The Fourth Industrial Revolution a Davos Reader
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Analysis and Comparison with Android and Iphone Operating System
Analysis and Comparison with Android and iPhone Operating System Lu Cheng 1 System Development History 1.1 History of Android Android is not only a mobile operating system that uses a modified version of the Linux kernel [1][2][3], but also a software stack for mobile devices that includes an operating system, middleware and key applications. In July 2005, Google bought Android, Inc., a tiny startup company based in Palo Alto, California, USA. At Google, the team led by Rubin developed a mobile device platform powered by the Linux kernel and their main marketing targets were hardware component and software partners with an easy and flexible operating system. On the November 5th in 2007, several companies including Google, HTC, Motorola, Intel and so on came together to form the Open Handset Alliance and stated the goal for developing open standards for mobile devices, meanwhile unveiled the new product: Android, a mobile device platform built on the Linux kernel version 2.6[4]. Android has been available as open-source software since October 2008. Under the Apache License, private companies could add on their own applications and extensions and sell them, without having to submit them to the open-source community [5]. Since its original release, Android has seen a number of updates with fixed bugs and new features. Cupcake (the official 1.5 update), which based on Linux kernel 2.6.27 was released on 30 April 2009. Cupcake improves the ability to record and watch videos with the camcorder mode and enable uploading videos to YouTube and pictures to Picasa directly from the phone. -
Event Transcript June 18, 2020 – Open Access in the Virtual Realm: Carmen Papalia and Kristin Rochelle Lantz in Conversation with Sara Reisman
Event Transcript June 18, 2020 – Open Access in the Virtual Realm: Carmen Papalia and Kristin Rochelle Lantz in Conversation with Sara Reisman Sara Reisman: Should I start? Carmen Papalia: Yeah. Sara, that'd be great. Sara Reisman: So good evening. Thank you all for joining us tonight for our conversation, Open Access in the Virtual Realm with Carmen Papalia and Kristin Rochelle Lantz. My name is Sara Reisman. I'm the Executive and Artistic Director of the Shelley & Donald Rubin Foundation, which many of you know is focused on art and social justice through grantmaking, exhibitions, and public programs like tonight's conversation. A few notes, those of you who are an audience, please set your Zoom sound to mute to reduce background noise. But when you ask a question towards the end, if you'd like to ask a question, you can submit that through the chat function, which you can find at the bottom of your Zoom screen. And then I can call on you and at that point unmute so that you can ask your question. I'll remind you again when we get to that point. We have ASL interpretation and we also have captioning. If you look to the right in the chat function, there are instructions for who to look for the ASL interpretation. Before going any further, I'd like to recognize the unfair land that we're on collectively and individually. We're gathered in many locations at once, Vancouver, New York City, including Manhattan and Brooklyn. I'm thinking of staff of the Rubin Foundation and Carmen and Kristin and other places, most if not all are unceded lands. -
Disruptive Technology Assessment Game 'DTAG' Handbook V0.1
Disruptive Technology Assessment Game ‘DTAG’ Handbook V0.1 Executive Summary What is the DTAG? The Disruptive Technology Assessment Game (DTAG) is a table-top seminar wargame, used to assess potential future technologies and their impact on military operations and operating environment. How is it played? There are four distinct steps in executing a DTAG experiment. The first two are part of the planning process, prior to playing the game. Step 1: Identify Possible Future Technologies that are under development and are of interest to the military. Step 2 – Create Ideas of Systems (IoS) cards from the technologies identified. Specific technologies, or combinations of technologies are combined with equipment to create new systems that could be employed by the military or by an adversary. These are described on cards. Step 3 – Play the DTAG. Figure 1 summarizes the process. Red teams and Blue teams both plan courses of action in the context of a scenario & vignette. After the initial confrontation of plans, which establishes the baseline, the teams plan again with the addition of future technology from the IoS cards. The second confrontation highlights the effect that the technology has on the plans and the wargame outcome. Figure 1: The DTAG Process Step 4 – Assess the results of the wargame through questions and analysis of data captured. Who plays it? The DTAG unites Technology experts, Military and Analysts providing a broad perspective on the potential impacts of future technology on military operations. The approach allows for an element of unconstrained thinking and the wargame-like rounds encourage open communication opportunities. Why should a DTAG be played, and when? It is most useful when assessing technology that is a prototype or at early stage of development, or technology that is not in widespread use by the military. -
From Prometheus to Pistorius: a Genaelogy of Physical Ability
FROM PROMETHEUS TO PISTORIUS: A GENAELOGY OF PHYSICAL ABILITY by Stephanie J. Cork A thesis submitted to the Department of Sociology In conformity with the requirements for the degree of Masters of Arts Queen’s University Kingston, Ontario, Canada (September, 2011) Copyright ©Stephanie J. Cork, 2011 Abstract (Fragile Frames + Monstrosities)ModernWar + (Flagged Bodies + Cyborgs)PostmodernWar = dis-AbilityCyborged ii Acknowledgements A huge thank you goes out to: my friends, colleagues, office neighbours, mentors, family, defence committee, readers, editors and Steve. Thank you, also, to the Canadian and American troops as well as Paralympic athletes, Oscar Pistorius and Aimee Mullins for their inspiration, sorry, I have borrowed your stories to perpetuate my own academic success. Thanks also to Louise Bark for her endless patience and kindness, as well as a pint (or three!) at Ben’s Pub. Anne and Wendy and especially Michelle: you are lifesavers! Finally, my eternal gratitude to the: “greatest man alive,” Dr. Rob Beamish (Scott Mason 2011). iii Table of Contents Abstract............................................................................................................................................. i Acknowledgements......................................................................................................................... iii Table of Contents............................................................................................................................ iv Chapter 1: Introduction.....................................................................................................................1 -
Bernd Schoner, Ph.D
Bernd Schoner, Ph.D. 108 Auburn St. 1 Washington Sq. Vil. Cambridge, MA 02139 New York , NY 10012 berndschoner [at] gmail [dot] com _____________________________________________________________________________________________ EMPLOYMENT THINGMAGIC, A DIVISION OF TRIMBLE NAVIGATION LIMITED 2010 – present Cambridge, Massachusetts. VP Business Development. Leading integration of ThingMagic product within Trimble vertical divisions in engineering, construction, and mobile computing. Managing ThingMagic’s largest OEM accounts. Selling high-Profile technology projects in heavy-civil and vertical construction. THINGMAGIC, INC. 2005 – 2010 Cambridge, Massachusetts. Co-Founder and President. Led corPorate conversion to C-Corporation. Hired senior executives and middle management to scale the comPany to 60 PeoPle. Managed a team of 40 in charge of all technical oPerations, development and manufacturing. Led intellectual property strategy including the establishment of the RFID patent pool and defensive licensing arrangements. Transitioned into business development managing key accounts and worldwide sales. Travelled to more than fifty countries to build an international distribution channel for ThingMagic’s Products. THINGMAGIC, LLC 2000 – 2005 Cambridge, Massachusetts. Co-Founder and Managing Partner. Set-up corporate structure, legal representation, accounting. Led project and customers acquisition. Negotiated high-profile technology licensing deals. Hired executive advisor and CEO. Led transformation from services to product and manufacturing-based -
Gao-20-246G, Technology Assessment Design Handbook
HANDBOOK Technology Assessment Design Handbook Handbook for Key Steps and Considerations in the Design of Technology Assessments GAO-20-246G December 2019 Contents Preface 1 Chapter 1 The Importance of Technology Assessment Design 6 1.1 Reasons to Conduct and Uses of a Technology Assessment 6 1.2 Importance of Spending Time on Design 8 Chapter 2 Technology Assessment Scope and Design 8 2.1 Sound Technology Assessment Design 9 2.2 Phases and Considerations for Technology Assessment Design 9 2.2.1 GAO Technology Assessment Design Examples 14 Chapter 3 Approaches to Selected Technology Assessment Design and Implementation Challenges 18 3.1 Ensuring Technology Assessment Products are Useful for Congress and Others 19 3.2 Determining Policy Goals and Measuring Impact 20 3.3 Researching and Communicating Complicated Issues 20 3.4 Engaging All Relevant Stakeholders 21 Appendix I Objectives, Scope, and Methodology 22 Appendix II Summary of Steps for GAO’s General Engagement Process 35 Appendix III Example Methods for Technology Assessment 38 Appendix IV GAO Contact and Staff Acknowledgments 44 Page i GAO-20-246G Technology Assessment Handbook Tables Table 1: Summary of GAO’s Technology Assessment Process 3 Table 2: Examples for Technology Assessment Objectives that Describe Status and Challenges to Development of a Technology 15 Table 3: Examples for Technology Assessment Objectives that Assess Opportunities and Challenges that May Result from the Use of a Technology 16 Table 4: Examples for Technology Assessment Objectives that Assess Cost-Effectiveness, -
Sustainable Development, Technological Singularity and Ethics
European Research Studies Journal Volume XXI, Issue 4, 2018 pp. 714- 725 Sustainable Development, Technological Singularity and Ethics Vyacheslav Mantatov1, Vitaly Tutubalin2 Abstract: The development of modern convergent technologies opens the prospect of a new technological order. Its image as a “technological singularity”, i.e. such “transhuman” stage of scientific and technical progress, on which the superintelligence will be practically implemented, seems to be quite realistic. The determination of the basic philosophical coordinates of this future reality in the movement along the path of sustainable development of mankind is the most important task of modern science. The article is devoted to the study of the basic ontological, epistemological and moral aspects in the reception of the coming technological singularity. The method of this study is integrating dialectical and system approach. The authors come to the conclusion: the technological singularity in the form of a “computronium” (superintelligence) opens up broad prospects for the sustainable development of mankind in the cosmic dimension. This superintelligence will become an ally of man in the process of cosmic evolution. Keywords: Technological Singularity, Superintelligence, Convergent Technologies, Cosmocentrism, Human and Universe JEL code: Q01, Q56. 1East Siberia State University of Technology and Management, Ulan-Ude, Russia [email protected] 2East Siberia State University of Technology and Management, Ulan-Ude, Russia, [email protected] V. Mantatov, V. Tutubalin 715 1. Introduction Intelligence organizes the world by organizing itself. J. Piaget Technological singularity is defined as a certain moment or stage in the development of mankind, when scientific and technological progress will become so fast and complex that it will be unpredictable. -
Online Platforms for Exchanging and Sharing Goods
CASE STUDY ONLINE PLATFORMS FOR EXCHANGING AND SHARING GOODS by Anders Fremstad 2/2/2015 A project of EXECUTIVE SUMMARY Americans own huge and underutilized stocks of consumer goods, including furniture, appliances, tools, toys, vehicles, and lodging. Websites like Craigslist, Couchsurfing, and NeighborGoods have lowered the transaction costs associated with acquiring secondhand goods and sharing underused goods, which may help us take advantage of this excess capacity. Indeed, advocates of the so-called sharing economy argue that technology can facilitate peer-to-peer transactions that enable us to save money, build community, and reduce environmental burdens. This case study evaluates the economic, social, and environmental effects of three online platforms. Craigslist provides an online market for local secondhand goods such as vehicles, furniture, appliances, and electronics. Couchsurfing matches travelers with hosts around the world who welcome guests into their homes. NeighborGoods helps people borrow and lend household goods free of charge. Together these case studies provide an overview of the role of online platforms as future economy initiatives. The economic benefits to these three platforms are significant, and likely to grow over time. Americans posted hundreds of millions of secondhand goods for sale on Craigslist in 2014, increasing access to affordable used goods. Couchsurfing has helped provide its members with millions of nights of free lodging, substantially reducing the cost of travel. While NeighborGoods has not achieved the scale of Craigslist or Couchsurfing, online platforms for sharing household goods could save Americans significant sums of money, especially if they can facilitate widespread ride-sharing and car-sharing. Online platforms may particularly improve the livelihoods of poor Americans. -
The Economics of Crowdfunding : Entrepreneurs’ and Platforms’ Strategies Jordana Viotto Da Cruz
The Economics of Crowdfunding : Entrepreneurs’ and Platforms’ Strategies Jordana Viotto da Cruz To cite this version: Jordana Viotto da Cruz. The Economics of Crowdfunding : Entrepreneurs’ and Platforms’ Strategies. Sociology. Université Sorbonne Paris Cité, 2017. English. NNT : 2017USPCD030. tel-01899518 HAL Id: tel-01899518 https://tel.archives-ouvertes.fr/tel-01899518 Submitted on 19 Oct 2018 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. |_|_|_|_|_|_|_|_|_|_| UNIVERSITE PARIS 13 U.F.R. DE SCIENCES ÉCONOMIQUES ÉCOLE DOCTORALE : ERASME NO 493 THÈSE Pour obtention du grade de Docteur de l’Université Paris 13 Discipline : Sciences Économiques Présentée et soutenue publiquement par Jordana VIOTTO DA CRUZ Le 13 novembre 2017 « The Economics of Crowdfunding: Entrepreneurs’ and Platforms’ Strategies » Directeurs de thèse Marc BOURREAU, Télécom ParisTech François MOREAU, Université Paris 13 Jury Thierry PÉNARD, Professeur, Université Rennes 1 Président Paul BELLEFLAMME, Professeur, Aix-Marseille Université Rapporteur Jörg CLAUSSEN, Professeur, Ludwig-Maximilians-Universität München Rapporteur Françoise BENHAMOU, Professeur, Université Paris 13 Examinateur Marc BOURREAU, Professeur, Télécom ParisTech Directeur de thèse François MOREAU, Professeur, Université Paris 13 Directeur de thèse UNIVERSITÉ PARIS 13 U.F.R. -
Sharing and Tourism: the Rise of New Markets in Transport
SHARING AND TOURISM: THE RISE OF NEW MARKEts IN TRANSPORT Documents de travail GREDEG GREDEG Working Papers Series Christian Longhi Marcello M. Mariani Sylvie Rochhia GREDEG WP No. 2016-01 http://www.gredeg.cnrs.fr/working-papers.html Les opinions exprimées dans la série des Documents de travail GREDEG sont celles des auteurs et ne reflèlent pas nécessairement celles de l’institution. Les documents n’ont pas été soumis à un rapport formel et sont donc inclus dans cette série pour obtenir des commentaires et encourager la discussion. Les droits sur les documents appartiennent aux auteurs. The views expressed in the GREDEG Working Paper Series are those of the author(s) and do not necessarily reflect those of the institution. The Working Papers have not undergone formal review and approval. Such papers are included in this series to elicit feedback and to encourage debate. Copyright belongs to the author(s). Sharing and Tourism: The Rise of New Markets in Transport Christian Longhi1, Marcello M. Mariani2 and Sylvie Rochhia1 1University Nice Sophia Antipolis, GREDEG, CNRS, 250 rue A. Einstein, 06560 Valbonne France [email protected], [email protected] 2University of Bologna, Via Capo di Lucca, 34 – 40126, Bologna, Italy [email protected] GREDEG Working Paper No. 2016-01 Abstract. This paper analyses the implications of sharing on tourists and tourism focusing on the transportation sector. The shifts from ownership to access, from products to services have induced dramatic changes triggered by the emergence of innovative marketplaces. The services offered by Knowledge Innovative Service Suppliers, start-ups at the origin of innovative marketplaces run through platforms allow the tourists to find solutions to run themselves their activities, bypassing the traditional tourism industry. -
How Are Startups Shaping the Future of Road Mobility? ROAD MOBILITY STARTUPS ANALYSIS 2018
How are startups shaping the future of road mobility? ROAD MOBILITY STARTUPS ANALYSIS 2018 1 1 FOREWORD Startups can further enhance the mobility offer Tesla, Uber, Blablacar. Most in doing for passenger transport, Europeans would acknowledge to the point of being now a leading that these 3 startups have alternative to buses, trains and revolutionized the world of road short-haul aircraft. passenger transport over the last 10 years. Tesla, Uber and Blabacar - and their counterparts in other parts of By launching a company with the world - are no longer startups. global ambitions in this industry, Are there new startups that will the likes of which had not been herald market re-alignments of the seen since the creation of Honda in magnitude of these 3 companies? 1948, Tesla shook well-established If so, in which domains? How are car manufacturers. It opened the they going to do it? door to a new generation of cars: To answer these questions, we electric, connected, autonomous. studied 421* startups associated with on-road mobility. The world of taxis was halted, even blocked. By relying on This study of 421 startups allowed smartphones, Uber dynamised us to highlight 3 major groups: the situation and somewhat satisfied - not without criticism - / Startups that contribute to the the shortage of affordable private emergence of a new generation of driver services in some cities. cars; / Those which conceive mobility not The sharing economy is simple through means, but as a service; (...on paper): exploit the over- / Those that mix the future of the capacity that one person has in vehicle and new types of services to order to make it available to all. -
Crowdfunding, Crowdsourcing and Digital Fundraising
Fundraising for Archives Crowdsourcing, Crowdfunding and Online Fundraising Crowdfunding, Crowdsourcing & Digital Fundraising Aim of Today This session will help to demystify the landscape surrounding crowdsourcing, crowdfunding, and online fundraising providing you with information and tools essential when considering these different platforms. Plan for today • Understand the digital fundraising techniques • Evaluate what components are required for an online campaign to be successful • What does a good online case for support look like • Reflect on examples of good practice • Build a crowdfunder plan 4 5 Apples…….oranges……or pears? Digital isn’t complicated – change is! 7 DO YOU HAVE THE RIGHT TOOLS FOR THE JOB TO NAVIGATE THE MAZE 8 Your Crowd… • Internal Stakeholders • External Stakeholders Databases: Which one do you choose? Microsoft Dynamics 10 Who’s Online ONS 2015 ONLINE DONATION METHOD Blackbaud 2014 12 DO YOU HAVE THE RIGHT TOOLS FOR THE JOB TO NAVIGATE THE MAZE • Email • Website / online platform • Social Media • CRM System / Database • Any others…… You need to be able to engage with your online audience on multiple platforms! 13 Email "Correo." by Itzel402 - Own work. Licensed under CC BY-SA 3.0 via Wikimedia Commons - 14 https://commons.wikimedia.org/wiki/File:Correo..jpg#/media/File:Correo..jpg http://uk.pcmag.com/e-mail-products/3708/guide/the-best-email-marketing-services-of-2015 15 Social Media 16 Social Media Channel Quick Guide •Facebook - Needs little explanation. Growing a little older in terms of demographics. Visual and video content working well. Tends to get higher engagement than Twitter. •Twitter - The other main channel. Especially useful for networking and news distribution.