Focusing on Rockwell Automation’s Industry Outlook, the growth of industrial automation & smart manufacturing in Asia Pacific, highlighting both the benefits and gaps that businesses must navigate in this growing market. Tell me about Rockwell Automation’s Industry Outlook for the manufacturing sector in Asia Pacific Rockwell Automation’s Industry Outlook for the manufacturing sector in Asia Pacific showcases a promising landscape. Manufacturing is one of the most significant contributors to the Asia-Pacific economy and is undergoing rapid transformation. Some key factors that are influencing the manufacturing sector include: Technological Advancements: The integration of cutting-edge manufacturing technologies, including automation and IoT, is transforming the manufacturing sector, leading to enhanced efficiency. According to our State of Smart Manufacturing Report, close to half (44%) of APAC manufacturers plan to adopt smart manufacturing within the next year; out of this, China (80%), Australia (60%) and India (59%) are already using some components of smart manufacturing. Sustainability and Environmental Regulations: An increasing emphasis on sustainability and environmental regulations is driving changes in manufacturing practices and product requirements. Again, our State of Smart Manufacturing report cites that for the 94% of APAC manufacturers who have formal or informal environmental, social and governance (ESG) policies in place, close to half (48%) cite “a competitive differentiator” as the top driving factor for pursuing ESG initiatives. Economic Growth: The overall economic growth and stability of countries in the Asia Pacific region can have a significant impact on manufacturing. Rapidly growing economies drive increased demand for manufactured goods. How is smart manufacturing growing in Asia Pacific? Smart manufacturing is growing in the region driven by a combination of factors including technological advancements, government support, and the region’s strong manufacturing base. APAC is home to some of the world’s leading technology companies and has a strong presence in industries such as electronics, […]
On Friday, OpenAI’s high-flying chief executive Sam Altman was unexpectedly fired by the company’s board. Co-founder and chief technology officer Greg Brockman was also removed as the board president, after which he promptly resigned. Now it looks like Sam Altman has ended up at Microsoft. In an unexpected twist, talks began about potentially reinstating Altman in some capacity following an outpouring of industry and investor support for him and several OpenAI researchers who quit their jobs in solidarity. OpenAI’s board found a new CEO –Emmett Shear – in record time. Shear, the former CEO of Twitch, will now take over from Murati as interim CEO. It has been an epic backstabbing scene worthy of the HBO drama Succession. While many have speculated about why the board may have forced Altman out, details remain scarce. What we can say is the decision to fire Altman will likely put a dent in OpenAI’s commercial progress. An unusual company structure OpenAI is the hottest company in tech today, having released the ChatGPT chatbot and DALL-E image generator onto a largely unsuspecting public. The company’s mission is simple: to develop artificial general intelligence (AGI) – that is, an AI which is as smart or smarter than a human – and to do so for the public good. Many were starting to believe OpenAI could succeed at this goal. But developing AGI isn’t just a technical challenge. It’s a major management and economic nightmare. How can you ensure the vast power and wealth generated by AGI doesn’t subvert the company’s goal to seek the public good? Many individuals within OpenAI and the wider tech community worry AI is progressing too fast. A global race in AI development is underway and the commercial pressure to succeed is immense. Following its launch, ChatGPT quickly became the fastest-growing app […]
Two management and technology experts show that AI is not a job destroyer, exploring worker-AI collaboration in real-world work settings. This book breaks through both the hype and the doom-and-gloom surrounding automation and the deployment of artificial intelligence-enabled—“smart”—systems at work. Management and technology experts Thomas Davenport and Steven Miller show that, contrary to widespread predictions, prescriptions, and denunciations, AI is not primarily a job destroyer. Rather, AI changes the way we work—by taking over some tasks but not entire jobs, freeing people to do other, more important and more challenging work. By offering detailed, real-world case studies of AI-augmented jobs in settings that range from finance to the factory floor, Davenport and Miller also show that AI in the workplace is not the stuff of futuristic speculation. It is happening now to many companies and workers. These cases include a digital system for life insurance underwriting that analyzes applications and third-party data in real time, allowing human underwriters to focus on more complex cases; an intelligent telemedicine platform with a chat-based interface; a machine learning-system that identifies impending train maintenance issues by analyzing diesel fuel samples; and Flippy, a robotic assistant for fast food preparation. For each one, Davenport and Miller describe in detail the work context for the system, interviewing job incumbents, managers, and technology vendors. Short “insight” chapters draw out common themes and consider the implications of human collaboration with smart systems.