Wikipedia broadly defines the IoT (Internet of Things) as a “network of physical devices that enables these objects to collect and exchange data.” A physical device can be a sensor, a car, a building and any other “smart” object. Things that were once considered “dumb” can be made smart by embedding sensors in them. There are now billions of devices collecting and exchanging and receiving data to keep check on our lives, economy and planet. Every smart device is a point or node in a network.
My highly personal and unscientific survey of the media coverage about the IoT (Internet of Things) suggests that glowing reviews of progress and future brilliance overwhelmingly outweigh cautionary commentary.
Most consumers who shop online have no awareness of the complexity of the supply chains that have been created to fulfill orders and deliver them on a promised or guaranteed date.
Since the introduction of Scientific Management in the 1880s by Frederick Taylor, human labor in factories and other commercial venues such as distribution centers has been scrutinized with the objective of increasing the productivity of workers.
I woke up this morning to find a front page story in The Wall Street Journal about the vandalizing of robotic sign wavers in Los Angeles.
Previously, we described how the change in the way customers buy what they want from retailers had challenged fulfillment operations in distribution centers.
Put yourself in the position of the head of a small to midsize company that makes products that have served customers well, products that functioned perfectly as standalone items dedicated to a particular purpose.
On August 12, the University of Cambridge (UK) first published highlights of efforts by its researchers to design, build, and deploy a “mother” robot capable of making 10 “children,” determine which of the 10 were the “best fit” to its intended use, and then incorporate the features of the best child into the next generation of children it would produce
Most of us have heard a rising tone of alarm from technologists, educators, social scientists, and politicians about the growing gap between the “haves” and “have nots.”
The successful CEO is many things, but foremost, a leader. Leaders require courage, the conviction of their beliefs, and the savvy to bring together as one the many moving parts of a modern company.
Some things we see directly with our eyes, and some we do not. In fact, there are many things we do not see directly, but find evidence of their existence through intermediaries which we have built: Our scientific instrumentation.
One year ago this month, Connected World interviewed Diego Ventura, CEO of noHold about virtual agents, the IoT (Internet of Things), and AI (artificial intelligence). In the year since that interview, the pace of developments in these areas, and for noHold as well, has been blistering.
There has been a not so quiet revolution going on in an industry that affects every person in North America, and the long-term consequences for the employment of humans (vs. intelligent machines) in that industry are not rosy.
When something you see or read triggers multiple trains of thought simultaneously, insight follows, the “aha” moment arrives, and you might get a mild headache.
In the past two days, Grability Inc. has captured broad attention with El Corte Ingles’ announcement of the extension of its intuitive online shopping application to its stores in Portugal.