Tag: future

  • The limits of today’s technologies – day two of Autodesk University

    The limits of today’s technologies – day two of Autodesk University

    The second day of Autodesk University 2015 in Las Vegas continued the focus on innovation and changing industries, the afternoon innovation session was particularly focused on some of the opportunities being realised in drones, pre-fabricated buildings and lampshades made out of fungus.

    Brooklyn based designer Danielle Trofe gave a great demonstration of how she’s using fungus to create a range of sustainable light shades. Interestingly in a conversation earlier in the day with Autodesk CTO Jeff Kowalski the topic of growing products out of Mycelium, the vegetative part of a fungus that Trofe uses, was discussed in terms of smart packaging and biodegradable products.

    Growing products out of organic material is one of the themes explored in Mercedes Benz’s Biome concept car which proposes to grow the chassis out of seeds. While realising that concept is some way off, Trofe’s Mush-Lume idea shows some products are already at that stage.

    Rethinking prefab buildings

    Following Trofe was Jos Mulkens, the CEO of Dutch building company Voorbij Prefab, who described how by using sophisticated design tools and 3D printing to make prefabricated building panels they had reduced to the time to fabricate elements from days to hours.

    Mulkens gave a good insight into how design and production workflows are being accelerated with modern technology, particularly in replacing manual form makers to make the moulds for the precast panels. Voobij Prefab are flagging a lot of disruption heading for the building industry.

    At one the media breakout sessions a group of senior Autodesk managers discussed the trends in design and materials engineering. This turned out to be an interesting session on the limits of current technologies.

    Composite technologies

    Max Moruzzi, Autodesk’s Principal Research Scientist, is a passionate believer in composite materials and the benefits they promise. However he conceded when challenged by his colleague Steve Hobbs, who joined Autodesk last year with the acquisition of  UK based Computer Aided Manufacturing company Delcam, about the structural properties of composites that we still have a lot to understand about how they behave and fail.

    Bringing a touch of English scepticism to the panel, Hobbs pointed out almost all metallic components made by 3D printing require some sort of mechanical, subtractive finishing such as milling or polishing.

    Hobbs went onto warn that we risk introducing a “hairball of complexity” into the design and manufacturing industries as people experiment with developing products with materials and techniques they don’t fully understand.

    All the panel, which also included Carl White – Autodesk’s senior director of marketing for advanced manufacturing – and Benjamin Schrauwen who leads the company’s Spark 3D printing division, agreed that applying current design and manufacturing methods need to be rethought in the light of new methods being developed.

    The limits of 3D printing

    It was notable in the panel Q&A around the revelation that 70% of 3D printing projects fail, the panel put this down to the relative immaturity of software and machinery along with the technologies currently being poorly understood. Hobbs observed that for GE to 3D print their jet engine parts they rebuild and reprogram the printers they buy to their own higher specifications.

    For the final session CEO Carl Bass and CTO Jeff Kowalski faced a Q&A from analysts and the media, that session was interesting in exploring some of the directions Autodesk sees industry and business heading and I’ll write more about that tomorrow.

    Overall, the Autodesk University has been an interesting insight into the future of design and manufacturing along with the effects this has on other industries. With these technologies at an early stage, it’s a field that is going to evolve rapidly.

    Paul Wallbank travelled to Autodesk University in Las Vegas as a guest of Autodesk.

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  • The three S’s of employee engagement

    The three S’s of employee engagement

    We need to rethink how we measure performance in the workplace says Andrew Lafontaine, Senior Director Human Capital Managemet Strategy & Transformation at Oracle Australia.

    As business adapts to a changing society and mobile technologies, one of the questions facing managers is the mismatch between the Millennial generation and those GenX and Boomers who make up most of the executive suite, Lafontaine sees this as been in how the younger cohort approaches authority.

    “There certainly can be a disconnect between Millennials and boomers. Millennials don’t see hierarchy the way boomers see it as important,” says Lafontaine. “Boomers have ingrained view of the way they have come through the workforce.”

    Breaking the old rules

    Unfortunately for those older managers, their world was based on a formalised, ‘straight line’ hierarchy dating back to the days ships’ captains used flags and voice tubes to communicate.

    That rigid military style worked well for nearly two hundred years of business with mail and then the telephone only reinforcing that management model. Now newer collaboration tools mean different ways of working becoming possible.

    A problem with those different ways of working in teams is how performance is measured warns Lafontaine.  “What they are not measuring at the moment are what I call ‘network performance’. How workers they helping their colleagues, collaborating and working together.”

    Separating home and office

    With mobile technologies becoming ubiquitous it becomes harder to separate work from home life, “we working now from home and on the tram. You don’t need a nine to five workforce nad companies have to deal with and embrace the technology,” says Lafontaine.

    In the context of babyboomers and GenX workers, that technology meant longer hours in the office but Lafontaine suggests things are now changing. “There other areas to measure. How are they looking after themselves? The days of babyboomers working 12 or 14 hours a day and neglecting their health or outside life are over.”

    For the future company, the key to success lies in engaging their employees Lafontaine says. “A more highly engaged workforce delivers better outcomes. Engagement is the three S’s: Stay, Say and Strive”

    Those S’s come down to three questions for the worker; should I stay? What should I say? and How should I strive to do a better job?

    For managers the challenge is engage all workers regardless of age, the task of finding what engages and motivates workers of the computer generation is only just beginning.

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  • Webinar: Future proofing your business using cloud computing, social media and other tools

    Webinar: Future proofing your business using cloud computing, social media and other tools

    On April 29 I’m helping Flying Solo with a webinar on how small and single operator businesses can future proof their businesses.

    During the webinar we’ll be looking at how businesses can adapt and profit from a rapidly changing economy.

    Some of the things we plan to discuss include the trends driving the changing marketplace, some of the tools businesses can be using to harness a rapidly evolving workforce and methods to attract mobile consumers.

    We’ll also have a look at some of the ways canny business owners can use social media, cloud computing and other online services to make their businesses more profitable and flexible in a tougher business world.

    The webinar itself is free and you can sign up at the Flying Solo website. Hope to see you there.

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  • Software ate the demonstration centre

    Software ate the demonstration centre

    Yesterday Australian incumbent telco Telstra took the media on a tour of its showpiece  Customer Insights Centre in downtown Sydney.

    The company is justifiably proud of the facility that includes  a 300 person auditorium, broadcast quality TV studio, a restaurant, workshop and collaboration spaces.

    Welcoming visitors is the centre’s Insight Ring, a nine metre circle-shaped platform that surrounds guests with digital insights mined from Telstra’s information services. Leading off the reception area are a range of displays showcasing the company’s products and capabilities including wearable technologies, 3D printing and Ged The Robot.

    Marking the centre as a modern facility the display spaces where Telstra and its partners can show off technologies to industry bodies and prospective clients.

    Ged, the Telstra robot
    Ged, the Telstra robot

    The previous space two floors higher in the building was beginning to show its age after seven years and the fixed displays of technology in the older facility dated the centre, something that’s a disadvantage in an industry changing as quickly as telecommunications.

    In the new centre, the demonstration facility is largely screen based so displays can quickly be adapted to show off the technologies aimed at whichever industry they are pitching.

    The fast moving technology world
    The software driven demonstration centre

     

    Andy Bateman, Director of Segment Marketing at Telstra, who lead the tour was proud to show off the current display that had been set up to showcase the company’s banking products.

    telstra_client_demonstration_consumer_insights_centre

    Bateman described how the facility can be quickly altered to suit the needs of specific demonstrations, this was a degree of flexibility missing in the PayPal innovation center in San Jose, which is more comprehensive in its displays but requires a major fit out to change anything.

    Venture capital investor Marc Andreessen stated that software will eat the world, Telstra’s Customer Insights Centre illustrates this starkly.

    However software doesn’t always have the upper hand, just opposite the Telstra centre is the Sydney City Apple Store. In some ways, the two facilities opposite each other illustrate one of the big technological and market battles of this decade.

    View of the Apple Store from the Telstra Centre
    View of the Apple Store from the Telstra Centre

    For most businesses, software will define the future way of working but for the smart hardware vendors will still be making good money.

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  • We’re crazy, not stupid

    We’re crazy, not stupid

    “We’re crazy, not stupid” is how Jack Ma describes his Alibaba team in an interview at the World Economic Forum in Davos, Switzerland, yesterday.

    Much has been written about Jack Ma and the spectacular success of Alibaba and the WEF session with Charlie Rose is an opportunity for Ma to flesh out the story and destroy some of the myths.

    One of the fascinating anecdotes Ma tells is how US cherry growers are preselling their harvests to Chinese customers through Alibaba and cites various other primary producers doing similar campaigns as how American small businesses can sell into the PRC market.

    Ma’s interview is a fascinating snapshot of how global trade is going through a radical period of change, the shifting of China’s economy and where the future lies for many industries.

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