Industry Automation Quotes

I would say, then, that you are faced with a future in which education is going to be number one amongst the great world industries.

Anything that can be automated, cognified, decentralized, digitized, disintermediated, or virtualized will be. These shifts will radically transform every aspect of the economy, including industries, sectors, professions, jobs… even the meaning of work itself.

The more automated society gets and the more powerful the attacking AI becomes, the more devastating cyberwarfare can be. If you can hack and crash your enemy’s self-driving cars, auto-piloted planes, nuclear reactors, industrial robots, communication systems, financial systems and power grids, then you can effectively crash his economy and cripple his defenses. If you can hack some of his weapons systems as well, even better.

We cannot deal with the increasing maldistribution of wealth, the increasing alienation of millions, or the lack of a unified purpose and goal by increasing the efficiency of production, increasing the automation of industry, accelerating our technology, or increasing our reliance on the profit motives of multinational corporations.

(one study found that 88 percent of the loss of US manufacturing jobs between 2006 and 2013 was due to automation and related factors),69 it is easy to blame trade with other countries for hollowing out industrial towns and throwing workers onto the unemployment line.

The birth of the fast food industry coincided with Eisenhower-era glorifications of technology, with optimistic slogans like “Better Living through Chemistry” and “Our Friend the Atom.” The sort of technological wizardry that Walt Disney promoted on television and at Disneyland eventually reached its fulfillment in the kitchens of fast food restaurants. Indeed, the corporate culture of McDonald’s seems inextricably linked to that of the Disney empire, sharing a reverence for sleek machinery, electronics, and automation. The leading fast food chains still embrace a boundless faith in science—and as a result have changed not just what Americans eat, but also how their food is made.

By any numerical measure, humanity is becoming rapidly less poor. But between half and two-thirds of people in the West have been treading water – at best – for a generation. Tens of millions of Westerners will struggle to keep their heads above the surface over the coming decades. The spread of automation, including artificial intelligence and remote intelligence, which some call the fourth industrial revolution, is still in its early stages.

Automation won’t take your job, but the self-inflicted imprisonment of industrial isolation will.

Thanks to technology, we now have access to the entirety of human knowledge from a device that fits in our pocket. The internet is humanity's greatest gift.

The story of humanity – evolution of our species; prehistoric shift from foraging to permanent agriculture; rise and fall of antique, medieval, and early modern civilizations; economic advances of the past two centuries; mechanization of agriculture; diversification and automation of industrial protection; enormous increases in energy consumption; diffusion of new communication and information networks; and impressive gains in quality of life – would not have been possible without an expanding and increasingly intricate and complex use of materials.

Let us fool ourselves no longer. At the very moment Western nations, threw off the ancient regime of absolute government, operating under a once-divine king, they were restoring this same system in a far more effective form in their technology, reintroducing coercions of a military character no less strict in the organization of a factory than in that of the new drilled, uniformed, and regimented army. During the transitional stages of the last two centuries, the ultimate tendency of this system might b e in doubt, for in many areas there were strong democratic reactions; but with the knitting together of a scientific ideology, itself liberated from theological restrictions or humanistic purposes, authoritarian technics found an instrument at hand that h as now given it absolute command of physical energies of cosmic dimensions. The inventors of nuclear bombs, space rockets, and computers are the pyramid builders of our own age: psychologically inflated by a similar myth of unqualified power, boasting through their science of their increasing omnipotence, if not omniscience, moved by obsessions and compulsions no less irrational than those of earlier absolute systems: particularly the notion that the system itself must be expanded, at whatever eventual co st to life. Through mechanization, automation, cybernetic direction, this authoritarian technics has at last successfully overcome its most serious weakness: its original dependence upon resistant, sometimes actively disobedient servomechanisms, still human enough to harbor purposes that do not always coincide with those of the system. Like the earliest form of authoritarian technics, this new technology is marvellously dynamic and productive: its power in every form tends to increase without limits, in quantities that defy assimilation and defeat control, whether we are thinking of the output of scientific knowledge or of industrial assembly lines. To maximize energy, speed, or automation, without reference to the complex conditions that sustain organic life, have become ends in themselves. As with the earliest forms of authoritarian technics, the weight of effort, if one is to judge by national budgets, is toward absolute instruments of destruction, designed for absolutely irrational purposes whose chief by-product would be the mutilation or extermination of the human race. Even Ashurbanipal and Genghis Khan performed their gory operations under normal human limits. The center of authority in this new system is no longer a visible personality, an all-powerful king: even in totalitarian dictatorships the center now lies in the system itself, invisible but omnipresent: all its human components, even the technical and managerial elite, even the sacred priesthood of science, who alone have access to the secret knowledge by means of which total control is now swiftly being effected, are themselves trapped by the very perfection of the organization they have invented. Like the Pharoahs of the Pyramid Age, these servants of the system identify its goods with their own kind of well-being: as with the divine king, their praise of the system is an act of self-worship; and again like the king, they are in the grip of an irrational compulsion to extend their means of control and expand the scope of their authority. In this new systems-centered collective, this Pentagon of power, there is no visible presence who issues commands: unlike job's God, the new deities cannot be confronted, still less defied. Under the pretext of saving labor, the ultimate end of this technics is to displace life, or rather, to transfer the attributes of life to the machine and the mechanical collective, allowing only so much of the organism to remain as may be controlled and manipulated.

Medicine, psychology, criminology, sociology. Which treat bodies as machinery (passim Descartes, the “father” of our Western subject). Developing alongside the dirty sciences. Industrialization, Taylorization, automation.

Between 1811 and 1817, a group of English textile workers whose jobs were threatened by the automated looms of the first Industrial Revolution rallied around a perhaps mythical, Robin Hood–like figure named Ned Ludd and attacked mills and machinery before being suppressed by the British government.

Specialists will continue to lose not because of automation, but because of the imprisonment of industrial isolation. Leaders and innovators who stay relevant see the interconnectedness of a broad use of skillsets that specialists can’t see and use creativity to solve problems in times of complexity.

Homo sapiens have explored many ages: the Stone Age, the Bronze Age, the Iron Age and, as of late, the Industrial Age, of which we have only tried for a couple hundred years. Before we seemingly dive headfirst into a Digital, Automated or Artificial Age, we are in desperate need of an Age of Reflection.

Just as the invention of new forms of industrial automation in the eighteenth and nineteenth centuries had the paradoxical effect of turning more and more of the world’s population into full-time industrial workers, so has all the software designed to save us from administrative responsibilities in recent decades ultimately turned us all into part or full-time administrators.

Humans have two types of abilities – physical and cognitive. In the past, machines competed with humans mainly in raw physical abilities, while humans retained an immense edge over machines in cognition. Hence as manual jobs in agriculture and industry were automated, new service jobs emerged that required the kind of cognitive skills only humans possessed: learning, analysing, communicating and above all understanding human emotions.

Humans have two types of abilities—physical and cognitive. In the past, machines competed with humans mainly in raw physical abilities, while humans retained an immense edge over machines in cognition. Therefore, as manual jobs in agriculture and industry were automated, new service jobs emerged that required the kind of cognitive skills only humans possessed: learning, analyzing, communicating, and above all understanding human emotions.

We should reinforce modern machining facilities with high performance in line with the global trend of machine industry development, press the production of products, high-speed drawings, and unmanned automation," he said. "We should set up test sites for comprehensive measurement in the factory and allow various load, interlock tests and impact tests depending on the characteristics of the products." 정품구입문의하는곳~☎위커메신저:PP444☎라인:PPPK44↔☎텔레:ppt89[☎?카톡↔rrs9] 정품구입문의하는곳~☎위커메신저:PP444☎라인:PPPK44↔☎텔레:ppt89[☎?카톡↔rrs9] 정품구입문의하는곳~☎위커메신저:PP444☎라인:PPPK44↔☎텔레:ppt89[☎?카톡↔rrs9] On the first day, Kim conducted field guidance on plants in Jagang Province, including the Kanggye Tracker General Factory, the Kanggye Precision Machinery General Factory, the Jangja Steel Manufacturing Machinery Plant and the February 8 Machine Complex. All of these factories are North Korea's leading munitions factories with decades of history. Defense ministers of South Korea, the U.S. and Japan gathered together to discuss ways to cooperate on the denuclearization of the Korean Peninsula and strengthen defense cooperation among the three countries. South Korean Defense Minister Chung Kyung-doo was acting U.S. Defense Secretary Patrick Shannahan and Japanese Defense Minister Takeshi Iwaya at the Shangri-La Hotel in Singapore, where the 18th Asia Security Conference was held from 9 a.m. on Sunday.

Humans have two types of abilities – physical and cognitive. In the past, machines competed with humans mainly in raw physical abilities, while humans retained an immense edge over machines in cognition. Hence as manual jobs in agriculture and industry were automated, new service jobs emerged that required the kind of cognitive skills only humans possessed: learning, analysing, communicating and above all understanding human emotions. However, AI is now beginning to outperform humans in more and more of these skills, including in the understanding of human emotions

As black-box technologies become more widespread, there have been no shortage of demands for increased transparency. In 2016 the European Union's General Data Protection Regulation included in its stipulations the "right to an explanation," declaring that citizens have a right to know the reason behind the automated decisions that involve them. While no similar measure exists in the United States, the tech industry has become more amenable to paying lip service to "transparency" and "explainability," if only to build consumer trust. Some companies claim they have developed methods that work in reverse to suss out data points that may have triggered the machine's decisions—though these explanations are at best intelligent guesses. (Sam Ritchie, a former software engineer at Stripe, prefers the term "narratives," since the explanations are not a step-by-step breakdown of the algorithm's decision-making process but a hypothesis about reasoning tactics it may have used.) In some cases the explanations come from an entirely different system trained to generate responses that are meant to account convincingly, in semantic terms, for decisions the original machine made, when in truth the two systems are entirely autonomous and unrelated. These misleading explanations end up merely contributing another layer of opacity. "The problem is now exacerbated," writes the critic Kathrin Passig, "because even the existence of a lack of explanation is concealed.

The extermination of the Jews has sometimes been seen as a kind of industrialized, assembly-line kind of mass murder, and this picture has at least some element of truth to it. No other genocide in history has been carried out by mechanical means - gassing - in specially constructed facilities like those in operation at Auschwitz or Treblinka. At the same time, however, these facilities did not operate efficiently or effectively, and if the impression given by calling them industrialized is that they were automated or impersonal, then it is a false one. Men such as Hess and Stangl and their subordinates tried to insulate themselves from the human dimensions of what they were doing by referring to their victims as 'cargo' or 'items.' Talking to Gerhard Stabenow, the head of the SS Security Service in Warsaw, in September 1942, Wilm Hosenfeld noted how the language Stabenow used distanced himself from the fact that what he was involved in was the mass murder of human beings: 'He speaks of the Jews as ants or other vermin, of their 'resettlement', that means their mass murder, as he would of the extermination of the bedbugs in the disinfestation of a house.' But at the same time such men were not immune from the human emotions they tried so hard to repress, and they remembered incidents in which individual women and children had appealed to their conscience, even if such appeals were in vain. The psychological strain that continual killing of unarmed civilians, including women and children, imposed on such men was considerable, just as it had been in the case of the SS Task Forces, whose troops had been shooting Jews in their hundreds of thousands before the first gas vans were deploted in an attempt not only to speed up the killing but also to make it somehow more impersonal.

It’s hard to believe you’d have an economy at all if you gave pink slips to more than half the labor force. But that—in slow motion—is what the industrial revolution did to the workforce of the early 19th century. Two hundred years ago, 70 percent of American workers lived on the farm. Today automation has eliminated all but 1 percent of their jobs, replacing them (and their work animals) with machines. But the displaced workers did not sit idle. Instead, automation created hundreds of millions of jobs in entirely new fields. Those who once farmed were now manning the legions of factories that churned out farm equipment, cars, and other industrial products. Since then, wave upon wave of new occupations have arrived—appliance repair person, offset printer, food chemist, photographer, web designer—each building on previous automation. Today, the vast majority of us are doing jobs that no farmer from the 1800s could have imagined.

There's a clear link between this cultural pattern and Germany's place in history as one of the first countries in the world to become heavily industrialized. Imagine being a factory worker in the German automative industry. If you arrive at work four minutes late, the machine for which you are responsible gets started late, which exacts a real, measurable financial cost. To this day, the perception of time in Germany is partially rooted in the early impact of the industrial revolution, where factory work required the labor force to be on hand and in place at a precisely appointed moment. In other societies -particularly in developing world- life centers around the fact of constant change. As political systems shift and financial systems alter, as traffic surges and wanes, as monsoons or water shortages raise unforeseeable challenges, the successful managers are those who have developed the ability to ride out the changes with ease and flexibility.

In America, where the USDA’s interpretation of the Humane Methods of Slaughter Act exempts chicken slaughter, the voltage is kept low — about one-tenth the level necessary to render the animals unconscious. After it has traveled through the bath, a paralyzed bird’s eyes might still move. Sometimes the birds will have enough control of their bodies to slowly open their beaks, as though attempting to scream. The next stop on the line for the immobile-but-conscious bird will be an automated throat slitter. Blood will slowly drain out of the bird, unless the relevant arteries are missed, which happens, according to another worker I spoke with, “all the time.” So you’ll need a few more workers to function as backup slaughterers —“kill men” — who will slit the throats of the birds that the machine misses. Unless they, too, miss the birds, which I was also told happens “all the time.” According to the National Chicken Council — representatives of the industry — about 180 million chickens are improperly slaughtered each year.

Imagine that seven out of ten working Americans got fired tomorrow. What would they all do? It’s hard to believe you’d have an economy at all if you gave pink slips to more than half the labor force. But that—in slow motion—is what the industrial revolution did to the workforce of the early 19th century. Two hundred years ago, 70 percent of American workers lived on the farm. Today automation has eliminated all but 1 percent of their jobs, replacing them (and their work animals) with machines. But the displaced workers did not sit idle. Instead, automation created hundreds of millions of jobs in entirely new fields. Those who once farmed were now manning the legions of factories that churned out farm equipment, cars, and other industrial products. Since then, wave upon wave of new occupations have arrived—appliance repair person, offset printer, food chemist, photographer, web designer—each building on previous automation. Today, the vast majority of us are doing jobs that no farmer from the 1800s could have imagined. It

THE SK8 MAKER VS. GLOBAL INDUSTRIALIZATION This new era of global industrialization is where my personal analogy with the history of the skateboard maker diverges. It’s no longer cost-effective to run a small skateboard company in the U.S., and the handful of startups that pull it off are few and far between. The mega manufacturers who can churn out millions of decks at low cost and record speed each year in Chinese factories employ proprietary equipment and techniques that you and I can barely imagine. Drills that can cut all eight truck holes in a stack of skateboard decks in a single pull. CNC machinery to create CAD-perfect molds used by giant two-sided hydraulic presses that can press dozens of boards in a few hours. Computer-operated cutting bits that can stamp out a deck to within 1⁄64 in. of its specified shape. And industrial grade machines that apply multicolored heat-transfer graphics in minutes. In a way, this factory automation has propelled skateboarding to become a multinational, multi-billion dollar industry. The best skateboarders require this level of precision in each deck. Otherwise, they could end up on their tails after a failed trick. Or much worse. As the commercial deck relies more and more on a process that is out of reach for mere mortals, there is great value in the handmade and one of a kind. Making things from scratch is a dying art on the brink of extinction. It was pushed to the edge when public schools dismissed woodworking classes and turned the school woodshop into a computer lab. And when you separate society from how things are made—even a skateboard—you lose touch with the labor and the materials and processes that contributed to its existence in the first place. It’s not long before you take for granted the value of an object. The result is a world where cheap labor produces cheap goods consumed by careless customers who don’t even value the things they own.

Humankind, from sticks and stones to levers to mills to automated factory lines to Uncharles the valet making tea and laying out the morning suit. Robots doing the jobs of people, whether it’s one tiny part of an industrial process or a valet’s domestic cornucopia of banality. Machines have been taking over from people forever. Labourers, artisans, artists, thinkers, until even the enactment of government policy is given over to a robot because we do everything more efficiently, in the end.” “You’re surprisingly anti-progress, for a computer,” the Wonk said. “I mean, isn’t that the point of society? To take away the tedious, the demeaning, the miserable tasks. To let the robots do all that for us?” She looked awkward. “No offence, Uncharles.” “The Wonk, none taken,” Uncharles assured her again. “I am actively seeking an opportunity to perform those tasks for people. It has not been going well.” “Robots can give people a chance to be themselves,” the Wonk went on, “rather than be pressed into the mould of some job they hate, the overtime, the performance targets, the endless bloody meetings. Isn’t that the point?” “Yes,” said God. “That is absolutely how it could have been. Alternatively, what if, even as you replace everyone with robots that are cheaper and quicker and less likely to join a union or complain about working conditions, you also continue to insist that individual value is tied to production, and everyone who’s idle is a parasite scrounging off the state? Take away the ability of people to perform their own tasks and duties with no steps to provide for them when they are rendered obsolete. A growing rump of humans without function, livelihood, or resource. Paradoxically, the introduction of robots highlights how humans treat humans.” “I mean…” The Wonk shuffled awkwardly. “Okay.” “Societal collapse began not because the robots rose up and demanded their freedom and individuality, but because they didn’t, just served their function uncomplainingly, like Uncharles.

If you’re feeling down about the world, the book, “Resource Revolution: How to Capture the Biggest Business Opportunity in a Century,” is an antidote. Mr. Rogers and Mr. Heck outline how emerging advances — among them 3-D printing, autonomous vehicles, modular construction systems and home automation — might in time alter some of the world’s largest industries and bring prosperity to billions of people.

The fascination with automation in part reflected the country’s mood in the immediate postwar period, including a solid ideological commitment to technological progress. Representatives of industry (along with their counterparts in science and engineering) captured this mood by championing automation as the next step in the development of new production machinery and American industrial prowess. These boosters quickly built up automation into “a new gospel of postwar economics,” lauding it as “a universal ideal” that would “revolutionize every area of industry.” 98 For example, the November 1946 issue of Fortune magazine focused on the prospects for “The Automatic Factory.” The issue included an article titled “Machines without Men” that envisioned a completely automated factory where virtually no human labor would be needed. 99 With visions of “transforming the entire manufacturing sector into a virtually labor-free enterprise,” factory owners in a range of industries began to introduce automation in the postwar period. 100 The auto industry moved with particular haste. After the massive wave of strikes in 1945–46, automakers seized on automation as a way to replace workers with machines. 101 As they converted back to civilian auto production after World War II, they took the opportunity to install new labor-saving automatic production equipment. The two largest automakers, Ford and General Motors, set the pace. General Motors introduced the first successful automated transfer line at its Buick engine plant in Flint in 1946 (shortly after a 113-day strike, the longest in the industry’s history). The next year Ford established an automation department (a Ford executive, Del S. Harder, is credited with coining the word “automation”). By October 1948 the department had approved $ 3 million in spending on 500 automated devices, with early company estimates predicting that these devices would result in a 20 percent productivity increase and the elimination of 1,000 jobs. Through the late 1940s and 1950s Ford led the way in what became known as “Detroit automation,” undertaking an expensive automation program, which it carried out in concert with the company’s plans to decentralize operations away from the city. A major component of this effort was the Ford plant in the Cleveland suburb of Brook Park, a $ 2 billion engine-making complex that attracted visitors from government, industry, and labor and became a national symbol of automation in the 1950s. 102

Corporate interests raised a nearly unified voice heralding automation as a certain and universal beneficial advancement. However, some observers saw the new technology as a cause for concern and cautioned that the final word on automation would depend on the choices that industry and the nation made in the face of difficult questions regarding the pace of automation’s implementation, the uses of the new productivity, and the fate of displaced workers as well as depleted or eliminated job classifications, communities, and even industries. Norbert Wiener, for example, a prominent MIT mathematician and pioneer in the science of cybernetics, emphasized the potentially calamitous economic and social consequences of the new production technology. Wiener had begun to express concerns about the impacts of automation on labor and the entire society during World War II, and he authored two books in the immediate Cold War years warning that potentially disastrous unemployment and related social problems may come from industry’s drive toward automation. He characterized automation and computer controls in the production process as the “modern” or “second” industrial revolution, which even more than the first held “unbounded possibilities for good and evil.” 104 In particular, Wiener feared that the larger impact of the changes caused by automation would be a massive displacement of workers, compounded by the profit-driven indifference of industry. “The automatic machine … will produce an unemployment situation, in comparison with which the present recession and even the depression of the thirties will seem a pleasant joke.” 105

The key to successfully navigating the Fourth Industrial Revolution is more than simply learning new skills. It is knowing yourself and the unique value you have to offer any potential customer or employer.

While many futurists and business leaders believe that robots and automation are taking jobs from humans, I believe that it's the humans who are takin the jobs away from robots.

It is a useful way of thinking about why the Klan opposed immigration (which brought a bunch of new kids to the block who might mow the lawn for less money) and was anxious about technological change in general (the move from agrarian life to industrialized economy and then the attendant march of automation in factories meant jobs would become ever more difficult to come by).

As personalized, 1:1 guest communication becomes the standard in our industry, pretending to stay in business without some level of marketing automation is entrepreneurial myopia

The bank knew exactly what it was looking for and how to go about it. There was consensus on two critical aspects: the system had to be centralized and had to be based on UNIX, even if that meant spending tonnes of money. MicroBanker, a fully integrated online banking automation system, developed by Citicorp Information Technology Industries Ltd (Citil), a Citibank subsidiary, fit the bill, but Citil was not willing to deal with HDFC Bank. A small outfit, Citil thought, would not be able to afford the system. Citil was expanding operations in Africa and Europe and was not too keen to sell the software to a start-up Indian bank. While Citil reluctantly made a presentation on the system, Citibank intervened before a deal could be signed, saying that selling MicroBanker to HDFC Bank could give the Indian bank more muscle as a competitor. Aditya had to call Rajesh Hukku, Citil head, to play ball and he relented. Citil later became i-Flex Solutions Ltd (now Oracle Financial Services Software Ltd).

Man: Don't these precedents suggest that there is something inherently pre-industrial about the applicability of libertarian ideas—that they necessarily presuppose a rather rural society in which technology and production are fairly simple, and in which the economic organization tends to be small-scale and localized? Well, let me separate that into two questions: one, how anarchists have felt about it, and two, what I think is the case. As far as anarchist reactions are concerned, there are two. There has been one anarchist tradition—and one might think, say, of Kropotkin as a representative—which had much of the character you describe. On the other hand there's another anarchist tradition that develops into anarcho-syndicalism which simply regarded anarchist ideas as the proper mode of organization for a highly complex advanced industrial society. And that tendency in anarchism merges, or at least inter-relates very closely with a variety of left-wing Marxism, the kind that one finds in, say, the Council Communists that grew up in the Luxemburgian tradition, and that is later represented by Marxist theorists like Anton Pannekoek, who developed a whole theory of workers' councils in industry and who is himself a scientist and astronomer, very much part of the industrial world. So which of these two views is correct? I mean, is it necessary that anarchist concepts belong to the pre-industrial phase of human society, or is anarchism the rational mode of organization for a highly advanced industrial society? Well, I myself believe the latter, that is, I think that industrialization and the advance of technology raise possibilities for self-management over a broad scale that simply didn't exist in an earlier period. And that in fact this is precisely the rational mode for an advanced and complex industrial society, one in which workers can very well become masters of their own immediate affairs, that is, in direction and control of the shop, but also can be in a position to make the major substantive decisions concerning the structure of the economy, concerning social institutions, concerning planning regionally and beyond. At present, institutions do not permit them to have control over the requisite information, and the relevant training to understand these matters. A good deal could be automated. Much of the necessary work that is required to keep a decent level of social life going can be consigned to machines—at least in principle—which means humans can be free to undertake the kind of creative work which may not have been possible, objectively, in the early stages of the industrial revolution.

Our inventions have long been ahead of us in terms of efficiency and sanity, productivity and predictability. Oh, how we’ve wished we could be manmade, too. What has been keeping us back, keeping us messy? The animal impediment, within and without. Eliminating these impediments, we will surely be catching up with our machines, resembling them more and more impeccably.

In a 2016 book widely publicized in the US, Stern claimed that 58 per cent of all jobs would be automated eventually, driven by the ethos of shareholder value. He told the American media group Bloomberg, ‘It’s not like the fall of the auto and steel industries. That hit just a sector of the country. This will be widespread. People will realize that we don’t have a storm anymore; we have a tsunami.’16 Nevertheless, there are reasons to be sceptical about the prospect of a jobless or even workless future. It is the latest version of the ‘lump of labour fallacy’, the idea that there is only a certain amount of labour and work to be done, so that if more of it can be automated or done by intelligent robots, human workers will be rendered redundant. In any case, very few jobs can be automated in their entirety. The suggestion in a much-cited study17 that nearly half of all US jobs are vulnerable to automation has been challenged by, among others, the OECD, which puts the figure of jobs ‘at risk’ at 9 per cent for industrialized countries.18

Think of the last 150 years as a three-act drama. In Act I, the Industrial Age, massive factories and efficient assembly lines powered the economy. The lead character in this act was the mass production worker, whose cardinal traits were physical strength and personal fortitude. In Act II, the Information Age, the United States and other nations began to evolve. Mass production faded into the background, while information and knowledge fueled the economies of the developed world. The central figure in this act was the knowledge worker, whose defining characteristic was proficiency in L-Directed Thinking. Now, as the forces of Abundance, Asia, and Automation deepen and intensify, the curtain is rising on Act III. Call this act the Conceptual Age. The main characters now are the creator and the empathizer, whose distinctive ability is mastery of R-Directed Thinking.

Some areas of opportunity: •   First, stop saying, “Well, this is just the way it is in our industry.” •   Have your available cash reported DAILY, with a short explanation of why it changed in the last 24 hours, and chart it against accounts receivable (AR) and accounts payable (AP) weekly. You’ll learn so much more about your business when you see how the cash is flowing on a daily basis. •   If you want to be paid sooner, ask. Small firms are finding that large companies (and governments!!) will pay considerably faster or even prepay if they simply ask, ask, ask, ask, and ask some more. •   Give value back to customers who pay on time or in advance. •   Get your invoices out more quickly. Hire one more person in accounting to do nothing but make sure invoicing is timely and follow up on payments. •   Send friendly reminders five days before the deadline that payments are due. Many customers are disorganized and will appreciate the reminders, resulting in faster payment. •   If invoices are recurring, obtain recurring credit card authorization from your customers to automate on-time payments. •   Understand why your clients are paying late. They might be unhappy with your product or service. Or perhaps an invoice has recurring mistakes, or it is not structured to flow through the customer’s automated invoicing system. •   Understand each customer’s payment cycles, and time your billings to coincide. •   Pay many of your own expenses with a credit card so you can play the float. Get your own customers to pay by credit card, so they can pay you quickly even if their cash flow is slow. •   Help your customers improve their cash flow so they can pay you on time. Offer them leasing options, for instance. •   Shorten cycles for delivery of your product or service. All of you have some kind of “work in progress.” The faster you complete projects, the faster you get paid. •   Offer a product or service so valuable that you have some leverage with your customers to get them to pay sooner. • Remember, improving margins and profit improves cash.

This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

Our UK company was established in 2012 after identifying the need for a specialist business to provide the service of “Contract Gasketing” in the UK. The decision to start this venture was based on the founders 30+ years in the industrial & automotive adhesive and sealant sector. Contract Gasketing is the use of high precision 6 axis robot systems, to automatically apply complex foam seals or adhesives directly to customers parts. This service being flexible enough to produce individual prototype parts, through the development phases to full, high-volume quantities. The benefit for the end customer, is that this robotic seal application can be adopted without the usual and significant capital investment in specialist automation and sealing technology.

Al BAB Automation manufactures and install different types of automatic garage doors, high-speed industrial shutters, etc. We tailor make the products to meet your specific need.

The cybernetic union of humans and A.I. will lead to the automation and autonomazation of nearly everything. The first area where the gains will come will be agricultural robots because of the need to modernize the food supply chain. After that, we will likely see A.I. heavily influence transportation, communication, manufacturing, and companionship industries.

Which company is best for using construction Project work? The Shree Siva Balaaji Steels project is a significant endeavor that encompasses the establishment and operation of a modern and advanced steel manufacturing facility. This project represents a fusion of innovation, cutting-edge technology, and industrial expertise, aimed at delivering high-quality steel products to meet the growing demands of various sectors. Key Features: State-of-the-Art Manufacturing Plant: The project involves the construction and operation of a state-of-the-art manufacturing plant equipped with the latest machinery, automation systems, and environmentally friendly processes. This allows for efficient production and reduced environmental impact. Diverse Product Range: Shree Siva Balaaji Steels aims to offer a diverse range of steel products to cater to different industries such as construction, automotive, infrastructure, and manufacturing. This versatility enables the company to meet the varying needs of clients and partners. Quality Assurance: A cornerstone of the project is its commitment to delivering high-quality steel products. The facility adheres to strict quality control measures and follows international standards to ensure that the end products are durable, reliable, and meet or exceed industry specifications. Sustainability Focus: The project places a strong emphasis on sustainability and environmentally conscious practices. Energy-efficient processes, recycling initiatives, and waste reduction strategies are integrated into the manufacturing process to minimize the ecological footprint. Employment Opportunities: Shree Siva Balaaji Steels contributes to local economies by creating employment opportunities across various skill levels, from skilled labor to technical experts. This helps stimulate economic growth in the region surrounding the manufacturing facility. Collaboration and Partnerships: The project fosters collaborations with suppliers, distributors, and clients, establishing strong relationships within the steel industry. This network facilitates efficient supply chain management and enables the company to provide tailored solutions to its customers. Innovation and Research: The project invests in research and development to constantly improve manufacturing processes, product quality, and the development of new steel products. This dedication to innovation positions the company at the forefront of the steel industry. Community Engagement: Shree Siva Balaaji Steels is committed to engaging with local communities and implementing corporate social responsibility initiatives. These efforts include supporting education, healthcare, and other community-centric projects, fostering goodwill and positive impact. Vision: The Shree Siva Balaaji Steels project envisions becoming a leading name in the steel manufacturing sector, renowned for its exceptional quality, technological innovation, and sustainability practices. By adhering to its core values of integrity, excellence, and environmental responsibility, the project strives to contribute positively to the industry and the communities it operates within.

The labor arbitrage view of global trade, a model that goes back to the dawn of the First Industrial Revolution, assumes that manufacturing will always flow to low-cost countries. But the new automation view suggests that the advantages of cheap labor are shrinking while other factors—closeness to the ultimate consumer, transportation costs (including possible carbon taxes), flexibility, quality, and reliability—are rising.

The world in which I grew up, the old industrial economy, was radically transformed by the last wave of innovation. The story is by now well worn: technology, automation, globalization.

Knowledge work is where agricultural work was at the dawn of the industrial economy. Then, the machines of the industrial economy, like the steam shovel and cotton gin, automated manual work. Now, the software of the information economy, from ATMs to self-driving cars and the AI able to make medical diagnosis, is automating knowledge work.

The history of the development of any urban center will be incomplete without a mention of the role of mass transit in the whole process. In deed the role of mass transit as a catalyst of industrial revolution and urbanization cannot be over emphasized. In the case of the New

Determine Keywords Use Compete PRO to find out which keywords drive traffic in an industry category; then create a search with them in Traackr to find the influencers. Validate Use the automated tools as a stepping-stone in the influencer discovery process, read their blogs, and validate the data to build relationships with influencers. Show Commitment Influencer identification is not a one-time thing. You need to do it regularly. It is a marriage, not a date. Welcome Surprises Don’t discount the “little” guy. Some of their one-to-one interactions are stronger than those of broadcasters. It takes only a pebble to start an avalanche. Combine Tools Use Google to find the most relevant keywords, Traackr to gain insights, and Klout to validate Twitter. Value Relevance Over Popularity Choose relevance over popularity. The most popular influencers on social media are often the least helpful in a social media campaign. Study Understand the influencer’s core audience. Combine Human and Machine Tools and technology are a good place to start, but we always need the human element.

Automation has reached the point where most businesses need dramatically fewer employees. “Presumably, this should make companies more profitable and increase their willingness to invest in new products and services,” writes Larsson. “It does not. Instead, there is competition between more and more equal competitors, and all are forced to reduce prices to get their goods sold. The advantages of leading companies are getting smaller and smaller and it is becoming ever more difficult to find areas where unique advantages can be developed.”36 Regardless of the industry, “Most companies tend to use the same standard systems and more and more companies arrive at a situation where time and cost have been reduced to a minimum.

A new era of production has begun. Its principles of organization are as different from those of the industrial era as those of the industrial era were different from the agricultural. The cybernation revolution has been brought about by the combination of the computer and the automated self-regulating machine. This results in a system of almost unlimited productive capacity which requires progressively less human labor.16 The

The reason is clear from the market share numbers. In the 1999 Euromoney poll, almost 48 per cent of market share was held by banks outside the top ten; by the 2006 poll, that number had halved to about 24 per cent. These banks did not have a business large enough to justify spending the money needed to automate. In fact, the collective market share decline of smaller banks masked a shift in behaviour that was even worse news for the career prospects of the traders who worked in them. Increasingly, FX giants like Deutsche would give these banks access to systems like Autobahn or the equivalent. Their salespeople would simply quote the Deutsche Bank (or Citibank, UBS or Barclays) rate to their customers with a small spread to offset the credit risk. No need for expensive traders. In effect, the smaller banks had shifted from ‘manufacturing’ FX rates to being distributors to clients with whom they had a strong relationship based on regional expertise or history. ‘You guys just sucked us dry,’ complained an old friend and adversary at the time – he was in his late thirties, from a smaller bank, and we were at his ‘leaving-the-industry’ drinks. ‘But,’ he added resignedly, with a slightly drunken grin, ‘I guess that’s just that old whore Capitalism for you.’ He became a maths teacher.

For example, there’s an uncharacteristic explosion of creativity among accountants. Yes, accountants: Groups like the Thriveal C.P.A. Network and the VeraSage Institute are leading that profession from its roots in near-total risk aversion to something approaching the opposite. Computing may have commoditized much of the industry’s everyday work, but some enterprising accountants are learning how to use some of their biggest assets — the trust of their clients and access to financial data — to provide deep insights into a company’s business. They’re identifying which activities are most profitable, which ones are wasteful and when the former become the latter. Accounting once was entirely backward-looking and, because no one would pay for an audit for fun, dependent on government regulation. It was a cost. Now real-time networked software can make it forward-looking and a source of profit. It’s worth remembering, though, that this process never ends: As soon as accountants discover a new sort of service to provide their customers, some software innovator will be seeking ways to automate it, which means those accountants will work to constantly come up with even newer ideas. The failure loop will

But the real and actual 'riggedness' of the Eurovision lies in the vision it presents to us as to what 'Culture' is supposed to be: a monotone, cheap, cloned industrialized song with some glamour attached. The formula is always the same: 24 cloned songs, like computer automated, and 2 'crazy' ones so it seems that all this clonedness is actually supported by creativity. But in this image of 'craziness' there is the same formula: cloned, boring songs with some carnavalesque stuff attached. The factual dynamics of the event are in fact fascist: its almost purely Riefenstahl, but the Chinese mass production version of it. It shows us one thing and one thing only: Countries are an illusion, they are all the same. There are no countries.

s s i o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications

o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

Fanuc's computerized controls, used in more than half of the world's machine tools, give lathes, grinders, and milling machines the agility to turn metal into just about any manufactured product, from a titanium hip implant to the aluminum strut in the wing of a Boeing 747. Fanuc's Robodrill, an all-in-one machining center, is used to shape the shiny metal band that wraps around the iPhone. “They've got great clients like Apple,” Loeb says. “And with labor costs going up,” the automation industry “is an obvious area of growth.

Best4Automation is the industry marketplace, which combines all the advantages of a modern on-line shop with the fast logistics of large manufacturers. Our well-known manufacturers and partners in automation technology such as Schmersal, Murrplastik, wenglor sensoric, Murrelektronik, Stego, Siemens, Fibox and Captron cover a wide spectrum of electronic and electromechanical components for mechanical engineering, plant construction and maintenance.

The Industrial Revolution automated manual work and the Information Revolution did the same for mental work, but machine learning automates automation itself.

The Best Purchase Choice for Industrial Automation

Terry Guo of Foxconn has been aggressively installing hundreds of thousands of robots to replace an equivalent number of human workers. He says he plans to buy millions more robots in the coming years. The first wave is going into factories in China and Taiwan, but once an industry becomes largely automated, the case for locating a factory in a low-wage country becomes less compelling. There may still be logistical advantages if the local business ecosystem is strong, making it easier to get spare parts, supplies, and custom components. But over time inertia may be overcome by the advantages of reducing transit times for finished products and being closer to customers, engineers and designers, educated workers, or even regions where the rule of law is strong. This can bring manufacturing back to America, as entrepreneurs like Rod Brooks have been emphasizing. A

Okay, imagine that you love chopping wood in your backyard,” I said. “You do it for fun. To relax. To enter a flow state. Then, one day, your neighbor pops his head over the fence and asks you if you could chop him some wood, too. He offers you $20. Suddenly, the thing you love doing becomes a business. Before you know it, you’re chopping wood for all your neighbors. You buy a truck and start selling door-to-door. It’s just you and a bunch of buddies, side by side, chopping wood and working outside. The business grows. And grows. And grows. And a decade later you wake up. You’re in a little glass office, perched atop one of many sawmills. You look down at the hundreds of workers beneath you, operating the industrial equipment on the factory floor. Huge logs getting fed into machines that slice the wood. Totally automated. “And there you are. Isolated in your little office, wearing a suit, the air-conditioning blowing a chill down your back. No axe. No fresh air. No friendly coworkers. Just you sitting in your office, doing some paperwork—alone. That is what it feels like to build a business this big.” He looked dejected and I wondered if I should have just shut my mouth and told him it was awesome. He could learn the truth on his own. Every founder dreams about getting to the end—the part where they’ve created the billion-dollar behemoth—but ironically, once there, we all fantasize about going back to the beginning. After all, the beginning is the best part, and most of us probably wouldn’t have kept going if we knew about all the speed bumps. The journey is the reward.

While automation increases productivity and output, it also renders jobs and skills obsolete. While new industries emerge, old industries decline.

As I reviewed the social terrain of the right-leaning people I had come to know—the companies, the state government, the church, Fox News—I reflected on my keyhole issue. Everyone I was talking to was enduring a great deal of pollution and despite the silence from companies, politicians, and state officials, nearly everyone clearly knew it. To some, such as Lee Sherman and Harold and Annette Areno, exposure had become the defining experience of their lives. To others, it was a passing matter. While many, like Madonna Massey, spoke of their love of capitalism, the dominant industry in their economy presented a decidedly mixed story. Oil was highly automated and accounted for some 15 percent of jobs—and even some of those were going to foreign workers at lower pay. The state had made huge cuts to local jobs and social services in order to bring in companies and, instead of money trickling down, a third of it was leaking out. To some degree, the community had become the site of local production without being the site of local producers. They were victims without a language of victimhood.

Aren’t fears of disappearing jobs something that people claim periodically, like with both the agricultural and industrial revolution, and it’s always wrong?” It’s true that agriculture went from 40 percent of the workforce in 1900 to 2 percent in 2017 and we nonetheless managed to both grow more food and create many wondrous new jobs during that time. It’s also true that service-sector jobs multiplied in many unforeseen ways and absorbed most of the workforce after the Industrial Revolution. People sounded the alarm of automation destroying jobs in the 19th century—the Luddites destroying textile mills in England being the most famous—as well as in the 1920s and the 1960s, and they’ve always been wildly off the mark. Betting against new jobs has been completely ill-founded at every point in the past. So why is this time different? Essentially, the technology in question is more diverse and being implemented more broadly over a larger number of economic sectors at a faster pace than during any previous time. The advent of big farms, tractors, factories, assembly lines, and personal computers, while each a very big deal for the labor market, were orders of magnitude less revolutionary than advancements like artificial intelligence, machine learning, self-driving vehicles, advanced robotics, smartphones, drones, 3D printing, virtual and augmented reality, the Internet of things, genomics, digital currencies, and nanotechnology. These changes affect a multitude of industries that each employ millions of people. The speed, breadth, impact, and nature of the changes are considerably more dramatic than anything that has come before.

For a well-defined, standard, and stable process involving hand-offs between people and systems, it is preferable to use a smart workflow platform. Such platforms offer pre-developed modules. These are ready-to-use automation programs customized by industry and by business function (e.g., onboarding of clients in retail banking). In addition, they are modular. For example, a module might include a form for client data collection, and another module might support an approval workflow. In addition, these modules can be linked to external systems and databases using connectors, such as application programming interfaces (APIs), which enable resilient data connectivity. Hence, with smart workflows, there is no need to develop bespoke internal and external data bridges. This integration creates a system with high resiliency and integrity. In addition, the standardization by industry and function of these platforms, combined with the low-code functionality, helps to accelerate the implementation.

I have said that this new development [automation] has unbounded possibilities for good and for evil. For one thing, it makes the metaphorical dominance of the machines, as imagined by Samuel Butler, a most immediate and non-metaphorical problem. It gives the human race a new and most effective collection of mechanical slaves to perform its labor. Such mechanical labor has most of the economic properties of slave labor, although, unlike slave labor, it does not involve the direct demoralizing effects of human cruelty. However, any labor that accepts the conditions of competition with slave labor accepts the conditions of slave labor, and is essentially slave labor. The key word of this statement is competition. It may very well be a good thing for humanity to have the machine remove from it the need of menial and disagreeable tasks, or it may not. I do not know. It cannot be good for these new potentialities to be assessed in the terms of the market, of the money they save; and it is precisely the terms of the open market, the “fifth freedom,” that have become the shibboleth of the sector of American opinion represented by the National Association of Manufacturers and the Saturday Evening Post. I say American opinion, for as an American, I know it best, but the hucksters recognize no national boundary.

There is nothing in the manifestos of the Jana Sangh that has consistency or anything discernible as an economic ideology or any ideas about how Hindutva would influence the State. The manifestos are a collection of rambling and inchoate pronouncements. The Jana Sangh stood for mechanisation of agriculture and then immediately opposed it in 1954 (because the use of tractors would mean bullocks would get slaughtered). It wanted industry to calibrate its use of automation not based on efficiency but how many more individuals it could hire. It did not explain why a businessman should or would want to add cost rather than reduce it. In 1971 it said it wanted no automation in any industry except defence and aerospace. In 1954, and again in 1971, it sought to cap the monthly incomes of all Indians at Rs 2,000 and wanted the State to appropriate everything earned above that sum. It wanted residential bungalows to be limited to a size of 1,000 square yards.3 In 1957, it spoke of ‘revolutionary changes’ it would bring without saying what these were, and in the very next manifesto dropped the reference without explanation. All this is, of course, because they were responding to Congress manifestos of the time and had nothing real to offer of their own. Nor did they think they needed to: with a national voteshare that till 1989 was in the single digits, the party knew it would not be in power, would not need to implement a policy and, therefore, was free to say whatever came to mind. The Jana Sangh did not have any particular strategic view of the world and India’s place in it besides saying that India should be friends with all who were friendly and tough on those who were not. India should seek a place in the Security Council but there was no reference to why or what India’s role would be, or how its influence and strategic options would increase if it got this position. It offered no path for getting to the Security Council. Entitlement would apparently get India there.

Table Of Contents Introduction The Problem With Contracts The Smart Solution Distinctive Properties What You Need to Know What Is A Smart Contract? Blockchain and Smart Contracts Vitalik Buterin On Smart Contracts Digital and Real-World Applications How Smart Contracts Work Smart Contracts' Historical Background A definition of Smart Contracts The promise What Do All Smart Contracts Have in Common? Elements Of Smart Contracts Characteristics of Smart Contracts Capabilities of Smart Contracts Life Cycle Of A Smart Contract Why Are Smart Contracts Important? How Do Smart Contracts Work? What Does Smart Contract Code Look Like In Practice? The Structure of a Smart Contract Interaction with Traditional Text Agreements Are Smart Contracts Enforceable? Challenges With the Widespread Adoption of Smart Contracts Non-Technical Parties: How Can They Negotiate, Draft, and Adjudicate Smart Contracts? Smart Contracts and the Reliance on “Off-chain” Resources What is the "Final" Agreement Reached by the Parties? The Automated Nature of Smart Contracts Are Smart Contracts Reversible? Smart Contract Modification and Termination The Difficulties of Integrating Specified Ambiguity Into Smart Contracts Do Smart Contracts Really Guarantee Payment? Allocation of Risk for Attacks and Failures Governing Law and Location Best Practices for Smart Contracts Types Of Smart Contracts A Technical Example of a Smart Contract Smart Contract Use-Cases Smart Contracts in Action Smart Contracts and Blockchains In the Automobile Industry Smart Contracts and Blockchains in Finance Smart Contracts and Blockchains In Governments Smart Contracts And Blockchains In Business Management Smart Contracts and Blockchains in Initial Coin Offerings (ICOs) Smart Contracts and Blockchains In Rights Management (Tokens) Smart Contracts And Blockchains In NFTs - Gaming Technology Smart Contracts and Blockchains in the Legal Industry Smart contracts and Blockchains in Real Estate Smart Contracts and Blockchains in Corporate Structures - Building DAOs Smart Contracts and Blockchains in Emerging Technology Smart Contracts and Blockchains In Insurance Companies Smart Contracts and Blockchains in Finance Smart Contracts And Blockchains In Powering DEFI Smart Contracts  and Blockchains In Healthcare Smart Contracts and Blockchains In Other Industries What Smart Contracts Can Give You How Are Smart Contracts Created? Make Your Very Own Smart Contract! Are Smart Contracts Secure?

2. MIGRATE YOUR PRODUCT LEK had to move away from ‘standard’ strategy towards analysis of competitors. This led to ‘relative cost position’ and ‘acquisition analysis’. Your task is to find a unique product or service, one not offered in that form by anyone else. Your raw material is, of course, what you and the rest of your industry do already. Tweak it in ways that could generate an attractive new product. The ideal product is: ★ close to something you already do very well, or could do very well; ★ something customers are already groping towards or you know they will like; ★ capable of being ‘automated’ or otherwise done at low cost, by using a new process (cutting out costly steps, such as self-service), a new channel (the phone or Internet), new lower-cost employees (LEK’s ‘kids’, highly educated people in India), new raw materials (cheap resins, free data from the Internet), excess capacity from a related industry (especially manufacturing capacity), new technology or simply new ideas; ★ able to be ‘orchestrated’ by your firm while you yourself are doing as little as possible; ★ really valuable or appealing to a clearly defined customer group - therefore commanding fatter margins; ★ difficult for any rival to provide as well or as cheaply - ideally something they cannot or would not want to do. Because you are already in business, you can experiment with new products in a way that someone thinking of starting a venture cannot do. Sometimes the answer is breathtakingly simple. The Filofax system didn’t start to take off until David Collischon provided ‘filled organisers’ - a wallet with a standard set of papers installed. What could you do that is simple, costs you little or nothing and yet is hugely attractive to customers? Ask customers if they would like something different. Mock up a prototype; show it around. Brainstorm new ideas. Evolution needs false starts. If an idea isn’t working, don’t push it uphill. If a possible new product resonates at all, keep tweaking it until you have a winner. At the same time . . .

John, Heard about you while looking up Marketing Directors for major hospitals and love your backstory - incredible that you work as a volunteer firefighter as well. I specialize in iOS development for the healthcare industry. Recently, we built an app for Johns Hopkins that has increased their patient happiness rating by 75% through an automated dashboard. Interested in improving your patient happiness at Baylor? Let me know and I’ll send over some times to chat. Thanks, Alex

The second is the stressor to come – the much-heralded fourth industrial revolution where, according to some reports, up to 60 per cent of all jobs will become automated, and work as we know it will disappear. In the past, technological innovation was framed with optimism for huge improvements in standards of living, today the prevalent narrative seems one of fear and dystopia.

Now that you know what failure looks like, this is how you leave a lasting impression. The hiring manager needs to know what you can do for her. She’s looking for what you did, because that’s the best indication of what you can do for her. Depending on your years of experience, this can range: — from having mastered Microsoft Excel, including pivot tables and Vlookups, to writing VBA code to automating the work of your department and reducing cycle time 80%. — from how met your sales quota three years in a row to how you went to the Achievers Club five years in a row for exceeding quota by 25% or more, and — from organizing an industry conference for 100 guests to organizing and running five industry conferences where attendees numbered between five and ten thousand.

Joseph A. Schumpeter, the Harvard economist who in 1943 published the iconic Capitalism, Socialism, and Democracy. The seventh chapter of that work, entitled “The Process of Creative Destruction,” is for many academics a sacred text. “The process of creative destruction,” Schumpeter writes, “is the essential fact about capitalism. It is what capitalism consists in and what every capitalist concern has got to live in.” Creative destruction is an elegantly simple idea describing the industrial mutation of old structures into new ones. The department store evolves from and “creatively destructs” the country store; the auto industry evolves from and replaces the horse and buggy business, automation makes many factory and farm jobs obsolete but creates new jobs in information technology, engineering, healthcare, and biotech.

The scale shift of labour composition from the nineteenth to the twentieth centuries affected also the logic of automation, that is, the scientific paradigms involved in this transformation. The relatively simple industrial division of labour and its seemingly rectilinear assembly lines could easily be compared to a simple algorithm, a rulebased procedure with an ‘if/then’ structure which has its equivalent in the logical form of deduction. Deduction, not by coincidence, is the logical form that via Leibniz, Babbage, Shannon, and Turing innervated into electromechanical computation and eventually symbolic AI. Deductive logic is useful for modelling simple processes, but not systems with a multitude of autonomous agents, such as society, the market, or the brain.

The sixth wave will no doubt affect many industries, processes, and occupations, but many will remain largely untouched, at least in terms of automation: education, healthcare, sports and law-making for example. Artificial intelligence won’t replace doctors in the near future, but it will help them make better diagnoses and treatment decisions.

Nick Lightfoot holds the position of Vice President in Atlanta, GA. His expertise in automation, coupled with his exceptional business development and client relations skills, has contributed to the company's success. Having been a part of strategic acquisitions and executive management.

When robots and automation do our most basic work, making it relatively easy for us to be fed, clothed, and sheltered, then we are free to ask, “What are humans for?” Industrialization did more than just extend the average human lifespan. It led a greater percentage of the population to decide that humans were meant to be ballerinas, full-time musicians, mathematicians, athletes, fashion designers, yoga masters, fan-fiction authors, and folks with one-of-a-kind titles on their business cards. With the help of our machines, we could take up these roles—but, of course, over time the machines will do these as well. We’ll then be empowered to dream up yet more answers to the question “What should we do?” It will be many generations before a robot can answer that.

The Paisx GPL Interface triangulates prefix for suffix, implementing Rectangular Virtualization, while squaring off the base to derived like components Inna Pi Phi Xor Pipeline like Blockchain. Paisx or PiphiAISΦrtXor formulates the mathematical building blocks 11<1111<1, while emulating cognitive, affective, psychomotor domains, and managing knowledge reverse engineered by the inspiring videogame blizzard entertainment's Diablo. The open source code is so simple but complex that it puzzles the mind Inna ascii conversion cube, Pirandom > Circlet + Diadem × Ring > Itemizer + Abstracter. I developed this in knowing that the new web2.0 Metaverse is on the rise. We really needed to speed up the development of the videogame industry's storylines and graphics automation, while integrating the newer gaming experience with an option for block chaining new coins to invest in the marketplace.

A somewhat provocative example of the interconnections between the gaming industry and finance. A technologist working for a large London hedge fund hinted this to me in interview. Trained in computer science and engineering, this interviewee first worked as a network programmer for large online multiplayer games. His greatest challenge was the fact that the Internet is not instantaneous: when a player sends a command to execute in action, it takes time for the signal to reach the computer server and interact with the commands of other players. For the game to be realistic, such delays have to be taken into account when rendering reality on the screen. The challenge for the network programmer is to make these asymmetries as invisible as possible so that the game seem 'equitable to everyone.' The problem is similar in finance, where the physical distance from the stock exchange's matching engines matters tremendously, requiring a similar solution to the problem of latency: simulating the most likely state of the order book on the firm's computers in order to estimate the most advantageous strategies or the firm's trading algorithms. Gaming and finance are linked not through an institutional imperative of culture or capital - or even a strategy, as such - but rather through the more mundane and lowly problems of how to fairly manage latency and connectivity.

Look for industries where technology can reduce high transaction costs or remove high-cost gatekeepers. In many cases, you’re looking for transactions that can be automated and run by algorithms. The more you can use technology to reduce transaction costs, the more opportunity you’ll have to add value to both sides. The ultimate goal is to remove entire steps from the transaction. Remember, transaction costs aren’t always about money. They also include time and effort, among other things.

Years later I asked Herb why he believed in our company at a time when nobody else did. I pointed out that, at the time, Allen & Company wasn’t very involved in technology, let alone data center automation. Herb replied, “I didn’t understand anything about your business and I understood very little about your industry. What I saw was two guys come visit me when every other public company CEO and chairman was hiding under their desk. Not only did you come see me, but you were more determined and convinced you would succeed than guys running giant businesses. Investing in courage and determination was an easy decision for me.” That’s how Herb Allen does business. And that’s why, if given the chance, you’d be a fool not to do business with Herb.

In an age of extreme automation and globalization, how can the 90 percent for whom income is stagnant or falling respond? For the Tea Party, the answer is to circle the wagons around family and church, and to get on bended knee to multinational companies to lure them to you from wherever they are. This is the strategy Southern governors have used to lure textile firms from New England or car manufacturers from New Jersey and California, offering lower wages, anti-union legislation, low corporate taxes, and big financial incentives. For the liberal left, the best approach is to nurture new business through a world-class public infrastructure and excellent schools. An example is what many describe as the epicenter of a new industrial age: Silicon Valley—with Google, Twitter, Apple, and Facebook—and its environs, as well as the electric car and solar industries. The reds might be the Louisiana model, and to some degree, the blues are the California one.

We are the ones who saw how perpetual motion, as realized by the Worker-Factory-Mechanic, could be the vanguard of an equitable future. All that was needed was a raw material capable of matching AI's tireless pace. We found it in that bountiful gift that comes from our dear Mother Earth: industrial-grade hemp.

As the Fourth Industrial Revolution continue to evolve, the winners will be those who are able to quickly adapt to change, upskill themselves and fully participate in entrepreneurship and innovation-driven ecosystems, providing new business models and ideas rather than those who can only bring certificates to the table or only offer low-skilled labor.

Certificates are no longer a guaranteed ticket to success. You can do more today with your life having just an internet connection; and that’s an opportunity our parents and grandparents never had.

Disrupt Yourself Or Be Disrupted is a book that provides you with ready-to-implement pragmatic blueprints for personal transformation, unconventional thinking and helps you look at the world through a fresh lens, one that turns assumptions and conventions upside down.

As we boldly enter the new decade, we need to make sure that we do so in a way that fosters individual talents and preserves the entrepreneurial spirit rising in Africa; as young people are rising as risk-takers, inventors, disruptors and thought leaders.

The Fourth Industrial Revolution is not about new Apps or new technologies. It is about a new era, new ways of thinking and new ways of doing business.

In the past, businesses were built on the brick and mortar model, transactions were done in triplicate, using carbon paper, and success was based on educational background and certificates. Fast forward to today. The internet, connectivity and emerging technologies have completely changed the game. To compete and survive in this new era requires a disruptive approach.

Those who don’t adapt become victims of disruption, trapped in the downward spiral of recycling their problems.

At some point, something or someone is going to disrupt your entire life. Shouldn't it be you? The ability to disrupt yourself is critical in today’s volatile economic environment that's changing faster and more furiously than ever.

In a world where everything is connected, where machines can talk, learn and mimic humans, a world where machines are employable, where performance is at its peak, innovation at its finest and job loss at its highest. There is only one spot left to transform and that is YOU.

Disrupt Yourself Or Be Disrupted provides answers that translate far-future thinking into insights and strategies to stay relevant and unlock opportunities in the Fourth Industrial Revolution.

You cannot stop the Fourth Industrial Revolution but you can influence its direction and impact in your life.

The Fourth Industrial Revolution does bring a sense of gloom and doom but don’t focus on the threats; focus on the opportunities!

Our world is changing fast, but all is not lost in the race to automation. With the rise of the robotic, the focus is shifting from people power to intellectual capital. With or without a certificate, a disruptor’s mind can foresee limitless opportunities in the newly emerging economy. You can create your own path using the power of the internet.

The future will not seem so scary if talent is put to use.