible, “Once you've got a software platform where you can change its behavior, you can start introducing previously absurd-sounding ideas,” including, he continues, “fanciful ideas of automatic, real-time, closed-loop control of an entire network.” While nascent, these technological advancements are already showing promise in practical applications. For example, in industrial settings where there’s more analysis happening at the edge, having greater observability into the network is allowing for fine timescale responses to mechanical errors and broken equipment. “Corrective action could be something as mundane as a broken link, a broken piece of equipment, but it could actually be a functional incorrectness in the software that is controlling it,” says McKeown. Grad students and programmers are taking advantage of the advancements in network technology to try out new ideas through academic projects. “One of the key ideas,” says McKeown, “is to verify in real time that the network is operating according to a specification, formally checking against that specification in real time, as packets fly around in the network. This has never been done before.” And although this idea remains in the realm of research projects, McKeown believes it exemplifies the promise of a software-based 5G networking future. Software-defined 5G networking promises applications that we can’t yet even imagine, says McKeown. “New IoT apps combined with both public and private 5G is going to create a ‘Cambrian explosion’ of new ideas that will manifest in ways that if we were to try to predict, we would get it wrong.” false full 42 fe58b384-5c12-11ec-984e-bb186a26b228 Embracing the Promise of a Compute-Everywhere Future The internet of things and smart devices are everywhere, which means computing needs to be everywhere too. And this is where edge computing comes in, because as companies pursue faster, more efficient decision-making, all of that data needs to be processed locally, in real time—on device at the edge.

“The type of processing that needs to happen in near real time is not something that can be hauled all the way back to the cloud in order to make a decision,” says Sandra Rivera, executive vice president and general manager of the Datacenter and AI Group at Intel.

The benefits of implementing an edge-computing architecture are operationally significant. Although larger AI and machine learning models will still require the compute power of the cloud or a data center, smaller models can be trained and deployed at the edge. Not having to move around large amounts of data, explains Rivera, results in enhanced security, lower latency, and increased reliability. Reliability can prove to be more of a requirement than a benefit when users have dubious connections, for example, or data applications are deployed in hostile environments, like severe weather or dangerous locations.

Edge-computing technologies and approaches can also help companies modernize legacy applications and infrastructure. “It makes it much more accessible for customers in the market to evolve and transform their infrastructure,” says Rivera, “while working through the issues and the challenges they have around needing to be more productive and more effective moving forward.”

A compute-everywhere future promises opportunities for companies that historically have been impossible to realize—or even imagine. And that will create great opportunity says Rivera, “We're eventually going to see a world where edge and cloud aren’t perceived as separate domains, where compute is ubiquitous from the edge to the cloud to the client devices.”


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]]> Tue, 14 Dec 2021 16:56:06 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ The internet of things and smart devices are everywhere, which means computing needs to be everywhere too. And this is where edge computing comes in, because as companies pursue faster, more efficient decision-making, all of that data needs to be processed locally, in real time—on device at the edge.

“The type of processing that needs to happen in near real time is not something that can be hauled all the way back to the cloud in order to make a decision,” says Sandra Rivera, executive vice president and general manager of the Datacenter and AI Group at Intel.

The benefits of implementing an edge-computing architecture are operationally significant. Although larger AI and machine learning models will still require the compute power of the cloud or a data center, smaller models can be trained and deployed at the edge. Not having to move around large amounts of data, explains Rivera, results in enhanced security, lower latency, and increased reliability. Reliability can prove to be more of a requirement than a benefit when users have dubious connections, for example, or data applications are deployed in hostile environments, like severe weather or dangerous locations.

Edge-computing technologies and approaches can also help companies modernize legacy applications and infrastructure. “It makes it much more accessible for customers in the market to evolve and transform their infrastructure,” says Rivera, “while working through the issues and the challenges they have around needing to be more productive and more effective moving forward.”

A compute-everywhere future promises opportunities for companies that historically have been impossible to realize—or even imagine. And that will create great opportunity says Rivera, “We're eventually going to see a world where edge and cloud aren’t perceived as separate domains, where compute is ubiquitous from the edge to the cloud to the client devices.”


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]]> Embracing the Promise of a Compute-Everywhere Future MIT Technology Review Insights 00:31:51 The internet of things and smart devices are everywhere, which means computing needs to be everywhere too. And this is where edge computing comes in, because as companies pursue faster, more efficient decision-making, all of that data needs to be processed locally, in real time—on device at the edge. “The type of processing that needs to happen in near real time is not something that can be hauled all the way back to the cloud in order to make a decision,” says Sandra Rivera, executive vice president and general manager of the Datacenter and AI Group at Intel. The benefits of implementing an edge-computing architecture are operationally significant. Although larger AI and machine learning models will still require the compute power of the cloud or a data center, smaller models can be trained and deployed at the edge. Not having to move around large amounts of data, explains Rivera, results in enhanced security, lower latency, and increased reliability. Reliability can prove to be more of a requirement than a benefit when users have dubious connections, for example, or data applications are deployed in hostile environments, like severe weather or dangerous locations. Edge-computing technologies and approaches can also help companies modernize legacy applications and infrastructure. “It makes it much more accessible for customers in the market to evolve and transform their infrastructure,” says Rivera, “while working through the issues and the challenges they have around needing to be more productive and more effective moving forward.” A compute-everywhere future promises opportunities for companies that historically have been impossible to realize—or even imagine. And that will create great opportunity says Rivera, “We're eventually going to see a world where edge and cloud aren’t perceived as separate domains, where compute is ubiquitous from the edge to the cloud to the client devices.” The internet of things and smart devices are everywhere, which means computing needs to be everywhere too. And this is where edge computing comes in, because as companies pursue faster, more efficient decision-making, all of that data needs to be processed locally, in real time—on device at the edge. “The type of processing that needs to happen in near real time is not something that can be hauled all the way back to the cloud in order to make a decision,” says Sandra Rivera, executive vice president and general manager of the Datacenter and AI Group at Intel. The benefits of implementing an edge-computing architecture are operationally significant. Although larger AI and machine learning models will still require the compute power of the cloud or a data center, smaller models can be trained and deployed at the edge. Not having to move around large amounts of data, explains Rivera, results in enhanced security, lower latency, and increased reliability. Reliability can prove to be more of a requirement than a benefit when users have dubious connections, for example, or data applications are deployed in hostile environments, like severe weather or dangerous locations. Edge-computing technologies and approaches can also help companies modernize legacy applications and infrastructure. “It makes it much more accessible for customers in the market to evolve and transform their infrastructure,” says Rivera, “while working through the issues and the challenges they have around needing to be more productive and more effective moving forward.” A compute-everywhere future promises opportunities for companies that historically have been impossible to realize—or even imagine. And that will create great opportunity says Rivera, “We're eventually going to see a world where edge and cloud aren’t perceived as separate domains, where compute is ubiquitous from the edge to the cloud to the client devices.” false full 41 d534d74e-5c12-11ec-acc3-cb43a992468b To Accelerate Business, Build Better Human-Machine Partnerships Businesses that want to be digital leaders in their markets need to embrace automation, not only to augment existing capabilities or to reduce costs but to position themselves to successfully maneuver the rapid expansion of IT demand ushered in through digital innovation. “It's a scale issue,” says John Roese, global chief technology officer at Dell Technologies. “Without autonomous operations, it becomes impossible to keep up with the growing opportunity to become a more digital business using human effort alone.”

The main hurdle to autonomous operations, says Roese, is more psychological than technological. “You have got to be open-minded to this concept of rebalancing the work between human beings and the machine environments that exist both logically and physically,” he says. “If you're not embracing and wanting it to happen and you're resisting it, all the products and solutions we can deliver to you will not help.”

Technology and infrastructure-driven AI and ML discussions are expanding beyond IT into finance and sales—meaning, technology has direct business implications. “Selling is a relationship between you and your customer, but there’s a third party—data and artificial intelligence— that can give you better insights and the ability to be more contextually aware and more responsive to your customer, says Roese. “Data, AI, and ML technologies can ultimately change the economics and the performance of all parts of the business, whether it be sales or services or engineering or IT.”

And as companies gather, analyze, and use data at the edge, autonomous operations become even more of a business necessity. “Seventy percent of the world's data is probably going to be created and acted upon outside of data centers in the future, meaning in edges,” says Roese. “Edge and distributed topologies have huge impacts on digital transformation, but we also see that having a strong investment in autonomous systems, autonomous operations at the edge is actually almost as big of a prerequisite…      to make it work.”

Show notes and references

What is autonomous operations?

Perspectives on the impact of autonomous operations


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]]> Mon, 13 Dec 2021 16:30:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Businesses that want to be digital leaders in their markets need to embrace automation, not only to augment existing capabilities or to reduce costs but to position themselves to successfully maneuver the rapid expansion of IT demand ushered in through digital innovation. “It's a scale issue,” says John Roese, global chief technology officer at Dell Technologies. “Without autonomous operations, it becomes impossible to keep up with the growing opportunity to become a more digital business using human effort alone.”

The main hurdle to autonomous operations, says Roese, is more psychological than technological. “You have got to be open-minded to this concept of rebalancing the work between human beings and the machine environments that exist both logically and physically,” he says. “If you're not embracing and wanting it to happen and you're resisting it, all the products and solutions we can deliver to you will not help.”

Technology and infrastructure-driven AI and ML discussions are expanding beyond IT into finance and sales—meaning, technology has direct business implications. “Selling is a relationship between you and your customer, but there’s a third party—data and artificial intelligence— that can give you better insights and the ability to be more contextually aware and more responsive to your customer, says Roese. “Data, AI, and ML technologies can ultimately change the economics and the performance of all parts of the business, whether it be sales or services or engineering or IT.”

And as companies gather, analyze, and use data at the edge, autonomous operations become even more of a business necessity. “Seventy percent of the world's data is probably going to be created and acted upon outside of data centers in the future, meaning in edges,” says Roese. “Edge and distributed topologies have huge impacts on digital transformation, but we also see that having a strong investment in autonomous systems, autonomous operations at the edge is actually almost as big of a prerequisite…      to make it work.”

Show notes and references

What is autonomous operations?

Perspectives on the impact of autonomous operations


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]]> To Accelerate Business, Build Better Human-Machine Partnerships MIT Technology Review Insights 00:32:01 Businesses that want to be digital leaders in their markets need to embrace automation, not only to augment existing capabilities or to reduce costs but to position themselves to successfully maneuver the rapid expansion of IT demand ushered in through digital innovation. “It's a scale issue,” says John Roese, global chief technology officer at Dell Technologies. “Without autonomous operations, it becomes impossible to keep up with the growing opportunity to become a more digital business using human effort alone.” The main hurdle to autonomous operations, says Roese, is more psychological than technological. “You have got to be open-minded to this concept of rebalancing the work between human beings and the machine environments that exist both logically and physically,” he says. “If you're not embracing and wanting it to happen and you're resisting it, all the products and solutions we can deliver to you will not help.” Technology and infrastructure-driven AI and ML discussions are expanding beyond IT into finance and sales—meaning, technology has direct business implications. “Selling is a relationship between you and your customer, but there’s a third party—data and artificial intelligence— that can give you better insights and the ability to be more contextually aware and more responsive to your customer, says Roese. “Data, AI, and ML technologies can ultimately change the economics and the performance of all parts of the business, whether it be sales or services or engineering or IT.” And as companies gather, analyze, and use data at the edge, autonomous operations become even more of a business necessity. “Seventy percent of the world's data is probably going to be created and acted upon outside of data centers in the future, meaning in edges,” says Roese. “Edge and distributed topologies have huge impacts on digital transformation, but we also see that having a strong investment in autonomous systems, autonomous operations at the edge is actually almost as big of a prerequisite…      to make it work.” Show notes and references What is autonomous operations? Perspectives on the impact of autonomous operations Businesses that want to be digital leaders in their markets need to embrace automation, not only to augment existing capabilities or to reduce costs but to position themselves to successfully maneuver the rapid expansion of IT demand ushered in through digital innovation. “It's a scale issue,” says John Roese, global chief technology officer at Dell Technologies. “Without autonomous operations, it becomes impossible to keep up with the growing opportunity to become a more digital business using human effort alone.” The main hurdle to autonomous operations, says Roese, is more psychological than technological. “You have got to be open-minded to this concept of rebalancing the work between human beings and the machine environments that exist both logically and physically,” he says. “If you're not embracing and wanting it to happen and you're resisting it, all the products and solutions we can deliver to you will not help.” Technology and infrastructure-driven AI and ML discussions are expanding beyond IT into finance and sales—meaning, technology has direct business implications. “Selling is a relationship between you and your customer, but there’s a third party—data and artificial intelligence— that can give you better insights and the ability to be more contextually aware and more responsive to your customer, says Roese. “Data, AI, and ML technologies can ultimately change the economics and the performance of all parts of the business, whether it be sales or services or engineering or IT.” And as companies gather, analyze, and use data at the edge, autonomous operations become even more of a business necessity. “Seventy percent of the world's data is probably going to be created and acted upon outside of data centers in the future, meaning in edges,” says Roese. “Edge and distributed topologies have huge impacts on digital transformation, but we also see that having a strong investment in autonomous systems, autonomous operations at the edge is actually almost as big of a prerequisite…      to make it work.” Show notes and references What is autonomous operations? Perspectives on the impact of autonomous operations false full 40 34e778ce-581f-11ec-8e77-6b7e27c6e28d The Employee-Driven Future The global pandemic accelerated the trend toward a work-from-anywhere, distributed workforce. As we approach a post-pandemic world, companies—and employees—expect this trend to become the norm. While IT departments are rapidly configuring and deploying devices, infrastructure, and software to support the shift in a secure and productive way, employees are likewise having to reset priorities and learn new ways to engage with their coworkers and managers, and to navigate their career goals. This shift requires not only changes in technology and IT approaches, but also culture changes for companies and employees alike.

Jenn Saavedra, Dell Technologies' chief human resources officer, distills the required cultural shift through the lens of Dell’s mission to be people centered. “Our people philosophy,” explains Saavedra, “is ultimately about how to inspire people to be their best and do their best work.” To achieve this goal, Dell focuses on four core areas: (A) achievement, (B) balance, (C) connection, and (D) diversity and inclusion. “We want to enable people to achieve their career goals, to be successful, and continue to grow,     learn, and perform,” she says.

None of this was easy—companies across the globe struggled to mitigate the technological and cultural changes required to meet a work-from-anywhere business environment. “Like every other IT organization, we really rallied and made that happen,” says Jen Felch, chief digital officer and chief information officer at Dell Technologies. “You need to keep up so that you are ready for anything, she says. “Companies that were prepared with remote access, with having modern equipment, etc., were more prepared for the rapid work from home.”

Looking to the future, Saavedra says companies need to continue to work with—and for—employees. “Because of the degree to which people’s lives and routines were disrupted over the past 18 months, we’ve challenged and redefined the long-held assumptions about the world of work, where we work, how we spend our time.”

It’s important, Saavedra says, to get past the common mantra that we can’t wait for things to go back to normal and to get back to doing things the way we were. “It's really important that we move forward into the future, not look backwards— that's not ever a strategy for success.”

 

Show notes and references

·      Study: The Data Paradox

·      Study: “Work from anywhere: Empowering the future of work” 

·      Perspectives on workforce and culture trends

·      Dell Digital - Learn more about Dell Technologies’ own digital transformation


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]]> Wed, 8 Dec 2021 16:38:42 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ The global pandemic accelerated the trend toward a work-from-anywhere, distributed workforce. As we approach a post-pandemic world, companies—and employees—expect this trend to become the norm. While IT departments are rapidly configuring and deploying devices, infrastructure, and software to support the shift in a secure and productive way, employees are likewise having to reset priorities and learn new ways to engage with their coworkers and managers, and to navigate their career goals. This shift requires not only changes in technology and IT approaches, but also culture changes for companies and employees alike.

Jenn Saavedra, Dell Technologies' chief human resources officer, distills the required cultural shift through the lens of Dell’s mission to be people centered. “Our people philosophy,” explains Saavedra, “is ultimately about how to inspire people to be their best and do their best work.” To achieve this goal, Dell focuses on four core areas: (A) achievement, (B) balance, (C) connection, and (D) diversity and inclusion. “We want to enable people to achieve their career goals, to be successful, and continue to grow,     learn, and perform,” she says.

None of this was easy—companies across the globe struggled to mitigate the technological and cultural changes required to meet a work-from-anywhere business environment. “Like every other IT organization, we really rallied and made that happen,” says Jen Felch, chief digital officer and chief information officer at Dell Technologies. “You need to keep up so that you are ready for anything, she says. “Companies that were prepared with remote access, with having modern equipment, etc., were more prepared for the rapid work from home.”

Looking to the future, Saavedra says companies need to continue to work with—and for—employees. “Because of the degree to which people’s lives and routines were disrupted over the past 18 months, we’ve challenged and redefined the long-held assumptions about the world of work, where we work, how we spend our time.”

It’s important, Saavedra says, to get past the common mantra that we can’t wait for things to go back to normal and to get back to doing things the way we were. “It's really important that we move forward into the future, not look backwards— that's not ever a strategy for success.”

 

Show notes and references

·      Study: The Data Paradox

·      Study: “Work from anywhere: Empowering the future of work” 

·      Perspectives on workforce and culture trends

·      Dell Digital - Learn more about Dell Technologies’ own digital transformation


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]]> The Employee-Driven Future MIT Technology Review Insights 00:43:22 The global pandemic accelerated the trend toward a work-from-anywhere, distributed workforce. As we approach a post-pandemic world, companies—and employees—expect this trend to become the norm. While IT departments are rapidly configuring and deploying devices, infrastructure, and software to support the shift in a secure and productive way, employees are likewise having to reset priorities and learn new ways to engage with their coworkers and managers, and to navigate their career goals. This shift requires not only changes in technology and IT approaches, but also culture changes for companies and employees alike. Jenn Saavedra, Dell Technologies' chief human resources officer, distills the required cultural shift through the lens of Dell’s mission to be people centered. “Our people philosophy,” explains Saavedra, “is ultimately about how to inspire people to be their best and do their best work.” To achieve this goal, Dell focuses on four core areas: (A) achievement, (B) balance, (C) connection, and (D) diversity and inclusion. “We want to enable people to achieve their career goals, to be successful, and continue to grow,     learn, and perform,” she says. None of this was easy—companies across the globe struggled to mitigate the technological and cultural changes required to meet a work-from-anywhere business environment. “Like every other IT organization, we really rallied and made that happen,” says Jen Felch, chief digital officer and chief information officer at Dell Technologies. “You need to keep up so that you are ready for anything, she says. “Companies that were prepared with remote access, with having modern equipment, etc., were more prepared for the rapid work from home.” Looking to the future, Saavedra says companies need to continue to work with—and for—employees. “Because of the degree to which people’s lives and routines were disrupted over the past 18 months, we’ve challenged and redefined the long-held assumptions about the world of work, where we work, how we spend our time.” It’s important, Saavedra says, to get past the common mantra that we can’t wait for things to go back to normal and to get back to doing things the way we were. “It's really important that we move forward into the future, not look backwards— that's not ever a strategy for success.”   Show notes and references ·      Study: The Data Paradox ·      Study: “Work from anywhere: Empowering the future of work”  ·      Perspectives on workforce and culture trends ·      Dell Digital - Learn more about Dell Technologies’ own digital transformation The global pandemic accelerated the trend toward a work-from-anywhere, distributed workforce. As we approach a post-pandemic world, companies—and employees—expect this trend to become the norm. While IT departments are rapidly configuring and deploying devices, infrastructure, and software to support the shift in a secure and productive way, employees are likewise having to reset priorities and learn new ways to engage with their coworkers and managers, and to navigate their career goals. This shift requires not only changes in technology and IT approaches, but also culture changes for companies and employees alike. Jenn Saavedra, Dell Technologies' chief human resources officer, distills the required cultural shift through the lens of Dell’s mission to be people centered. “Our people philosophy,” explains Saavedra, “is ultimately about how to inspire people to be their best and do their best work.” To achieve this goal, Dell focuses on four core areas: (A) achievement, (B) balance, (C) connection, and (D) diversity and inclusion. “We want to enable people to achieve their career goals, to be successful, and continue to grow,     learn, and perform,” she says. None of this was easy—companies across the globe struggled to mitigate the technological and cultural changes required to meet a work-from-anywhere business environment. “Like every other IT organization, we really rallied and made that happen,” says Jen Felch, chief digital officer and chief information officer at Dell Technologies. “You need to keep up so that you are ready for anything, she says. “Companies that were prepared with remote access, with having modern equipment, etc., were more prepared for the rapid work from home.” Looking to the future, Saavedra says companies need to continue to work with—and for—employees. “Because of the degree to which people’s lives and routines were disrupted over the past 18 months, we’ve challenged and redefined the long-held assumptions about the world of work, where we work, how we spend our time.” It’s important, Saavedra says, to get past the common mantra that we can’t wait for things to go back to normal and to get back to doing things the way we were. “It's really important that we move forward into the future, not look backwards— that's not ever a strategy for success.”   Show notes and references ·      Study: The Data Paradox ·      Study: “Work from anywhere: Empowering the future of work”  ·      Perspectives on workforce and culture trends ·      Dell Digital - Learn more about Dell Technologies’ own digital transformation false full 39 f29aecc8-4b2e-11ec-befd-63450f0ab647 ‘Security is Everyone’s Job’ in the Workplace Hackers around the globe are smart: they know that it isn’t just good code that helps them break into systems; it’s also about understanding—and preying upon—human behavior. The threat to businesses in the form of cyberattacks is only growing—especially as companies make the shift to embrace hybrid work.

 

But John Scimone, senior vice president and chief security officer at Dell Technologies, says “security is everyone's job.” And building a culture that reflects that is a priority because cyber attacks are not going to decrease. He explains, “As we consider the vulnerability that industry and organizations face, technology and data is exploding rapidly, and growing in volume, variety, and velocity.” The increase in attacks means an increase in damage for businesses, he continues: “I would have to say that ransomware is probably the greatest risk facing most organizations today.”

 

And while ransomware isn’t a new challenge, it is compounded with the shift to hybrid work and the talent shortage experts have warned about for years. Scimone explains, “One of the key challenges we've seen in the IT space, and particularly in the security space, is a challenge around labor shortages.” He continues, “On the security side, we view the lack of cybersecurity professionals as one of the core vulnerabilities within the sector. It's truly a crisis that both the public and private sectors have been warning about for years.”

 

However, investing in employees and building a strong culture can reap benefits for cybersecurity efforts. Scimone details the success Dell has seen, “Over the last year, we’ve seen thousands of real phishing attacks that were spotted and stopped as a result of our employees seeing them first and reporting them to us.”

 

And as much as organizations try to approach cybersecurity from a systemic and technical perspective, Scimone advises focusing on the employee too, “So, training is essential, but again, it's against the backdrop of a culture organizationally, where every team member knows they have a role to play.”

 

Related resources:

●     The Data Paradox - Research & Insights

●     Global Data Protection Index


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]]> Mon, 22 Nov 2021 16:45:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Hackers around the globe are smart: they know that it isn’t just good code that helps them break into systems; it’s also about understanding—and preying upon—human behavior. The threat to businesses in the form of cyberattacks is only growing—especially as companies make the shift to embrace hybrid work.

 

But John Scimone, senior vice president and chief security officer at Dell Technologies, says “security is everyone's job.” And building a culture that reflects that is a priority because cyber attacks are not going to decrease. He explains, “As we consider the vulnerability that industry and organizations face, technology and data is exploding rapidly, and growing in volume, variety, and velocity.” The increase in attacks means an increase in damage for businesses, he continues: “I would have to say that ransomware is probably the greatest risk facing most organizations today.”

 

And while ransomware isn’t a new challenge, it is compounded with the shift to hybrid work and the talent shortage experts have warned about for years. Scimone explains, “One of the key challenges we've seen in the IT space, and particularly in the security space, is a challenge around labor shortages.” He continues, “On the security side, we view the lack of cybersecurity professionals as one of the core vulnerabilities within the sector. It's truly a crisis that both the public and private sectors have been warning about for years.”

 

However, investing in employees and building a strong culture can reap benefits for cybersecurity efforts. Scimone details the success Dell has seen, “Over the last year, we’ve seen thousands of real phishing attacks that were spotted and stopped as a result of our employees seeing them first and reporting them to us.”

 

And as much as organizations try to approach cybersecurity from a systemic and technical perspective, Scimone advises focusing on the employee too, “So, training is essential, but again, it's against the backdrop of a culture organizationally, where every team member knows they have a role to play.”

 

Related resources:

●     The Data Paradox - Research & Insights

●     Global Data Protection Index


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]]> ‘Security is Everyone’s Job’ in the Workplace MIT Technology Review Insights 00:26:01 Hackers around the globe are smart: they know that it isn’t just good code that helps them break into systems; it’s also about understanding—and preying upon—human behavior. The threat to businesses in the form of cyberattacks is only growing—especially as companies make the shift to embrace hybrid work.   But John Scimone, senior vice president and chief security officer at Dell Technologies, says “security is everyone's job.” And building a culture that reflects that is a priority because cyber attacks are not going to decrease. He explains, “As we consider the vulnerability that industry and organizations face, technology and data is exploding rapidly, and growing in volume, variety, and velocity.” The increase in attacks means an increase in damage for businesses, he continues: “I would have to say that ransomware is probably the greatest risk facing most organizations today.”   And while ransomware isn’t a new challenge, it is compounded with the shift to hybrid work and the talent shortage experts have warned about for years. Scimone explains, “One of the key challenges we've seen in the IT space, and particularly in the security space, is a challenge around labor shortages.” He continues, “On the security side, we view the lack of cybersecurity professionals as one of the core vulnerabilities within the sector. It's truly a crisis that both the public and private sectors have been warning about for years.”   However, investing in employees and building a strong culture can reap benefits for cybersecurity efforts. Scimone details the success Dell has seen, “Over the last year, we’ve seen thousands of real phishing attacks that were spotted and stopped as a result of our employees seeing them first and reporting them to us.”   And as much as organizations try to approach cybersecurity from a systemic and technical perspective, Scimone advises focusing on the employee too, “So, training is essential, but again, it's against the backdrop of a culture organizationally, where every team member knows they have a role to play.”   Related resources: ●     The Data Paradox - Research & Insights ●     Global Data Protection Index Hackers around the globe are smart: they know that it isn’t just good code that helps them break into systems; it’s also about understanding—and preying upon—human behavior. The threat to businesses in the form of cyberattacks is only growing—especially as companies make the shift to embrace hybrid work.   But John Scimone, senior vice president and chief security officer at Dell Technologies, says “security is everyone's job.” And building a culture that reflects that is a priority because cyber attacks are not going to decrease. He explains, “As we consider the vulnerability that industry and organizations face, technology and data is exploding rapidly, and growing in volume, variety, and velocity.” The increase in attacks means an increase in damage for businesses, he continues: “I would have to say that ransomware is probably the greatest risk facing most organizations today.”   And while ransomware isn’t a new challenge, it is compounded with the shift to hybrid work and the talent shortage experts have warned about for years. Scimone explains, “One of the key challenges we've seen in the IT space, and particularly in the security space, is a challenge around labor shortages.” He continues, “On the security side, we view the lack of cybersecurity professionals as one of the core vulnerabilities within the sector. It's truly a crisis that both the public and private sectors have been warning about for years.”   However, investing in employees and building a strong culture can reap benefits for cybersecurity efforts. Scimone details the success Dell has seen, “Over the last year, we’ve seen thousands of real phishing attacks that were spotted and stopped as a result of our employees seeing them first and reporting them to us.”   And as much as organizations try to approach cybersecurity from a systemic and technical perspective, Scimone advises focusing on the employee too, “So, training is essential, but again, it's against the backdrop of a culture organizationally, where every team member knows they have a role to play.”   Related resources: ●     The Data Paradox - Research & Insights ●     Global Data Protection Index false full 38 3f5065ec-45a9-11ec-97fc-bb93fcbc848e Engineering the Future of Mobility From cars to planes, the future of transportation is already here—and is changing rapidly. Software engineering is increasingly central to both the development and maintenance of all kinds of vehicles. That means more people need to start thinking like systems engineers. Dale Tutt, vice president of aerospace and defense industry for Siemens Software, says this means companies must offer more training and planning for those designing and developing vehicles of the future.


“As you try to address the talent gap, there's a lot you can do to help make the tools easier to use. By better integrating the tools and by bringing in technologies like AI to help automate the generation of different design concepts and the analysis of those concepts using simulation tools, you can extend the capabilities of the system so that it helps empower your engineers,” says Tutt.


“Companies that are the most successful at adopting systems engineering are doing it because systems engineering and the tools being used are becoming almost like the DNA of their engineering organization. Everyone is starting to think a bit like a systems engineer, even in their normal job. The tools and the ecosystem that you use to do systems engineering has a large role in facilitating adoption.”


Nand Kochar, the vice president of automotive and transportation for Siemens Software, says a systems engineering approach can extend more broadly, as engineers think about how cars and vehicles connect to everything else in their environments.


“In a smart city, the system has become the city itself. Take a vehicle in the city, for example. The definition of the system has moved from the single vehicle to include the flow of traffic in the city and to how the traffic lights operate. You can extend that expansive ecosystem to other aspects like building management, for example, into the smart city environment,” he says.


“It becomes a totally different business case than what we have today. These new technologies are furthering innovation, both at the technical level as well as at a business model level. So, as a result of autonomy and the autonomous vehicle deployment, new business models are being formed.”


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]]> Wed, 17 Nov 2021 16:47:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ From cars to planes, the future of transportation is already here—and is changing rapidly. Software engineering is increasingly central to both the development and maintenance of all kinds of vehicles. That means more people need to start thinking like systems engineers. Dale Tutt, vice president of aerospace and defense industry for Siemens Software, says this means companies must offer more training and planning for those designing and developing vehicles of the future.


“As you try to address the talent gap, there's a lot you can do to help make the tools easier to use. By better integrating the tools and by bringing in technologies like AI to help automate the generation of different design concepts and the analysis of those concepts using simulation tools, you can extend the capabilities of the system so that it helps empower your engineers,” says Tutt.


“Companies that are the most successful at adopting systems engineering are doing it because systems engineering and the tools being used are becoming almost like the DNA of their engineering organization. Everyone is starting to think a bit like a systems engineer, even in their normal job. The tools and the ecosystem that you use to do systems engineering has a large role in facilitating adoption.”


Nand Kochar, the vice president of automotive and transportation for Siemens Software, says a systems engineering approach can extend more broadly, as engineers think about how cars and vehicles connect to everything else in their environments.


“In a smart city, the system has become the city itself. Take a vehicle in the city, for example. The definition of the system has moved from the single vehicle to include the flow of traffic in the city and to how the traffic lights operate. You can extend that expansive ecosystem to other aspects like building management, for example, into the smart city environment,” he says.


“It becomes a totally different business case than what we have today. These new technologies are furthering innovation, both at the technical level as well as at a business model level. So, as a result of autonomy and the autonomous vehicle deployment, new business models are being formed.”


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]]> Engineering the Future of Mobility MIT Technology Review Insights 00:35:42 From cars to planes, the future of transportation is already here—and is changing rapidly. Software engineering is increasingly central to both the development and maintenance of all kinds of vehicles. That means more people need to start thinking like systems engineers. Dale Tutt, vice president of aerospace and defense industry for Siemens Software, says this means companies must offer more training and planning for those designing and developing vehicles of the future. “As you try to address the talent gap, there's a lot you can do to help make the tools easier to use. By better integrating the tools and by bringing in technologies like AI to help automate the generation of different design concepts and the analysis of those concepts using simulation tools, you can extend the capabilities of the system so that it helps empower your engineers,” says Tutt. “Companies that are the most successful at adopting systems engineering are doing it because systems engineering and the tools being used are becoming almost like the DNA of their engineering organization. Everyone is starting to think a bit like a systems engineer, even in their normal job. The tools and the ecosystem that you use to do systems engineering has a large role in facilitating adoption.” Nand Kochar, the vice president of automotive and transportation for Siemens Software, says a systems engineering approach can extend more broadly, as engineers think about how cars and vehicles connect to everything else in their environments. “In a smart city, the system has become the city itself. Take a vehicle in the city, for example. The definition of the system has moved from the single vehicle to include the flow of traffic in the city and to how the traffic lights operate. You can extend that expansive ecosystem to other aspects like building management, for example, into the smart city environment,” he says. “It becomes a totally different business case than what we have today. These new technologies are furthering innovation, both at the technical level as well as at a business model level. So, as a result of autonomy and the autonomous vehicle deployment, new business models are being formed.” From cars to planes, the future of transportation is already here—and is changing rapidly. Software engineering is increasingly central to both the development and maintenance of all kinds of vehicles. That means more people need to start thinking like systems engineers. Dale Tutt, vice president of aerospace and defense industry for Siemens Software, says this means companies must offer more training and planning for those designing and developing vehicles of the future. “As you try to address the talent gap, there's a lot you can do to help make the tools easier to use. By better integrating the tools and by bringing in technologies like AI to help automate the generation of different design concepts and the analysis of those concepts using simulation tools, you can extend the capabilities of the system so that it helps empower your engineers,” says Tutt. “Companies that are the most successful at adopting systems engineering are doing it because systems engineering and the tools being used are becoming almost like the DNA of their engineering organization. Everyone is starting to think a bit like a systems engineer, even in their normal job. The tools and the ecosystem that you use to do systems engineering has a large role in facilitating adoption.” Nand Kochar, the vice president of automotive and transportation for Siemens Software, says a systems engineering approach can extend more broadly, as engineers think about how cars and vehicles connect to everything else in their environments. “In a smart city, the system has become the city itself. Take a vehicle in the city, for example. The definition of the system has moved from the single vehicle to include the flow of traffic in the city and to how the traffic lights operate. You can extend that expansive ecosystem to other aspects like building management, for example, into the smart city environment,” he says. “It becomes a totally different business case than what we have today. These new technologies are furthering innovation, both at the technical level as well as at a business model level. So, as a result of autonomy and the autonomous vehicle deployment, new business models are being formed.” false full 37 dd2efad6-45a8-11ec-a91b-cb70201e59ac Accelerating Development in Aerospace for More Urban Mobility The next wave of aerospace is just around the corner, and a lot of that innovation is happening thanks to new, faster methods of development.

“What's happening now is that companies are trying to understand how they take the lessons from Agile software development and apply those to Agile product development,” explains Dale Tutt, vice president of Aerospace and Defense Industry for Siemens. With Agile software development, you can build software and test it relatively quickly.

“When you start talking about an airplane or an air taxi,” Tutt says, “it's expensive to build a prototype and test them, so you have to think about it in a different way and take a different approach. It really takes good program planning.”

This new type of product development, where planes and other kinds of air transport are developed faster than ever, still needs to incorporate safety as a top priority, which creates new kinds of challenges. These kinds of products are different than smartphones or other consumer electronics, Tutt explains.

“Part of it is driven by the safety and reliability you want to have—so that when you're flying around, you can safely operate the vehicle. There's a certain amount of durability and reliability that's built into the design of the product. The amount of investment that these companies or that an individual would make in buying one of these aircraft means there’s an expectation that it's going to last a while, and that you're going to have value in that asset. It's a little bit different than some of the consumer goods that we buy, and it's more expensive to repair them than it is to replace them.”

Balancing speed and efficiency of development is no easy feat when it comes to flying through the air. But Tutt believes we’re living through incredible times where things we can’t imagine now will soon become part of our daily lives.

 

“Whether it's high-speed aircraft and companies working on the next presidential hypersonic aircraft, or space exploration companies, or urban air mobility and air taxis—there are hundreds of startup companies that are going to transform how we move around large urban areas. And we’ll be moving around in a more sustainable manner because it will be electrically powered. Pretty cool stuff. It's been a long time since we've seen this much innovation going on in aerospace.”


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]]> Tue, 16 Nov 2021 16:05:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ The next wave of aerospace is just around the corner, and a lot of that innovation is happening thanks to new, faster methods of development.

“What's happening now is that companies are trying to understand how they take the lessons from Agile software development and apply those to Agile product development,” explains Dale Tutt, vice president of Aerospace and Defense Industry for Siemens. With Agile software development, you can build software and test it relatively quickly.

“When you start talking about an airplane or an air taxi,” Tutt says, “it's expensive to build a prototype and test them, so you have to think about it in a different way and take a different approach. It really takes good program planning.”

This new type of product development, where planes and other kinds of air transport are developed faster than ever, still needs to incorporate safety as a top priority, which creates new kinds of challenges. These kinds of products are different than smartphones or other consumer electronics, Tutt explains.

“Part of it is driven by the safety and reliability you want to have—so that when you're flying around, you can safely operate the vehicle. There's a certain amount of durability and reliability that's built into the design of the product. The amount of investment that these companies or that an individual would make in buying one of these aircraft means there’s an expectation that it's going to last a while, and that you're going to have value in that asset. It's a little bit different than some of the consumer goods that we buy, and it's more expensive to repair them than it is to replace them.”

Balancing speed and efficiency of development is no easy feat when it comes to flying through the air. But Tutt believes we’re living through incredible times where things we can’t imagine now will soon become part of our daily lives.

 

“Whether it's high-speed aircraft and companies working on the next presidential hypersonic aircraft, or space exploration companies, or urban air mobility and air taxis—there are hundreds of startup companies that are going to transform how we move around large urban areas. And we’ll be moving around in a more sustainable manner because it will be electrically powered. Pretty cool stuff. It's been a long time since we've seen this much innovation going on in aerospace.”


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Accelerating Development in Aerospace for More Urban Mobility MIT Technology Review Insights 00:28:12 The next wave of aerospace is just around the corner, and a lot of that innovation is happening thanks to new, faster methods of development. “What's happening now is that companies are trying to understand how they take the lessons from Agile software development and apply those to Agile product development,” explains Dale Tutt, vice president of Aerospace and Defense Industry for Siemens. With Agile software development, you can build software and test it relatively quickly. “When you start talking about an airplane or an air taxi,” Tutt says, “it's expensive to build a prototype and test them, so you have to think about it in a different way and take a different approach. It really takes good program planning.” This new type of product development, where planes and other kinds of air transport are developed faster than ever, still needs to incorporate safety as a top priority, which creates new kinds of challenges. These kinds of products are different than smartphones or other consumer electronics, Tutt explains. “Part of it is driven by the safety and reliability you want to have—so that when you're flying around, you can safely operate the vehicle. There's a certain amount of durability and reliability that's built into the design of the product. The amount of investment that these companies or that an individual would make in buying one of these aircraft means there’s an expectation that it's going to last a while, and that you're going to have value in that asset. It's a little bit different than some of the consumer goods that we buy, and it's more expensive to repair them than it is to replace them.” Balancing speed and efficiency of development is no easy feat when it comes to flying through the air. But Tutt believes we’re living through incredible times where things we can’t imagine now will soon become part of our daily lives.   “Whether it's high-speed aircraft and companies working on the next presidential hypersonic aircraft, or space exploration companies, or urban air mobility and air taxis—there are hundreds of startup companies that are going to transform how we move around large urban areas. And we’ll be moving around in a more sustainable manner because it will be electrically powered. Pretty cool stuff. It's been a long time since we've seen this much innovation going on in aerospace.” The next wave of aerospace is just around the corner, and a lot of that innovation is happening thanks to new, faster methods of development. “What's happening now is that companies are trying to understand how they take the lessons from Agile software development and apply those to Agile product development,” explains Dale Tutt, vice president of Aerospace and Defense Industry for Siemens. With Agile software development, you can build software and test it relatively quickly. “When you start talking about an airplane or an air taxi,” Tutt says, “it's expensive to build a prototype and test them, so you have to think about it in a different way and take a different approach. It really takes good program planning.” This new type of product development, where planes and other kinds of air transport are developed faster than ever, still needs to incorporate safety as a top priority, which creates new kinds of challenges. These kinds of products are different than smartphones or other consumer electronics, Tutt explains. “Part of it is driven by the safety and reliability you want to have—so that when you're flying around, you can safely operate the vehicle. There's a certain amount of durability and reliability that's built into the design of the product. The amount of investment that these companies or that an individual would make in buying one of these aircraft means there’s an expectation that it's going to last a while, and that you're going to have value in that asset. It's a little bit different than some of the consumer goods that we buy, and it's more expensive to repair them than it is to replace them.” Balancing speed and efficiency of development is no easy feat when it comes to flying through the air. But Tutt believes we’re living through incredible times where things we can’t imagine now will soon become part of our daily lives.   “Whether it's high-speed aircraft and companies working on the next presidential hypersonic aircraft, or space exploration companies, or urban air mobility and air taxis—there are hundreds of startup companies that are going to transform how we move around large urban areas. And we’ll be moving around in a more sustainable manner because it will be electrically powered. Pretty cool stuff. It's been a long time since we've seen this much innovation going on in aerospace.” false full 36 a585d42e-45a8-11ec-97fc-5b82b7ec7d93 Digital Transformation is Changing Banking from the Inside Out Companies across all industries are faced with the urgent need to transform the way they do business, including financial services, but changes abound with governance, security, and culture. A shift in mindset and perspective away from “the way things have always been done” is key to a successful digital transformation and to providing the frictionless customer experience banks and other financial services businesses strive to offer.


To stay competitive in the wide-ranging fintech landscape, says Michael Ruttledge, chief information officer and head of technology services at Citizens Financial Group, banks need to become more agile and embrace new technologies. He described the five pillars he has used to guide digital transformations at financial institutions: “The first pillar is moving to agile. Second is moving to a more modern architecture. Third is doubling down on the engineering talent at the bank, and fourth is being more efficient and transforming the technology cost structure. Finally, the fifth pillar is maniacally focusing on security and availability.”


Ruttledge says automation is key to delivering the frictionless experience customers want:


“As we're developing these platforms, we're looking at where can we automate. We're trying to make it frictionless for our customers—for instance, we don’t want it to take a long time for them to open an account because of the amount of information they have to enter. Is there data we can pre-populate? Are there notifications and terms and conditions we can automatically route to the customer, as opposed to them having to send in a document with a signature? We've used a lot of robotics technology. For example, we're using chatbots in our call centers to reduce the call volume to be more efficient.”


By creating the right infrastructure from the bottom up, Ruttledge was able to help Citizens better meet customer needs and expectations. Restructuring has also placed the bank in a good position to take advantage of emerging technologies, says Ruttledge:


“Another area we've touched on in the network space is 5G, which is at least 10 times faster than 4G. We're using it now in some of our branches. As a customer comes into the branch, they're met by a branch member with an iPad, and they're able to complete an application together. That wasn't possible before 5G speeds. Looking further ahead, blockchain is another area where there's a lot of promise for the future. Whether it's in contracts or in trading, the fact that it gives you immutability in terms of the data could facilitate a number of future use cases in the financial services industry.”


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Mon, 15 Nov 2021 16:58:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Companies across all industries are faced with the urgent need to transform the way they do business, including financial services, but changes abound with governance, security, and culture. A shift in mindset and perspective away from “the way things have always been done” is key to a successful digital transformation and to providing the frictionless customer experience banks and other financial services businesses strive to offer.


To stay competitive in the wide-ranging fintech landscape, says Michael Ruttledge, chief information officer and head of technology services at Citizens Financial Group, banks need to become more agile and embrace new technologies. He described the five pillars he has used to guide digital transformations at financial institutions: “The first pillar is moving to agile. Second is moving to a more modern architecture. Third is doubling down on the engineering talent at the bank, and fourth is being more efficient and transforming the technology cost structure. Finally, the fifth pillar is maniacally focusing on security and availability.”


Ruttledge says automation is key to delivering the frictionless experience customers want:


“As we're developing these platforms, we're looking at where can we automate. We're trying to make it frictionless for our customers—for instance, we don’t want it to take a long time for them to open an account because of the amount of information they have to enter. Is there data we can pre-populate? Are there notifications and terms and conditions we can automatically route to the customer, as opposed to them having to send in a document with a signature? We've used a lot of robotics technology. For example, we're using chatbots in our call centers to reduce the call volume to be more efficient.”


By creating the right infrastructure from the bottom up, Ruttledge was able to help Citizens better meet customer needs and expectations. Restructuring has also placed the bank in a good position to take advantage of emerging technologies, says Ruttledge:


“Another area we've touched on in the network space is 5G, which is at least 10 times faster than 4G. We're using it now in some of our branches. As a customer comes into the branch, they're met by a branch member with an iPad, and they're able to complete an application together. That wasn't possible before 5G speeds. Looking further ahead, blockchain is another area where there's a lot of promise for the future. Whether it's in contracts or in trading, the fact that it gives you immutability in terms of the data could facilitate a number of future use cases in the financial services industry.”


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Digital Transformation is Changing Banking from the Inside Out MIT Technology Review Insights 00:25:27 Companies across all industries are faced with the urgent need to transform the way they do business, including financial services, but changes abound with governance, security, and culture. A shift in mindset and perspective away from “the way things have always been done” is key to a successful digital transformation and to providing the frictionless customer experience banks and other financial services businesses strive to offer. To stay competitive in the wide-ranging fintech landscape, says Michael Ruttledge, chief information officer and head of technology services at Citizens Financial Group, banks need to become more agile and embrace new technologies. He described the five pillars he has used to guide digital transformations at financial institutions: “The first pillar is moving to agile. Second is moving to a more modern architecture. Third is doubling down on the engineering talent at the bank, and fourth is being more efficient and transforming the technology cost structure. Finally, the fifth pillar is maniacally focusing on security and availability.” Ruttledge says automation is key to delivering the frictionless experience customers want: “As we're developing these platforms, we're looking at where can we automate. We're trying to make it frictionless for our customers—for instance, we don’t want it to take a long time for them to open an account because of the amount of information they have to enter. Is there data we can pre-populate? Are there notifications and terms and conditions we can automatically route to the customer, as opposed to them having to send in a document with a signature? We've used a lot of robotics technology. For example, we're using chatbots in our call centers to reduce the call volume to be more efficient.” By creating the right infrastructure from the bottom up, Ruttledge was able to help Citizens better meet customer needs and expectations. Restructuring has also placed the bank in a good position to take advantage of emerging technologies, says Ruttledge: “Another area we've touched on in the network space is 5G, which is at least 10 times faster than 4G. We're using it now in some of our branches. As a customer comes into the branch, they're met by a branch member with an iPad, and they're able to complete an application together. That wasn't possible before 5G speeds. Looking further ahead, blockchain is another area where there's a lot of promise for the future. Whether it's in contracts or in trading, the fact that it gives you immutability in terms of the data could facilitate a number of future use cases in the financial services industry.” Companies across all industries are faced with the urgent need to transform the way they do business, including financial services, but changes abound with governance, security, and culture. A shift in mindset and perspective away from “the way things have always been done” is key to a successful digital transformation and to providing the frictionless customer experience banks and other financial services businesses strive to offer. To stay competitive in the wide-ranging fintech landscape, says Michael Ruttledge, chief information officer and head of technology services at Citizens Financial Group, banks need to become more agile and embrace new technologies. He described the five pillars he has used to guide digital transformations at financial institutions: “The first pillar is moving to agile. Second is moving to a more modern architecture. Third is doubling down on the engineering talent at the bank, and fourth is being more efficient and transforming the technology cost structure. Finally, the fifth pillar is maniacally focusing on security and availability.” Ruttledge says automation is key to delivering the frictionless experience customers want: “As we're developing these platforms, we're looking at where can we automate. We're trying to make it frictionless for our customers—for instance, we don’t want it to take a long time for them to open an account because of the amount of information they have to enter. Is there data we can pre-populate? Are there notifications and terms and conditions we can automatically route to the customer, as opposed to them having to send in a document with a signature? We've used a lot of robotics technology. For example, we're using chatbots in our call centers to reduce the call volume to be more efficient.” By creating the right infrastructure from the bottom up, Ruttledge was able to help Citizens better meet customer needs and expectations. Restructuring has also placed the bank in a good position to take advantage of emerging technologies, says Ruttledge: “Another area we've touched on in the network space is 5G, which is at least 10 times faster than 4G. We're using it now in some of our branches. As a customer comes into the branch, they're met by a branch member with an iPad, and they're able to complete an application together. That wasn't possible before 5G speeds. Looking further ahead, blockchain is another area where there's a lot of promise for the future. Whether it's in contracts or in trading, the fact that it gives you immutability in terms of the data could facilitate a number of future use cases in the financial services industry.” false full 35 1a39a2bc-37f5-11ec-b2d5-2bbf660598ae Cryptocurrency Isn't Private -- But With Know-How, It Could Be There’s probably no such thing as perfect privacy and security online. Hackers regularly breach corporate firewalls to gain customers’ private information, and scammers constantly strive to trick us into divulging our passwords. But existing tools can provide a high level of privacy—if we use them correctly, says Mashael Al Sabah, a cybersecurity researcher at the Qatar Computing Research Institute in Doha.

 

The trick is understanding something about the weaknesses and limitations of technologies like blockchain or digital certificates, and not using them in ways that could play into the designs of fraudsters or malware-builders. Successful privacy is “a collaboration between the tool and the user,” Al Sabah says. It requires “using the right tool in the right way.” And testing new technology for privacy and security resilience requires what she calls a “security mindset.” Which, Al Sabah explains, is necessary when assessing new technology. “You think of the different attacks that happened before and that can happen in the future, and you try to identify the weaknesses, threats and the technology.”

 

There is an urgency to better understanding how technology works with allegedly anonymous technology. “People cannot be free without their privacy,” Al Sabah argues. “Freedom’s important for the development of society.” And while that may be all well and good for folks in Silicon Valley obsessed with the latest cryptocurrency, the ability to build funding structures for all is part of her focus. Al Sabah explains, “Aside from privacy, cryptocurrency can also help societies, specifically the ones with under-developed financial infrastructure.” Which is important because, “There are societies that have no financial infrastructure.”

 

Al Sabah made a splash in the media in 2018 by co-authoring a paper demonstrating that Bitcoin transactions are a lot less anonymous than most users assume. In the study, Al Sabah and her colleagues were able to trace purchases made on the black-market “dark web” site Silk Road back to users’ real identities simply by culling through the public Bitcoin blockchain and social media accounts for matching data. More recently, Al Sabah has also been studying phishing schemes and how to detect and avoid them.

 

“There’s more awareness now among users of the importance of their privacy,” Al Sabah says. And that needs to now evolve into teaching security best practices. “So, while we cannot stop new attacks, we can make them less effective and harder to achieve by adhering to best practices.”


Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast was produced in association with the Qatar Foundation.


Show notes and links

UNICEF Crypto Fund

“Google’s top security teams unilaterally shut down a counterterrorism operation,” MIT Technology Review, March 26, 2021

“Your Sloppy Bitcoin Drug Deals Will Haunt You For Years,” Wired, January 26, 2018

“Your early darknet drug buys are preserved forever in the blockchain, waiting to be connected to your real identity,” Boing Boing, January 26, 2018

“In the Middle East, Women Are Breaking Through the STEM Ceiling,” The New York Times, sponsored by the Qatar Foundation


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Thu, 28 Oct 2021 15:55:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ There’s probably no such thing as perfect privacy and security online. Hackers regularly breach corporate firewalls to gain customers’ private information, and scammers constantly strive to trick us into divulging our passwords. But existing tools can provide a high level of privacy—if we use them correctly, says Mashael Al Sabah, a cybersecurity researcher at the Qatar Computing Research Institute in Doha.

 

The trick is understanding something about the weaknesses and limitations of technologies like blockchain or digital certificates, and not using them in ways that could play into the designs of fraudsters or malware-builders. Successful privacy is “a collaboration between the tool and the user,” Al Sabah says. It requires “using the right tool in the right way.” And testing new technology for privacy and security resilience requires what she calls a “security mindset.” Which, Al Sabah explains, is necessary when assessing new technology. “You think of the different attacks that happened before and that can happen in the future, and you try to identify the weaknesses, threats and the technology.”

 

There is an urgency to better understanding how technology works with allegedly anonymous technology. “People cannot be free without their privacy,” Al Sabah argues. “Freedom’s important for the development of society.” And while that may be all well and good for folks in Silicon Valley obsessed with the latest cryptocurrency, the ability to build funding structures for all is part of her focus. Al Sabah explains, “Aside from privacy, cryptocurrency can also help societies, specifically the ones with under-developed financial infrastructure.” Which is important because, “There are societies that have no financial infrastructure.”

 

Al Sabah made a splash in the media in 2018 by co-authoring a paper demonstrating that Bitcoin transactions are a lot less anonymous than most users assume. In the study, Al Sabah and her colleagues were able to trace purchases made on the black-market “dark web” site Silk Road back to users’ real identities simply by culling through the public Bitcoin blockchain and social media accounts for matching data. More recently, Al Sabah has also been studying phishing schemes and how to detect and avoid them.

 

“There’s more awareness now among users of the importance of their privacy,” Al Sabah says. And that needs to now evolve into teaching security best practices. “So, while we cannot stop new attacks, we can make them less effective and harder to achieve by adhering to best practices.”


Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast was produced in association with the Qatar Foundation.


Show notes and links

UNICEF Crypto Fund

“Google’s top security teams unilaterally shut down a counterterrorism operation,” MIT Technology Review, March 26, 2021

“Your Sloppy Bitcoin Drug Deals Will Haunt You For Years,” Wired, January 26, 2018

“Your early darknet drug buys are preserved forever in the blockchain, waiting to be connected to your real identity,” Boing Boing, January 26, 2018

“In the Middle East, Women Are Breaking Through the STEM Ceiling,” The New York Times, sponsored by the Qatar Foundation


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Cryptocurrency Isn't Private -- But With Know-How, It Could Be MIT Technology Review Insights 00:25:09 There’s probably no such thing as perfect privacy and security online. Hackers regularly breach corporate firewalls to gain customers’ private information, and scammers constantly strive to trick us into divulging our passwords. But existing tools can provide a high level of privacy—if we use them correctly, says Mashael Al Sabah, a cybersecurity researcher at the Qatar Computing Research Institute in Doha.   The trick is understanding something about the weaknesses and limitations of technologies like blockchain or digital certificates, and not using them in ways that could play into the designs of fraudsters or malware-builders. Successful privacy is “a collaboration between the tool and the user,” Al Sabah says. It requires “using the right tool in the right way.” And testing new technology for privacy and security resilience requires what she calls a “security mindset.” Which, Al Sabah explains, is necessary when assessing new technology. “You think of the different attacks that happened before and that can happen in the future, and you try to identify the weaknesses, threats and the technology.”   There is an urgency to better understanding how technology works with allegedly anonymous technology. “People cannot be free without their privacy,” Al Sabah argues. “Freedom’s important for the development of society.” And while that may be all well and good for folks in Silicon Valley obsessed with the latest cryptocurrency, the ability to build funding structures for all is part of her focus. Al Sabah explains, “Aside from privacy, cryptocurrency can also help societies, specifically the ones with under-developed financial infrastructure.” Which is important because, “There are societies that have no financial infrastructure.”   Al Sabah made a splash in the media in 2018 by co-authoring a paper demonstrating that Bitcoin transactions are a lot less anonymous than most users assume. In the study, Al Sabah and her colleagues were able to trace purchases made on the black-market “dark web” site Silk Road back to users’ real identities simply by culling through the public Bitcoin blockchain and social media accounts for matching data. More recently, Al Sabah has also been studying phishing schemes and how to detect and avoid them.   “There’s more awareness now among users of the importance of their privacy,” Al Sabah says. And that needs to now evolve into teaching security best practices. “So, while we cannot stop new attacks, we can make them less effective and harder to achieve by adhering to best practices.” Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast was produced in association with the Qatar Foundation. Show notes and links UNICEF Crypto Fund “Google’s top security teams unilaterally shut down a counterterrorism operation,” MIT Technology Review, March 26, 2021 “Your Sloppy Bitcoin Drug Deals Will Haunt You For Years,” Wired, January 26, 2018 “Your early darknet drug buys are preserved forever in the blockchain, waiting to be connected to your real identity,” Boing Boing, January 26, 2018 “In the Middle East, Women Are Breaking Through the STEM Ceiling,” The New York Times, sponsored by the Qatar Foundation There’s probably no such thing as perfect privacy and security online. Hackers regularly breach corporate firewalls to gain customers’ private information, and scammers constantly strive to trick us into divulging our passwords. But existing tools can provide a high level of privacy—if we use them correctly, says Mashael Al Sabah, a cybersecurity researcher at the Qatar Computing Research Institute in Doha.   The trick is understanding something about the weaknesses and limitations of technologies like blockchain or digital certificates, and not using them in ways that could play into the designs of fraudsters or malware-builders. Successful privacy is “a collaboration between the tool and the user,” Al Sabah says. It requires “using the right tool in the right way.” And testing new technology for privacy and security resilience requires what she calls a “security mindset.” Which, Al Sabah explains, is necessary when assessing new technology. “You think of the different attacks that happened before and that can happen in the future, and you try to identify the weaknesses, threats and the technology.”   There is an urgency to better understanding how technology works with allegedly anonymous technology. “People cannot be free without their privacy,” Al Sabah argues. “Freedom’s important for the development of society.” And while that may be all well and good for folks in Silicon Valley obsessed with the latest cryptocurrency, the ability to build funding structures for all is part of her focus. Al Sabah explains, “Aside from privacy, cryptocurrency can also help societies, specifically the ones with under-developed financial infrastructure.” Which is important because, “There are societies that have no financial infrastructure.”   Al Sabah made a splash in the media in 2018 by co-authoring a paper demonstrating that Bitcoin transactions are a lot less anonymous than most users assume. In the study, Al Sabah and her colleagues were able to trace purchases made on the black-market “dark web” site Silk Road back to users’ real identities simply by culling through the public Bitcoin blockchain and social media accounts for matching data. More recently, Al Sabah has also been studying phishing schemes and how to detect and avoid them.   “There’s more awareness now among users of the importance of their privacy,” Al Sabah says. And that needs to now evolve into teaching security best practices. “So, while we cannot stop new attacks, we can make them less effective and harder to achieve by adhering to best practices.” Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast was produced in association with the Qatar Foundation. Show notes and links UNICEF Crypto Fund “Google’s top security teams unilaterally shut down a counterterrorism operation,” MIT Technology Review, March 26, 2021 “Your Sloppy Bitcoin Drug Deals Will Haunt You For Years,” Wired, January 26, 2018 “Your early darknet drug buys are preserved forever in the blockchain, waiting to be connected to your real identity,” Boing Boing, January 26, 2018 “In the Middle East, Women Are Breaking Through the STEM Ceiling,” The New York Times, sponsored by the Qatar Foundation false full 34 3baa0be0-3583-11ec-bb68-b794e94ad0c7 Robo-taxis are Headed for a Street Near You In the coming years, mobility solutions—or how we get from point A to point B—will bridge the gap between ground and air transportation—yes, that means flying cars. Technological advancements are transforming mobility for people and, leading to unprecedented change. Nand Kochhar, vice president of automotive and transportation for Siemens Software says this transformation extends beyond transportation to society in general.

“The future of mobility is going to be multimodal to meet consumer demands, to offer a holistic experience in a frictionless way, which offers comfort, convenience, and safety to the end consumer.” Thinking about transportation differently is part of a bigger trend, Kochhar notes: “Look at few other trends like sustainability and emissions, which are not just a challenge for the automotive industry but to society as a whole.”

The advances in technology will have benefits beyond shipping and commute improvements—these technological advancements, Kochhar argues, are poised to drive an infrastructure paradigm shift that will bring newfound autonomy to those who, today, aren’t able to get around by themselves. 

Kochhar explains, “Just imagine people in our own families who are in that stage where they're not able to drive today. Now, you're able to provide them freedom.”

 

Show notes and references

·     SAE levels of autonomous driving

·     Siemens Mobility


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]]> Tue, 26 Oct 2021 16:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ In the coming years, mobility solutions—or how we get from point A to point B—will bridge the gap between ground and air transportation—yes, that means flying cars. Technological advancements are transforming mobility for people and, leading to unprecedented change. Nand Kochhar, vice president of automotive and transportation for Siemens Software says this transformation extends beyond transportation to society in general.

“The future of mobility is going to be multimodal to meet consumer demands, to offer a holistic experience in a frictionless way, which offers comfort, convenience, and safety to the end consumer.” Thinking about transportation differently is part of a bigger trend, Kochhar notes: “Look at few other trends like sustainability and emissions, which are not just a challenge for the automotive industry but to society as a whole.”

The advances in technology will have benefits beyond shipping and commute improvements—these technological advancements, Kochhar argues, are poised to drive an infrastructure paradigm shift that will bring newfound autonomy to those who, today, aren’t able to get around by themselves. 

Kochhar explains, “Just imagine people in our own families who are in that stage where they're not able to drive today. Now, you're able to provide them freedom.”

 

Show notes and references

·     SAE levels of autonomous driving

·     Siemens Mobility


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]]> Robo-taxis are Headed for a Street Near You MIT Technology Review Insights 00:33:15 In the coming years, mobility solutions—or how we get from point A to point B—will bridge the gap between ground and air transportation—yes, that means flying cars. Technological advancements are transforming mobility for people and, leading to unprecedented change. Nand Kochhar, vice president of automotive and transportation for Siemens Software says this transformation extends beyond transportation to society in general. “The future of mobility is going to be multimodal to meet consumer demands, to offer a holistic experience in a frictionless way, which offers comfort, convenience, and safety to the end consumer.” Thinking about transportation differently is part of a bigger trend, Kochhar notes: “Look at few other trends like sustainability and emissions, which are not just a challenge for the automotive industry but to society as a whole.” The advances in technology will have benefits beyond shipping and commute improvements—these technological advancements, Kochhar argues, are poised to drive an infrastructure paradigm shift that will bring newfound autonomy to those who, today, aren’t able to get around by themselves.  Kochhar explains, “Just imagine people in our own families who are in that stage where they're not able to drive today. Now, you're able to provide them freedom.”   Show notes and references ·     SAE levels of autonomous driving ·     Siemens Mobility In the coming years, mobility solutions—or how we get from point A to point B—will bridge the gap between ground and air transportation—yes, that means flying cars. Technological advancements are transforming mobility for people and, leading to unprecedented change. Nand Kochhar, vice president of automotive and transportation for Siemens Software says this transformation extends beyond transportation to society in general. “The future of mobility is going to be multimodal to meet consumer demands, to offer a holistic experience in a frictionless way, which offers comfort, convenience, and safety to the end consumer.” Thinking about transportation differently is part of a bigger trend, Kochhar notes: “Look at few other trends like sustainability and emissions, which are not just a challenge for the automotive industry but to society as a whole.” The advances in technology will have benefits beyond shipping and commute improvements—these technological advancements, Kochhar argues, are poised to drive an infrastructure paradigm shift that will bring newfound autonomy to those who, today, aren’t able to get around by themselves.  Kochhar explains, “Just imagine people in our own families who are in that stage where they're not able to drive today. Now, you're able to provide them freedom.”   Show notes and references ·     SAE levels of autonomous driving ·     Siemens Mobility false full 33 3ae71596-3028-11ec-834b-c7ddb98e0a8b Machine Learning in the Cloud is Helping Businesses Innovate In the past decade, machine learning has become a familiar technology for improving the efficiency and accuracy of processes like recommendations, supply chain forecasting, developing chatbots, image and text search, and automated customer service functions, to name a few. Machine learning today is becoming even more pervasive, impacting every market segment and industry, including manufacturing, SaaS platforms, health care, reservations and customer support routing, natural language processing (NLP) tasks such as intelligent document processing, and even food services.

Take the case of Domino’s Pizza, which has been using machine learning tools created to improve efficiencies in pizza production. “Domino’s had a project called Project 3TEN which aimed to have a pizza ready for pickup within three minutes of an order, or have it delivered within 10 minutes of an order,” says Dr. Bratin Saha, vice president and general manager of machine learning services for Amazon AI. “If you want to hit those goals, you have to be able to predict when a pizza order will come in. They use predictive machine learning models to achieve that.”

The recent rise of machine learning across diverse industries has been driven by improvements in other technological areas, says Saha—not the least of which is the increasing compute power in cloud data centers. 

“Over the last few years,” explains Saha, “the amount of total compute that can be thrown at machine learning problems has been doubling almost every four months. That's 5 to 6 times more than Moore's Law. As a result, a lot of functions that once could only be done by humans—things like detecting an object or understanding speech—are being performed by computers and machine learning models.”

And although advances in technology are an incentive to innovate, focusing on customer needs is key. Saha continues, “At AWS, everything we do works back from the customer and figuring out how we reduce their pain points and how we make it easier for them to do machine learning.” The goal is to reach a point where it’s less expensive and machine learning is faster. So with AWS Saha explains, “At the bottom of the stack of machine learning services, we are innovating on the machine learning infrastructure so that we can make it cheaper for customers to do machine learning and faster for customers to do machine learning. There we have two AWS innovations. One is Inferentia and the other is Trainium.”

The current machine learning use cases that help companies optimize the value of their data to perform tasks and improve products is just the beginning, Saha says.

“Machine learning is just going to get more pervasive. Companies will see that they're able to fundamentally transform the way they do business. They’ll see they are fundamentally transforming the customer experience, and they will embrace machine learning.”

Show notes and references

·      AWS Machine Learning Infrastructure


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]]> Tue, 19 Oct 2021 15:55:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ In the past decade, machine learning has become a familiar technology for improving the efficiency and accuracy of processes like recommendations, supply chain forecasting, developing chatbots, image and text search, and automated customer service functions, to name a few. Machine learning today is becoming even more pervasive, impacting every market segment and industry, including manufacturing, SaaS platforms, health care, reservations and customer support routing, natural language processing (NLP) tasks such as intelligent document processing, and even food services.

Take the case of Domino’s Pizza, which has been using machine learning tools created to improve efficiencies in pizza production. “Domino’s had a project called Project 3TEN which aimed to have a pizza ready for pickup within three minutes of an order, or have it delivered within 10 minutes of an order,” says Dr. Bratin Saha, vice president and general manager of machine learning services for Amazon AI. “If you want to hit those goals, you have to be able to predict when a pizza order will come in. They use predictive machine learning models to achieve that.”

The recent rise of machine learning across diverse industries has been driven by improvements in other technological areas, says Saha—not the least of which is the increasing compute power in cloud data centers. 

“Over the last few years,” explains Saha, “the amount of total compute that can be thrown at machine learning problems has been doubling almost every four months. That's 5 to 6 times more than Moore's Law. As a result, a lot of functions that once could only be done by humans—things like detecting an object or understanding speech—are being performed by computers and machine learning models.”

And although advances in technology are an incentive to innovate, focusing on customer needs is key. Saha continues, “At AWS, everything we do works back from the customer and figuring out how we reduce their pain points and how we make it easier for them to do machine learning.” The goal is to reach a point where it’s less expensive and machine learning is faster. So with AWS Saha explains, “At the bottom of the stack of machine learning services, we are innovating on the machine learning infrastructure so that we can make it cheaper for customers to do machine learning and faster for customers to do machine learning. There we have two AWS innovations. One is Inferentia and the other is Trainium.”

The current machine learning use cases that help companies optimize the value of their data to perform tasks and improve products is just the beginning, Saha says.

“Machine learning is just going to get more pervasive. Companies will see that they're able to fundamentally transform the way they do business. They’ll see they are fundamentally transforming the customer experience, and they will embrace machine learning.”

Show notes and references

·      AWS Machine Learning Infrastructure


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]]> Machine Learning in the Cloud is Helping Businesses Innovate MIT Technology Review Insights 00:31:59 In the past decade, machine learning has become a familiar technology for improving the efficiency and accuracy of processes like recommendations, supply chain forecasting, developing chatbots, image and text search, and automated customer service functions, to name a few. Machine learning today is becoming even more pervasive, impacting every market segment and industry, including manufacturing, SaaS platforms, health care, reservations and customer support routing, natural language processing (NLP) tasks such as intelligent document processing, and even food services. Take the case of Domino’s Pizza, which has been using machine learning tools created to improve efficiencies in pizza production. “Domino’s had a project called Project 3TEN which aimed to have a pizza ready for pickup within three minutes of an order, or have it delivered within 10 minutes of an order,” says Dr. Bratin Saha, vice president and general manager of machine learning services for Amazon AI. “If you want to hit those goals, you have to be able to predict when a pizza order will come in. They use predictive machine learning models to achieve that.” The recent rise of machine learning across diverse industries has been driven by improvements in other technological areas, says Saha—not the least of which is the increasing compute power in cloud data centers.  “Over the last few years,” explains Saha, “the amount of total compute that can be thrown at machine learning problems has been doubling almost every four months. That's 5 to 6 times more than Moore's Law. As a result, a lot of functions that once could only be done by humans—things like detecting an object or understanding speech—are being performed by computers and machine learning models.” And although advances in technology are an incentive to innovate, focusing on customer needs is key. Saha continues, “At AWS, everything we do works back from the customer and figuring out how we reduce their pain points and how we make it easier for them to do machine learning.” The goal is to reach a point where it’s less expensive and machine learning is faster. So with AWS Saha explains, “At the bottom of the stack of machine learning services, we are innovating on the machine learning infrastructure so that we can make it cheaper for customers to do machine learning and faster for customers to do machine learning. There we have two AWS innovations. One is Inferentia and the other is Trainium.” The current machine learning use cases that help companies optimize the value of their data to perform tasks and improve products is just the beginning, Saha says. “Machine learning is just going to get more pervasive. Companies will see that they're able to fundamentally transform the way they do business. They’ll see they are fundamentally transforming the customer experience, and they will embrace machine learning.” Show notes and references ·      AWS Machine Learning Infrastructure In the past decade, machine learning has become a familiar technology for improving the efficiency and accuracy of processes like recommendations, supply chain forecasting, developing chatbots, image and text search, and automated customer service functions, to name a few. Machine learning today is becoming even more pervasive, impacting every market segment and industry, including manufacturing, SaaS platforms, health care, reservations and customer support routing, natural language processing (NLP) tasks such as intelligent document processing, and even food services. Take the case of Domino’s Pizza, which has been using machine learning tools created to improve efficiencies in pizza production. “Domino’s had a project called Project 3TEN which aimed to have a pizza ready for pickup within three minutes of an order, or have it delivered within 10 minutes of an order,” says Dr. Bratin Saha, vice president and general manager of machine learning services for Amazon AI. “If you want to hit those goals, you have to be able to predict when a pizza order will come in. They use predictive machine learning models to achieve that.” The recent rise of machine learning across diverse industries has been driven by improvements in other technological areas, says Saha—not the least of which is the increasing compute power in cloud data centers.  “Over the last few years,” explains Saha, “the amount of total compute that can be thrown at machine learning problems has been doubling almost every four months. That's 5 to 6 times more than Moore's Law. As a result, a lot of functions that once could only be done by humans—things like detecting an object or understanding speech—are being performed by computers and machine learning models.” And although advances in technology are an incentive to innovate, focusing on customer needs is key. Saha continues, “At AWS, everything we do works back from the customer and figuring out how we reduce their pain points and how we make it easier for them to do machine learning.” The goal is to reach a point where it’s less expensive and machine learning is faster. So with AWS Saha explains, “At the bottom of the stack of machine learning services, we are innovating on the machine learning infrastructure so that we can make it cheaper for customers to do machine learning and faster for customers to do machine learning. There we have two AWS innovations. One is Inferentia and the other is Trainium.” The current machine learning use cases that help companies optimize the value of their data to perform tasks and improve products is just the beginning, Saha says. “Machine learning is just going to get more pervasive. Companies will see that they're able to fundamentally transform the way they do business. They’ll see they are fundamentally transforming the customer experience, and they will embrace machine learning.” Show notes and references ·      AWS Machine Learning Infrastructure false full 32 61e1f07a-2548-11ec-bd90-afa16942a29a Creating a Better Human Experience at Work Starts with Trust What if managers and leaders at companies focused on a new goal: to elevate the human experience?

This paradigm shift is something Amelia Dunlop, chief experience officer at Deloitte Digital, advocates for. She and her team have worked hard to measure the amount of humanity in the workplace—a measurement that often depends on how much trust exists between workers and leaders.

Dunlop’s team focused on four signals of trust that leaders can track: capability, reliability, humanity, and transparency. Using these four measurements, which make up Deloitte’s HX TrustID solution, the team was able to predict future behaviors with high accuracy.

It can appear far-fetched to measure seemingly intangible concepts with hard data, and Dunlop acknowledges that many remain skeptical about her use of the word “love” when it comes to work.

“There was part of me that wanted to be deliberately provocative, to say that there is, in fact, a role for love in the workplace. And the way it connects is that worth can be either intrinsic or extrinsic. So, there's an extrinsic measures of worth, such as titles and promotions, how much someone is paid, or who has the awesome corner office. Intrinsic worth is much more about how you feel before you give a presentation, or before you get a job promotion. And do you feel like you are ‘enough’ in a workplace that's constantly evaluating you?”

Especially post-pandemic, Dunlop argues that workers and leaders need to embrace this kind of love and worth so that companies can move into the future successfully.

“There's something about humanizing leadership that I've been thinking a lot about.  When we, as leaders, are willing to make ourselves vulnerable, to show up authentically, drop the professional masks we all wear, be transparent, demonstrate that we care—these are all signals that foster trust.”


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]]> Tue, 5 Oct 2021 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ What if managers and leaders at companies focused on a new goal: to elevate the human experience?

This paradigm shift is something Amelia Dunlop, chief experience officer at Deloitte Digital, advocates for. She and her team have worked hard to measure the amount of humanity in the workplace—a measurement that often depends on how much trust exists between workers and leaders.

Dunlop’s team focused on four signals of trust that leaders can track: capability, reliability, humanity, and transparency. Using these four measurements, which make up Deloitte’s HX TrustID solution, the team was able to predict future behaviors with high accuracy.

It can appear far-fetched to measure seemingly intangible concepts with hard data, and Dunlop acknowledges that many remain skeptical about her use of the word “love” when it comes to work.

“There was part of me that wanted to be deliberately provocative, to say that there is, in fact, a role for love in the workplace. And the way it connects is that worth can be either intrinsic or extrinsic. So, there's an extrinsic measures of worth, such as titles and promotions, how much someone is paid, or who has the awesome corner office. Intrinsic worth is much more about how you feel before you give a presentation, or before you get a job promotion. And do you feel like you are ‘enough’ in a workplace that's constantly evaluating you?”

Especially post-pandemic, Dunlop argues that workers and leaders need to embrace this kind of love and worth so that companies can move into the future successfully.

“There's something about humanizing leadership that I've been thinking a lot about.  When we, as leaders, are willing to make ourselves vulnerable, to show up authentically, drop the professional masks we all wear, be transparent, demonstrate that we care—these are all signals that foster trust.”


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]]> Creating a Better Human Experience at Work Starts with Trust MIT Technology Review Insights 00:27:07 What if managers and leaders at companies focused on a new goal: to elevate the human experience? This paradigm shift is something Amelia Dunlop, chief experience officer at Deloitte Digital, advocates for. She and her team have worked hard to measure the amount of humanity in the workplace—a measurement that often depends on how much trust exists between workers and leaders. Dunlop’s team focused on four signals of trust that leaders can track: capability, reliability, humanity, and transparency. Using these four measurements, which make up Deloitte’s HX TrustID solution, the team was able to predict future behaviors with high accuracy. It can appear far-fetched to measure seemingly intangible concepts with hard data, and Dunlop acknowledges that many remain skeptical about her use of the word “love” when it comes to work. “There was part of me that wanted to be deliberately provocative, to say that there is, in fact, a role for love in the workplace. And the way it connects is that worth can be either intrinsic or extrinsic. So, there's an extrinsic measures of worth, such as titles and promotions, how much someone is paid, or who has the awesome corner office. Intrinsic worth is much more about how you feel before you give a presentation, or before you get a job promotion. And do you feel like you are ‘enough’ in a workplace that's constantly evaluating you?” Especially post-pandemic, Dunlop argues that workers and leaders need to embrace this kind of love and worth so that companies can move into the future successfully. “There's something about humanizing leadership that I've been thinking a lot about.  When we, as leaders, are willing to make ourselves vulnerable, to show up authentically, drop the professional masks we all wear, be transparent, demonstrate that we care—these are all signals that foster trust.” What if managers and leaders at companies focused on a new goal: to elevate the human experience? This paradigm shift is something Amelia Dunlop, chief experience officer at Deloitte Digital, advocates for. She and her team have worked hard to measure the amount of humanity in the workplace—a measurement that often depends on how much trust exists between workers and leaders. Dunlop’s team focused on four signals of trust that leaders can track: capability, reliability, humanity, and transparency. Using these four measurements, which make up Deloitte’s HX TrustID solution, the team was able to predict future behaviors with high accuracy. It can appear far-fetched to measure seemingly intangible concepts with hard data, and Dunlop acknowledges that many remain skeptical about her use of the word “love” when it comes to work. “There was part of me that wanted to be deliberately provocative, to say that there is, in fact, a role for love in the workplace. And the way it connects is that worth can be either intrinsic or extrinsic. So, there's an extrinsic measures of worth, such as titles and promotions, how much someone is paid, or who has the awesome corner office. Intrinsic worth is much more about how you feel before you give a presentation, or before you get a job promotion. And do you feel like you are ‘enough’ in a workplace that's constantly evaluating you?” Especially post-pandemic, Dunlop argues that workers and leaders need to embrace this kind of love and worth so that companies can move into the future successfully. “There's something about humanizing leadership that I've been thinking a lot about.  When we, as leaders, are willing to make ourselves vulnerable, to show up authentically, drop the professional masks we all wear, be transparent, demonstrate that we care—these are all signals that foster trust.” false full 31 b6f94350-10db-11ec-8079-63cfb8d57820 A Customer-Centric Approach is Key in a Post-Pandemic World Quoting John Lennon, Bill Kanarick describes the tectonic industry shifts brought on by the pandemic: “There are decades where nothing happens, and there are weeks where decades happen.” After months of hunkering down at home, consumers got used to online shopping, telehealth doctor’s appointments and contactless and curbside pickup, effectively doubling e-commerce sales in the last 18 months.

“So just in a one-year period, what you saw is the intensification of commitment to an investment in digital transformation driven by the pandemic in part,” says Kanarick, EY’s global chief transformation architect for consulting. “Because you had to have a distributed workforce, you had to better meet the customer where the customer needed to be met.”

These new consumerist practices are here to stay, Kanarick predicts—and that means businesses have to reinvent themselves. He discusses how companies are rising to the challenge of new consumer needs and differentiates businesses that will thrive from those that will struggle to survive.

“You have to choose to commit to pursue a different future,” says Kanarick. “There’s no transformation effort on the planet that doesn’t itself come with significant risks. So, you’ve got to also understand how you’re going to mitigate and manage that downside risk.”

But Kanarick is ultimately optimistic about the future, arguing that many companies are steadfast in their commitment to adapting to the evolving digital landscape and keeping pace with customers’ digital habits. 

“If you just simply look at the past year and a half and the rate of change, and frankly in many cases, against seemingly insurmountable odds, the amount of prosperity and reinvention we were able to generate is staggering.”


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]]> Thu, 9 Sep 2021 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Quoting John Lennon, Bill Kanarick describes the tectonic industry shifts brought on by the pandemic: “There are decades where nothing happens, and there are weeks where decades happen.” After months of hunkering down at home, consumers got used to online shopping, telehealth doctor’s appointments and contactless and curbside pickup, effectively doubling e-commerce sales in the last 18 months.

“So just in a one-year period, what you saw is the intensification of commitment to an investment in digital transformation driven by the pandemic in part,” says Kanarick, EY’s global chief transformation architect for consulting. “Because you had to have a distributed workforce, you had to better meet the customer where the customer needed to be met.”

These new consumerist practices are here to stay, Kanarick predicts—and that means businesses have to reinvent themselves. He discusses how companies are rising to the challenge of new consumer needs and differentiates businesses that will thrive from those that will struggle to survive.

“You have to choose to commit to pursue a different future,” says Kanarick. “There’s no transformation effort on the planet that doesn’t itself come with significant risks. So, you’ve got to also understand how you’re going to mitigate and manage that downside risk.”

But Kanarick is ultimately optimistic about the future, arguing that many companies are steadfast in their commitment to adapting to the evolving digital landscape and keeping pace with customers’ digital habits. 

“If you just simply look at the past year and a half and the rate of change, and frankly in many cases, against seemingly insurmountable odds, the amount of prosperity and reinvention we were able to generate is staggering.”


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]]> A Customer-Centric Approach is Key in a Post-Pandemic World MIT Technology Review Insights 00:37:58 Quoting John Lennon, Bill Kanarick describes the tectonic industry shifts brought on by the pandemic: “There are decades where nothing happens, and there are weeks where decades happen.” After months of hunkering down at home, consumers got used to online shopping, telehealth doctor’s appointments and contactless and curbside pickup, effectively doubling e-commerce sales in the last 18 months. “So just in a one-year period, what you saw is the intensification of commitment to an investment in digital transformation driven by the pandemic in part,” says Kanarick, EY’s global chief transformation architect for consulting. “Because you had to have a distributed workforce, you had to better meet the customer where the customer needed to be met.” These new consumerist practices are here to stay, Kanarick predicts—and that means businesses have to reinvent themselves. He discusses how companies are rising to the challenge of new consumer needs and differentiates businesses that will thrive from those that will struggle to survive. “You have to choose to commit to pursue a different future,” says Kanarick. “There’s no transformation effort on the planet that doesn’t itself come with significant risks. So, you’ve got to also understand how you’re going to mitigate and manage that downside risk.” But Kanarick is ultimately optimistic about the future, arguing that many companies are steadfast in their commitment to adapting to the evolving digital landscape and keeping pace with customers’ digital habits.  “If you just simply look at the past year and a half and the rate of change, and frankly in many cases, against seemingly insurmountable odds, the amount of prosperity and reinvention we were able to generate is staggering.” Quoting John Lennon, Bill Kanarick describes the tectonic industry shifts brought on by the pandemic: “There are decades where nothing happens, and there are weeks where decades happen.” After months of hunkering down at home, consumers got used to online shopping, telehealth doctor’s appointments and contactless and curbside pickup, effectively doubling e-commerce sales in the last 18 months. “So just in a one-year period, what you saw is the intensification of commitment to an investment in digital transformation driven by the pandemic in part,” says Kanarick, EY’s global chief transformation architect for consulting. “Because you had to have a distributed workforce, you had to better meet the customer where the customer needed to be met.” These new consumerist practices are here to stay, Kanarick predicts—and that means businesses have to reinvent themselves. He discusses how companies are rising to the challenge of new consumer needs and differentiates businesses that will thrive from those that will struggle to survive. “You have to choose to commit to pursue a different future,” says Kanarick. “There’s no transformation effort on the planet that doesn’t itself come with significant risks. So, you’ve got to also understand how you’re going to mitigate and manage that downside risk.” But Kanarick is ultimately optimistic about the future, arguing that many companies are steadfast in their commitment to adapting to the evolving digital landscape and keeping pace with customers’ digital habits.  “If you just simply look at the past year and a half and the rate of change, and frankly in many cases, against seemingly insurmountable odds, the amount of prosperity and reinvention we were able to generate is staggering.” false full 30 aed7fb6c-fe2a-11eb-97af-133c719c9ded A New Age of Data Means Embracing the Edge Artificial intelligence holds an enormous promise, but to be effective, it must learn from massive sets of data—and the more diverse the better. By learning patterns, AI tools can uncover insights and help decision-making not just in technology, but also pharmaceuticals, medicine, manufacturing, and more. However, data can’t always be shared—whether it’s personally identifiable, holds proprietary information, or to do so would be a security concern—until now.

“It’s going to be a new age.” Says Dr. Eng Lim Goh, senior vice president and CTO of artificial intelligence at Hewlett Packard Enterprise. “The world will shift from one where you have centralized data, what we've been used to for decades, to one where you have to be comfortable with data being everywhere.”

Data everywhere means the edge, where each device, server, and cloud instance collect massive amounts of data. One estimate has the number of connected devices at the edge increasing to 50 billion by 2022. The conundrum: how to keep collected data secure but also be able to share learnings from the data, which, in turn, helps teach AI to be smarter. Enter swarm learning.

Swarm learning, or swarm intelligence, is how swarms of bees or birds move in response to their environment. When applied to data Goh explains, there is “more peer-to-peer communications, more peer-to-peer collaboration, more peer-to-peer learning.” And Goh continues, “That's the reason why swarm learning will become more and more important as …as the center of gravity shifts” from centralized to decentralized data.

Consider this example, says Goh. “A hospital trains their machine learning models on chest X-rays and sees a lot of tuberculosis cases, but very little of lung collapsed cases. So therefore, this neural network model, when trained, will be very sensitive to what's detecting tuberculosis and less sensitive towards detecting lung collapse.” Goh continues, “However, we get the converse of it in another hospital. So what you really want is to have these two hospitals combine their data so that the resulting neural network model can predict both situations better. But since you can't share that data, swarm learning comes in to help reduce that bias of both the hospitals.”

And this means, “each hospital is able to predict outcomes, with accuracy and with reduced bias, as though you have collected all the patient data globally in one place and learned from it,” says Goh.

And it’s not just hospital and patient data that must be kept secure. Goh emphasizes “What swarm learning does is to try to avoid that sharing of data, or totally prevent the sharing of data, to [a model] where you only share the insights, you share the learnings. And that's why it is fundamentally more secure.”


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Mon, 16 Aug 2021 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Artificial intelligence holds an enormous promise, but to be effective, it must learn from massive sets of data—and the more diverse the better. By learning patterns, AI tools can uncover insights and help decision-making not just in technology, but also pharmaceuticals, medicine, manufacturing, and more. However, data can’t always be shared—whether it’s personally identifiable, holds proprietary information, or to do so would be a security concern—until now.

“It’s going to be a new age.” Says Dr. Eng Lim Goh, senior vice president and CTO of artificial intelligence at Hewlett Packard Enterprise. “The world will shift from one where you have centralized data, what we've been used to for decades, to one where you have to be comfortable with data being everywhere.”

Data everywhere means the edge, where each device, server, and cloud instance collect massive amounts of data. One estimate has the number of connected devices at the edge increasing to 50 billion by 2022. The conundrum: how to keep collected data secure but also be able to share learnings from the data, which, in turn, helps teach AI to be smarter. Enter swarm learning.

Swarm learning, or swarm intelligence, is how swarms of bees or birds move in response to their environment. When applied to data Goh explains, there is “more peer-to-peer communications, more peer-to-peer collaboration, more peer-to-peer learning.” And Goh continues, “That's the reason why swarm learning will become more and more important as …as the center of gravity shifts” from centralized to decentralized data.

Consider this example, says Goh. “A hospital trains their machine learning models on chest X-rays and sees a lot of tuberculosis cases, but very little of lung collapsed cases. So therefore, this neural network model, when trained, will be very sensitive to what's detecting tuberculosis and less sensitive towards detecting lung collapse.” Goh continues, “However, we get the converse of it in another hospital. So what you really want is to have these two hospitals combine their data so that the resulting neural network model can predict both situations better. But since you can't share that data, swarm learning comes in to help reduce that bias of both the hospitals.”

And this means, “each hospital is able to predict outcomes, with accuracy and with reduced bias, as though you have collected all the patient data globally in one place and learned from it,” says Goh.

And it’s not just hospital and patient data that must be kept secure. Goh emphasizes “What swarm learning does is to try to avoid that sharing of data, or totally prevent the sharing of data, to [a model] where you only share the insights, you share the learnings. And that's why it is fundamentally more secure.”


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> A New Age of Data Means Embracing the Edge MIT Technology Review Insights 00:33:11 Artificial intelligence holds an enormous promise, but to be effective, it must learn from massive sets of data—and the more diverse the better. By learning patterns, AI tools can uncover insights and help decision-making not just in technology, but also pharmaceuticals, medicine, manufacturing, and more. However, data can’t always be shared—whether it’s personally identifiable, holds proprietary information, or to do so would be a security concern—until now. “It’s going to be a new age.” Says Dr. Eng Lim Goh, senior vice president and CTO of artificial intelligence at Hewlett Packard Enterprise. “The world will shift from one where you have centralized data, what we've been used to for decades, to one where you have to be comfortable with data being everywhere.” Data everywhere means the edge, where each device, server, and cloud instance collect massive amounts of data. One estimate has the number of connected devices at the edge increasing to 50 billion by 2022. The conundrum: how to keep collected data secure but also be able to share learnings from the data, which, in turn, helps teach AI to be smarter. Enter swarm learning. Swarm learning, or swarm intelligence, is how swarms of bees or birds move in response to their environment. When applied to data Goh explains, there is “more peer-to-peer communications, more peer-to-peer collaboration, more peer-to-peer learning.” And Goh continues, “That's the reason why swarm learning will become more and more important as …as the center of gravity shifts” from centralized to decentralized data. Consider this example, says Goh. “A hospital trains their machine learning models on chest X-rays and sees a lot of tuberculosis cases, but very little of lung collapsed cases. So therefore, this neural network model, when trained, will be very sensitive to what's detecting tuberculosis and less sensitive towards detecting lung collapse.” Goh continues, “However, we get the converse of it in another hospital. So what you really want is to have these two hospitals combine their data so that the resulting neural network model can predict both situations better. But since you can't share that data, swarm learning comes in to help reduce that bias of both the hospitals.” And this means, “each hospital is able to predict outcomes, with accuracy and with reduced bias, as though you have collected all the patient data globally in one place and learned from it,” says Goh. And it’s not just hospital and patient data that must be kept secure. Goh emphasizes “What swarm learning does is to try to avoid that sharing of data, or totally prevent the sharing of data, to [a model] where you only share the insights, you share the learnings. And that's why it is fundamentally more secure.” Artificial intelligence holds an enormous promise, but to be effective, it must learn from massive sets of data—and the more diverse the better. By learning patterns, AI tools can uncover insights and help decision-making not just in technology, but also pharmaceuticals, medicine, manufacturing, and more. However, data can’t always be shared—whether it’s personally identifiable, holds proprietary information, or to do so would be a security concern—until now. “It’s going to be a new age.” Says Dr. Eng Lim Goh, senior vice president and CTO of artificial intelligence at Hewlett Packard Enterprise. “The world will shift from one where you have centralized data, what we've been used to for decades, to one where you have to be comfortable with data being everywhere.” Data everywhere means the edge, where each device, server, and cloud instance collect massive amounts of data. One estimate has the number of connected devices at the edge increasing to 50 billion by 2022. The conundrum: how to keep collected data secure but also be able to share learnings from the data, which, in turn, helps teach AI to be smarter. Enter swarm learning. Swarm learning, or swarm intelligence, is how swarms of bees or birds move in response to their environment. When applied to data Goh explains, there is “more peer-to-peer communications, more peer-to-peer collaboration, more peer-to-peer learning.” And Goh continues, “That's the reason why swarm learning will become more and more important as …as the center of gravity shifts” from centralized to decentralized data. Consider this example, says Goh. “A hospital trains their machine learning models on chest X-rays and sees a lot of tuberculosis cases, but very little of lung collapsed cases. So therefore, this neural network model, when trained, will be very sensitive to what's detecting tuberculosis and less sensitive towards detecting lung collapse.” Goh continues, “However, we get the converse of it in another hospital. So what you really want is to have these two hospitals combine their data so that the resulting neural network model can predict both situations better. But since you can't share that data, swarm learning comes in to help reduce that bias of both the hospitals.” And this means, “each hospital is able to predict outcomes, with accuracy and with reduced bias, as though you have collected all the patient data globally in one place and learned from it,” says Goh. And it’s not just hospital and patient data that must be kept secure. Goh emphasizes “What swarm learning does is to try to avoid that sharing of data, or totally prevent the sharing of data, to [a model] where you only share the insights, you share the learnings. And that's why it is fundamentally more secure.” false full 29 1b653d0c-e31f-11eb-98e2-33c3ccaf160f Cybersecurity Can Protect Data. How About Elevators? Advanced cybersecurity capabilities are essential to safeguard software, systems, and data in a new era of cloud, IoT, and other smart technologies. In the real estate industry, for example, companies are concerned about the potential for hijacked elevators, as well as compromised building management and HVAC systems.

According to Greg Belanger, vice president of security technologies at CBRE, the world’s largest commercial real estate services and investment firm, securing the enterprise has grown more complex—security teams must be familiar with controls and hardware on new devices, as well as what version of firmware is installed and what vulnerabilities are present. For example, if an HVAC system is connected to the internet, he questions, “Is the firmware that’s running the HVAC system vulnerable to attack? Could you find a way to traverse that network and come in and attack employees of that company?” 

Understanding enterprise vulnerabilities are crucial to safeguard physical assets but investing in the right tools can also be a challenge, says Belanger. “Artificial intelligence and machine learning need large sets of data to be effective in delivering the insights,” he explains. In the era of cloud-first and industrial internet of things (IIoT), the perimeter is becoming far more fluid. By applying AI and machine learning to datasets, he says, “You start to see patterns of risk and risky behavior start to emerge.”

Another priority when securing physical assets is to translate insights into metrics that C-suite leaders can understand to help boost decision-making. CEOs and boards of directors, who are becoming more security savvy, can benefit from aggregated scores for attack surface management. “Everybody wants to know, especially after an attack like Colonial Pipeline, could that happen to us? How secure are we?” says Belanger. But if your enterprise is able to assign merit to various features, or score them, then it’s possible to measure improvement. Belanger continues, “Our ability to see the score, react to the threats, and then keep that score improving is a key metric.”

And that’s why attack surface management is critical Belanger continues, because “we're actually getting visibility to CBRE as an attacker would, and oftentimes these tools are automated. So we're seeing far more than any one hacker would see individually. We're seeing the whole of our environment.”

This episode of Business Lab is produced in association with Palo Alto Networks.


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]]> Mon, 12 Jul 2021 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Advanced cybersecurity capabilities are essential to safeguard software, systems, and data in a new era of cloud, IoT, and other smart technologies. In the real estate industry, for example, companies are concerned about the potential for hijacked elevators, as well as compromised building management and HVAC systems.

According to Greg Belanger, vice president of security technologies at CBRE, the world’s largest commercial real estate services and investment firm, securing the enterprise has grown more complex—security teams must be familiar with controls and hardware on new devices, as well as what version of firmware is installed and what vulnerabilities are present. For example, if an HVAC system is connected to the internet, he questions, “Is the firmware that’s running the HVAC system vulnerable to attack? Could you find a way to traverse that network and come in and attack employees of that company?” 

Understanding enterprise vulnerabilities are crucial to safeguard physical assets but investing in the right tools can also be a challenge, says Belanger. “Artificial intelligence and machine learning need large sets of data to be effective in delivering the insights,” he explains. In the era of cloud-first and industrial internet of things (IIoT), the perimeter is becoming far more fluid. By applying AI and machine learning to datasets, he says, “You start to see patterns of risk and risky behavior start to emerge.”

Another priority when securing physical assets is to translate insights into metrics that C-suite leaders can understand to help boost decision-making. CEOs and boards of directors, who are becoming more security savvy, can benefit from aggregated scores for attack surface management. “Everybody wants to know, especially after an attack like Colonial Pipeline, could that happen to us? How secure are we?” says Belanger. But if your enterprise is able to assign merit to various features, or score them, then it’s possible to measure improvement. Belanger continues, “Our ability to see the score, react to the threats, and then keep that score improving is a key metric.”

And that’s why attack surface management is critical Belanger continues, because “we're actually getting visibility to CBRE as an attacker would, and oftentimes these tools are automated. So we're seeing far more than any one hacker would see individually. We're seeing the whole of our environment.”

This episode of Business Lab is produced in association with Palo Alto Networks.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Cybersecurity Can Protect Data. How About Elevators? MIT Technology Review Insights 00:32:40 Advanced cybersecurity capabilities are essential to safeguard software, systems, and data in a new era of cloud, IoT, and other smart technologies. In the real estate industry, for example, companies are concerned about the potential for hijacked elevators, as well as compromised building management and HVAC systems. According to Greg Belanger, vice president of security technologies at CBRE, the world’s largest commercial real estate services and investment firm, securing the enterprise has grown more complex—security teams must be familiar with controls and hardware on new devices, as well as what version of firmware is installed and what vulnerabilities are present. For example, if an HVAC system is connected to the internet, he questions, “Is the firmware that’s running the HVAC system vulnerable to attack? Could you find a way to traverse that network and come in and attack employees of that company?”  Understanding enterprise vulnerabilities are crucial to safeguard physical assets but investing in the right tools can also be a challenge, says Belanger. “Artificial intelligence and machine learning need large sets of data to be effective in delivering the insights,” he explains. In the era of cloud-first and industrial internet of things (IIoT), the perimeter is becoming far more fluid. By applying AI and machine learning to datasets, he says, “You start to see patterns of risk and risky behavior start to emerge.” Another priority when securing physical assets is to translate insights into metrics that C-suite leaders can understand to help boost decision-making. CEOs and boards of directors, who are becoming more security savvy, can benefit from aggregated scores for attack surface management. “Everybody wants to know, especially after an attack like Colonial Pipeline, could that happen to us? How secure are we?” says Belanger. But if your enterprise is able to assign merit to various features, or score them, then it’s possible to measure improvement. Belanger continues, “Our ability to see the score, react to the threats, and then keep that score improving is a key metric.” And that’s why attack surface management is critical Belanger continues, because “we're actually getting visibility to CBRE as an attacker would, and oftentimes these tools are automated. So we're seeing far more than any one hacker would see individually. We're seeing the whole of our environment.” This episode of Business Lab is produced in association with Palo Alto Networks. Advanced cybersecurity capabilities are essential to safeguard software, systems, and data in a new era of cloud, IoT, and other smart technologies. In the real estate industry, for example, companies are concerned about the potential for hijacked elevators, as well as compromised building management and HVAC systems. According to Greg Belanger, vice president of security technologies at CBRE, the world’s largest commercial real estate services and investment firm, securing the enterprise has grown more complex—security teams must be familiar with controls and hardware on new devices, as well as what version of firmware is installed and what vulnerabilities are present. For example, if an HVAC system is connected to the internet, he questions, “Is the firmware that’s running the HVAC system vulnerable to attack? Could you find a way to traverse that network and come in and attack employees of that company?”  Understanding enterprise vulnerabilities are crucial to safeguard physical assets but investing in the right tools can also be a challenge, says Belanger. “Artificial intelligence and machine learning need large sets of data to be effective in delivering the insights,” he explains. In the era of cloud-first and industrial internet of things (IIoT), the perimeter is becoming far more fluid. By applying AI and machine learning to datasets, he says, “You start to see patterns of risk and risky behavior start to emerge.” Another priority when securing physical assets is to translate insights into metrics that C-suite leaders can understand to help boost decision-making. CEOs and boards of directors, who are becoming more security savvy, can benefit from aggregated scores for attack surface management. “Everybody wants to know, especially after an attack like Colonial Pipeline, could that happen to us? How secure are we?” says Belanger. But if your enterprise is able to assign merit to various features, or score them, then it’s possible to measure improvement. Belanger continues, “Our ability to see the score, react to the threats, and then keep that score improving is a key metric.” And that’s why attack surface management is critical Belanger continues, because “we're actually getting visibility to CBRE as an attacker would, and oftentimes these tools are automated. So we're seeing far more than any one hacker would see individually. We're seeing the whole of our environment.” This episode of Business Lab is produced in association with Palo Alto Networks. false full 28 3655b9f8-d432-11eb-8a85-d3a8c289a6c6 Using Machine Learning to Build Maps That Give Smarter Driving Advice If you drive in the United States, chances are you can’t remember the last time you bought a paper map, printed out a digital map, or even stopped to ask for directions. Thanks to GPS and the mobile mapping apps on our smartphones and their real-time routing advice, navigation is a solved problem.

But in developing or fast-growing parts of the world: not so much. If you live in a place like Doha, Qatar, where the length of the road network has tripled over the last five years, commercial mapping services from Google, Apple, Bing, or other providers simply can’t keep up with the pace of infrastructure change. 

“Each one of us who grew up in Europe or the US probably cannot understand the scale at which these cities grow,” says Rade Stanojevic, a senior scientist at the Qatar Computing Research Institute (QCRI), part of Hamad Bin Khalifa University, a Qatar Foundation university, in Doha. “Pretty much every neighborhood sees a new underpass, new overpass, new large highway being added every couple of months.” 

As Qatar copes with this rapid growth—and especially as it prepares to host the FIFA World Cup in 2022—the bad routing advice and accumulating travel delays from outdated digital maps is increasingly costly. That’s why Stanojevic and colleagues at QCRI decided to try applying machine learning to the problem.

A road network can be interpreted as a giant graph with where every intersection is a node and every road is an edge, says Stanojevic, whose specialty is network economics. Road segments can have both static characteristics, such as the designated speed limit, and dynamic characteristics, such as rush-hour congestion. To see where traffic really is going—rather than where an old map says it should go—and then predict the best routes through an ever-changing maze, all a machine-learning model would need is lots of up-to-data data on both the static and dynamic factors. “Fortunately enough, modern vehicle fleets have these monitoring systems that produce quite a lot of data,” says Stanojevic.

Stanojevic is talking about taxis. His team at QCRI partnered with a Doha-based taxi company called Karwa to collect full GPS data on their vehicles’ comings and goings. They used that data to build a new mapping service called QARTA that offers routing advice to drivers at Karwa and other operators such as delivery fleets.

Stanojevic says QARTA’s deeper understanding of the actual road and traffic situation in Doha helps drivers shave tens of seconds off every trip, which translates into a fleet-wide efficiency gain of 5 to 10 percent. “If you’re running a fleet of 3,000 cars, five percent of that is 150 cars,” Stanojevic says. “You can basically remove 150 cars from the road and not lose any business.”

Although QCRI’s system probably can’t compete with the big map-services providers in the developed world, it could help cities in the Middle East and other developing regions manage growth more wisely, Stanojevic says. And a few years from now, as more autonomous vehicles take to the streets, machine-learning-based routing advice could look at the big picture in a busy city and help fleets cut carbon emissions by keeping drivers out of traffic jams. “By having some sort of a global view of what’s going on in the whole city, autonomous vehicles can actually reroute us to have some sort of global load balancing, to help everyone be better off.”

This podcast was produced in partnership with the Qatar Foundation.

Show notes and links

Qatar Computing Research Institute

Sofiane Abbar, Rade Stanojevic, Shadab Mustafa, and Mohamed Mokbel, Traffic Routing in the Ever-Changing City of Doha, Communications of the ACM, April 2021


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Wed, 23 Jun 2021 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ If you drive in the United States, chances are you can’t remember the last time you bought a paper map, printed out a digital map, or even stopped to ask for directions. Thanks to GPS and the mobile mapping apps on our smartphones and their real-time routing advice, navigation is a solved problem.

But in developing or fast-growing parts of the world: not so much. If you live in a place like Doha, Qatar, where the length of the road network has tripled over the last five years, commercial mapping services from Google, Apple, Bing, or other providers simply can’t keep up with the pace of infrastructure change. 

“Each one of us who grew up in Europe or the US probably cannot understand the scale at which these cities grow,” says Rade Stanojevic, a senior scientist at the Qatar Computing Research Institute (QCRI), part of Hamad Bin Khalifa University, a Qatar Foundation university, in Doha. “Pretty much every neighborhood sees a new underpass, new overpass, new large highway being added every couple of months.” 

As Qatar copes with this rapid growth—and especially as it prepares to host the FIFA World Cup in 2022—the bad routing advice and accumulating travel delays from outdated digital maps is increasingly costly. That’s why Stanojevic and colleagues at QCRI decided to try applying machine learning to the problem.

A road network can be interpreted as a giant graph with where every intersection is a node and every road is an edge, says Stanojevic, whose specialty is network economics. Road segments can have both static characteristics, such as the designated speed limit, and dynamic characteristics, such as rush-hour congestion. To see where traffic really is going—rather than where an old map says it should go—and then predict the best routes through an ever-changing maze, all a machine-learning model would need is lots of up-to-data data on both the static and dynamic factors. “Fortunately enough, modern vehicle fleets have these monitoring systems that produce quite a lot of data,” says Stanojevic.

Stanojevic is talking about taxis. His team at QCRI partnered with a Doha-based taxi company called Karwa to collect full GPS data on their vehicles’ comings and goings. They used that data to build a new mapping service called QARTA that offers routing advice to drivers at Karwa and other operators such as delivery fleets.

Stanojevic says QARTA’s deeper understanding of the actual road and traffic situation in Doha helps drivers shave tens of seconds off every trip, which translates into a fleet-wide efficiency gain of 5 to 10 percent. “If you’re running a fleet of 3,000 cars, five percent of that is 150 cars,” Stanojevic says. “You can basically remove 150 cars from the road and not lose any business.”

Although QCRI’s system probably can’t compete with the big map-services providers in the developed world, it could help cities in the Middle East and other developing regions manage growth more wisely, Stanojevic says. And a few years from now, as more autonomous vehicles take to the streets, machine-learning-based routing advice could look at the big picture in a busy city and help fleets cut carbon emissions by keeping drivers out of traffic jams. “By having some sort of a global view of what’s going on in the whole city, autonomous vehicles can actually reroute us to have some sort of global load balancing, to help everyone be better off.”

This podcast was produced in partnership with the Qatar Foundation.

Show notes and links

Qatar Computing Research Institute

Sofiane Abbar, Rade Stanojevic, Shadab Mustafa, and Mohamed Mokbel, Traffic Routing in the Ever-Changing City of Doha, Communications of the ACM, April 2021


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Using Machine Learning to Build Maps That Give Smarter Driving Advice MIT Technology Review Insights 00:30:28 If you drive in the United States, chances are you can’t remember the last time you bought a paper map, printed out a digital map, or even stopped to ask for directions. Thanks to GPS and the mobile mapping apps on our smartphones and their real-time routing advice, navigation is a solved problem. But in developing or fast-growing parts of the world: not so much. If you live in a place like Doha, Qatar, where the length of the road network has tripled over the last five years, commercial mapping services from Google, Apple, Bing, or other providers simply can’t keep up with the pace of infrastructure change.  “Each one of us who grew up in Europe or the US probably cannot understand the scale at which these cities grow,” says Rade Stanojevic, a senior scientist at the Qatar Computing Research Institute (QCRI), part of Hamad Bin Khalifa University, a Qatar Foundation university, in Doha. “Pretty much every neighborhood sees a new underpass, new overpass, new large highway being added every couple of months.”  As Qatar copes with this rapid growth—and especially as it prepares to host the FIFA World Cup in 2022—the bad routing advice and accumulating travel delays from outdated digital maps is increasingly costly. That’s why Stanojevic and colleagues at QCRI decided to try applying machine learning to the problem. A road network can be interpreted as a giant graph with where every intersection is a node and every road is an edge, says Stanojevic, whose specialty is network economics. Road segments can have both static characteristics, such as the designated speed limit, and dynamic characteristics, such as rush-hour congestion. To see where traffic really is going—rather than where an old map says it should go—and then predict the best routes through an ever-changing maze, all a machine-learning model would need is lots of up-to-data data on both the static and dynamic factors. “Fortunately enough, modern vehicle fleets have these monitoring systems that produce quite a lot of data,” says Stanojevic. Stanojevic is talking about taxis. His team at QCRI partnered with a Doha-based taxi company called Karwa to collect full GPS data on their vehicles’ comings and goings. They used that data to build a new mapping service called QARTA that offers routing advice to drivers at Karwa and other operators such as delivery fleets. Stanojevic says QARTA’s deeper understanding of the actual road and traffic situation in Doha helps drivers shave tens of seconds off every trip, which translates into a fleet-wide efficiency gain of 5 to 10 percent. “If you’re running a fleet of 3,000 cars, five percent of that is 150 cars,” Stanojevic says. “You can basically remove 150 cars from the road and not lose any business.” Although QCRI’s system probably can’t compete with the big map-services providers in the developed world, it could help cities in the Middle East and other developing regions manage growth more wisely, Stanojevic says. And a few years from now, as more autonomous vehicles take to the streets, machine-learning-based routing advice could look at the big picture in a busy city and help fleets cut carbon emissions by keeping drivers out of traffic jams. “By having some sort of a global view of what’s going on in the whole city, autonomous vehicles can actually reroute us to have some sort of global load balancing, to help everyone be better off.” This podcast was produced in partnership with the Qatar Foundation. Show notes and links Qatar Computing Research Institute Sofiane Abbar, Rade Stanojevic, Shadab Mustafa, and Mohamed Mokbel, Traffic Routing in the Ever-Changing City of Doha, Communications of the ACM, April 2021 If you drive in the United States, chances are you can’t remember the last time you bought a paper map, printed out a digital map, or even stopped to ask for directions. Thanks to GPS and the mobile mapping apps on our smartphones and their real-time routing advice, navigation is a solved problem. But in developing or fast-growing parts of the world: not so much. If you live in a place like Doha, Qatar, where the length of the road network has tripled over the last five years, commercial mapping services from Google, Apple, Bing, or other providers simply can’t keep up with the pace of infrastructure change.  “Each one of us who grew up in Europe or the US probably cannot understand the scale at which these cities grow,” says Rade Stanojevic, a senior scientist at the Qatar Computing Research Institute (QCRI), part of Hamad Bin Khalifa University, a Qatar Foundation university, in Doha. “Pretty much every neighborhood sees a new underpass, new overpass, new large highway being added every couple of months.”  As Qatar copes with this rapid growth—and especially as it prepares to host the FIFA World Cup in 2022—the bad routing advice and accumulating travel delays from outdated digital maps is increasingly costly. That’s why Stanojevic and colleagues at QCRI decided to try applying machine learning to the problem. A road network can be interpreted as a giant graph with where every intersection is a node and every road is an edge, says Stanojevic, whose specialty is network economics. Road segments can have both static characteristics, such as the designated speed limit, and dynamic characteristics, such as rush-hour congestion. To see where traffic really is going—rather than where an old map says it should go—and then predict the best routes through an ever-changing maze, all a machine-learning model would need is lots of up-to-data data on both the static and dynamic factors. “Fortunately enough, modern vehicle fleets have these monitoring systems that produce quite a lot of data,” says Stanojevic. Stanojevic is talking about taxis. His team at QCRI partnered with a Doha-based taxi company called Karwa to collect full GPS data on their vehicles’ comings and goings. They used that data to build a new mapping service called QARTA that offers routing advice to drivers at Karwa and other operators such as delivery fleets. Stanojevic says QARTA’s deeper understanding of the actual road and traffic situation in Doha helps drivers shave tens of seconds off every trip, which translates into a fleet-wide efficiency gain of 5 to 10 percent. “If you’re running a fleet of 3,000 cars, five percent of that is 150 cars,” Stanojevic says. “You can basically remove 150 cars from the road and not lose any business.” Although QCRI’s system probably can’t compete with the big map-services providers in the developed world, it could help cities in the Middle East and other developing regions manage growth more wisely, Stanojevic says. And a few years from now, as more autonomous vehicles take to the streets, machine-learning-based routing advice could look at the big picture in a busy city and help fleets cut carbon emissions by keeping drivers out of traffic jams. “By having some sort of a global view of what’s going on in the whole city, autonomous vehicles can actually reroute us to have some sort of global load balancing, to help everyone be better off.” This podcast was produced in partnership with the Qatar Foundation. Show notes and links Qatar Computing Research Institute Sofiane Abbar, Rade Stanojevic, Shadab Mustafa, and Mohamed Mokbel, Traffic Routing in the Ever-Changing City of Doha, Communications of the ACM, April 2021 false full 27 83679abe-cd1f-11eb-9557-3322f3f45f4a Taxing Digital Advertising Could Help Break Up Big Tech For the past several years, economists and government leaders have regularly sounded alarms about the dangers of big tech monopolies. On her 2020 campaign website, for example, Senator Elizabeth Warren said “big tech companies have too much power, too much power over our economy, our society, our democracy." In the months since the election, politicians on both the left and right have expressed concerns over how to encourage competition and innovation among the big tech leaders, and even how to hold onto democratic ideals in the face of digital misinformation and conspiracy theories. 

The challenge with a company like Facebook is that its business model actively encourages tribalism and anger, which is not the way markets usually work, says Paul Romer, an economics professor at New York University who previously served as the chief economist of The World Bank and was the co-recipient of the 2018 Nobel Prize in Economics Sciences. “When economists defend the market, we have this very simple idea in mind, where I as a buyer give something and get some good back,” he says. “None of those features are characteristic of this new market for digital services, where advertising is like the hidden method of capturing compensation for these firms.”

 Users, he says, “are being manipulated in ways that they don't fully understand.”

Regulators won’t work because big tech firms are too powerful, Romer maintains, while traditional antitrust laws are not well-suited to deal with this problem. However, he says that a progressive tax on digital advertising revenue, passed by state legislatures, could create a unique incentive for companies such as Google and Facebook to split up their businesses and discourage growth by acquisition.

Such a progressive tax model, however, needs to be aggressive: “The kind of tax that I think would create a big incentive to change, at say Google and Facebook, the two biggest firms in this market, has to be a tax where the average tax rate they pay right now, given their size, is 35% of their revenue.”

Show notes and links:

·     Paul Romer, Taxing Digital Advertising, May 1, 2021

·     Maryland Breaks Ground with Digital Advertising Tax, National Law Review, March 17, 2021

·     Once Tech’s Favorite Economist, Now a Thorn in Its Side, Steve Lohr, New York Times, May 20, 2021


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]]> Mon, 14 Jun 2021 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ For the past several years, economists and government leaders have regularly sounded alarms about the dangers of big tech monopolies. On her 2020 campaign website, for example, Senator Elizabeth Warren said “big tech companies have too much power, too much power over our economy, our society, our democracy." In the months since the election, politicians on both the left and right have expressed concerns over how to encourage competition and innovation among the big tech leaders, and even how to hold onto democratic ideals in the face of digital misinformation and conspiracy theories. 

The challenge with a company like Facebook is that its business model actively encourages tribalism and anger, which is not the way markets usually work, says Paul Romer, an economics professor at New York University who previously served as the chief economist of The World Bank and was the co-recipient of the 2018 Nobel Prize in Economics Sciences. “When economists defend the market, we have this very simple idea in mind, where I as a buyer give something and get some good back,” he says. “None of those features are characteristic of this new market for digital services, where advertising is like the hidden method of capturing compensation for these firms.”

 Users, he says, “are being manipulated in ways that they don't fully understand.”

Regulators won’t work because big tech firms are too powerful, Romer maintains, while traditional antitrust laws are not well-suited to deal with this problem. However, he says that a progressive tax on digital advertising revenue, passed by state legislatures, could create a unique incentive for companies such as Google and Facebook to split up their businesses and discourage growth by acquisition.

Such a progressive tax model, however, needs to be aggressive: “The kind of tax that I think would create a big incentive to change, at say Google and Facebook, the two biggest firms in this market, has to be a tax where the average tax rate they pay right now, given their size, is 35% of their revenue.”

Show notes and links:

·     Paul Romer, Taxing Digital Advertising, May 1, 2021

·     Maryland Breaks Ground with Digital Advertising Tax, National Law Review, March 17, 2021

·     Once Tech’s Favorite Economist, Now a Thorn in Its Side, Steve Lohr, New York Times, May 20, 2021


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Taxing Digital Advertising Could Help Break Up Big Tech MIT Technology Review Insights 00:35:17 For the past several years, economists and government leaders have regularly sounded alarms about the dangers of big tech monopolies. On her 2020 campaign website, for example, Senator Elizabeth Warren said “big tech companies have too much power, too much power over our economy, our society, our democracy." In the months since the election, politicians on both the left and right have expressed concerns over how to encourage competition and innovation among the big tech leaders, and even how to hold onto democratic ideals in the face of digital misinformation and conspiracy theories.  The challenge with a company like Facebook is that its business model actively encourages tribalism and anger, which is not the way markets usually work, says Paul Romer, an economics professor at New York University who previously served as the chief economist of The World Bank and was the co-recipient of the 2018 Nobel Prize in Economics Sciences. “When economists defend the market, we have this very simple idea in mind, where I as a buyer give something and get some good back,” he says. “None of those features are characteristic of this new market for digital services, where advertising is like the hidden method of capturing compensation for these firms.”  Users, he says, “are being manipulated in ways that they don't fully understand.” Regulators won’t work because big tech firms are too powerful, Romer maintains, while traditional antitrust laws are not well-suited to deal with this problem. However, he says that a progressive tax on digital advertising revenue, passed by state legislatures, could create a unique incentive for companies such as Google and Facebook to split up their businesses and discourage growth by acquisition. Such a progressive tax model, however, needs to be aggressive: “The kind of tax that I think would create a big incentive to change, at say Google and Facebook, the two biggest firms in this market, has to be a tax where the average tax rate they pay right now, given their size, is 35% of their revenue.” Show notes and links: ·     Paul Romer, Taxing Digital Advertising, May 1, 2021 ·     Maryland Breaks Ground with Digital Advertising Tax, National Law Review, March 17, 2021 ·     Once Tech’s Favorite Economist, Now a Thorn in Its Side, Steve Lohr, New York Times, May 20, 2021 For the past several years, economists and government leaders have regularly sounded alarms about the dangers of big tech monopolies. On her 2020 campaign website, for example, Senator Elizabeth Warren said “big tech companies have too much power, too much power over our economy, our society, our democracy." In the months since the election, politicians on both the left and right have expressed concerns over how to encourage competition and innovation among the big tech leaders, and even how to hold onto democratic ideals in the face of digital misinformation and conspiracy theories.  The challenge with a company like Facebook is that its business model actively encourages tribalism and anger, which is not the way markets usually work, says Paul Romer, an economics professor at New York University who previously served as the chief economist of The World Bank and was the co-recipient of the 2018 Nobel Prize in Economics Sciences. “When economists defend the market, we have this very simple idea in mind, where I as a buyer give something and get some good back,” he says. “None of those features are characteristic of this new market for digital services, where advertising is like the hidden method of capturing compensation for these firms.”  Users, he says, “are being manipulated in ways that they don't fully understand.” Regulators won’t work because big tech firms are too powerful, Romer maintains, while traditional antitrust laws are not well-suited to deal with this problem. However, he says that a progressive tax on digital advertising revenue, passed by state legislatures, could create a unique incentive for companies such as Google and Facebook to split up their businesses and discourage growth by acquisition. Such a progressive tax model, however, needs to be aggressive: “The kind of tax that I think would create a big incentive to change, at say Google and Facebook, the two biggest firms in this market, has to be a tax where the average tax rate they pay right now, given their size, is 35% of their revenue.” Show notes and links: ·     Paul Romer, Taxing Digital Advertising, May 1, 2021 ·     Maryland Breaks Ground with Digital Advertising Tax, National Law Review, March 17, 2021 ·     Once Tech’s Favorite Economist, Now a Thorn in Its Side, Steve Lohr, New York Times, May 20, 2021 false full 26 b61eb126-c3bb-11eb-ae91-37c614d9109b As Cybersecurity Evolves, So Should Your Board Executives need to clearly communicate risks but also bring context to data. Tech talk is out: speaking the same language will win the day.

It’s drilled into the heads of board directors and the C-suite by scary data-breach headlines, lawyers, lawsuits, and risk managers: cybersecurity is high-risk. It’s got to be on the list of a company’s top priorities.

But how many directors get lost in the technicalities of technology? The challenge for a chief information security officer (CISO) is talking to the board of directors in a way they can understand and support the company.

Niall Browne, senior vice president and chief information security officer at Palo Alto Networks, says that you can look at the CISO-board discussion as being a classic sales pitch: successful CISOs will know how to close the deal just like the best salespeople do. “That's what makes a really good salesperson: the person that has the pitch to close” he says. “They have the ability to close the deal. So they ask for something.” 

“For ages,” Browne says, CISOs have had two big problems with boards. First, they haven’t been able speak the same language so that the board could understand what the issues were. The second problem: “There was no ask.” You can go in front of a board and give your presentation, and the directors can look like they’re in agreement, nodding or shaking their heads, and you can think to yourself, “Job done. They’re updated.” But that doesn’t necessarily mean that the business’s security posture is any better.

That’s why it’s important for CISOs to raise the board’s understanding to the level where they know what’s needed and why. Especially when it comes to new advances in cybersecurity, like attack surface management, which is “probably one of the areas that CISOs focus least on and yet is the most important,” Browne says. For example, “many times the CISO and the security team may not be able to see the wood from the trees because they're so involved in it.” And to do that, CISOs need a set of metrics so that anybody can read a board deck and within minutes understand what the CISO is trying to get across, Browne says. “Because for the most part, the data is there, but there's no context behind it.” 

This episode of Business Lab is produced in association with Palo Alto Networks.


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]]> Wed, 2 Jun 2021 15:56:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Executives need to clearly communicate risks but also bring context to data. Tech talk is out: speaking the same language will win the day.

It’s drilled into the heads of board directors and the C-suite by scary data-breach headlines, lawyers, lawsuits, and risk managers: cybersecurity is high-risk. It’s got to be on the list of a company’s top priorities.

But how many directors get lost in the technicalities of technology? The challenge for a chief information security officer (CISO) is talking to the board of directors in a way they can understand and support the company.

Niall Browne, senior vice president and chief information security officer at Palo Alto Networks, says that you can look at the CISO-board discussion as being a classic sales pitch: successful CISOs will know how to close the deal just like the best salespeople do. “That's what makes a really good salesperson: the person that has the pitch to close” he says. “They have the ability to close the deal. So they ask for something.” 

“For ages,” Browne says, CISOs have had two big problems with boards. First, they haven’t been able speak the same language so that the board could understand what the issues were. The second problem: “There was no ask.” You can go in front of a board and give your presentation, and the directors can look like they’re in agreement, nodding or shaking their heads, and you can think to yourself, “Job done. They’re updated.” But that doesn’t necessarily mean that the business’s security posture is any better.

That’s why it’s important for CISOs to raise the board’s understanding to the level where they know what’s needed and why. Especially when it comes to new advances in cybersecurity, like attack surface management, which is “probably one of the areas that CISOs focus least on and yet is the most important,” Browne says. For example, “many times the CISO and the security team may not be able to see the wood from the trees because they're so involved in it.” And to do that, CISOs need a set of metrics so that anybody can read a board deck and within minutes understand what the CISO is trying to get across, Browne says. “Because for the most part, the data is there, but there's no context behind it.” 

This episode of Business Lab is produced in association with Palo Alto Networks.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> As Cybersecurity Evolves, So Should Your Board MIT Technology Review Insights 00:33:56 Executives need to clearly communicate risks but also bring context to data. Tech talk is out: speaking the same language will win the day. It’s drilled into the heads of board directors and the C-suite by scary data-breach headlines, lawyers, lawsuits, and risk managers: cybersecurity is high-risk. It’s got to be on the list of a company’s top priorities. But how many directors get lost in the technicalities of technology? The challenge for a chief information security officer (CISO) is talking to the board of directors in a way they can understand and support the company. Niall Browne, senior vice president and chief information security officer at Palo Alto Networks, says that you can look at the CISO-board discussion as being a classic sales pitch: successful CISOs will know how to close the deal just like the best salespeople do. “That's what makes a really good salesperson: the person that has the pitch to close” he says. “They have the ability to close the deal. So they ask for something.”  “For ages,” Browne says, CISOs have had two big problems with boards. First, they haven’t been able speak the same language so that the board could understand what the issues were. The second problem: “There was no ask.” You can go in front of a board and give your presentation, and the directors can look like they’re in agreement, nodding or shaking their heads, and you can think to yourself, “Job done. They’re updated.” But that doesn’t necessarily mean that the business’s security posture is any better. That’s why it’s important for CISOs to raise the board’s understanding to the level where they know what’s needed and why. Especially when it comes to new advances in cybersecurity, like attack surface management, which is “probably one of the areas that CISOs focus least on and yet is the most important,” Browne says. For example, “many times the CISO and the security team may not be able to see the wood from the trees because they're so involved in it.” And to do that, CISOs need a set of metrics so that anybody can read a board deck and within minutes understand what the CISO is trying to get across, Browne says. “Because for the most part, the data is there, but there's no context behind it.”  This episode of Business Lab is produced in association with Palo Alto Networks. Executives need to clearly communicate risks but also bring context to data. Tech talk is out: speaking the same language will win the day. It’s drilled into the heads of board directors and the C-suite by scary data-breach headlines, lawyers, lawsuits, and risk managers: cybersecurity is high-risk. It’s got to be on the list of a company’s top priorities. But how many directors get lost in the technicalities of technology? The challenge for a chief information security officer (CISO) is talking to the board of directors in a way they can understand and support the company. Niall Browne, senior vice president and chief information security officer at Palo Alto Networks, says that you can look at the CISO-board discussion as being a classic sales pitch: successful CISOs will know how to close the deal just like the best salespeople do. “That's what makes a really good salesperson: the person that has the pitch to close” he says. “They have the ability to close the deal. So they ask for something.”  “For ages,” Browne says, CISOs have had two big problems with boards. First, they haven’t been able speak the same language so that the board could understand what the issues were. The second problem: “There was no ask.” You can go in front of a board and give your presentation, and the directors can look like they’re in agreement, nodding or shaking their heads, and you can think to yourself, “Job done. They’re updated.” But that doesn’t necessarily mean that the business’s security posture is any better. That’s why it’s important for CISOs to raise the board’s understanding to the level where they know what’s needed and why. Especially when it comes to new advances in cybersecurity, like attack surface management, which is “probably one of the areas that CISOs focus least on and yet is the most important,” Browne says. For example, “many times the CISO and the security team may not be able to see the wood from the trees because they're so involved in it.” And to do that, CISOs need a set of metrics so that anybody can read a board deck and within minutes understand what the CISO is trying to get across, Browne says. “Because for the most part, the data is there, but there's no context behind it.”  This episode of Business Lab is produced in association with Palo Alto Networks. false full 25 1fbb04e8-be37-11eb-b003-437123b566af Better Cybersecurity Means Finding the “Unknown Unknowns” During the past few months, Microsoft Exchange servers have been like chum in a shark-feeding frenzy. Threat actors have attacked critical zero-day flaws in the email software: an unrelenting cyber campaign that the US government has described as “widespread domestic and international exploitation” that could affect hundreds of thousands of people worldwide. Gaining visibility into an issue like this requires a full understanding of all assets connected to a company’s network. This type of continuous tracking of inventory doesn’t scale with how humans work, but machines can handle it easily.

For business executives with multiple, post-pandemic priorities, the time is now to start prioritizing security. “It’s pretty much impossible these days to run almost any size company where if your IT goes down, your company is still able to run,” observes Matt Kraning, chief technology officer and co-founder of Cortex Xpanse, an attack surface management software vendor recently acquired by Palo Alto Networks.

You might ask why companies don’t simply patch their systems and make these problems disappear. If only it were that simple. Unless businesses have implemented a way to find and keep track of their assets, that supposedly simple question is a head-scratcher.

But businesses have a tough time answering what seems like a straightforward question: namely, how many routers, servers, or assets do they have? If cybersecurity executives don’t know the answer, it’s impossible to then convey an accurate level of vulnerability to the board of directors. And if the board doesn’t understand the risk—and is blindsided by something even worse than the Exchange Server and 2020 SolarWinds attacks—well, the story almost writes itself.

That’s why Kraning thinks it’s so important to create a minimum set of standards. And, he says, “Boards and senior executives need to be minimally conversant in some ways about cybersecurity risk and analysis of those metrics.” Because without that level of understanding, boards aren’t asking the right questions—and cybersecurity executives aren’t having the right conversations.

Kraning believes attack service management is a better way to secure companies with a continuous process of asset discovery, including the discovery of all assets exposed to the public internet—what he calls “unknown unknowns.” New assets can appear from anywhere at any time. “This is actually a solvable problem largely with a lot of technology that's being developed,” Kraning says. “Once you know a problem exists, actually fixing it is actually rather straightforward.” And that’s better for not just companies, but for the entire corporate ecosystem.

Show notes and links:

“A leadership agenda to take on tomorrow,” Global CEO Survey survey, PwC


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Wed, 26 May 2021 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ During the past few months, Microsoft Exchange servers have been like chum in a shark-feeding frenzy. Threat actors have attacked critical zero-day flaws in the email software: an unrelenting cyber campaign that the US government has described as “widespread domestic and international exploitation” that could affect hundreds of thousands of people worldwide. Gaining visibility into an issue like this requires a full understanding of all assets connected to a company’s network. This type of continuous tracking of inventory doesn’t scale with how humans work, but machines can handle it easily.

For business executives with multiple, post-pandemic priorities, the time is now to start prioritizing security. “It’s pretty much impossible these days to run almost any size company where if your IT goes down, your company is still able to run,” observes Matt Kraning, chief technology officer and co-founder of Cortex Xpanse, an attack surface management software vendor recently acquired by Palo Alto Networks.

You might ask why companies don’t simply patch their systems and make these problems disappear. If only it were that simple. Unless businesses have implemented a way to find and keep track of their assets, that supposedly simple question is a head-scratcher.

But businesses have a tough time answering what seems like a straightforward question: namely, how many routers, servers, or assets do they have? If cybersecurity executives don’t know the answer, it’s impossible to then convey an accurate level of vulnerability to the board of directors. And if the board doesn’t understand the risk—and is blindsided by something even worse than the Exchange Server and 2020 SolarWinds attacks—well, the story almost writes itself.

That’s why Kraning thinks it’s so important to create a minimum set of standards. And, he says, “Boards and senior executives need to be minimally conversant in some ways about cybersecurity risk and analysis of those metrics.” Because without that level of understanding, boards aren’t asking the right questions—and cybersecurity executives aren’t having the right conversations.

Kraning believes attack service management is a better way to secure companies with a continuous process of asset discovery, including the discovery of all assets exposed to the public internet—what he calls “unknown unknowns.” New assets can appear from anywhere at any time. “This is actually a solvable problem largely with a lot of technology that's being developed,” Kraning says. “Once you know a problem exists, actually fixing it is actually rather straightforward.” And that’s better for not just companies, but for the entire corporate ecosystem.

Show notes and links:

“A leadership agenda to take on tomorrow,” Global CEO Survey survey, PwC


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Better Cybersecurity Means Finding the “Unknown Unknowns” MIT Technology Review Insights 00:36:42 During the past few months, Microsoft Exchange servers have been like chum in a shark-feeding frenzy. Threat actors have attacked critical zero-day flaws in the email software: an unrelenting cyber campaign that the US government has described as “widespread domestic and international exploitation” that could affect hundreds of thousands of people worldwide. Gaining visibility into an issue like this requires a full understanding of all assets connected to a company’s network. This type of continuous tracking of inventory doesn’t scale with how humans work, but machines can handle it easily. For business executives with multiple, post-pandemic priorities, the time is now to start prioritizing security. “It’s pretty much impossible these days to run almost any size company where if your IT goes down, your company is still able to run,” observes Matt Kraning, chief technology officer and co-founder of Cortex Xpanse, an attack surface management software vendor recently acquired by Palo Alto Networks. You might ask why companies don’t simply patch their systems and make these problems disappear. If only it were that simple. Unless businesses have implemented a way to find and keep track of their assets, that supposedly simple question is a head-scratcher. But businesses have a tough time answering what seems like a straightforward question: namely, how many routers, servers, or assets do they have? If cybersecurity executives don’t know the answer, it’s impossible to then convey an accurate level of vulnerability to the board of directors. And if the board doesn’t understand the risk—and is blindsided by something even worse than the Exchange Server and 2020 SolarWinds attacks—well, the story almost writes itself. That’s why Kraning thinks it’s so important to create a minimum set of standards. And, he says, “Boards and senior executives need to be minimally conversant in some ways about cybersecurity risk and analysis of those metrics.” Because without that level of understanding, boards aren’t asking the right questions—and cybersecurity executives aren’t having the right conversations. Kraning believes attack service management is a better way to secure companies with a continuous process of asset discovery, including the discovery of all assets exposed to the public internet—what he calls “unknown unknowns.” New assets can appear from anywhere at any time. “This is actually a solvable problem largely with a lot of technology that's being developed,” Kraning says. “Once you know a problem exists, actually fixing it is actually rather straightforward.” And that’s better for not just companies, but for the entire corporate ecosystem. Show notes and links: “A leadership agenda to take on tomorrow,” Global CEO Survey survey, PwC During the past few months, Microsoft Exchange servers have been like chum in a shark-feeding frenzy. Threat actors have attacked critical zero-day flaws in the email software: an unrelenting cyber campaign that the US government has described as “widespread domestic and international exploitation” that could affect hundreds of thousands of people worldwide. Gaining visibility into an issue like this requires a full understanding of all assets connected to a company’s network. This type of continuous tracking of inventory doesn’t scale with how humans work, but machines can handle it easily. For business executives with multiple, post-pandemic priorities, the time is now to start prioritizing security. “It’s pretty much impossible these days to run almost any size company where if your IT goes down, your company is still able to run,” observes Matt Kraning, chief technology officer and co-founder of Cortex Xpanse, an attack surface management software vendor recently acquired by Palo Alto Networks. You might ask why companies don’t simply patch their systems and make these problems disappear. If only it were that simple. Unless businesses have implemented a way to find and keep track of their assets, that supposedly simple question is a head-scratcher. But businesses have a tough time answering what seems like a straightforward question: namely, how many routers, servers, or assets do they have? If cybersecurity executives don’t know the answer, it’s impossible to then convey an accurate level of vulnerability to the board of directors. And if the board doesn’t understand the risk—and is blindsided by something even worse than the Exchange Server and 2020 SolarWinds attacks—well, the story almost writes itself. That’s why Kraning thinks it’s so important to create a minimum set of standards. And, he says, “Boards and senior executives need to be minimally conversant in some ways about cybersecurity risk and analysis of those metrics.” Because without that level of understanding, boards aren’t asking the right questions—and cybersecurity executives aren’t having the right conversations. Kraning believes attack service management is a better way to secure companies with a continuous process of asset discovery, including the discovery of all assets exposed to the public internet—what he calls “unknown unknowns.” New assets can appear from anywhere at any time. “This is actually a solvable problem largely with a lot of technology that's being developed,” Kraning says. “Once you know a problem exists, actually fixing it is actually rather straightforward.” And that’s better for not just companies, but for the entire corporate ecosystem. Show notes and links: “A leadership agenda to take on tomorrow,” Global CEO Survey survey, PwC false full 24 efe85552-b8a7-11eb-96b5-9b8c5253ca5f Embracing the Rapid Pace of AI In a recent survey, “2021 Thriving in an AI World,” KPMG found that across every industry—manufacturing to technology to retail—the adoption of artificial intelligence (AI) is increasing year over year. Part of the reason is digital transformation is moving faster, which helps companies start to move exponentially faster. But, as Cliff Justice, US leader for enterprise innovation at KPMG posits, “Covid-19 has accelerated the pace of digital in many ways, across many types of technologies.” Justice continues, “This is where we are starting to experience such a rapid pace of exponential change that it’s very difficult for most people to understand the progress.” But understand it they must because “artificial intelligence is evolving at a very rapid pace.”

Justice challenges us to think about AI in a different way, “more like a relationship with technology, as opposed to a tool that we program,” because he says, “AI is something that evolves and learns and develops the more it gets exposed to humans.” If your business is a laggard in AI adoption, Justice has some cautious encouragement, “[the] AI-centric world is going to accelerate everything digital has to offer.”

Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast episode was produced in association with KPMG.

Show notes and links

“2021 Thriving in an AI World,” KPMG


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Wed, 19 May 2021 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ In a recent survey, “2021 Thriving in an AI World,” KPMG found that across every industry—manufacturing to technology to retail—the adoption of artificial intelligence (AI) is increasing year over year. Part of the reason is digital transformation is moving faster, which helps companies start to move exponentially faster. But, as Cliff Justice, US leader for enterprise innovation at KPMG posits, “Covid-19 has accelerated the pace of digital in many ways, across many types of technologies.” Justice continues, “This is where we are starting to experience such a rapid pace of exponential change that it’s very difficult for most people to understand the progress.” But understand it they must because “artificial intelligence is evolving at a very rapid pace.”

Justice challenges us to think about AI in a different way, “more like a relationship with technology, as opposed to a tool that we program,” because he says, “AI is something that evolves and learns and develops the more it gets exposed to humans.” If your business is a laggard in AI adoption, Justice has some cautious encouragement, “[the] AI-centric world is going to accelerate everything digital has to offer.”

Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast episode was produced in association with KPMG.

Show notes and links

“2021 Thriving in an AI World,” KPMG


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Embracing the Rapid Pace of AI MIT Technology Review Insights 00:31:37 In a recent survey, “2021 Thriving in an AI World,” KPMG found that across every industry—manufacturing to technology to retail—the adoption of artificial intelligence (AI) is increasing year over year. Part of the reason is digital transformation is moving faster, which helps companies start to move exponentially faster. But, as Cliff Justice, US leader for enterprise innovation at KPMG posits, “Covid-19 has accelerated the pace of digital in many ways, across many types of technologies.” Justice continues, “This is where we are starting to experience such a rapid pace of exponential change that it’s very difficult for most people to understand the progress.” But understand it they must because “artificial intelligence is evolving at a very rapid pace.” Justice challenges us to think about AI in a different way, “more like a relationship with technology, as opposed to a tool that we program,” because he says, “AI is something that evolves and learns and develops the more it gets exposed to humans.” If your business is a laggard in AI adoption, Justice has some cautious encouragement, “[the] AI-centric world is going to accelerate everything digital has to offer.” Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast episode was produced in association with KPMG. Show notes and links “2021 Thriving in an AI World,” KPMG In a recent survey, “2021 Thriving in an AI World,” KPMG found that across every industry—manufacturing to technology to retail—the adoption of artificial intelligence (AI) is increasing year over year. Part of the reason is digital transformation is moving faster, which helps companies start to move exponentially faster. But, as Cliff Justice, US leader for enterprise innovation at KPMG posits, “Covid-19 has accelerated the pace of digital in many ways, across many types of technologies.” Justice continues, “This is where we are starting to experience such a rapid pace of exponential change that it’s very difficult for most people to understand the progress.” But understand it they must because “artificial intelligence is evolving at a very rapid pace.” Justice challenges us to think about AI in a different way, “more like a relationship with technology, as opposed to a tool that we program,” because he says, “AI is something that evolves and learns and develops the more it gets exposed to humans.” If your business is a laggard in AI adoption, Justice has some cautious encouragement, “[the] AI-centric world is going to accelerate everything digital has to offer.” Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast episode was produced in association with KPMG. Show notes and links “2021 Thriving in an AI World,” KPMG false full 23 71187662-a911-11eb-8a92-0b3aa17c041f Machine Learning Project Takes Aim at Disinformation There’s nothing new about conspiracy theories, disinformation, and untruths in politics. What is new is how quickly malicious actors can spread disinformation when the world is tightly connected across social networks and internet news sites. We can give up on the problem and rely on the platforms themselves to fact-check stories or posts and screen out disinformation—or we can build new tools to help people identify disinformation as soon as it crosses their screens.

Preslav Nakov is a computer scientist at the Qatar Computing Research Institute in Doha specializing in speech and language processing. He leads a project using machine learning to assess the reliability of media sources. That allows his team to gather news articles alongside signals about their trustworthiness and political biases, all in a Google News-like format.

“You cannot possibly fact-check every single claim in the world,” Nakov explains. Instead, focus on the source. “I like to say that you can fact-check the fake news before it was even written.” His team’s tool, called the Tanbih News Aggregator, is available in Arabic and English and gathers articles in areas such as business, politics, sports, science and technology, and covid-19.

Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast was produced in partnership with the Qatar Foundation.

Show notes and links

Tanbih News Aggregator

Qatar Computing Research Institute

“Even the best AI for spotting fake news is still terrible,” MIT Technology Review, October 3, 2018


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]]> Sun, 2 May 2021 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ There’s nothing new about conspiracy theories, disinformation, and untruths in politics. What is new is how quickly malicious actors can spread disinformation when the world is tightly connected across social networks and internet news sites. We can give up on the problem and rely on the platforms themselves to fact-check stories or posts and screen out disinformation—or we can build new tools to help people identify disinformation as soon as it crosses their screens.

Preslav Nakov is a computer scientist at the Qatar Computing Research Institute in Doha specializing in speech and language processing. He leads a project using machine learning to assess the reliability of media sources. That allows his team to gather news articles alongside signals about their trustworthiness and political biases, all in a Google News-like format.

“You cannot possibly fact-check every single claim in the world,” Nakov explains. Instead, focus on the source. “I like to say that you can fact-check the fake news before it was even written.” His team’s tool, called the Tanbih News Aggregator, is available in Arabic and English and gathers articles in areas such as business, politics, sports, science and technology, and covid-19.

Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast was produced in partnership with the Qatar Foundation.

Show notes and links

Tanbih News Aggregator

Qatar Computing Research Institute

“Even the best AI for spotting fake news is still terrible,” MIT Technology Review, October 3, 2018


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Machine Learning Project Takes Aim at Disinformation MIT Technology Review Insights 00:30:16 There’s nothing new about conspiracy theories, disinformation, and untruths in politics. What is new is how quickly malicious actors can spread disinformation when the world is tightly connected across social networks and internet news sites. We can give up on the problem and rely on the platforms themselves to fact-check stories or posts and screen out disinformation—or we can build new tools to help people identify disinformation as soon as it crosses their screens. Preslav Nakov is a computer scientist at the Qatar Computing Research Institute in Doha specializing in speech and language processing. He leads a project using machine learning to assess the reliability of media sources. That allows his team to gather news articles alongside signals about their trustworthiness and political biases, all in a Google News-like format. “You cannot possibly fact-check every single claim in the world,” Nakov explains. Instead, focus on the source. “I like to say that you can fact-check the fake news before it was even written.” His team’s tool, called the Tanbih News Aggregator, is available in Arabic and English and gathers articles in areas such as business, politics, sports, science and technology, and covid-19. Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast was produced in partnership with the Qatar Foundation. Show notes and links Tanbih News Aggregator Qatar Computing Research Institute “Even the best AI for spotting fake news is still terrible,” MIT Technology Review, October 3, 2018 There’s nothing new about conspiracy theories, disinformation, and untruths in politics. What is new is how quickly malicious actors can spread disinformation when the world is tightly connected across social networks and internet news sites. We can give up on the problem and rely on the platforms themselves to fact-check stories or posts and screen out disinformation—or we can build new tools to help people identify disinformation as soon as it crosses their screens. Preslav Nakov is a computer scientist at the Qatar Computing Research Institute in Doha specializing in speech and language processing. He leads a project using machine learning to assess the reliability of media sources. That allows his team to gather news articles alongside signals about their trustworthiness and political biases, all in a Google News-like format. “You cannot possibly fact-check every single claim in the world,” Nakov explains. Instead, focus on the source. “I like to say that you can fact-check the fake news before it was even written.” His team’s tool, called the Tanbih News Aggregator, is available in Arabic and English and gathers articles in areas such as business, politics, sports, science and technology, and covid-19. Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast was produced in partnership with the Qatar Foundation. Show notes and links Tanbih News Aggregator Qatar Computing Research Institute “Even the best AI for spotting fake news is still terrible,” MIT Technology Review, October 3, 2018 false full 22 128c018e-8901-11eb-9b99-7f8c1a314816 Democratizing Data for a Fair Digital Economy The digital revolution is here, but not everyone is benefiting equitably from it. And as Silicon Valley’s ethos of “move fast and break things” spreads around the world, now is the time to pause and consider who is being left out and how we can better distribute the benefits of our new data economy. “Data is the main resource of a new digital economy,” says IT for Change director Parminder Singh. Global society will benefit because the economy will benefit, argues Singh, on decentralization of data and distributed digital models. Data commons—or open data sources—are vital to help build an equitable digital economy, but with that comes the challenge of data governance.

This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff.

“Not everybody is sharing data,” says Singh. Big tech companies are holding onto the data, which stymies the growth of an open data economy, but also the growth of society, education, science, in other words, everything. According to Singh, “Data is a non-rival resource. It's not a material resource that if one uses it, other can't use it.” Singh continues, “If all people can use the resource of data, obviously people can build value over it and the overall value available to the world, to a country, increases manifold because the same asset is available to everyone.”

One doesn’t have to look very far to understand the value of non-personal data collected to help the public, consider GIS data from government satellites. Innovation plus the open access to geographic data helped not only create the Internet we know today, but those same tech companies. And this is why Singh argues, “These powerful forces should be in the hands of people, in the hands of communities, they should be able to be influenced by regulators for public interest.” Especially now that most of the data is now collected by private companies.

IT for Change is tackling this with a research project called “Unskewing the Data Value Chain,” which is supported by Omidyar Network. The project aims to assess the current policy gaps and new policy directions on data value chains that can promote equitable and inclusive economic development. Singh explains, “Our goal is to ensure the value chains are organized in a manner where the distribution of value is fairer. All countries can digitally industrialize at if not an equal piece, but an equitable pace, and there is a better distribution of benefits from digitalization.”

Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. 

This podcast was produced in partnership with Omidyar Network.

Show notes and links

“Unskewing the Data Value Chain: A Policy Research Project for Equitable Platform Economies,” IT for Change, September 2020

“Treating data as commons”, The Hindu, Parminder Singh, September 2, 2020

“Report by the Committee of Experts on Non-Personal Data Governance Framework,” Ministry of Electronics and Information Technology, Government of India

“A plan for Indian self-sufficiancy in an AI-driven world,” Mint, Parminder Singh, July 29, 2020


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]]> Mon, 22 Mar 2021 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ The digital revolution is here, but not everyone is benefiting equitably from it. And as Silicon Valley’s ethos of “move fast and break things” spreads around the world, now is the time to pause and consider who is being left out and how we can better distribute the benefits of our new data economy. “Data is the main resource of a new digital economy,” says IT for Change director Parminder Singh. Global society will benefit because the economy will benefit, argues Singh, on decentralization of data and distributed digital models. Data commons—or open data sources—are vital to help build an equitable digital economy, but with that comes the challenge of data governance.

This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff.

“Not everybody is sharing data,” says Singh. Big tech companies are holding onto the data, which stymies the growth of an open data economy, but also the growth of society, education, science, in other words, everything. According to Singh, “Data is a non-rival resource. It's not a material resource that if one uses it, other can't use it.” Singh continues, “If all people can use the resource of data, obviously people can build value over it and the overall value available to the world, to a country, increases manifold because the same asset is available to everyone.”

One doesn’t have to look very far to understand the value of non-personal data collected to help the public, consider GIS data from government satellites. Innovation plus the open access to geographic data helped not only create the Internet we know today, but those same tech companies. And this is why Singh argues, “These powerful forces should be in the hands of people, in the hands of communities, they should be able to be influenced by regulators for public interest.” Especially now that most of the data is now collected by private companies.

IT for Change is tackling this with a research project called “Unskewing the Data Value Chain,” which is supported by Omidyar Network. The project aims to assess the current policy gaps and new policy directions on data value chains that can promote equitable and inclusive economic development. Singh explains, “Our goal is to ensure the value chains are organized in a manner where the distribution of value is fairer. All countries can digitally industrialize at if not an equal piece, but an equitable pace, and there is a better distribution of benefits from digitalization.”

Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. 

This podcast was produced in partnership with Omidyar Network.

Show notes and links

“Unskewing the Data Value Chain: A Policy Research Project for Equitable Platform Economies,” IT for Change, September 2020

“Treating data as commons”, The Hindu, Parminder Singh, September 2, 2020

“Report by the Committee of Experts on Non-Personal Data Governance Framework,” Ministry of Electronics and Information Technology, Government of India

“A plan for Indian self-sufficiancy in an AI-driven world,” Mint, Parminder Singh, July 29, 2020


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]]> Democratizing Data for a Fair Digital Economy MIT Technology Review Insights 00:34:27 The digital revolution is here, but not everyone is benefiting equitably from it. And as Silicon Valley’s ethos of “move fast and break things” spreads around the world, now is the time to pause and consider who is being left out and how we can better distribute the benefits of our new data economy. “Data is the main resource of a new digital economy,” says IT for Change director Parminder Singh. Global society will benefit because the economy will benefit, argues Singh, on decentralization of data and distributed digital models. Data commons—or open data sources—are vital to help build an equitable digital economy, but with that comes the challenge of data governance. This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff. “Not everybody is sharing data,” says Singh. Big tech companies are holding onto the data, which stymies the growth of an open data economy, but also the growth of society, education, science, in other words, everything. According to Singh, “Data is a non-rival resource. It's not a material resource that if one uses it, other can't use it.” Singh continues, “If all people can use the resource of data, obviously people can build value over it and the overall value available to the world, to a country, increases manifold because the same asset is available to everyone.” One doesn’t have to look very far to understand the value of non-personal data collected to help the public, consider GIS data from government satellites. Innovation plus the open access to geographic data helped not only create the Internet we know today, but those same tech companies. And this is why Singh argues, “These powerful forces should be in the hands of people, in the hands of communities, they should be able to be influenced by regulators for public interest.” Especially now that most of the data is now collected by private companies. IT for Change is tackling this with a research project called “Unskewing the Data Value Chain,” which is supported by Omidyar Network. The project aims to assess the current policy gaps and new policy directions on data value chains that can promote equitable and inclusive economic development. Singh explains, “Our goal is to ensure the value chains are organized in a manner where the distribution of value is fairer. All countries can digitally industrialize at if not an equal piece, but an equitable pace, and there is a better distribution of benefits from digitalization.” Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.  This podcast was produced in partnership with Omidyar Network. Show notes and links “Unskewing the Data Value Chain: A Policy Research Project for Equitable Platform Economies,” IT for Change, September 2020 “Treating data as commons”, The Hindu, Parminder Singh, September 2, 2020 “Report by the Committee of Experts on Non-Personal Data Governance Framework,” Ministry of Electronics and Information Technology, Government of India “A plan for Indian self-sufficiancy in an AI-driven world,” Mint, Parminder Singh, July 29, 2020 The digital revolution is here, but not everyone is benefiting equitably from it. And as Silicon Valley’s ethos of “move fast and break things” spreads around the world, now is the time to pause and consider who is being left out and how we can better distribute the benefits of our new data economy. “Data is the main resource of a new digital economy,” says IT for Change director Parminder Singh. Global society will benefit because the economy will benefit, argues Singh, on decentralization of data and distributed digital models. Data commons—or open data sources—are vital to help build an equitable digital economy, but with that comes the challenge of data governance. This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff. “Not everybody is sharing data,” says Singh. Big tech companies are holding onto the data, which stymies the growth of an open data economy, but also the growth of society, education, science, in other words, everything. According to Singh, “Data is a non-rival resource. It's not a material resource that if one uses it, other can't use it.” Singh continues, “If all people can use the resource of data, obviously people can build value over it and the overall value available to the world, to a country, increases manifold because the same asset is available to everyone.” One doesn’t have to look very far to understand the value of non-personal data collected to help the public, consider GIS data from government satellites. Innovation plus the open access to geographic data helped not only create the Internet we know today, but those same tech companies. And this is why Singh argues, “These powerful forces should be in the hands of people, in the hands of communities, they should be able to be influenced by regulators for public interest.” Especially now that most of the data is now collected by private companies. IT for Change is tackling this with a research project called “Unskewing the Data Value Chain,” which is supported by Omidyar Network. The project aims to assess the current policy gaps and new policy directions on data value chains that can promote equitable and inclusive economic development. Singh explains, “Our goal is to ensure the value chains are organized in a manner where the distribution of value is fairer. All countries can digitally industrialize at if not an equal piece, but an equitable pace, and there is a better distribution of benefits from digitalization.” Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.  This podcast was produced in partnership with Omidyar Network. Show notes and links “Unskewing the Data Value Chain: A Policy Research Project for Equitable Platform Economies,” IT for Change, September 2020 “Treating data as commons”, The Hindu, Parminder Singh, September 2, 2020 “Report by the Committee of Experts on Non-Personal Data Governance Framework,” Ministry of Electronics and Information Technology, Government of India “A plan for Indian self-sufficiancy in an AI-driven world,” Mint, Parminder Singh, July 29, 2020 false full 21 6e544e96-8289-11eb-85c8-df2389119213 Building a Better Data Economy Tim O’Reilly, the “Oracle of Silicon Valley,” wants to shift the conversation about data value to focus on the harm that tech giants are inflicting against us with our own data.

It’s “time to wake up and do a better job,” says publisher Tim O’Reilly—from getting serious about climate change to building a better data economy. And the way a better data economy is built is through data commons—or data as a common resource—not as the giant tech companies are acting now, which is not just keeping data to themselves but profiting from our data and causing us harm in the process.

“When companies are using the data they collect for our benefit, it's a great deal,” says O’Reilly, founder and CEO of O’Reilly Media. “When companies are using it to manipulate us, or to direct us in a way that hurts us, or that enhances their market power at the expense of competitors who might provide us better value, then they're harming us with our data.” And that’s the next big thing he’s researching: a specific type of harm that happens when tech companies use data against us to shape what we see, hear, and believe.

It’s what O’Reilly calls “algorithmic rents,” which uses data, algorithms, and user interface design as a way of controlling who gets what information and why. Unfortunately, one only has to look at the news to see the rapid spread of misinformation on the internet tied to unrest in countries across the world. Cui bono? We can ask who profits, but perhaps the better question is “who suffers?” According to O’Reilly, “If you build an economy where you're taking more out of the system than you're putting back or that you're creating, then guess what, you're not long for this world.” That really matters because users of this technology need to stop thinking about the worth of individual data and what it means when very few companies control that data, even when it’s more valuable in the open. After all, there are “consequences of not creating enough value for others.”

We’re now approaching a different idea: what if it’s actually time to start rethinking capitalism as a whole? “It's a really great time for us to be talking about how do we want to change capitalism, because we change it every 30, 40 years,” O’Reilly says. He clarifies that this is not about abolishing capitalism, but what we have isn’t good enough anymore. “We actually have to do better, and we can do better. And to me better is defined by increasing prosperity for everyone.”

In this episode of Business Lab, O’Reilly discusses the evolution of how tech giants like Facebook and Google create value for themselves and harm for others in increasingly walled gardens. He also discusses how crises like covid-19 and climate change are the necessary catalysts that fuel a “collective decision” to “overcome the massive problems of the data economy.”

Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast episode was produced in partnership with Omidyar Network.

Show notes and links

“We need more than innovation to build a world that’s prosperous for all,” by Tim O’Reilly, Radar, June 17, 2019

“Why we invested in building an equitable data economy,” by Sushant Kumar, Omidyar Network, August 14, 2020

“Tim O’Reilly - ‘Covid-19 is an opportunity to break the current economic paradigm,’” by Derek du Preez, Diginomica, July 3, 2020

“Fair value? Fixing the data economy,” MIT Technology Review Insights, December 3, 2020


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]]> Thu, 11 Mar 2021 16:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Tim O’Reilly, the “Oracle of Silicon Valley,” wants to shift the conversation about data value to focus on the harm that tech giants are inflicting against us with our own data.

It’s “time to wake up and do a better job,” says publisher Tim O’Reilly—from getting serious about climate change to building a better data economy. And the way a better data economy is built is through data commons—or data as a common resource—not as the giant tech companies are acting now, which is not just keeping data to themselves but profiting from our data and causing us harm in the process.

“When companies are using the data they collect for our benefit, it's a great deal,” says O’Reilly, founder and CEO of O’Reilly Media. “When companies are using it to manipulate us, or to direct us in a way that hurts us, or that enhances their market power at the expense of competitors who might provide us better value, then they're harming us with our data.” And that’s the next big thing he’s researching: a specific type of harm that happens when tech companies use data against us to shape what we see, hear, and believe.

It’s what O’Reilly calls “algorithmic rents,” which uses data, algorithms, and user interface design as a way of controlling who gets what information and why. Unfortunately, one only has to look at the news to see the rapid spread of misinformation on the internet tied to unrest in countries across the world. Cui bono? We can ask who profits, but perhaps the better question is “who suffers?” According to O’Reilly, “If you build an economy where you're taking more out of the system than you're putting back or that you're creating, then guess what, you're not long for this world.” That really matters because users of this technology need to stop thinking about the worth of individual data and what it means when very few companies control that data, even when it’s more valuable in the open. After all, there are “consequences of not creating enough value for others.”

We’re now approaching a different idea: what if it’s actually time to start rethinking capitalism as a whole? “It's a really great time for us to be talking about how do we want to change capitalism, because we change it every 30, 40 years,” O’Reilly says. He clarifies that this is not about abolishing capitalism, but what we have isn’t good enough anymore. “We actually have to do better, and we can do better. And to me better is defined by increasing prosperity for everyone.”

In this episode of Business Lab, O’Reilly discusses the evolution of how tech giants like Facebook and Google create value for themselves and harm for others in increasingly walled gardens. He also discusses how crises like covid-19 and climate change are the necessary catalysts that fuel a “collective decision” to “overcome the massive problems of the data economy.”

Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast episode was produced in partnership with Omidyar Network.

Show notes and links

“We need more than innovation to build a world that’s prosperous for all,” by Tim O’Reilly, Radar, June 17, 2019

“Why we invested in building an equitable data economy,” by Sushant Kumar, Omidyar Network, August 14, 2020

“Tim O’Reilly - ‘Covid-19 is an opportunity to break the current economic paradigm,’” by Derek du Preez, Diginomica, July 3, 2020

“Fair value? Fixing the data economy,” MIT Technology Review Insights, December 3, 2020


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Building a Better Data Economy MIT Technology Review Insights 00:39:51 Tim O’Reilly, the “Oracle of Silicon Valley,” wants to shift the conversation about data value to focus on the harm that tech giants are inflicting against us with our own data. It’s “time to wake up and do a better job,” says publisher Tim O’Reilly—from getting serious about climate change to building a better data economy. And the way a better data economy is built is through data commons—or data as a common resource—not as the giant tech companies are acting now, which is not just keeping data to themselves but profiting from our data and causing us harm in the process. “When companies are using the data they collect for our benefit, it's a great deal,” says O’Reilly, founder and CEO of O’Reilly Media. “When companies are using it to manipulate us, or to direct us in a way that hurts us, or that enhances their market power at the expense of competitors who might provide us better value, then they're harming us with our data.” And that’s the next big thing he’s researching: a specific type of harm that happens when tech companies use data against us to shape what we see, hear, and believe. It’s what O’Reilly calls “algorithmic rents,” which uses data, algorithms, and user interface design as a way of controlling who gets what information and why. Unfortunately, one only has to look at the news to see the rapid spread of misinformation on the internet tied to unrest in countries across the world. Cui bono? We can ask who profits, but perhaps the better question is “who suffers?” According to O’Reilly, “If you build an economy where you're taking more out of the system than you're putting back or that you're creating, then guess what, you're not long for this world.” That really matters because users of this technology need to stop thinking about the worth of individual data and what it means when very few companies control that data, even when it’s more valuable in the open. After all, there are “consequences of not creating enough value for others.” We’re now approaching a different idea: what if it’s actually time to start rethinking capitalism as a whole? “It's a really great time for us to be talking about how do we want to change capitalism, because we change it every 30, 40 years,” O’Reilly says. He clarifies that this is not about abolishing capitalism, but what we have isn’t good enough anymore. “We actually have to do better, and we can do better. And to me better is defined by increasing prosperity for everyone.” In this episode of Business Lab, O’Reilly discusses the evolution of how tech giants like Facebook and Google create value for themselves and harm for others in increasingly walled gardens. He also discusses how crises like covid-19 and climate change are the necessary catalysts that fuel a “collective decision” to “overcome the massive problems of the data economy.” Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast episode was produced in partnership with Omidyar Network. Show notes and links “We need more than innovation to build a world that’s prosperous for all,” by Tim O’Reilly, Radar, June 17, 2019 “Why we invested in building an equitable data economy,” by Sushant Kumar, Omidyar Network, August 14, 2020 “Tim O’Reilly - ‘Covid-19 is an opportunity to break the current economic paradigm,’” by Derek du Preez, Diginomica, July 3, 2020 “Fair value? Fixing the data economy,” MIT Technology Review Insights, December 3, 2020 Tim O’Reilly, the “Oracle of Silicon Valley,” wants to shift the conversation about data value to focus on the harm that tech giants are inflicting against us with our own data. It’s “time to wake up and do a better job,” says publisher Tim O’Reilly—from getting serious about climate change to building a better data economy. And the way a better data economy is built is through data commons—or data as a common resource—not as the giant tech companies are acting now, which is not just keeping data to themselves but profiting from our data and causing us harm in the process. “When companies are using the data they collect for our benefit, it's a great deal,” says O’Reilly, founder and CEO of O’Reilly Media. “When companies are using it to manipulate us, or to direct us in a way that hurts us, or that enhances their market power at the expense of competitors who might provide us better value, then they're harming us with our data.” And that’s the next big thing he’s researching: a specific type of harm that happens when tech companies use data against us to shape what we see, hear, and believe. It’s what O’Reilly calls “algorithmic rents,” which uses data, algorithms, and user interface design as a way of controlling who gets what information and why. Unfortunately, one only has to look at the news to see the rapid spread of misinformation on the internet tied to unrest in countries across the world. Cui bono? We can ask who profits, but perhaps the better question is “who suffers?” According to O’Reilly, “If you build an economy where you're taking more out of the system than you're putting back or that you're creating, then guess what, you're not long for this world.” That really matters because users of this technology need to stop thinking about the worth of individual data and what it means when very few companies control that data, even when it’s more valuable in the open. After all, there are “consequences of not creating enough value for others.” We’re now approaching a different idea: what if it’s actually time to start rethinking capitalism as a whole? “It's a really great time for us to be talking about how do we want to change capitalism, because we change it every 30, 40 years,” O’Reilly says. He clarifies that this is not about abolishing capitalism, but what we have isn’t good enough anymore. “We actually have to do better, and we can do better. And to me better is defined by increasing prosperity for everyone.” In this episode of Business Lab, O’Reilly discusses the evolution of how tech giants like Facebook and Google create value for themselves and harm for others in increasingly walled gardens. He also discusses how crises like covid-19 and climate change are the necessary catalysts that fuel a “collective decision” to “overcome the massive problems of the data economy.” Business Lab is hosted by Laurel Ruma, editorial director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast episode was produced in partnership with Omidyar Network. Show notes and links “We need more than innovation to build a world that’s prosperous for all,” by Tim O’Reilly, Radar, June 17, 2019 “Why we invested in building an equitable data economy,” by Sushant Kumar, Omidyar Network, August 14, 2020 “Tim O’Reilly - ‘Covid-19 is an opportunity to break the current economic paradigm,’” by Derek du Preez, Diginomica, July 3, 2020 “Fair value? Fixing the data economy,” MIT Technology Review Insights, December 3, 2020 false full 20 2157bea2-29ab-11eb-a1f9-df8a0e9348fe Leveraging collective intelligence and AI to benefit society A solar-powered autonomous drone scans for forest fires. A surgeon first operates on a digital heart before she picks up a scalpel. A global community bands together to print personal protection equipment to fight a pandemic.

“The future is now,” says Frederic Vacher, head of innovation at Dassault Systèmes. And all of this is possible with cloud computing, artificial intelligence (AI), and a virtual 3D design shop, or as Dassault calls it, the 3DEXPERIENCE innovation lab. This open innovation laboratory embraces the concept of the social enterprise and merges collective intelligence with a cross-collaborative approach by building what Vacher calls “communities of people—passionate and willing to work together to accomplish a common objective.”

This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff. 

“It’s not only software, it's not only cloud, but it’s also a community of people’s skills and services available for the marketplace,” Vacher says. “Now, because technologies are more accessible, newcomers can also disrupt, and this is where we want to focus with the lab.”  

And for Dassault Systèmes, there’s unlimited real-world opportunities with the power of collective intelligence, especially when you are bringing together industry experts, health-care professionals, makers, and scientists to tackle covid-19. Vacher explains, “We created an open community, ‘Open Covid-19,’ to welcome any volunteer makers, engineers, and designers to help, because we saw at that time that many people were trying to do things but on their own, in their lab, in their country.” This wasted time and resources during a global crisis. And, Vacher continues, the urgency of working together to share information became obvious, “They were all facing the same issues, and by working together, we thought it could be an interesting way to accelerate, to transfer the know-how, and to avoid any mistakes.” 

Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. 

This episode of Business Lab is produced in association with Dassault Systèmes. 

Show notes and links 

How Effective is a Facemask? Here’s a Simulation of Your Unfettered Sneeze, by Josh Mings, SolidSmack, April 2, 2020 

Open Covid-19 Community Lets Makers Contribute to Pandemic Relief, by Clare Scott, Dassault, The SIMULIA Blog, July 15, 2020

Dassault 3DEXPERIENCE platform

Collective intelligence and collaboration around 3D printing: rising to the challenge of Covid-19, by Frederic Vacher, STAT, August 10, 2020


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Wed, 18 Nov 2020 16:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ A solar-powered autonomous drone scans for forest fires. A surgeon first operates on a digital heart before she picks up a scalpel. A global community bands together to print personal protection equipment to fight a pandemic.

“The future is now,” says Frederic Vacher, head of innovation at Dassault Systèmes. And all of this is possible with cloud computing, artificial intelligence (AI), and a virtual 3D design shop, or as Dassault calls it, the 3DEXPERIENCE innovation lab. This open innovation laboratory embraces the concept of the social enterprise and merges collective intelligence with a cross-collaborative approach by building what Vacher calls “communities of people—passionate and willing to work together to accomplish a common objective.”

This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff. 

“It’s not only software, it's not only cloud, but it’s also a community of people’s skills and services available for the marketplace,” Vacher says. “Now, because technologies are more accessible, newcomers can also disrupt, and this is where we want to focus with the lab.”  

And for Dassault Systèmes, there’s unlimited real-world opportunities with the power of collective intelligence, especially when you are bringing together industry experts, health-care professionals, makers, and scientists to tackle covid-19. Vacher explains, “We created an open community, ‘Open Covid-19,’ to welcome any volunteer makers, engineers, and designers to help, because we saw at that time that many people were trying to do things but on their own, in their lab, in their country.” This wasted time and resources during a global crisis. And, Vacher continues, the urgency of working together to share information became obvious, “They were all facing the same issues, and by working together, we thought it could be an interesting way to accelerate, to transfer the know-how, and to avoid any mistakes.” 

Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. 

This episode of Business Lab is produced in association with Dassault Systèmes. 

Show notes and links 

How Effective is a Facemask? Here’s a Simulation of Your Unfettered Sneeze, by Josh Mings, SolidSmack, April 2, 2020 

Open Covid-19 Community Lets Makers Contribute to Pandemic Relief, by Clare Scott, Dassault, The SIMULIA Blog, July 15, 2020

Dassault 3DEXPERIENCE platform

Collective intelligence and collaboration around 3D printing: rising to the challenge of Covid-19, by Frederic Vacher, STAT, August 10, 2020


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Leveraging collective intelligence and AI to benefit society MIT Technology Review Insights 00:34:40 A solar-powered autonomous drone scans for forest fires. A surgeon first operates on a digital heart before she picks up a scalpel. A global community bands together to print personal protection equipment to fight a pandemic. “The future is now,” says Frederic Vacher, head of innovation at Dassault Systèmes. And all of this is possible with cloud computing, artificial intelligence (AI), and a virtual 3D design shop, or as Dassault calls it, the 3DEXPERIENCE innovation lab. This open innovation laboratory embraces the concept of the social enterprise and merges collective intelligence with a cross-collaborative approach by building what Vacher calls “communities of people—passionate and willing to work together to accomplish a common objective.” This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff.  “It’s not only software, it's not only cloud, but it’s also a community of people’s skills and services available for the marketplace,” Vacher says. “Now, because technologies are more accessible, newcomers can also disrupt, and this is where we want to focus with the lab.”   And for Dassault Systèmes, there’s unlimited real-world opportunities with the power of collective intelligence, especially when you are bringing together industry experts, health-care professionals, makers, and scientists to tackle covid-19. Vacher explains, “We created an open community, ‘Open Covid-19,’ to welcome any volunteer makers, engineers, and designers to help, because we saw at that time that many people were trying to do things but on their own, in their lab, in their country.” This wasted time and resources during a global crisis. And, Vacher continues, the urgency of working together to share information became obvious, “They were all facing the same issues, and by working together, we thought it could be an interesting way to accelerate, to transfer the know-how, and to avoid any mistakes.”  Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.  This episode of Business Lab is produced in association with Dassault Systèmes.  Show notes and links  How Effective is a Facemask? Here’s a Simulation of Your Unfettered Sneeze, by Josh Mings, SolidSmack, April 2, 2020  Open Covid-19 Community Lets Makers Contribute to Pandemic Relief, by Clare Scott, Dassault, The SIMULIA Blog, July 15, 2020 Dassault 3DEXPERIENCE platform Collective intelligence and collaboration around 3D printing: rising to the challenge of Covid-19, by Frederic Vacher, STAT, August 10, 2020 A solar-powered autonomous drone scans for forest fires. A surgeon first operates on a digital heart before she picks up a scalpel. A global community bands together to print personal protection equipment to fight a pandemic. “The future is now,” says Frederic Vacher, head of innovation at Dassault Systèmes. And all of this is possible with cloud computing, artificial intelligence (AI), and a virtual 3D design shop, or as Dassault calls it, the 3DEXPERIENCE innovation lab. This open innovation laboratory embraces the concept of the social enterprise and merges collective intelligence with a cross-collaborative approach by building what Vacher calls “communities of people—passionate and willing to work together to accomplish a common objective.” This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff.  “It’s not only software, it's not only cloud, but it’s also a community of people’s skills and services available for the marketplace,” Vacher says. “Now, because technologies are more accessible, newcomers can also disrupt, and this is where we want to focus with the lab.”   And for Dassault Systèmes, there’s unlimited real-world opportunities with the power of collective intelligence, especially when you are bringing together industry experts, health-care professionals, makers, and scientists to tackle covid-19. Vacher explains, “We created an open community, ‘Open Covid-19,’ to welcome any volunteer makers, engineers, and designers to help, because we saw at that time that many people were trying to do things but on their own, in their lab, in their country.” This wasted time and resources during a global crisis. And, Vacher continues, the urgency of working together to share information became obvious, “They were all facing the same issues, and by working together, we thought it could be an interesting way to accelerate, to transfer the know-how, and to avoid any mistakes.”  Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.  This episode of Business Lab is produced in association with Dassault Systèmes.  Show notes and links  How Effective is a Facemask? Here’s a Simulation of Your Unfettered Sneeze, by Josh Mings, SolidSmack, April 2, 2020  Open Covid-19 Community Lets Makers Contribute to Pandemic Relief, by Clare Scott, Dassault, The SIMULIA Blog, July 15, 2020 Dassault 3DEXPERIENCE platform Collective intelligence and collaboration around 3D printing: rising to the challenge of Covid-19, by Frederic Vacher, STAT, August 10, 2020 false full 19 f076c596-192c-11eb-87bc-57470622c5d2 With Trust in AI, Manufacturers Can Build Better Some people might not associate the word “trust” with artificial intelligence (AI). Stefan Jockusch is not one of them. Vice president of strategy at Siemens Digital Industries Software, Jockusch says trusting an algorithm powering an AI application is a matter of statistics.

This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff.

“If it works right, and if you have enough compute power, then the AI application will give you the right answer in an overwhelming percentage of cases,” says Jockusch, whose business is building “digital twin” software of physical products.

He gives the example of Apple’s iPhones and its facial recognition software—technology that has been tested “millions and millions of times” and produced just a few failures.

“That’s where the trust comes from,” says Jockusch.

In this episode of Business Lab, Jockusch discusses how AI can be used in manufacturing to build better products: by doing the tedious work engineers have traditionally done themselves. AI can help engineers manage multiple design variations for semiconductors, for example, or sift through routine bug reports that software developers would have had to manually review to figure out what is causing a glitch.

“AI is playing a bigger role to allow engineers to focus more on the real, creative part of their job and less on detail work,” says Jockusch.

Also in the episode, Jockush explains how AI embedded in products themselves have already won over millions of people—think voice assistants like Siri and Alexa—and will someday become such a common component that people will barely talk about the value or the future of AI.

“I mean, how many discussions do you have nowadays about the value of Excel, of cellular calculation, although we use it every day?” says Jockusch. “Everybody uses it every day in something, and it’s so universal that we hardly ever think about it.”


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Wed, 28 Oct 2020 14:39:54 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Some people might not associate the word “trust” with artificial intelligence (AI). Stefan Jockusch is not one of them. Vice president of strategy at Siemens Digital Industries Software, Jockusch says trusting an algorithm powering an AI application is a matter of statistics.

This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff.

“If it works right, and if you have enough compute power, then the AI application will give you the right answer in an overwhelming percentage of cases,” says Jockusch, whose business is building “digital twin” software of physical products.

He gives the example of Apple’s iPhones and its facial recognition software—technology that has been tested “millions and millions of times” and produced just a few failures.

“That’s where the trust comes from,” says Jockusch.

In this episode of Business Lab, Jockusch discusses how AI can be used in manufacturing to build better products: by doing the tedious work engineers have traditionally done themselves. AI can help engineers manage multiple design variations for semiconductors, for example, or sift through routine bug reports that software developers would have had to manually review to figure out what is causing a glitch.

“AI is playing a bigger role to allow engineers to focus more on the real, creative part of their job and less on detail work,” says Jockusch.

Also in the episode, Jockush explains how AI embedded in products themselves have already won over millions of people—think voice assistants like Siri and Alexa—and will someday become such a common component that people will barely talk about the value or the future of AI.

“I mean, how many discussions do you have nowadays about the value of Excel, of cellular calculation, although we use it every day?” says Jockusch. “Everybody uses it every day in something, and it’s so universal that we hardly ever think about it.”


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> With Trust in AI, Manufacturers Can Build Better MIT Technology Review Insights 00:24:57 Some people might not associate the word “trust” with artificial intelligence (AI). Stefan Jockusch is not one of them. Vice president of strategy at Siemens Digital Industries Software, Jockusch says trusting an algorithm powering an AI application is a matter of statistics. This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff. “If it works right, and if you have enough compute power, then the AI application will give you the right answer in an overwhelming percentage of cases,” says Jockusch, whose business is building “digital twin” software of physical products. He gives the example of Apple’s iPhones and its facial recognition software—technology that has been tested “millions and millions of times” and produced just a few failures. “That’s where the trust comes from,” says Jockusch. In this episode of Business Lab, Jockusch discusses how AI can be used in manufacturing to build better products: by doing the tedious work engineers have traditionally done themselves. AI can help engineers manage multiple design variations for semiconductors, for example, or sift through routine bug reports that software developers would have had to manually review to figure out what is causing a glitch. “AI is playing a bigger role to allow engineers to focus more on the real, creative part of their job and less on detail work,” says Jockusch. Also in the episode, Jockush explains how AI embedded in products themselves have already won over millions of people—think voice assistants like Siri and Alexa—and will someday become such a common component that people will barely talk about the value or the future of AI. “I mean, how many discussions do you have nowadays about the value of Excel, of cellular calculation, although we use it every day?” says Jockusch. “Everybody uses it every day in something, and it’s so universal that we hardly ever think about it.” Some people might not associate the word “trust” with artificial intelligence (AI). Stefan Jockusch is not one of them. Vice president of strategy at Siemens Digital Industries Software, Jockusch says trusting an algorithm powering an AI application is a matter of statistics. This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff. “If it works right, and if you have enough compute power, then the AI application will give you the right answer in an overwhelming percentage of cases,” says Jockusch, whose business is building “digital twin” software of physical products. He gives the example of Apple’s iPhones and its facial recognition software—technology that has been tested “millions and millions of times” and produced just a few failures. “That’s where the trust comes from,” says Jockusch. In this episode of Business Lab, Jockusch discusses how AI can be used in manufacturing to build better products: by doing the tedious work engineers have traditionally done themselves. AI can help engineers manage multiple design variations for semiconductors, for example, or sift through routine bug reports that software developers would have had to manually review to figure out what is causing a glitch. “AI is playing a bigger role to allow engineers to focus more on the real, creative part of their job and less on detail work,” says Jockusch. Also in the episode, Jockush explains how AI embedded in products themselves have already won over millions of people—think voice assistants like Siri and Alexa—and will someday become such a common component that people will barely talk about the value or the future of AI. “I mean, how many discussions do you have nowadays about the value of Excel, of cellular calculation, although we use it every day?” says Jockusch. “Everybody uses it every day in something, and it’s so universal that we hardly ever think about it.” false full 18 456d34ec-0e31-11eb-9248-83bd15b5e1b1 The Fourth Industrial Revolution Has Begun: Now’s The Time to Join 2020 has created more than a brave new world. It’s a world of opportunity rapidly pressuring organizations of all sizes to rapidly adopt technology to not just survive, but to thrive. And Andrew Dugan, chief technology officer at Lumen Technologies, sees proof in the company’s own customer base, where “those organizations fared the best throughout covid were the ones that were prepared with their digital transformation.” And that’s been a common story this year. A 2018 McKinsey survey showed that well before the pandemic 92% of company leaders believed “their business model would not remain economically viable through digitization.” This astounding statistic shows the necessity for organizations to start deploying new technologies, not just for the coming year, but for the coming Fourth Industrial Revolution.

This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff.

Lumen plans to play a key role in this preparation and execution: “We see the Fourth Industrial Revolution really transforming daily life ... And it's really driven by that availability and ubiquity of those smart devices.” With the rapid evolution of smaller chips and devices, acquiring analyzing, and acting on the data becomes a critical priority for every company. But organizations must be prepared for this increasing onslaught of data.

As Dugan says, “One of the key things that we see with the Fourth Industrial Revolution is that enterprises are taking advantage of the data that's available out there.” And to do that, companies need to do business in a new way. Specifically, “One is change the way that they address hiring. You need a new skill set, you need data scientists, your world is going to be more driven by software. You’re going to have to take advantage of new technologies.” This mandate means that organizations will also need to prepare their technology systems, and that’s where Lumen helps “build the organizational competencies and provide them the infrastructure, whether that’s network, edge compute, data analytics tools,” continues Dugan. The goal is to use software to gain insights, which will improve business.

When it comes to next-generation apps and devices, edge compute—the ability to process data in real time at the edge of a network (think a handheld device) without sending it back to the cloud to be processed—has to be the focus. Dugan explains: “When a robot senses something and sends that sensor data back to the application, which may be on-site, it may be in some edge compute location, the speed at which that data can be collected, transported to the application, analyzed, and a response generated, directly affects the speed at which that device can operate.” This data must be analyzed and acted on in real time to be useful to the organization. Think about it, continued Dugan, “When you’re controlling something like an energy grid, similar thing. You want to be able to detect something and react to it in near real time.” Edge compute is the function that allows organizations to enter the Fourth Industrial Revolution, and this is the new reality. “We're moving from that hype stage into reality and making it available for our customers,” Dugan notes. “And that's exciting when you see something become real like this.”

Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast episode was produced in partnership with Lumen Technologies.

Links

“Emerging Technologies And The Lumen Platform,” Andrew Dugan, Automation.com, Sept 14, 2020

“The Fourth Industrial Revolution: what it means, how to respond,” Klaus Schwab, The World Economic Forum, Jan 14, 2016

“Why digital strategies fail,” Jacques Bughin, Tanguy Catlin, Martin Hirt, and Paul Willmott, McKinsey Quarterly, Jan 25, 2018


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Wed, 14 Oct 2020 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ 2020 has created more than a brave new world. It’s a world of opportunity rapidly pressuring organizations of all sizes to rapidly adopt technology to not just survive, but to thrive. And Andrew Dugan, chief technology officer at Lumen Technologies, sees proof in the company’s own customer base, where “those organizations fared the best throughout covid were the ones that were prepared with their digital transformation.” And that’s been a common story this year. A 2018 McKinsey survey showed that well before the pandemic 92% of company leaders believed “their business model would not remain economically viable through digitization.” This astounding statistic shows the necessity for organizations to start deploying new technologies, not just for the coming year, but for the coming Fourth Industrial Revolution.

This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff.

Lumen plans to play a key role in this preparation and execution: “We see the Fourth Industrial Revolution really transforming daily life ... And it's really driven by that availability and ubiquity of those smart devices.” With the rapid evolution of smaller chips and devices, acquiring analyzing, and acting on the data becomes a critical priority for every company. But organizations must be prepared for this increasing onslaught of data.

As Dugan says, “One of the key things that we see with the Fourth Industrial Revolution is that enterprises are taking advantage of the data that's available out there.” And to do that, companies need to do business in a new way. Specifically, “One is change the way that they address hiring. You need a new skill set, you need data scientists, your world is going to be more driven by software. You’re going to have to take advantage of new technologies.” This mandate means that organizations will also need to prepare their technology systems, and that’s where Lumen helps “build the organizational competencies and provide them the infrastructure, whether that’s network, edge compute, data analytics tools,” continues Dugan. The goal is to use software to gain insights, which will improve business.

When it comes to next-generation apps and devices, edge compute—the ability to process data in real time at the edge of a network (think a handheld device) without sending it back to the cloud to be processed—has to be the focus. Dugan explains: “When a robot senses something and sends that sensor data back to the application, which may be on-site, it may be in some edge compute location, the speed at which that data can be collected, transported to the application, analyzed, and a response generated, directly affects the speed at which that device can operate.” This data must be analyzed and acted on in real time to be useful to the organization. Think about it, continued Dugan, “When you’re controlling something like an energy grid, similar thing. You want to be able to detect something and react to it in near real time.” Edge compute is the function that allows organizations to enter the Fourth Industrial Revolution, and this is the new reality. “We're moving from that hype stage into reality and making it available for our customers,” Dugan notes. “And that's exciting when you see something become real like this.”

Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast episode was produced in partnership with Lumen Technologies.

Links

“Emerging Technologies And The Lumen Platform,” Andrew Dugan, Automation.com, Sept 14, 2020

“The Fourth Industrial Revolution: what it means, how to respond,” Klaus Schwab, The World Economic Forum, Jan 14, 2016

“Why digital strategies fail,” Jacques Bughin, Tanguy Catlin, Martin Hirt, and Paul Willmott, McKinsey Quarterly, Jan 25, 2018


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> The Fourth Industrial Revolution Has Begun: Now’s The Time to Join MIT Technology Review Insights 00:28:21 2020 has created more than a brave new world. It’s a world of opportunity rapidly pressuring organizations of all sizes to rapidly adopt technology to not just survive, but to thrive. And Andrew Dugan, chief technology officer at Lumen Technologies, sees proof in the company’s own customer base, where “those organizations fared the best throughout covid were the ones that were prepared with their digital transformation.” And that’s been a common story this year. A 2018 McKinsey survey showed that well before the pandemic 92% of company leaders believed “their business model would not remain economically viable through digitization.” This astounding statistic shows the necessity for organizations to start deploying new technologies, not just for the coming year, but for the coming Fourth Industrial Revolution. This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff. Lumen plans to play a key role in this preparation and execution: “We see the Fourth Industrial Revolution really transforming daily life ... And it's really driven by that availability and ubiquity of those smart devices.” With the rapid evolution of smaller chips and devices, acquiring analyzing, and acting on the data becomes a critical priority for every company. But organizations must be prepared for this increasing onslaught of data. As Dugan says, “One of the key things that we see with the Fourth Industrial Revolution is that enterprises are taking advantage of the data that's available out there.” And to do that, companies need to do business in a new way. Specifically, “One is change the way that they address hiring. You need a new skill set, you need data scientists, your world is going to be more driven by software. You’re going to have to take advantage of new technologies.” This mandate means that organizations will also need to prepare their technology systems, and that’s where Lumen helps “build the organizational competencies and provide them the infrastructure, whether that’s network, edge compute, data analytics tools,” continues Dugan. The goal is to use software to gain insights, which will improve business. When it comes to next-generation apps and devices, edge compute—the ability to process data in real time at the edge of a network (think a handheld device) without sending it back to the cloud to be processed—has to be the focus. Dugan explains: “When a robot senses something and sends that sensor data back to the application, which may be on-site, it may be in some edge compute location, the speed at which that data can be collected, transported to the application, analyzed, and a response generated, directly affects the speed at which that device can operate.” This data must be analyzed and acted on in real time to be useful to the organization. Think about it, continued Dugan, “When you’re controlling something like an energy grid, similar thing. You want to be able to detect something and react to it in near real time.” Edge compute is the function that allows organizations to enter the Fourth Industrial Revolution, and this is the new reality. “We're moving from that hype stage into reality and making it available for our customers,” Dugan notes. “And that's exciting when you see something become real like this.” Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast episode was produced in partnership with Lumen Technologies. Links “Emerging Technologies And The Lumen Platform,” Andrew Dugan, Automation.com, Sept 14, 2020 “The Fourth Industrial Revolution: what it means, how to respond,” Klaus Schwab, The World Economic Forum, Jan 14, 2016 “Why digital strategies fail,” Jacques Bughin, Tanguy Catlin, Martin Hirt, and Paul Willmott, McKinsey Quarterly, Jan 25, 2018 2020 has created more than a brave new world. It’s a world of opportunity rapidly pressuring organizations of all sizes to rapidly adopt technology to not just survive, but to thrive. And Andrew Dugan, chief technology officer at Lumen Technologies, sees proof in the company’s own customer base, where “those organizations fared the best throughout covid were the ones that were prepared with their digital transformation.” And that’s been a common story this year. A 2018 McKinsey survey showed that well before the pandemic 92% of company leaders believed “their business model would not remain economically viable through digitization.” This astounding statistic shows the necessity for organizations to start deploying new technologies, not just for the coming year, but for the coming Fourth Industrial Revolution. This podcast episode was produced by Insights, the custom content arm of MIT Technology Review. It was not produced by MIT Technology Review’s editorial staff. Lumen plans to play a key role in this preparation and execution: “We see the Fourth Industrial Revolution really transforming daily life ... And it's really driven by that availability and ubiquity of those smart devices.” With the rapid evolution of smaller chips and devices, acquiring analyzing, and acting on the data becomes a critical priority for every company. But organizations must be prepared for this increasing onslaught of data. As Dugan says, “One of the key things that we see with the Fourth Industrial Revolution is that enterprises are taking advantage of the data that's available out there.” And to do that, companies need to do business in a new way. Specifically, “One is change the way that they address hiring. You need a new skill set, you need data scientists, your world is going to be more driven by software. You’re going to have to take advantage of new technologies.” This mandate means that organizations will also need to prepare their technology systems, and that’s where Lumen helps “build the organizational competencies and provide them the infrastructure, whether that’s network, edge compute, data analytics tools,” continues Dugan. The goal is to use software to gain insights, which will improve business. When it comes to next-generation apps and devices, edge compute—the ability to process data in real time at the edge of a network (think a handheld device) without sending it back to the cloud to be processed—has to be the focus. Dugan explains: “When a robot senses something and sends that sensor data back to the application, which may be on-site, it may be in some edge compute location, the speed at which that data can be collected, transported to the application, analyzed, and a response generated, directly affects the speed at which that device can operate.” This data must be analyzed and acted on in real time to be useful to the organization. Think about it, continued Dugan, “When you’re controlling something like an energy grid, similar thing. You want to be able to detect something and react to it in near real time.” Edge compute is the function that allows organizations to enter the Fourth Industrial Revolution, and this is the new reality. “We're moving from that hype stage into reality and making it available for our customers,” Dugan notes. “And that's exciting when you see something become real like this.” Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast episode was produced in partnership with Lumen Technologies. Links “Emerging Technologies And The Lumen Platform,” Andrew Dugan, Automation.com, Sept 14, 2020 “The Fourth Industrial Revolution: what it means, how to respond,” Klaus Schwab, The World Economic Forum, Jan 14, 2016 “Why digital strategies fail,” Jacques Bughin, Tanguy Catlin, Martin Hirt, and Paul Willmott, McKinsey Quarterly, Jan 25, 2018 false full 17 78264060-0268-11eb-a20a-37988a4c4f0e How AI Will Revolutionize Manufacturing Ask Stefan Jockusch about what a factory might look like in 10 or 20 years, and the answer might leave you at a crossroads between fascination and bewilderment. Jockusch is vice president for strategy at Siemens Digital Industries Software, which develops applications that simulates the conception, design, and manufacture of products such as a cell phone or a smart watch. His vision of a smart factory is abuzz with “independent, moving” robots. But they don’t stop at making one or three or five things. No—this factory is “self-organizing.”

“Depending on what product I throw at this factory, it will completely reshuffle itself and work differently when I come in with a very different product,” Jockusch says. “It will self-organize itself to do something different.”

Behind this factory of future is artificial intelligence (AI), Jockusch says in this episode of Business Lab. But AI starts much, much smaller, with the chip. Take automaking. The chips that power the various applications in cars today—and the driverless vehicles of tomorrow—are embedded with AI, which support real-time decision-making. They’re highly specialized, built with specific tasks in mind. The people who design chips then need to see the big picture.

“You have to have an idea if the chip, for example, controls the interpretation of things that the cameras see for autonomous driving. You have to have an idea of how many images that chip has to process or how many things are moving on those images,” Jockusch says. “You have to understand a lot about what will happen in the end.”

This complex way of building, delivering, and connecting products and systems is what Siemens describes as “chip to city”—the idea that future population centers will be powered by the transmission of data. Factories and cities that monitor and manage themselves, Jockusch says, rely on “continuous improvement”: AI executes an action, learns from the results, and then tweaks its subsequent actions to achieve a better result. Today, most AI is helping humans make better decisions.

“We have one application where the program watches the user and tries to predict the command the user is going to use next,” Jockusch says. “The longer the application can watch the user, the more accurate it will be.”

Applying AI to manufacturing, Jockusch says, can result in cost savings and big gains in efficiency. Jockusch gives an example from a Siemens factory of printed circuit boards, which are used in most electronic products. The milling machine used there has a tendency to “goo up over time—to get dirty.” The challenge is to determine when the machine has to be cleaned so it doesn’t fail in the middle of a shift.

“We are using actually an AI application on an edge device that's sitting right in the factory to monitor that machine and make a fairly accurate prediction when it's time to do the maintenance,” Jockusch says.

The full impact of AI on business—and the full range of opportunities the technology can uncover—is still unknown.

“There's a lot of work happening to understand these implications better,” Jockusch says. “We are just at the starting point of doing this, of really understanding what can optimization of a process do for the enterprise as a whole.”

Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast episode was produced in partnership with Siemens Digital Industries Software.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Tue, 29 Sep 2020 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ Ask Stefan Jockusch about what a factory might look like in 10 or 20 years, and the answer might leave you at a crossroads between fascination and bewilderment. Jockusch is vice president for strategy at Siemens Digital Industries Software, which develops applications that simulates the conception, design, and manufacture of products such as a cell phone or a smart watch. His vision of a smart factory is abuzz with “independent, moving” robots. But they don’t stop at making one or three or five things. No—this factory is “self-organizing.”

“Depending on what product I throw at this factory, it will completely reshuffle itself and work differently when I come in with a very different product,” Jockusch says. “It will self-organize itself to do something different.”

Behind this factory of future is artificial intelligence (AI), Jockusch says in this episode of Business Lab. But AI starts much, much smaller, with the chip. Take automaking. The chips that power the various applications in cars today—and the driverless vehicles of tomorrow—are embedded with AI, which support real-time decision-making. They’re highly specialized, built with specific tasks in mind. The people who design chips then need to see the big picture.

“You have to have an idea if the chip, for example, controls the interpretation of things that the cameras see for autonomous driving. You have to have an idea of how many images that chip has to process or how many things are moving on those images,” Jockusch says. “You have to understand a lot about what will happen in the end.”

This complex way of building, delivering, and connecting products and systems is what Siemens describes as “chip to city”—the idea that future population centers will be powered by the transmission of data. Factories and cities that monitor and manage themselves, Jockusch says, rely on “continuous improvement”: AI executes an action, learns from the results, and then tweaks its subsequent actions to achieve a better result. Today, most AI is helping humans make better decisions.

“We have one application where the program watches the user and tries to predict the command the user is going to use next,” Jockusch says. “The longer the application can watch the user, the more accurate it will be.”

Applying AI to manufacturing, Jockusch says, can result in cost savings and big gains in efficiency. Jockusch gives an example from a Siemens factory of printed circuit boards, which are used in most electronic products. The milling machine used there has a tendency to “goo up over time—to get dirty.” The challenge is to determine when the machine has to be cleaned so it doesn’t fail in the middle of a shift.

“We are using actually an AI application on an edge device that's sitting right in the factory to monitor that machine and make a fairly accurate prediction when it's time to do the maintenance,” Jockusch says.

The full impact of AI on business—and the full range of opportunities the technology can uncover—is still unknown.

“There's a lot of work happening to understand these implications better,” Jockusch says. “We are just at the starting point of doing this, of really understanding what can optimization of a process do for the enterprise as a whole.”

Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast episode was produced in partnership with Siemens Digital Industries Software.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> How AI Will Revolutionize Manufacturing MIT Technology Review Insights 00:25:05 Ask Stefan Jockusch about what a factory might look like in 10 or 20 years, and the answer might leave you at a crossroads between fascination and bewilderment. Jockusch is vice president for strategy at Siemens Digital Industries Software, which develops applications that simulates the conception, design, and manufacture of products such as a cell phone or a smart watch. His vision of a smart factory is abuzz with “independent, moving” robots. But they don’t stop at making one or three or five things. No—this factory is “self-organizing.” “Depending on what product I throw at this factory, it will completely reshuffle itself and work differently when I come in with a very different product,” Jockusch says. “It will self-organize itself to do something different.” Behind this factory of future is artificial intelligence (AI), Jockusch says in this episode of Business Lab. But AI starts much, much smaller, with the chip. Take automaking. The chips that power the various applications in cars today—and the driverless vehicles of tomorrow—are embedded with AI, which support real-time decision-making. They’re highly specialized, built with specific tasks in mind. The people who design chips then need to see the big picture. “You have to have an idea if the chip, for example, controls the interpretation of things that the cameras see for autonomous driving. You have to have an idea of how many images that chip has to process or how many things are moving on those images,” Jockusch says. “You have to understand a lot about what will happen in the end.” This complex way of building, delivering, and connecting products and systems is what Siemens describes as “chip to city”—the idea that future population centers will be powered by the transmission of data. Factories and cities that monitor and manage themselves, Jockusch says, rely on “continuous improvement”: AI executes an action, learns from the results, and then tweaks its subsequent actions to achieve a better result. Today, most AI is helping humans make better decisions. “We have one application where the program watches the user and tries to predict the command the user is going to use next,” Jockusch says. “The longer the application can watch the user, the more accurate it will be.” Applying AI to manufacturing, Jockusch says, can result in cost savings and big gains in efficiency. Jockusch gives an example from a Siemens factory of printed circuit boards, which are used in most electronic products. The milling machine used there has a tendency to “goo up over time—to get dirty.” The challenge is to determine when the machine has to be cleaned so it doesn’t fail in the middle of a shift. “We are using actually an AI application on an edge device that's sitting right in the factory to monitor that machine and make a fairly accurate prediction when it's time to do the maintenance,” Jockusch says. The full impact of AI on business—and the full range of opportunities the technology can uncover—is still unknown. “There's a lot of work happening to understand these implications better,” Jockusch says. “We are just at the starting point of doing this, of really understanding what can optimization of a process do for the enterprise as a whole.” Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast episode was produced in partnership with Siemens Digital Industries Software. Ask Stefan Jockusch about what a factory might look like in 10 or 20 years, and the answer might leave you at a crossroads between fascination and bewilderment. Jockusch is vice president for strategy at Siemens Digital Industries Software, which develops applications that simulates the conception, design, and manufacture of products such as a cell phone or a smart watch. His vision of a smart factory is abuzz with “independent, moving” robots. But they don’t stop at making one or three or five things. No—this factory is “self-organizing.” “Depending on what product I throw at this factory, it will completely reshuffle itself and work differently when I come in with a very different product,” Jockusch says. “It will self-organize itself to do something different.” Behind this factory of future is artificial intelligence (AI), Jockusch says in this episode of Business Lab. But AI starts much, much smaller, with the chip. Take automaking. The chips that power the various applications in cars today—and the driverless vehicles of tomorrow—are embedded with AI, which support real-time decision-making. They’re highly specialized, built with specific tasks in mind. The people who design chips then need to see the big picture. “You have to have an idea if the chip, for example, controls the interpretation of things that the cameras see for autonomous driving. You have to have an idea of how many images that chip has to process or how many things are moving on those images,” Jockusch says. “You have to understand a lot about what will happen in the end.” This complex way of building, delivering, and connecting products and systems is what Siemens describes as “chip to city”—the idea that future population centers will be powered by the transmission of data. Factories and cities that monitor and manage themselves, Jockusch says, rely on “continuous improvement”: AI executes an action, learns from the results, and then tweaks its subsequent actions to achieve a better result. Today, most AI is helping humans make better decisions. “We have one application where the program watches the user and tries to predict the command the user is going to use next,” Jockusch says. “The longer the application can watch the user, the more accurate it will be.” Applying AI to manufacturing, Jockusch says, can result in cost savings and big gains in efficiency. Jockusch gives an example from a Siemens factory of printed circuit boards, which are used in most electronic products. The milling machine used there has a tendency to “goo up over time—to get dirty.” The challenge is to determine when the machine has to be cleaned so it doesn’t fail in the middle of a shift. “We are using actually an AI application on an edge device that's sitting right in the factory to monitor that machine and make a fairly accurate prediction when it's time to do the maintenance,” Jockusch says. The full impact of AI on business—and the full range of opportunities the technology can uncover—is still unknown. “There's a lot of work happening to understand these implications better,” Jockusch says. “We are just at the starting point of doing this, of really understanding what can optimization of a process do for the enterprise as a whole.” Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast episode was produced in partnership with Siemens Digital Industries Software. false full 16 1098a5ac-d1ab-11ea-b65e-9b71311215cd Smart Devices, a Cohesive System, a Brighter Future [Sponsored] AI advancements today are pointing to improvements everywhere you look. But it’s a confluence of technologies—cloud, 5G wireless, smart devices, and more—that will usher in the greatest results, predicts Dell Technologies’ John Roese.

If you need a reason to feel good about the direction technology is going, look up Dell’s CTO John Roese on Twitter. The handle he composed back in 2006 is @theICToptimist. ICT stands for information and communication.

“The reason for that acronym was because I firmly believed that the future was not about information technology and communication technology independently,” says Roese, president and chief technology officer of products and operations at Dell Technologies. “It was about them coming together.”

Close to two decades later, it’s hard not to call him right. Organizations are looking to the massive amounts of data their collecting and generating to become fully digital, they’re using the cloud to process and store all that data, and they’re turning to fast, new wireless technologies like 5G to power data-hungry applications such as artificial intelligence and machine learning.

In this episode of Business Lab, Roese walks through this confluence of technologies and its future outcomes. For example, autonomous vehicles are developing fast, but fully driverless cars aren’t plying are streets yet. And they won’t until they tap into a “collaborative compute model”—smart devices that plug into a combination of cloud and edge computing infrastructure to provide “effectively infinite compute.”

“One of the biggest problems isn't making the device smart; it's making the device smart and efficient in a scalable system,” Roese says.

So big things are ahead, but technology today is making huge strides, Roese says. He talks about machine intelligence, which taps AI and machine learning to mimic human intelligence and tackle complex problems, such as speeding up supply chains, or in health care, more accurately detecting tumors or types of cancer. And opportunities abound. During the coronavirus pandemic, machine intelligence can “scale nursing” by giving nurses data-driven tools that allow them to see more patients. In cybersecurity, it can keep good guys a step ahead of innovating bad guys. And in telecommunications, it could eventually make decisions regarding mobile networks “that might have a trillion things on them. That is a very, very, very large network that exceeds human's ability to think.”

Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast episode was produced in partnership with Dell Technologies.


Show notes and links

Technical Disruptions Emerging in 2020, by John Roese

The Journey to 5G: Extending the Cloud to Mobile Edges, EmTech Next 2020

Meet John on Twitter, @theictoptimist

The Fourth Industrial Revolution and digitization will transform Africa into a global powerhouse, by Njuguna Ndung’u and Landry Signé


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Wed, 29 Jul 2020 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] AI advancements today are pointing to improvements everywhere you look. But it’s a confluence of technologies—cloud, 5G wireless, smart devices, and more—that will usher in the greatest results, predicts Dell Technologies’ John Roese.

If you need a reason to feel good about the direction technology is going, look up Dell’s CTO John Roese on Twitter. The handle he composed back in 2006 is @theICToptimist. ICT stands for information and communication.

“The reason for that acronym was because I firmly believed that the future was not about information technology and communication technology independently,” says Roese, president and chief technology officer of products and operations at Dell Technologies. “It was about them coming together.”

Close to two decades later, it’s hard not to call him right. Organizations are looking to the massive amounts of data their collecting and generating to become fully digital, they’re using the cloud to process and store all that data, and they’re turning to fast, new wireless technologies like 5G to power data-hungry applications such as artificial intelligence and machine learning.

In this episode of Business Lab, Roese walks through this confluence of technologies and its future outcomes. For example, autonomous vehicles are developing fast, but fully driverless cars aren’t plying are streets yet. And they won’t until they tap into a “collaborative compute model”—smart devices that plug into a combination of cloud and edge computing infrastructure to provide “effectively infinite compute.”

“One of the biggest problems isn't making the device smart; it's making the device smart and efficient in a scalable system,” Roese says.

So big things are ahead, but technology today is making huge strides, Roese says. He talks about machine intelligence, which taps AI and machine learning to mimic human intelligence and tackle complex problems, such as speeding up supply chains, or in health care, more accurately detecting tumors or types of cancer. And opportunities abound. During the coronavirus pandemic, machine intelligence can “scale nursing” by giving nurses data-driven tools that allow them to see more patients. In cybersecurity, it can keep good guys a step ahead of innovating bad guys. And in telecommunications, it could eventually make decisions regarding mobile networks “that might have a trillion things on them. That is a very, very, very large network that exceeds human's ability to think.”

Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

This podcast episode was produced in partnership with Dell Technologies.


Show notes and links

Technical Disruptions Emerging in 2020, by John Roese

The Journey to 5G: Extending the Cloud to Mobile Edges, EmTech Next 2020

Meet John on Twitter, @theictoptimist

The Fourth Industrial Revolution and digitization will transform Africa into a global powerhouse, by Njuguna Ndung’u and Landry Signé


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Smart Devices, a Cohesive System, a Brighter Future MIT Technology Review Insights 00:36:55 [Sponsored] AI advancements today are pointing to improvements everywhere you look. But it’s a confluence of technologies—cloud, 5G wireless, smart devices, and more—that will usher in the greatest results, predicts Dell Technologies’ John Roese. If you need a reason to feel good about the direction technology is going, look up Dell’s CTO John Roese on Twitter. The handle he composed back in 2006 is @theICToptimist. ICT stands for information and communication. “The reason for that acronym was because I firmly believed that the future was not about information technology and communication technology independently,” says Roese, president and chief technology officer of products and operations at Dell Technologies. “It was about them coming together.” Close to two decades later, it’s hard not to call him right. Organizations are looking to the massive amounts of data their collecting and generating to become fully digital, they’re using the cloud to process and store all that data, and they’re turning to fast, new wireless technologies like 5G to power data-hungry applications such as artificial intelligence and machine learning. In this episode of Business Lab, Roese walks through this confluence of technologies and its future outcomes. For example, autonomous vehicles are developing fast, but fully driverless cars aren’t plying are streets yet. And they won’t until they tap into a “collaborative compute model”—smart devices that plug into a combination of cloud and edge computing infrastructure to provide “effectively infinite compute.” “One of the biggest problems isn't making the device smart; it's making the device smart and efficient in a scalable system,” Roese says. So big things are ahead, but technology today is making huge strides, Roese says. He talks about machine intelligence, which taps AI and machine learning to mimic human intelligence and tackle complex problems, such as speeding up supply chains, or in health care, more accurately detecting tumors or types of cancer. And opportunities abound. During the coronavirus pandemic, machine intelligence can “scale nursing” by giving nurses data-driven tools that allow them to see more patients. In cybersecurity, it can keep good guys a step ahead of innovating bad guys. And in telecommunications, it could eventually make decisions regarding mobile networks “that might have a trillion things on them. That is a very, very, very large network that exceeds human's ability to think.” Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast episode was produced in partnership with Dell Technologies. Show notes and links Technical Disruptions Emerging in 2020, by John Roese The Journey to 5G: Extending the Cloud to Mobile Edges, EmTech Next 2020 Meet John on Twitter, @theictoptimist The Fourth Industrial Revolution and digitization will transform Africa into a global powerhouse, by Njuguna Ndung’u and Landry Signé [Sponsored] AI advancements today are pointing to improvements everywhere you look. But it’s a confluence of technologies—cloud, 5G wireless, smart devices, and more—that will usher in the greatest results, predicts Dell Technologies’ John Roese. If you need a reason to feel good about the direction technology is going, look up Dell’s CTO John Roese on Twitter. The handle he composed back in 2006 is @theICToptimist. ICT stands for information and communication. “The reason for that acronym was because I firmly believed that the future was not about information technology and communication technology independently,” says Roese, president and chief technology officer of products and operations at Dell Technologies. “It was about them coming together.” Close to two decades later, it’s hard not to call him right. Organizations are looking to the massive amounts of data their collecting and generating to become fully digital, they’re using the cloud to process and store all that data, and they’re turning to fast, new wireless technologies like 5G to power data-hungry applications such as artificial intelligence and machine learning. In this episode of Business Lab, Roese walks through this confluence of technologies and its future outcomes. For example, autonomous vehicles are developing fast, but fully driverless cars aren’t plying are streets yet. And they won’t until they tap into a “collaborative compute model”—smart devices that plug into a combination of cloud and edge computing infrastructure to provide “effectively infinite compute.” “One of the biggest problems isn't making the device smart; it's making the device smart and efficient in a scalable system,” Roese says. So big things are ahead, but technology today is making huge strides, Roese says. He talks about machine intelligence, which taps AI and machine learning to mimic human intelligence and tackle complex problems, such as speeding up supply chains, or in health care, more accurately detecting tumors or types of cancer. And opportunities abound. During the coronavirus pandemic, machine intelligence can “scale nursing” by giving nurses data-driven tools that allow them to see more patients. In cybersecurity, it can keep good guys a step ahead of innovating bad guys. And in telecommunications, it could eventually make decisions regarding mobile networks “that might have a trillion things on them. That is a very, very, very large network that exceeds human's ability to think.” Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. This podcast episode was produced in partnership with Dell Technologies. Show notes and links Technical Disruptions Emerging in 2020, by John Roese The Journey to 5G: Extending the Cloud to Mobile Edges, EmTech Next 2020 Meet John on Twitter, @theictoptimist The Fourth Industrial Revolution and digitization will transform Africa into a global powerhouse, by Njuguna Ndung’u and Landry Signé false full 15 cc6ebda2-ba13-11ea-bee3-5f8459bde3a4 Covid-19 Spurs Collaboration in Telehealth [Sponsored] The coronavirus pandemic has led to enhanced collaboration, spurred innovation, and increased the use of digital technologies. Telehealth enables doctors to safely connect with patients virtually and to monitor them remotely, whether in different cities or just down the hall. And smarter and smaller medical devices are producing better outcomes for patients—a disruption is sensed, like low blood sugar or a too rapid beating heart, and a therapy is applied, in real time.

All of this is aided by improved processing capabilities and data—lots of data, which means AI. And today’s guest is Dr. Laura Mauri, who is the Vice President of Global Clinical Research and Analytics at Medtronic. And she knows all about how data can help drive better patient outcomes, improve the patient experience, and provide valuable information for doctors and medical device creators. Dr. Mauri is an interventional cardiologist and one of the world’s leading experts on clinical trials, but, as she says, the success of a clinical trial really does come down to the patient experience, and how it's improved.

Dr. Mauri also has great hope for healthcare and technology. And although she cautions that this work is not simple, you can literally see progress happening—which is the outcome we all want.

Business Lab is hosted by Laurel Ruma, director of insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

Produced in partnership with Medtronic.


Show notes and links

“Unlocking the power of data in healthcare” A Q&A with Dr. Laura Mauri

Open-Source Release Allows Coventor to Be Produced Worldwide

Virtual training, remote monitoring solutions provide safety and support


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Mon, 29 Jun 2020 15:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] The coronavirus pandemic has led to enhanced collaboration, spurred innovation, and increased the use of digital technologies. Telehealth enables doctors to safely connect with patients virtually and to monitor them remotely, whether in different cities or just down the hall. And smarter and smaller medical devices are producing better outcomes for patients—a disruption is sensed, like low blood sugar or a too rapid beating heart, and a therapy is applied, in real time.

All of this is aided by improved processing capabilities and data—lots of data, which means AI. And today’s guest is Dr. Laura Mauri, who is the Vice President of Global Clinical Research and Analytics at Medtronic. And she knows all about how data can help drive better patient outcomes, improve the patient experience, and provide valuable information for doctors and medical device creators. Dr. Mauri is an interventional cardiologist and one of the world’s leading experts on clinical trials, but, as she says, the success of a clinical trial really does come down to the patient experience, and how it's improved.

Dr. Mauri also has great hope for healthcare and technology. And although she cautions that this work is not simple, you can literally see progress happening—which is the outcome we all want.

Business Lab is hosted by Laurel Ruma, director of insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next.

Produced in partnership with Medtronic.


Show notes and links

“Unlocking the power of data in healthcare” A Q&A with Dr. Laura Mauri

Open-Source Release Allows Coventor to Be Produced Worldwide

Virtual training, remote monitoring solutions provide safety and support


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Covid-19 Spurs Collaboration in Telehealth MIT Technology Review Insights 00:39:17 [Sponsored] The coronavirus pandemic has led to enhanced collaboration, spurred innovation, and increased the use of digital technologies. Telehealth enables doctors to safely connect with patients virtually and to monitor them remotely, whether in different cities or just down the hall. And smarter and smaller medical devices are producing better outcomes for patients—a disruption is sensed, like low blood sugar or a too rapid beating heart, and a therapy is applied, in real time. All of this is aided by improved processing capabilities and data—lots of data, which means AI. And today’s guest is Dr. Laura Mauri, who is the Vice President of Global Clinical Research and Analytics at Medtronic. And she knows all about how data can help drive better patient outcomes, improve the patient experience, and provide valuable information for doctors and medical device creators. Dr. Mauri is an interventional cardiologist and one of the world’s leading experts on clinical trials, but, as she says, the success of a clinical trial really does come down to the patient experience, and how it's improved. Dr. Mauri also has great hope for healthcare and technology. And although she cautions that this work is not simple, you can literally see progress happening—which is the outcome we all want. Business Lab is hosted by Laurel Ruma, director of insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Produced in partnership with Medtronic. Show notes and links “Unlocking the power of data in healthcare” A Q&A with Dr. Laura Mauri Open-Source Release Allows Coventor to Be Produced Worldwide Virtual training, remote monitoring solutions provide safety and support [Sponsored] The coronavirus pandemic has led to enhanced collaboration, spurred innovation, and increased the use of digital technologies. Telehealth enables doctors to safely connect with patients virtually and to monitor them remotely, whether in different cities or just down the hall. And smarter and smaller medical devices are producing better outcomes for patients—a disruption is sensed, like low blood sugar or a too rapid beating heart, and a therapy is applied, in real time. All of this is aided by improved processing capabilities and data—lots of data, which means AI. And today’s guest is Dr. Laura Mauri, who is the Vice President of Global Clinical Research and Analytics at Medtronic. And she knows all about how data can help drive better patient outcomes, improve the patient experience, and provide valuable information for doctors and medical device creators. Dr. Mauri is an interventional cardiologist and one of the world’s leading experts on clinical trials, but, as she says, the success of a clinical trial really does come down to the patient experience, and how it's improved. Dr. Mauri also has great hope for healthcare and technology. And although she cautions that this work is not simple, you can literally see progress happening—which is the outcome we all want. Business Lab is hosted by Laurel Ruma, director of insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Produced in partnership with Medtronic. Show notes and links “Unlocking the power of data in healthcare” A Q&A with Dr. Laura Mauri Open-Source Release Allows Coventor to Be Produced Worldwide Virtual training, remote monitoring solutions provide safety and support false full 14 34782f74-5d70-11ea-b97e-a3ffe652dae9 Leading With a Security-First Mentality [Sponsored] As technology rapidly develops, the number of security and privacy concerns will only continue to grow. In this episode, we look at how companies can build cybersecurity into their business strategies—instead of scrambling to respond when a breach happens.

Even with danger lurking around the corner, today’s guest, cybersecurity expert Ann Cavoukian, argues that companies are turning a blind eye to security and privacy issues until it is too late. Cavoukian is the executive director of the Global Privacy and Security by Design Centre, as well as a senior fellow of the Ted Rogers Leadership Centre at Ryerson University. She’s worked closely with the government in Canada as well as private companies on the best way to defend against security attacks.

Cavoukian also says that privacy is vital to our society and an indispensable form of freedom, and that developments such as facial recognition technology are among the most egregious breaches of that freedom.

Business Lab is hosted by Laura Ruma, director of insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Music is by Merlean, from Epidemic Sound. 

Show notes and links

Ann Cavoukian, Ryerson University

Global Privacy and Security by Design

“Microsoft presents Dr. Ann Cavoukian on privacy and your business,” YouTube

“Dr Ann Cavoukian – Privacy By Design,” YouTube

“Will Privacy First Be The New Normal? An Interview With Privacy Guru, Dr. Ann Cavoukian,” by Hessie Jones, Forbes

“Dr. Ann Cavoukian: Why Big Business Should Proactively Build for Privacy,” by Hessie Jones, Forbes


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Wed, 4 Mar 2020 16:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] As technology rapidly develops, the number of security and privacy concerns will only continue to grow. In this episode, we look at how companies can build cybersecurity into their business strategies—instead of scrambling to respond when a breach happens.

Even with danger lurking around the corner, today’s guest, cybersecurity expert Ann Cavoukian, argues that companies are turning a blind eye to security and privacy issues until it is too late. Cavoukian is the executive director of the Global Privacy and Security by Design Centre, as well as a senior fellow of the Ted Rogers Leadership Centre at Ryerson University. She’s worked closely with the government in Canada as well as private companies on the best way to defend against security attacks.

Cavoukian also says that privacy is vital to our society and an indispensable form of freedom, and that developments such as facial recognition technology are among the most egregious breaches of that freedom.

Business Lab is hosted by Laura Ruma, director of insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Music is by Merlean, from Epidemic Sound. 

Show notes and links

Ann Cavoukian, Ryerson University

Global Privacy and Security by Design

“Microsoft presents Dr. Ann Cavoukian on privacy and your business,” YouTube

“Dr Ann Cavoukian – Privacy By Design,” YouTube

“Will Privacy First Be The New Normal? An Interview With Privacy Guru, Dr. Ann Cavoukian,” by Hessie Jones, Forbes

“Dr. Ann Cavoukian: Why Big Business Should Proactively Build for Privacy,” by Hessie Jones, Forbes


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Leading With a Security-First Mentality MIT Technology Review Insights 00:28:06 [Sponsored] As technology rapidly develops, the number of security and privacy concerns will only continue to grow. In this episode, we look at how companies can build cybersecurity into their business strategies—instead of scrambling to respond when a breach happens. Even with danger lurking around the corner, today’s guest, cybersecurity expert Ann Cavoukian, argues that companies are turning a blind eye to security and privacy issues until it is too late. Cavoukian is the executive director of the Global Privacy and Security by Design Centre, as well as a senior fellow of the Ted Rogers Leadership Centre at Ryerson University. She’s worked closely with the government in Canada as well as private companies on the best way to defend against security attacks. Cavoukian also says that privacy is vital to our society and an indispensable form of freedom, and that developments such as facial recognition technology are among the most egregious breaches of that freedom. Business Lab is hosted by Laura Ruma, director of insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Music is by Merlean, from Epidemic Sound.  Show notes and links Ann Cavoukian, Ryerson University Global Privacy and Security by Design “Microsoft presents Dr. Ann Cavoukian on privacy and your business,” YouTube “Dr Ann Cavoukian – Privacy By Design,” YouTube “Will Privacy First Be The New Normal? An Interview With Privacy Guru, Dr. Ann Cavoukian,” by Hessie Jones, Forbes “Dr. Ann Cavoukian: Why Big Business Should Proactively Build for Privacy,” by Hessie Jones, Forbes [Sponsored] As technology rapidly develops, the number of security and privacy concerns will only continue to grow. In this episode, we look at how companies can build cybersecurity into their business strategies—instead of scrambling to respond when a breach happens. Even with danger lurking around the corner, today’s guest, cybersecurity expert Ann Cavoukian, argues that companies are turning a blind eye to security and privacy issues until it is too late. Cavoukian is the executive director of the Global Privacy and Security by Design Centre, as well as a senior fellow of the Ted Rogers Leadership Centre at Ryerson University. She’s worked closely with the government in Canada as well as private companies on the best way to defend against security attacks. Cavoukian also says that privacy is vital to our society and an indispensable form of freedom, and that developments such as facial recognition technology are among the most egregious breaches of that freedom. Business Lab is hosted by Laura Ruma, director of insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Music is by Merlean, from Epidemic Sound.  Show notes and links Ann Cavoukian, Ryerson University Global Privacy and Security by Design “Microsoft presents Dr. Ann Cavoukian on privacy and your business,” YouTube “Dr Ann Cavoukian – Privacy By Design,” YouTube “Will Privacy First Be The New Normal? An Interview With Privacy Guru, Dr. Ann Cavoukian,” by Hessie Jones, Forbes “Dr. Ann Cavoukian: Why Big Business Should Proactively Build for Privacy,” by Hessie Jones, Forbes false full 13 d09f2f34-4d07-11ea-a7fa-6301429ec323 Securing the Internet of Things and Your Workplace [Sponsored] In this episode, we look at the need to secure the internet of things, physical workspaces, and the products companies make. From planes to children’s toys to oil rigs, more connected devices are vulnerable to attack than ever before.

Ken Munro is an internet-of things security researcher, penetration tester, and writer with two decades of experience in the security industry. He is also the founder of security services company Pen Test Partners.

Munro helps expose the vulnerabilities in items we use every day, and he discusses some of the most important skills that cybersecurity experts can have, why companies are at risk for physical security breaches, and something he calls “supersystemic flaws.” 

Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Music is by Merlean, from Epidemic Sound.


Ken Munro, on Twitter

Ken Munro, Pen Test Partners

“Kids Tracker Watches: CloudPets, exploiting athletes and hijacking reality TV,” Pen Test Partners Security Blog

“Think you’ve had a breach? Top 5 things to do,” Pen Test Partners Security Blog

 “Internet of Things Security,” a TEDx presentation by Ken Munro


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Wed, 26 Feb 2020 16:59:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] In this episode, we look at the need to secure the internet of things, physical workspaces, and the products companies make. From planes to children’s toys to oil rigs, more connected devices are vulnerable to attack than ever before.

Ken Munro is an internet-of things security researcher, penetration tester, and writer with two decades of experience in the security industry. He is also the founder of security services company Pen Test Partners.

Munro helps expose the vulnerabilities in items we use every day, and he discusses some of the most important skills that cybersecurity experts can have, why companies are at risk for physical security breaches, and something he calls “supersystemic flaws.” 

Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Music is by Merlean, from Epidemic Sound.


Ken Munro, on Twitter

Ken Munro, Pen Test Partners

“Kids Tracker Watches: CloudPets, exploiting athletes and hijacking reality TV,” Pen Test Partners Security Blog

“Think you’ve had a breach? Top 5 things to do,” Pen Test Partners Security Blog

 “Internet of Things Security,” a TEDx presentation by Ken Munro


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Securing the Internet of Things and Your Workplace MIT Technology Review Insights 00:37:45 [Sponsored] In this episode, we look at the need to secure the internet of things, physical workspaces, and the products companies make. From planes to children’s toys to oil rigs, more connected devices are vulnerable to attack than ever before. Ken Munro is an internet-of things security researcher, penetration tester, and writer with two decades of experience in the security industry. He is also the founder of security services company Pen Test Partners. Munro helps expose the vulnerabilities in items we use every day, and he discusses some of the most important skills that cybersecurity experts can have, why companies are at risk for physical security breaches, and something he calls “supersystemic flaws.”  Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Music is by Merlean, from Epidemic Sound. Ken Munro, on Twitter Ken Munro, Pen Test Partners “Kids Tracker Watches: CloudPets, exploiting athletes and hijacking reality TV,” Pen Test Partners Security Blog “Think you’ve had a breach? Top 5 things to do,” Pen Test Partners Security Blog  “Internet of Things Security,” a TEDx presentation by Ken Munro [Sponsored] In this episode, we look at the need to secure the internet of things, physical workspaces, and the products companies make. From planes to children’s toys to oil rigs, more connected devices are vulnerable to attack than ever before. Ken Munro is an internet-of things security researcher, penetration tester, and writer with two decades of experience in the security industry. He is also the founder of security services company Pen Test Partners. Munro helps expose the vulnerabilities in items we use every day, and he discusses some of the most important skills that cybersecurity experts can have, why companies are at risk for physical security breaches, and something he calls “supersystemic flaws.”  Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Music is by Merlean, from Epidemic Sound. Ken Munro, on Twitter Ken Munro, Pen Test Partners “Kids Tracker Watches: CloudPets, exploiting athletes and hijacking reality TV,” Pen Test Partners Security Blog “Think you’ve had a breach? Top 5 things to do,” Pen Test Partners Security Blog  “Internet of Things Security,” a TEDx presentation by Ken Munro false full 12 d99f71e9-d462-4cba-9b08-a68386a3e3bb Cybersecurity in 2020: The rise of the CISO [Sponsored] As the new year (and new decade) begins, one thing is certain: cybersecurity will continue to have an increasing impact on business, for better or worse. In this episode, we hear from Stephanie Balaouras, a cybersecurity expert who has spoken to thousands of customers over her 15 years at Forrester Research. She is the vice president and group director of security and risk research, as well as infrastructure and operations research.

Balaouras makes the case that all businesses should have a chief information security officer, or CISO, as the world of cyberthreats becomes more intricate and perilous. "Even companies that have a CISO should take a hard look at how high in the organization they report," Balaouras says. "Do they have the right budget? Do they have enough staff? Have you given them the right span of control?"

Balaouras also reviews some of the biggest cybersecurity trends in 2019 and makes predictions for 2020.

Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Music by Merlean, from Epidemic Sound.

From the sponsor

Cybersecurity isn’t only about stopping the threats you see, it’s about stopping the ones you can’t see. That’s why Microsoft Security employs over 3,500 cybercrime experts, and uses AI to help anticipate, identify and eliminate threats. So you can focus on growing your business, and Microsoft Security can focus on protecting it. Learn more at //Microsoft.com/Cybersecurity.

https://www.forrester.com/Stephanie-Balaouras

https://go.forrester.com/blogs/category/cybersecurity/

https://go.forrester.com/blogs/a-cisos-guide-to-leading-change/

https://www.forrester.com/report/The+Biggest+Trends+Shaping+Enterprise+Risk+Management+In+2020/-/E-RES148895

https://www.youtube.com/watch?v=MNYcRa1JWuA


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Wed, 29 Jan 2020 16:55:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] As the new year (and new decade) begins, one thing is certain: cybersecurity will continue to have an increasing impact on business, for better or worse. In this episode, we hear from Stephanie Balaouras, a cybersecurity expert who has spoken to thousands of customers over her 15 years at Forrester Research. She is the vice president and group director of security and risk research, as well as infrastructure and operations research.

Balaouras makes the case that all businesses should have a chief information security officer, or CISO, as the world of cyberthreats becomes more intricate and perilous. "Even companies that have a CISO should take a hard look at how high in the organization they report," Balaouras says. "Do they have the right budget? Do they have enough staff? Have you given them the right span of control?"

Balaouras also reviews some of the biggest cybersecurity trends in 2019 and makes predictions for 2020.

Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Music by Merlean, from Epidemic Sound.

From the sponsor

Cybersecurity isn’t only about stopping the threats you see, it’s about stopping the ones you can’t see. That’s why Microsoft Security employs over 3,500 cybercrime experts, and uses AI to help anticipate, identify and eliminate threats. So you can focus on growing your business, and Microsoft Security can focus on protecting it. Learn more at //Microsoft.com/Cybersecurity.

https://www.forrester.com/Stephanie-Balaouras

https://go.forrester.com/blogs/category/cybersecurity/

https://go.forrester.com/blogs/a-cisos-guide-to-leading-change/

https://www.forrester.com/report/The+Biggest+Trends+Shaping+Enterprise+Risk+Management+In+2020/-/E-RES148895

https://www.youtube.com/watch?v=MNYcRa1JWuA


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Cybersecurity in 2020: The rise of the CISO MIT Technology Review Insights 00:53:35 [Sponsored] As the new year (and new decade) begins, one thing is certain: cybersecurity will continue to have an increasing impact on business, for better or worse. In this episode, we hear from Stephanie Balaouras, a cybersecurity expert who has spoken to thousands of customers over her 15 years at Forrester Research. She is the vice president and group director of security and risk research, as well as infrastructure and operations research. Balaouras makes the case that all businesses should have a chief information security officer, or CISO, as the world of cyberthreats becomes more intricate and perilous. "Even companies that have a CISO should take a hard look at how high in the organization they report," Balaouras says. "Do they have the right budget? Do they have enough staff? Have you given them the right span of control?" Balaouras also reviews some of the biggest cybersecurity trends in 2019 and makes predictions for 2020. Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Music by Merlean, from Epidemic Sound. From the sponsor Cybersecurity isn’t only about stopping the threats you see, it’s about stopping the ones you can’t see. That’s why Microsoft Security employs over 3,500 cybercrime experts, and uses AI to help anticipate, identify and eliminate threats. So you can focus on growing your business, and Microsoft Security can focus on protecting it. Learn more at //Microsoft.com/Cybersecurity. https://www.forrester.com/Stephanie-Balaouras https://go.forrester.com/blogs/category/cybersecurity/ https://go.forrester.com/blogs/a-cisos-guide-to-leading-change/ https://www.forrester.com/report/The+Biggest+Trends+Shaping+Enterprise+Risk+Management+In+2020/-/E-RES148895 https://www.youtube.com/watch?v=MNYcRa1JWuA [Sponsored] As the new year (and new decade) begins, one thing is certain: cybersecurity will continue to have an increasing impact on business, for better or worse. In this episode, we hear from Stephanie Balaouras, a cybersecurity expert who has spoken to thousands of customers over her 15 years at Forrester Research. She is the vice president and group director of security and risk research, as well as infrastructure and operations research. Balaouras makes the case that all businesses should have a chief information security officer, or CISO, as the world of cyberthreats becomes more intricate and perilous. "Even companies that have a CISO should take a hard look at how high in the organization they report," Balaouras says. "Do they have the right budget? Do they have enough staff? Have you given them the right span of control?" Balaouras also reviews some of the biggest cybersecurity trends in 2019 and makes predictions for 2020. Business Lab is hosted by Laurel Ruma, director of Insights, the custom publishing division of MIT Technology Review. The show is a production of MIT Technology Review, with production help from Collective Next. Music by Merlean, from Epidemic Sound. From the sponsor Cybersecurity isn’t only about stopping the threats you see, it’s about stopping the ones you can’t see. That’s why Microsoft Security employs over 3,500 cybercrime experts, and uses AI to help anticipate, identify and eliminate threats. So you can focus on growing your business, and Microsoft Security can focus on protecting it. Learn more at //Microsoft.com/Cybersecurity. https://www.forrester.com/Stephanie-Balaouras https://go.forrester.com/blogs/category/cybersecurity/ https://go.forrester.com/blogs/a-cisos-guide-to-leading-change/ https://www.forrester.com/report/The+Biggest+Trends+Shaping+Enterprise+Risk+Management+In+2020/-/E-RES148895 https://www.youtube.com/watch?v=MNYcRa1JWuA false full 12 4fa366a2-32f9-4aba-aa87-9204812de15c Marissa Mayer on the Rise of Women Technology Leaders [Sponsored] From 1999 to 2012, Marissa Mayer was one of the most public faces at Google, where she helped to build the company’s core search and advertising platforms. From 2012 to 2017 she steered Yahoo! through its final years as an independent business. In other words, she’s spent a long time at the center of the Silicon Valley whirlwind. 

In this special episode, Business Lab host Elizabeth Bramson-Boudreau asks Mayer how conditions for women technology leaders have changed during her career. The conversation quickly turns to the thinking behind Mayer's 2013 decision to put an end to Yahoo's fairly permissive policy around working from home and how she dealt with the blowback from that decision on social media and the technology press. Mayer sys that if a leader is trying to foster a stronger culture inside their company, they can’t worry too much about what everyone outside the company is saying about them.

Mayer goes on to speak about her new company, Lumi Labs, where she says engineers are looking for everyday consumer applications for the latest artificial intelligence techniques. And ultimately the conversation returns to the question of how technology companies can move closer to gender parity, and why the drive to recruit more women into technical roles has to come from the very top.

This episode is sponsored by (ISC)2. With more than 140,000 global members, (ISC)2 is the world's largest non-profit membership association of certified cybersecurity professionals. It offers a portfolio of credentials that are part of a holistic programmatic approach to security.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Thu, 3 Oct 2019 14:55:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] From 1999 to 2012, Marissa Mayer was one of the most public faces at Google, where she helped to build the company’s core search and advertising platforms. From 2012 to 2017 she steered Yahoo! through its final years as an independent business. In other words, she’s spent a long time at the center of the Silicon Valley whirlwind. 

In this special episode, Business Lab host Elizabeth Bramson-Boudreau asks Mayer how conditions for women technology leaders have changed during her career. The conversation quickly turns to the thinking behind Mayer's 2013 decision to put an end to Yahoo's fairly permissive policy around working from home and how she dealt with the blowback from that decision on social media and the technology press. Mayer sys that if a leader is trying to foster a stronger culture inside their company, they can’t worry too much about what everyone outside the company is saying about them.

Mayer goes on to speak about her new company, Lumi Labs, where she says engineers are looking for everyday consumer applications for the latest artificial intelligence techniques. And ultimately the conversation returns to the question of how technology companies can move closer to gender parity, and why the drive to recruit more women into technical roles has to come from the very top.

This episode is sponsored by (ISC)2. With more than 140,000 global members, (ISC)2 is the world's largest non-profit membership association of certified cybersecurity professionals. It offers a portfolio of credentials that are part of a holistic programmatic approach to security.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Marissa Mayer on the Rise of Women Technology Leaders MIT Technology Review Insights 00:32:58 [Sponsored] From 1999 to 2012, Marissa Mayer was one of the most public faces at Google, where she helped to build the company’s core search and advertising platforms. From 2012 to 2017 she steered Yahoo! through its final years as an independent business. In other words, she’s spent a long time at the center of the Silicon Valley whirlwind.  In this special episode, Business Lab host Elizabeth Bramson-Boudreau asks Mayer how conditions for women technology leaders have changed during her career. The conversation quickly turns to the thinking behind Mayer's 2013 decision to put an end to Yahoo's fairly permissive policy around working from home and how she dealt with the blowback from that decision on social media and the technology press. Mayer sys that if a leader is trying to foster a stronger culture inside their company, they can’t worry too much about what everyone outside the company is saying about them. Mayer goes on to speak about her new company, Lumi Labs, where she says engineers are looking for everyday consumer applications for the latest artificial intelligence techniques. And ultimately the conversation returns to the question of how technology companies can move closer to gender parity, and why the drive to recruit more women into technical roles has to come from the very top. This episode is sponsored by (ISC)2. With more than 140,000 global members, (ISC)2 is the world's largest non-profit membership association of certified cybersecurity professionals. It offers a portfolio of credentials that are part of a holistic programmatic approach to security. [Sponsored] From 1999 to 2012, Marissa Mayer was one of the most public faces at Google, where she helped to build the company’s core search and advertising platforms. From 2012 to 2017 she steered Yahoo! through its final years as an independent business. In other words, she’s spent a long time at the center of the Silicon Valley whirlwind.  In this special episode, Business Lab host Elizabeth Bramson-Boudreau asks Mayer how conditions for women technology leaders have changed during her career. The conversation quickly turns to the thinking behind Mayer's 2013 decision to put an end to Yahoo's fairly permissive policy around working from home and how she dealt with the blowback from that decision on social media and the technology press. Mayer sys that if a leader is trying to foster a stronger culture inside their company, they can’t worry too much about what everyone outside the company is saying about them. Mayer goes on to speak about her new company, Lumi Labs, where she says engineers are looking for everyday consumer applications for the latest artificial intelligence techniques. And ultimately the conversation returns to the question of how technology companies can move closer to gender parity, and why the drive to recruit more women into technical roles has to come from the very top. This episode is sponsored by (ISC)2. With more than 140,000 global members, (ISC)2 is the world's largest non-profit membership association of certified cybersecurity professionals. It offers a portfolio of credentials that are part of a holistic programmatic approach to security. false full 11 1481660b-bc17-40b5-80eb-a6e5a9bfb0e3 The Importance of Hackers: Analyst Keren Elazari [Sponsored] The development of cyber security is interwoven with the evolution of the hacker community. Keren Elazari, cyber security analyst and senior researcher at the Tel Aviv University Interdisciplinary Cyber Research Center, educated the world in her 2014 TED talk on the importance of cultivating friendly hackers for the protection of the internet. Today, she researches the most pressing cyber security threats, and how to prevent these breaches.

In this episode, Elazari shares her story of becoming a hacker as a young woman in Israel and speaks of the empowerment she gained through becoming an important player in the global community of hackers. She explains how businesses, organizations, and governments now collaborate with helpful hackers by creating bug bounty programs and other initiatives. Elazari explains tips for what companies should be looking for in way of cyber threats.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Katherine Gorman, with editorial help from Emily Townsend and Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Thu, 1 Aug 2019 15:30:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] The development of cyber security is interwoven with the evolution of the hacker community. Keren Elazari, cyber security analyst and senior researcher at the Tel Aviv University Interdisciplinary Cyber Research Center, educated the world in her 2014 TED talk on the importance of cultivating friendly hackers for the protection of the internet. Today, she researches the most pressing cyber security threats, and how to prevent these breaches.

In this episode, Elazari shares her story of becoming a hacker as a young woman in Israel and speaks of the empowerment she gained through becoming an important player in the global community of hackers. She explains how businesses, organizations, and governments now collaborate with helpful hackers by creating bug bounty programs and other initiatives. Elazari explains tips for what companies should be looking for in way of cyber threats.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Katherine Gorman, with editorial help from Emily Townsend and Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> The Importance of Hackers: Analyst Keren Elazari MIT Technology Review Insights 00:34:49 [Sponsored] The development of cyber security is interwoven with the evolution of the hacker community. Keren Elazari, cyber security analyst and senior researcher at the Tel Aviv University Interdisciplinary Cyber Research Center, educated the world in her 2014 TED talk on the importance of cultivating friendly hackers for the protection of the internet. Today, she researches the most pressing cyber security threats, and how to prevent these breaches. In this episode, Elazari shares her story of becoming a hacker as a young woman in Israel and speaks of the empowerment she gained through becoming an important player in the global community of hackers. She explains how businesses, organizations, and governments now collaborate with helpful hackers by creating bug bounty programs and other initiatives. Elazari explains tips for what companies should be looking for in way of cyber threats. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Katherine Gorman, with editorial help from Emily Townsend and Mindy Blodgett. Music by Merlean, from Epidemic Sound. [Sponsored] The development of cyber security is interwoven with the evolution of the hacker community. Keren Elazari, cyber security analyst and senior researcher at the Tel Aviv University Interdisciplinary Cyber Research Center, educated the world in her 2014 TED talk on the importance of cultivating friendly hackers for the protection of the internet. Today, she researches the most pressing cyber security threats, and how to prevent these breaches. In this episode, Elazari shares her story of becoming a hacker as a young woman in Israel and speaks of the empowerment she gained through becoming an important player in the global community of hackers. She explains how businesses, organizations, and governments now collaborate with helpful hackers by creating bug bounty programs and other initiatives. Elazari explains tips for what companies should be looking for in way of cyber threats. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Katherine Gorman, with editorial help from Emily Townsend and Mindy Blodgett. Music by Merlean, from Epidemic Sound. false full 10 209c48a5-0e6c-4885-9cd6-340f5b8070ce The Evolution of Cybersecurity: Veracode's Chris Wysopal [Sponsored] In this episode: How the development of cybersecurity arose and how that history created a world rife with invasions.

Chris Wysopal, CTO and cofounder of Veracode, sat in the first row for the advent of cyber defense. In fact, as the Vulnerability Researcher at the seminal hacker think tank the L0pht, he has worked for decades to demand more secure technology from influential tech companies.

In this episode Wysopal shares his work in the early years of cybersecurity, including when he testified in front of the 1998 Senate on computer security. At that time, he urged the adoption of regulations on large companies like Microsoft in order to enforce accountability and the development of thoughtful,safer code that protects consumer privacy. These initial concerns have only grown, as there is still little enforcement against code and firmware that allows for breaches.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Collective Next. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Thu, 27 Jun 2019 15:30:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] In this episode: How the development of cybersecurity arose and how that history created a world rife with invasions.

Chris Wysopal, CTO and cofounder of Veracode, sat in the first row for the advent of cyber defense. In fact, as the Vulnerability Researcher at the seminal hacker think tank the L0pht, he has worked for decades to demand more secure technology from influential tech companies.

In this episode Wysopal shares his work in the early years of cybersecurity, including when he testified in front of the 1998 Senate on computer security. At that time, he urged the adoption of regulations on large companies like Microsoft in order to enforce accountability and the development of thoughtful,safer code that protects consumer privacy. These initial concerns have only grown, as there is still little enforcement against code and firmware that allows for breaches.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Collective Next. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> The Evolution of Cybersecurity: Veracode's Chris Wysopal MIT Technology Review Insights 00:29:30 [Sponsored] In this episode: How the development of cybersecurity arose and how that history created a world rife with invasions. Chris Wysopal, CTO and cofounder of Veracode, sat in the first row for the advent of cyber defense. In fact, as the Vulnerability Researcher at the seminal hacker think tank the L0pht, he has worked for decades to demand more secure technology from influential tech companies. In this episode Wysopal shares his work in the early years of cybersecurity, including when he testified in front of the 1998 Senate on computer security. At that time, he urged the adoption of regulations on large companies like Microsoft in order to enforce accountability and the development of thoughtful,safer code that protects consumer privacy. These initial concerns have only grown, as there is still little enforcement against code and firmware that allows for breaches. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Collective Next. Music by Merlean, from Epidemic Sound. [Sponsored] In this episode: How the development of cybersecurity arose and how that history created a world rife with invasions. Chris Wysopal, CTO and cofounder of Veracode, sat in the first row for the advent of cyber defense. In fact, as the Vulnerability Researcher at the seminal hacker think tank the L0pht, he has worked for decades to demand more secure technology from influential tech companies. In this episode Wysopal shares his work in the early years of cybersecurity, including when he testified in front of the 1998 Senate on computer security. At that time, he urged the adoption of regulations on large companies like Microsoft in order to enforce accountability and the development of thoughtful,safer code that protects consumer privacy. These initial concerns have only grown, as there is still little enforcement against code and firmware that allows for breaches. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Collective Next. Music by Merlean, from Epidemic Sound. false full 9 3bccd00c-dce9-4a84-bf87-f9916fd14d7f The Fundamentals Behind Hacking: MIT Technology Review’s Martin Giles [Sponsored] The rise in ransomware incidents; hacking attacks and data breaches have become a scary reality for organizations and individuals worldwide. Increasingly, the issue of cyber security and what organizations need to do to better protect their people and their systems now sit at the top of the priority list for business leaders.

In this episode, Martin Giles, the San Francisco Bureau Chief of MIT Technology Review, shares his view that the widespread dangers of a cyber attack have become a guarantee for organizations in all sectors and regions. Giles describes how cyber attackers are most likely to penetrate a company’s defenses, including through cloud storage, cloud services and even hardware. He discusses some of the most striking trends in cyber security strategies, including the “death of the perimeter” —how the type of robust firewalls and strong anti-virus programs that were keeping companies safe, no longer work. Giles shows how business leaders can focus on effective cyber hygiene and cyber health to help protect both organizations and society as a whole.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Collective Next with editorial help from Emily Townsend and Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Thu, 25 Apr 2019 15:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] The rise in ransomware incidents; hacking attacks and data breaches have become a scary reality for organizations and individuals worldwide. Increasingly, the issue of cyber security and what organizations need to do to better protect their people and their systems now sit at the top of the priority list for business leaders.

In this episode, Martin Giles, the San Francisco Bureau Chief of MIT Technology Review, shares his view that the widespread dangers of a cyber attack have become a guarantee for organizations in all sectors and regions. Giles describes how cyber attackers are most likely to penetrate a company’s defenses, including through cloud storage, cloud services and even hardware. He discusses some of the most striking trends in cyber security strategies, including the “death of the perimeter” —how the type of robust firewalls and strong anti-virus programs that were keeping companies safe, no longer work. Giles shows how business leaders can focus on effective cyber hygiene and cyber health to help protect both organizations and society as a whole.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Collective Next with editorial help from Emily Townsend and Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> The Fundamentals Behind Hacking: MIT Technology Review’s Martin Giles MIT Technology Review Insights 00:29:37 [Sponsored] The rise in ransomware incidents; hacking attacks and data breaches have become a scary reality for organizations and individuals worldwide. Increasingly, the issue of cyber security and what organizations need to do to better protect their people and their systems now sit at the top of the priority list for business leaders. In this episode, Martin Giles, the San Francisco Bureau Chief of MIT Technology Review, shares his view that the widespread dangers of a cyber attack have become a guarantee for organizations in all sectors and regions. Giles describes how cyber attackers are most likely to penetrate a company’s defenses, including through cloud storage, cloud services and even hardware. He discusses some of the most striking trends in cyber security strategies, including the “death of the perimeter” —how the type of robust firewalls and strong anti-virus programs that were keeping companies safe, no longer work. Giles shows how business leaders can focus on effective cyber hygiene and cyber health to help protect both organizations and society as a whole. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Collective Next with editorial help from Emily Townsend and Mindy Blodgett. Music by Merlean, from Epidemic Sound. [Sponsored] The rise in ransomware incidents; hacking attacks and data breaches have become a scary reality for organizations and individuals worldwide. Increasingly, the issue of cyber security and what organizations need to do to better protect their people and their systems now sit at the top of the priority list for business leaders. In this episode, Martin Giles, the San Francisco Bureau Chief of MIT Technology Review, shares his view that the widespread dangers of a cyber attack have become a guarantee for organizations in all sectors and regions. Giles describes how cyber attackers are most likely to penetrate a company’s defenses, including through cloud storage, cloud services and even hardware. He discusses some of the most striking trends in cyber security strategies, including the “death of the perimeter” —how the type of robust firewalls and strong anti-virus programs that were keeping companies safe, no longer work. Giles shows how business leaders can focus on effective cyber hygiene and cyber health to help protect both organizations and society as a whole. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Collective Next with editorial help from Emily Townsend and Mindy Blodgett. Music by Merlean, from Epidemic Sound. false full 8 699a8319-823c-46f8-be72-2a6d28413ddc 10 Breakthrough Technologies with Bill Gates [Sponsored] In this episode: Microsoft co-founder and former CEO Bill Gates talks with Gideon Lichfield, MIT Technology Review’s Editor-in-Chief, about the magazine’s new list of 10 Breakthrough Technologies, which Gates curated.

The magazine has been publishing its list of 10 Breakthrough Technologies (formerly 10 Emerging Technologies) annually since 2001 as a way to highlight the recent advances that could have the biggest impact in the near future. Usually the magazine’s expert editors and reporters put together the list, but this year we invited a special guest curator, Bill Gates, to share his own perspective on which emerging technologies could make the biggest difference for the largest number of people.

Gates stepped aside as CEO of Microsoft in 2000 to focus, in part, on running the Bill and Melinda Gates Foundation. With more than $50 billion in assets, the foundation supports programs to address global problems like poverty child mortality, the spread of infectious disease, and limited access to healthcare and education.

Befitting his practical outlook, Gates chose a few seemingly low-tech items for the list, such as better sanitation for cities without sewer systems and materials for sucking carbon dioxide out of the atmosphere. But he also included recognizably high-tech items like more dexterous robots, more conversational robots, and advanced fission reactor designs.

Technology Review’s editor-in-chief, Gideon Lichfield, interviewed Gates at his Seattle office.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. The Bill Gates interview was produced by Daniel Lovering. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Thu, 28 Mar 2019 15:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] In this episode: Microsoft co-founder and former CEO Bill Gates talks with Gideon Lichfield, MIT Technology Review’s Editor-in-Chief, about the magazine’s new list of 10 Breakthrough Technologies, which Gates curated.

The magazine has been publishing its list of 10 Breakthrough Technologies (formerly 10 Emerging Technologies) annually since 2001 as a way to highlight the recent advances that could have the biggest impact in the near future. Usually the magazine’s expert editors and reporters put together the list, but this year we invited a special guest curator, Bill Gates, to share his own perspective on which emerging technologies could make the biggest difference for the largest number of people.

Gates stepped aside as CEO of Microsoft in 2000 to focus, in part, on running the Bill and Melinda Gates Foundation. With more than $50 billion in assets, the foundation supports programs to address global problems like poverty child mortality, the spread of infectious disease, and limited access to healthcare and education.

Befitting his practical outlook, Gates chose a few seemingly low-tech items for the list, such as better sanitation for cities without sewer systems and materials for sucking carbon dioxide out of the atmosphere. But he also included recognizably high-tech items like more dexterous robots, more conversational robots, and advanced fission reactor designs.

Technology Review’s editor-in-chief, Gideon Lichfield, interviewed Gates at his Seattle office.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. The Bill Gates interview was produced by Daniel Lovering. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> 10 Breakthrough Technologies with Bill Gates MIT Technology Review Insights 00:19:33 [Sponsored] In this episode: Microsoft co-founder and former CEO Bill Gates talks with Gideon Lichfield, MIT Technology Review’s Editor-in-Chief, about the magazine’s new list of 10 Breakthrough Technologies, which Gates curated. The magazine has been publishing its list of 10 Breakthrough Technologies (formerly 10 Emerging Technologies) annually since 2001 as a way to highlight the recent advances that could have the biggest impact in the near future. Usually the magazine’s expert editors and reporters put together the list, but this year we invited a special guest curator, Bill Gates, to share his own perspective on which emerging technologies could make the biggest difference for the largest number of people. Gates stepped aside as CEO of Microsoft in 2000 to focus, in part, on running the Bill and Melinda Gates Foundation. With more than $50 billion in assets, the foundation supports programs to address global problems like poverty child mortality, the spread of infectious disease, and limited access to healthcare and education. Befitting his practical outlook, Gates chose a few seemingly low-tech items for the list, such as better sanitation for cities without sewer systems and materials for sucking carbon dioxide out of the atmosphere. But he also included recognizably high-tech items like more dexterous robots, more conversational robots, and advanced fission reactor designs. Technology Review’s editor-in-chief, Gideon Lichfield, interviewed Gates at his Seattle office. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. The Bill Gates interview was produced by Daniel Lovering. Music by Merlean, from Epidemic Sound. [Sponsored] In this episode: Microsoft co-founder and former CEO Bill Gates talks with Gideon Lichfield, MIT Technology Review’s Editor-in-Chief, about the magazine’s new list of 10 Breakthrough Technologies, which Gates curated. The magazine has been publishing its list of 10 Breakthrough Technologies (formerly 10 Emerging Technologies) annually since 2001 as a way to highlight the recent advances that could have the biggest impact in the near future. Usually the magazine’s expert editors and reporters put together the list, but this year we invited a special guest curator, Bill Gates, to share his own perspective on which emerging technologies could make the biggest difference for the largest number of people. Gates stepped aside as CEO of Microsoft in 2000 to focus, in part, on running the Bill and Melinda Gates Foundation. With more than $50 billion in assets, the foundation supports programs to address global problems like poverty child mortality, the spread of infectious disease, and limited access to healthcare and education. Befitting his practical outlook, Gates chose a few seemingly low-tech items for the list, such as better sanitation for cities without sewer systems and materials for sucking carbon dioxide out of the atmosphere. But he also included recognizably high-tech items like more dexterous robots, more conversational robots, and advanced fission reactor designs. Technology Review’s editor-in-chief, Gideon Lichfield, interviewed Gates at his Seattle office. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. The Bill Gates interview was produced by Daniel Lovering. Music by Merlean, from Epidemic Sound. false full 7 d30f9f4a-d9ab-4d1d-b063-ea02c78950e1 When Our Devices Can Read Our Emotions: Affectiva’s Gabi Zijderveld [Sponsored] In this episode: Emotion-tracking AI is starting to help machines recognize our moods. Are we ready?

Personal assistants like Siri, Alexa, Cortana, or Google Home can parse our spoken words and (sometimes) respond appropriately, but they can’t gauge how we’re feeling—in part because they can’t see our faces. But in the emerging field of “emotion-tracking AI,” companies are studying the facial expressions captured by our devices’ cameras to allow software of all kinds become more responsive to our moods and cognitive states.

At Affectiva, a Boston startup founded by MIT Media Lab researchers Rosalind Picard and Rana El Kaliouby, programmers have trained machine learning algorithms to recognize our facial cues and determine whether we’re enjoying a video or getting drowsy behind the wheel. Gabi Zijderveld, Affectiva’s chief marketing officer and head of product strategy, tells Business Lab that such software can streamline marketing, protect drivers, and ultimately make all our interactions with technology deeper and more rewarding. But to guard against the potential for misuse, she says, Affectiva is also lobbying for industry-wide standards to make emotion-tracking systems opt-in and consensual.

Business Lab listeners are invited to apply to join the MIT Technology Review Global Panel, our exclusive forum of thought leaders, innovators, and executives. As a member of the global panel you can examine today’s tech trends, see survey and study results, have your say and join your peers at business gatherings worldwide.

Text

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Thu, 28 Feb 2019 16:01:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] In this episode: Emotion-tracking AI is starting to help machines recognize our moods. Are we ready?

Personal assistants like Siri, Alexa, Cortana, or Google Home can parse our spoken words and (sometimes) respond appropriately, but they can’t gauge how we’re feeling—in part because they can’t see our faces. But in the emerging field of “emotion-tracking AI,” companies are studying the facial expressions captured by our devices’ cameras to allow software of all kinds become more responsive to our moods and cognitive states.

At Affectiva, a Boston startup founded by MIT Media Lab researchers Rosalind Picard and Rana El Kaliouby, programmers have trained machine learning algorithms to recognize our facial cues and determine whether we’re enjoying a video or getting drowsy behind the wheel. Gabi Zijderveld, Affectiva’s chief marketing officer and head of product strategy, tells Business Lab that such software can streamline marketing, protect drivers, and ultimately make all our interactions with technology deeper and more rewarding. But to guard against the potential for misuse, she says, Affectiva is also lobbying for industry-wide standards to make emotion-tracking systems opt-in and consensual.

Business Lab listeners are invited to apply to join the MIT Technology Review Global Panel, our exclusive forum of thought leaders, innovators, and executives. As a member of the global panel you can examine today’s tech trends, see survey and study results, have your say and join your peers at business gatherings worldwide.

Text

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> When Our Devices Can Read Our Emotions: Affectiva’s Gabi Zijderveld MIT Technology Review Insights 00:32:19 [Sponsored] In this episode: Emotion-tracking AI is starting to help machines recognize our moods. Are we ready? Personal assistants like Siri, Alexa, Cortana, or Google Home can parse our spoken words and (sometimes) respond appropriately, but they can’t gauge how we’re feeling—in part because they can’t see our faces. But in the emerging field of “emotion-tracking AI,” companies are studying the facial expressions captured by our devices’ cameras to allow software of all kinds become more responsive to our moods and cognitive states. At Affectiva, a Boston startup founded by MIT Media Lab researchers Rosalind Picard and Rana El Kaliouby, programmers have trained machine learning algorithms to recognize our facial cues and determine whether we’re enjoying a video or getting drowsy behind the wheel. Gabi Zijderveld, Affectiva’s chief marketing officer and head of product strategy, tells Business Lab that such software can streamline marketing, protect drivers, and ultimately make all our interactions with technology deeper and more rewarding. But to guard against the potential for misuse, she says, Affectiva is also lobbying for industry-wide standards to make emotion-tracking systems opt-in and consensual. Business Lab listeners are invited to apply to join the MIT Technology Review Global Panel, our exclusive forum of thought leaders, innovators, and executives. As a member of the global panel you can examine today’s tech trends, see survey and study results, have your say and join your peers at business gatherings worldwide. Text Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound. [Sponsored] In this episode: Emotion-tracking AI is starting to help machines recognize our moods. Are we ready? Personal assistants like Siri, Alexa, Cortana, or Google Home can parse our spoken words and (sometimes) respond appropriately, but they can’t gauge how we’re feeling—in part because they can’t see our faces. But in the emerging field of “emotion-tracking AI,” companies are studying the facial expressions captured by our devices’ cameras to allow software of all kinds become more responsive to our moods and cognitive states. At Affectiva, a Boston startup founded by MIT Media Lab researchers Rosalind Picard and Rana El Kaliouby, programmers have trained machine learning algorithms to recognize our facial cues and determine whether we’re enjoying a video or getting drowsy behind the wheel. Gabi Zijderveld, Affectiva’s chief marketing officer and head of product strategy, tells Business Lab that such software can streamline marketing, protect drivers, and ultimately make all our interactions with technology deeper and more rewarding. But to guard against the potential for misuse, she says, Affectiva is also lobbying for industry-wide standards to make emotion-tracking systems opt-in and consensual. Business Lab listeners are invited to apply to join the MIT Technology Review Global Panel, our exclusive forum of thought leaders, innovators, and executives. As a member of the global panel you can examine today’s tech trends, see survey and study results, have your say and join your peers at business gatherings worldwide. Text Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound. false full 6 5f220201-403b-4985-a745-302ba567d988 AI Is Real Now: IBM’s Sophie Vandebroek [Sponsored] In this episode: Why there will never be another “AI winter,” and what IBM and MIT are doing together to ensure that.

More times than almost any other field of innovation, artificial intelligence has weathered recurring cycles of overinflated hope, followed by disappointment, pessimism, and funding cutbacks. But Sophie Vandebroek, IBM’s vice president of emerging technology partnerships, thinks the AI winters are truly a thing of the past, thanks to the huge amounts of computing power and data now available to train neural networks.

In this episode Vandebroek shares examples of real-world applications enabled by this shift, from image recognition to chatbots. And she describes the mission of the new MIT-IBM Watson AI Lab, a $240 million, 10-year collaboration between IBM researchers and MIT faculty and students to focus on the core advances that will make AI more useful and reliable across industries from healthcare to finance to security.

This episode is brought to you by Darktrace, the world leader in AI technology for cyber defense. Darktrace is headquartered in San Francisco and Cambridge, UK, and has nearly 2,500 customers around the world who use its software to detect and respond to cyber threats to their businesses, users, and devices. Darktrace has built innovative machine learning technology can spot unusual activity using an approach modeled on the human immune system. In the second half of the show, Darktrace CEO Nicole Eagan explains how Darktrace’s technology works and why companies need to bring new defenses to today’s cyber arms race.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Thu, 28 Feb 2019 16:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] In this episode: Why there will never be another “AI winter,” and what IBM and MIT are doing together to ensure that.

More times than almost any other field of innovation, artificial intelligence has weathered recurring cycles of overinflated hope, followed by disappointment, pessimism, and funding cutbacks. But Sophie Vandebroek, IBM’s vice president of emerging technology partnerships, thinks the AI winters are truly a thing of the past, thanks to the huge amounts of computing power and data now available to train neural networks.

In this episode Vandebroek shares examples of real-world applications enabled by this shift, from image recognition to chatbots. And she describes the mission of the new MIT-IBM Watson AI Lab, a $240 million, 10-year collaboration between IBM researchers and MIT faculty and students to focus on the core advances that will make AI more useful and reliable across industries from healthcare to finance to security.

This episode is brought to you by Darktrace, the world leader in AI technology for cyber defense. Darktrace is headquartered in San Francisco and Cambridge, UK, and has nearly 2,500 customers around the world who use its software to detect and respond to cyber threats to their businesses, users, and devices. Darktrace has built innovative machine learning technology can spot unusual activity using an approach modeled on the human immune system. In the second half of the show, Darktrace CEO Nicole Eagan explains how Darktrace’s technology works and why companies need to bring new defenses to today’s cyber arms race.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> AI Is Real Now: IBM’s Sophie Vandebroek MIT Technology Review Insights 00:32:39 [Sponsored] In this episode: Why there will never be another “AI winter,” and what IBM and MIT are doing together to ensure that. More times than almost any other field of innovation, artificial intelligence has weathered recurring cycles of overinflated hope, followed by disappointment, pessimism, and funding cutbacks. But Sophie Vandebroek, IBM’s vice president of emerging technology partnerships, thinks the AI winters are truly a thing of the past, thanks to the huge amounts of computing power and data now available to train neural networks. In this episode Vandebroek shares examples of real-world applications enabled by this shift, from image recognition to chatbots. And she describes the mission of the new MIT-IBM Watson AI Lab, a $240 million, 10-year collaboration between IBM researchers and MIT faculty and students to focus on the core advances that will make AI more useful and reliable across industries from healthcare to finance to security. This episode is brought to you by Darktrace, the world leader in AI technology for cyber defense. Darktrace is headquartered in San Francisco and Cambridge, UK, and has nearly 2,500 customers around the world who use its software to detect and respond to cyber threats to their businesses, users, and devices. Darktrace has built innovative machine learning technology can spot unusual activity using an approach modeled on the human immune system. In the second half of the show, Darktrace CEO Nicole Eagan explains how Darktrace’s technology works and why companies need to bring new defenses to today’s cyber arms race. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound. [Sponsored] In this episode: Why there will never be another “AI winter,” and what IBM and MIT are doing together to ensure that. More times than almost any other field of innovation, artificial intelligence has weathered recurring cycles of overinflated hope, followed by disappointment, pessimism, and funding cutbacks. But Sophie Vandebroek, IBM’s vice president of emerging technology partnerships, thinks the AI winters are truly a thing of the past, thanks to the huge amounts of computing power and data now available to train neural networks. In this episode Vandebroek shares examples of real-world applications enabled by this shift, from image recognition to chatbots. And she describes the mission of the new MIT-IBM Watson AI Lab, a $240 million, 10-year collaboration between IBM researchers and MIT faculty and students to focus on the core advances that will make AI more useful and reliable across industries from healthcare to finance to security. This episode is brought to you by Darktrace, the world leader in AI technology for cyber defense. Darktrace is headquartered in San Francisco and Cambridge, UK, and has nearly 2,500 customers around the world who use its software to detect and respond to cyber threats to their businesses, users, and devices. Darktrace has built innovative machine learning technology can spot unusual activity using an approach modeled on the human immune system. In the second half of the show, Darktrace CEO Nicole Eagan explains how Darktrace’s technology works and why companies need to bring new defenses to today’s cyber arms race. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound. false full 5 b4dca9c1-692a-46ba-87ff-fa8063996001 Deep Learning Hope and Hype: Technology Review’s Will Knight [Sponsored] In this episode: Why researchers at the year’s biggest AI conference focused on how to keep human bias out of computer algorithms.

Both the progress and the hype around cutting-edge machine learning techniques were on vivid display at the December 2018 NeurIPS Conference in Montreal, Quebec, says Will Knight, MIT Technology Review’s senior editor for artificial intelligence. One big question hanging over the meeting, Will says, was how to detect and reverse the sexism, racism, and other forms of bias that seep into machine-learning algorithms that train themselves using real-world data. Participants also previewed the coming generation of chips designed specifically to support deep learning—a field where US manufacturers face growing competition from China. Separately, Will looks to the most exciting AI trends for 2019, including the generative adversarial networks (GANs) being used to generate authentic-looking photos and videos.

This episode is brought to you by PwC, a global consulting firm in 158 countries with more than 250,000 people. PwC transforms business outcomes and results, helping companies use digital and emerging tech to reimagine their business from strategy and operations to tax and finance. In the second half of the show, Scott Likens, PwC’s New Services and Emerging Tech leader, shares details from a new PwC study on the main trends in artificial intelligence that business leaders need to know about in 2019.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Thu, 31 Jan 2019 15:50:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] In this episode: Why researchers at the year’s biggest AI conference focused on how to keep human bias out of computer algorithms.

Both the progress and the hype around cutting-edge machine learning techniques were on vivid display at the December 2018 NeurIPS Conference in Montreal, Quebec, says Will Knight, MIT Technology Review’s senior editor for artificial intelligence. One big question hanging over the meeting, Will says, was how to detect and reverse the sexism, racism, and other forms of bias that seep into machine-learning algorithms that train themselves using real-world data. Participants also previewed the coming generation of chips designed specifically to support deep learning—a field where US manufacturers face growing competition from China. Separately, Will looks to the most exciting AI trends for 2019, including the generative adversarial networks (GANs) being used to generate authentic-looking photos and videos.

This episode is brought to you by PwC, a global consulting firm in 158 countries with more than 250,000 people. PwC transforms business outcomes and results, helping companies use digital and emerging tech to reimagine their business from strategy and operations to tax and finance. In the second half of the show, Scott Likens, PwC’s New Services and Emerging Tech leader, shares details from a new PwC study on the main trends in artificial intelligence that business leaders need to know about in 2019.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Deep Learning Hope and Hype: Technology Review’s Will Knight MIT Technology Review Insights 00:29:53 [Sponsored] In this episode: Why researchers at the year’s biggest AI conference focused on how to keep human bias out of computer algorithms. Both the progress and the hype around cutting-edge machine learning techniques were on vivid display at the December 2018 NeurIPS Conference in Montreal, Quebec, says Will Knight, MIT Technology Review’s senior editor for artificial intelligence. One big question hanging over the meeting, Will says, was how to detect and reverse the sexism, racism, and other forms of bias that seep into machine-learning algorithms that train themselves using real-world data. Participants also previewed the coming generation of chips designed specifically to support deep learning—a field where US manufacturers face growing competition from China. Separately, Will looks to the most exciting AI trends for 2019, including the generative adversarial networks (GANs) being used to generate authentic-looking photos and videos. This episode is brought to you by PwC, a global consulting firm in 158 countries with more than 250,000 people. PwC transforms business outcomes and results, helping companies use digital and emerging tech to reimagine their business from strategy and operations to tax and finance. In the second half of the show, Scott Likens, PwC’s New Services and Emerging Tech leader, shares details from a new PwC study on the main trends in artificial intelligence that business leaders need to know about in 2019. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound. [Sponsored] In this episode: Why researchers at the year’s biggest AI conference focused on how to keep human bias out of computer algorithms. Both the progress and the hype around cutting-edge machine learning techniques were on vivid display at the December 2018 NeurIPS Conference in Montreal, Quebec, says Will Knight, MIT Technology Review’s senior editor for artificial intelligence. One big question hanging over the meeting, Will says, was how to detect and reverse the sexism, racism, and other forms of bias that seep into machine-learning algorithms that train themselves using real-world data. Participants also previewed the coming generation of chips designed specifically to support deep learning—a field where US manufacturers face growing competition from China. Separately, Will looks to the most exciting AI trends for 2019, including the generative adversarial networks (GANs) being used to generate authentic-looking photos and videos. This episode is brought to you by PwC, a global consulting firm in 158 countries with more than 250,000 people. PwC transforms business outcomes and results, helping companies use digital and emerging tech to reimagine their business from strategy and operations to tax and finance. In the second half of the show, Scott Likens, PwC’s New Services and Emerging Tech leader, shares details from a new PwC study on the main trends in artificial intelligence that business leaders need to know about in 2019. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound. false full 4 a25ab40c-0c13-4155-97c5-2ac16b142b96 How AI Is Changing Knowledge Work: MIT’s Thomas Malone [Sponsored] In this episode: How the right AI algorithms can help organizations evolve into “superminds” that are smarter than their individual members.

Thomas Malone is a professor of management at MIT’s Sloan School of Management, founder and director of the MIT Center for Collective Intelligence, and author of the 2018 book Superminds: The Surprising Power of People and Computers Thinking Together. The book explores the different ways groups of people make decisions, and how new forms of artificial intelligence, especially machine learning, can help. Malone predicts that AI, robotics, and automation will destroy many jobs—including those of high-skilled knowledge workers—while at the same time creating new ones. By investing in the right kinds of AI, he says, organizations can help keep workers productive and happy—and make sure our “superminds” are actually smarter than our regular minds.

This episode is sponsored by Citrix, the company powering the digital transformation inside organizations of all sizes. In the second half of the show, Citrix's global chief technology officer Christian Reilly explains why machine learning is now a “force multiplier” making all kinds of consumer and enterprise applications more useful.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Thu, 24 Jan 2019 12:01:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] In this episode: How the right AI algorithms can help organizations evolve into “superminds” that are smarter than their individual members.

Thomas Malone is a professor of management at MIT’s Sloan School of Management, founder and director of the MIT Center for Collective Intelligence, and author of the 2018 book Superminds: The Surprising Power of People and Computers Thinking Together. The book explores the different ways groups of people make decisions, and how new forms of artificial intelligence, especially machine learning, can help. Malone predicts that AI, robotics, and automation will destroy many jobs—including those of high-skilled knowledge workers—while at the same time creating new ones. By investing in the right kinds of AI, he says, organizations can help keep workers productive and happy—and make sure our “superminds” are actually smarter than our regular minds.

This episode is sponsored by Citrix, the company powering the digital transformation inside organizations of all sizes. In the second half of the show, Citrix's global chief technology officer Christian Reilly explains why machine learning is now a “force multiplier” making all kinds of consumer and enterprise applications more useful.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> How AI Is Changing Knowledge Work: MIT’s Thomas Malone MIT Technology Review Insights 00:31:04 [Sponsored] In this episode: How the right AI algorithms can help organizations evolve into “superminds” that are smarter than their individual members. Thomas Malone is a professor of management at MIT’s Sloan School of Management, founder and director of the MIT Center for Collective Intelligence, and author of the 2018 book Superminds: The Surprising Power of People and Computers Thinking Together. The book explores the different ways groups of people make decisions, and how new forms of artificial intelligence, especially machine learning, can help. Malone predicts that AI, robotics, and automation will destroy many jobs—including those of high-skilled knowledge workers—while at the same time creating new ones. By investing in the right kinds of AI, he says, organizations can help keep workers productive and happy—and make sure our “superminds” are actually smarter than our regular minds. This episode is sponsored by Citrix, the company powering the digital transformation inside organizations of all sizes. In the second half of the show, Citrix's global chief technology officer Christian Reilly explains why machine learning is now a “force multiplier” making all kinds of consumer and enterprise applications more useful. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound. [Sponsored] In this episode: How the right AI algorithms can help organizations evolve into “superminds” that are smarter than their individual members. Thomas Malone is a professor of management at MIT’s Sloan School of Management, founder and director of the MIT Center for Collective Intelligence, and author of the 2018 book Superminds: The Surprising Power of People and Computers Thinking Together. The book explores the different ways groups of people make decisions, and how new forms of artificial intelligence, especially machine learning, can help. Malone predicts that AI, robotics, and automation will destroy many jobs—including those of high-skilled knowledge workers—while at the same time creating new ones. By investing in the right kinds of AI, he says, organizations can help keep workers productive and happy—and make sure our “superminds” are actually smarter than our regular minds. This episode is sponsored by Citrix, the company powering the digital transformation inside organizations of all sizes. In the second half of the show, Citrix's global chief technology officer Christian Reilly explains why machine learning is now a “force multiplier” making all kinds of consumer and enterprise applications more useful. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound. false full 3 bc65b8d7-75cc-4703-ab81-05f7e2113251 Technology for Workplaces That Work: Humanyze’s Ben Waber [Sponsored] In this episode: What new kinds of sensor data can tell us about the merits of open offices and remote work.

Do open offices foster more collaboration, or just more frustration? Should managers encourage employees to telecommute, or is a scattered workforce less cohesive? The conventional wisdom on these issues swings like a pendulum, and for managers the only constant seems to be anxiety that they’re not getting it right. But new technology may offer some real answers. Ben Waber, a former MIT Media Lab doctoral student, is president and CEO of Humanyze, a Boston startup making software and sensors that give companies a better picture of how people actually work. He says the data the company gathers can predict employee performance and fuel a new form of “people analytics.”

This episode is sponsored by Citrix, the company powering the digital transformation inside organizations of all sizes. In the second half of the show, Citrix's chief security strategist Kurt Roemer says technology can help sustain work environments and policies that serve workers of all backgrounds and needs.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Thu, 24 Jan 2019 12:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] In this episode: What new kinds of sensor data can tell us about the merits of open offices and remote work.

Do open offices foster more collaboration, or just more frustration? Should managers encourage employees to telecommute, or is a scattered workforce less cohesive? The conventional wisdom on these issues swings like a pendulum, and for managers the only constant seems to be anxiety that they’re not getting it right. But new technology may offer some real answers. Ben Waber, a former MIT Media Lab doctoral student, is president and CEO of Humanyze, a Boston startup making software and sensors that give companies a better picture of how people actually work. He says the data the company gathers can predict employee performance and fuel a new form of “people analytics.”

This episode is sponsored by Citrix, the company powering the digital transformation inside organizations of all sizes. In the second half of the show, Citrix's chief security strategist Kurt Roemer says technology can help sustain work environments and policies that serve workers of all backgrounds and needs.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Technology for Workplaces That Work: Humanyze’s Ben Waber MIT Technology Review Insights 00:30:01 [Sponsored] In this episode: What new kinds of sensor data can tell us about the merits of open offices and remote work. Do open offices foster more collaboration, or just more frustration? Should managers encourage employees to telecommute, or is a scattered workforce less cohesive? The conventional wisdom on these issues swings like a pendulum, and for managers the only constant seems to be anxiety that they’re not getting it right. But new technology may offer some real answers. Ben Waber, a former MIT Media Lab doctoral student, is president and CEO of Humanyze, a Boston startup making software and sensors that give companies a better picture of how people actually work. He says the data the company gathers can predict employee performance and fuel a new form of “people analytics.” This episode is sponsored by Citrix, the company powering the digital transformation inside organizations of all sizes. In the second half of the show, Citrix's chief security strategist Kurt Roemer says technology can help sustain work environments and policies that serve workers of all backgrounds and needs. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound. [Sponsored] In this episode: What new kinds of sensor data can tell us about the merits of open offices and remote work. Do open offices foster more collaboration, or just more frustration? Should managers encourage employees to telecommute, or is a scattered workforce less cohesive? The conventional wisdom on these issues swings like a pendulum, and for managers the only constant seems to be anxiety that they’re not getting it right. But new technology may offer some real answers. Ben Waber, a former MIT Media Lab doctoral student, is president and CEO of Humanyze, a Boston startup making software and sensors that give companies a better picture of how people actually work. He says the data the company gathers can predict employee performance and fuel a new form of “people analytics.” This episode is sponsored by Citrix, the company powering the digital transformation inside organizations of all sizes. In the second half of the show, Citrix's chief security strategist Kurt Roemer says technology can help sustain work environments and policies that serve workers of all backgrounds and needs. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound. false full 2 dd42b05d-1c8c-4756-ac9e-dc8322094126 Helping Cloud Workers Cope: Google’s Eve Phillips [Sponsored] In this episode: How Google is working to make life in the cloud less confusing and more productive.

Google’s Chrome browser and its related operating system, Chrome OS, are among the main on-ramps to “cloud work” for millions of office employees and students. Eve Phillips, Google’s group product manager for Chrome Enterprise and Education, helps to make sure people who use Chrome always have access to the apps and the data they need to get their tasks done. She also thinks a lot about how to make web-based software more user-friendly, and how to minimize the potential for distraction when all the software we use is just one browser tab away from our favorite news, social media, or shopping sites.

This episode is sponsored by Citrix, the company powering the digital transformation inside organizations of all sizes. In the second half of the show, Citrix's global chief technology officer Christian Reilly talks about the company’s work to create a seamless digital workspace where knowledge workers can access all of the cloud applications they need.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Thu, 17 Jan 2019 19:00:00 +0000 MIT Technology Review Insights https://www.technologyreview.com/podcast/business-lab/ [Sponsored] In this episode: How Google is working to make life in the cloud less confusing and more productive.

Google’s Chrome browser and its related operating system, Chrome OS, are among the main on-ramps to “cloud work” for millions of office employees and students. Eve Phillips, Google’s group product manager for Chrome Enterprise and Education, helps to make sure people who use Chrome always have access to the apps and the data they need to get their tasks done. She also thinks a lot about how to make web-based software more user-friendly, and how to minimize the potential for distraction when all the software we use is just one browser tab away from our favorite news, social media, or shopping sites.

This episode is sponsored by Citrix, the company powering the digital transformation inside organizations of all sizes. In the second half of the show, Citrix's global chief technology officer Christian Reilly talks about the company’s work to create a seamless digital workspace where knowledge workers can access all of the cloud applications they need.

Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound.


Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

]]> Helping Cloud Workers Cope: Google’s Eve Phillips MIT Technology Review Insights 00:29:36 [Sponsored] In this episode: How Google is working to make life in the cloud less confusing and more productive. Google’s Chrome browser and its related operating system, Chrome OS, are among the main on-ramps to “cloud work” for millions of office employees and students. Eve Phillips, Google’s group product manager for Chrome Enterprise and Education, helps to make sure people who use Chrome always have access to the apps and the data they need to get their tasks done. She also thinks a lot about how to make web-based software more user-friendly, and how to minimize the potential for distraction when all the software we use is just one browser tab away from our favorite news, social media, or shopping sites. This episode is sponsored by Citrix, the company powering the digital transformation inside organizations of all sizes. In the second half of the show, Citrix's global chief technology officer Christian Reilly talks about the company’s work to create a seamless digital workspace where knowledge workers can access all of the cloud applications they need. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound. [Sponsored] In this episode: How Google is working to make life in the cloud less confusing and more productive. Google’s Chrome browser and its related operating system, Chrome OS, are among the main on-ramps to “cloud work” for millions of office employees and students. Eve Phillips, Google’s group product manager for Chrome Enterprise and Education, helps to make sure people who use Chrome always have access to the apps and the data they need to get their tasks done. She also thinks a lot about how to make web-based software more user-friendly, and how to minimize the potential for distraction when all the software we use is just one browser tab away from our favorite news, social media, or shopping sites. This episode is sponsored by Citrix, the company powering the digital transformation inside organizations of all sizes. In the second half of the show, Citrix's global chief technology officer Christian Reilly talks about the company’s work to create a seamless digital workspace where knowledge workers can access all of the cloud applications they need. Business Lab is hosted by Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review. The show is produced by Wade Roush, with editorial help from Mindy Blodgett. Music by Merlean, from Epidemic Sound. false full 1