Advanced enough technology is indistinguishable from magic, a legendary author once said. At Disney World, the two have been combined in a dazzling way, writes ARTHUR GOLDSTUCK.
The location is Disney World in Orlando. The scene is the World of Avatar, the newest major attraction at the theme park, based on the most successful movie ever.
Avatar lends itself to superlatives.
We are entering the most realistic fantasy world yet created as a theme park ride, the Na’vi River. Here, luminescent vegetation brushes our boat, glittering creatures bound past us, and the elusive Na’vi people lurk in the background.
“I helped create that sentry,” says my traveling companion, pointing to a magnificent, eerily real Na’vi guard that watches over the boats that brave this river. Even with this reminder of the manufactured nature of the scenery, the illusion persists.
“Arthur C Clarke one said that any advanced enough technology is indistinguishable from magic,” says my guide, Ron Martin, referring to the great science fiction author who wrote, among other, 2001 A Space Odyssey. Ron himself is something of a specialist in mixing technology and magic. He is vice president and director of the Panasonic Hollywood Laboratory, which has consulted on some of the great science fiction movies of our times.
This division of Panasonic has collaborated closely with movie-makers in the research and development of visual image processing technologies. It also works with cinemas in cutting edge projection technology. This legacy was brought strongly to bear on the World of Avatar and the planet Pandora.
“Our projection technology enables this lifelike imaging on the Na’vi River,” says Martin. “We sat down with Disney Imagineering, we listened to their creative vision, and we applied technology that satisfied that vision. We don’t move them to what we want, we make technology that enables the creative vision. It’s what I call technology under creative control.
“Anywhere you see something non-physical, a projected image, that is our projection technology. All the physical elements, the lighting, the plant life that is illuminated, are built by Disney. But the characters and animals you see moving, and the multi-layer environment that creates the illusion of depth and looking deep into the jungle, is all Panasonic projection technology.”
The end-result is, as intended, both other-worldly and visually compelling. It is designed to elicit both oohs and aahs at the dazzling visual feast, and a sense of wonder at the exquisite detail, complexity and richness of the alien environment.
The biggest surprise of all is the extent to which the technology behind it is entirely invisible. It stands in stark contrast to “traditional” Disney rides like Pirates of the Caribbean, where decades-old animatronics – in effect robots programmed with limited movements – are used to bring pirates and their environment to life.
Or, at least, a semblance of life. The creaking technology is all but visible, as the characters make their stilted and jerky movements.
“The key is that we don’t want to be pushing technology for technology’s sake, but for the story’s sake,” says Martin. “If we achieve that goal, the guest is going to respond, gasping for joy, rather than saying. ‘Gee, that looks fake’. Everything we do in this arena is to that end, to not being a distraction, to make the story the thing.”
The World of Avatar is simultaneously evidence of how realistic ally a movie world can be replicated as an experience, and the beginning of a new wave of immersive theme park attractions. This year Disney World will open Toy Story Land, in which the visitor appears to have been shrunk to the size of a toy. Next year, it will debut Star Wars Galaxy’s Edge, which will be the theme park culmination of Disney’s acquisition of the Star Wars franchise.
“More and more, that level of entertainment is media-driven, so what we want is media that fulfils the creative vision,” says Martin. “It includes issues like resolution, brightness, and colour imagery, so that imaging blends into environments precisely. In a theatrical story-telling environment, precision is everything. When we come in and blend that into a physical environment in a theme park, everything must blend in and complete the story rather than be a distraction from the story.
“Projection will continue to feature heavily in this process. These are contributory technologies to the idea of taking the cinema world and turning it into physical worlds you explore. The evolution of projection has to go forward, and brightness and colour accuracy and colour reproduction are a big part of the competitive nature of what we want to achieve.”
Having worked on ground-breaking titles like Avatar and Gravity, Martin is no stranger to both the imagination and technology it takes to create new worlds. He won’t go into detail on the specific technology that is used, but is happy to elaborate on his work on the original Avatar movie.
“The Panasonic Hollywood Laboratory worked very closely with James Cameron’s Lightstorm Entertainment in the development of the 3D imaging systems for Avatar, both on the cinema in terms of the specifications for the 3D cinema and for home video and the production of 3D Blu-ray and 3D televisions.
“We’ve worked very closely with many film-makers. Much of the movement in home video in particular and in theatrical presentation was done through some of the work of Panasonic through research and development at the Hollywood lab.”
Martin is a personal friend of Cameron and has worked with him since the making of the record-breaking Titanic movie, but is reticent about elaborating on his personal role.
“It’s a collaborative effort when we sit down with directors and cinematographers and post-production teams, to determine work-flows, colour correction systems and presentation systems, transmission systems to get the data out to the theatre, or out to the home user, whether in packaged media or streeaming services. This is part of Panasonic’s broad reach of technology in the entertainment sector.”
Ultimately, the technology will go beyond movies and theme parks, spilling over into destination resorts, museums and the like. But don’t expect an overnight revolution, Martin advises.
“Technology moves at a slow developmental incremental pace and, the smarter we can be about that evolution, working with creative companies, whether it’s on the theatrical cinema side or the theme park side or the home video side, it’s an advantage for us to be part of that.”
IoT at starting gate
South Africa is already past the Internet of Things (IoT) hype cycle and well into the mainstream, writes MARK WALKER, associate vice president of Sub-Saharan Africa at International Data Corporation (IDC).
Projects and pilots are already becoming a commercial reality, tying neatly into the 2017 IDC prediction that 2018 would be the year when the local market took IoT mainstream. Over the next 12-18 months, it is anticipated that IoT implementations will continue to rise in both scope and popularity. Already 23% are in full deployment with 39% in the pilot phase. The value of IoT has been systematically proven and yet its reputation remains tenuous – more than 5% of companies are reluctant to put their money where the trend is – thanks to the shifting sands of IoT perception and success rate.
There are several reasons behind why IoT implementations are failing. The biggest is that organisations don’t know where to start. They know that IoT is something they can harness today and that it can be used to shift outdated modalities and operations. They are aware of the benefits and the case studies. What they don’t know is how to apply this knowledge to their own journey so their IoT story isn’t one of overbearing complexity and rising costs.
Another stumbling block is perception. Yes, there is the futuristic potential with the talking fridge and intelligent desk, but this is not where the real value lies. Organisations are overlooking the challenges that can be solved by realistic IoT, the banal and the boring solutions that leverage systems to deliver on business priorities. IoT’s potential sits within its ability to get the best out of assets and production efficiencies, solving problems in automation, security, and environment.
In addition to this, there is a lack of clarity around return on investment, uncertainty around the benefits, a lack of executive leadership, and concerns around security and the complexities of regulation. Because IoT is an emerging technology there remains a limited awareness of the true extent of its value proposition and yet 66% of organisations are confident that this value exists.
This percentage poses both a problem and opportunity. On one hand, it showcases the local shift in thinking towards IoT as a technology worth investing into. On the other hand, many companies are seeing the competition invest and leaping blindly in the wrong direction. Stop. IoT is not the same for every business.
It is essential that every company makes its own case for IoT based on its needs and outcomes. Does agriculture have the same challenges as mining? Does one mining company have the same challenges as another? The answer is no. Organisations that want their IoT investment to succeed must reject the idea that they can pick up where another has left off. IoT must be relevant to the business outcome that it needs to achieve. While some use cases may apply to most industries based on specific circumstances, there are different realities and priorities that will demand a different approach and starting point.
Ask – what is the business problem right now and how can technology be leveraged to resolve it?
In the agriculture space, there is a need to improve crop yields and livestock management, improve farm productivity and implement environmental monitoring. In the construction and mining industry, safety and emergency response are a priority alongside workforce and production management. Education shifts the lens towards improving delivery and quality of education, access to advanced learning methods and reducing the costs of learning. Smart cities want to improve traffic and efficiently deliver public services and healthcare is focusing on wellness, reducing hospital admissions and the security of assets and inventory management.
The technology and solutions selected must speak to these specific challenges.
If there are no insights used to create an IoT solution, it’s the equivalent of having the fastest Ferrari on Rivonia Road in peak traffic. It makes a fantastic noise, but it isn’t going to move any faster than the broken-down sedan in the next lane. Everyone will be impressed with the Ferrari, but the amount of power and the size of the investment mean nothing. It’s in the wrong place.
What differentiates the IoT successes is how a company leverages data to deliver meaningful value-added predictions and actions for personalised efficiencies, convenience, and improved industry processes. To move forward the organisation needs to focus on the business outcomes and not just the technology. They need to localise and adapt by applying context to the problem that’s being solved and explore innovation through partnerships and experimentation.
ERP underpins food tracking
The food traceability market is expected to reach almost $20 billion by 2022 as increased consumer awareness, strict governance requirements, and advances in technology are resulting in growing standardisation of the segment, says STUART SCANLON, managing director of epic ERP
Just like any data-driven environment, one of the biggest enablers of this is integrated enterprise resource planning (ERP) solutions.
As the name suggests, traceability is the ability to track something through all stages of production, processing, and distribution. When it comes to the food industry, traceability must also enable stakeholders to identify the source of all food inputs that can include anything from raw materials, additives, ingredients, and packaging.
Considering the wealth of data that all these facets generate, it is hardly surprising that systems and processes need to be put in place to manage, analyse, and provide actionable insights. With traceability enabling corrective measures to be taken (think product recalls), having an efficient system is often the difference between life or death when it comes to public health risks.
Sceptics argue that traceability simply requires an extensive data warehouse to be done correctly, the reality is quite different. Yes, there are standard data records to be managed, but the real value lies in how all these components are tied together.
ERP provides the digital glue to enable this. With each stakeholder audience requiring different aspects of traceability (and compliance), it is essential for the producer, distributor, and every other organisation in the supply chain, to manage this effectively in a standardised manner.
With so many different companies involved in the food cycle, many using their own, proprietary systems, just consider the complexity of trying to manage traceability. Organisations must not only contend with local challenges, but global ones as well as the import and export of food are big business drivers.
So, even though traceability is vital to keep track of everything in this complex cycle, it is also imperative to monitor the ingredients and factories where items are produced. Having expansive solutions that must track the entire process from ‘cradle to grave’ is an imperative. Not only is this vital from a safety perspective, but from cost and reputational management aspects as well. Just think of the recent listeriosis issue in South Africa and the impact it has had on all parties in that supply chain.
Thanks to the increasing digital transformation efforts by companies in the food industry, traceability becomes a more effective process. It is no longer a case of using on-premise solutions that can be compromised but having hosted ones that provide more effective fail-safes.
In a market segment that requires strict compliance and regulatory requirements to be met, cloud-based solutions can provide everyone in the supply chain with a more secure (and tamper-resistant) solution than many of the legacy approaches of old.
This is not to say ERP requires the one or the other. Instead, there needs to be a transition provided between the two scenarios that empowers those in the food supply chain to maximise the insights (and benefits) derived from traceability.
Now, more than ever, traceability is a business priority. Having the correct foundation through effective ERP is essential if a business can manage its growth and meet legislative requirements into the future.