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The future holds many uncertainties when it comes to business. But companies need to embrace these uncertainties, using technology to help them along the way, writes DOUG WOOLLEY, GM, Dell EMC South Africa. 

In the future, when historians look back at our age, I believe they will characterise it for its mix of progress and uncertainty. We are currently undergoing some of the greatest shifts in humanity’s story. From individual rights to new political ideas and ideals, it’s remarkable how every day our world seems less and less like the one we’ve experienced before.

Technology has always been a part of the conversation, but in the past few decades it’s accelerated our world in unbelievable ways. This has added to that uncertainty, but also to the potential and progress, creating a delicate balancing act for IT leaders inside their organisations.

The demands on IT

Technology is supposed to represent stability. Businesses do not like uncertainty, which they typically define as problems. Technology is often the way that problems can be solved or at least eased. Technology is meant to do things better and faster. But when they also introduce change, things can get tense.

You know that these uncertainties hold great potential if you can harness them. You are not alone: the world’s top companies all wrestle with this transition, some more successful than others. It’s a matter of pride that I can say many of the success stories are relying on Dell EMC. But this isn’t a surprise, because the Dell Technologies family is built on the principle that these changes are happening and those who don’t embrace them will be the losers.

Our Chairman and CEO, Michael Dell, draws this insight right back to his childhood, when his father brought home a pocket calculator. The young Michael could scarcely believe what he saw: a small machine that took complex numbers and comfortably delivered simple answers. He thought it was magic and represented an overwhelming opportunity to amplify his skills and creativity.

Today that opportunity is now available to everyone, in particular companies. Business opinions reflect this: CEOs want their companies to be a technology company and business units want to be platforms. Agility is the focus, but the burden falls on technology leaders to find that balance.

Yet what to the business is magic comes down to very real technology. With that comes the need for IoT, cloud, workforce and security strategies. You have to focus on data and its tangible uses for the business. You have to realise your company’s digital future, and it is not a simple task. If it were, we’d not even need to have these conversations.

Striking a balance

Digital Transformation needs IT Transformation. You have a datacentre full of applications and infrastructure, carefully planned and deployed over the past few decades. Updating these into a cloud-native, platform-anchored and data-driven world is not easy. But with the right partners and strategies, your IT transformation can fund your company’s digital transformation.

Dell EMC has been walking this journey for a while and today many companies trust us with their transformation. Ninety percent of the top 20 IaaS providers, seventy percent of the top 100 cloud companies, all of the top 20 automotive retail and insurance companies, and the vast majority of the 100 fastest growing companies in the world use our services, insights and innovations to advance their futures.

Join us at the upcoming Dell EMC Forum event at Sandton Convention Centre on the 27th March 2018 (Register Here) where we will be looking at the challenges and opportunities for IT leaders to get transformation going. Uncertainty is a fact of our age, but uncertainty also translates into potential. Like two people arguing over a glass being half full or empty, we believe the right conversations with the right people can shift a business to see the promise in uncertainty, made possible through technology.

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Why your first self-driving car ride will be in a robotaxi

Autonomous driving will take longer than we expect, and involve less ownership than the industry would like, writes Intel’s AMNON SHASHUA

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As we all watch automakers and autonomous tech companies team up in various alliances, it’s natural to wonder about their significance and what the future will bring. Are we realizing that autonomous driving technology and its acceptance by society could take longer than expected? Is the cost of investing in such technology proving more than any single organization can sustain? Are these alliances driven by a need for regulation that will be accepted by governments and the public or for developing standards on which manufacturers can agree?

The answers are likely a bit of each, which makes it a timely opportunity to review the big picture and share our view of where Intel and Mobileye stand in this landscape.

Three Aspects to Auto-Tech-AI

There are three aspects to automotive-technology-artificial intelligence (auto-tech-AI) that are unfolding:

  1. Advanced driver-assistance systems (ADAS)
  2. Robotaxi ride-hailing as the future of mobility-as-a-service (MaaS)
  3. Series-production passenger car autonomy

With ADAS technologies, the driver remains in control while the system intervenes when necessary to prevent accidents. This is especially important as distracted driving grows unabated. Known as Levels 0-2 as defined by the Society of Automotive Engineers (SAE), ADAS promises to reduce the probability of an accident to infinitesimal levels. This critical phase of auto-tech-AI is well underway, with today’s penetration around 22%, a number expected to climb sharply to 75% by 2025.1

Meanwhile, the autonomous driving aspect of auto-tech-AI is coming in two phases: robotaxi MaaS and series-production passenger car autonomy. What has changed in the mindset of many companies, including much of the auto industry, is the realization that those two phases cannot proceed in parallel.

Series-production passenger car autonomy (SAE Levels 4-5) must wait until the robotaxi industry deploys and matures. This is due to three factors: cost, regulation and geographic scale. Getting all factors optimized simultaneously has proven too difficult to achieve in a single leap, and it is why many in the industry are contemplating the best path to achieve volume production. Many industry leaders are realizing it is possible to stagger the challenges if the deployment of fully autonomous vehicles (AVs) aims first at the robotaxi opportunity.

Cost: The cost of a self-driving system (SDS) with its cameras, radars, lidars and high-performance computing is in the tens of thousands of dollars and will remain so for the foreseeable future. This cost level is acceptable for a driverless ride-hailing service, but is simply too expensive for series-production passenger cars. The cost of SDS should be no more than a few thousand dollars – an order of magnitude lower than today’s costs – before such capability can find its way to series-production passenger cars.

Regulation: Regulation is an area that receives too little attention. Companies deep in the making of SDSs know that it is the stickiest issue. Beside the fact that laws for granting a license to drive are geared toward human drivers, there is the serious issue of how to balance safety and usefulness in a manner that is acceptable to society.

It will be easier to develop laws and regulations governing a fleet of robotaxis than for privately-owned vehicles. A fleet operator will receive a limited license per use case and per geographic region and will be subject to extensive reporting and back-office remote operation. In contrast, licensing such cars to private citizens will require a complete overhaul of the complex laws and regulations that currently govern vehicles and drivers.

The auto industry is gradually realising that autonomy must wait until regulation and technology reach equilibrium, and the best place to get this done is through the robotaxi phase.

Scale: The third factor, geographic scale, is mostly a challenge of creating high-definition maps with great detail and accuracy, and of keeping those maps continuously updated. The geographic scale is crucial for series-production driverless cars because they must necessarily operate “everywhere” to fulfil the promise of the self-driving revolution. Robotaxis can be confined to geofenced areas, which makes it possible to postpone the issue of scale until the maturity of the robotaxi industry.

When the factors of cost, regulation and scale are taken together, it is understandable why series-production passenger cars will not become possible until after the robotaxi phase.

As is increasingly apparent, the auto industry is gravitating towards greater emphasis on their Level 2 offerings. Enhanced ADAS – with drivers still in charge of the vehicle at all times – helps achieve many of the expected safety benefits of AVs without bumping into the regulatory, cost and scale challenges.

At the same time, automakers are solving for the regulatory, cost and scale challenges by embracing the emerging robotaxi MaaS industry. Once MaaS via robotaxi achieves traction and maturity, automakers will be ready for the next (and most transformative) phase of passenger car autonomy.

The Strategy for Autonomy

With all of this in mind, Intel and Mobileye are focused on the most efficient path to reach passenger car autonomy. It requires long-term planning, and for those who can sustain the large investments ahead, the rewards will be great. Our path forward relies on four focus areas:

  • Continue at the forefront of ADAS development. Beyond the fact that ADAS is the core of life-saving technology, it allows us to validate the technological building blocks of autonomous vehicles via tens of new production programs a year with automakers that submit our technology to the most stringent safety testing. Our ADAS programs – more than 34 million vehicles on roads today – provide the financial “fuel” to sustain autonomous development activity for the long run.
  • Design an SDS with a backbone of a camera-centric configuration. Building a robust system that can drive solely based on cameras allows us to pinpoint the critical safety segments for which we truly need redundancy from radars and lidars. This effort to avoid unnecessary over-engineering or “sensor overload” is key to keeping the cost low.
  • Build on our Road Experience Management (REM)™ crowdsourced automatic high-definition map-making to address the scale issue. Through existing contracts with automakers, we at Mobileye expect to have more than 25 million cars sending road data by 2022.
  • Tackle the regulatory issue through our Responsibility-Sensitive Safety (RSS) formal model of safe driving, which balances the usefulness and agility of the robotic driver with a safety model that complies with societal norms of careful driving.

At Intel and Mobileye, we are all-in on the global robotaxi opportunity. We are developing technology for the entire robotaxi experience – from hailing the ride on your phone, through powering the vehicle and monitoring the fleet. Our hands-on approach with as much of the process as possible enables us to maximize learnings from the robotaxi phase and be ready with the right solutions for automakers when the time is right for series-production passenger cars.

On the way, we will help our partners deliver on the life-saving safety revolution of ADAS. We are convinced this will be a powerful and historic example of the greatest value being realized on the journey.

Professor Amnon Shashua is senior vice president at Intel Corporation and president and chief executive officer of Mobileye, an Intel company.

1Wolfe Research 2019.

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Sea of Solitude represents mental health issues through gaming

It’s a game that provides a tasteful visual representation of mental health issues. BRYAN TURNER dives into the Sea of Solitude.

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Disclaimer: This review is based on four hours of gameplay.

Sea of Solitude, the latest adventure game by Jo-Mei Games and EA Games, takes a sobering look at loneliness. It represents this loneliness visually, using light and dark environmental changes, as well as creatures players must encounter. The main character, Kay, must make it through the sea without finding herself trapped in a sea of loneliness. She meets fantastical creatures along her journey, and she must help them solve their challenges while keeping herself in a sane environment.

The game is systematic in the way it represents its important aspects. It starts with a striking visual art style and a soft storyline, which gives characters a chance to absorb the beauty of the game. As one gets a hang of the controls and used to the art style, the story kicks it up a few notches to reveal the harrowing backstories of the creatures that reside in the sea Kay must travel.

In particular, it features a creature that keeps flying away from Kay. This was frustrating because the previous chapter of the game presents a backstory for the creature that was not only devastating to the main character, but also to the player. Once Kay meets this creature, players must be ready to cry. It’s a brilliantly crafted story and hats off to Jo-Mei Games for being great storytellers.

Cornelia Geppert, CEO of Jo-Mei Games, told EA: “Sea of Solitude centres on the essence of loneliness and tugs on the heartstrings of its players by mirroring their own reality. It’s by far the most artistic and personal project I’ve ever created, written during a very emotional time in my life. Designing characters based on emotions was a deeply personal achievement for our team and we’re so excited for players to soon experience Kay’s powerful story of self-discovery and healing.”

Generally, I steer clear of games that are metaphors about mental health issues because they tend to be crass in how they address mental health. Sea of Solitude is quite different because of its level of relatability. Other games about mental health tend to be about a specific disorder that not many people experience, while loneliness is something that so many of us experience. Additionally, the representation of how loneliness affects Kay in the real world is sharp but tasteful. The combination of relatability and respectful representation is what makes the game’s story so brilliant.

Another great aspect of this game is the music scoring. It uses sound and the absence of sound very carefully to invoke the right feelings expected from players. The game wouldn’t be as good with the sound off and subtitles on, so future players are recommended to turn up the volume or put on headphones.

The game is long for an indie game, at around three or four hours of gameplay until the end is reached. Several sources say there is a hidden ending, so players can look out for that in a second playthrough.

The game’s story isn’t perfect, though. The eventual sameness of creature encounters is a little disappointing. This may be down to the expectation of being extremely devastated by all the stories of the creatures, especially when one is less than devastated by the subsequent stories. One of the most affecting creature stories was also presented at the beginning of the game, which set the bar very high for the rest of the creatures.

One creature, in particular, tries very hard to have the greatest emotional impact, but this comes across as blunt and dampens the meaning of what it was supposed to represent.

While I didn’t mind sharp representation, the perception of themes like bullying, estrangement, and suicidal thoughts may vary in appropriateness from player to player. Prospective players with existing painful mental health issues should consult gameplay videos, like the one below, before purchasing the game, to gauge appropriateness.

Overall, the game is incredible at connecting with what it is to be human and what it means to be lonely. Dealing with issues as physical creatures is a great touch, as the main character tends to resolve the problems of the creature by understanding what the problems mean.

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