Innovation culture – Innovation Engineering Thu, 23 Sep 2021 22:11:30 +0000 en-US hourly 1 Innovation culture – Innovation Engineering 32 32 SIU drives innovation with the Saluki Pitch competition and IDEA LAB 2021 Thu, 23 Sep 2021 20:41:15 +0000

September 23, 2021

SIU drives innovation with the Saluki Pitch competition and IDEA LAB 2021

by Christi Mathis

CARBONDALE, Ill. – Southern Illinois University Carbondale continues to promote innovation and creative entrepreneurship.

As winners are announced for the recent Saluki Pitch 2021 competition where ideas turned into money, registration is underway for IDEA LAB 2021, where entrants can take their ideas to the next level and compete for funding.

“The ideas presented at this year’s Saluki Pitch competition were both innovative and unique,” ​​said Deborah Barnett, director of the business incubator program. “As an extension of the pitch competition, pitch participants, as well as anyone else, have the opportunity to further develop their concepts through IDEA Lab 2021, a six-week program designed to help innovators move from the stage of idea to a real business plan. Everyone is welcome to participate in the program, which can also benefit current business owners looking to grow or move in a new direction.

The registration deadline for IDEA Lab is Tuesday, September 28 at 9 a.m. Additional information and online registration are available at

Constant is the best competitor of the Saluki Pitch 2021

Zavi Constant, a civil engineering graduate, took top honors and $ 750 in the Saluki Pitch competition, along with CROWD, a crowdfunding app that small groups can use to raise money for a common goal. The app has a variety of uses – whether it’s roommates pooling money to pay rent, friends or family contributing to pay for vacations, or coworkers combining their resources for a common purpose. Constant also won the crowd favorite vote to claim an additional $ 250.

Kayeleigh Sharp, SIU alumnus and employee, won second place and the $ 500 prize. Sharp is the founder of EduCultureXR, which brings together education, culture and virtual reality by creating virtual hands-on archeology exhibits and cultural experiences and making them accessible to the community.

Innovation winners

The competition, held virtually this year, also honored innovation, with the winners each receiving $ 250. These winners, with project descriptions, were:

  • Nelson Fernandes, senior mechanical engineer and member of the SIU Green Team, for a simplified guide to building temporary and inexpensive wind turbines largely from household items. The turbines would provide power to charge phones and other small electronics when needed, proving particularly beneficial in areas of the world where blackouts are common.
  • Tyler Knupp, a senior computer scientist, for his concept of helping the animation industry by combining concepts from various 3D modeling programs to smoothly incorporate virtual reality full body tracking into 3D animation using motion capture of keyframe animations for editing.

The student organization registered with the SIU Saluki Entrepreneurship Corps, in collaboration with the SIU Research Park and Business Incubator programs, sponsored the event. Over 30 people participated in the pre-competition pitch competition workshop.

Register now for IDEA LAB to win funding

IDEA LAB 2021 offers community members and faculty, staff, student entrepreneurs, as well as participants in the Saluki Pitch competition, the opportunity to push their concepts further by creating viable business plans.

The free weekly sessions will take place on Tuesdays from 11:30 a.m. to 1 p.m. 28 Sep-Nov 2. The sessions will provide all the information needed to establish business plans and participants will be able to compete for funding of up to $ 10,000 in a business plan competition that will be announced in October.

Participants can join the sessions online or in person at the Dunn-Richmond Economic Development Center, 1740 Innovation Drive in Carbondale. Sessions will cover market research, financial planning and projections, strategy and more, presented via step-by-step instructions.

Program sponsors include SIU Research Park, SIU Business Incubator, and Illinois Small Business Development Center at SIU.

The SIU is committed to protecting the community, so anyone attending IDEA LAB 2021 in person should follow current campus and state pandemic safety protocols and wear masks.

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Alestra partners with scale-ups to drive the digital transformation of the company Thu, 23 Sep 2021 01:50:00 +0000

This article was translated from our Spanish edition. Opinions expressed by Contractor the contributors are theirs.

You are reading Entrepreneur United States, an international Entrepreneur Media franchise.

In order to encourage a culture of innovation and develop disruptive digital transformation projects, Alestra operates NAVE for five years. This is his open innovation and soft landing program, which works hand in hand with entrepreneurs and through which he has accelerated to 32 scaleups since 2016.


As a result of this program, this year, Monterrey’s leading technology provider entered into a business alliance with two of the graduated scaleups, the Canadian 1Kosmos; and the Chilean Omnix.

  • Omnix, which offers a software as a service artificial intelligence and machine learning solution that automates the logistics, operational and process capabilities of companies in the retail, telecommunications and manufacturing industries. Its tool helps increase sales by up to 20% and generate savings of up to 40% in storage space.
  • 1Kosmos, which allows you to authenticate digital identities through biometrics. The solution covers the whole journey an employee; enter the building until they gain access to an organization’s computer and applications. It promotes a reduction of up to 40% in the number of helpdesk calls.

The alliance was announced during Demonstration day , the closing event of the fifth generation of entrepreneurs, which was held 100% virtual.

Photo: NAVE

The fifth generation of NAVE kicked off in March 2021 and six global B2B scaleups participated, aligned with mega-trends in artificial intelligence technology; Big Data; virtual reality; cyber security; blockchain and internet of things.

A total of 1,137 companies registered in the screening process, of which 98 were contacted, a total of 70 had a presentation call and 57 interviews with managers. There were 10 prescreened scaleups and 6 who completed the expedited process: 1Kosmos; Cerebri; Omnix; Premo; Stride and Virtual.

For six months and in a completely virtual manner, the scaleups representatives benefited from high-level tutoring from Alestra managers, presented their solution to potential customers and carried out pilot tests, both at Alestra and ‘with some of his clients.

Photo: NAVE

“The fifth generation of NAVE marked a turning point in the program since its inception. The health contingency forced us to implement the entire program digitally and we are very satisfied with the results. All of the scale-ups have proven to offer disruptive solutions that drive various aspects of the digital transformation of organizations in Mexico, ”commented Jenaro Martínez, Director of Innovation and Strategic Alliances at Alestra.

Photo: NAVE

NAVE being operational since 2016, Alestra has created six alliances with entrepreneurs to launch new products on the market that are integrated into its digital transformation offer: Keyo, Sirena, Nuve, Lefort, Apli and Descifra

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A futuristic guide to preparing your business for constant change Wed, 22 Sep 2021 13:27:07 +0000

Looking back, 2020 and much of 2021 have been a red flag for how much and how quickly change can happen. But they were also a warm-up for what lies ahead – not necessarily another pandemic with multiple variations, of course, but a stream of every stripe imaginable.

The future will be not be more stable or certain. The future – whether it’s this afternoon, next week, next quarter, next year, or next decade – is now defined by more uncertainty, more unpredictability and more unknowns. Individually, we wonder (and often worry) about our jobs, our well-being and the future of our children. Organizationally, we are grappling with the disruption of the business model, digital transformation and the Great Resignation. Societally, we are facing unprecedented changes in our climate, economies, demographics, and political systems (to name a few). These changes and their effects will multiply and intersect.

As a futurist, I spend much of my time helping businesses, leaders and teams make sense of the forces shaping the future and prepare responsibly. The goal is not to predict the future (which is a futile quest), but rather to be ready for many possible future that could unfold. In this role, working and traveling in over 100 countries for over 25 years, I have seen time and again how each organization struggles with change in different ways. However, there is hope for organizations planning to anticipate change.

The time to prepare for change is not when it hits. It is before it strikes, and during periods of relative calm. Responding to change in the moment keeps you on the defensive forever, and the consequences can be serious. You can’t see where the future is heading because your attention is absorbed in dodging the next curve ball. This exposes your organization to unnecessary risk and overlooks new opportunities. It’s a recipe for frustration and lagging performance at best, collapse at worst.

While it can be difficult to find the “right time” to prepare for change, there are a myriad of ways to start. Here are four steps leaders can take to prepare their organizations to thrive in constant change.

Perform a “change audit”

Holistic assessment of your organization’s readiness for an ever-changing world lays the foundation for a future whose only steady state is more change, but few leaders do it consistently. A change audit seeks to bring clarity on several levels.

First, where is change hitting hardest in the life of your organization, industry, team and clients? It’s easy to compartmentalize changes into specific departments or functions, but often missing out on key dynamics and interdependencies that can make change easier to assess moving forward. Clearly determine which departments or functions are consistently more change-ready than others: who has excelled in the past 18 months and why?

Second, what kinds of changes are the most difficult? Humans tend to love the changes we make (a new job, relationship, or haircut) and fear or resist changes we can’t control (layoffs, breakup, or health concerns). These dynamics often transfer to the workplace, with disproportionate implications.

Finally, what are your organization’s obstacles to successfully managing change? Common candidates include:

  • Team exhaustion and / or anxiety: It is more difficult to assess uncertainty when we are exhausted. When we are tired, we are more likely to develop tunnel vision and to feel anxious.
  • Lack of confidence: When change happens, trust will take you further than any other single resource. Consider: Who do you turn to when you don’t know what to do? To your relationships of trust. And do you trust all employees to act in the best interests of the organization and defend its values ​​at work and in life?
  • A culture of “just with that”: Are all levels of the organization (including top management) not only authorized, but encouraged show themselves fully, including when they feel vulnerable? When things don’t go as planned, is it seen as a loss or a learning opportunity?
  • Insufficient metrics: The ability to navigate change goes far beyond dollars and cents. For example, how much is exhaustion or reliability worth? They do not appear in any budget line, but they are invaluable. Where and how do you explain such things? In an ever-changing world, metrics need to go beyond short-term benchmarks of productivity and quarterly returns.

Ideally, a change audit includes the contribution of all talent in an organization, from the most experienced executive to the most recent. Not only does this underscore an inclusive culture, but the point is that everyone has a unique wisdom and perspective when it comes to change.

Put the mindset before the strategy

Too often, leaders assume that change can be “managed” and controlled, like in a vacuum. Books on change management abound and fuel this narrative. But in today’s changing world, managing change is insufficient. Leaders should start with their mentality about change.

Navigating change well is both an art and a science. It takes the right strategy and the right mindset. If your mindset is set on change and you’ve become comfortable with it, then you can’t help but see every change – good or bad, big or small, expected or unwanted – as an opportunity. growth and improvement.

Yet many leaders are reversing this dynamic. Mindset guides strategy, not the other way around. Likewise, human relationships for change develop and manifest from the inside out. This is what I call a “flow state of mind”. When leaders and employees can open a flow mindset, that attitude and enthusiasm for improving one’s relationship to change can become part of organizational culture. A flow mindset can manifest itself in a number of ways, from the way we talk about change to how talent strategy, policies and priorities are set. Leaders play a key role in signaling that mindset matters.

Clarify and reassess who is responsible for preparing for change in your organization

In recent years, some organizations have established the role of a change leader. In most cases, this takes place in the context of digital transformation: A change manager is responsible for overseeing a company’s transition to digital business operations, services and online presence. At the same time, we can expect a series of other CXOs to make changes to their respective portfolios and domains. CEOs, COOs, CHROs, CTOs, Chiefs Innovation Officers, Chief Insights Officers, and Chief Culture Officers are also among those responsible for “change” (although you might be hard pressed to find a common definition among them). Worse yet, some companies appoint a change manager, which is little more than a marketing stunt.

But in a changing world like the one we will be in for the foreseeable future, the role of a change leader takes on new meaning. and new emergency. It is no longer defined in relation to how other roles evolve, nor limited to a function, a department, a project or an end goal.

Depending on the size of your organization, it may be time to add a Master Change Navigator whose cross-functional role is dedicated to helping the entire organization prepare for a future marked by change. The design and mandate of the role are guided by the principles of change and, as such, are intended to evolve over time. Required features include:

  • Nested, not in silo: A Chief Change Navigator has a clear connection to organizational culture and acts as the connective tissue between a myriad of changes affecting an organization. As such, it is nestled between the C suite, HR, culture manager, and board and is responsible for guiding and advising these functions.
  • Clear but fluid responsibilities: The Chief Change Navigator is like an internal futurist whose role is to prepare the organization for a largely unknown future. (This includes factors that could speed up, surprise, overwhelm or even destroy the business, but which go beyond day-to-day operations.) Part of this role is to lead a scenario-mapping process that strengthens organizational readiness for a range of issues. possible futures and to create an internal community with these skills.
  • Talent-oriented and forward-looking: A primary change navigator helps all employees develop their flow mindset and improve their relationship to change.

Integrate and integrate “fluidity” into the organizational culture

At the broadest level, truly thriving in constant change means putting change at the heart of what you do. It means a change in mindset, assumptions and expectations. Rather than feeling stressed, anxious, or undocked when the change occurs, you are ready for it. Instead of chasing an illusion of control, you clearly know what really matters.

As “some uncertainty” becomes the norm, leaders will have many ways to significantly improve their approaches to change. Updating organizational mission statements and cultural values ​​to reflect a changing world is a good place to start. But the integration of flow into organizational culture must be grounded in actions, standards and practices over time.

Reward employees for their plasticity as they forge new solutions and new ways of being instead of just trying to bounce back from setbacks. Promote the state of mind as much as the management. Empower employees who can deal with uncertainty, trust what it can teach them, and guide others to key information. This way, when change does occur, rather than looking to worst case scenarios by default, employees will have developed the practice of asking themselves: what is the best thing that can happen?


We have before us a new set of opportunities – and a new urgency – to navigate the change well. Executives and businesses must radically reshape their relationship to uncertainty in order to maintain a healthy and productive outlook. As we envision a future in which the only “steady state” is another change, it’s time to open up your flow mindset, improve the “flow capacity” of your organization, and prepare for it. thrive in constant change.

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DU forms the NEP panel to oversee study programs for undergraduates Tue, 21 Sep 2021 20:51:27 +0000 The University of Delhi has established a National Education Policy (NEP) Interdisciplinary Courses Committee to oversee the undergraduate interdisciplinary course programs to be offered to students as part of the implementation of the NEP in during the next academic year 2022-2023.

The Academic Council (AC) and Executive Council (EC) of DU had earlier adopted the implementation of NEP from the next academic session. This means that DU will now have a four-year undergraduate program starting next year. Although a large section of teachers criticized the “undemocratic” and “hasty” decision to implement the NEP, the administration said it was ready to adopt it from the 2022-2023 school year. .

The interdisciplinary courses for which the programs should be prepared are: ethics and culture, social and emotional learning, innovation and entrepreneurship, co-curricular, science and society and computer skills, data analysis and mathematics.

In a notification dated September 20, Clerk Vikas Gupta announced the establishment of a seven-member committee to oversee the programs. The committee will be chaired by Professor Vivek Suneja from the Faculty of Management Studies, who also chaired the previous NEP Implementation Committee – whose suggestions were ultimately adopted by DU’s AC and EC.

Besides Suneja, the committee includes former dean of admissions, Shobha Bagai, and principals of Hindu College, Lady Shri Ram College and Ramanujan College, among other members.

“The committee develops the study programs with respect to new interdisciplinary courses that are part of the structures of the undergraduate study programs approved by the academic board… and the executive board… for implementation from the start. academic year 2022-23, for review by the academic council. University Council, ”Gupta said.

“The NEP Interdisciplinary Course Committee is empowered to form interdisciplinary sub-committees / working groups to assist the committee in developing the NEP Interdisciplinary Course Programs, composed of faculty from the departments, centers and colleges of the University.” , he added.

Gupta told The Indian Express that the committee will create the basic structure. “They have the freedom to decide which sub-committees they want to train, which subject matter experts they want to co-opt. They have not been given any deadline as such, but as it has to be implemented from next year, it will have to be done before that, ”he said.

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ManilART Continues Legacy Through Innovation – Manila Newsletter Tue, 21 Sep 2021 08:39:00 +0000

Reinventing its role in the arts and culture

For its thirteenth year since its inception, ManilArt has continued to innovate as the country’s national art fair. This year he is returning to his roots with the theme “Continuing Legacis”, which will take place at the SMX Convention Center, SM Aura Premier and Taguig City from October 13 to 17, 2021.

An overview of the exhibition

His continuing legacy is solely focused on reimagining his role in arts and culture, which has moved to a new playing field thanks to online media. By now organizing events online and on site, safety and accessibility are taken into account. The website will continue to provide full virtual procedures, as well as asynchronous online activities for arts education.

ManilART is also expanding its reach through various satellite sites beyond Metro Manila. During its ten years as a national art fair, ManilART has led efforts not only to bring together different regions of the capital, but also to help gain traction in the wider art scene through ManilART Caravans, resulting in fully realized regional art fairs such as Mindanao Art.

As a flagship activity of Museums and Galleries Month, ManilART takes the lead in ensuring that public health and safety practices are strictly implemented on the site. Tickets will be available on and security measures will be implemented in accordance with SM Aura Premier security standards as monitored by Safe City Taguig.

Kalipay broom

ManilART satellite sites include Likhang Silangan in Rizal, Tarlac Art in Tarlac and Balai Kalipay in Mindanao. The satellite exhibition, “Likhang Silangan: The Art EASTory of Rizal”, will take place from October 10 to 23, 2021 at the Angkla Art Gallery. With Rizal known as the birthplace of Filipino art, there is much to look forward to with Angkla Art Gallery’s showcase of local visual artists, including Rizaleño legends such as Juan “Tandang Juancho” Senson, Carlos “Botong” Francisco and Vicente Manansala.

Tarlac Art is at the beginning of forging its own heritage. “Tarlac Art” will be held from October 1 to 22, 2021 in Diwa ng Tarlac, Tarlac City. This highly anticipated venture of the city’s provincial government will be the first visual arts exhibition exclusively featuring artists from Tarlac, the heart of Luzon.

Balai Kalipay is a museum gallery in the scenic mountains of Malagos co-founded by visual artist Kublai Millan. Its particular plea is to showcase the indigenous art of contemporary Mindanawon artists in situ. The showcase will be produced in collaboration with the Cultural Diplomacy Unit of the Ministry of Foreign Affairs.

In solidarity with the National Historical Commission of the Philippines, ManilART joins in the fiftieth anniversary commemorations by presenting activities and exhibits of the National Quinquennium Committee and hosting the NQC-ManilART fair. ManilART remains faithful to its objective, while constantly developing its partnerships and innovating with the times. Art practitioners, advocates and enthusiasts are invited to take part in the ongoing dialogue that now extends through the advancements of the digital age.

National Art Fair and ManilART

To stay up to date with ticketing details and the full schedule, follow ManilART’s social media pages on Facebook and Instagram or visit their website at



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Dallas Coworking Vet Common Desk Opens New Space on Greenville Ave Mon, 20 Sep 2021 21:15:40 +0000

Coworking company born in Dallas Common office opened a new outlet, in a very central location: Energy Square, the office complex at 4849 Greenville Ave., # 100, in building 2.

Common Office – Energy Square offers flexible office space, coworking memberships, and a welcome sign for small businesses, entrepreneurs and students. The facility has two floors with 25,000 square feet of space, including 11 conference rooms, 62 offices, 3 mid-size suites and a socially remote coworking space.

Other amenities are provided by Energy Square, which has recently undergone a redevelopment, including a landscaped courtyard, state-of-the-art fitness center, rooftop terrace, outdoor entertainment and event space with free Wi-Fi and on-site dining options.

A statement says opening a location in Energy Square has been a long-standing goal for Common Desk, which began seeking opportunities with the business campus in 2017.

Consisting of five tall buildings just off North Central Expressway and University Drive, Energy Square has been home to many Dallas businesses since the 1950s. It is close to SMU and is accessible from Park Cities, Lakewood, Lake Highlands and Preston Hollow, making it a viable office option for Dallas residents looking for a business address near their home and college students looking for a study / collaboration environment. It is also a few blocks from Lovers Lane DART train station.

Common Desk was founded in Deep Ellum in 2012, the same year as CultureMap Dallas, which was once based at the Deep Ellum site. They have since grown to 20 locations in Dallas, Houston, Austin, Wilmington and Raleigh, which will open soon, overtaking CultureMap, which has grown to five locations in Houston, Austin, Dallas, Fort Worth and San Antonio. But it is not a competition.

Common Desk – Energy Square is offering a free coworking week during the opening week of September 20-27. Visit for more information.

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Cisco Customer Experience: Creating a digital customer journey that delivers value every step of the way Mon, 20 Sep 2021 07:50:00 +0000

The pandemic is forcing organizations to take a break, adapt and renegotiate their business continuity strategy. It is unquestionably a Time for a reset to address major business challenges, especially given the short-term imperative of Bounce and Rebuilt better. To navigate this unprecedented shift in accelerating digital transformation, organizations will need to address the challenges of long-term sustainability by taking bold transformational action.

At Cisco, Customer Experience (CX) is an enterprise-wide philosophy and is seen as fundamental to the future of the business because of its ability to impact customer retention and growth. clients. And in this wave of dynamic changes and challenges, the “lifecycle movement” will be a key differentiator to deliver innovation and competitive advantage to customers, partners and communities.

CX at Cisco is led by Maria Martinez, Executive Vice President and COO, who is leading an organization-wide change by moving into the CX movement and enabling transformation. for Cisco customers. Additionally, Maria is the executive sponsor for India. Through her many interactions with this country and, more recently, during her virtual visit to India in August, she said: “India is at the forefront of catalyzing innovation and holds incredible market potential and limitless opportunities. As our customers here seek to build a digital model first, like never before imagined, we stand with them – leveraging the collective power of Cisco through a lifecycle approach that allows us to meet them where they are. they find themselves and remove the obstacles that get in the way. of their success. The business results that matter most to them are what matter most to us ”.

Cisco is rooted in a lifecycle approach to both the consumption and delivery of technology. It encapsulates the understanding of how a customer deploys and consumes a set of technology products and services and then maps out an optimal delivery model to meet those needs. The benefit for the customer is the delivery of a set of solutions tailored to specific needs which are optimized in terms of capital and operating expenses.

In chatting with Sandeep Arora, Country Head & Managing Director at CX India, he shared his thoughts on re-imagining the tech journey in India and how his team is pushing this mission forward to support customers. He described it as the Three Es’ – Explore, Evangelize and Engage:

To explore: Don’t hesitate to redefine the gaming sandbox. With the transition to a hybrid workplace and a digital model, we are here for our clients to help them capitalize on this dynamic, to visualize, predict and respond in permanence to future needs.

Evangelize: When human intelligence meets digital intelligence, we continue to trust instincts and, through data-driven insight and telemetry, create the best value for customers through our portfolios such as CX Cloud, Success Tracks and BCS.

To hire: One of Cisco’s fundamental philosophies is “to embrace a people-centered culture that resonates perfectly with our culture of -” together, no matter what, we’ll get the job done. ” We will be there for our clients to – Assess the challenges of today, be Agile for the changes of tomorrow and adapt for a reshaped future.


When the precipice of a change as critical as recent times have shown; There is also this enormous opportunity to leave this comfort zone and jointly harness the power of the unknown. As we collectively lead this normal new ecosystem at a speed and scale never before imagined, we look forward to a fantastic next chapter to continue to deliver extraordinary experiences to our customers. Know more


Sony gets on the sauce train;  Tata's Online Warchest

Sony, which launched its Innovation Fund five years ago to invest in seed startups around the world, is now setting up a venture capital arm that will invest exclusively in Indian startups, we told us. sources said.

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Disclaimer: This article was produced on behalf of the Cisco Systems team by Mediawire.

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First building currently under construction on the Virginia Tech Innovation Campus | Sun, 19 Sep 2021 19:21:00 +0000

The campus’s first jewel-shaped university building, with an area of ​​300,000 square feet, will be constructed on an approximately 3 1/2 acre campus in the first phase of a new development and innovation district in mixed use that JBG SMITH is developing in North Potomac Yard near the future Potomac Yard subway station. The design of the building is focused on the principles of sustainability, health and wellness, green and social spaces, accessibility, connectivity, flexibility and integrated technology.

The university plans to accommodate students, faculty and staff in the building completed in the fall of 2024. Plans call for the construction of two more campus buildings, measuring approximately 150,000 square feet each, as campus expands. Meanwhile, postgraduate courses are held at the university’s Northern Virginia Center in Falls Church.

The Innovation Campus is part of the state’s tech talent investment program that drew Amazon to Virginia, and its mission is critical to the state’s economy.

“We always knew it would be more than a traditional graduate program,” Northam said at the ceremony. “It is becoming exactly what we imagined in 2018, a place where universities, government and industry connect. “

In May, Boeing announced it would invest $ 50 million as Campus Innovation’s first founding partner. The aerospace company’s donation will create scholarships, help recruit faculty and researchers, and fund STEM pathway programs for underserved K-12 students.

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Under the hood: how technology and innovation are gaining momentum in F1 – News Sun, 19 Sep 2021 12:27:30 +0000

What do you get from a passion for science and a culture of constant improvement?

Ask Andrew Shovlin, director of track engineering for the Mercedes-AMG Petronas F1 team, and he will highlight a decade of domination in Formula 1 racing. Speaking to Khaleej Times in an exclusive interview, he highlighted several topics that have made waves in the industry, as well as information on how Mercedes is constantly innovating to improve the brand’s performance on the track.

While many would say it all comes down to the engine and the skill of the driver behind the wheel, Shovlin clarified, “You’re not trying to build the best chassis or the best engine – you’re trying to build the best lap time; and you should rate these items as one. If you were to try to create the most powerful engine, it would likely have cooling requirements that would make it very difficult to race, and therefore the aerodynamic solution would be weak. “

What must ultimately happen is a compromise. The technical challenge is figuring out where to compromise, how to understand the needs of both areas, and how to achieve the best overall solution. The digital world plays a “crucial” role in this equation, Shovlin said.

“We’re able to drive next year’s car and powertrain in the simulator, so here at our Brackley base, we can drive on a circuit like Abu Dhabi, understand how the car behaves, and we can do all of this work even before we have made a single component. The development loops that you go through in the virtual world mean that when you actually build the car, you have a good chance of getting it right, ”he said.

Asked how 4th Industrial Revolution technologies made their foray into sports, Shovlin said these are all areas of growth and how the brand handles big data is critical. “F1 has been very good at collecting data; we log thousands of channels of data on the car throughout a race, but just using the humans involved it is impossible to extract the maximum amount of learning from all of this information.

“We are very interested in AI, VR and machine learning, and they are now deployed in battle on the circuit,” he explained. “We have a lot of systems now using machine learning and over time that will become a bigger area of ​​growth. There is always pressure on us to optimize the time we have available to develop the cars, to test them on the track – which is always in a hurry in an increasingly shorter period of time – and the AI ​​is proving to be very useful as a way to make better use of the dwindling resource of time available to us.

“There are so many areas of innovation in our sport,” he added. “The team needs to identify which emerging technologies we need to be at the forefront of, then understand and adopt them quickly within the team, as they will be a source of competitive advantage and a key differentiator in the battle of the championship. “

In addition, the world of simulation is becoming a larger field of innovation; Vehicle dynamic simulation, computational fluid dynamics, and finite element analysis are all areas that are developing and developing as a single area of ​​technology. The new power units were also an engineering challenge, because for the first time in F1 it became an energy challenge. You have a finite amount of energy in the fuel, and the team that makes the best use of that energy is the one that wins the race.

Shovlin also noted that fuel efficiency became an important part of the industry when the fuel flow meter was introduced in 2014, which limited the fuel flow for all crews to 100kg per hour. “At that time, we also had 100 kg per race. The challenge for all of us, then, is who can make the best use of this limited amount of fuel; fuel efficiency was suddenly a function of how fast you can go down the straight line.

As your engine becomes more powerful, since all engines have access to the same flow of fuel, the more powerful engines extract the most performance from the fuel. “That is, they turn the potential of fuel into training more,” Shovlin explained. “It has become a major challenge in our sport. It is now a simple fact that the most powerful F1 engine is also the most efficient. The gains we made in F1 can then be applied to road cars. “

Shovlin also explained that the culture at Mercedes is to always try to improve, seek opportunities and work together to solve problems. “Toto Wolff often says that we have a culture of no guilt, it’s easier to say than creating one, but we’ve always been very process-focused – if we have a problem it’s process level, not people; and we fix the process. This has also been the key to our success.

More recently, he said Mercedes has focused even more on investing in talent. “We had great young talents who joined the team and it’s so exciting to see the engineers of tomorrow. We showed them what F1 is and determined the areas in which they like to work. It has certainly been a big part of the team’s most recent successes over the past three or four years. We are trying to build an organization that will stand the test of time, capable of improving and growing.

Rohma Sadaqat

I am a journalist and deputy editor in the Khaleej Times business office. I mainly cover and write articles on the retail, hospitality, travel and tourism industries in the UAE. Originally from Lahore, I have lived in the United Arab Emirates for over 20 years. I graduated with a BA in Mass Communication, with a concentration in Journalism and a double minor in History and International Studies from the American University of Sharjah. If you see me on a mission in Dubai, please stop by, say hello, and we can discuss the latest kitten videos on YouTube.

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Blockchains are the new app stores Sat, 18 Sep 2021 23:00:00 +0000 Opinions expressed by Contractor the contributors are theirs.

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It has become impossible not to attract the attention of the cryptocurrency and the technology that supports the industry. It has become commonplace and there does not appear to be a clear stop to the disturbance. It may seem like new cryptocurrency projects are popping up every day, and maybe that’s because they are. Entrepreneurs are quickly recognizing the opportunities to build in this wild west-type financial technology landscape.

A new wave of opportunities for entrepreneurs has emerged and the rush to innovate creative solutions for industries is only just beginning. Cryptocurrency and the industries around it have paved the way for real-world contributions, calling for even more disruption in industries that have lacked technological advancement in the past. This innovation is everywhere and it allows information flows and calls for more transparent and secure business solutions.

Now is the time to create cryptocurrency application solutions. Entrepreneurs don’t act slowly on real-world changes, rather, they accelerate the way businesses are connected in all industrial sectors around the world. These contributing factors prove real use cases in the business world.

Let’s explore how blockchains today enable decentralized applications on the Internet.

Non-fungible tokens (NFT)

These digital social tokens have become the latest craze. From collecting the most valuable works of art to raising funds for charities, NFTs have made it easier to trivialize media assets. NFTs are digital assets that represent digital content on blockchains. Currently, the most common NFT use cases are multimedia assets such as artwork, music, and in-game items. They are minted or created and can then be traded, bought, and sold person-to-person or in marketplaces. . Digital media assets are stored on the blockchain in which they are deployed and are held in a person’s digital cryptocurrency wallet.

March 2021 has made history for NFT enthusiasts as the most expensive digital artwork has been minted and sold. Beeple, a famous digital creator, sold a collage for $ 69.3 million at an auction. It has proven its legitimacy throughout the digital creator economy and has given hope to digital creators around the world. These days, it is common to see CryptoPunk NFT avatars selling for hundreds of thousands of dollars.

NFTs have provided digital content creators with the opportunity to monetize their work online. Digital artists no longer need to depend on physical galleries for sales, they now have the ability to sell directly to art fanatics around the world without paying high gallery or auction fees. Online marketplaces for NFT also allow the royalties to be encoded as part of the deployment, meaning that if the artwork is resold by the original purchaser, the artist will continue to generate income on the screen. digital artwork.

Related: What is an NFT? Inside the next billion dollar crypto sensation.

Decentralized Autonomous Organizations (DAO)

Just like any traditional organization where members work together towards common goals, DAOs are distributed and self-sustaining in nature. These organizations collaborate in digital communities, with each member occupying an important role in the organization. Blockchain technology enables choppy and reliable transactions of value exchanges, enabling a safe and efficient way to work with like-minded people around the world to work on a common goal.

DAOs typically use coded rules to work. These encoded sets of operations are used to create financial transactions and rules of operations in a smart contract and recorded on a blockchain. A smart contract can represent encoded rules and operations. No one can manipulate the rules without alerting community members to the public and transparent nature of smart contracts on a blockchain.

Compared to traditional companies, DAOs have a democratized organization. Members of a DAO’s team can vote for changes in the future of the organization, rather than a single member of a traditional organization making executive decisions. DAOs typically issue tokens through crowdfunding. These tokens then control the governance of the DAO compared to the governance of a traditional company managed by the CEOs and the board of directors. Be on the lookout for new DAOs popping up all over the cryptocurrency landscape.

Digital content creators

The cryptocurrency community has seen a clear change in the way users create and distribute their content online. From influencer to empire, digital creators have used their followers on social media platforms to generate value, which ultimately generates revenue for their personal brands. The cryptocurrency industry has seen an increase in non-fungible tokens (NFTs) as a form of ownership display of content creation and distribution. Driven by increasing connectivity, the role of the digital labor market is increasing. Cryptocurrency users find technological innovations, which help them find work through independent platforms and outsourced labor markets.

The gig economy plays a big role in how remote workers make a living, and some digital creators are becoming dependent on cryptocurrency for their income. The question arises as to how creators are viewed as employees when self-employment becomes a driving force in disrupting technological advancements. Managing the workforce ecosystem beyond traditional businesses remains a mystery and organizations need to think about how to create a corporate culture around open talent economies.

Related: How To Generate Passive Income Via The Cryptocurrency Market

3D virtual worlds

Metaverse experiences are gaining traction as more people socialize online, earn income from their content, and create their own mini-worlds. Decentralization in online 3D worlds is here. Decentraland is a virtual world owned and operated entirely by its user base. Users build worlds and can monetize their real estate online. Almost everything in Decentraland is a part of the game that can be traded, in this case an NFT. This includes virtual plots of land that can be bought, sold, and traded.

Social tokens are popping up as decentralized social media networks become more popular every day. They make way for some exciting ways for creators to make money online. Social tokens do away with the middlemen who collect large fees, ultimately allowing the development of mini-economies that grow with the fan base.

Decentralized applications (DApps)

Emerging blockchain and cryptocurrency technologies facilitate decentralized data networking, moving beyond central control and disrupting centralized aggregator-distributor platforms. Golem is a network for the decentralized management of online computing power. Golem can be considered the “Airbnb” for computing power. Users of the Golem network can allocate additional space on their hard drives as well as free computing power to users who need computing power for large machine tasks and are paid for the rental of their computing power. with the Golem network currency called GNT.

Blockchain coupled with artificial intelligence (AI) will enable more precise talent acquisition in the on-demand workforce and economy of digital creators. For job seekers around the world, talent platforms based on a peer-to-peer network help with all forms of verification of employee credentials. This includes steadfast and verified college degrees, past work experience, professional credentials, intellectual property rights and branded content, professional certificates and awards – the list goes on.

Working Towards a Sustainable Future in the Cryptocurrency Economy

We are witnessing one of the greatest transfers of wealth from private property to models of personal and community property. Brands no longer control the message, but instead rely on well-known and trustworthy individual communities to deliver the messages. Attention has become the most valuable asset among the vast amount of data collected. What was once the attention economy is now the designer economy. Building decentralized blockchain applications will lead the race towards this new economy.

Related: How Blockchain And Cryptocurrency Can Revolutionize Businesses

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