What will be important in the learn and work ecosystem in 2030? How do we prepare? — from evolllution.com by Holly Zanville | Senior Advisor for Credentialing and Workforce Development, Lumina Foundation

Excerpt:

These seven suggested actions—common to all scenarios—especially resonated with Lumina:

  1. Focus on learning: All learners will need a range of competencies and skills, most critically: learning how to learn; having a foundation in math, science, IT and cross-disciplines; and developing the behaviors of grit, empathy and effective communication.
  2. Prepare all “systems”: Schools will continue to be important places to teach competencies and skills. Parents will be important teachers for children. Workplaces will also be important places for learning, and many learners will need instruction on how to work effectively as part of human/machine teams.
  3. Integrate education and work: Education systems will need to be integrated with work in an education/work ecosystem. To enable movement within the ecosystem, credentials will be useful, but only if they are transparent and portable. The competencies and skills that stand behind credentials will need to be identifiable, using a common language to enable (a) credential providers to educate/train for an integrated education/work system; (b) employers to hire people and upgrade their skills; and (c) governments (federal/state/local) to incentivize and regulate programs and policies that support the education/work system.
  4. Assess learning: Assessing competencies and skills acquired in multiple settings and modes (including artificial reality and virtual reality tools), will be essential. AI will enable powerful new assessment tools to collect and analyze data about what humans know and can do.
  5. Build fair, moral AI: There will be a high priority on ensuring that AI has built-in checks and balances that reflect moral values and honor different cultural perspectives.
  6. Prepare for human/machine futures: Machines will join humans in homes, schools and workplaces. Machines will likely be viewed as citizens with rights. Humans must prepare for side-by-side “relationships” with machines, especially in situations in which machines will be managing aspects of education, work and life formerly managed by humans. Major questions will also arise about the ownership of AI structures—what ownership looks like, and who profits from ubiquitous AI structures.
  7. Build networks for readiness/innovation: Open and innovative partnerships will be needed for whatever future scenarios emerge. In a data-rich world, we won’t solve problems alone; networks, partnerships and communities will be key.

 

 

 

An open letter to Microsoft and Google’s Partnership on AI — from wired.com by Gerd Leonhard
In a world where machines may have an IQ of 50,000, what will happen to the values and ethics that underpin privacy and free will?

Excerpt:

This open letter is my modest contribution to the unfolding of this new partnership. Data is the new oil – which now makes your companies the most powerful entities on the globe, way beyond oil companies and banks. The rise of ‘AI everywhere’ is certain to only accelerate this trend. Yet unlike the giants of the fossil-fuel era, there is little oversight on what exactly you can and will do with this new data-oil, and what rules you’ll need to follow once you have built that AI-in-the-sky. There appears to be very little public stewardship, while accepting responsibility for the consequences of your inventions is rather slow in surfacing.

 

In a world where machines may have an IQ of 50,000 and the Internet of Things may encompass 500 billion devices, what will happen with those important social contracts, values and ethics that underpin crucial issues such as privacy, anonymity and free will?

 

 

My book identifies what I call the “Megashifts”. They are changing society at warp speed, and your organisations are in the eye of the storm: digitization, mobilisation and screenification, automation, intelligisation, disintermediation, virtualisation and robotisation, to name the most prominent. Megashifts are not simply trends or paradigm shifts, they are complete game changers transforming multiple domains simultaneously.

 

 

If the question is no longer about if technology can do something, but why…who decides this?

Gerd Leonhard

 

 

From DSC:
Though this letter was written 2 years ago back in October of 2016, the messages, reflections, and questions that Gerd puts on the table are very much still relevant today.  The leaders of these powerful companies have enormous power — power to do good, or to do evil. Power to help or power to hurt. Power to be a positive force for societies throughout the globe and to help create dreams, or power to create dystopian societies while developing a future filled with nightmares. The state of the human heart is extremely key here — though many will hate me saying that. But it’s true. At the end of the day, we need to very much care about — and be extremely aware of — the characters and values of the leaders of these powerful companies. 

 

 

Also relevant/see:

Spray-on antennas will revolutionize the Internet of Things — from networkworld.com by Patrick Nelson
Researchers at Drexel University have developed a method to spray on antennas that outperform traditional metal antennas, opening the door to faster and easier IoT deployments.

 From DSC:
Again, it’s not too hard to imagine in this arena that technologies can be used for good or for ill.

 

 
 

A new metal 3-D printing competitor has entered the arena — from MIT Tech Review’s 9/11/18 newsletter

HP just announced its first metal 3-D printer, along with a several high-profile customers.

  • Some background: Metal 3-D printing has been slow to take off except for niche applications. But over the past few years it’s begun overcoming its cost and speed barriers (prompting us to make it one of our 10 Breakthrough Technologies of 2018).
  • The news: HP’s new printer, HP Metal Jet (which will run you about $400,000), launched yesterday. Off the bat its machines will be used by GKN Powder Metallurgy, which makes more than 13 million parts a day, as well as Volkswagen and metal manufacturer Parmatech. “The world runs on metals—hundreds of billions of metal parts are produced each year,” says Tim Weber, global head of 3D printing materials and advanced applications at HP.
  • The tech: The machine will use a process called binder-jet printing, which uses layers of metal powder and a binding agent (which acts like glue) to build up a part. These fragile products are then heated until they melt into the finished design.
  • The advantage: The company will be up against longer standing metal 3-D printing rivals, including Desktop Metal, GE, and Markforged. HP’s feels its real leg up is its ability to use many of the same elements used in its other 2-D and 3-D plastic printers in its metal machines.
  • How it’ll change work: Metal 3-D printing has the potential to further automate the manufacturing floor. The printers require less human involvement to keep them running than many other pieces of equipment. The technology could also allow large factories that mass-produce a limited range of parts to be replaced by smaller ones that make a wider variety, changing where and how people work. Such competition can help push prices down and drive innovation.

 

 

HP Launches World’s Most Advanced Metals 3D Printing Technology for Mass Production to Accelerate 4th Industrial Revolution — from press.ext.hp.com

 

HP Launches World’s Most Advanced Metals 3D Printing Technology for Mass Production to Accelerate 4th Industrial Revolution

 

 

 

 

Coursera’s CEO on the Evolving Meaning of ‘MOOC’ — from by Dian Schaffhauser
When you can bring huge numbers of students together with lots of well-branded universities and global enterprises seeking a highly skilled workforce, could those linkages be strong enough to forge a new future for massive open online courses?

Excerpts:

Campus Technology: Coursera used to be a MOOC operator, but now it’s a tech company, an LMS company, a virtual bootcamp and more. So how are you describing Coursera these days?

Maggioncalda: As a learning platform. We like to say to our universities, “Coursera is a platform for your global campus.”

You have [traditional universities] teaching with some of the world’s best professors, with some of the most cutting-edge research, to a population of people who have sat right here in front of you, on a small parcel of land, and who pay a lot of money to do that. It’s been very high quality that’s been available to the very few.

What we’re interested in doing is taking that quality of education and making it available to a vast group of people. When you think about our business model, I like to think about it as an ecosystem of learners, educators and employers. What we do is we link them together. We have 34 million learners from around the world. Our biggest country represented is the United States, followed by India, followed by China, followed by Mexico, followed by Brazil. A lot of the emerging markets and the learners there are coming to Coursera to learn and prosper.

[Editor’s note: Coursera currently hosts 10 online degree programs. And most recently, in July 2018, the University of Pennsylvania announced that it was launching its first fully online master’s degree, delivered through Coursera and priced at about a third of the cost of its on-campus equivalent.]

CT: Let’s talk about the University of Pennsylvania deal. Do you think that’s going to put some competitive pressure on the other Tier 1 schools to jump into the fray?

Maggioncalda: This is a very well-regarded program. The University of Pennsylvania is a very well-regarded university. I think it’s causing a lot of people to re-evaluate what they were imagining their future might look like: Maybe learners really do want to have access that’s more convenient and lower cost and they don’t have to quit their jobs to take. And maybe there is literally a world of learners who can’t come to campus, in India and Europe and Latin America and Russia and Asia Pacific and China.

 

 

As a learning platform. We like to say to our universities, “Coursera is a platform for your global campus.”

Jeff Maggioncalda, Coursera CEO

 

 

In two years we’ve had over 1,400 companies hire Coursera to deliver university courses at work to their employees.

Now we’re starting to link the 34 million learners out there to the employers who are looking for people who have certain skills, saying, “Look, if you’re on Coursera learning about this thing, there might be companies who want to hire people that know the thing that you just learned.”

Jeff Maggioncalda, Coursera CEO

 

 


 

The Living [Class] Room -- by Daniel Christian -- July 2012

Learning from the Living [Class] Room:
A global, powerful, next generation learning platform — meant to help people
reinvent themselves quickly, cost-effectively, conveniently, & consistently

  • A new, global, collaborative learning platform that offers more choice, more control to learners of all ages – 24×7 – and could become the organization that futurist Thomas Frey discusses here with Business Insider:
    • “I’ve been predicting that by 2030 the largest company on the internet is going to be an education-based company that we haven’t heard of yet,” Frey, the senior futurist at the DaVinci Institute think tank, tells Business Insider.
  • A learner-centered platform that is enabled by – and reliant upon – human beings but is backed up by a powerful suite of technologies that work together in order to help people reinvent themselves quickly, conveniently, and extremely cost-effectively
  • A customizable learning environment that will offer up-to-date streams of regularly curated content (i.e., microlearning) as well as engaging learning experiences
  • Along these lines, a lifelong learner can opt to receive an RSS feed on a particular topic until they master that concept; periodic quizzes (i.e., spaced repetition) determine that mastery. Once mastered, the system will ask the learner as to whether they still want to receive that particular stream of content or not.
  • A Netflix-like interface to peruse and select plugins to extend the functionality of the core product
  • An AI-backed system of analyzing employment trends and opportunities will highlight those courses and “streams of content” that will help someone obtain the most in-demand skills
  • A system that tracks learning and, via Blockchain-based technologies, feeds all completed learning modules/courses into learners’ web-based learner profiles
  • A learning platform that provides customized, personalized recommendation lists – based upon the learner’s goals
  • A platform that delivers customized, personalized learning within a self-directed course (meant for those content creators who want to deliver more sophisticated courses/modules while moving people through the relevant Zones of Proximal Development)
  • Notifications and/or inspirational quotes will be available upon request to help provide motivation, encouragement, and accountability – helping learners establish habits of continual, lifelong-based learning
  • (Potentially) An online-based marketplace, matching learners with teachers, professors, and other such Subject Matter Experts (SMEs)
  • (Potentially) Direct access to popular job search sites
  • (Potentially) Direct access to resources that describe what other companies do/provide and descriptions of any particular company’s culture (as described by current and former employees and freelancers)
  • (Potentially) Integration with one-on-one tutoring services

 


 

 

Try before you buy — from universityventures.com

Excerpts:

There are two reasons why the skills gap persists in a full-employment economy. On the student or candidate side, there is “Education Friction.” Education Friction is why individuals fail to upskill themselves with the skills demanded by employers. This is a result of the time required to upskill, the cost, and – most important – the uncertainty of a positive employment outcome. The second and often overlooked contributor to the skills gap is “Hiring Friction” on the part of employers; employers are increasingly reluctant to hire candidates without exact relevant experience. The cost of a bad hire is higher than ever, as is employee churn, as is the cost of replacing terminated employees – all of which have contributed to an increase in experience requirements for positions that should be (and once were) entry level.

From time immemorial, all serious education, training, and workforce efforts to close the skills gap have started by identifying missing skills, developing curriculum, and delivering programs. These “Education Up” models are logical, but also easy. The hardest part of the skills gap is not identifying skills or skill building, but rather building the bridge to employers.

The urgent need to reduce Hiring Friction, coupled with the regulatory barrier to utilizing assessments at the top of the hiring funnel, is giving rise to new models that are the antithesis of “Education Up.” These new “Employer Down” models start with employers and the entry-level positions they need to fill, and eliminate Hiring Friction by allowing employers to try before they buy. Staffing and business services companies are hiring candidates themselves, providing Last-Mile Training, and placing newly-trained talent at the service of employers so they can try before they buy. Some Employer Down models add a new “emerging talent” product to an existing talent business (i.e., staffing or placement). Others establish outsourced apprenticeship programs to add a talent dimension to an existing business service, which can boost pricing power, increase market share, and accelerate growth. What they have in common is that candidates are hired and trained by the provider and then, while remaining employed by the provider, perform work for clients; clients convert candidates to full-time employees only when they’re good and ready. Here’s what else they have in common: scalable business models built around the provision of proven entry-level talent.

 

“Education Up” colleges and universities are ill-prepared for the coming of “Employer Down.”

 

 

 

Smart Machines & Human Expertise: Challenges for Higher Education — from er.educause.edu by Diana Oblinger

Excerpts:

What does this mean for higher education? One answer is that AI, robotics, and analytics become disciplines in themselves. They are emerging as majors, minors, areas of emphasis, certificate programs, and courses in many colleges and universities. But smart machines will catalyze even bigger changes in higher education. Consider the implications in three areas: data; the new division of labor; and ethics.

 

Colleges and universities are challenged to move beyond the use of technology to deliver education. Higher education leaders must consider how AI, big data, analytics, robotics, and wide-scale collaboration might change the substance of education.

 

Higher education leaders should ask questions such as the following:

  • What place does data have in our courses?
  • Do students have the appropriate mix of mathematics, statistics, and coding to understand how data is manipulated and how algorithms work?
  • Should students be required to become “data literate” (i.e., able to effectively use and critically evaluate data and its sources)?

Higher education leaders should ask questions such as the following:

  • How might problem-solving and discovery change with AI?
  • How do we optimize the division of labor and best allocate tasks between humans and machines?
  • What role do collaborative platforms and collective intelligence have in how we develop and deploy expertise?


Higher education leaders should ask questions such as the following:

  • Even though something is possible, does that mean it is morally responsible?
  • How do we achieve a balance between technological possibilities and policies that enable—or stifle—their use?
  • An algorithm may represent a “trade secret,” but it might also reinforce dangerous assumptions or result in unconscious bias. What kind of transparency should we strive for in the use of algorithms?

 

 

 

Six tech giants sign health data interoperability pledge — from medicaldevice-network.com by GlobalData Healthcare

Excerpt:

Google, Amazon, and IBM joined forces with Microsoft, Salesforce, and Oracle to pledge to speed up the progress of health data standards and interoperability.

This big new alliance’s pledge will have a very positive impact on healthcare as it will become easier to share medical data among hospitals. Both physicians and patients will have easier access to information, which will lead to faster diagnosis and treatment.

The companies claim that this project will lead to better outcomes, higher patient satisfaction, and lower costs—a so-called “Triple Aim.”

 

From DSC:
No doubt that security will have to be very tight around these efforts.

 

 

Crypto Guides | Learn About Bitcoin, Ethereum, Cryptocurrency & Blockchain — from upfolio.com with thanks to Simon Saval for the resource

 

Crypto Guides | Learn About Bitcoin, Ethereum, Cryptocurrency & Blockchain on upfolio.com

 

Also see:

  • Blockchain in Education West
    Excerpt:
    There are numerous ways blockchain technology can be utilized in education, including, but not limited to:
    Digital transcripts
    Cybersecurity
    Online learning
    Blockchain-based essays
    Connection between students and employees

 

 

15 more companies that no longer require a degree — apply now — from glassdoor.com

Excerpt:

With college tuition soaring nationwide, many Americans don’t have the time or money to earn a college degree. However, that doesn’t mean your job prospects are diminished. Increasingly, there are many companies offering well-paying jobs to those with non-traditional education or a high-school diploma.

Google and Ernest & Young are just two of the champion companies who realize that book smarts don’t necessarily equal strong work ethic, grit and talent. Whether you have your GED and are looking for a new opportunity or charting your own path beyond the traditional four-year college route, here are 15 companies that have said they do not require a college diploma for some of their top jobs.

 

From DSC:
Several years ago when gas prices were sky high, I couldn’t help but think that some industries — though they were able to grab some significant profits in the short term — were actually shooting themselves in the foot for the longer term. Sure enough, as time went by, people started looking for less expensive alternatives. For example, they started buying more hybrid vehicles, more electric cars, and the sales of smaller cars and lighter trucks increased. The average fuel economy of vehicles went up (example). The goal was to reduce or outright eliminate the number of trips to the gas station that people were required to make.  

These days…I wonder if the same kind of thing is happening — or about to happen — with traditional institutions of higher education*? Are we shooting ourselves in the foot?

Traditional institutions of higher education better find ways to adapt, and to change their game (so to speak), before the alternatives to those organizations gain some major steam. There is danger in the status quo. Count on it. The saying, “Adapt or die” has now come to apply to higher ed as well.

Faculty, staff, and administrators within higher ed are beginning to experience what the corporate world has been experiencing for decades.

Faculty can’t just teach what they want to teach. They can’t just develop courses that they are interested in. The demand for courses that aren’t attractive career-wise will likely continue to decrease. Sure, it can be argued that many of those same courses — especially from the liberal arts colleges — are still valuable…and I would agree with some of those arguments. But the burden of proof continues to be shifted to the shoulders of those proposing such curricula.

Also, the costs of obtaining a degree needs to come down or:

  • The gorillas of debt on peoples’ backs will become a negative word of mouth that will be hard to compete against or adequately address as time goes by
  • The angst towards higher ed will continue to build
  • People will bolt for those promising alternatives to traditional higher ed where the graduates (badge earners, or whatever they’re going to be called) of those programs are hired and shown to be effective employees
  • I hope that this isn’t the case and that it’s not too late to change…but history will likely show that higher ed shot itself in the foot. The warning signs were all over the place.

 

 

The current trends are paving the way for a next generation learning platform that will serve someone from cradle to grave.

 

 

* I realize that many in higher ed would immediately dispute that their organizations are out to grab short term profits, that they don’t operate like a business, that they don’t operate under the same motivations as the corporate world, etc.  And I can see some of these folks’ points, no doubt. I may even agree with some of the folks who represent organizations who freely share information with other organizations and have motivations other than making tons of money.  But for those folks who staunchly hold to the belief that higher ed isn’t a business at all — well, for me, that’s taking things way too far. I do not agree with that perspective at all. One has to have their eyes (and minds) closed to cling to that perspective anymore. Just don’t ask those folks to tell you how much their presidents make (along with other higher-level members of their administrations), the salaries of the top football coaches, or how many millions of dollars many universities’ receive for their television contracts and/or their ticket sales, or how much revenue research universities bring in from patents and so on and so forth.

 

 



Addendum on 8/24, per University Ventures e-newsletter

2. Facebook Goes Back to College (emphasis DSC)
TechCrunch report on how digital giants are buying into Last-Mile Training by partnering with Pathstream to deliver necessary digital skills to community college students.
Most good first jobs specifically require one or more technologies like Facebook or Unity — technologies that colleges and universities aren’t teaching. If Pathstream is able to realize its vision of integrating industry-relevant software training into degree programs in a big way, colleges and universities have a shot at maintaining their stranglehold as the sole pathway to successful careers. If Pathstream’s impact is more limited, watch for millions of students to sidestep traditional colleges, and enroll in emerging faster and cheaper alternative pathways to good first jobs — alternative pathways that will almost certainly integrate the kind of last-mile training being pioneered by Pathstream.

 

America’s colleges and universities could learn a thing or two from Leo, because they continue to resist teaching students the practical things they’ll need to know as soon as they graduate; for instance, to get jobs that will allow them to make student loan payments. Digital skills head this list, specifically experience with the high-powered software they’ll be required to use every day in entry-level positions.

But talk to a college president or provost about the importance of Marketo, HubSpot, Pardot, Tableau, Adobe and Autodesk for their graduates, and they’re at a loss for how to integrate last-mile training into their degree programs in order prepare students to work on these essential software platforms.

Enter a new company, Pathstream, which just announced a partnership with tech leader Unity and previously partnered with Facebook. Pathstream supports the delivery of career-critical software skill training in VR/AR and digital marketing at colleges and universities.

 



 

Addendum on 8/24, per University Ventures e-newsletter
3. Faster + Cheaper Alternatives to College
Inside Higher Education Q&A on upcoming book A New U: Faster + Cheaper Alternatives to College.
Last-mile training is the inevitable by-product of two crises, one generally understood, the other less so. The crisis everyone understands is affordability and unsustainable levels of student loan debt. The other crisis is employability. Nearly half of all college graduates are underemployed in their first job. And we know that underemployment is pernicious and lasting. According to the recent report from Strada’s Institute for the Future of Work, two-thirds of underemployed graduates remain underemployed five years later, and half remain underemployed a decade later. So today’s students no longer buy that tired college line that “we prepare you for your fifth job, not your first job.” They know that if they don’t get a good first job, they’re probably not going to get a good fifth job. As a result, today’s students are laser-focused on getting a good first job in a growing sector of the economy.

 

 

 

Looking for something?

Use the form below to search the site:

Still not finding what you're looking for? Drop a comment on a post or contact us so we can take care of it!

© 2018 | Daniel Christian