Digital Computing Technologies – No Censor http://nocensor.org/ Tue, 09 Aug 2022 21:09:20 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://nocensor.org/wp-content/uploads/2021/05/default1.png Digital Computing Technologies – No Censor http://nocensor.org/ 32 32 How a New Kind of Business Model Creates Digital Winners https://nocensor.org/how-a-new-kind-of-business-model-creates-digital-winners/ Tue, 09 Aug 2022 21:09:20 +0000 https://nocensor.org/how-a-new-kind-of-business-model-creates-digital-winners/ Amazon, Apple, Google, Facebook and Microsoft logos with a smartphone AFP via Getty Images Back in the days of 2005, it was obvious that a company had to choose between two types of enterprise architecture, as business guru Geoffrey Moore explained in his famous 2005 article in harvard business review, “Strategy and your stronger hand.” […]]]>

Back in the days of 2005, it was obvious that a company had to choose between two types of enterprise architecture, as business guru Geoffrey Moore explained in his famous 2005 article in harvard business review, “Strategy and your stronger hand.” “There were really only two organizations [business models] choose between,” Moore wrote. You either had complex, interactive, high-value operations with a small number of customers, or high-volume operations with a large number of customers, each paying very little. (Figure 1) Companies had to choose one model or the other, using their “stronger hand”. Even today, Moore urges companies to choose between the two. Ambidexterity is “not only very rare”. Moore says, “There is no third model that evolves.”

Yet, in the 2010s, something strange was happening. Even as Moore wrote, a third large-scale business model was in the making. Companies were beginning to use digital technology to achieve organizational ambidexterity on a large scale. Such companies could generate complex interactive operations with a very large number of customers. (Figure 2) In due time, companies exhibiting this ambidexterity became the digital winners of the new era: Amazon, Apple, Facebook Google, Microsoft and Tesla. The result was enormous profitability. (Figure 3)

Three different business architectures

To understand the interactive volume model of digital winners, let’s start by comparing it to the older “complex trades” and “volume trades” models.

1. Complex operations

Complex operations, such as IBM, Cisco, SAP and McKinsey, catered to a small number of wealthy clients with difficult issues. They provided unique solutions for every customer situation. They have worked with clients who were willing to pay a high price for expert personal interactive service. Value has been created by interacting with customers, understanding their needs and developing solutions to meet those needs. Sellers had thousands of customers, not millions, with a small number of transactions per customer per year, for a very high price.

2. Volume Operations

In contrast, volume operations focused on providing standardized solutions for a large number of customers at a relatively low price. Companies dealt with generic customer situations – simple repetitive tasks performed for all customers. Think Nestlé, Procter & Gamble and Kellogg. Customers got a standardized product. The value lies in the satisfaction of a common need. Providers were looking for millions of customers with dozens or even hundreds of transactions per customer per year, usually for a few dollars per transaction. Individual customer interactions were costly and should be avoided. The company has designed its products mainly on the basis of quantitative surveys and market tests.

In 2005, these two models constituted a complete picture of the business landscape of the time. There was only a slight overlap between the two models (Figure 1). Companies, Moore said, needed to understand what kind of business model they were in and stick to it. It was their “dominant hand”. This determined the type of people and practices that flourished in the business. Companies had to avoid the temptation to try to succeed in the opposite type of business model.

3. Interactive Volume Operations

Then in the 2010s, a third type of business model emerged: interactive volume operations. Some companies have started providing interactive solutions to millions of customers for a very low price or even for free. Think of Facebook or Google providing a myriad of solutions at no direct cost to the customer, while monetizing their customer knowledge through advertising. Or Amazon having a unique interactive relationship with millions of customers, whose wants and interests Amazon knew a lot about, and could use that knowledge to deliver new products without friction. The business model has often benefited from massive network effects.

As with complex operations, these companies had an interactive relationship with each individual customer, but now through digital technology. Indeed, value for customers has been co-created through instantaneous and frictionless digital interactions. The company was able to achieve high-quality interactions through a combination of digital technology and customer-centric mindsets. Empathy has become a key value. Customer learning came primarily from customer interactions, as well as high-powered computing, using cloud and artificial intelligence.

Interactivity therefore came, not from interaction with human beings, but rather from interaction with the product or service itself. (Figure 4)

Although the interactive volume business model could work with a large number of customers, its mode of operation was very different from the traditional volume model, which was based on generic and standardized inert products, where the emphasis was on the elimination of any variation. Customer insight was achieved through quantitative research and market testing. (Figure 5)

A key feature of the interactive volume model: a different mindset

The huge financial gains made by digital winners prompted traditional businesses to emulate their success with “digital transformations,” which involved large investments in technology and IT personnel. Yet the initiatives have generally been disappointing. Indeed, the new way of operating was not just about technology. This involved a radically different management mindset.

So older volume trading and complex trading patterns had a traditional trading mindset. The company’s goal was to make money for the company and its shareholders. And the corporate structure was a vertical hierarchy of authority, with units operating in silos. (Figure 6)

It was quite different from the mindset required by the complex interactive model. Here, the business focus has shifted to co-creating value for customers; long-term shareholder value and earnings were considered results business models, no Goals. Work was usually done by agile, self-organizing teams, not by individuals reporting to bosses. The structure of the company has changed from a vertical hierarchy of authority to a horizontal and interactive network of skills.

Figure 6

The role of the three models

All three models play a role in today’s economy.

1. Complex operations

Rita McGrath, professor of management at Columbia University, mentions Steve Blank’s book “4 Steps to the Epiphany” and his blog: In ideal complex systems, when customers had a problem, they tended to be “aware that they had a problem, had been actively looking for a solution, had come up with a not-so-great solution, and had or could acquire a budget. Credibility was key. “For their part,” McGrath writes, “buyers of complex systems want to know why they should trust you to solve their problems over available alternatives.”

2. Volume Operations

The purpose of volume operations was to remove any barriers to user consumption and to encourage repeat purchases and word-of-mouth referrals. This meant removing any variation or customization. In this model, designers and engineers were unlikely to share features with the millions of customers. Market research was quantitative and experimental market testing. Significant parts of the economy still operate on the volume trading model.

3. Interactive volume model

However, the interactive volume model can pose an unexpected threat to the volume client model. Even famed management theorist Clayton Christensen said when the iPhone was released in 2007 that it “wasn’t really disruptive.” It was “a product that existing players in the industry are strongly motivated to beat” and that “its probability of success is going to be limited”. Five years later, in 2012, Christensen was still saying that the iPhone would soon succumb to price competition and modular counterfeits. “History,” Christensen said, “speaks pretty loudly of that.”

Ten years later, in 2022, and trillions of dollars in additional profits, the iPhone was still going strong. What Christensen missed was that Apple had created not just a volume operations product, but an interactive digital product. The iPhone wasn’t just a phone. It was an ever-evolving, interactive multifunctional device that devastated many other products and services, including address books, video cameras, pagers, wristwatches, maps, books, travel games, flashlights, dictation recorders, music players and more.

Christensen’s “strong lessons” of history, in which one company’s products compete with another’s, did not apply to companies innovating in digital interactive mode. A whole new game was being played. In this new game, innovation could transform many other products and disrupt the dynamics of the volume operating model.

So even such a brilliant management theorist as Christensen let his own theory of management models be believed to shield him from what was happening before his eyes.

And also read:

Why digital transformations fail

How empathy helped spawn a $2 trillion business

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Global General Purpose Electronic Test and Measurement Instruments Market to Reach $9.4 Billion by 2025 https://nocensor.org/global-general-purpose-electronic-test-and-measurement-instruments-market-to-reach-9-4-billion-by-2025/ Mon, 08 Aug 2022 10:30:00 +0000 https://nocensor.org/global-general-purpose-electronic-test-and-measurement-instruments-market-to-reach-9-4-billion-by-2025/ DUBLIN, August 8, 2022 /PRNewswire/ — The “General Purpose Electronic Test and Measurement Instruments – Global Market Trajectory and Analysis” report has been added to from ResearchAndMarkets.com offer. Global General Purpose Electronic Test and Measurement Instruments Market to Reach $9.4 billion by 2025The electronic test and measurement (T&M) instrument industry has long established itself as […]]]>

DUBLIN, August 8, 2022 /PRNewswire/ — The “General Purpose Electronic Test and Measurement Instruments – Global Market Trajectory and Analysis” report has been added to from ResearchAndMarkets.com offer.

Global General Purpose Electronic Test and Measurement Instruments Market to Reach $9.4 billion by 2025
The electronic test and measurement (T&M) instrument industry has long established itself as an indispensable platform for validating the operation and performance of a wide range of electronic products, from design, development and manufacturing. product architecture through to production testing and pre- and post-market testing. & support step.

With the reduction in size of electronic gadgets, equipped with advanced wireless capabilities, the complexity of devices has increased. As a result, testing has become a very complicated manufacturing process, presenting a major opportunity for test manufacturers.

Amid COVID-19 Crisis, Global General Purpose Electronic Test and Measurement Instruments Market is Expected to Reach US$9.4 billion by 2025, registering a compound annual growth rate (CAGR) of 5.2% over the analysis period. United States represents the largest regional market for general purpose electronic test and measurement instruments, accounting for an estimated 31.6% share of the global total. The market should reach US$2.8 billion at the end of the analysis period. China is expected to spearhead the growth and become the fastest growing regional market with a CAGR of 8.5% over the analysis period.

The growth of the global market is expected to be driven by the increasing adoption of modular T&M equipment. Another important factor promoting the growth of the market has been the growing demand for equipment from the fast growing telecommunications industry across the globe. This industry mainly applies general-purpose electronic test and measurement instruments to test LTE network protocols and standards.

Continued expansion of data traffic, increasing penetration of smartphones, increasing adoption of broadband services and 5G technology are the significant factors that would continue to drive the demand for GPTE in this market. The growth of equipment in the communications sector would be faster than that of the electronics, semiconductors, aerospace, defense and industrial segments. In countries around the world, communication industries are also investing in the development of new networks to cope with the rapid increase in IP traffic, which would bode well for the market. Data centers are also on the rise in countries around the world. Micro-mobile data centers in particular are coming for edge computing applications, which is expected to further drive GPTE demand.

Main topics covered:

I. METHODOLOGY

II. ABSTRACT

1. MARKET OVERVIEW

2. FOCUS ON CERTAIN PLAYERS

3. MARKET TRENDS AND DRIVERS

  • Signal generators: compact and multifunctional signal generators remain indispensable for test engineers
  • RF Signal Generators: Significant Store Growth
  • Defense systems drive demand for microwave signal generators
  • Complex modulation via arbitrary waveform generators
  • Innovative signal generators available on the market
  • Multifunctional signaling instruments gain traction
  • Software solutions for signal generators
  • Oscilloscopes: the biggest revenue contributor
  • Developing markets: a lucrative market to exploit
  • Digital and PC-based oscilloscopes to replace analog versions
  • High-end oscilloscopes are experiencing strong growth
  • DSO: Strive to follow demanding end-user specifications
  • Product innovations and technological developments: spearheading the growth of the oscilloscope market
  • Ongoing developments to add exciting features to oscilloscope technology
  • Range probes show notable developments
  • Booming appetite for new technologies
  • Higher bandwidth oscilloscopes are gaining popularity
  • Sophisticated analyzers in waveform equipment
  • Multimeter market: stable growth prospects
  • Global Multimeters Market Share Revenue Breakdown by End-Use Industry: 2019
  • Digital Multimeters: Strong demand from end-user industries bolsters the market
  • Spectrum Analyzers See Steady Growth in Demand Patterns
  • Spectrum Analyzers Move to New End-Use Applications
  • Global spectrum analyzer market by end-use sector (in %) for 2019
  • RF spectrum analyzers are gaining popularity in the communications industry
  • Real-time spectrum analyzers: the need of the hour
  • Development of value-added spectrum analyzers
  • Spectrum analyzers will benefit from an increased focus on EMC testing
  • Extension-Based T&M Instruments Market: A Review
  • Open Architecture Concept: A Boon for VXI and PXI Test Instruments
  • VXI Instruments: Market Insights
  • Built-in memories and DSPs enhance the capabilities of the VXI card

4. GLOBAL MARKET OUTLOOK

III. MARKET ANALYSIS

IV. COMPETITION

Companies cited

  • Advantest Corporation
  • Anritsu Company
  • AstroNova, Inc.
  • B&K Precision Corporation
  • Fortive Corporation
  • Fluke Corporation
  • Tektronix, Inc.
  • GaGe Applied Technologies, Inc.
  • Goodwill Instrument Co., Ltd.
  • Hioki EE Corporation
  • Ideal Industries, Inc.
  • Keysight Technologies, Inc.
  • National Instruments Corporation
  • Pico Technology
  • Rohde & Schwarz GmbH & Co. KG
  • Spanawave Corporation
  • Stanford Research Systems, Inc.
  • Teledyne LeCroy, Inc.
  • Thurlby Thandar Instruments Limited
  • VIAVI Solutions, Inc.
  • Wireless Telecommunications Group, Inc.
  • Boonton Electronics
  • Yokogawa Electric Corporation

For more information about this report visit https://www.researchandmarkets.com/r/2m3dh2

Media Contact:

Research and Markets
Laura Woodsenior
[email protected]

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SOURCE Research and Markets

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Expert: China is the best computing power in the United States https://nocensor.org/expert-china-is-the-best-computing-power-in-the-united-states/ Mon, 01 Aug 2022 01:47:58 +0000 https://nocensor.org/expert-china-is-the-best-computing-power-in-the-united-states/ An employee demonstrates 5G-enabled artificial intelligence at the Guizhou Big Data Exhibition Center in Guiyang, Guizhou Province, May 26, 2022. [Photo/Xinhua] Increasing capacity is crucial in the development of the digital space, according to an academician China’s computing power is expected to surpass that of the United States in one to two years, which will […]]]>

An employee demonstrates 5G-enabled artificial intelligence at the Guizhou Big Data Exhibition Center in Guiyang, Guizhou Province, May 26, 2022. [Photo/Xinhua]

Increasing capacity is crucial in the development of the digital space, according to an academician

China’s computing power is expected to surpass that of the United States in one to two years, which will give the nation an edge in developing its digital economy and injecting new vitality into the high-quality development of China’s sprawling industries. , said a renowned expert. .

Computing power is widely considered essential for a country to lead the world in the digital space. China ranks second only to the United States in terms of global computing power.

Computing power refers to the ability to process data. It includes information infrastructure and technologies to support information computing power, data storage and network capacity in the era of the digital economy.

Wu Hequan, an academician with the Chinese Academy of Engineering, said computing power is the new engine of the digital economy, which, driven by innovation, is a major growth point of China’s economic strength. China.

China ranked second in the world in computing power scale last year, with the country accounting for 27 percent of global computing power. By comparison, the figure for the United States was 31%, Wu said.

“China already overtook the United States in terms of artificial intelligence computing power last year. I think in less than a year or two, China’s overall computing power will surpass that of the United States,” Wu said.

Last year, the market size of China’s IT power industry exceeded 1.5 trillion yuan ($222.4 billion), cloud computing exceeded 300 billion yuan, data center services Internet more than 150 billion yuan and artificial intelligence more than 400 billion yuan, according to the China Academy of Information and Communications Technology, a Beijing-based government think tank.

Zhang Yunming, vice minister of the Ministry of Industry and Information Technology, said at an IT infrastructure conference in Jinan, Shandong Province, on Saturday that “IT energy has become a new productive force after thermal energy and electricity”.

It can enhance the role of 5G, big data, AI and other digital technologies in accelerating industrial upgrading, activate the value of digital data in all aspects of the real economy, and increase the production efficiency of many sectors, said Mr. Zhang.

“We will accelerate the research and development of key computing power technologies such as high-end chips and core computer algorithms,” he added.

At the opening ceremony of the conference, eight companies including China Mobile, Huawei, China Telecom and Alibaba Cloud signed IT infrastructure agreements and launched more than 10 national data center projects, investment total reaching nearly 50 billion yuan.

“For every yuan invested in building computing power, 3-4 yuan of GDP could be generated,” said Li Zhengmao, former general manager of China Telecom, adding that data, computing power and algorithms are three elements that largely determine the landscape of the digital world.

Yang Jie, chairman of China Mobile, said China is accelerating the construction of new infrastructure, such as the east-data-west-computing project which focuses on building data centers and promoting the coordinated development of the IT infrastructure in the country.

“Building computing power networks is the top priority for future development. We will work to promote deep integration of various information technologies and make computing power as common and easy to use as water and electricity,” Yang said.

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small business: Industry 4.0: why thousands of small businesses continue to view the digital transition with skepticism https://nocensor.org/small-business-industry-4-0-why-thousands-of-small-businesses-continue-to-view-the-digital-transition-with-skepticism/ Sat, 30 Jul 2022 06:35:00 +0000 https://nocensor.org/small-business-industry-4-0-why-thousands-of-small-businesses-continue-to-view-the-digital-transition-with-skepticism/ Within the general framework of Industry 4.0, the digitization and interconnection of new and existing manufacturing technologies with a high degree of autonomy and intelligence offers many business opportunities for manufacturing companies. This has been recognized by governments, businesses and service providers and is demonstrated by Industry 4.0 policies and investments by India’s national and […]]]>
Within the general framework of Industry 4.0, the digitization and interconnection of new and existing manufacturing technologies with a high degree of autonomy and intelligence offers many business opportunities for manufacturing companies. This has been recognized by governments, businesses and service providers and is demonstrated by Industry 4.0 policies and investments by India’s national and state governments to enhance demand and demand growth. offer. Importantly, the need for resilient and responsive manufacturing and supply chain businesses became evident during the height of the pandemic.

The pandemic has exacerbated the weakening of Indian manufacturing output since 2017-2018 due to unpredictable market dynamics in addition to changing political and regulatory trends. This digitization has catalyzed businesses and markets, and current times are expected to usher in industry 4.0 solutions more rapidly, through which digital technologies will be integrated into operational manufacturing processes. The resulting Advanced Digital Production (ADP) solutions can harness the leap forward in operational technologies and hence productivity and competitiveness.

Large companies in India are largely competitive with modern production capabilities. Advances in manufacturing over the past decade, driven by automation and robotics, have been key to enabling many large companies to participate in global value chains. And to keep up with the progress of Industry 4.0, early adopters are shifting to vertical integration of their manufacturing systems and processes. ADP solutions and services are largely enabled by artificial intelligence, machine language, big data analytics, cloud computing, Internet of Things and additive manufacturing, using real-time data collected with a widespread sensing and improving the use of automation and robotics, among others.

ADP enables companies to quickly capture customer experiences and expectations, as decision-making becomes seamless from boardroom to shop floor and back. With real-time data, companies are able to exceptionally optimize manufacturing costs and footprint. These smart companies are not only leading the way with the aim of gaining better market share and diversifying, the quality, precision and efficiency of resources also allow them to keep pace with global changes in manufacturing. to achieve global net zero goals driven by international climate change commitments.

Despite these promising opportunities, ADP’s transformation is also met with skepticism given the huge adoption gap of the technology, especially among MSMEs. India’s lower manufacturing maturity is a legacy challenge and a critical missed opportunity in the economy. Yet, in this post-pandemic peak era, as various reports share, the manufacturing sector wants to benefit from an accelerated leap to modern technologies and solutions. Yet the tendency for small businesses to view ADP “as an overhaul of existing equipment with complex technologies” or “not applicable” to their operations can be a serious deterrent.

Such obstacles can critically affect the ambitions of the Indian government under Atmanirbhar Bharat, especially the Production Linked Incentives (PLI) scheme to advance the country’s manufacturing sector. The program aims to reduce the import dependency of the 14 target sectors and boost competitive exports while generating employment. Without losing sight of the role of supply chains with strong backward linkages, the LIP program has clear intentions to improve their capabilities, including encouraging high-tech production in target sectors. Yet the near-missing business support ecosystem for digital transitions and the lack of information for selecting viable technologies, reliable vendors, skilled personnel, and appropriate financing present real-time barriers to the adoption of digital technologies. ADP in supply chains. Unfortunately, some small businesses have already found themselves stuck with digital solution technologies that were not aligned with their business needs. These white horses deter other companies from proactively deploying digital solutions to create productive connections with suppliers or buyers upstream and downstream in their supply chains.

The automotive sector in India is a good example. An indicator of India’s manufacturing economy, the automotive sector is valued at over $100 billion. Automotive industry stakeholders have expressed the need for stronger automation and technological advancement in their supply chains, although they have played a crucial role in making original equipment manufacturers (OEM) more productive and competent over the past six decades.

From designing major systems to high performance specifications while meeting emission standards and cost limits set by OEMs, reducing maintenance complexity and locally designing many components, the symbiotic relationships within of the multi-level supply chain are well established. Yet getting Tier 2 and Tier 3 suppliers to adopt digital manufacturing processes to support a seamless and sustainable transition across the industry is neither transparent nor straightforward. A recent study conducted by the United Nations Industrial Development Organization (UNIDO) with the Association of Automotive Component Manufacturers on “Assessment of the application of I4.0 and digitalization in the context of automotive component manufacturing in India” revealed only a minority of companies using advanced manufacturing. methods with numerical capabilities. While a quarter of companies surveyed said they use real-time data for assessment and decision-making, nearly 40% of companies reported a lack of technology to collect data from machines or operations.

The ambition to digitize manufacturing supply chains needs to be clarified at three levels: how individual companies process data (prediction; inventory reduction and closing financial cycles); improve overall supply chain productivity; and – thus joining the broader Industry 4.0 ambitions of leading companies or equipment manufacturers. The first requires clear demonstrations and support to supply chain companies; how are they positioned to take advantage of digitally controlled production activities and what are some of the near-term opportunities? This can be tracking resources, reusing components, reducing raw materials or waste generated (thereby meeting regulatory requirements) and improving worker productivity and safety (automation to perform hazardous operations) , for example.

What makes ADP exciting is the high degree of flexibility and modularity that is possible, allowing solution providers to reduce complexities, while ensuring customization and cost optimization for businesses. Above all, all these opportunities will be based on reliable and real-time data. The UNIDO study in the automotive sector observed that although various Tier 3 companies are already using simple sensor-based solutions to collect basic machine and operating data (e.g. temperature, vibration), data is manually entered by unskilled labor and manually entered into

by semi-skilled workers (increasing the risk of error). Although enterprise resource solutions have evolved over the past decade to meet various industry requirements and have become cost-effective, their usefulness is generally not maximized across the board. So generating data with simple digital solutions in Tier 3 businesses and forming baselines for broader supply chain goals could be a viable starting point. It also places a great responsibility on OEMs and leading companies to set ambitions.

It is evident that the Indian government’s objectives in promoting and supporting Industry 4.0 must be clear on how MSMEs can benefit from it and will be supported, including solutions for legacy equipment and technologies not compatible with digitization. This should be clearly identified in the ambitions of the various public policies promoting and supporting Industry 4.0 – defined for advanced centers of excellence, integrated industrial infrastructure facilities, joint engineering facilities centers, testing and certification centers and technology acquisition fund programs. These efforts would incentivize the necessary ecosystem actors, policies, and institutions to align with central and state government goals, signaling the necessary skills, resources, knowledge, and enablers. Most importantly, OEMs and Tier 1 companies, and their industry bodies, can spearhead change by leading broader stakeholders. For example, common facilities or tool rooms equipped with shareable software and hardware can allow individual companies to use their real-time machine data to gather in-depth evidence for decision-making, troubleshooting and predictive maintenance. . It can also allow companies to make incremental innovations to their products and processes. Importantly, improving the efficiency of supply chains can play a key role in securing cash flow to suppliers. As one industry expert points out, …the cost of delivering a product when there is no automation is high for the bank and there is little room for vendors like us to negotiate. frequently. Industry 4.0 solutions can thus enable companies to make end-to-end decisions using their own data and the opportunities for growth, productivity and competition are endless. The crux of the matter lies in defining ADP’s specific strategy for change.

Dr. Rene Van Berkel is Regional Representative and Head of UNIDO and Reshmi Vasudevan is National Project Coordinator, UNIDO.

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Tech partners launch digital talent program https://nocensor.org/tech-partners-launch-digital-talent-program/ Thu, 28 Jul 2022 11:05:52 +0000 https://nocensor.org/tech-partners-launch-digital-talent-program/ Over 30 tech players in Kenya have launched a Digital Talent Program. The program aims to develop market-ready digital skills by taking a sustainable approach to building a healthy digital talent pool. In its first year, the program will aim to develop 1,000 participants in digital skills that are currently in high demand. To date, […]]]>

Over 30 tech players in Kenya have launched a Digital Talent Program. The program aims to develop market-ready digital skills by taking a sustainable approach to building a healthy digital talent pool.

In its first year, the program will aim to develop 1,000 participants in digital skills that are currently in high demand. To date, more than 30 partners, including 6 universities, 14 training partners, 5 Tech-Hubs and community organizations, 7 government agencies and 14 industry players, including Big-Tech, are part of the program.

“It has been observed that there are a number of young people with ICT-related certificates who do not possess the skills and competencies required by the employer. Therefore, it is important for us, as an industry and sector, to push for digital penetration and to create training and development institutes to support those who wish to be trained,” said Simon Chelugui, Secretary of Office of the Ministry of Labour.

Peter Ndegwa, CEO of Safaricom PLC, said: “The Digital Talent Program is in line with our aim to transform lives and our vision to become a purpose-driven technology company. Our ultimate goal is to position Kenya as the leading hub for tech talent in Africa.

Catherine Muraga, MD ADC, Microsoft said, “We believe that Africa should not only be a consumer of technology, but also a hub for local talent. We can help shape and innovate the world. Kenya has a huge talent pool of skilled and capable developers. This is why Microsoft and other tech companies are locating their operations here in Africa.

Dr Joshua Gisemba, KCA University Deputy Vice-Chancellor, Academic Affairs, said: “As universities, we need to rethink the curriculum and the methodologies that go with it. Even though we put the structures in place and revise the curriculum, we must also adequately prepare the instructors and providers to be able to adapt the teaching methodology according to the needs of society.

The program will focus on 9 priority skill areas including: UI/UX design; artificial intelligence and machine learning; IoT; Big Data and Analytics; cyber security; Cloud computing; fintech; Automation of robotic processes; and software engineering.

It will be delivered using a hybrid approach including classroom learning, mentoring and internships for the experiential part of the learning. It will also involve hackathons, fireside chats, guest lectures, incubation, career fairs, annual awards, program reviews, internships, and certifications, among others.

University partners will provide a digital talent pool and the institutional strength and mandate to facilitate and implement classroom learning. Technology hubs will also provide a pool of talent and play a vital role in driving innovation, while training partners will curate digital learning journeys tailored to industry expectations.

Government agencies will activate the program by implementing relevant policies. Industry partners, including large tech companies, will be primary beneficiaries of the talent pool the program seeks to create, and will also provide coaching and mentoring as well as internship and employment opportunities.

The Industry Digital Talent Program is an initiative that aims to transform Kenya through digital skills and innovation at scale, with the goal of developing 1,000 digital-ready young people by March 2023.

This will help address the shortage and mismatch of digital talent supply, the economic potential for large-scale digital transformation, and transform society by providing young people with skills and a source of income.

The program brings together like-minded stakeholders, each participating in various capacities, including providing mentorship, internships, scholarships, sponsorship, innovation and platforms.

See the full list of partners below:

  1. AWS
  2. IBM
  3. GULF BANK
  4. Microsoft
  5. Google
  6. UN
  7. Sevenstone Ltd
  8. eMobilis
  9. GIZ Kenya
  10. Oracle
  11. British government
  12. Qualcomm
  13. NCBA
  14. Huawei
  15. National Media Group
  16. Dell
  17. Belgian Embassy
  18. Ministry of ICT
  19. Kenya Private Sector Alliance
  20. ICT Authority
  21. National Industrial Training Authority
  22. Kenya National Innovation Agency
  23. Eldo Hub
  24. The Forgotten Lower Billions
  25. Kenyatta University
  26. University of Nairobi
  27. Jomo Kenyatta University of Agriculture and Technology
  28. Mombasa Technical University
  29. KCA University
  30. Technical University of Kenya
  31. USIU
  32. Thunderbird School of Management
  33. Strathmore University
  34. Next Arabia
  35. Think Innovators Kenya
  36. Africa Leadership Initiative

Earlier on June 8, 2022, the Kenyan Ministry of Information, Communication and Technology (ICT) and Innovation inaugurated a digital skills training program for 20 million Kenyans.

These programs are being launched in line with the recently released Kenya National Digital Master Plan 2022-2032, which is a strategy to leverage and expand the contribution of the ICT sector to socio-economic growth.

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Industrial-grade SSDs with vapor cooling are now here https://nocensor.org/industrial-grade-ssds-with-vapor-cooling-are-now-here/ Tue, 26 Jul 2022 18:35:07 +0000 https://nocensor.org/industrial-grade-ssds-with-vapor-cooling-are-now-here/ Industrial-grade computing now has some help with read/write speeds. Taiwanese company Team Group has created an industrial-grade vapor-cooled M.2 SSD with sustained read/write speeds of up to 3500MB/s. The N74V-M80 is the world’s first high-performance industrial SSD with a vapor cooling chamber. Of course, steam cooling itself is nothing new. Many smartphones use this technology […]]]>

Industrial-grade computing now has some help with read/write speeds. Taiwanese company Team Group has created an industrial-grade vapor-cooled M.2 SSD with sustained read/write speeds of up to 3500MB/s.

The N74V-M80 is the world’s first high-performance industrial SSD with a vapor cooling chamber. Of course, steam cooling itself is nothing new. Many smartphones use this technology to cool their processors, and Samsung is reportedly starting to use it in consumer laptops.

But these mainstream chips are small. The average smartphone UFS 3.0 drive peaks at less than 1000MB/s. Laptops and PCs can reach speeds of 2000MB/s, but don’t expect them to sustain it long time. Industrial needs are very different.

According to Tech PowerUp, the new vapor-cooled SSD does not rely on air cooling like with most SSDs. Instead, it uses a tube to transfer coolant to the heat zone, which then vaporizes in a dedicated chamber. The steam carries heat away from the core through a series of thermally conductive aluminum fins.

The result is a lack of thermal throttling at high temperatures, and the SSD is capable of sustaining high read/write speeds of up to 3500MB/s under sustained workload. For comparison, most air-cooled SSDs throttle their speed when they get too hot, but this vapor-cooled drive is 75% faster. It can operate in temperatures from -40 F to 185 F (-40 C to +85 C) without slowing down.

It comes in 128GB, 256GB, and 512GB variants and uses TLC Flash and supports PCIe Gen 3 interface.

High-performance computing (HPC) needs are growing as industries around the world shift to automation. Research and medicine depend on HPC to process large amounts of data in a timely manner, as does aviation and defense. Industrial-grade computers are put under heavy load for long periods of time in all kinds of environments. The Team Group M.2 SSD with vapor cooling is a breakthrough for these industries.

Don’t expect to see a vapor-cooled M.2 SSD in your gaming rig anytime soon, though. It’s purely industrial.

Editors’ Recommendations






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VisualCortex and the University of Wollongong partner to drive innovation and the computer vision industry https://nocensor.org/visualcortex-and-the-university-of-wollongong-partner-to-drive-innovation-and-the-computer-vision-industry/ Mon, 25 Jul 2022 02:56:28 +0000 https://nocensor.org/visualcortex-and-the-university-of-wollongong-partner-to-drive-innovation-and-the-computer-vision-industry/ VisualCortex signs a mutual non-disclosure agreement with the University of Wollongong’s SMART Infrastructure Facility, joining the Hub for Artificial Intelligence of Things Solutions – an initiative supported by the Australian Government and backed by Telstra, Microsoft and NVIDIA SYDNEY, July 25, 2022 /PRNewswire/ — VisualCortex – the video intelligence platform linking the potential of computer […]]]>

VisualCortex signs a mutual non-disclosure agreement with the University of Wollongong’s SMART Infrastructure Facility, joining the Hub for Artificial Intelligence of Things Solutions – an initiative supported by the Australian Government and backed by Telstra, Microsoft and NVIDIA

SYDNEY, July 25, 2022 /PRNewswire/ — VisualCortex – the video intelligence platform linking the potential of computer vision to real business results – has partnered with the University of Wollongong (UOW), joining its research and development center for intelligence solutions Artificial Objects (AIOT).

Under the terms of the mutual nondisclosure agreement between VisualCortex and UOW, the computer vision startup and the university’s SMART Infrastructure Facility will share proprietary software research and development capabilities to drive intelligently. video analysis innovations, including machine learning (ML) models, lessons learned from real-world computer vision implementations, and local employment opportunities.

Watch the joint partnership video here: https://bit.ly/3RP9A82

As part of the partnership, VisualCortex has established a satellite office at the UOW Innovation Campus in Illawarra – a technology district that fosters collaboration between industry and research – and joins the Telstra-UOW hub for AIOT Solutions. The hub is supported by a government grant of AU$1.7 million through the Strategic University Reform Fund (SURF); designed to establish Illawarra as a global leader in AIOT solutions for communities, businesses and governments. The hub is also supported through a collaboration with tech industry giants Telstra, Microsoft, and NVIDIA. The initiative brings together over 30 experts from industry and academia, focusing on delivering globally applicable AIOT results in smart transportation, smart logistics, resilient infrastructure and smart manufacturing.

CEO and co-founder of VisualCortex, Patrick Elliotsaid the partnership with the SMART Infrastructure Facility and the UOW AIOT Solutions Hub has produced practical results in three main ways.

“UOW and SMART showcase cutting-edge AI research capabilities that have transformative potential in today’s computer vision market,” Elliott said. “Second, because SMART and the Telstra-UOW Hub for AIOT Solutions are mandated to apply academic rigor to real-world problems, they collaborate extremely well with industry and the public sector. The ability to work with PhD students and AI PhDs, and directly applying their research and skills to real-world computer vision challenges, is truly exciting.

“We have a very strong convergence of views: we offer a Video intelligence platform, which allows academics to produce large-scale ML models and see their research change the real world. At the same time, UOW provides outstanding academic expertise, industry relationships, and data governance. The marriage of the two – VisualCortex’s enterprise-ready solution computer vision platform, coupled with UOW’s ability to use this platform as a vehicle to provide industry with academically produced ML models, represents an ideal partnership. It’s a win for everyone.

“Third, the partnership provides a mutually beneficial industry avenue for academic researchers and students. To succeed and scale, VisualCortex must have access to a steady stream of the best talent available. For UOW, our partnership provides an avenue job openings via VisualCortex’s talent exchange, internship and graduate hiring programs.

UOW’s SMART Infrastructure Facility specializes in applying data analytics, advanced simulation, smart city technology, and video analytics to key infrastructure challenges, including l electricity, roads, railway urban growth and regional development.

“Although the SMART Infrastructure Facility’s journey to intelligent video analytics is relatively recent, the growth in effort and demand has been nearly exponential,” said SMART Infrastructure Facility Director, Professor Pascal Perez. “So we know, based on its technology and the number of inquiries we’re fielding, that the market opportunity for VisualCortex is wide and wide.

“What VisualCortex is trying to do is courageous: at the moment, most of the video analytics market is growing around vertical integration; and tailor-made – if not ad-hoc – solutions for specific industries, or even This means that we are going to see a lot of redundancy in terms of deploying all of these single use cases computer vision tools and the fees that end users will have to pay. We therefore need a cross-functional approach, which VisualCortex implements with its industry-neutral platform.”

Perez echoed Elliott’s comments, calling the UOW – VisualCortex partnership “a perfect marriage.”

“We share the same approach to intelligent video analytics – we don’t see just one industry; we’re interested in a cross-functional approach and the fundamentals behind the different use cases,” Perez said. “At SMART, we’re good at evaluating new computer vision use cases, optimizing the algorithms, and packing them into a container. But, we need to push these new ML models into something to deploy, in order to be useful to the industry Video Intelligence Platform provides this ideal something.

“It’s the best of both worlds; and I really look forward to developing a strong partnership with VisualCortex in the years to come.”

About VisualCortex

VisualCortex makes video data actionable in the enterprise. As the world’s best video intelligence platform, VisualCortex provides the stability and scalability needed to produce computer vision technology for the first time. Unlike camera-side or point solutions, VisualCortex can be used for any video analytics use case in any industry. VisualCortex’s production-ready cloud environment transforms video assets into large-scale, analyzable data streams.

The VisualCortex platform provides artificial intelligence, governance, and usability, allowing organizations to connect any number of video streams, repositories, and use existing commodity hardware. Intuitive user interface, out-of-the-box reports, range of configurations and integrations enable non-technical people to produce, analyze and act on computer vision-derived insights across the enterprise . Organizations can easily combine this AI-generated video information with other data sources and systems to facilitate both real-time operations and strategic analysis. The VisualCortex Model Store also provides a secure marketplace for customers, partners, and independent machine learning experts to share quality-controlled computer vision models. For more information, visit www.visualcortex.com

For regular updates, follow VisualCortex on Twitter (@VisualCortexApp), LinkedIn (Visual cortex), Youtube (Visual cortex) and Facebook (@VisualCortexApp).

For regular industry news and analysis, subscribe to the VisualCortex mailing list here: https://visualcortex.com/contact us/

About UOW, SMART Infrastructure Installation and Telstra-UOW Hub for AIOT Solutions

SMART Infrastructure Facility is a research institution dedicated to helping governments and businesses better plan for the future. SMART’s work is complemented by collaborations with experts from the University of Wollongong (UOW) faculties in infrastructure-related areas such as energy generation and storage, water sustainability, engineering environment, spatial geotechnics and social planning. SMART is involved in key international partnerships and collaborations to address some of the grand infrastructure challenges.

The Telstra-UOW hub for AIOT solutions will provide AIOT solutions that are innovative, cost effective and tailored to the needs of communities, businesses and governments. The Hub was developed with the support of a $1.7 million Grant from the Federal Government through the Strategic University Reform Fund (SURF) to give Australia traction in a growing global market, while using applied research to increase productivity and create jobs. Its focus is cutting-edge research in several AIOT technologies, including intelligent video analytics, sensor-integrated edge computing for optimized data fusion and transmission, and digital industrial twin technology.

For more media information, interviews or images, please contact:

(PRNewsfoto/VisualCortex)

(PRNewsfoto/VisualCortex)

SOURCEVisualCortex

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New National Strategy for the Global Digital Services Industry https://nocensor.org/new-national-strategy-for-the-global-digital-services-industry/ Sat, 23 Jul 2022 00:58:41 +0000 https://nocensor.org/new-national-strategy-for-the-global-digital-services-industry/ The Jamaican Cabinet has approved the implementation of a new national strategy to develop the Global Digital Services (GDS) sector. This strategy will provide a model for industry expansion and support the development and diversification of outsourcing in Jamaica. The strategy will guide Jamaica as the island seeks to increase exports of high-value digital services, […]]]>

The Jamaican Cabinet has approved the implementation of a new national strategy to develop the Global Digital Services (GDS) sector.

This strategy will provide a model for industry expansion and support the development and diversification of outsourcing in Jamaica.

The strategy will guide Jamaica as the island seeks to increase exports of high-value digital services, attract investment and harness new industry trends and technological advancements.

It will help reposition Jamaica as a destination for higher value-added digital services, encourage more jobs across the outsourcing value chain, improve industry revenue generation, and support the growth of domestic entrepreneurship in the digital services space.

To this end, the cabinet approved the creation of the Global Task Force on the Digital Services Sector under the chairmanship of Senator Aubyn Hill, Minister of Industry, Investment and Trade.

Hill noted that the previous focus within the global services sector was to lay the groundwork to build the industry, promote the sector to investors, and implement policies and incentives to create a business-friendly ecosystem.

Now with an extension focus on the global digital services sector, Hill said the government aims to continue its work, but priorities have broadened to include increasing the export of primarily digital, high-value services.

He revealed that the government believes that this approach help dramatically increase the employment of many more Jamaicans and hard currency earnings.

More than 50,000 people work in the outsourcing industry, employed by more than 70 GSS companies, with cumulative annual revenue of over US$900 million.

Jamaica’s trade and investment promotion agency, JAMPRO, will serve as the secretariat with responsibility for executing the strategy.

Agency President Diane Edwards said, “JAMPRO will work with industry stakeholders to implement many of the initiatives embedded in the strategy. This is truly a holistic approach and will require the participation of multiple parties to achieve our goals for the sector. »

To reposition Jamaica as a higher value destination, JAMPRO will work with the Global Services Association of Jamaica (GSAJ), the Jamaica Technology & Digital Alliance (JTDA), government departments and other entities to raise awareness in overseas markets to the provision of services on the island. capacities.

JAMPRO will also continue to work with the Ministry of Education, Youth and Information, educational institutions and industry bodies to develop the talent pool needed for higher value services, digital services and information technology careers.

Initiatives such as the Global Services Sector Project’s Skills upgrading strategyand the Amber/HEART NSTA Coding Academy will help improve the skills of Jamaicans in areas such as management and leadership; IT infrastructure, such as cloud computing and cybersecurity; Communication; digital marketing; software development and integration; critical and analytical thinking; and human-centered design and interaction. This will contribute to employment growth within the industry.

The Ministry of Science, Energy and Technology, the Jamaican Special Economic Zones Authority and the ICT Authority will also be involved in initiatives ranging from facilitating market entry for service providers to improving cost competitiveness and improving the quality of telecommunications services.

Other collaborations will prioritize increased involvement of domestic service providers in the export of services and connect domestic small and medium enterprises with foreign service providers to take advantage of global value chain opportunities. .

Edwards said JAMPRO is confident that this new strategy will keep Jamaica on a path of rapid expansion in the GDS sector, as it recommends the execution of measures that will protect the industry from vulnerabilities such as natural and created challenges. by man, and stagnation. The strategy will ensure that Jamaica continuously meets the current and future needs of the industry and its customers.

She said: “While we have seen significant growth in outsourcing to Jamaica, it is important for us to continue to progress in our approach and business to solidify Jamaica’s role as a reputable GDS destination for years to come. With this proactive initiative, I believe Jamaica will continue to grow and we will see a positive impact on our economy.

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Minecraft says no to NFTs and blockchain, citing fraud and speculation https://nocensor.org/minecraft-says-no-to-nfts-and-blockchain-citing-fraud-and-speculation/ Thu, 21 Jul 2022 01:10:00 +0000 https://nocensor.org/minecraft-says-no-to-nfts-and-blockchain-citing-fraud-and-speculation/ Comment this story Comment Mojang Studios, the Microsoft-owned developer behind the hugely popular procedurally generated sandbox game “Minecraft,” announced Wednesday that NFTs and other blockchain products will not be supported by the studio or allowed in the game. As a form of blockchain technology, an NFT or non-fungible token is essentially a unique blockchain-related receipt […]]]>

Comment

Mojang Studios, the Microsoft-owned developer behind the hugely popular procedurally generated sandbox game “Minecraft,” announced Wednesday that NFTs and other blockchain products will not be supported by the studio or allowed in the game.

As a form of blockchain technology, an NFT or non-fungible token is essentially a unique blockchain-related receipt for any digital asset – such as a video, artwork, character model in a video game, or anything else you can access on a computer – which verifies that the holder is the sole true owner of the asset. For example, if a “Minecraft” player had the NFT for a pickaxe that resembles a lightsaber, that player can claim to be the legal owner of the original lightsaber pickaxe.

In its statement, Mojang explained that NFTs go against the cooperative and collaborative values ​​of gaming because virtual assets are inherently extremely rare collectibles.

“NFTs do not include our entire community and create a haves and have-nots scenario,” the statement said.

The 10 most influential games of the decade, from ‘Minecraft’ to ‘Pokémon Go’

Mojang also said that the mindset that NFTs would introduce into “Minecraft” would tarnish players’ long-term enjoyment of the game. The company expressed concern that players would spend more time evaluating NFT values ​​and trying to make money through “Minecraft” rather than playing the game itself.

The statement listed other issues Mojang had with NFTs regarding quality control, instances of fraud, and NFTs being sold at artificially inflated values. However, the NFT ban was conditional; Mojang said it would pay “special attention” to evolving technology. “To ensure Minecraft players have a safe and inclusive experience, blockchain technologies are not permitted to be integrated into our Minecraft client and server applications, nor may they be used to create NFTs associated with any content. of the game, including worlds, skins, character items, or other mods,” reads the statement. “We have no plans to implement blockchain technology in Minecraft at this time.”

That’s a bold stance, especially for a title as absurdly popular and editable as “Minecraft.” The decade-old sandbox game has sold 238 million copies according to Statista, making “Minecraft” the best-selling video game of all time. The appeal is obvious: “Minecraft” is simple, easy to run and extremely flexible. Players have used “Minecraft” to create a Harry Potter game in a 1:1 recreation of Hogwarts, created a fictional cult commune dedicated to streamer MoonMoon, and even created a working CPU.

Long-Time Gamers Earn Money Building for ‘Minecraft’

The “Roblox” gaming platform is talked about in the same breath as “Minecraft” due to the customization and popularity of both titles with younger gamers. Roblox Corporation has yet to endorse NFTs, although in an interview with VentureBeat, Chief Business Officer Craig Donato voiced his enthusiastic support for implementing them into the game in the future.

According to a recent study, more than $2.2 billion was raised by private blockchain and NFT game companies in the first half of 2022, reflecting a wave of interest among video game industry investors. On Wednesday, Lee Trink, CEO of gaming and esports lifestyle brand FaZe Clan, spoke enthusiastically about positioning the new public company to pursue opportunities in blockchain technology.

But NFTs have also been met with skepticism by many developers. According to Bloomberg, Ubisoft’s foray into NFTs has been criticized by its own employees. Frost Giant Studios co-founder Tim Morten described play-to-earn blockchain games as “dangerously close to a pyramid scheme” in an interview with Wired. A company of Mojang’s stature calling NFTs harmful to their game and brand might give some would-be investors a second thought.

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10 of the Best Performing Stocks Since the Launch of Jim Cramer’s ‘Mad Money’ https://nocensor.org/10-of-the-best-performing-stocks-since-the-launch-of-jim-cramers-mad-money/ Mon, 18 Jul 2022 22:56:42 +0000 https://nocensor.org/10-of-the-best-performing-stocks-since-the-launch-of-jim-cramers-mad-money/ Jim Cramer Scott Mlyn | CNBC With “Mad Money” moving to the New York Stock Exchange, Jim Cramer on Monday reviewed some of the best-performing stocks since his show launched on CNBC more than 17 years ago. Here is a quick overview of the criteria used to compile the list: The stock is currently a […]]]>

Jim Cramer

Scott Mlyn | CNBC

With “Mad Money” moving to the New York Stock Exchange, Jim Cramer on Monday reviewed some of the best-performing stocks since his show launched on CNBC more than 17 years ago.

Here is a quick overview of the criteria used to compile the list:

  • The stock is currently a member of the S&P 500.
  • It was a publicly traded company when “Mad Money” first aired in March 2005.
  • The list was ranked by a simple gain/loss percentage calculation, not by total return (which includes dividends).
  • Gains were calculated based on the stock’s closing price from March 14, 2005 to Friday’s close.

Now, here are 10 of the best performing stocks since “Mad Money” was on TV:

1.Netflix

2. Apple

3. Regeneration

4. Monster drink

The energy drink maker is the fourth best performer, gaining 8,444% over the aforementioned period.

5. Reserve assets

The company formerly known as Priceline has “beaten its competitors in the online travel space,” Cramer said. Since “Mad Money” debuted on CNBC through Friday, the stock has risen 7,599%.

6.Nvidia

7. Amazon

The e-commerce and cloud computing giant is the seventh-best gainer, up 6,463% over the specified time window. Cramer noted that the stock’s gains would have been even more impressive had it not been for its roughly 32% year-to-date decline.

8. Illuminated

9. Monolithic power systems

10.Tyler Technologies

Cramer’s result

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