Connect with us

Featured

3D printing: What would Da Vinci say?

Published

on

When relatively new technology receives the endorsement of a megastar such as Black Eyed Peas will.i.am, its popularity skyrockets and suddenly the application possibilities seem endless.

Appointed recently as the chief creative officer of a global 3D printing company, will.i.am has set about taking 3D printing beyond the limited reach of staunch tech enthusiasts. His aim is to promote a simple-to-operate 3D printer that would reduce material waste by using recycled materials. This effort to promote sustainable living and highlight the environmental impact of manufacturing is only the tip of an iceberg that is both mind-blowingly large and infinitely useful.

 

 

“3D printing has been around for some time. However, consumers have recently begun to become more engaged in the 3D printing value chain,” says Simon Bromfield, Channel Manager at Adobe Systems Sub-Saharan Africa. “When most people talk about 3D printing, the focus is on the printers. But what will ultimately drive the growth of the consumer 3D printing market is the availability of content that is compelling to consumers.”

3D printing or additive manufacturing is being developed and adapted to spread its influence across a number of sectors and processes. 2014 has seen a number of significant breakthroughs in the use of this technology. Swedish supercar manufacturer, Koenigsegg recently unveiled the One:1, a supercar that utilises many components that were 3D printed. This year, 3D printing has begun to be used in production versions of spaceflight hardware. Healthcare advances have also been profound: scientists are using 3D printing and living tissue to produce ears, kidneys and livers.

But one of the most rapidly evolving applications of 3D printing is taking place in the creative space. Sculptors, modelers, artists, concept designers, illustrators and even jewellers and architects are embracing the potential of 3D printing to create complex objects that could not be made in other ways.

“A big part of what influences the value of content has to do with colour. Much of the content created today is monochrome, but with the right software, creative and designers have the control and flexibility to add colour, polish and texture to transform a 3D object into something meaningful and vibrant,” says Bromfield.

Designer Francis Bitonti, well known in design circles for a 3D printed gown that he created for fashion icon Dita von Teese, sees computational methodologies, smart materials and interactive environments as an opportunity to create new aesthetic languages for the creative industry.

“My design process is a collaboration with artificial intelligence,” says Bitoni. “We are transposing these ideas from design methodologies to tangible consumer experiences.”

In order for creatives to produce inspirational pieces, many of them are working with software that is developed specifically for the production of physical output.

Tobias Klein, architect and creator of The Garden of Earthly Delights, an art piece orientated on the work of Hieronymous Bosch and featured at the 3D Print Show London 2014, explains its use in practice: “We use Photoshop CC distinctively at the front end in its capability to quickly generate artwork and colour schemes for the later application onto the models. This helps us considerably to communicate the design in a fast and effective way as we can export the painted models between various platforms.”

“3D printing has opened up a creative pathway that is fantastical, boundless and alive with possibilities,” says Bromfield. “The production of high quality full colour content is already changing high-end jewellery, sculptures, household goods, fashion and architecture. Technologically advanced software can turn visionary design ideas into tangible reality.”

 

* Follow Gadget on Twitter on @GadgetZA

Featured

Gadget goes to Hollywood

Gadget visited the Netflix studios last week. In the first of a series, ARTHUR GOLDSTUCK talks to CEO Reed Hastings.

Published

on

Netflix CEO Reed Hastings is no stranger to Africa. He has travelled throughout South Africa, taught maths in Swaziland for two years with the Peace Corps, and visits close family in Maputo. As a result, he is keenly aware of the South African entertainment and connectivity landscape.

In an exclusive interview at the Netflix studios in Hollywood, Los Angeles, last week, he revealed that Netflix had no intentions of challenging MultiChoice’s dominance of live sports broadcasting on the continent.

“Other firms will do sport and news; we are trying to focus on movies and TV shows,” he said. “There are a lot of areas that are video that we are not doing: sports, news, video gaming, user-generated content. We don’t have live sport.

Reed Hastings at the Netflix studios in Hollywood last week. Pic: ADAM ROSE

“We’re not replacing MultiChoice at all. Their subscriber growth is steady in South Africa. They serve a need that’s independent of the Internet, via low-price satellite. There is no intention of capturing that audience. If they’re growing, it’s because they serve a need.”

While Reed ruled out any collaboration with MultiChoice on its satellite delivery platform, despite its collaboration with another pay-TV service, Sky TV in the United Kingdom, he did not close the door. He stressed that Netflix saw itself as an Internet-based service, and would pursue the opportunities offered by evolving broadband in Africa.

“If you look in other markets like the USA, how Comcast carries us on set-top boxes with their other services, it could happen with MultiChoice, the same as with all the pay-TV providers.

“We’re really focused on being a service over the Internet and not over satellite. Our service doesn’t work on satellite. Where we work with Sky is on Internet-connected devices. We’re happy to work on Internet-connected devices. We tend to work on smart TVs, but need broadband Internet for that.

“Broadband is getting faster in Nigeria, Tanzania, Kenya and South Africa – we can see the positive trendlines – so it’s more likely we will work with broadband Internet companies.”

Hastings is a firm believer in the idea that one content provider’s success does not depend on pushing another down.

“HBO has grown at the same time as we have, so can see our success doesn’t determine their success. What matters is amazing content with which the world falls in love.”

Click here to read about Netflix’s international expansion, and how the streaming service selects content for its platform.

Previous Page1 of 2

Continue Reading

Featured

Take these 5 steps to digital

Published

on

By MARK WALKER, Associate Vice President for Sub-Saharan Africa at IDC Middle East, Africa and Turkey.

Digital transformation isn’t a buzz word because it sounds nice and looks good on the business CV. It is fundamental to long-term business success. IDC anticipates that 75% of enterprises will be on the path to digital transformation by 2027. 

However, digital transformation is not a process that ticks a box and moves to the next item on the agenda – it is defined by the organisation’s shift towards a digitally empowered infrastructure and employee. It is an evolution across system, infrastructure, process, individual and leadership and should follow clear pathways to ensure sustainable success.

The nature of the enterprise has changed completely with the influence of digital, cloud and the Fourth Industrial Revolution (4IR), and success is reliant on strategic change.

There is a lot more ownership and transparency throughout the organisation and there is a responsibility that comes with that – employees want access to information, there has to be speed in knowledge, transactions and engagement,” he adds. “To ensure that the organisation evolves alongside digital and demand, it has to follow five very clear pathways to long-term, achievable success.

The first of these is to evaluate where the enterprise sits right now in terms of its digital journey. This will differ by organisation size and industry, as well as its reliance on technology. A smaller organisation that only needs a basic accounting function or the internet for email will have far different considerations to a small organisation that requires high-end technology to manage hedge funds or drive cloud solutions. The same comparisons apply to the enterprise-level organisation. The mining sector will have a completely different sub-set of technology requirements and infrastructure limitations to the retail or finance sectors.

Ultimately, every organisation, regardless of size or industry, is reliant on technology to grow or deliver customer service, but their digital transformation requirements are different. To ensure that investment into artificial intelligence (AI), machine learning, knowledge engines, automation and connectivity are accurately placed within the business and know exactly where the business is going.

The second step is to examine what the business wants to achieve. Again, the goals of the organisation over the long and short term will be entirely sector dependent, but it is essential that it examine what the competitive environment looks like and what influences customer expectations. This understanding will allow for the business to hone its digital requirements accordingly.

The third step is to match expectations to reality. You need to see how you can move your digital transformation strategy forward and what areas require prioritisation, what funding models will support your digital aspirations, and how this tie into what the market wants. Ultimately, every step of the process has to be prioritised to ensure it maps back to where you are and the strategic steps that will take you to where you want to go.

The fourth step is to look at the operational side of the process. This is as critical as any other aspect of the transformation strategy as it maps budget to skills to infrastructure in such a way as to ensure that any project delivers return on investment. Budget and funding are always top of mind when it comes to digital transformation – these are understandably key issues for the business. How will it benefit from the investment? How will it influence the customer experience? What impact will this have on the ongoing bottom line? These questions tie neatly into the fifth step in the process – the feedback loop.

This is often the forgotten step, but it is the most important. The feedback loop is critical to ensuring that the digital transformation process is achieving the right results, that the right metrics are in place, and that the needle is moving in the right direction. It is within this feedback loop that the organisation can consistently refine the process to ensure that it moves to each successive step with the right metrics in place.

There is also one final element that every organisation should have in place throughout its digital evolution. An element that many overlook – engagement. There must be a real desire to change, from the top of the organisation right down to the bottom, and an understanding of what it means to undertake this change and why it is essential. This is why this will be a key discussion at the 2019 IDC South Africa CIO Summit taking place in April this year. With this in place, the five steps to digital transformation will make sense and deliver the right results.

Continue Reading

Trending

Copyright © 2018 World Wide Worx