AI: Embracing the promises and realities — from the Allegis Group

Excerpts:

What will that future be? When it comes to jobs, the tea leaves are indecipherable as analysts grapple with emerging technologies, new fields of work, and skills that have yet to be conceived. The only certainty is
that jobs will change. Consider the conflicting predictions put forth by the analyst community:

  • According to the Organization of Economic Cooperation and Development, only 5-10% of labor would be displaced by intelligent automation, and new job creation will offset losses.  (Inserted comment from DSC: Hmmm. ONLY 5-10%!? What?! That’s huge! And don’t count on the majority of those people becoming experts in robotics, algorithms, big data, AI, etc.)
  • The World Economic Forum27 said in 2016 that 60% of children entering school today will work in jobs that do not yet exist.
  • 47% of all American job functions could be automated within 20 years, according to the Oxford Martin School on Economics in a 2013 report.
  • In 2016, a KPMG study estimated that 100 million global knowledge workers could be affected by robotic process automation by 2025.

Despite the conflicting views, most analysts agree on one thing: big change is coming. Venture Capitalist David Vandergrift has some words of advice: “Anyone not planning to retire in the next 20 years should be paying pretty close attention to what’s going on in the realm of AI. The supplanting (of jobs) will not happen overnight: the trend over the next couple of decades is going to be towards more and more automation.”30

While analysts may not agree on the timing of AI’s development in the economy, many companies are already seeing its impact on key areas of talent and business strategy. AI is replacing jobs, changing traditional roles, applying pressure on knowledge workers, creating new fields of work, and raising the demand for certain skills.

 

 

 

 

 

The emphasis on learning is a key change from previous decades and rounds of automation. Advanced AI is, or will soon be, capable of displacing a very wide range of labor, far beyond the repetitive, low-skill functions traditionally thought to be at risk from automation. In many cases, the pressure on knowledge workers has already begun.

 

 

 

 

Regardless of industry, however, AI is a real challenge to today’s way of thinking about work, value, and talent scarcity. AI will expand and eventually force many human knowledge workers to reinvent their roles to address issues that machines cannot process. At the same time, AI will create a new demand for skills to guide its growth and development. These emerging areas of expertise will likely be technical or knowledge-intensive fields. In the near term, the competition for workers in these areas may change how companies focus their talent strategies.

 

 

 

 

WE ARE NOT READY FOR THIS! Per Forrester Research: In US, a net loss of 7% of jobs to automation — *in 2018*!

Forrester predicts that AI-enabled automation will eliminate 9% of US jobs in 2018 — from forbes.com by Gil Press

Excerpt (emphasis DSC):

A new Forrester Research report, Predictions 2018: Automation Alters The Global Workforce, outlines 10 predictions about the impact of AI and automation on jobs, work processes and tasks, business success and failure, and software development, cybersecurity, and regulatory compliance.

We will see a surge in white-collar automation, half a million new digital workers (bots) in the US, and a shift from manual to automated IT and data management. “Companies that master automation will dominate their industries,” Forrester says. Here’s my summary of what Forrester predicts will be the impact of automation in 2018:

Automation will eliminate 9% of US jobs but will create 2% more.
In 2018, 9% of US jobs will be lost to automation, partly offset by a 2% growth in jobs supporting the “automation economy.” Specifically impacted will be back-office and administrative, sales, and call center employees. A wide range of technologies, from robotic process automation and AI to customer self-service and physical robots will impact hiring and staffing strategies as well as create a need for new skills.

 

Your next entry-level compliance staffer will be a robot.

 

From DSC:

Are we ready for a net loss of 7% of jobs in our workforce due to automation — *next year*? Last I checked, it was November 2017, and 2018 will be here before we know it.

 

***Are we ready for this?! ***

 

AS OF TODAY, can we reinvent ourselves fast enough given our current educational systems, offerings, infrastructures, and methods of learning?

 

My answer: No, we can’t. But we need to be able to — and very soon!

 

 

There are all kinds of major issues and ramifications when people lose their jobs — especially this many people and jobs! The ripple effects will be enormous and very negative unless we introduce new ways for how people can learn new things — and quickly!

That’s why I’m big on trying to establish a next generation learning platform, such as the one that I’ve been tracking and proposing out at Learning from the Living [Class] Room. It’s meant to provide societies around the globe with a powerful, next generation learning platform — one that can help people reinvent themselves quickly, cost-effectively, conveniently, & consistently! It involves providing, relevant, up-to-date streams of content that people can subscribe to — and drop at any time. It involves working in conjunction with subject matter experts who work with teams of specialists, backed up by suites of powerful technologies. It involves learning with others, at any time, from any place, at any pace. It involves more choice, more control. It involves blockchain-based technologies to feed cloud-based learner profiles and more.

But likely, bringing such a vision to fruition will require a significant amount of collaboration. In my mind, some of the organizations that should be at the table here include:

  • Some of the largest players in the tech world, such as Amazon, Google, Apple, IBM, Microsoft, and/or Facebook
  • Some of the vendors that already operate within the higher ed space — such as Salesforce.com, Ellucian, and/or Blackboard
  • Some of the most innovative institutions of higher education — including their faculty members, instructional technologists, instructional designers, members of administration, librarians, A/V specialists, and more
  • The U.S. Federal Government — for additional funding and the development of policies to make this vision a reality

 

 

The Living [Class] Room -- by Daniel Christian -- July 2012 -- a second device used in conjunction with a Smart/Connected TV

 

 

2018 Tech Trends for Journalism & Media Report + the 2017 Tech Trends Annual Report that I missed from the Future Today Institute

 

2018 Tech Trends For Journalism Report — from the Future Today Institute

Key Takeaways

  • 2018 marks the beginning of the end of smartphones in the world’s largest economies. What’s coming next are conversational interfaces with zero-UIs. This will radically change the media landscape, and now is the best time to start thinking through future scenarios.
  • In 2018, a critical mass of emerging technologies will converge finding advanced uses beyond initial testing and applied research. That’s a signal worth paying attention to. News organizations should devote attention to emerging trends in voice interfaces, the decentralization of content, mixed reality, new types of search, and hardware (such as CubeSats and smart cameras).
  • Journalists need to understand what artificial intelligence is, what it is not, and what it means for the future of news. AI research has advanced enough that it is now a core component of our work at FTI. You will see the AI ecosystem represented in many of the trends in this report, and it is vitally important that all decision-makers within news organizations familiarize themselves with the current and emerging AI landscapes. We have included an AI Primer For Journalists in our Trend Report this year to aid in that effort.
  • Decentralization emerged as a key theme for 2018. Among the companies and organizations FTI covers, we discovered a new emphasis on restricted peer-to-peer networks to detect harassment, share resources and connect with sources. There is also a push by some democratic governments around the world to divide internet access and to restrict certain content, effectively creating dozens of “splinternets.”
  • Consolidation is also a key theme for 2018. News brands, broadcast spectrum, and artificial intelligence startups will continue to be merged with and acquired by relatively few corporations. Pending legislation and policy in the U.S., E.U. and in parts of Asia could further concentrate the power among a small cadre of information and technology organizations in the year ahead.
  • To understand the future of news, you must pay attention to the future of many industries and research areas in the coming year. When journalists think about the future, they should broaden the usual scope to consider developments from myriad other fields also participating in the knowledge economy. Technology begets technology. We are witnessing an explosion in slow motion.

Those in the news ecosystem should factor the trends in this report into their strategic thinking for the coming year, and adjust their planning, operations and business models accordingly.

 



 

 

2017 Tech Trends Annual Report — from the Future Today Institute; this is the first I’ve seen this solid report

Excerpts:

This year’s report has 159 trends.
This is mostly due to the fact that 2016 was the year that many areas of science and technology finally started to converge. As a result we’re seeing a sort of slow-motion explosion––we will undoubtedly look back on the last part of this decade as a pivotal moment in our history on this planet.

Our 2017 Trend Report reveals strategic opportunities and challenges for your organization in the coming year. The Future Today Institute’s annual Trend Report prepares leaders and organizations for the year ahead, so that you are better positioned to see emerging technology and adjust your strategy accordingly. Use our report to identify near-future business disruption and competitive threats while simultaneously finding new collaborators and partners. Most importantly, use our report as a jumping off point for deeper strategic planning.

 

 



 

Also see:

Emerging eLearning Tools and Platforms Improve Results — from learningsolutionsmag.com

  • Augmented and virtual reality offer ways to immerse learners in experiences that can aid training in processes and procedures, provide realistic simulations to deepen empathy and build communication skills, or provide in-the-workflow support for skilled technicians performing complex procedures.
  • Badges and other digital credentials provide new ways to assess and validate employees’ skills and mark their eLearning achievements, even if their learning takes place informally or outside of the corporate framework.
  • Chatbots are proving an excellent tool for spaced learning, review of course materials, guiding new hires through onboarding, and supporting new managers with coaching and tips.
  • Content curation enables L&D professionals to provide information and educational materials from trusted sources that can deepen learners’ knowledge and help them build skills.
  • eBooks, a relative newcomer to the eLearning arena, offer rich features for portable on-demand content that learners can explore, review, and revisit as needed.
  • Interactive videos provide branching scenarios, quiz learners on newly introduced concepts and terms, offer prompts for small-group discussions, and do much more to engage learners.
  • Podcasts can turn drive time into productive time, allowing learners to enjoy a story built around eLearning content.
  • Smartphone apps, available wherever learners take their phones or tablets, can be designed to offer product support, info for sales personnel, up-to-date information for repair technicians, and games and drills for teaching and reviewing content; the possibilities are limited only by designers’ imagination.
  • Social platforms like Slack, Yammer, or Instagram facilitate collaboration, sharing of ideas, networking, and social learning. Adopting social learning platforms encourages learners to develop their skills and contribute to their communities of practice, whether inside their companies or more broadly.
  • xAPI turns any experience into a learning experience. Adding xAPI capability to any suitable tool or platform means you can record learner activity and progress in a learning record store (LRS) and track it.

 



 

DevLearn Attendees Learn How to ‘Think Like a Futurist’ — from learningsolutionsmag.com

Excerpt:

How does all of this relate to eLearning? Again, Webb anticipated the question. Her response gave hope to some—and terrified others. She presented three possible future scenarios:

  • Everyone in the learning arena learns to recognize weak signals; they work with technologists to refine artificial intelligence to instill values. Future machines learn not only to identify correct and incorrect answers; they also learn right and wrong. Webb said that she gives this optimistic scenario a 25 percent chance of occurring.
  • Everyone present is inspired by her talk but they, and the rest of the learning world, do nothing. Artificial intelligence continues to develop as it has in the past, learning to identify correct answers but lacking values. Webb’s prediction is that this pragmatic optimistic scenario has a 50 percent chance of occurring.
  • Learning and artificial intelligence continue to develop on separate tracks. Future artificial intelligence and machine learning projects incorporate real biases that affect what and how people learn and how knowledge is transferred. Webb said that she gives this catastrophic scenario a 25 percent chance of occurring.

In an attempt to end on a strong positive note, Webb said that “the future hasn’t happened yet—we think” and encouraged attendees to take action. “To build the future of learning that you want, listen to weak signals now.”

 



 

 

 

 

 

From DSC:
I know Quentin Schultze from our years working together at Calvin College, in Grand Rapids, Michigan (USA). I have come to greatly appreciate Quin as a person of faith, as an innovative/entrepreneurial professor, as a mentor to his former students, and as an excellent communicator. 

Quin has written a very concise, wisdom-packed book that I would like to recommend to those people who are seeking to be better communicators, leaders, and servants. But I would especially like to recommend this book to the leadership at Google, Amazon, Apple, Microsoft, IBM, Facebook, Nvidia, the major companies developing robots, and other high-tech companies. Why do I list these organizations? Because given the exponential pace of technological change, these organizations — and their leaders — have an enormous responsibility to make sure that the technologies that they are developing result in positive changes for societies throughout the globe. They need wisdom, especially as they are working on emerging technologies such as Artificial Intelligence (AI), personal assistants and bots, algorithms, robotics, the Internet of Things, big data, blockchain and more. These technologies continue to exert an increasingly powerful influence on numerous societies throughout the globe today. And we haven’t seen anything yet! Just because we can develop and implement something, doesn’t mean that we should. Again, we need wisdom here.

But as Quin states, it’s not just about knowledge, the mind and our thoughts. It’s about our hearts as well. That is, we need leaders who care about others, who can listen well to others, who can serve others well while avoiding gimmicks, embracing diversity, building trust, fostering compromise and developing/exhibiting many of the other qualities that Quin writes about in his book. Our societies desperately need leaders who care about others and who seek to serve others well.

I highly recommend you pick up a copy of Quin’s book. There are few people who can communicate as much in as few words as Quin can. In fact, I wish that more writing on the web and more articles/research coming out of academia would be as concisely and powerfully written as Quin’s book, Communicate Like a True Leader: 30 Days of Life-Changing Wisdom.

 

 

To lead is to accept responsibility and act responsibly.
Quentin Schultze

 

 

 

100 Data and Analytics Predictions Through 2021 — from Gartner

From DSC:
I just wanted to include some excerpts (see below) from Gartner’s 100 Data and Analytics Predictions Through 2021 report. I do so to illustrate how technology’s impact continues to expand/grow in influence throughout many societies around the globe, as well as to say that if you want a sure thing job in the next 1-15 years, I would go into studying data science and/or artificial intelligence!

 



Excerpts:

As evidenced by its pervasiveness within our vast array of recently published Predicts 2017 research, it is clear that data and analytics are increasingly critical elements across most industries, business functions and IT disciplines. Most significantly, data and analytics are key to a successful digital business. This collection of more than 100 data-and-analytics-related Strategic Planning Assumptions (SPAs) or predictions through 2021, heralds several transformations and challenges ahead that CIOs and data and analytics leaders should embrace and include in their planning for successful strategies. Common themes across the discipline in general, and within particular business functions and industries, include:

  • Artificial intelligence (AI) is emerging as a core business and analytic competency. Beyond yesteryear’s hard-coded algorithms and manual data science activities, machine learning (ML) promises to transform business processes, reconfigure workforces, optimize infrastructure behavior and blend industries through rapidly improved decision making and process optimization.
  • Natural language is beginning to play a dual role in many organizations and applications as a source of input for analytic and other applications, and a variety of output, in addition to traditional analytic visualizations.
  • Information itself is being recognized as a corporate asset (albeit not yet a balance sheet asset), prompting organizations to become more disciplined about monetizing, managing and measuring it as they do with other assets. This includes “spending” it like cash, selling/licensing it to others, participating in emerging data marketplaces, applying asset management principles to improve its quality and availability, and quantifying its value and risks in a variety of ways.
  • Smart devices that both produce and consume Internet of Things (IoT) data will also move intelligent computing to the edge of business functions, enabling devices in almost every industry to operate and interact with humans and each other without a centralized command and control. The resulting opportunities for innovation are unbounded.
  • Trust becomes the watchword for businesses, devices and information, leading to the creation of digital ethics frameworks, accreditation and assessments. Most attempts at leveraging blockchain as a trust mechanism fail until technical limitations, particularly performance, are solved.

Education
Significant changes to the global education landscape have taken shape in 2016, and spotlight new and interesting trends for 2017 and beyond. “Predicts 2017: Education Gets Personal” is focused on several SPAs, each uniquely contributing to the foundation needed to create the digitalized education environments of the future. Organizations and institutions will require new strategies to leverage existing and new technologies to maximize benefits to the organization in fresh and
innovative ways.

  • By 2021, more than 30% of institutions will be forced to execute on a personalization strategy to maintain student enrollment.
  • By 2021, the top 100 higher education institutions will have to adopt AI technologies to stay competitive in research.

Artificial Intelligence
Business and IT leaders are stepping up to a broad range of opportunities enabled by AI, including autonomous vehicles, smart vision systems, virtual customer assistants, smart (personal) agents and natural-language processing. Gartner believes that this new general-purpose technology is just beginning a 75-year technology cycle that will have far-reaching implications for every industry. In “Predicts 2017: Artificial Intelligence,” we reflect on the near-term opportunities, and the potential burdens and risks that organizations face in exploiting AI. AI is changing the way in which organizations innovate and communicate their processes, products and services.

Practical strategies for employing AI and choosing the right vendors are available to data and analytics leaders right now.

  • By 2019, more than 10% of IT hires in customer service will mostly write scripts for bot interactions.
  • Through 2020, organizations using cognitive ergonomics and system design in new AI projects will achieve long-term success four times more often than others.
  • By 2020, 20% of companies will dedicate workers to monitor and guide neural networks.
  • By 2019, startups will overtake Amazon, Google, IBM and Microsoft in driving the AI economy with disruptive business solutions.
  • By 2019, AI platform services will cannibalize revenues for 30% of market-leading companies. “Predicts 2017: Drones”
  • By 2020, the top seven commercial drone manufacturers will all offer analytical software packages.
    “Predicts 2017: The Reinvention of Buying Behavior in Vertical-Industry Markets”
  • By 2021, 30% of net new revenue growth from industry-specific solutions will include AI technology.

Advanced Analytics and Data Science
Advanced analytics and data science are fast becoming mainstream solutions and competencies in most organizations, even supplanting traditional BI and analytics resources and budgets. They allow more types of knowledge and insights to be extracted from data. To become and remain competitive, enterprises must seek to adopt advanced analytics, and adapt their business models, establish specialist data science teams and rethink their overall strategies to keep pace with the competition. “Predicts 2017: Analytics Strategy and Technology” offers advice on overall strategy, approach and operational transformation to algorithmic business that leadership needs to build to reap the benefits.

  • By 2018, deep learning (deep neural networks [DNNs]) will be a standard component in 80% of data scientists’ tool boxes.
  • By 2020, more than 40% of data science tasks will be automated, resulting in increased productivity and broader usage by citizen data scientists.
  • By 2019, natural-language generation will be a standard feature of 90% of modern BI and analytics platforms.
  • By 2019, 50% of analytics queries will be generated using search, natural-language query or voice, or will be autogenerated.
  • By 2019, citizen data scientists will surpass data scientists in the amount of advanced analysis
    produced.

 

 

By 2020, 95% of video/image content will never be viewed by humans; instead, it will be vetted by machines that provide some degree of automated analysis.

 

 

Through 2020, lack of data science professionals will inhibit 75% of organizations from achieving the full potential of IoT.

 

 

 

 

Future Forward: The Next Twenty Years of Higher Education — from Blackboard with a variety of contributors

Excerpts:

As you read their reflections you’ll find several themes emerge over and over:

  • Our current system is unsustainable and ill-suited for a globally connected world that is constantly changing.
  • Colleges and universities will have to change their current business model to continue to thrive, boost revenue and drive enrollment.
  • The “sage on the stage” and the “doc in the box” aren’t sustainable; new technologies will allow faculty to shift their focus on the application of learning rather than the acquisition of knowledge.
  • Data and the ability to transform that data into action will be the new lifeblood of the institution.
  • Finally, the heart and soul of any institution are its people. Adopting new technologies is only a small piece of the puzzle; institutions must also work with faculty and staff to change institutional culture.

Some quotes are listed below.

 

“What’s more, next-generation digital learning environments must bridge the divide between the faculty-directed instructivist model our colleges and universities have always favored and the learner-centric constructivist paradigm their students have come to expect and the economy now demands.”

It will be at least 10 years before systems such as this become the standard rather than the exception. Yet to achieve this timeline, we will have to begin fostering a very different campus culture that embraces technology for its experiential value rather than its transactional expediency, while viewing education as a lifelong pursuit rather than a degree-driven activity.

Susan Aldridge

 

 

 

Q: What are the biggest challenges facing higher education right now?

A: I think it is a difficult time for decisionmakers to know how to move boldly forward. It’s almost funny, nobody’s doing five-year strategic plans anymore. We used to do ten-year plans, but now it’s “What’s our guiding set of principles and then let’s sort of generally go towards that.” I think it’s really hard to move an entire institution, to know how to keep it sustainable and serving your core student population. Trying to figure out how to keep moving forward is not as simple as it used to be when you hired faculty and they showed up in the classroom. It’s time for a whole new leadership model. I’m not sure what that is, but we have to start reimagining our organizations and our institutions and even our leadership.

Marie Cini

 

 

 

One of the things that is frustrating to me is the argument that online learning is just another modality. Online learning is much more than that. It’s arguably the most transformative development since the G.I. Bill and, before that, the establishment of land-grant universities. 

I don’t think we should underestimate the profound impact online education has had and will continue to have on higher education. It’s not just another modality; it’s an entirely new industry.

Robert Hansen

 

 

From DSC:
And I would add (to Robert’s quote above) that not since the printing press was invented close to 500 years ago have we seen such an enormously powerful invention as the Internet. To bypass the Internet and the online-based learning opportunities that it can deliver is to move into a risky, potentially dangerous future. If your institution is doing that, your institution’s days could be numbered. As we move into the future — where numerous societies throughout the globe will be full of artificial intelligence, big data, robotics, algorithms, business’ digital transformations, and more — your institutions’ credibility could easily be at stake in a new, increasingly impactful way. Parents and students will want to know that there’s a solid ROI for them. They will want to know that a particular college or university has the foundational/core competencies and skills to prepare the learner for the future that the learner will encounter.

 

 

 

Q: What are the biggest challenges facing higher education right now?

A: I think the biggest challenge is the stubborn refusal of institutions to acknowledge that the 20th century university paradigm no longer works, or at least it doesn’t work anymore for the majority of our institutions. I’m not speaking on behalf of our members, but I think it’s fair to say that institutions are still almost entirely faculty-centered and not market-driven. Faculty, like so many university leaders today who come from faculty ranks, are so often ill-equipped to compete in the Wild West that we’re seeing today, and it’s not their fault. They’re trained to be biologists and historians and philosophers and musicians and English professors, and in the past there was very little need to be entrepreneurial. What’s required of university leadership now looks very much like what’s required in the fastpaced world of private industry.

If you are tuition dependent and you haven’t figured out how to serve the adult market yet, you’re in trouble.

Robert Hansen

 

 

 

It’s not just enough to put something online for autodidacts who already have the time, energy, and prior skills to be able to learn on their own. You really need to figure out how to embed all the supports that a student will need to be successful, and I don’t know if we’ve cracked that yet.

Amy Laitinen

 

 

 

The other company is Amazon. Their recent purchase of Whole Foods really surprised everybody. Now you have a massive digital retailer that has made billions staying in the online world going backwards into brick-and-mortar. I think if you look at what you can do on Amazon now, who’s to say in three years or five years, you won’t say, “You know what, I want to take this class. I want to purchase it through Amazon,” and it’s done through Amazon with their own LMS? Who’s to say they’re not already working on it?

Justin Louder

 

 

 

 

We are focused on four at Laureate. Probably in an increasing order of excitement to me are game-based learning (or gamification), adaptive learning, augmented and virtual reality, and cognitive tutoring.

Darrell Luzzo

 

 

 

 

I would wave my hand and have people lose their fear of change and recognize that you can innovate and do new things and still stay true to the core mission and values. My hope is that we harness our collective energy to help our students succeed and become fully engaged citizens.

Felice Nudelman

 

 

 

 

 

Top Trends in the Gartner Hype Cycle for Emerging Technologies, 2017 — from gartner.com by Kasey Panetta
Enterprises should explain the business potential of blockchain, artificial intelligence and augmented reality.

Excerpt (emphasis DSC):

…emerging technologies such as machine learning, blockchain, drones (commercial UAVs), software-defined security and brain-computer interfaces have moved significantly along the Hype Cycle since 2016.

The Gartner Hype Cycle for Emerging Technologies, 2017 focuses on three emerging technology mega-trends: Artificial intelligence (AI) everywhere, transparently immersive experiences and digital platforms. Enterprise architects and technology innovation leaders should explore and ideate these three mega-trends to understand the future impacts to their business.

“Organizations will continue to be faced with rapidly accelerating technology innovation that will profoundly impact the way they deal with their workforces, customers and partners,” says Mike J. Walker, research director. “Our 2017 Hype Cycle reveals three distinct technology trends that profoundly create new experiences with unrivaled intelligence, and offer platforms that propel organizations to connect with new business ecosystems in order to become competitive over the next five to 10 years.”

 

 

 

 

 

 

 

Why Natural Language Processing is the Future of Business Intelligence — from dzone.com by Gur Tirosh
Until now, we have been interacting with computers in a way that they understand, rather than us. We have learned their language. But now, they’re learning ours.

Excerpt:

Every time you ask Siri for directions, a complex chain of cutting-edge code is activated. It allows “her” to understand your question, find the information you’re looking for, and respond to you in a language that you understand. This has only become possible in the last few years. Until now, we have been interacting with computers in a way that they understand, rather than us. We have learned their language.

But now, they’re learning ours.

The technology underpinning this revolution in human-computer relations is Natural Language Processing (NLP). And it’s already transforming BI, in ways that go far beyond simply making the interface easier. Before long, business transforming, life changing information will be discovered merely by talking with a chatbot.

This future is not far away. In some ways, it’s already here.

What Is Natural Language Processing?
NLP, otherwise known as computational linguistics, is the combination of Machine Learning, AI, and linguistics that allows us to talk to machines as if they were human.

 

 

But NLP aims to eventually render GUIs — even UIs — obsolete, so that interacting with a machine is as easy as talking to a human.

 

 

 

 

 

2017 Ed Tech Trends: The Halfway Point — from campustechnology.com by Rhea Kelly
Four higher ed IT leaders weigh in on the current state of education technology and what’s ahead.

This article includes some perspectives shared from the following 4 IT leaders:

  • Susan Aldridge, Senior Vice President for Online Learning, Drexel University (PA); President, Drexel University Online
  • Daniel Christian, Adjunct Faculty Member, Calvin College
  • Marci Powell, CEO/President, Marci Powell & Associates; Chair Emerita and Past President, United States Distance Learning Association
  • Phil Ventimiglia, Chief Innovation Officer, Georgia State University

 

 

Also see:

 

 

 

From DSC:
Reviewing the article below made me think of 2 potential additions to the Learning & Development Groups/Departments out there:

  1. Help people build their own learning ecosystems
  2. Design, develop, and implement workbots for self-service

 



 

Chatbots Poised to Revolutionize HR — from by Pratibha Nanduri

Excerpt:

Self-service is becoming an increasingly popular trend where people want to perform their tasks without needing help or input from anyone else. The increasing popularity of this trend is mainly attributed to the increasing use of computers and mobile devices to electronically manage all kinds of tasks.

As employee tolerance for downtime reduces and preferences for mobility increases, the bureaucracy which exists in managing everyday HR related tasks in the workplace will also have to be replaced. A large number of companies have still not automated even their basic HR services such as handling inquiries about holidays and leaves. Employees in such organizations still have to send their query and then wait for HR to respond.

As the number of employees goes up in an organization, the time taken by HR managers to respond to mundane admin tasks also increases. This leaves very little time for the HR manager to focus on strategic HR initiatives.

Chatbots that are powered by AI and machine learning are increasingly being used to automate mundane and repetitive tasks. They can also be leveraged in HR to simulate intelligent SMS-based conversations between employees and HR team members to automate basic HR tasks.

 



 

 

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