- Affordable to a large group of consumers
- Simple to use
- Improved upon and continue to take a larger share of the market
Friday, February 23, 2018
Wednesday, February 21, 2018
From Susan Lang, President/CEO, Lime Connect, Inc.
Here’s a mom’s/manager’s perspective on how her son’s disability helped her to acknowledge “quirks” in others (and herself) that helped her to tap into their strengths. Inclusive leadership - great article!
Tuesday, February 20, 2018
During the launch of Tesla into the UAE, Elon Musk held his audience captivated at the World Government Summit in Dubai, when he was suggesting that humans need to merge with machines to become some sort of cyborg.
"Over time I think we will probably see a closer merger of biological intelligence and digital intelligence,"
“It's mostly about the bandwidth, the speed of the connection between your brain and the digital version of yourself, particularly output.”
Case in point .... Computers can communicate at a trillion bits per second", while humans, whose main communication method is typing with their fingers via a mobile device, can do about 10 bits per second.
Over the years, humans have been flirting with their inventions - We have created cars, computers and our mobiles to improve our communication and efficiency.
“The next innovation is to merge the human to the machine by having some high bandwidth interface to the brain that will achieve a symbiosis between human and machine intelligence and maybe solves the control problem and the usefulness problem," Musk explained.
This symbiosis (maybe in the form of a chip in the brain?) will enable us to access information quickly and tap into artificial intelligence.
Will we have a “chip ceremony” 7 days after we are born?
The imminent disruption of a major industry
Autonomous cars - which will be an amazing convenience - will displace jobs - this is going to be a major disruptive and will happen very quickly - within the next 20 years . This will render 12 to 15 percent of the global workforce redundant - they will need to find other jobs.
What will be the new roles for us humans? What do we need to do to upskill into meaningful work? What do webneed to? Will there be a new economy? Universal income? How will we behave?
What will we look like? How will we evolve? Will the elite be some sort of Cyborg? Are we already not some sort of Cyborg?
These are the narratives that are being discussed at I4J (Innovation 4 Jobs).
Where do you think the new jobs will be in 2050 and beyond?
The future of work - Beyond 2050 ?
What will we look like - Beyond 2050?
Hopefully not like this
Monday, February 19, 2018
One key feature in all of my recent program roles is ‘ambiguity’.
Ambiguity in this context is where there is a vision and set of principles or goals, but the rest evolves as the program evolves, discovers through a test and learn - Agile/LEAN start up type of approach.
Navigating and delivering outcomes where there is ambiguity is a necessity in today’s workplace and yet I see so many colleagues and staff struggling with it.
They cannot seem to develop it as a capability/skill.
When I reflect and try to understand the why, a few things come to mind:
Fear of the unknown: We have been trained to build a solution as specified (waterfall type of approach) and then if the solution is not right we have the specifications to blame eg: detailed requirements. When things are ambiguous it evolves and the clear line of sight to the outcome can be lost. People seem to struggle to redefine a clear line of sight through test and learn - Agile/LEAN start up ways of working.
What gets measured gets done: People want to be able to measure success and if it is not clearly defined and tangible they struggle. They cannot see the success that comes from discovering, acquiring knowledge, building, testing and learning in short intervals where you ‘build and learn as you go’. They can only see success when something is physically built and it works as specified.
Fear of failure, people are scared to fail and if it is ambiguous then they can not guarantee that they will not fail. Traditionally there has been no reward for failure or as I see it learning. I love the example where an employee loses a substantial amount of money for an organisation and when they try to resign their manager says that the mistake was a very expensive training course. The manager encourages the employees to stay. This is a different way to view ‘failure’.
What do you think? Why do people struggle with ambiguity and what can we do as leaders to help them? Look forward to hearing your views.
In “Future Shocks: Rogue Technology,” panelist Feng Zhang, MIT neuroscience professor and one of the scientists who developed CRISPR gene editing, spoke of the promise and peril of advancing gene editing technology. “As we sequence more organisms, we can find interesting properties these organisms evolved to allow them to survive in their own environment and transfer some of those [properties] into other organisms…and prevent the extinction of species,” he said.
But he also emphasized the importance of exercising extreme caution when altering organisms’ DNA and developing a “containment mechanism” to control technologies that turn out to be dangerous for humanity.
The Forum announced a partnership between the Earth Bio-Genome Project and the Earth Bank of Codes. As part of the WEF’s Fourth Industrial Revolution for the Earth initiative, these organizations will collaborate to sequence the DNA of all life on earth, a hugely ambitious project estimated to take ten years and cost $4.7 billion.