Innovation Engineering http://www.innovation-engineering.co.uk/ Fri, 01 Jul 2022 14:09:21 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://www.innovation-engineering.co.uk/wp-content/uploads/2021/04/cropped-icon-32x32.png Innovation Engineering http://www.innovation-engineering.co.uk/ 32 32 11 laws that drive success in tech, according to CB Insights [Part 7] https://www.innovation-engineering.co.uk/11-laws-that-drive-success-in-tech-according-to-cb-insights-part-7/ Fri, 01 Jul 2022 13:45:05 +0000 https://www.innovation-engineering.co.uk/11-laws-that-drive-success-in-tech-according-to-cb-insights-part-7/

After the first through sixth laws, Conway’s law takes into account that organizations design systems that reflect their own communication structure.

Is it true ? Let’s look for some explanations.

Conway’s Law: Why Company Structure Matters to Product Development

In 1967, computer scientist Melvin Conway made a key observation about organizational structure.

The way a team communicated and the design of that team’s products, Conway explained, mirrored each other – one always mirrored the other.

A funny illustration of Conway’s Law

In a simple explanation of Conway’s thesis, there are two pieces of software: software A and software B. If the developers of these two pieces of software do not communicate, there is no easy way for the software to integrate. .

When communication between developers happens often and openly, on the other hand, the chances of a seamless experience are much greater.

How Apple produces an end-to-end customer experience

At Apple, teams are organized according to what is called the unit organizational form. The basic idea, rooted in Conway’s law, is that the company should be organized around functional expertise rather than products.

This means that instead of teams dedicated to products like the iPhone, Mac, or iPad, Apple has teams that work on design, teams that work on engineering, teams that work on marketing, etc

This structure encourages coordination across teams and helps Apple deliver a unified experience across all products. No product has ever been released that deviates from Apple’s predominant design, engineering, or operating paradigm. Even his credit card has an unmistakable Apple “feel”.

After the launch of the iPad, Steve Jobs said that this “post-PC device” should be “even easier to use than a PC” and “even more intuitive than a PC, […] where software, hardware and applications must intertwine even more seamlessly than on a PC. […] We believe that we have the right architecture not only in silicon but also in our organization to build these kinds of products.

Reorganizing Apple along functional rather than divisional lines was one of the first things Jobs did when he returned to Apple in 1997, and his successor at Apple, Tim Cook, still credits the success of the company’s products to this decision.

“We found a way to craft our products in a way that the experience was breathtaking,” Cook told Businessweek.

Why Github is structured as an open-source project

GitHub provides an example of a company that obeys Conway’s Law while doing so in a remarkably different way from Apple.

Instead of integrating in order to promote an end-to-end experience, GitHub is intentionally structured as one of the open source projects hosted by the service: decentralized, self-contained, and asynchronous.

This structure reflects the type of product that GitHub has built – a product designed for developers more than managers – as well as how this product works.

The GitHub tool is designed for asynchronous collaboration: new code can be submitted anytime, from anywhere, and then reviewed at will by the responsible party. Developers around the world can use GitHub to collaborate on a project without having to deal with overlapping codebase changes or inconsistencies between their work.

The company itself is also designed for asynchronous collaboration, with many of its basic organizational principles taken directly from open source development processes.

There are no codified standards for when to report to the office, and most work is completely self-directed. “If you want to work on something, then work on it,” wrote Zach Holman, one of GitHub’s early engineers.

Team members are spread all over the world, there are no daily stand-up meetings, and most of the communication you have with your co-workers happens asynchronously, via chat or email.

Collaborating asynchronously to the extreme is a way for the GitHub team to stay close to one of the biggest issues they want to solve with the company: the difficulty of collaborating asynchronously when working on software projects. One of the ways they tackle this problem is by using “open and easy-to-use platforms” – precisely what GitHub itself is trying to build.

Apple, in other words, uses an integrated organization to create products that provide a seamless end-to-end customer experience. GitHub uses an organization structured as an open source project because its goal is to give its user base of developers a collaboration platform that enables distributed and decentralized teams to build great products.

Carry

Conway’s Law helps explain not only how businesses operate – and how their structures enable or hinder business activity – but also how they are managed.

As computer scientist Fred Brooks has pointed out, for an organization that delivers a good or service, the structure it naturally adopts as it grows is probably not the ideal system for delivering that supply. Staying flexible is essential to the structure of the organization.

In other words, the people who run the companies must consider organizational design at the same level as operations, R&D and products. Much of what we attribute to the second is rooted in the first.

To be continued…

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The Institute of Agriculture welcomes a new chef https://www.innovation-engineering.co.uk/the-institute-of-agriculture-welcomes-a-new-chef/ Thu, 30 Jun 2022 14:17:33 +0000 https://www.innovation-engineering.co.uk/the-institute-of-agriculture-welcomes-a-new-chef/

Carrie Castille, who most recently served as director of the National Institute of Food and Agriculture, the federal science agency within the U.S. Department of Agriculture, will begin her role as senior vice chancellor and Senior Vice President of the University of Tennessee Institute of Agriculture on July 1.

With nearly 25 years of experience in federal and state government and public higher education, Castile has earned a reputation as an expert in natural resource management and an advocate for agricultural and rural issues. His long career in public service demonstrates his deep commitment to making a lasting difference to communities and people across the country.

“Growing up in a small rural town surrounded by agriculture, I could see the value and importance of the industry every day. I have focused my career on agriculture because it is so essential to our economy and to the health and well-being of the people we serve,” Castille said. “UT Institute of Agriculture is ready to leapfrog forward in agricultural innovation, train our next generation of scientists and leaders, and meet the needs of Tennessee farmers, ranchers, families, and communities. I am honored to lead UTIA.

Castille reports to both the University of Tennessee, Knoxville, the chancellor, and the president of the UT system. The position oversees and provides leadership for the Herbert College of Agriculture, College of Veterinary Medicine, UT Ag Research, and UT Extension, and is the university’s primary advocate on agricultural policy issues at the University. state support. Castille is fully responsible for the administration and management of the institute’s units, including extension offices in 95 counties, three regional extension offices, four 4-H centers and 10 agricultural research and d ‘education.

“Dr. Castille’s leadership and expertise will help UT push the boundaries of agricultural innovation and meet the needs of one of Tennessee’s oldest and most important industries,” the Chancellor said. of UT Knoxville, Donde Plowman.”I look forward to working with her to grow our workforce by graduating more students, advancing the university’s agricultural research, and supporting communities across the country. ‘State.”

When Castile’s appointment was announced in March, UT system president Randy Boyd emphasized the importance of agriculture and the role of senior vice chancellor-senior vice president. “Tennessee’s number one economic driver is agriculture, so with a presence in all 95 counties, UTIA is a critical asset to our state. Dr. Castille’s vast and varied experience in teaching, research, and outreach will be invaluable as we seek out innovative ideas to leverage the impact UTIA is already having in the lives of all Tennesseans,” Boyd said.

For Castile, the role represents a return to academia. She began her career as an assistant professor and extension manager for agricultural and natural resource cooperatives at Louisiana State University. She left academia for roles in government, first at the state level as Associate Commissioner and Science Advisor to the Commissioner of the Louisiana Department of Agriculture and Forestry. Then she began a series of presidential appointments with the USDA, becoming Louisiana State Director for Rural Development in 2017 before being named South Central Regional Coordinator (Louisiana, Mississippi, Arkansas, Tennessee and Missouri) for the USDA Agricultural Production and Conservation Mission Area. in 2019. She was appointed Director of the National Institute of Food and Agriculture in January 2021.

In 2010, Castile was appointed by USDA Secretary Tom Vilsack to the National Advisory Council on Agricultural Research, Extension, Education, and Economics, a position she held until 2017. During this time, she served as Chair of the Advisory Board and was a delegate on the Council of the Association of Public Universities and Land Grants for Agricultural Research, Extension and Education. She has also served as a consultant to the National Association of State Departments of Agriculture Research Foundation and the USA Rice Federation.

Castille replaces Linda C. Martin, who has served in an acting role since August 2021. Martin was recently named acting chancellor of UT Southern.

A Louisiana native and first-generation college graduate, Castille holds a doctorate in renewable natural resources with a focus on environmental and public policy from Louisiana State University, a master of science in environmental studies from LSU, and a bachelor’s degree in industrial engineering. from the University of Louisiana at Lafayette. In 2017, she became the first woman to be inducted into UL Lafayette’s College of Engineering Hall of Distinction.

Castille is expected to begin her service at UTIA with a series of visits with faculty, students, staff and stakeholders across the state. She invites everyone to follow her on Twitter @UTIAleader.

CONTACT

Patricia McDaniels (615-835-4570, pmcdaniels@tennessee.edu)

Lisa Leko (865-974-8698, lleko@utk.edu)

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Arts in Society grant to promote cross-sectoral work through the arts in 2022 https://www.innovation-engineering.co.uk/arts-in-society-grant-to-promote-cross-sectoral-work-through-the-arts-in-2022/ Wed, 29 Jun 2022 22:05:11 +0000 https://www.innovation-engineering.co.uk/arts-in-society-grant-to-promote-cross-sectoral-work-through-the-arts-in-2022/

From July 1 through August 29, 2022, the RedLine Contemporary Art Center will be accepting Arts in Society grant applications for cross-sector projects that engage the arts to address or raise awareness of civic, social, and community challenges statewide.

An online information session will be held on Tuesday, July 5, 2022 at noon for interested applicants. To register, visit: https://app.etapestry.com/online forms/Redline/regranting-1.html.

Over the past five years, the Arts in Society Grants Program has provided more than $3 million to projects that promote cross-sector work through the arts by supporting the integration of arts and culture across multiple disciplines critical to the health and well-being of Coloradans. In this round of funding, grants between $5,000 and $35,000 will be available for nonprofits, individual artists, or activists to fund projects that will take place in Colorado between January 2023 and January 2025. Between 25 and 30 grants are awarded each cycle. .

Chrissy Deal, Director of Livingston Fellowship and Arts and Social Change Grantmaking with the Bonfils-Stanton Foundation, reflects on the impactful Arts in Society model: “As the program’s first funder who guided much of the program’s development during its formative years, the Bonfils-Stanton Foundation sees enormous value in supporting this community-wide grantmaking program. state. It is in perfect alignment with the foundation’s beliefs that art is a key strategy for solving critical social issues and a powerful tool for improving the quality of life and well-being of communities where disparities can be significant – BIPOC, LGBTQIA+, people with disabilities, rural or remote areas. As a partner, we look forward to another year of inspiring and community-informed projects and collaborations.”

Margaret Hunt, director of Colorado Creative Industries, says: “We are thrilled to join other funders and partners in advancing funding opportunities for artists, arts organizations and nonprofits at the intersection of arts, education and social justice. While Colorado Creative Industries has been giving grants to organizations for more than 50 years, this collaboration with other funders allows us to expand our reach by leveraging state funding with foundations and arts partners to have an even greater impact at this critical time.

Grants are determined by a selection committee made up of community members, funders, and alumni from across Colorado. Panelists are looking for projects that best demonstrate cross-sector work, exhibit cultural relevance, foster community engagement, present opportunities for shared learning, exemplify artistic relevance, and expand understanding of the role the arts play in society.

Tariana Navas-Nieves, director of cultural affairs for Denver Arts & Venues and one of the new funding partners of the sharing collaboration, “We know the importance of art and culture in advancing our social and civic well-being and the Arts in Society grant program is a great way to support projects that help us collectively identify opportunities to strengthen our communities and deal with critical social challenges in creative ways. We are proud to be one of Arts in Society’s funding partners because it will take collective action to ensure our communities thrive.

Current beneficiary, Courtney Ozaki of the actions of Japanese Art Newtowork (JA-NE), “JA-NE is grateful to programs like Arts in Society for allowing us to share how the Japanese arts can help connect people universally, cross boundaries, and create opportunities for intersectional collaboration between traditional art forms. and modern and the cultural communities of the world majority. ”

She adds, “I encourage others to think about the impact they would like to have and the partnerships that could strengthen how their project connects through a deep understanding and relationship with a target community to enable authenticity and meaningful collaboration. I also encourage applicants to be inspired and motivated by all the amazing projects that have been awarded this scholarship over time!”

Arts in Society is a collaborative funding program administered by RedLine Contemporary Art Center and supported by the following partners: Bonfils-Stanton Foundation (2017-present), Hemera Foundation (2017-2020), Colorado Creative Industries (2017-present), Scientific and Cultural Facilities District (SCFD) (2020), The Colorado Health Foundation (2020 – Present), and Denver Arts & Venues (2021-present).

About the Bonfils-Stanton Foundation

The Bonfils-Stanton Foundation strategically offers grants and scholarships to advance the arts and inspire creative leadership in Denver. Our foundation is richly rooted in Denver’s cultural history, but we’re also a contemporary leader in innovation and exploration in our creative economy. Each year, we donate more than $3 million to arts organizations and nonprofit leaders because we believe these entities and individuals are essential to building and sustaining a vibrant community.

About Colorado’s Creative Industries

The Colorado Division of Creative Industries, the state arts agency of Colorado, is a division of the Colorado Office of Economic Development and International Trade. Created to capitalize on the immense potential of our creative sector to enhance Colorado’s economic growth, Colorado Creative Industries’ mission is to promote, support and grow the creative industries to drive Colorado’s economy, create jobs and improve our quality of life. www.coloradocreativeindustries.org

About Denver Arts & Venues

The mission of Denver Arts & Venues is to enrich and advance the quality of life and economic vitality of Denver through the advancement of artistic, cultural and entertainment opportunities for all. Arts & Venues is the city and county agency of Denver responsible for operating some of the area’s most renowned venues, including Red Rocks Park and Amphitheater, Denver Performing Arts Complex, Colorado Convention Center, Denver Coliseum and the McNichols Civic Center Building. Arts & Venues also oversees the Denver Public Art Program, Urban Arts Fund, PS You Are Here, Denver Music Advancement Fund, the implementation of the Denver Cultural Plan, and other entertainment and cultural events such as the Five Points Jazz Festival . Denver Arts & Venues is committed to equity, diversity and inclusion in all of our programs, initiatives and decision-making processes.

About the Colorado Health Foundation

The Colorado Health Foundation brings health within the reach of all Coloradans by engaging closely with communities across the state through investments, policy advocacy, learning, and capacity building. For more information, please visit www.coloradohealth.org.

About the Hemera Foundation

Hemera, the Greek goddess of the day, seeks to bring to light issues that have been forgotten, stories that need to be told, or people seeking help or refuge. Hemera’s work stems from the belief that in an interconnected world, a spiritual practice creates a space of self-awareness that promotes personal well-being and a compassionate connection with self, family, community, and nature.

Hemera’s grantmaking focuses on promoting contemplative practices that enhance self-awareness and foster compassionate, empathetic, and supportive relationships. We are placing more emphasis on programs that focus on the healthy development of children and adolescents.

About the Scientific and Cultural Facilities District

Since 1989, the SCFD has distributed funds from a 1/10 of 1% sales and use tax to cultural facilities in the seven-county metropolitan area of ​​Denver, Colorado (Adams, Arapahoe, Boulder counties , Broomfield, Denver, Douglas and Jefferson). The funds support cultural facilities whose primary purpose is to enlighten and entertain the public through the production, presentation, exhibition, advancement or preservation of the visual arts, performing arts, history culture, natural history or natural sciences.

About the RedLine Center for Contemporary Art

RedLine is a non-profit contemporary art center that promotes education and engagement between artists and communities to create positive social change. Located in Denver’s Five Points neighborhood, RedLine combines an exhibition space and artist residency program with project-based artistic engagement. RedLine responds to community needs by engaging resident artists in programs that provide arts education for disadvantaged youth, a community network for homeless artists, and relevant public programming for members of surrounding neighborhoods. www.redlineart.org

]]> Global Airline Market Report 2022: Market to Reach $744 Billion by 2026 https://www.innovation-engineering.co.uk/global-airline-market-report-2022-market-to-reach-744-billion-by-2026/ Wed, 29 Jun 2022 14:15:00 +0000 https://www.innovation-engineering.co.uk/global-airline-market-report-2022-market-to-reach-744-billion-by-2026/

DUBLIN, June 29, 2022 /PRNewswire/ — The “Airlines – Global Market Trajectory and Analysis” report has been added to from ResearchAndMarkets.com offer.

Global airline market to reach $744 billion by 2026

Amid COVID-19 crisis, Global Airline Market Estimated at US$332.6 billion in 2020, is expected to reach a revised size of 744 billion US dollars by 2026, growing at a CAGR of 12.7% over the analysis period.

The industry has been severely impacted by the COVID-19 outbreak and subsequent lockdowns, travel bans and other restrictions, which have had a significant impact on the business travel industry. The aerospace industry is expected to remain soft despite attempts to reopen borders and the economy.

Airlines are unlikely to reach pre-crisis levels in terms of passenger traffic and overall revenue. Due to the imposition of air travel restrictions, several airlines have restricted their flight schedules, which has hurt airline and airport revenues. To reduce losses, airlines have resorted to cost-cutting measures such as flight cancellations and relocating planes to places with low parking fees.

However, airports that must necessarily maintain their fixed assets have seen their income from other sources such as airport restaurants and stores drop drastically due to low footfall.

Passenger Airlines, one of the segments analyzed in the report, is expected to grow at a CAGR of 15.2% to reach US$587.8 billion at the end of the analysis period. After a thorough analysis of the business implications of the pandemic and the induced economic crisis, the growth of the Freight Airlines segment is readjusted to a revised CAGR of 6.7% for the next 7-year period. This segment currently accounts for a 34.2% share of the global airline market.

The US market is estimated at $79.8 billion in 2021, when China is expected to reach $142.8 billion by 2026

The airline market in the United States is estimated at US$79.8 billion in 2021. The country currently accounts for an 18.79% share of the global market. Chinaworld’s second largest economy, is expected to reach an estimated market size of US$142.8 billion in 2026 with a CAGR of 15.9% over the analysis period.

Other notable geographic markets include Japan and Canada, each predicting growth of 9.7% and 10% respectively over the analysis period. In Europe, Germany is expected to grow around 11.7% CAGR while the rest of the European market (as defined in the study) will reach 148 billion US dollars at the end of the analysis period.

Growth in the post-COVID-19 period will be driven by connectivity, aircraft automation, global affluence, immersive worlds, jet propulsion advancement, fluid formats, new energy aircraft, healthy habitats and hyper-personalization with a focus on the future of flight. In the future, passengers will have to adapt their experience to the most specific needs.

Customers will prioritize space requirements, entertainment and service over buying a first or business class ticket. It will be necessary to package the consumer experience differently and make significant changes to the current system. Intelligent cabin components with integrated sensors are expected to play a decisive role in redesigning the way passengers interact with the environment.

A receptive and responsible cabin adapts to the expectations of the dynamic passenger in terms of comfort, atmosphere, intelligent seats and activity spaces. There will be continued use of technology to understand consumer behavior and preferences and implement onboard customizations seamlessly.

There will be the re-emergence of supersonic civilian transport, driven by an exponential increase in public and private investment in new supersonic technologies, as well as an increase in the size of the space propulsion market.

Freight sector to reach $170.6 billion by 2026

Freight transportation service is divided into three types according to the characteristics of freight, express freight, postal freight and other freight.

The express freight service is used by consumers to transport perishable and time-sensitive goods and documents. Emergency supplies are transported using this service. Postal freight, as the name suggests, is used to ship couriers. All other types of goods are shipped as other goods.

Just-in-time delivery remains the key success factor for the global air cargo industry. The segment of the global freight sector is estimated at US$113.6 billion in 2020, and should reach US$170.6 billion by 2026, reflecting a compound annual growth rate of 6.7% over the analysis period.

Europe constitutes the largest regional market for the Freight segment, accounting for 24.5% of global sales in 2020. China is poised to record the fastest compound annual growth rate of 8.8% over the analysis period, reaching US$26.3 billion at the end of the analysis period.

Main topics covered:

I. METHODOLOGY

II. ABSTRACT

1. MARKET OVERVIEW

  • Overview of the influencer market
  • Global Market Trajectories
  • Impact of Covid-19 and a looming global recession
  • Prospects of pandemic bumps in the aviation industry
  • Airline Revenues Due to the COVID-19 Pandemic: Commercial Airline Revenue Growth (in %) for 2010-2020E
  • Global airline performance by region: 2020 vs. 2019
  • Even if the pandemic ends, the economy may keep people from flying: Unemployment in the United States (in millions)
  • A badly battered global aviation industry struggles to revive
  • Percentage (%) change in load factor by region of origin and aircraft type: March-April 2020
  • Year-on-year growth in global air cargo volume (capacity) for months May 2020 through August 2020
  • Airlines: a prelude
  • Passenger transport sector
  • Haulage
  • Industry structure
  • Freight and passenger traffic: a comparative overview
  • Airline revenue streams
  • Global Airline Market: Outlook and Prospects
  • Outdated rules hampering the airline industry
  • Global airline market by sector (2020 and 2027): revenue percentage breakdown for passengers and cargo
  • Advances in Air Transport
  • Boom in biofuels for aviation
  • Geographical analysis
  • Competitive landscape
  • Recent market activity
  • Airlines – Percentage of market share of the main global competitors in 2022 (E)
  • Competitive Market Presence – Strong/Active/Niche/Trivial for Gamers Worldwide in 2022 (E)

2. FOCUS ON CERTAIN PLAYERS (Total 368 featured)

  • Air France-KLM SA
  • American Airlines Group Inc.
  • Ana Holdings Inc.
  • British Airways Plc
  • Delta Air Lines, Inc.
  • Deutsche Lufthansa AG
  • Hainan Airlines Co., Ltd.
  • Japan Airlines Co., Ltd.
  • LATAM Airlines Group S.A.
  • Qantas Airways Limited
  • DAC Ryanair
  • Airlines to Singapore
  • Southwest Airlines Co.
  • Thai Airways International PCL
  • United Airlines Holdings, Inc.
  • WestJet Airlines Ltd.

3. MARKET TRENDS AND DRIVERS

  • Trends in commercial aviation activity
  • Projected revenue losses in global aviation (in billions of US dollars) for the year 2020
  • Air passenger traffic and demand for modern aircraft present long-term growth opportunities for the market
  • Global commercial aircraft fleet projections: fleet breakdown (in units) by region for 2019 and 2039
  • Business and general aviation segment poised to lead future market growth
  • Pent-up demand for airline and aircraft MRO markets expected when ground flights take off post-pandemic
  • Embattled Airlines Worldwide parks thousands of aircraft creating an unprecedented challenge to keep them airworthy
  • The Need to Reduce Operating Costs Drives the Growth of MRO Outsourcing Services
  • Low Cost Carriers (LCCs) Will Expand MRO Opportunities
  • The low-cost airline market gives rise to a need for suitable MRO practices and procedures
  • Aging Aircraft Fleet Highlights Importance of MRO Services
  • Critical Importance of MRO in Aircraft Safety Strengthens MRO Logistics Market
  • Global number of fatalities on commercial flights (2010-2019)
  • The fall in air freight is worsening an already difficult business climate
  • Passenger-like logistics also bear the brunt of the pandemic: Global logistics industry growth 2019 vs 2020 (in %)
  • The airline market will benefit from the new era of connected aircraft
  • Big Data is transforming the aviation sector
  • Emerging new technologies for urban mobility to heighten market excitement, post-pandemic

4. GLOBAL MARKET OUTLOOK

III. REGIONAL MARKET ANALYSIS

IV. COMPETITION

For more information about this report visit https://www.researchandmarkets.com/r/tte6rf

Media Contact:

Research and Markets
Laura Woodsenior
[email protected]

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SOURCE Research and Markets

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IEEE, Engineering Institute of Canada and International Union of Radio Science Recognize the Historical Significance and Legacy of the Trans-Canada Microwave System https://www.innovation-engineering.co.uk/ieee-engineering-institute-of-canada-and-international-union-of-radio-science-recognize-the-historical-significance-and-legacy-of-the-trans-canada-microwave-system/ Tue, 28 Jun 2022 14:00:00 +0000 https://www.innovation-engineering.co.uk/ieee-engineering-institute-of-canada-and-international-union-of-radio-science-recognize-the-historical-significance-and-legacy-of-the-trans-canada-microwave-system/

Route of the Trans-Canada Microwave System, 1958 (CNW Group/IEEE Canada)

OTTAWA (ON), June 28, 2022 /CNW Telbec/ – Enabled July 1, 2022the IEEE, the Engineering Institute of Canada (EIC) and the Canadian National Committee of the International Union of Radiosciences (CNC-URSI) will join Bell CanadaTELUS and SaskTel to mark one of the greatest technical achievements in Canadian history: the official opening of the Trans-Canada Microwave System on July 1, 1958 and the immense impact it has had on both Canadian society and the Canadian economy.

In 1958, the Trans-Canada Microwave System introduced over-the-air network television and direct-dial long distance telephone service to Canadians from coast to coast. Comprising 139 relay towers spanning over 6,275 kilometers of Victoria, BC at Sydney, NS, it was, when completed, the longest microwave network in the world. Expanded and upgraded several times over its four decades of operation, it laid the foundation for much of the telecommunications infrastructure we rely on today.

“On July 1, 1958Canada’s official motto suddenly took on a deeper meaning when the Trans-Canada Microwave System was officially inaugurated and Canadians were able, for the first time, to direct telephone calls and share television programming. a husband usque ad mare – from sea to sea. It brought us together as a nation like few accomplishments before or since.”

– IEEE Canada Historian, Prof. david michaelson of the University of British Columbia

A Trans-Canada microwave relay station on top of a mountain near Creston, British Columbia, 1959 (CNW Group/IEEE Canada)

A Trans-Canada microwave relay station on top of a mountain near Creston, British Columbia, 1959 (CNW Group/IEEE Canada)

A Trans-Canada microwave relay station in downtown Toronto, 1953 (CNW Group/IEEE Canada)

A Trans-Canada microwave relay station in downtown Toronto, 1953 (CNW Group/IEEE Canada)

All photos courtesy of the Bell Historical Collection.

“As Canada celebrates its 155th anniversary, IEEE Canada is proud to partner with EIC, CNC-URSI, Bell, TELUS and SaskTel in recognizing and remembering the completion of the Trans-Canada Microwave System in 1958. C “It was arguably the largest exercise-building Canada had seen since the completion of the Canadian Pacific Railway in 1885 and one of the greatest engineering achievements in Canadian history.”

Robert AndersonPresident of IEEE Canada

“Bell is honored to partner with the IEEE, EIC, CNC-URSI, TELUS and SaskTel to recognize the Trans-Canada Microwave System that spanned our vast country to connect Canadians for first time over 60 years ago. This was a significant achievement, and since then we have been able to connect even more Canadians in communities large and small, and in rural and remote areas across the country. I’m proud that Bell continues to advance the way Canadians connect with each other and the world through the most advanced communications networks.”

stephen howeBell Chief Technology and Information Officer

“It makes me proud as a Canadian and an engineer to recognize, together with our partners IEEE, EIC, Bell, CNC-URSI and SaskTel, the history and legacy of the Trans-Canada Microwave System. It has had a significant impact about our society at the time connecting Canadians from coast to coast and making Canada one of the very first countries in the world to use the microwave telephone. It is a testament to our Canadian innovation that has continued to evolve since, maintaining our global leadership position as having one of the best networks in the world.”

Ibrahim GideonTELUS Chief Technology Officer and IEEE Fellow

“The Trans-Canada Microwave System has been instrumental in connecting Saskatchewan and SaskTel to the rest of the country. SaskTel is honored to be one of many partners celebrating this milestone achievement and the importance it has in our Canadian history. »

Daryl GodfreyChief Technology Officer of SaskTel

The recognition will also launch the Trans-Canada Microwave System History Project, an effort to reach out to the thousands of Canadian engineers with memorabilia and memorabilia from the system and preserve them in a digital archive to be jointly administered by the ‘IEEE Canada and the Canadian National Committee of the International Union of Radiosciences (CNC-URSI).

For more information on the Trans Canada Microwave System and the Trans Canada Microwave System Historic Project, please visit ursi/tcms or ieee/tcms.

About IEEE

The IEEE is the world’s largest professional association dedicated to advancing technological innovation and excellence for the benefit of humanity. The IEEE and its members inspire a global community through highly cited IEEE publications, conferences, technology standards, and professional and educational activities.

The IEEE Milestone program recognizes technological innovation and excellence that has had significant long-term impact and benefit to society. It is administered by the IEEE History Committee on behalf of the IEEE Board of Trustees.

About IEC

The Engineering Institute of Canada (EIC) is a federation of fourteen Canadian engineering societies representing 30,000 Canadian engineers and engineering students. The EIC Landmarks program recognizes Canadian engineering projects, structures and sites of historic significance. It is administered by the ICI History and Archives Committee on behalf of the ICI Council.

About CNC-URSI

The Union Radio-Scientifique Internationale (URSI) is a non-governmental, non-profit organization under the International Council for Science. In addition to stimulating and coordinating international cooperation in research related to electromagnetic waves and their applications, the Canadian National Committee for URSI represents radioscience to the general public and to public and private organizations in Canada.

About Bell

Bell is Canada’s largest communications company. It provides advanced broadband wireless communications, television, Internet, media and business services across the country. Founded in Montreal in 1880, Bell is wholly owned by BCE Inc. To learn more, please visit Bell.ca Where BCE.ca.

Through Bell for the best, we invest to create a better today and a better tomorrow by supporting the social and economic prosperity of our communities with a commitment to the highest environmental, social and governance (ESG) standards. This includes the Bell Let’s Talk initiative, which promotes mental health in Canada with national awareness and anti-stigma campaigns like Bell Let’s Talk Day and significant funding from Bell for Care and community access, research and workplace leadership initiatives across the country. To learn more, please visit Bell.ca/Let’s Talk.

About TELUS

TELUS (TSX: T) (NYSE: TU) is a dynamic, leading communications technology company $17 billion of annual revenue and 17 million customer connections spanning wireless, data, IP, voice, TV, entertainment, video and security. Our social purpose is to leverage our cutting-edge technology and compassion to drive social change and enable remarkable human results. Our long-standing commitment to putting our customers first fuels every aspect of our business, making us a distinct leader in customer service excellence and loyalty. The many sustained accolades TELUS has received over the years from independent, industry-leading network analytics firms are a testament to the strength and speed of TELUS’ world-class networks, reinforcing our commitment to provide Canadians with access to superior technology that connects us to people. , resources and information that improve our lives.

TELUS Health is Canada’s leader in digital health technology, improving access to health and wellness services and revolutionizing the flow of health information across the continuum of care. TELUS Agriculture provides innovative digital solutions across the agriculture value chain, driving better food outcomes through improved agribusiness data insights and processes. TELUS International (TSX and NYSE: TIXT) is a leading digital customer experience innovator that designs, builds and delivers next-generation solutions, including AI and content management, for global brands and disruptive in high-growth verticals, including technology and gaming. , communications and media, e-commerce and FinTech, healthcare, travel and hospitality. TELUS and TELUS International operate in more than 25 countries around the world.

Driven by our determination and vision to connect all citizens for good, our deeply meaningful and enduring philosophy of giving where we live has inspired TELUS, our team members and retirees to contribute more than $900 million and 1.8 million days of service since 2000. This unprecedented generosity and unparalleled volunteerism have made TELUS the most generous company in the world. Together, let’s make the future friendly.

For more information about TELUS, please visit telus.com, follow us @TELUSNews on Twitter and @Darren_Entwistle on Instagram.

About SaskTel

SaskTel is the leading information and communications technology (ICT) provider in Saskatchewanwith over $1.3 billion of annual revenue and approximately 1.4 million customer connections, including 639,000 wireless accesses, 289,000 wired network accesses, 289,000 Internet accesses, 114,000 maxTV subscribers and 81,000 security monitoring customers. SaskTel and its wholly owned subsidiaries offer a wide range of ICT products and services, including competitive voice, data and Internet services, wireless data services, maxTV services, data center services, cloud services, security monitoring services, advertising services and international software and consulting services. SaskTel and its wholly owned subsidiaries have a workforce of approximately 3,400 full-time equivalent (FTE) employees. Visit SaskTel at www.sasktel.com.

Prof David G Michelson
IEEE Canada Historian
604 312-5136
dmichelson@ieee.org

Jacqueline Michelis
Bell
jacqueline.michelis@bell.ca

Chelsey Rajzer
TELUS Public Relations
chelsey.rajzer@telus.com

Lindsay Mazenc
SaskTel
lindsay.mazenc@sasktel.com

SOURCE IEEE Canada

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Insurtech Disrupts Claims – Where Technology Meets People-Oriented https://www.innovation-engineering.co.uk/insurtech-disrupts-claims-where-technology-meets-people-oriented/ Tue, 28 Jun 2022 05:27:51 +0000 https://www.innovation-engineering.co.uk/insurtech-disrupts-claims-where-technology-meets-people-oriented/

Claims settlement is perhaps the most critical criterion for any customer when choosing an insurer. However, complaints have always been an agony for customers, as the settlement of complaints is always shrouded in opacity. Customers look forward to a simple and seamless claims experience. InsurTechs have been able to meet this challenge, for the most part. With the changing InsurTech landscape in India and its corresponding technological innovation, claims are now much less burdensome than before.

Through the effective use of technology, InsurTechs have automated several claims processes, resulting in faster turnaround time and increased efficiency. Large volumes of claims are now processed at a much faster rate. For example, WhatsApp is now used to share claim-related documents and other information, which has made the process efficient and reduced initial document verification time.

The impact of technology on the entire insurance industry and especially on claims is such that we are witnessing several use cases of high accuracy and proficiency every day. This leads to an important question – in this technological disruption caused by InsurTechs, is there a role of people centrality?

We may live in an automated world, but nothing can replace human contact. Technology is undeniably important too, but when it comes to insurance, it wouldn’t be wrong to say that technology is the brains while customer service is the heart. It is this interplay between superior technology and customer focus that makes InsurTechs better positioned to drive change in Indian insurance.

The next critical question is how do you foster people-centricity in the age of automation? According to Harvard research, the biggest barrier to customer centricity is the lack of a customer-focused organizational culture. As the insurance industry grows, today’s customers are more aware, educated and demanding. In the new era, for insurance, it is essential to follow the relationships with the customers as much as to achieve the goals and objectives of the company.

Add the human touch

The main difference between a machine and a human is emotion. Technology falls flat if human intervention is completely erased. Having a sensitive side, insurance must include human contact to soothe someone in distress. In an emergency where emotions are running high, you need human assistance to help you through a crisis. In such life and death scenarios, human contact reigns supreme. In an article, Deloitte credits insurance professionals in the United States with saying that while automation can reduce overall time and expense, it doesn’t necessarily mean companies need to end customer interaction, which is an essential element to add to the overall experience, especially in an emergency.

How can InsurTechs strike a balance?

A study suggests that nearly 79% of customers prefer talking to insurance specialists over bots. Moreover, in insurance where trust and time are equally critical, people show more sensitivity, compassion and empathy. InsurTechs should therefore invest in setting up a 24/7 customer service to meet the human needs of their customers, especially those in distress. Customer service staff must stay in touch with customers from the minute of hospitalization, in case of cashless claims, and until the last mile when money is deposited in the bank for refunds.

There is no substitute for a comforting human voice that could guide customers through the various claim details such as in-network hospitals, exclusions, etc. during anxious times. A calm, composed human voice that brings assurance is all a client asks for.

Net Promoter Score

Net Promoter Score (NPS) measures customer experience and predicts business growth. It is a customer satisfaction and service quality indicator that is determined by a single question asked of customers – how likely they are to recommend a brand to their known circles. A low NPS means high detractors and a high NPS indicates that an increasing number of customers are promoters. Bain & Company, the creators of NPS, states that a good NPS score of 0 and above is classified as excellent and above 80 is world class.

One of the global insurance giants, Allianz, has an overall NPS of 79, a unique feat in the insurance industry. The Allianz success story is a perfect example of an interplay between technology and customer-centric culture that has ensured excellent customer service year after year. Drawing inspiration from the Allianz NPS case study, it can be said with certainty that a high NPS in the claims journey cannot be purely a numerical factor and requires trust, intuition and a human touch. It is imperative for InsurTechs to introduce NPS metric in complaints and also for customer service teams to engage with their customers with empathy and compassion and support them through their complaints journey equally against winds and tides.

Conclusion

InsurTechs have clearly demonstrated better technology integration which has made insuring and claims settlement much simpler for many. By fusing customer centricity as a centerpiece of their business model, strategy and corporate culture with technology, they can create a far greater impact on all aspects of insurance, including claims. disasters. This will help establish a long-term relationship with the customer.

(By Debankur Biswas, Customer Success Manager, Plum)

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Hootsuite, Trulioo, Canada Drives, Copperleaf among Canadian tech companies to cut hiring plans https://www.innovation-engineering.co.uk/hootsuite-trulioo-canada-drives-copperleaf-among-canadian-tech-companies-to-cut-hiring-plans/ Mon, 27 Jun 2022 22:14:08 +0000 https://www.innovation-engineering.co.uk/hootsuite-trulioo-canada-drives-copperleaf-among-canadian-tech-companies-to-cut-hiring-plans/

Hootsuite’s owl mascots are featured in the company’s cabin-themed office in Vancouver.The Canadian Press

A growing number of Canada’s emerging tech giants are cutting hiring in the face of deteriorating economic news as the sector rapidly shifts from a growth-at-all-costs mentality to relative austerity.

The CEOs of Hootsuite Inc., Trulioo Information Services, Canada Drives Ltd., Copperleaf Technologies Inc., Vendasta Technologies Inc. and Clutch Canada Inc. – Canadian companies with tens or hundreds of millions of dollars in revenue and hundreds of employees or more – told the Globe and Mail last week that they had scaled back their hiring plans this year. Other Canadian tech companies cut staff this month, including Wealthsimple Technologies Inc., Ritual Technologies Inc. and BBTV Holdings Inc.

“Every business is rethinking its growth plans; we’re doing the same,” said Dan Park, CEO of Clutch, a Toronto-based online used-car marketplace operator that has halved plans to hire 50 to 60 people in 2022. .

Growing economic turmoil stemming from inflation, rising interest rates, supply chain issues and the war in Ukraine have weighed heavily on valuations of publicly traded tech stocks since the fall and are escalating. are released to private markets this year. This has led to job cuts, hiring freezes and scaled-back hiring plans as fast-growing tech companies aim to preserve cash for what could be a prolonged period of economic uncertainty with far less risk. access to cheap and abundant capital than last year.

Clutch rival Canada Drives saw its business jump 580% in the first quarter compared to the same period a year ago. But the company, which manages $250 million in sales a year, also fell short of its fundraising goal after several big investors pulled out of the space, CEO Cody Green said in an interview. . Canada Drives announced on Monday that it had raised $40 million from subprime lender goEasy Ltd., and Mr. Green said he hoped to raise at least $10 million more from others. “Last fall, we expected to be able to raise over $100 million ‘in 2022 for a second straight year,’ but as the market has changed, our expectations and needs have also changed along with our growth plans. “, did he declare.

Now, Canada Drives is “adapting our growth to the current funding environment,” Green said. This means that the company, which has 725 employees, now plans to grow to 850 this year, not the 1,000 originally planned.

Hootsuite CEO Tom Keizer said his Vancouver business, which has grown to more than 1,400 people from less than 1,200 in January, will end 2022 with “hundreds fewer people than we expected. to end the year. Hootsuite, which provides digital tools for businesses and governments to manage and monitor online posts, generates over $200 million in revenue and is growing around 20% annually. But “we’re trying to balance the high growth mindset we entered the year with and the way we were investing and driving against this more conservative world we find ourselves in,” he said. -he declares.

When asked if Hootsuite might consider layoffs, Keizer said, “We’re doing our best to manage expenses and slow down hiring to avoid that. I have done this in the past. It is a soul draining and culture killing experience.

Several companies say they are reducing hiring or managing spending more cautiously, even though their operations have not been affected. “We’re still growing, but we’ll be more cautious as we grow because of” the economy, said Judi Hess, CEO of Copperleaf, a Vancouver-based company that sells business analytics software to utilities, transport companies and others. She said Copperleaf, with 450 employees, will hire “dozens” fewer people than it otherwise would have this year.

Vendasta CEO Brendan King said the Saskatoon-based digital tools provider to businesses that serve small businesses is also taking “a bit of a breathing space when it comes to hiring,” even as rising interest rates and inflation have not yet harmed his business. “Before it was ‘grow grow grow’. Now it’s about growing EBITDA margins,” he said, meaning the 700-person company is looking to improve its profits before interest, taxes, depreciation, and amortization.”If they aren’t quota reps or developers” who are building critical products, “we’re probably not going to hire them.”

Anthony Mouchantaf, Head of Venture Capital at Royal Bank of Canada’s RBCx innovation banking platform, said: “People are still digesting the scale and scope of the macro environment and its significant impact. on technology companies. He thinks many recent layoffs have been “more prophylactic than reactionary” as companies “prepare for what they see as significant potential but not necessarily inevitability”.

Not all fast-growing Canadian tech companies are taking precautionary measures. Some, like chatbot provider Ada Support Inc. and text-tutoring company Paper Education, have made no changes to hiring plans. Trulioo has adapted its hiring to the pace of sales. Last year, the Vancouver-based digital identity verification service provider doubled its revenue to $100 million and doubled its staff to 400 as demand soared from cryptocurrency and e-commerce platforms . These areas have been hit hard in the current economic environment and overall revenue will likely grow by less than 40% in 2022, as will hiring, CEO Steve Munford said: “We are not laying off or freezing hiring, but we are absolutely not hiring at the rate we were at” in 2021.

Meanwhile, the downturn has helped many companies struggling to find talent, but it has also presented a dilemma for Kelly Schmitt, CEO of Calgary-based Benevity Inc., which sells software used by workers in hundreds of workplaces. ‘global companies to donate money and volunteer hours. to charities.

Benevity suspended hiring for two to three months at the start of the pandemic and eventually caught up with its staffing needs, adding 160 people in May and June. “Looking at the state of the world, I feel like we should slow down,” Ms Schmitt said. “But I also don’t want to take a wrong step and do something like we did two years ago and then we keep growing and we can’t keep up. This makes scenario planning difficult.

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Cornish Lithium secures additional £9m from majority shareholder https://www.innovation-engineering.co.uk/cornish-lithium-secures-additional-9m-from-majority-shareholder/ Mon, 27 Jun 2022 13:16:08 +0000 https://www.innovation-engineering.co.uk/cornish-lithium-secures-additional-9m-from-majority-shareholder/

A major shareholder in mining exploration company Cornish Lithium is investing a further £9m in the company.

Tech metals investment firm TechMet exercised its option to invest at 20 pence per share.

This is the second tranche of £18m funding provided by the technology firm, which was announced by Cornish Lithium, headquartered in Cornwall in November 2021.

The option became exercisable after Cornish Lithium delivered a scoping study for TechMet, the company said.

Trelavour’s scoping study defines the design and economics of the Trelavour project based on the production of battery-grade lithium hydroxide.

The Trelavour project involves surface mining of lithium-enriched granite from a brownfield kaolin quarry, as well as processing by fragmentation and flotation into a lithium-containing mica concentrate. Lithium hydroxide is then produced from the mica concentrate.

The company is now progressing towards a feasibility study for the Trelavour project. The next drilling program will begin shortly, according to Cornish Lithium.

Jeremy Wrathall, managing director and founder of Cornish Lithium, said the project would provide an opportunity to create additional skilled jobs in the St Austell area and develop lithium on a commercial scale to serve the growing UK battery industry. .

“The project team undertook considerable work to ensure this is a comprehensive and detailed study, and I am delighted that it has generated such a solid result,” said Mr Wrathall.

“As we move forward with this work for the feasibility study, we look forward to meeting more local residents through our community engagement program, answering their questions, addressing their concerns and providing further details about our exciting developments.”

Brian Menell, chief executive and chairman of TechMet, said the UK was now “one step closer” to securing a national source of lithium to supply its future battery and automotive industries.

He added: “TechMet is extremely pleased to continue supporting Cornish Lithium as it takes the next step. This is the first detailed engineering study to demonstrate, with conservative modelling, the economic viability of primary lithium production in the UK.

In February, Cornish Lithium struck a deal with power producer IGas Energy Plc to seek sites where geothermal heat can be developed on a commercial basis.

The heads of mandate agreed with the British energy company and the parent company of geothermal heat developer GT Energy UK. The companies want to work together to assess suitable sites where geothermal heat can be produced and create a pilot project.

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]]> High Court rejects man’s plea seeking admission under PU riot quota https://www.innovation-engineering.co.uk/high-court-rejects-mans-plea-seeking-admission-under-pu-riot-quota/ Sun, 26 Jun 2022 22:23:38 +0000 https://www.innovation-engineering.co.uk/high-court-rejects-mans-plea-seeking-admission-under-pu-riot-quota/ The Punjab and Haryana High Court has dismissed a 2016 petition in which a man sought admission to Punjab University, Chandigarh under the 2% seat quota reserved for sons/daughters/husbands /wife/brothers/sisters of those killed/incapacitated in the November 1984 riots and of those killed or incapacitated in terrorist violence in Punjab and Chandigarh.

The petitioner, Mahip Singh Uppal, through his attorney, had told the court in his plea that he was the grandson of a person whose property was burned down during the 1984 anti-Sikh riots. the basis of certain documents, he prayed that, on the basis of the fact that he was the grandson of a person affected by the riots, he should be admitted under the 2% quota prescribed in the broucher notified by the University of Punjab.

The Punjab and Haryana High Court Divisional Bench, consisting of Chief Justice Ravi Shanker and Justice Arun Palli, after hearing the plea, said: “From the reading of the clause providing for a reservation of 2% for the sons/daughters/husband/wife/brothers/sisters of those killed/disabled in the riots of November 1984 and those killed/disabled in the terrorist violence in Punjab and Chandigarh, it is evident that the grandchildren children are not included. Admittedly, the applicant is the grandson of an alleged victim of a riot. Thus, he does not fall into the said category.”

The HC added that the 2% reserve is restricted for the sons/daughters/husband/wife/brothers/sisters of people who were “killed/disabled during the November 1984 riots”. In the present case, the applicant or a member of his family was not killed or incapacitated during the riots. Only the house that belonged to his grandfather was burnt down. The HC therefore considered that the benefit, as claimed by the claimant, cannot be granted.

The court also noted that by Interim Order dated 19 August 2016, the University of Panjab, Chandigarh and others had granted interim admission to the petitioner in return for seats reserved for riot victims, under which Uppal was been admitted to the University Institute of Engineering and Technology. , PU, ​​Chandigarh, for Bachelor of Engineering (Information Technology) course. He completed the course in May 2020 and graduated with a Bachelor of Engineering (Information Technology).

The HC has ruled that the course undertaken and completed by the Petitioner pursuant to an interim order made by this Court is approved, making the interim order dated August 19, 2016, absolute.

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The important role libraries play in building a creative and innovative society https://www.innovation-engineering.co.uk/the-important-role-libraries-play-in-building-a-creative-and-innovative-society/ Sun, 26 Jun 2022 11:30:00 +0000 https://www.innovation-engineering.co.uk/the-important-role-libraries-play-in-building-a-creative-and-innovative-society/

The important role libraries play in building a creative and innovative society