What AI Practitioners Could Learn From A 1989 MIT Dissertation

Child at laptop

More than thirty years ago, Fred Davis developed the Technology Acceptance Model (TAM) as part of his dissertation at MIT. It’s one of the most widely cited papers in the field of technology acceptance (a.k.a. adoption). Since 1989, it’s spawned an entire field of research that extends and adds to it. What does TAM convey and how might today’s AI benefit from it?

TAM is an intuitive framework. It feels obvious yet powerful and has withstood the test of time. Davis started with a premise so simple that it’s easy to take it for granted: A person will only try, use and ultimately adopt technology if they are willing to exert some effort. And what could motivate users to expend this effort?

He outlined several variables that could motivate users, and many researchers have added to his list over the years, but these two variables are the ones that were most important: 1. Does it look easy to use? 2. Will it be useful? If the learning curve doesn’t look too steep and there’s something in it for them, a user will be inclined to adopt. Many researchers have added to this foundation over the years. For example, we’ve learned that a user’s intention can also be influenced by subjective norms.

We’re motivated to adopt new tech at work when senior leadership thinks it’s important. Perceived usefulness can also be influenced by image, as in, “Does adopting this tech make me look good?” And lastly, usefulness is high if relevance to the job is high.

TAM can be a powerful concept for an AI practitioner. It should be front-of-mind when embedding AI in an existing tool or process and when developing an AI-first product, as in, one that’s been designed with AI at the center of its functionality from the start. (Think Netflix.) Furthermore, AI can be used to drive adoption by levering TAM principles that increase user motivation.

Making AI more adoptable

With the proliferation of AI in sales organizations, AI algorithms are increasingly embedded in tools and processes leveraged by sales representatives and sales managers. Adding decision engines to assist sales representatives is becoming increasingly common. A sales organization may embed models that help determine a customer’s propensity to buy or churn, recommend next best actions or communications and more. The problem is, many of these initiatives don’t work because of a lack of adoption.

TAM can help us design these initiatives more carefully, so that we maximize the chances of acceptance. For example, if these models surface recommendations and results that fit seamlessly into reps’ tools and processes, they would perceive them as easy to use.

And if the models make recommendations that help a sales person land a new customer, prevent one from leaving and help them upsell or cross-sell when appropriate, reps would perceive them as useful. In other words, if the AI meets employees where they are and offers timely, beneficial support, adoption becomes a no-brainer.

We also see many new products and services that are AI first. For these solutions, if perceived ease of use or perceived usefulness are not high, there would be no adoption. Consider a bank implementing a tech-enabled solution like mobile check deposits. This service depends on customers having a trouble-free experience.

The Newark airport’s global entry system uses facial recognition to scan international flyers’ faces. It’s voluntary, and the experience is fantastic. The kiosk recognizes my face, and a ticket is printed for me to take to the immigration officer. Personally, I find this AI-first process a better experience than the previous system that depended on fingerprints, and now I will always opt for the new one.

Using AI to drive adoption

And perhaps counter intuitively, what if AI was used to drive elements of TAM within existing technology? Can AI impact perceived usefulness? Can AI impact perceived ease of use? Consider CRM. It has been improved and refined over the years and is in use within most sales organizations, yet the level of dissatisfaction with CRM is high and adoption remains a challenge.

How can AI help? A machine learning algorithm that uses location services can recommend that a rep visit a nearby customer, increasing the perceived usefulness of their CRM solution. Intelligent process automation can also help reps see relevant information from a contracting database as information on renewals are being entered. Bots can engage customers on behalf of the representatives to serve up more qualified leads. The possibilities are numerous. All these AI features are designed to ensure that CRM lives up to its promise as a source of value to the sales representative.

Outside of sales, consider patients. In the past few years, many new technologies have been introduced to help diabetics. Adoption of this technology is critical to self-management, and self-management is critical to treating the disease. For any new technology in this space, patients need to see that it’s useful to them.

AI can play a role in gathering information such as glucose levels, activity and food intake and make recommendations on insulin dosing or caloric intake. Such information gathering could go a long way toward reducing the fatigue that diabetics feel while they make countless health and nutrition decisions throughout the day.

AI’s algorithmic nature makes it easy to forget that it’s another technology and that it can aid technology. Its novelty can convince us that everything about it is new. TAM holds up because it’s intuitive, straightforward and proven. While we boldly innovate a path forward in the world of AI, shed convention and think like a disruptor, let’s keep an eye on our history too. There’s some useful stuff in there.

Follow me on Twitter or LinkedIn. Check out my website.

Arun provides strategy and advisory services, helping clients build their analytics capabilities and leverage their data and analytics for greater commercial effectiveness. He currently works with clients on a broad range of analytics needs that span multiple industries, including technology, telecommunications, financial services, travel and transportation and healthcare. His areas of focus are AI adoption and ethics, as well as analytics organization design, capability building, AI explainability and process optimization.

Source: What AI Practitioners Could Learn From A 1989 MIT Dissertation

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Six Reasons For More Aussie Women To Join The Tech Industry

The significance of gender diversity in the workplace is no secret and nowhere is the gender divide more apparent than in the tech sector.

This has long-term implications for the tech sector as studies show that the more diverse perspectives there are in the room, the better the ideas, outcomes and ultimately the bottom line.

The recent Women in STEM Decadal Plan found only 27 per cent of girls in Australia are likely to undertake science, technology, engineering and mathematics subjects in school – the lowest of all Asia-Pacific countries.

“The future of work will be dominated by STEM, but there is a huge shortage of these skills in Australia, with many organisations looking overseas to hire top tech talent,” says Rachel Gately, Co-Founder of Australian advanced machine learning company, Trellis Data. “The IT industry has long been dominated by men, but with digital technologies becoming more prevalent, there’s never been a better time for women to consider a job in the tech sector.”

If you’re thinking about a career in tech, here are six things you need to consider:

Financial stability

The technology sector often tops lists for high salaries and job opportunities – Seek’s latest data found ICT had the jobs with the highest pay in Australia. With COVID-19 forcing organisations to embrace digital, technology jobs are now in a stronger position compared to many other industries. The Federal Government is also investing over one billion dollars in the nation’s technology and innovation capabilities, so not only is there good money but job security is also assured. With strong demand for tech talent, there is more scope for women to build a career and progress quickly.

Work-life balance

There’s been a significant shift in work culture in recent years, with parents sharing responsibilities and employees expecting better work-life balance. Businesses now offer greater support for women, allowing them to work from home, part-time, or even providing on-site childcare.

Workplace flexibility has also accelerated over the last 12 months due to the pandemic. This means there is greater opportunity for women to not just enter the tech industry, but to reach senior positions.

According to Gately, “Providing work-life balance is no longer a perk for employers but a must-have. We encourage staff to work the hours that they’re most productive. Some leave work early to coach their kids in sport or pick-up kids from school. Others start late because they prefer to work later. Having women in leadership ensures this attitude towards flexibility is ingrained in company culture.”

Technology needs women

Despite a growing number of jobs in STEM, only a quarter of graduates in technology in the developed world are female – even though more women have degrees than men. So, there is a huge window for women to bridge the gender divide. Science has also found that women have higher intuitiveness and empathy than men, which are traits often missing when developing tech products – female led innovation creates tech with more people in mind. In fact, women are found to be better at connecting tech with business outcomes – according to Fortune, women-led companies have historically performed three times better than those with male CEOs.

Never get bored

We know that technology moves fast. The World Economic Forum’s Future of Jobs report found 65 per cent of children starting primary school now, will have jobs that don’t exist yet. This digital future means there is always something new to learn, and scope to get creative to find new solutions. “A career in tech means you’ll never be bored,” says Gately. “We’re always looking for fresh ideas, so my staff have creative freedom to invent and discover new things in technology and machine learning – we specifically set aside time for this each week. It helps foster an environment where people can constantly learn and where everyone has a voice.”

Change the world

Emerging technologies like artificial intelligence, machine learning, and the internet of things aren’t just transforming businesses but also being used to improve lives. In Russia, Impulse Neiry is using world-first neural interfaces to detect neurological disorders like Alzheimer’s several years in advance, and NASA technology is being used to conserve endangered whale sharks. Tech companies such as Google are also now leading investments in clean energy. There are so many ways to help people, animals and the planet using tech, and women have the potential to be a part of it.

Empower other women

According to a Microsoft survey, girls in the US consider tech careers at age 11 but lose interest soon after, with many blaming a lack of female mentors and gender diversity. With more women taking on STEM roles, we have the power to challenge the status quo and increase the voices of women in the industry. By considering a career in tech, you can empower more young girls to get involved. As a woman in tech, you have the opportunity to present in public forums, share your story with others and raise your profile in the industry.

Rachel Gately

Rachel Gately is the Co-Founder and Director of Operations at Trellis Data, a leading Australian advanced Machine Learning firm.

Keep up to date with Dynamic Business on LinkedInTwitterFacebook and Instagram.

Source: Six reasons for more Aussie women to join the tech industry – Dynamic Business

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Japan Is Innovating Mobility As A Service And Creating A $61 Billion Market

Japanese trains are famous for cleanliness and punctuality. If a bullet train is five minutes late, it’s national news. Railway companies also operate large station shopping complexes and have played a major role in the growth of Japanese cities. But their bottom line is overshadowed by shrinking ridership due to the declining population. To compensate, they’re trying to address passenger concerns about the coronavirus while making it easier for tourists, women and elderly people to get around. That’s where a uniquely Japanese effort to promote mobility as a service (MaaS) comes in.

Made-in-Japan mobility

MaaS is sometimes thought of as on-demand transport such as ride-hailing services or vehicle sharing, but it’s more than that. According to Japan’s Ministry of Land, Infrastructure, Transport and Tourism, MaaS is a system of search, reservation, payment, etc. that optimally combines multiple public transportation and other travel services in response to the travel needs of each local resident or traveler on a trip-by-trip basis. It is an important means that contributes to improving the convenience of travel and solving local issues by coordinating with non-transport services at destinations such as tourism and medical care.

The ministry is promoting MaaS, leveraging Japan’s transportation expertise, including the ability to move millions of people every day around large cities like Tokyo quickly, efficiently and on time, to further improve mobility in Japan. Public and private interest in MaaS in Japan has sparked expectations of major growth: in 2019, Yano Research Institute forecast the domestic MaaS market will hit 6.3 trillion yen ($61 billion) in 2030, up from 84.5 billion yen ($813 million) in 2018 and growing 44.1% annually from 2016.

In 2019, the Japanese government began to work on MaaS policies in earnest. They emphasize the need for data sharing to build standardized MaaS rules and platforms. They also stress the need to realize efficient mobility services by connecting a variety of mobility mode and infrastructure data, wider implementation of cashless payments and subscriptions with destination service-related data. In addition, they focus on new services provided by new types of vehicles. These include AI-equipped vehicles for on-demand transportation, electric small mobility vehicles, and self-driving mobility services. Japan is using this approach to cultivate its own spin on the concept, known as Japan MaaS.

“Japan differs from the West in that its public transit systems are predominantly run by the private sector,” says Tsuchida Hiromichi, director of the ministry’s Mobility Service Promotion Division. “This means different players can work together to make MaaS as efficient as possible.”

In a regional approach to promoting MaaS, the ministry is working with local governments and private-sector companies. The aim is both to improve transportation options for local residents, especially elderly people in rural areas, and to make it easier for foreign visitors to get around to parts of the country that are off the beaten path for travelers.

MaaS is already taking root in different regions of Japan, says Tsuchida. In Fukuoka City and Kitakyushu City, Toyota Motor and Nishi-Nippon Railroad (Nishitetsu) launched a multi-modal smartphone mobility service called “my route” that lets users plan an outing by inputting a destination and then selecting from different routes and means of travel, including walking, buses, trains and taxis. The app has payment services as well as destination information such as restaurants and cafes. It entered full service last year, and joins a nascent MaaS infrastructure in Japan including popular apps that help commuters navigate complex transit networks in big cities.  

“Japan has many transportation players, with competition resulting in better services,” says Tsuchida. “That’s why transportation in Japan is punctual and safe and has broad coverage. Each of these aspects is sophisticated in and of itself but by combining them, MaaS in Japan has great potential.”

Creating a MaaS market

Hidaka Yosuke worked as a train driver, conductor and maintenance specialist for 12 years before he decided to become an entrepreneur by setting up his own company dedicated to rethinking transportation. Established in 2018, MaaS Tech Japan creates solutions that maximize the value of MaaS for companies and governments. It compiles big data on transport and payments and develops white label apps for MaaS.

“As a train driver, I worked in rural areas with many old people facing mobility challenges,” says Hidaka, who drove trains on the 575-km Tohoku Main Line and other JR East lines before becoming CEO of MaaS Tech Japan. “I became convinced that the rapidly aging society is not a problem that one company alone can solve.”

MaaS Tech Japan is a data integrator collaborating with transportation players to provide mobility solutions. It works with private companies and local governments including the prefectures of Tokyo and Hiroshima as well as Kamishihoro Town, Hokkaido and Kaga City, Ishikawa. It combines various kinds of data related to hundreds of providers such as rail and taxi operators, and conducts simulations on passenger flows to show clients how their transportation needs can best be served.

For instance, it has cooperated with the Tokyo Metropolitan Government to suggest ways of easing congestion on mass transit systems to mitigate spread of the coronavirus. It has also proposed ways in which Kaga City can use mobility solutions to help elderly people get around and to help tourists discover lesser-known attractions such as its hot springs. Aside from local governments, MaaS Tech Japan is partnering with the state-backed New Energy and Industrial Technology Development Organization (NEDO), Microsoft Japan, Tokio Marine Nichido and other players eager to promote MaaS.

The startup is also looking to incorporate MaaS solutions involving autonomous vehicles, energy savings and smart cities.

man sitting in office chair

“Aside from the challenges of aging populations and coronavirus, we want to help tackle climate change and the need to decarbonize the economy because this is all part of the smart city,” says Hidaka. “We want to work with businesses, consumers and governments because collaboration is the key to a solution for mobility. We aim to make a strong contribution in this area.”

Note: All Japanese names in this article are given in the traditional Japanese order, with surname first.

To learn more about MaaS Tech Japan, click here (website in Japanese).

To learn more about MaaS policy by the Ministry of Land, Infrastructure, Transport, and Tourism, click here (website in Japanese).

Japan

Japan

Japan is changing. The country is at the forefront of demographic change that is expected to affect countries around the world. Japan regards this not as an onus but as a bonus for growth. To overcome this challenge, industry, academia and government have been moving forward to produce powerful and innovative solutions. The ongoing economic policy program known as Abenomics is helping give rise to new ecosystems for startups, in addition to open innovation and business partnerships. The Japan Voice series explores this new landscape of challenge and opportunity through interviews with Japanese and expatriate innovators who are powering a revitalized economy. For more information on the Japanese Government innovations and technologies, please visit https://www.japan.go.jp/technology/.

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Prime Minister’s Office of Japan

Through innovation, Japan is offering solutions to various challenges that the world faces. Watch the “INNOVATION JAPAN” series and get inspired. Innovation Japan https://www.japan.go.jp/technology/in… _______________ Prime Minister’s Office of Japan YouTube Channel is operated by the Government of Japan. □JapanGov https://www.japan.go.jp/https://www.facebook.com/JapanGov/https://twitter.com/japangov/ □Prime Minister’s Office of Japan and His Cabinet http://japan.kantei.go.jp/index.htmlhttps://www.facebook.com/Japan.PMOhttps://twitter.com/JPN_PMO

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With Toyota’s Help, This Secretive Entrepreneur May Finally Give Us Flying Cars

JoeBen Bevirt first thought about building an airplane that could take off and land like a helicopter in second grade while trudging up the 4.5-mile road to his family’s home in an off-grid hippie settlement among the redwoods in Northern California. “It was a lonnnnng hill,” Bevirt says, laughing. “It made me dream about a better way.” 

Four decades later, Bevirt is closing in on that goal. On a ranch outside Santa Cruz, the surfing mecca near where he grew up, Bevirt has secretively developed an electric airplane with six tilting propellers that he says can carry a pilot and four passengers 150 miles at up to 200 miles per hour, while being quiet enough to disappear among the hum of city life. He envisions the as-yet-unnamed aircraft, which experts speculate could cost $400,000 to $1.5 million to manufacture, as the foundation for a massive rooftop-to-rooftop air-taxi network—one he plans to build and run himself. His aspiration is to free urbanites from snarled roads and save a billion people an hour a day at the same price (he hopes) as an UberX ride, or roughly $2.50 a mile. 

It sounds crazy, but Bevirt, 47, has some powerful believers. Toyota pumped roughly $400 million into his Joby Aviation in January, joining investors including Laurene Powell Jobs’ Emerson Collective and Jeff Skoll’s Capricorn Investment Group, the latter of which was also an early Tesla backer. In all, Joby has raised $745 million, most recently at a valuation of $2.6 billion. Toyota CEO Akio Toyoda told Bevirt he hopes, through Joby, to realize the flying-car dreams of his grandfather Kiichiro, Toyota Motors’ founder, who developed aircraft before World War II. Toyota engineers are refining components of Joby’s aircraft to make it easier to build on a mass scale more akin to the auto industry than aviation, and helping Bevirt set up a factory in Monterey County where he plans to produce thousands of aircraft a year.

Joby is the best-funded and most valuable of an explosion of startups leveraging advances in batteries and electric motors to try to wean aviation off fossil fuels and create new types of aircraft, including autonomous ones, to serve as air taxis. No one knows how big the industry could get—or if it will get off the ground at all—but Wall Street is spitballing some big numbers. One report from Morgan Stanley estimates the category could generate $674 billion a year in fares worldwide by 2040. 

“If we can fly, we can turn our streets into parks and fundamentally make our cities much nicer places to live in,” Bevirt says. 

Dreamers have been trying (and failing) to build flying cars for 100 years. Skeptics think Joby and its competitors are still at least a decade too early: Today’s best batteries pack 14 times less usable energy by weight than jet fuel. Given how much brute power is needed to propel an aircraft straight up, they say, until batteries improve, electric air taxis will have too little range and carrying capacity to make business sense. Then there’s the tough task of convincing regulators they’ll be safe to fly. 

Bevirt says he can produce a viable, safe aircraft now with top-of-the-line lithium-ion battery cells that currently power electric cars. And Joby is the only startup to commit to Uber’s ambitious timeline of launching an urban air-taxi service in 2023. Bevirt says he’s on track to win safety certification from the Federal Aviation Administration that year, which would likely make Joby the first electric air-taxi maker to clear that daunting hurdle. 

Bevirt was raised in a back-to-the-land community in which he got an early education in engineering, helping fix farm equipment and building homes alongside his father, Ron Bevirt, who was one of the LSD-tripping Merry Pranksters back in the 1960s. (JoeBen is named after a character in Sometimes a Great Notion, written by Pranksters ringleader Ken Kesey, famous for One Flew Over the Cuckoo’s Nest.

As an adult, Bevirt re-created that community with a decidedly capitalistic twist on his secluded 440 acres of woodlands and meadows overlooking the Pacific. The sprawling property, which he purchased with the proceeds from selling earlier businesses—Velocity11, which built liquid-handling robots used for testing potential drugs, and the company behind GorillaPod, a flexible camera tripod—includes a former quarry where Bevirt conducted early test flights. Employees have lived in small cottages on the property and built houses nearby. Before locking in on developing an aircraft, he incubated other startups there, with everyone working together in a cavernous barn. Bevirt started an organic farm to feed them, with chickens and bees yielding eggs and honey. 

The environment bred a tight-knit team – some Joby Aviation staffers start their day surfing together and end it with pizza parties around an outdoor oven. Group meetings are punctuated by choruses of “woots.”

“It’s a high-fiving, hugging culture, and that really flows from JoeBen,” says Jim Adler, managing director at Toyota AI Ventures, who convinced his colleagues to invest in Joby in 2017. “He’s high-energy, and it’s contagious.” 

While Joby is participating in Uber’s aerial ride-sharing plans, a big part of Bevirt’s business model involves running his own ride-sharing network. That helped attract investors. “If it was just a vehicle, I would not have been moved to invest if there wasn’t a service wrapped around it,” Adler says. 

Building the required landing pads, booking software and other infrastructure, though, will require a lot more cash—and patience—from investors. Joby has no plans to sell its aircraft outside of building its own fleet, further delaying the day when investors can recoup the billions that will likely be needed to scale up. 

Joby’s five-seat design boosts its revenue potential for ride sharing compared to the smaller, more mechanically simple two-seat multicopters being developed by Germany’s Volocopter and China’s EHang. The downside of Joby’s size: weight. A big part of that heft comes from the batteries, and it’s unclear if they’ll have enough juice to do the job, according to modeling by the lab of Carnegie Mellon battery expert Venkat Viswanathan, based on aircraft specs Bevirt shared with Forbes. 

For Joby to achieve the 150-mile range it says the 4,800-pound gross weight aircraft is capable of (but has yet to achieve in flight testing), plus FAA-required reserves, Viswanathan’s team estimates it needs a 2,200-pound battery pack. Subtracting 1,000 pounds for five passengers leaves only 1,600 pounds for the airframe, seats and avionics—a slim 33% of gross weight. That’s 35% lower than any certified production airplane. The upshot: Either Joby has built an unprecedentedly light and efficient airframe, as Bevirt maintains, or its range will turn out to be lower. (For more details on Joby’s batteries, click here.) Another concern: Getting approval from the FAA might require safety tweaks that weigh it down. 

“What we’re doing, it’s an insanely hard undertaking,” Bevirt says. “Not only the technical challenge of the aircraft [but] then changing the way everyone on Earth moves around on a daily basis.”  

See also: ‘Has Joby Cracked The Power Problem To Make Electric Air Taxis Work?’

Get Forbes’ daily top headlines straight to your inbox for news on the world’s most important entrepreneurs and superstars, expert career advice, and success secrets.

Joby’s five-seat design boosts its revenue potential for ride sharing compared to the smaller, more mechanically simple two-seat multicopters being developed by Germany’s Volocopter and China’s EHang. The downside of Joby’s size: weight. A big part of that heft comes from the batteries, and it’s unclear if they’ll have enough juice to do the job, according to modeling by the lab of Carnegie Mellon battery expert Venkat Viswanathan, based on aircraft specs Bevirt shared with Forbes. 

For Joby to achieve the 150-mile range it says the 4,800-pound gross weight aircraft is capable of (but has yet to achieve in flight testing), plus FAA-required reserves, Viswanathan’s team estimates it needs a 2,200-pound battery pack. Subtracting 1,000 pounds for five passengers leaves only 1,600 pounds for the airframe, seats and avionics—a slim 33% of gross weight. That’s 35% lower than any certified production airplane. The upshot: Either Joby has built an unprecedentedly light and efficient airframe, as Bevirt maintains, or its range will turn out to be lower. (For more details on Joby’s batteries, click here.) Another concern: Getting approval from the FAA might require safety tweaks that weigh it down. 

“What we’re doing, it’s an insanely hard undertaking,” Bevirt says. “Not only the technical challenge of the aircraft [but] then changing the way everyone on Earth moves around on a daily basis.”  

See also: ‘Has Joby Cracked The Power Problem To Make Electric Air Taxis Work?’

Get Forbes’ daily top headlines straight to your inbox for news on the world’s most important entrepreneurs and superstars, expert career advice, and success secrets.Jeremy Bogaisky

I help direct our coverage of autos, energy and manufacturing, and write about aerospace and defense. Send tips to jbogaisky[at]forbes.com

Joby’s five-seat design boosts its revenue potential for ride sharing compared to the smaller, more mechanically simple two-seat multicopters being developed by Germany’s Volocopter and China’s EHang. The downside of Joby’s size: weight. A big part of that heft comes from the batteries, and it’s unclear if they’ll have enough juice to do the job, according to modeling by the lab of Carnegie Mellon battery expert Venkat Viswanathan, based on aircraft specs Bevirt shared with Forbes. 

For Joby to achieve the 150-mile range it says the 4,800-pound gross weight aircraft is capable of (but has yet to achieve in flight testing), plus FAA-required reserves, Viswanathan’s team estimates it needs a 2,200-pound battery pack. Subtracting 1,000 pounds for five passengers leaves only 1,600 pounds for the airframe, seats and avionics—a slim 33% of gross weight. That’s 35% lower than any certified production airplane. The upshot: Either Joby has built an unprecedentedly light and efficient airframe, as Bevirt maintains, or its range will turn out to be lower. (For more details on Joby’s batteries, click here.) Another concern: Getting approval from the FAA might require safety tweaks that weigh it down. 

“What we’re doing, it’s an insanely hard undertaking,” Bevirt says. “Not only the technical challenge of the aircraft [but] then changing the way everyone on Earth moves around on a daily basis.”  

See also: ‘Has Joby Cracked The Power Problem To Make Electric Air Taxis Work?’

Get Forbes’ daily top headlines straight to your inbox for news on the world’s most important entrepreneurs and superstars, expert career advice, and success secrets.Jeremy Bogaisky

I help direct our coverage of autos, energy and manufacturing, and write about aerospace and defense. Send tips to jbogaisky[at]forbes.com

Jeremy Bogaisky

I help direct our coverage of autos, energy and manufacturing, and write about aerospace and defense. Send tips to jbogaisky[at]forbes.com

.

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Santa Cruz Works

JoeBen Bevirt from Joby Aviation at The Second Annual – Titans of Tech on Jan. 25, 2018. http://santacruzworks.orghttp://www.jobyaviation.com Filmed by Bitframe Media – https://www.bitframemedia.com

Want Influence? Use Intelligent Curiosity

One of the most beneficial skills entrepreneurs can develop is how to apply intelligent curiosity to everyday situations. Even better is to develop situational awareness alongside the skill of intelligent curiosity. Situational awareness is commonly taught in law enforcement. It’s where you are consciously aware of what’s going on around you. It’s a 360-degree awareness of both threats and opportunities. An example of this strategy is to sit with your back to a wall or in a position where you can see everything and everyone around you.

With a high level of awareness, you are more prepared to recognize opportunities others will walk right past. However, “seeing” opportunities is not enough. Being curious enough to investigate those opportunities is where entrepreneurial success is often found. This is where the application of intelligent curiosity comes into play.

Intelligent curiosity is directed, focused, strategic, and intentional. It is not conventional curiosity where we find things to be “interesting.” It’s where we become deeply interested in not only what’s directly in front of us, but pay attention to the periphery — the edges around the focus of our desire that very likely impact or influence it. This is called edge learning, and intelligent curiosity is a key element of it.

Related: Curiosity Is the Key to Discovering Your Next Breakthrough Idea

As an example, an entrepreneur’s focus might be on the development of a single product or service. An edge learner widens their lens to see what other opportunities this product or service might create or what threats there may be against the development of the product or its need in the marketplace. This wide-angle lens creates situational awareness. Are there accessories that might make the product or service more useful such as protective cases for mobile phones? Are there other uses for the product that requires a different type of marketing? 

Proctor & Gamble launched Febreze as a spray that could remove bad smells such as cigarette smoke or pet odors from fabric. It bombed. People who live with bad smells every day aren’t often aware of them. Developers decided instead to add a perfume to the product and market it as a spray to be used after cleaning. Instead of an “odor eliminator,” it sold well as an “air freshener.”  

Those who develop and use intelligent curiosity are more successful entrepreneurs and they often become recognized as thought leaders. Having worked with and studied dozens of thought leaders in today’s marketplace, I’ve noted their high levels of intelligent curiosity. They’re always asking questions, seeking knowledge from everyone they encounter. No matter their industry or level of financial success, they’re always on the alert. They tune in to what I call their “frequency of greatness,” their ability to dial into the problems and solutions, and ask questions such as, “What caused that to happen?” “Why was that the best solution?” “Who or what was impacted by that situation and in what ways?” 

Legendary thought leaders like master sales trainer Tom Hopkins and business expert Sharon Lechter dispense volumes of wisdom to entrepreneurs worldwide, but when I first sat down with them, they wanted to know about my experiences and what I was focused on and why. They exercise intelligent curiosity in every encounter. Working with Tom taught me that he practices what he teaches, “When you’re speaking, you can only deliver what you already know. When you ask questions of others, you are learning — gaining new knowledge that allows you to better understand them and their needs.”

Implementing strategies of intelligent curiosity can help entrepreneurs more fully enjoy the roller coaster ride of business. It allows them to open their minds to new ideas, to pivot, transition and adapt as the marketplace requires. In fact, the edge learning skill of intelligent curiosity will lead them to celebrate the inevitable challenges or failures and capitalize on them. 

Rather than walking away from stumbling blocks, they’ll learn who put the blocks there and why. The knowledge gained from intelligent curiosity will help them to move the blocks out of the way, climb over them or, on some occasions, choose an entirely different path. 

As a former private investigator, intelligent curiosity was instrumental in my success. When I would get a case, I would work diligently to explore multiple avenues to get the answers I needed. I’d allow myself to fall down the occasional rabbit hole in doing so. Being open to many different possibilities helped me to uncover the truth. My law-enforcement background taught me to tune in to valuable information through my eyes and ears. I discovered more through listening and through what is known as kinesthetic sense — how our muscles and organs of our bodies react. Heightening awareness allows us to quickly understand much about how others are feeling and how they might react to situations.

Intelligent curiosity is a learnable skill; it requires a commitment to the craft and ongoing practice. But do not mistake it for an add-on or luxury skill. It’s vital to your success in all areas of life. It provides the insights necessary for envisioning innovation. It will help you recognize when to put ideas across, when to act and when not to act.  

Related: Cultivating Curiosity Is What Drives Innovation

Intelligent curiosity goes against the grain of our own tendencies because of the depths it can take us to. Our innate curiosity desires quick answers and simple solutions. But that is not often what’s required of success. More often, success is not a product of doing what everyone else would do — success is mutant behavior. You cannot follow normal processes and become largely successful. Those processes may work for a short time, but without constant innovation, they will inevitably become outdated and fail or fade over time. Intelligent curiosity drives people to act and think creatively, be more attentive and thereby create new ways of knowing. Ultimately, the results of intelligent curiosity are the origin of success. 

By: Lisa Patrick Entrepreneur Leadership Network Writer

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Here’s What Banks Can Learn From Innovative Providers Reaping ROI From Personal Finance Management Tools

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Personal finance management (PFM) tools can allow banks to create highly personalized customer experiences and, in turn, drive revenue and retention.

The diversity of today’s PFM market illustrates the value that a wide range of providers see in developing such offerings, but its promise — PFM was lauded as the future of banking for over a decade — has long failed to materialize for most incumbent banks as well as consumers. PFM user share plateaued at between 10% and 12% as of 2017, the most recently available data, per Celent.

This plateau is the result of several design flaws that made earlier iterations of PFM tools unengaging. These include only showing users their financial data without providing actionable insights, personalized financial advice, or tools to manage their finances more easily; poor user experience (UX) due to many banks’ PFM functionalities being confined to separate tabs to better track engagement metrics; and limited data sharing before open banking regulations (in some jurisdictions), making personalization difficult to achieve due to incomplete financial data for each user.

Today’s most sophisticated PFM features, however, can give users maximal control of their finances while requiring little effort on users’ end through advances in AI, smart analytics, automation, and regulations like open banking. A new breed of PFM providers is drawing on these developments to roll out features that are more insightful, accurate, and predictive than before, making them a powerful tool for getting consumers to engage with their finances in a meaningful way. Customers are responding to this upgraded version of PFM, and banks need to pay attention or they’ll risk eroding customer engagement and loyalty. As customers engage with their finances more meaningfully, banks can translate this increased engagement into more revenue.

In the Personal Finance Management Disruptors report, Business Insider Intelligence gives an overview of the major categories of players shaping the PFM market today. We continue by outlining some best practices for banks looking to upgrade their PFM offerings, based on exclusive interviews conducted with seven leading PFM providers.

We then present the PFM Digital Maturity Model to show banks and other providers the standards they should be aiming for as they build new PFM features to satisfy customers. We continue by making the case for why banks should reinvest in PFM, and why they can’t afford not to. Then, we examine eight sophisticated PFM features we believe are bringing significant value to customers and banks today, enriched through our interviews with the companies providing them.

The companies mentioned in this report include: Cleo AI, Greenlight, Meniga, Minna Technologies, N26, Personal Capital, Personetics, and Strands. Here are some of the key takeaways from the report: PFM tools allow financial services providers to create highly personalized customer experiences and drive revenue and retention ……

Read more : Business Insider

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Igniting Passion And Diversity In STEM

It wasn’t until my first job out of college—one in the wireless business—that I developed a passion for technology and saw how STEM impacts everything we do. This was the spark that led me to fall in love with the network engineering elements of wireless, and the more immersed I got in the industry, the more exposed and interested I was in other components of technology.

Now, as the father of a teenage daughter who’s interested in STEM subjects and potentially even computer science, I want her to find her own opportunities, discover where her passions lie, and to ensure she has the resources and encouragement to pursue them.

In the U.S., there simply aren’t enough people pursuing STEM to meet growing technology demands. According to the Smithsonian Science Education Center, “78 percent of high school graduates don’t meet benchmark readiness for one or more college courses in mathematics, science or English.” And then there are barriers to STEM advancement like four or six-year degree requirements for many jobs—which are remarkably difficult for most people to afford. So it’s not that surprising when people like Nasdaq vice chairman Bruce Aust say, “By 2020, there will be one million more computing jobs than there will be graduates to fill them, resulting in a $500 billion opportunity gap.”

What’s clear is we need to make it easier for people to experiment with STEM early in life, then create accessible and alternative opportunities to pursue their dreams. Equally important, we need to find ways to dramatically advance gender diversity in STEM fields to accelerate innovation around the world.

Fostering Excitement Around STEM Takes a Village

Organizations like the Washington Alliance for Better Schools (WABS)—which I’m on the board of—partners with school districts around Western Washington State, and is an example of families, teachers, schools, and public and private sector businesses uniting to develop meaningful STEM education and advancement opportunities, because everyone involved can benefit. Hands-on learning and vocational programs like their After School STEM Academy is a great way to help students connect the dots of scientific principles in a fun way. And WABS’ 21st Century Community Learning Centers leverage Title IV funds to help students meet state and local academic standards—from homework tutoring to leadership opportunities that can turn into summer internships or jobs.

As students’ interests in STEM grow, it creates a fantastic opportunity for businesses to see passions play out through hackathons, group ideation, and other challenges. Recently, for the second consecutive year, T-Mobile’s Changemaker Challenge initiative—in partnership with Ashoka—called on youth aged 13 to 23 from the U.S. and Puerto Rico to submit big ideas for how they would drive change in their communities. T-Mobile received 428 entries—a 28% increase over last year—133 in the ‘Tech for Good’ category. Interestingly, one quarter of all the tech entries were focused on STEM projects and even more interestingly, 63% of all technology category applications were from young women. We saw submissions from apps to robots to video games—all with the goal of changing the world for good. Next up, we’ll announce the Top 30 teams and each of them will receive a trip to T-Mobile’s HQ for the three-day Changemaker Challenge Lab to supercharge their projects along with some seed funding. Three category winners will pitch their ideas to T-Mobile leadership for a chance to win the $10,000 grand prize. To say that these young people’s ideas are inspiring is an understatement!

Accelerating Innovation Through Gender Diversity and Inner-Sourcing

Women aren’t typically well represented in many STEM-focused industries. Gender diversity is crucial to designing and building innovative solutions around the world, including T-Mobile’s products and services. At least half of our customers are female, and of the more than 50,000 employees who make up T-Mobile, 42% identify as female. If our product and technology employees don’t represent the diversity in our community, we stand to lose relevance in the market. By making diversity and inclusion a thoughtful, premeditated, sustained, and structural part of our recruitment and retainment of employees—including network engineers, software developers, data scientists, and other STEM professions—we’re able to foster a stronger company culture and build more innovative, customer experience obsessed products and services.

Let’s not forget that plenty of STEM-related jobs don’t include “engineer”, “developer”, or “scientist” in the job title across fields that intersect technology and digital customer experiences. One way we’ve cultivated the right talent at T-Mobile is “inner-sourcing” existing employees. For instance, through our Team of Pros program (TOPs), we provide opportunities for our frontline retail and customer care employees to apply for a 6 to 9-month program in a product management capacity to learn and work directly with engineering teams to ensure a tight coupling between what customers really want and the products, apps, training, and troubleshooting resources we design and develop. This is a great opportunity for our frontline employees to pivot into full-time STEM-related roles within T-Mobile corporate, without the need to pursue a formal technology-oriented education.

Championing STEM to Create a Better World

We live in a world where technology is omnipresent however connected, collaborative, and continuous STEM education isn’t equally accessible, and gender diversity is not well represented. To address pervasive global issues like climate change, resource inequality, economic stagnation, disease prevention, and others, we need diverse people who understand technical processes and technologies to work together to develop effective solutions. For those of us fortunate enough to reach a level of financial stability in STEM fields, we owe it to the future of our world to give back by leading and inspiring today’s and the next generation of technology leaders.

Cody Sanford is T-Mobile’s Executive Vice President and Chief Information Officer, leading the company’s digital transformation strategy fueling the Un-carrier revolution. He is responsible for spearheading the development of a product-centric technology organization that leverages the power of people, process and technology to bring to life T-Mobile’s innovative experiences for customers and frontline employees. Under Cody’s leadership, the Product & Technology organization is driving T-Mobile’s digital transformation, with an industry-leading software dev shop, expansion into adjacent products and services categories, and a leadership role in delivering open source innovations that solve large customer pain points.

Source: Igniting Passion And Diversity In STEM

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Many people in the world of STEM (science, technology, engineering and mathematics) have begun to question why the STEM workforce doesn’t reflect the diversity of society at large. In this talk, Jess Vovers tackles some key questions: What is diversity? Why does it matter? Why does STEM lack diversity? And what can we do about it? Jessica Vovers is a PhD candidate in Chemical and Biomolecular Engineering at the University of Melbourne, with a focus on sustainable solvents. When she’s not painting herself blue, she’s usually playing video games or riding her bike. Jess advocates for diversity in STEM through her work with Science Gallery Melbourne and mentoring with Curious Minds. This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx

 

The 10+ Most Important Job Skills Every Company Will Be Looking For In 2020

As the world evolves to embrace the 4th industrial revolution, our workplaces are changing. Just as other industrial revolutions transformed the skillset and experience required from the workforce, we can expect the same from this revolution. Only five years from now, 35 percent of the skills seen as essential today will change according to the World Economic Forum. While we’re not able to predict the future, yet, here are the ten most important job skills (plus a bonus one) every company will be looking for in 2020.

1.  Data Literacy

Data has become every organization’s most important asset—the “fuel” of the 4th industrial revolution. Companies that don’t use that fuel to drive their success will inevitably fall behind. So, to make data valuable, organizations must employ individuals who have data literacy and the skills to turn the data into business value.

2.  Critical Thinking

There’s no shortage of information and data, but individuals with the ability to discern what information is trustworthy among the abundant mix of misinformation such as fakes news, deep fakes, propaganda, and more will be critical to an organization’s success. Critical thinking doesn’t imply being negative; it’s about being able to objectively evaluate information and how it should be used or even if it should be trusted by an organization. Employees who are open-minded, yet able to judge the quality of information inundating us will be valued.

3.  Tech Savviness

Today In: Innovation

Technical skills will be required by employees doing just about every job since digital tools will be commonplace as the 4th industrial revolution impacts every industry. Artificial intelligence, Internet of Things, virtual and augmented reality, robotics, blockchain, and more will become a part of every worker’s everyday experience, whether the workplace is a factory or law firm. So, not only do people need to be comfortable around these tools, they will need to develop skills to work with them. Awareness of these technologies and relevant technical skills will be required for every job from a hairstylist to an accountant and everything in between.

4.  Adaptability and Flexibility

As quickly as the world is changing, the half-life of skills is constantly reducing. Therefore, people need to commit to learning new skills throughout their careers and know they must be adaptable to change. Important to this is understanding that what worked yesterday isn’t necessarily the best strategy for tomorrow, so openness to unlearning skills is also important. Additionally, people must be cognitively flexible to new ideas and ways of doing things.

5.  Creativity

Regardless of how many machines work beside us, humans are still better at creativity. It’s essential that creative humans are employed by companies to invent, imagine something new and dream up a better tomorrow. Tomorrow’s workplaces will demand new ways of thinking, and human creativity is critical to moving forward.

6.  Emotional Intelligence (EQ)

Another area where humans have the edge on machines is with emotional intelligence—our ability to be aware of, control, and express our emotions and the emotions of others. This ability will be important as long as there are humans in the workforce since it impacts every interaction we have with one another.

7.  Cultural Intelligence and Diversity

Organizations are increasingly diverse, and effective employees must be able to respect differences and work with people of a different race, religion, age, gender, or sexual orientation. Also, businesses are increasingly operating across international boundaries, which means it is important that employees are sensitive to other cultures, languages, political, and religious beliefs. Employees with strong cultural intelligence and who can adapt to others who might perceive the world differently are also key in developing more inclusive products and services for an organization.

8.  Leadership Skills

Leadership skills will be paramount for not only those at the top of a traditional corporate hierarchy but increasingly for those individuals throughout the company who are expected to lead in the 4th industrial revolution. Enabled by the support of machines, there will be more individuals who are in decision-making positions, whether leading project teams or departments. Understanding how to bring out the best in and inspire every individual within a diverse and distributed workforce requires strong leadership skills.

9.  Judgment and Complex Decision Making

Machines might be able to analyze data at a speed, and depth humans are incapable of, but many decisions regarding what to do with the information provided by machines must be still made by humans. Humans with the ability to take input from the data while considering how decisions can impact the broader community, including effects on human sensibilities such as morale, are important members of the team. So, even if the data support one decision, a human needs to step in to think about how a decision could impact other areas of the business, including its people.

10. Collaboration

When companies are looking to hire humans in the 4th industrial revolution, skills that are uniquely human such as collaboration and strong interpersonal skills will be emphasized. They will want employees on their team who can interact well with others and help drive the company forward collectively.

BONUS: In addition to the skills listed above that every company will be looking for in the 4th industrial revolution, there are several self-management skills that will make people more successful in the future, including self-motivation, prioritization/time management, stress management and the ability to embrace and celebrate change. Those people who have a growth mindset, are adept at experimenting and learning from mistakes, as well as have a sense of curiosity will be highly coveted in the 4th industrial revolution.

Follow me on Twitter or LinkedIn. Check out my website.

Bernard Marr is an internationally best-selling author, popular keynote speaker, futurist, and a strategic business & technology advisor to governments and companies. He helps organisations improve their business performance, use data more intelligently, and understand the implications of new technologies such as artificial intelligence, big data, blockchains, and the Internet of Things. Why don’t you connect with Bernard on Twitter (@bernardmarr), LinkedIn (https://uk.linkedin.com/in/bernardmarr) or instagram (bernard.marr)?

Source: The 10+ Most Important Job Skills Every Company Will Be Looking For In 2020

203K subscribers
5 Things Your Resume MUST HAVE To Get More Job Interviews: https://youtu.be/WATpBoVprRk J.T. Free Job Search Resource: https://www.workitdaily.com/why-shut-… Get hired faster by working with our team of experts. Learn more here: https://www.workitdaily.com/pricing/ Showcasing the right skill sets is essential when you’re on the hunt for a job. If you want to stand out in the hiring process, you need to consider other skills that can give you an advantage over the competition. Here are some skill sets that can give you a “leg up” in the hiring process (even if they don’t directly relate to the job to which you’re applying): 1. Experience With Relevant Technologies Do you have experience with any programs, applications, software, or other technologies that relate to your field? Be sure to emphasize them on your resume and LinkedIn profile, especially if they’re listed in the job description. 2. Fluency In A Foreign Languages If you speak another language, make sure you showcase it! Although most jobs don’t require fluency in other languages, it’s not a bad thing to add to your resume or LinkedIn profile. In fact, it can actually give you bonus points because there are so many people who aren’t fluent in other languages. 3. Customer Service Skills It doesn’t matter if you were a server at a restaurant, a customer service representative, or a retail associate, if you dealt with customers in the past, you likely developed some good customer service skills. The ability to work with people is such a valuable skill set. Even if you won’t be working directly with customers in the role to which you’re applying, these people skills you’ve developed can help you work with colleagues and navigate tricky situations in the workplace. These are just a few things you can do that can give you a leg up in the hiring process. However, there could be things you’re doing that are holding you back… To get insight into what these are and how to fix them, be sure to check out my free resource here: Thousands of other professionals have found this helpful, so be sure to check it out. Free Tutorial: https://www.workitdaily.com/why-shut-… And, if you want J.T. and her team to help you become a pro at interviewing, negotiating and more, then you need to check out our career support platform. Want to learn more about our affordable Premium Subscription? Learn more here: https://www.workitdaily.com/pricing/ Follow Work It Daily: https://www.workitdaily.com/ https://twitter.com/workitdaily?lang=en https://www.facebook.com/groups/WorkIhttps://www.facebook.com/WorkItDaily/ #JobSearch #JobSearchTips #Resume

How To Develop Mastery At Any Skill – Benjamin Hardy – Medium

When you’ve developed mastery of something, you own that thing. You’ve learned the rules inside-out and now you have the ability, as an artist, to create your own rules. You have the ability to create a new game. Dan Sullivan, the founder of Strategic Coach, calls people with this level of mastery, “Game Changers,” because they don’t just play a game, they change the game………….

Source: How To Develop Mastery At Any Skill – Benjamin Hardy – Medium

TransferWise Chairman: Distributed Ledger Technology Is Very Hard To Use – Ogwu Osaemezu Emmanuel

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Blockchain technology, which undergirds bitcoin and other digital assets is slowly but steadily making its way into mainstream finance, but some financial institutions remain unconvinced about its potentials. TransferWise, a London-based payments platform has stated it is yet to see anything good in the nascent technology, reported  Fortune on November 19, 2018. TransferWise,  an Estonian developed and UK-based firm that allows clients to send money across 70 countries in a fast and cost-efficient manner, has made it clear it sees nothing good in blockchain technology and as such, will not be joining the distributed ledger technology (DLT) bandwagon anytime soon………….

Read more: https://btcmanager.com/transferwise-chairman-distributed-ledger-technology-is-very-hard-to-use/

 

 

 

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