Artificial Intelligence…Driving In the Streets

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What You’ll Hear In This Episode

  • How machine learning builds a robot’s social intelligence
  • How AI and IoT could make cities more accessible, smarter
  • How data being used to develop autonomous vehicles can also be used for town planning
  • How technology can improve the quality of life for the inhabitants of “”smart”” cities”

Artificial Intelligence, Autonomous Vehicles, and the Smart City of the Future

The average speed of traffic through London has not changed since the days of horse-drawn carts. All of the transportation advantages of the past 200 years, from the internal combustion engine to the highway system, haven’t increased the rate of travel. The infrastructure simply can’t keep up with the demands of the populace. But why is this significant?

To truly serve people’s needs now and in the future, cities need to get smarter to cope with a growing population and its demands on city services. Our guest this episode is helping to create the “smart cities” of the future. Dr. Richard Kelley, Chief Engineer of the Autonomous Systems Group at University of Nevada Reno, explores how artificial intelligence, machine learning, and the Internet of Things can ease traffic congestion, increase mobility, and make civil services more accessible.



ENCLOSURE:https://tracking.feedpress.it/link/16994/10639977/50b81cea.mp3?CID=311880

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Why the Workforce Needs to Change for Digital Transformation

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Digital transformation is impacting today’s workforce and let me underscore, effective workforce transformation – transformation readiness among employees – is critical to successful digital transformation.

Digital-first: Transformation, Technology and Readiness

Digital transformation and digital readiness have become catchphrases in their own right. The meaning of the terms represent benefits for everyone – including those not engaged in an IT profession – and a call to embrace a common understanding of modern technologies as we hurtle towards a world of increasing disruption. More devices are connecting more people in effective and collaborative ways.


To define digital transformation as simply “the application of digital technology to impact all aspects of business” is to shortchange its true meaning. Digital transformation is also the resultant change in how people do their work, make decisions, solve problems and achieve results. Ultimately, then, an individual’s transformation readiness contributes to organizational readiness and is linked to improved business outcomes.

Look at it this way:

Digital transformation causes tremendous changes, advances, and breakthroughs across businesses globally. It also causes an immediate and increasing need for the digital readiness.

Digital technology is the tools and processes with which people have to work. In terms of workforce solutions, we at Dell EMC like to say, the right technology in the right people’s hands allows them to work without limits.

Digital readiness is the transformation in their thoughts, perceptions and approaches as to how they work with the digital technology.

The most exciting definition I’ve come across for digital mindset in terms of readiness is from Shahana Chattopadhyay in her article 7 Characteristics of a Digital Mindset:

A digital mindset comprises a set of behavioral and attitudinal approaches that enable individuals and organizations to see the possibilities of the digital era, to use its affordances for deeper personal and greater professional fulfillment, and to design workplaces that are more human-centered, purpose-driven and connected. An individual with a digital mindset understands the power of technology to democratize, scale and speed up every form of interaction and action. Having a digital mindset is the ability to grasp this spectrum of impact of the Network Era, and the capabilities and attitudes required to face it with equanimity.

Agreed!

It is obvious that the technological transformation without the readiness transformation achieves less than its potential. Building readiness is as important as installing and integrating the technology components. A business cannot digitally transform unless — or until — its people transform.

Building transformation readiness is part and parcel of building the digital culture. A digital culture is replete with the technology and the readiness and the integrated applications of both on a continuous basis. A digital culture identifies with its digital technology. A digital culture thinks and talks and walks the progressive connection between people and technology.

Respectively, Michael Dell cites in Realizing 2030: A Divided Vision of the Future:

We’re entering the next era of human-machine partnership, a more integrated, personal relationship with technology that has the power to amplify exponentially the creativity, inspiration, intelligence and curiosity of the human spirit.

To build the digital culture throughout an organization in this next era requires a two-part strategy: communication and engagement. Both require careful planning and intricate implementation.

Let’s examine them one at a time.

Speaking the Language

The sooner and the more people speak the language that reflects the new culture, the sooner and the more completely the culture is realized. This does not mean merely throwing around the buzzwords and catch phrases that advertise digital transformation.

It means using the language that expresses the culture: its components, its processes, its benefits, its values, it constraints. Certainly, using the language includes explaining it at every point where it is necessary to insure that every person understands. Explaining it with the intention that everyone grasp the culture requires taking one’s time to communicate clearly and completely.

Approach the communication with both attention to message (what to say) and to messenger (who will say it) and to frequency (how many times to say it).

The message may best be developed by asking and answering (finding the answers to) questions. A well-written blog post by Jim Reznicek and titled Preparing Your Workforce for a Digital Transformation appeared on the Jabil blog in March 2018. The recommendation is that these specific questions be addressed with employees:

  • What is digital transformation?
  • Why is our company undergoing a digital transformation? What are the new technologies that will be introduced to our daily work?
  • What impact will the digital transformation have on our employees?
  • What is the timeline for the digital transformation?
  • How will the company prepare employees for upcoming changes?

To those above, I would add this question: what will such transformation enable me to do better than I do it today?

Communication surrounding these questions can be presented in a number of ways. First, it is essential that the business’s leadership team has an active role in communicating from their perspective the how’s and why’s and when’s of digital transformation happening to the business. Members of the business want hear the CEO’s answers to such questions. Then they want to compare them to the answers from CFO, COO, CIO, CCO…all the way to their immediate managers and team leaders. It is almost impossible for employees to hear too much about the full meaning of becoming a true digital culture.

In today’s intensely competitive global business arena, every edge is critical—and for most companies, there is no greater edge than a talented, motivated, and creative workforce.[1]

As much as employees want messages from leaders, they also want frequent and structured opportunities to share their own understanding, viewpoints, and possibilities regarding “all things digital.” Building a culture requires as much talking as listening.

Engaging the Players

The opportunity to discuss what’s going on regarding the business’s digital transformation is a critical form of engaging the people in developing the new culture. Consider three additional approaches to engaging employees to enhance their digital mindset.

  • Learning. One primary purpose of digital transformation is to remove routine, predictable, pattern-finding tasks from the human assignment. That means that people will be – or be expected to be – engaged in interactions with other people, in design thinking, in creative production. That will require learning opportunities in Agile/Scrum methodology, design thinking, collaboration skills.
  • Advances in AI from if-then-when algorithms to machine learning, significantly alter the learning experiences in which people can engage. Individuals can effectively be put in control of their learning as the digital technology provides ways to strengthen digital readiness. Experiential learning platforms offering blended, complementary information and education allow employees to experience digital technology working for them.
  • The tools and platforms with which information, education, learning experiences are exposed to the individual are increasing in novelty, number and effectiveness. Consider online/on demand, mobile, live streaming, learner-produced videos, AR/VR…as you recall instructor-led classroom training. The more a business uses the variety of exposures, the more thoroughly they build the digital technology a mindset a culture success.

Summary: 4 Tips for ‘Going Digital’ Effectively

  1. Digital technology should be accompanied by a true digital mindset among team members.
  2. An embedded and comprehensive digital readiness generates and reinforces a true digital culture.
  3. A well-designed and implemented communication strategy enables all members of the business to talk the digital talk that strengthens the digital culture.
  4. Engaging everyone in the business in learning, experiencing and enjoying exposure to the many ways digital makes a difference is the other half of the digital culture strategy.

The unrelenting pace of digital and workforce transformation are creating new challenges for all of us. The Dell EMC Education Services Team is focused on enabling customer success by expanding our education and certification portfolios for today’s market. If you have any questions or would like to learn more about Dell EMC Education Service’s training and certifications, contact your Dell EMC representative or comment below and I’d be happy to respond.

[1] In Dell’s research Unleash the Creative Force of Today’s Workers, it found 20% of workers are satisfied with their technology and 42% of Millennials are likely to quit a job because of substandard technology.

Sources:

The Growing Demand for AR/VR in the Workplace

Redefine Your Workforce Enablement through Productivity

Unleash the Creative Force of Today’s Workers

 

The post Why the Workforce Needs to Change for Digital Transformation appeared first on InFocus Blog | Dell EMC Services.


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What do robots, VR and AI have to do with government?

The private sector might be driving innovation but many government bodies are commissioning and sponsoring a lot of that innovation, to advance the prosperity of their nations, secure a place on the world stage, and do things in new, cool ways.

We can see this in the proliferation of municipal bodies with ambitions to become smart cities. Governments are harnessing cutting-edge technology to bring the public sector into the 21st century. For instance, the government of Dubai is using technology innovation to bring government services and resource information straight to citizens via their mobile phones (such as their water and electricity usage), set-up a command centre where city officials can get a unified view of all Smart City operations and install CCTV and mobile cameras to monitor crowds and traffic.

Governments are also encouraging a wider culture of innovation and entrepreneurialism with seed funding initiatives, prizes and accelerator programs. The European Commission’s Innovation Radar and the Africa Innovation Foundation’s Innovation Prize are just two examples from many.

Of course, the public sector will always be constrained by budget and competing demands on the public purse. But in the digital age, those governments that best deploy emerging technologies will leap ahead of their peers – and save money in the long-run by transitioning to a more agile, digital way of working.



Future-gazing

To do this, governments will need to work with the technology sector and civil society to ready themselves and their nation for the sort of disruption that will unfold 10 years from now (as opposed to what’s trending today). This is a big ask as it involves being able to look into the future.

To assist companies in this pursuit, last year Dell Technologies with Institute for the Future (IFTF) to project 10-15 years forward and ask, how will emerging technologies change our lives and work?

According to the study, family robots, caregiving robots and civic robots will become commonplace as deep learning improves robots’ abilities to empathise and reason.

Mixed reality technologies will enable people to experience media through embodied cognition, which will create new, immersive opportunities to improve education, healthcare, travel and transportation, construction and manufacturing.

While artificial intelligence and machine learning will help us to work more efficiently, with greater speed and accuracy, to rapidly provision resources wherever and whenever they are needed.

Together, these emerging technologies will reshape our economy and remodel our government. In fact, IFTF experts estimate that 85% of the jobs in 2030 don’t even exist yet.

Vertical farming is a good example of how a traditional industry might morph into something completely unexpected – and more sustainable.

AeroFarms is combining powerful IoT architecture with horticulture to grow crops indoors. The warehouse is 130 to 390 times more productive than a conventional farm, it uses 95 per cent less water and every farmer at AeroFarms is a data scientist. In the process, it’s become a cogent signal of change.

Governments’ guide to 2030



Through public and private sector sponsorships, governments have an opportunity to help solve humanity’s intractable problems, catalyse new economic opportunities and update struggling industries with a new infrastructure, fit for a modern age.

This is thanks to the convergence of emerging technologies – combined with a bold vision of the future that will carry us into the next era of human-machine partnerships.

To help governments realise 2030 with forward-thinking policies, we’ve formulated our insights into a whitepaper covering the issues of trust, innovation, workforce readiness and sustainable development.

Stay tuned for Part Two on the necessity to restore trust.

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Using Blockchain to Build Trust into Federated Analytics

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outdoor market at night seen from above Photo by Sam Beasley on Unsplash

In a recent blog posted to CIO.com, Dell EMC’s Global VP, CTO for Sales, and Distinguished Engineer, Patricia Florist, Ph.D. talked about how the combination of blockchain technology and federated analytics enables organizations to analyze distributed data with trust, transparency and traceability. I invite you to read more from Dr. Florissi in the blog below, “Using Blockchain to Build Trust into Federated Analytics.” Using Blockchain to Build Trust into Federated Analytics With the rise of the Internet of Things and the explosive growth in data, organizations are increasingly taking computing and analytics to the data, rather than moving the data … READ MORE



ENCLOSURE:https://blog.dellemc.com/uploads/2018/06/market-night-sam-beasley-unsplash_1000x500-600×356.jpg

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Hacking for a Better Commute

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How open data can help with mobility challenges

On March 10, Dell and Forum for the Future, sponsored a hackathon as part of New York City’s Open Data Week. The Open Data L-train Innovation Challenge asked participants to create ideas that focused on using open data to help mitigate and manage the effects of the planned shutdown of the Canarsie Tunnel in April 2019. This will be a major disruption to NYC’s transit systems: more than 225,000 commuters use the L-train and the Canarsie Tunnel to travel from Manhattan to Brooklyn every day.

people waiting for a subway train

In 2012, Superstorm Sandy inundated that tunnel with more than seven million gallons of salt water. This led to significant corrosion of cabling, power infrastructure and track equipment. Post-Sandy, the tunnel and L-train were brought back online quickly, but the damage meant repairs would eventually be required.

At first glance, Dell’s engagement in this exercise may seem accidental and random. Why is Dell involved in a hackathon focusing on commuters in NYC? Yes, it’s important, but it seems to be a little out of our swim lane.

I’d like to share how this work is a natural extension of our Legacy of Good program.

First, we need to understand the relationship between technology and social good

When we announced our 2020 Legacy of Good Plan in October of 2013, we committed to understanding and measuring the outcomes from the use of our technology as a key priority.  We named this commitment our 10×20 goal, and it’s rooted in our ambition to be Net Positive, which means we’ll put more back into society, the environment and the global economy than we take out. What we take out is otherwise known as “our footprint.”

By 2020, the good that will come from our technology will be 10x what it takes to create and use it.

Footprint? We’re talking about the impact our products and actions have on the world – both socially and environmentally – what is left behind. You may have heard about a carbon footprint, or a water footprint. Generally speaking, we have a good idea how to measure the environmental side of a footprint and we’re learning quite a bit more about the social side.

Outcomes, however, are a different story. The effect that our technology can create – the positive social and environmental good that various solutions can produce – that can be harder to understand and measure. But if we’re to truly understand the relationship between our technology and the social and environmental good they can do, we have to be able to measure outcomes. We also must understand the causal links between our technology, our solutions and these outcomes.

So, in 2014, we started studying outcomes from the use of our tech. We started with online education. Then, we looked at the connections between our work-from-home programs and our employees’ carbon emissions. We talk more about these studies here. Later, we started a piece of work with Forum for the Future to look for other areas where our technology and sustainability intersect.

We chose to focus on open data and mobility systems. Our key question:

When transit authorities and operators make data about their systems public, do they create an environment where entrepreneurs and developers can build socially and environmentally positive solutions off their data?

Bridging the gulf between data communities and sustainability-related communities

As with all our studies, we went in somewhat naïve, but with an open mind and a willingness to dig into a problem. We thought we would find clear, quantitative evidence of value-added solutions driving reductions in carbon emissions. What we found was somewhat different. The anecdotal evidence is substantial, but very little of it is quantitative. In fact, while there’s a lot of data about open data – number of data portals, number of datasets, number of Application Programming Interfaces (APIs), frequency of access – there’s very little data on what happens as a result of making data publicly available.

We found a gap. While in the real world, digital transformation and sustainability frequently converge, the data community and sustainability-related communities are mostly separate. Our data analysts and visualization scientists are smart, but spend little direct time on social or environmental issues. Our sustainability professionals are also smart, but the world of data science is a different place with its own language and tools.

The result of this gap: open data initiatives are almost certainly under-valued and under-leveraged. They’re under-valued because we can’t concisely communicate the full benefits they provide. They’re under-leveraged because, without a stronger understanding of the links between open data and positive outcomes, we do not know how to best use these tools to drive outcomes.

So, our study changed. Originally an exercise in measurement, it became a deep-dive into this gulf between worlds. If we’re to learn how to focus on technology on doing good, we’re going to have to build bridges between these worlds. And, in this case, to build those bridges, we’re using a tunnel.

Get the experts on board

We were fortunate in this work to have a great team of experts with which to work. Our friends at Forum are masters at understanding what it means to be a change agent, and how to facilitate progress. Our friends at LERO, the Irish Software Research Centre, understand Smart Cities from an IT point-of-view. They also understand why cities want to be ‘smart’ and what many of them are trying to achieve. We worked with the Sustainability office of the City of Palo Alto to ensure that our technical explorations were grounded in the context of real-world, on-the-ground problems and perspective. Last, we worked with OpenDataSoft, to understand the state of open data today and how we can move from having ‘just data’ to having ‘useful data.’

logos of City of Palo Alto, Lero, Forum for the Future, and OpenDataSoft

Together, we identified three key ideas that will help connect data and sustainability:

  • First, we must find the right metrics or indicators that reflect our outcomes of interest, and are measurable or calculatable through available data and data analysis. We think a good place to start are the WBCSD’s Sustainable Mobility Indicators.
  • Second, our public organizations either need to ensure they have access to data analysis and visualization skills, or build those skills in house. In fact, we’re inspired by NYC – their Mayor’s Office of Data Analytics is a case study in how to create and leverage these skills.
  • Last, we need our public organizations and communities to create engagements with the open data ecosystem that provide guidance and direction. There’s ample evidence that the ecosystem wants to help, wants to drive positive change. If we don’t tell them how, though, they’ll be limited in what they can achieve.

You can dig deeper into the study and these three topics in our summary report: Driving Positive Outcomes through Open Data Solutions for Mobility

A hackathon: could it be NYC’s ticket to helping alleviate transit challenges?

So, how did we get from a year-long effort to study open data to a day-long hackathon in a building located next to Grand Central Station?

As we were finishing our study, our friends at Forum were busy engaging with various groups in New York City. The Mayor’s Office of Data Analytics was suitably impressed, and invited Forum to run an event during Open Data Week. Our opportunistic streak came out – not only were we being offered a chance to talk about our work, we could test some of the recommendations in our study, as well as help NYC address some of the issues surrounding the closure of the Canarsie Tunnel.

Several people from NYC’s transit community were in attendance. This is, after all, an issue that’s close to their heart. They understand the importance of effecting repairs to the tunnel, but also understand the magnitude of the disruption that will cause. Other than contractors, I suspect there are few who are thrilled with the shutdown. Nevertheless, it’s necessary and must be managed.

Seventy people on ten teams listened to our dignitaries from NYC’s transit community describe the issues, and discuss various datasets that were available to the teams. They listened to me and Rodrigo Bautista of Forum describe what we were looking for and provide the larger context for the effort. Then, they went to work.

At the end of the day, the teams presented. All the ideas were interesting, but three, in particular showed real promise. It’s our hope that the work started in this session continues, that the teams and groups engaged in the work explore these ideas in more detail. We’re working to drive that, but this will take some time to play out.

The bigger picture and how building a bridge means fixing a tunnel

The shutdown of the tunnel is huge for the affected commuters and communities. The issues leading up to that shutdown, however, are larger still. The flood was unprecedented, but the unprecedented seems to be more and more common these days. While no single weather event can be attributed to an increase in carbon emissions, both sea-level rise and increasing sea-surface temperatures suggest that the magnitude of Sandy’s impacts were amplified by climate change.

The MTA prepared for the storm and had most of its subway service restored within a week. Despite the precautions, however, the damage cause by the event was significant. Post-storm estimates were that it would take $4.8 Billion to restore the MTA to its pre-storm condition.

When we uncover the connections between our world of technology and the world of outcomes, we make both ourselves and our customers successful.

Please excuse the pun, but, to be a trusted partner of our customers, we need to understand the environment in which they work and how what we do can help them meet their goals. In this case, we help our customers be successful by taking a deeper look into the problems they’re facing and the challenges they must tackle. When we uncover the connections between our world of technology and the world of outcomes, we make both ourselves and our customers successful.

Our work revolves around 1s and 0s. We convert them into each other. We store some; we delete others. We use our 1s and 0s to build bigger constructs, to represent the world. Then, we analyze our patterns of 1s and 0s to understand the way things are, to learn something new, or to develop insights that help guide decisions.

But our world of data, computation and connectivity is not the only world out there. Others focus on impacts and outcomes, the well-being of our society, the health of our ecosystems. In this world, our 1s and 0s may seem intriguing and magical, but possibly also arcane and uninterpretable – raw material without a guidebook or owner’s manual as to how to use.

Being a true partner to our customers is more than being just a provider of technology. It means building bridges between our technology, our customers and their needs. And in this case, building a bridge means fixing a tunnel.

Click here to download the study



ENCLOSURE:https://blog.dell.com/uploads/2018/05/subway-LOG18_1000x500-600×356.jpg

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Re: Problem connecting to spa

hi all,

good day,

I have a vnx520 managing through unisphere, i’ve been having some problem connecting to SP A but i can connect successfully to SP B. from SP B I can access the system and view the logs of SP A. Event log for SPA is getting filled up with these warnings.

0x7237

A virtual port has no gateway specified. Connectivity will be limited to subnet traffic. The list of port IDs with no gateway follows: (a0v0 a1v0 b0v0 b1v0).

0x7236

A MirrorView port on a subnet has no counterpart on on the peer SP. Performance may not be optimal or may be disrupted. The list of mismatched subnets per MV port ID follows: (SPA a0v0 192.168.130.0) (SPB b0v0 192.168.131.0).

could this be the cause of my issue with SPA?

all connections and hardware looks good. pings to SPA fails from anywhere, i also tried pinging spa from spb but still no avail.

any ideas on this will be much appreciated.

thanks,

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