A New Flying Car By Google’s Co-Founder Larry Page, Cora
March 17, 2018 By Leave a Comment
Remember the flying cars in the TV series the Jetsons? Flying cars are not just for cartoons anymore! Google’s co-founder, Larry Page, has launched an autonomous flying taxi firm called Kitty Hawk. Could this mean competition for commuters and business travelers that use apps like Lyft? To reinvent personal aircraft transportation, Page invested in two flying start-ups, Zee.Aero and Kitty Hawk in 2010. The flying car projects were kept secret until a report by a bombshell investigation by Bloomberg Businessweek found that Page had invested $100 million into the project. Going back to 2014, Zee Aero and Kitty Hawk have filed dozens of different aircraft registrations with the FAA. These include electric gliders, rotorcraft, and fixed-wing designs that function more like traditional, commercial planes.
The current prototype, Cora, is an electric, autonomous air taxi/commercial plane. It was reported to travel at 93 mph, with a range of 100 kilometers. Because it can take off and land vertically, it doesn’t require long runways. Cora is being piloted by the government of New Zealand as a part of a commercial air taxi service. Part of the goal in using Cora in New Zeland is for the country to reach net-zero emissions by 2050. The unveiling was showcased on YouTube:
Source: Kitty Hawk
What’s the Competition Look Like?
At the 2018 Geneva Motor Show, the PAL-V Liberty Sport and the PAL-V Liberty Pioneer were introduced. These are made by the PAL-V Dutch company, claiming the world’s first production-ready flying cars. The PAL-V vehicles are gyroplanes, which, according to the company makes them “much safer and easier to fly” than helicopters or small fixed-wing planes. But you need more than a driver’s license to take this one for a spin. In fact, you’ll also need to get a pilot’s license. And when the Liberty is in flying mode, it must comply with FAA regulations. Which probably means that you can’t just take off if you are stuck in a traffic jam on the freeway.
And it’s not inexpensive. In addition to the $25,000 non-refundable deposit, the Dual Mode Sports Vehicle is expected to retail for $399,000–$599,999. When will the production-ready flying cars be ready? Estimates are by the end of 2018. Here’s the video on PAL-V flying car:
Source: PAL- V
Other competitors…
- Airbus launched their first successful flight of its self-piloted flying car
- Velocopter is working on flying taxis in Dubai
- Uber is working with NASA on its flying taxis and
- German startup Lilium is creating aircraft smaller and quieter than helicopters to travel in urban areas
- Lyft is creating partners and alliances with groups like nuTonomy, Magna and General Motors
- Ford is investing $1 billion in Argo AI, an artificial intelligence start-up focused on developing autonomous vehicle technology
- GM acquired Cruise for an estimated $1 billion in cash, stock and incentive packages
- BMW has joined forces with Lego Technic to create a flying motorcycle concept, the Hover Ride, based on a Lego modeling kit
- Toyota goal is to create a flying car piloted – potentially an athlete – that will deliver the Olympic torch to launch 2020 Tokyo Olympic games
- Terrafugia’s flying car, TF-X, will have vertical take-off and will hit 320km/hr and offer an 800km range
- AirQuadOne was created by Neva Aerospace, a UK-based syndicate comprised of five European aviation and robotics companies.
The future is flying high!
@DrNatalie, Success Cloud, VP, Salesforce.com
What’s One of the Best Ways To Reach Your Audience to Avoid “Content Shock”?
March 6, 2018 By Leave a Comment
“Content Shock” coined by Mark Schaefer, refers to the rising amount of content posted on the internet on the various channels vs. the finite ability of people to consume all that content. In talking with Mike Barrett, he shared with me a infographic on video content. What’s important to note is that if you want to reach an audience, then video can be the most effective method. And YouTube has a large number of viewers. But it isn’t just about the numbers. YouTube also creates unique relationships with viewers that few other sites can claim.
Here’s more of Mike’s thoughts on the topic and important reasons why YouTube can’t be ignored by anyone who is creating content. With the expansion of channels to reach an audience and the volume of content, whether you are a Marketer, an entrepreneur, a content creator, or simply an entertainer, it is difficult to succeed in a competitive online landscape without video in 2018.
Where Blogs Once Ruled
Video is now the expectation among people online who are seeking interesting content or valuable information. There is a lot of evidence to suggest that not only is video more popular, but it is also more effective in delivering your message. For example, people remember as much as 80% of what they watch as opposed to merely 20% of what they read.
Top Video Platform
With improved bandwidth more video/ vlog content created every day, YouTube has maintained its position as the top video platform, even as other massive sites like Facebook have started leaning into video heavily. YouTube has cleared an astonishing 1.5 Billion users and has over 5 million independent channels regularly contributing new content. There is more content than any one person could hope to consume – as many as 400 of hours of new video are uploaded to YouTube every minute!
Here’s some stats to get your wheels turning:
And this where the whole infographic from Mike Barrett – with many more statistic from Vlogging Guides – can be found.
YouTube is Trusted
Since it was formed in 2006, YouTube has come a long way since funny cat videos. It is now a credible source of information for many in both their personal and professional lives. YouTube is the second most popular search engine in the world behind only Google which means that a startling number of people are actually turning to YouTube first when they have a question that they need help answering.
That is significant – if you can produce videos that answer those questions and solve those problems, then you can build an engaged audience who will trust your brand and your voice.
Video as a medium has proven that it is effective. Forty-four percent of people report that they have taken action specifically due to an online video, and videos have shown that they improve conversion rates on sales pages, or within emails.
High Engagement
YouTube is not a site that people use to skim headlines. In fact, an average YouTube user watches 1 hour of video per day on the site. Much of this is due to the many high-quality content producers, but the engineers at YouTube deserve some credit as well.
The site is intelligently designed to maximize use viewing time by promoting videos that perform well in user satisfaction metrics. It uses a sophisticated search algorithm that helps surface the videos that fit exactly what a user is looking for. This is supported by personalized recommendations that give users a number of suggested videos that are related to content that they have engaged with in the past.
The Platform Is Growing
YouTube’s total view time increase 10x between 2012 and 2017, and it is showing no signs of slowing. One of the main reasons this upward trend is likely to continue is that younger people have shown that they use the platform that most. 95% of 13-17-year-olds in the US are regular YouTube users, the most of any age bracket.
As more young viewers enter prime YouTubing age, and the platform grows in international markets, YouTube likely still has a long way to go before it reaches its ceiling. This is one of many reasons why it is not too late to establish yourself on this platform now, and why it is critical to do so in 2018.
Thanks Mike for gathering the stats on YouTube! Appreciate you sharing them with me and giving me the opportunity to share them with everyone!
@DrNatalie, VP, Success Cloud, Business Transformation
Salesforce
Creating An ROI For Human Capital And Organizational Change Projects: Part 2
January 22, 2018 By Leave a Comment
I was working at a company and asked to do several things. First was to recruit 100 engineers. That may not seem like a lot, but for every 100 people, we interviewed we had 1 person accept. So it took interviewing 1000 people to obtain 100 engineers. Part of that was because we were looking for a specific type of engineer – digital signal processing engineers. The company I worked for had gone through a series of hiring and layoff cycles, so they weren’t completely trusted by the local community as being a stable place to work. Many of those types of engineers had left southern California to go to northern California to pursue work – and for larger salaries and more stable positions.
Examining What Was Important to The Employees Was the Key
We had lost a large number of engineers and some accounts were in trouble. So the need to recruit quickly was key. Normally it could take us 3- 6 months to recruit these type of engineers. I had been given a month. So I stepped up to the challenge. I thought, what would I want to experience to determine if I wanted to work for this company? I would want to hear from the leadership that they were dedicated to doing things differently. I would want to know that there were exciting career options in various categories and I would want to feel, touch and see the advanced technologies I would be getting a chance to work with and enhance my skill set so I would be more marketable in the future, both inside the company as well as if I decided to leave. I would want to get to talk to potential colleagues and potential bosses. I would want to get a sense of the culture and the environment I would be working in. And I’d like to meet people who were seeking the same or similar positions to what I was seeking – who would be these new people on-boarding with me?
The Answer? A Career Day With a Special Invite to Top Candidates
What I proposed was a career day. We took out an ad in the LA Times, inviting the best of the best to apply to our company and upon invitation, they would be invited to come to the career day, hear from our leadership about our company and their future there, be interviewed by direct hiring managers for our 5 major divisions as well as tour booths staffed by some of our top engineers and business folks. In the booths, we demonstrated our “cool” technology – at least that which was not classified as top secret.
To pull this day off, I worked with our graphics department to create amazing ads, colorful booth content, onsite brochures and the personal invites sent to those that had sent in resumes and qualified to participate in the career day.
The Launch of the Career Fair
The day started with a group of engineers who began their career day journey with us by hearing from our top leadership. Then they got to tour 5 divisions, each with several booths where the top technology was being demonstrated. We tried our best to come up with really interesting, real-life demos that potential employees could get to touch and feel the technology = actually experience it. Then they were invited to interview with a hiring manager there on site. The hiring managers were given the ability to hire people on the spot (something we’d never done before.)
The Reaction of the Interviewees Was Fantastic
What was interesting was the feedback we collected on video as the employees left the career day. Most of them, after interviewing wanted to go back and hang-out in the tech booths or listen to more talks from our leadership. They commented that it was the best interviewing process they had ever experienced. What was even more gratifying was that the day not only had a positive effect on the interviews but also on the employees who helped put the day together. I had not seen the employees shine so brightly in a long time. It was clear they had a new found sense of pride in the work they were doing as well as for the company. We even captured their feedback on the video and put a compilation video together. Why the video? To help demonstrate the ROI.
Examining the ROI for the Career Day
The cost to develop the day and put it on was about $1,00,000, including the a portion of the salary of all people who participated in the project for various amounts of time, the graphics, the ads in the LA Times, the billboards off the 405 freeway, the booths, tanks we had onsite as part of the booths, etc… When we looked at the cost of recruiting one engineer in our typical process. HR had calculated that to be about $150,000. To obtain 100 engineers we would have had to interview 1,000 people at a cost of $150,000 and that would be equal to $15M. Most people would have considered those soft costs. But they still cost the company time and money. In this new process of interviewing, it cost about $2M. We were able to interview and hire over 100 engineers. The ROI?
$15M – $2M / $2M x 100 = 650%.
(Benefit of saving the regular cost of interviewing – Cost of the new interviewing process / Cost of the new interviewing process x 100 = ROI %.
What I Found Surprising
It wasn’t just that we were able to recruit so many great people quickly. Another aspect of this process was that we actually interviewed our own employees who staffed the event and created all the content to make it amazing. What they said on camera was they were truly proud of the place they worked. They felt a sense of pride they had not in years. I what I learned was that by engaging our own employees, making them part of the recruiting process in this event, it changed their attitude towards the company and their work. So not only were we able to hire all the engineers we needed, but we had boosted the internal company morale! It was a very exciting day for everyone. Something I will proud of for years to come!
@DrNatalie Petouhoff, VP, Innovation and Transformation Expeditions, Salesforce
ROI of Human Capital and Organizational Change Management: My Personal Story
January 9, 2018 By Leave a Comment
I was working for a company that had found themselves in a situation where they had poor morale. Raises were few, partially because of the economy and as a result, people were working very hard and not feeling appreciated. HR came to me to ask what to do. As an early design-thinker, my reaction was always to ask the “customer.” In this case, the “customer” was our own employees. When I interviewed them, I asked them what they wished they had- essentially what was missing? I found that the answers were very surprising. They didn’t feel appreciated. They didn’t feel they were growing and expanding their skills. They didn’t feel like they had a future or that the future looked bright or that they had a hand in creating that future. Or that they even mattered.
The Root Cause of Employee Dissatisfaction
I found that in the appraisal process, once the employee heard they were not getting raise, they shut down. So pretty, much after the first few minutes of the appraisal, they stopped actively participating. So when it got to the part where they were going through their goals for the next year, they had stopped engaging and were only going through the motions.
Because their future goals and engagement to their jobs and their careers was key to being a top company, I came up with the idea of separating the employee appraisal process from the employee development process. And set out to design an employee development process where employees could examine, through goal setting practices, personal-professional goals that would enhance their skill set and make them more valuable to the company, but also have a personal sense of accomplishment and growth.
The Cost of Low Employee Morale?
The cost? With my team, we estimated about $6M for 60,000 employees. I went to the executive leadership meeting and presented my proposal. There was a lukewarm reception, that is… until I got to the cost. At $6M I was laughed at and told to sit down. That was the longest meeting I have ever been in. I couldn’t wait for it to be over. Trying my best to hold back the tears, I just sat there feeling awful.
I went home that night and I did cry. I had interviewed the “customer” figured out what was missing and proposed the solutions. But what I didn’t do is calculate the return on the investment (ROI.) This was very early in my career and this experience taught me the valuable lesson of creating the business value or business case of whatever it was I wanted to propose. The lesson served me well because once I learned to do this, I always got my funding.
Calculating the Cost of Low Employee Morale and Attrition
So you might be wondering how did I calculate the ROI of employee development? Isn’t that a soft skill or a soft benefit? My grandpa had taught me that any time there is value, there is a financial benefit. You just had to find the numbers. So the next day, after a good night’s sleep, I went o HR and asked them, “How much does it take to hire this type of engineer – a digital signal processing engineer?”
They said, combining the recruiting teams time, traveling to various universities, ads in the local papers, radio advertisements, (This was way before social media) reviewing incoming resumes, having the initial screening calls, and then interviewing with a number of the staff and the hiring managers, getting the engineer a secret clearance, etc… the cost was about $150,000 / engineer.
And then I asked the crowning question, “How many engineers did we lose in the last month?” HR said, “200.” And I saw the ROI. If we had lost just 40 people, then $150,000 x 40 would equal the $6M I was asking for. But in the last 3 months we had lost 200, so the cost of attrition just for 3 months was $150,000 x 200 = $30M.
So with the loss of 200 engineers, if I could retain half of them, 100 engineers, then the cost of attrition would only be $15M.
Calculating the Cost of Employee Attrition
The ROI = Benefit – Cost / Cost x 100 = % Return on the Investment
The benefit is the saving of the $15M in attrition costs. The cost is the cost of the program or $6M.
So to calculate the ROI…
Savings of $15M in attrition – Cost of the employee development program of $6M /Cost of the employee development program x 100
So the calculation looks like this:
$15M – $6M / $6M x 100 = 150 % ROI
The Defining Moment
So after pulling my self together and confident with my calculations, I asked for 5 minutes on the agenda. Of course, they were reluctant to give me any time. I got 2 minutes. So I went in with one slide. The slide with the ROI calculation. I said, “We are spending $30M in attrition and if we pay attention to why people are leaving and create a better culture so people feel that they matter, they are learning and growing and feel apart of something bigger than themselves, we can reduce that attrition. So let me walk you through the calculation….” And I did.
To my surprise, instead of sighs of ridiculousness and grumpiness, there was silence. I had hit upon something that no one had thought about. The cost of attrition. While is at first seemed like a “soft” cost, when it was laid out for them in black and white… even if I was off by 50% – we were still wasting the companies money on having people leave because we weren’t paying attention to what was important to them to feel loyal. Why go through all the time and expense to recruit these amazing people, only to push them away and have them go to our competitors, making our competitors smarter and stronger?
How Does This Story End?
Actually very well. I was given the money to develop the employee development program. I was very surprised to get so many emails and people stopping me in the hallways to tell me how much they appreciated what I had done. I didn’t do it for the accolades. I did it because I truly wanted to create an amazing place to work.
The lesson learned? If there is value to something, even if it feels like it is initially a “soft” cost, there is a way to express it in hard dollars in a way that executives can see change is needed. And this was my first experience in organizational change management!
@drnatalie
VP, Salesforce, Innovation and Transformation Expeditions Center
What’s the Number One Number Thing Today’s CEO’s Must Do? Do the OODA Loop Faster and More Innovatively
June 4, 2017 By Leave a Comment
What’s the Newest Requirement for a CEO? Do the OODA Loop Faster and Better!
You would think it would to generate revenue, profits and reduce costs. Think again. It’s all about iterating and pivoting like a start-up. And who better than a former fighter pilot to teach CEO’s a thing or two about making quick. So I want you to meet John Boyd, who was among many things, a military strategist, colonel and fighter pilot whose theories are highly influential in the military, sports and business.
So why bring up Colonel Boyd in the context of CEO’s and their need to be nimble? Because investors and boards have transitioned from desiring quarterly profits (something that has driven Wall Street and corporations for many years) to searching for leaders to those who have the ability to disrupt their industry or die. What did the fighter pilot, Colonel Boyd used to make those decisions to do something out of the ordinary? He created a framework known as the OODA Loop:
- Observe (Make the best use of the information and other intelligence resources available right now)
- Orient (Quickly put the new observations into a context with the old)
- Decide (Make quick decisions and take the “next actions” based on a combination of observations, current knowledge and intuition), and then
- Act on those decisions to carry out the selected action(s), ideally— while the competitor is still observing your last action so you beat them to the punch!
Photo Source: Larry Paul
Above is a video from Ralph Mroz on the OODA Loop as applied to business if you want more information!
Observe, Orient, Decide and Act Is Known as John Boyd’s OODA Loop
As a fighter pilot, John had to make decisions in nano-seconds. With this framework of observe, orient, decide and act he way able to describe a way to iterate and pivot, very quickly, and decide if the object in front of them is friend or foe. Not doing so could mean life or death. It could also mean the end to a critical mission. What does the OODA Loop mean to a CEO? Iterating and pivoting is also mission critical. Just ask the CEO of Ford Motor Company, Chief Executive Mark Fields. He was a 28 year old veteran of the business and was replaced by someone the business thought would be able to disrupt the automotive industry very quickly!
The Message is Simple: Do the OODA Loop Faster or Die
While Mr. Field’s did what most board’s used to expect of a CEO’s, i.e., he returned consistent profits, he did’t make enough changes fast enough. His OODA loop was too slow. But he didn’t know what he didn’t know. He, as many other CEO’s don’t realize that the winds of change are changing all around us. Like in most any industry, the car market has entered into the era of transportation.
It’s no longer just about building and selling a car. It’s about car-as-a-service. Think: ride-sharing (think Lyft, Tesla and ReachNow (by BMW.) It’s also about taking the traditional gasoline engine and transforming it’s power source to be an electric vehicle. And it doesn’t stop there. Some companies are disrupting the industry by experimenting with self-driving technology, making investments in connected cities (think BMW and Santa Monica, CA.) And at the same time Ford’s stock sank.
How Fast Does Your CEO do The OODA Loop?
How fast do decisions get made? How fast can the ship be turned? Today, with the need to act quickly, the message is simple. We are in an age of rapid disruption by the software and tech industries. A leader of any company has to pick up the tempo and make riskier bets sooner… or die. While it was Mr. Field’s intention to set Ford on a path to be part of the new, emerging auto industry, he just didn’t do it fast enough.
Since Mr. Field’s took over three years ago, the share price of Ford is down 40%. As a CEO, as yourself, “Are you disrupting yourself, your company and your products fast enough? Are you really changing anything or are you just doing the old stuff just faster?” These are not easy questions, but ones that we all need to contend with. Consider you are one company and your are disrupting yourself faster than your competitor. What happens to the competitor?
Photo Source: Larry Paul
As a CEO, Are You On Track?
In military operations, OODA loops takes place in nano-seconds. In corporations, its decisions are often slower. In the old days, strategy was rigidly followed till next years’ planning cycle. But today, that’s no longer an acceptable mindset. And it’s critical to validate we’re on track and if not, correct it. Using a model like the OODA Loop, along with design-thinking which requires to you go and talk to your customers, your employees, customer’s of your competitors, to industries that are similar to your and industries that have nothing to do with yours.
It’s where the kernel of the seeds of innovation are hatched, born and grown into a full idea. The results of your actions become the observations to re-orient you to make your next decision. Quickly repeating the OODA loop equals success. And as you are doing this, you want to make sure you are making real-time changes that are just changes to make changes, but change to create a “Blue Ocean Strategy.” As defined by the author’s of the book, Blue Ocean Strategy, CEO’s need to quickly create an uncontested marketplace, where the competition is irrelevant.
Who’s Slow to the OODA Loop?
According to the article by Christopher Mims of the Wall Street Journal, Ronald Boire of Barnes & Noble, GNC Holdings’ Mike Archbold and top executives at three of the six major Hollywood studios making changes faster is very important. Where to look for inspiration? According to Mr. Mims, unlike large corporations, startups don’t need decades to make the changes the businesses need to succeed in the new world. They are nimble, they are always iterating, pivoting, changing, trying new things, not being afraid of conflict…
What does this mean for established companies? They will need to take drastic measures to do the OODA loop faster. What kind of drastic measures? According to the article, these CEO’s must be willing to tell their stakeholders they may have to lose money and cannibalize existing products and services, while scaling up new technologies and methods. Not the same old dog chow most CEO’s having been dishing out.
How Can a CEO Get On Track?
It used to be that you could acquire the start-up that was trying to put you out of business. But in today’s market it takes more than that. Companies that are disrupting the marketplace are growing so quickly, capturing so much market share, they don’t want or need to be acquired. And they can become too valuable to buy or are unwilling to sell. So the questions for you, as a CEO, “Is do you have systems to monitor/measure what employees know, think & feel about what is going on in the business?”
They are often the ones on the front line that really know what is going on and what needs to be done, or at least what isn’t working. “Do you really know what your customers know, think & feel? Or do you have a cordial relationship where the “real deal” is not really discussed?” Honest, conscious conversation is where it all starts. Many people have made careers by learning how to manage-up well. That’s not a bad thing, except when you aren’t telling the CEO the truth about what the troops think, feel and know. But there has to be a cultural environment that always you to be able to safely say the things. That’s not always the case.
And, as a CEO, “Do you take that information that you have gathered from your employees, your customers, all kinds of sources and integrate it into your company?” One of the best ways to stay on top of the game is to monitor social and digital media. If you have a digital / social media command center, where all the top news and information is brought into one central place, you can begin to digest a new picture of the quickly changing landscape very easily. You’ll also want to keep your ear closely attuned to what is happening in the start-up world, regardless of whether it is Silicon Valley or Silicon Beach or Silicon Edge or…
The More Things Change, The More They Stay The Same
To me, all of this sounds like something very familiar to those of us who came from the voice of the customer or quality. Remember Deming, the father of Quality who was pushed out of the American Auto Industry? And then only to be invited to Japan and make their automative industry soar? What was his secret sauce? To listen to their customers and the employees. To make really changes to their products and services based on that feedback!
Start Incubating Innovation
Today, companies must incubate disruptive ideas within their own corporate cultures. And this is not easy, because often it means supporting them as they grow into something truly disruptive. The company might have to absorb their losses. For example, for its first 20 years Amazon made almost no profit. But iterating, pivoting and incubating is not enough. A CEO must maintain the existing business at the same time as they innovate. This is a new and rare skill.
So where best to learn how to think like an OODA Loop CEO? Find a group that help take you through thinking differently, through a design-thinking process where you never know what will come out of it, but it always spurs innovation. You have to cross the chasm, from how you normally do things, to how things have never been done before. That’s a lot of change, so it’s also important to develop those ideas and new innovations in the culture where change and honestly is accepted and appreciated.
@drnatalie
VP, Program Executive, in the Innovation and Transformation Center
Want to Know More About Machine Learning and AI?
May 30, 2017 By Leave a Comment
Wondering whether you should invest in AI and Machine Learning? That’s a question that the most innovative companies are considering. Why consider it? One good reason is because your competitors have already started. If that doesn’t give you some reason to get motivated, I hope you get started before you are put out of business. To make sure that doesn’t happen, there are a few things to consider to help you start to explore an investment in machine learning.
It’s the Data, Stupid
Of course, as with any business initiative, you’ll want to create value. And this can be done using machine learning systems. But for those systems to provide value, companies will need to begin by evaluating their organization’s data maturity, but more importantly their readiness to accomplish its data-driven goals. Company’s need to start with an audit of their data warehousing, data scientific research capabilities, data governance and data hygiene. In addition, it’s important to look at the sources, uses, volume, and veracity of all your date, meaning your first-, second-, and third-party data.
Garbage in, Garbage Out
Why is making sure your data so clean? Machine learning is basically taking a computer and making it smart enough to learn from the data it’s fed. We are essentially programming machines to learn. The goal is that after a certain point of time, the computer is able to predict further data. How so? Let’s pretend you want to make your computer predict the weather. So to begin, you might feed the computer weather reports of every hour of every over the past year. What you might end up with is– because the temperature (z) depends on day of the year (x) as well as the time of the day (y), more than two-dimensional curve. In fact, weather is random, so the equation generated by the computer won’t just have 3 variables (x, y, z), it may also have higher powers. So depending on the number of factors in a prediction and the randomness of the outcome, the complexity of the curve can increasingly get more complicated.
So back to the data… And I know you know the story about data: garbage in, garbage out. So hopefully, now you see can why good, clean data is so important to prediction. As the computer is taking the data you feed it to make future predictions, those predictions dependent on the data you are feeding it. So you want the very best data possible. And it takes super computers which are capable of handling large volumes of data, as well as the ability to learn fast and to make fast decisions based on the learning it under goes.
AI and ML Are Not The Same
Often times Artificial Intelligence (AI) and Machine Learning (ML) are used interchangeably. But they are actually different. Artificial Intelligence is the broader concept of machines being able to carry out tasks in a way that we would consider “smart.” Machine Learning is the application of AI based on the idea that we should be able to give machines access to data and let them learn for themselves. Artificial Intelligence devices (devices designed to act intelligently), are often classified into one of two groups: 1) applied and 2) general.
Applied AI is far more common. Applied AI is about systems designed to intelligently trade stocks and shares or drive an autonomous vehicle. Generalized AI is may up of systems or devices that, in theory, can handle any task. And are less common. However, this is where some of the most exciting advancements are happening today.
Deep Learning is A New Area of Machine Learning Research
It was introduced with the objective of moving Machine Learning closer to one of its original goals: that of being Artificial Intelligence. So essentially Deep Learning is a subfield of machine learning concerned with the algorithms inspired by the structure and function of the brain called artificial neural networks. Deep learning has worked it’s way into business language via Artificial Intelligence (AI), Big Data and analytics. Deep learning is an approach to AI which shows great promise when it comes to developing the autonomous, self-teaching systems which are revolutionizing many industries.
The Two Big Ideas: It May Be Possible To Teach Computers to Learn and The Internet is a Source of a Ton of Data
Arthur Samuel, in 1959 is credited as the one who came up with the big idea that it might be possible to teach computers to learn for themselves. That would be in contrast to teaching computers everything they need to know about the world and how to carry out tasks. The second big idea was that the Internet, with huge increase in the amount of digital information being generated, stored and could be used for analysis. So the scientists and engineers realized it would be far more efficient to code computers to think like human beings, and then plug them into the internet to give them access to all of the information in the world.
Neural Networks Are Algorithms
Neural networks are a set of algorithms, modeled loosely after the human brain and designed to recognize patterns. The development of neural networks has been key to teaching computers to think and understand the world in the way we do, in addition to the innate advantages they hold over people such as speed, accuracy and lack of bias. So a Neural Network is a computer system that classifies information in the same way a human brain does. It can be taught to recognize, for example, images, and classify them according to elements they contain. It works on a system of probability – which means that based on data it’s fed, it is able to make statements, decisions or predictions with a degree of certainty. The addition of a feedback loop enables “learning” – by sensing or being told whether its decisions are right or wrong and then can modify the approach it takes in the future.
What Can Machine Learning Applications Do?
Machine Learning applications can read text and work out whether the person who wrote it is making a complaint or offering congratulations. They can also listen to a piece of music, decide whether it is likely to make someone happy or sad, and find other pieces of music to match the mood. They can even compose their own music expressing the same themes, or which they know is likely to be appreciated by the admirers of the original piece.
These are all possibilities offered by systems based around ML and neural networks. The idea is that we should be able to communicate and interact with electronic devices and digital information, as naturally as we would with another human being. And another field of AI – Natural Language Processing (NLP) – has become an exciting area of innovation in recent years, and one which is heavily reliant on machine learning. (And yes, my initials just happen to be NLP, but that doesn’t really mean anything… just a happy coincidence…)
Where is Used?
Take Google for instance. Google is using it in its voice and image recognition algorithms. It is also used by Netflix and Amazon to decide what you want to watch or buy next. And it is also being by researchers at MIT to predict the future. While Machine Learning is often described as a sub-discipline of AI, we might look at Machine Learning as the state-of-the-art of AI. Why? Perhaps because it is showing the greatest promise to provide tools that industry and society can use to drive change.
More on the practical uses of AI and ML in the future. For now, noodle on that!
@drnatalie
VP, Program Executive, Innovation and Transformation Center
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Innovation & Disruption In Delivery: Could Your Next Amazon Delivery Be By a Drone?
May 24, 2017 By Leave a Comment
Ever Had a Package Delivered Late, Not at All Or To the Wrong Address?
One of the most irritating issues with ordering online is whether the package gets delivered and to the right address and on time. I know I’ve experienced this a number of times and what’s interesting is that, as customer’s we don’t always think about the delivery service as the issue, but rather it reflects poorly on the company we by the product from. How to fix this customer experience issue? One option is to deliver packages to consumers’ homes using drones. Could this allow companies to bypass the challenges with that last step of the delivery? It might be for delivery to people’s homes. It might not work at apartments, though, because the drone can’t get into the apartment building. Or can it?
What customers may not know is that the last leg of the delivery is the most expensive and inefficient part of parcel delivery. Customers don’t often think about that the product has to go from a store or warehouse, to the shipper’s delivery center and then from there, be deployed to the customer’s address. It is often not the place you bought the product from that is having the issue. It maybe who their delivery service or services are. It could be the individual who works for the delivery service. I know I personally had package delivered to an address that was similar to mine, but not mine. The individual was new to the delivery route and got mixed up. I had to run after the delivery truck, stop them and tell them they delivered to the wrong building. (I had gotten a text my package was delivered, but it was not on my doorstep or at the post office boxes for my building.) And since this happened more than once, I knew what had happened.
What’s the Solution To Better Customer Experience Delivery?
E-commerce companies, like Amazon, are using drones to speed up the this last part of the delivery process, while cutting costs. The result? Improving the customer experience, customer satisfaction and loyalty. And what’s interesting is even legacy retailers could take advantage of a similar process to grow online sales.
So What’s the Hold Up?
While there are many obstacles to overcome for instance, drone regulations, the development of autonomous flight and traffic control systems for drones, as well as consumer acceptance, there are companies actively trying to figure this all out. For instance, Amazon is working on drone delivery, depending on when and where they have the regulatory support needed to safely delivery packages. They want to use drones to deliver packages to customers around the world in 30 minutes or less. In fact, they have Prime Air development centers in the United States, the United Kingdom, Austria, France and Israel.
Photo Source: Amazon
They believe the airspace is safest when small drones are separated from most manned aircraft traffic, and where airspace access is determined by capabilities. To learn more, you can look at Amazon’s airspace proposals here: Best-Served Model for Small Unmanned Aircraft Systems and Revising the Airspace Model for the Safe Integration of Small Unmanned Aircraft Systems.
Disruption to Delivery Logistic Firms
As e-commerce providers like Amazon look for solutions within their own company, many logistics providers are experimenting with drone delivery. These firms also seek to cut costs as well as ward off competition, whether it’s from startups, technology companies or e-commerce companies. In fact, FedEx is betting on automation to Fend off contenders like Uber and Amazon. The shipping giant is investing in autonomous trucks and is interested in delivery robots, drones and an Alexa app. And while there are attempts to get this right, those of us in the innovation space know that #failfast – iterating and pivoting is the key. In my book, it’s ok to fail. You can’t learn what you don’t know, you don’t know unless you try. Trying means you learn something each time. Though the concept of failfast is very popular today, if we look back at Edison, it took him 9,999 times to get the filament for the lightbulb to work on the 10,000th time. What if he gave up? We’d all be in the dark!
How Is Amazon’s Prime Air Trial Drone Deliver Program Progressing?
Amazon have started with a private customer trial, to gather data to continue improve the safety and reliability of their systems and operations. As they gather data, this will bring them closer to realizing this how to use this innovation for all their customers. Does weather affect the delivery? Currently, Amazon is permitted to operate during daylight hours when there are low winds and good visibility. However, they are not using it when it rains, snows or in icy conditions. They feel they need to gather more data to improve the safety and reliability of their systems and operations to expand the offering. They are working with regulators and policymakers in various countries in order to make Prime Air a reality for customers around the world.
Video Source: Amazon
Where Can you Find more Information On the Disruption and Innovation Drone Delivery Can Provide?
In a new report, BI Intelligence examines the benefits drone delivery can provide as an e-commerce fulfillment method. In the report, they look at the different approaches companies are taking to experiment with the new technology and processes involved in this new delivery process. In addition, they look at the key players working in the drone delivery space. And have researched the challenges drone delivery faces in reaching mainstream adoption.
Will Your Industry Be Disrupted? Every Industry Should Be Thinking It Will Be Disrupted!
As I was giving a talk on disruption and innovation, I had many questions from what would be considered very standard legacy firms. What they need to be careful of is being aware of the fact that somewhere, in someone’s basement or garage, someone is probably working on a project that will disruption their industry. It’s customary to do the ostrich: stick you head in the sand. But doing so will only make you a dinosaur, (extinct) if you are not careful.
Disruption and innovation are all around us. Just look at what happened to the taxi industry. Not only did Lyft and Uber transform how customers’ order, receive and pay for rides, but they disrupted an age old industry that had not changed for years. And take GM for instance. They make cars. But they decided to look at cars as a service and invest $500M in Lyft to be part of the cars-as-a-service industry.
Disrupt Yourself or Die
Instead of being one of those industries or companies that waits until an upstart disrupts their revenue model and takes marketshare, why not start innovating within your own company. Too many companies are complacent or don’t have the skills to think outside the box. If you don’t, it may want to seek out a firm that can you help you think through this new and confusing new frontier of design-thinking, innovation and disrupting yourself — as a company and as a person. No one wants to be the company that had the leg up on IBM and caused it’s own demise: i.e, nobody wants their story to go down like Digital Equipment Corporation: DEC.
“Digital Equipment Corporation achieved sales of over $14 billion, reached the Fortune 50, and was second only to IBM as a computer manufacturer. Though responsible for the invention of speech recognition, the minicomputer, and local area networking, DEC ultimately failed as a business and was sold to Compaq Corporation in 1998. The fascinating modern Greek tragedy in book form by Ed Schein, a high-level consultant to DEC for 40 years, shows how DEC’s unique corporate culture contributed both to its early successes and later to an organizational rigidity that caused its ultimate downfall.” Don’t do a DEC.
@drnatalie
Natalie Petouhoff
VP, Program Executive, Innovation and Transformation Center | Salesforce.com
Vending Machine Are Not Just for Chips and Soda: An Innovation for Displaying Luxury Cars?
May 20, 2017 By Leave a Comment
If you thought vending machines were just for fast food, think again. They are now for fast cars. From a Singapore “vending machine” you can order Bentleys, Ferraris and Lamborghini’s.
Who thought of this innovation? None other than the used car seller Autobahn Motors. They wanted to make efficient use of space in land-scarce Singapore and stand out from competitors. So in December, they opened a 15-story showroom, with 60 slots for vehicles, calling it the “world’s largest luxury car vending machine.”
How does it work? Well if you are in the market for a super fancy car, you can stand on the ground floor and with a touchscreen choose the car of your dreams. With an advanced system that manages vehicle retrieval, the car arrives within one to two minutes.
Gary Hong, general manager at Autobahn Motors, said, “We needed to meet our requirement of storing a lot of cars. At the same time, we wanted to be creative and innovative,” he told Reuters. He has been approached by developers interested in using the company’s Automotive Inventory Management System for parking services.
But they aren’t the only ones. In fact, U.S. company Carvana uses vending machine-like towers to sell used cars. March marks the month it opened an eight-floor structure holding up to 30 cars. The Carvana vending machine, is a coin-operated. The proprietary Car Vending Machine offers a unique pick-up experience for customers who purchase a car online through the company.
How does it work? Carvana customers search for and then buy their car online at Carvana.com using — you guessed it – a mobile phone or desktop computer. Not only can customers buy the car, but they can also choose the vehicle financing through Carvana and even have the option to trade-in a car.
Once the purchase is complete, customers can choose to have their car delivered directly to their door or they can elect to pick it up at one of Carvana’s Car Vending Machines. If they choose to come to the vending machine, at the time of pick-up, the customer receives an oversized Carvana coin to drop into the custom coin slot at the at the car Vending Machine. The purchased car is automatically retrieved from the tower and moved through the machine until it reaches a delivery bay. There, the customer gets to drive away!
Where will the next source of innovation come from? You never know these days!
@drnatalie
Read the original article on Reuters. Copyright 2017.
Digital Transformation Projects Have an 84% Chance of Failure; Are You Ready to Failure or Succeed?
May 17, 2017 By 1 Comment
Would You Invest If You Knew the Investment Had a High Likelihood of Failure?
If I were to tell you that I had an investment opportunity for you and the probability of you making money was 16% or less, how likely would you be to invest in it? But if I told you that the investment opportunity had a 90% chance of returning your investment, might you be more likely to want to invest?
What’s interesting is that digital transformation is all around us. We can’t help but be impacted in our person lives, from smart phones, smart TVs, apps (think taxi’s vs. Lyft), Siri, Alexa and Google Home. In business, it’s clear that customers want to engage with business in digital and mobile channels. Businesses need to make the transition to be competitive and survive. Yet according to Consultancy.uk* and Bruce Rogers** who wrote Profitable Brilliance: How Professional Service Firms Become Thought Leaders, 84% of businesses undergoing digital transformation are likely to fail.
The More Things Change, The More They Stay The Same
Having been at this game for a while, the statistics reminded me of stats from nearly 20 years ago when the topic was CRM and ERP. Though they are not exactly the same, they have many of the same elements. Digital transformation, innovation and CRM and ERP implementations are IT implementation of people, process and technology. What they have in common is the use of technology to make scalable processes that were once manual. The advantages among many, were higher productivity (cost savings) but also providing better customer-facing experiences (revenue generating.) Going back through my old papers about CRM and ERP failure rates,*** I saw many of the same type of stats predicting similar failure rates for digital transformation projects are being predicted today**** (and by many prominent groups, including IDC, Gartner Group and Forrester Research.)
Things that make you go hmmmm. The more things change, the more they stay the same.
When Will Organizational Change Management and Culture Change Be Taken Seriously?
The stats show since the late 1990’s – early 2000’s until now, when Culture Change (CC), Organizational Change Management (OCM) and Behavioral Change (BC) is missing from a project, there are issues, yet it’s still not “fashionable.” Perhaps the lack of fashionability is from an old paradigm stemming from the command and control type leadership that doesn’t deem people as an important aspect of the business transformation, whether its CRM, ERP or Digital Transformation. Perhaps it stems from leadership that doesn’t know there’s a whole science and set of CC and OCM methodologies that go along with IT implementations. Perhaps they have never been shown the value of that OCM and CC can bring, so they still don’t think it’s important enough to invest in. Perhaps it’s a matter of showing people that it works and makes a difference!
The Time for Change is Now
The 4th industrial revolution challenges most of our existing mental models. What this means is that cultural change is essential to enable and execute successfully, any business / organizational / digital transformation. The key is having a plan, as well as, having developed tools and process for culture change and organizational change management which includes, but is not limited to having a:
- Communication plan and regular communication cadence
- Leadership and stakeholder involvement and engagement
- Training and skill development for the future state of the business and
- Organizational readiness and adoption on a continuing basis of the ongoing changes.
And of course, underneath each of these very simplistic groupings is a deep set of assumptions, tools, methodology and business-driven outcomes. So digital transformation isn’t uniquely about technology. It is about having the right digital strategy to ultimately transform a business to achieve higher objectives. This type of digital transformation must be built along with the human capital component, including skill sets, as well as, a cultural adoption of changing the way we do business. So what it boils down to is evolving behaviors within the organization, both from a leadership point of view as well as middle level managers to all employees.
Being Stuck in the OCM Adoption Chasm Will Cause Digital Transformation Failure
What is seems like, referencing one of my favorite people and author’s is Geoffrey Moore. It’s seems that perhaps we are, after twenty or more years of having OCM and CC at our finger tips, we are stuck in the adoption chasm. What we are headed for is the digital transformation iceberg of failure. We know what the iceberg did to the Titanic. We don’t want to be on a sinking ship. So what does an organization need to do? More on all of this in a future post.
@drnatalie
Natalie Petouhoff
VP, Program Executive, ITC | Salesforce.com
References
* Consultancy.uk. “Two Thirds of Digital Transformation Projects Fail” Consultancy.UK. N.p., 28 Sept. 2015. Web. 28 July 2016
**Rogers, Bruce. “Why 84% Of Companies Fail At Digital Transformation.” Forbes. Forbes Magazine, 7 Jan. 2016. Web
*** http://sloanreview.mit.edu/article/the-end-of-corporate-culture-as-we-know-it/
*** http://customerthink.com/failed_crm_implementation_finally_costs_hp_465_million_in_damages/
*** http://media.techtarget.com/searchCRM/downloads/CRMUnpluggedch2.pdf
*** http://www.zdnet.com/article/crm-failure-rates-2001-2009/
*** https://hbr.org/2002/02/avoid-the-four-perils-of-crm
*** https://www.google.com/#q=hershey+crm+failure&*
*** http://www.crmsearch.com/crm-failures.php
**** https://www.idc.com/getdoc.jsp?containerId=US40550115 ; http://www.gartner.com/newsroom/id/3337617 ; https://www.cmo.com.au/article/545992/will_your_business_digital_predator_prey_/
Dr. Natalie is a business strategist and a futurist. She has spent her careers looking about how businesses interact with their customers and their employees and she provides companies with the best way to create environments that foster loyatly, motivation and innovation. 