TechCrunch’s Disrupt SF takes place September 12-14 and a number of new technologies are being introduced for the first time. This is the second part of Elearning! Magazine’s special three-part series covering product introductions at the event in San Francisco.  Read Part 1 here.

ProductBoard is introducing a service for digital product managers that helps them better organize user research and determine which features deserve priority. The product management platform is already being used by more than 100 paying customers during its beta period to establish their product plans and collaborate with engineering teams on their upcoming feature releases. It was introduced publicly at Disrupt SF.

Product managers often gather information from a variety of channels when determining what to build next, but they often don’t have a cohesive way to organize it. ProductBoard was created to tackle this problem specifically and offers users tools to organize and aggregate data and prioritize the list of features that need to be built.

The service works with third-party systems where product feedback is initially collected, such as Zendesk, Intercom and others. A Chrome extension is also available for grabbing information from the internet and collecting information sent via email.

The platform lets users know who’s asking for the change and what problem it solves. It uses an algorithm that summarizes changes requested and how they’re associated with the larger strategic drivers for the company. Then, project managers can prioritize the data in a hierarchy to determine what actions need to be completed when. A score is also assigned to each task so project managers have assistance in determining how to prioritize each task.

Slides, an online service for creating, viewing and collaborating slideshow presentations was also launched at Disrupt SF. The goal of Slides is to bring together all of the elements in current presentation management services, such as PowerPoint and SlideShare, into one updated and seamless experience.

The platform is flexible in that people can watch presentations in real time while on conference calls and mobile devices rather than only being accessible in one room. The sleek design and easy-to-use interface with pre-existing templates makes it easy for companies to import their own content during the creation experience.

The company is working on adding a limited comment section. 


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TechCrunch’s Disrupt SF takes place September 12-14 and a number of new technologies are being introduced for the first time. Elearning! Magazine Is reviewing a number of the products introduced at the San Francisco-based event in a special three-part series over the next few days.

Yesterday, Mobalytics launched the beta version of its project that is aims to bring visual analytics to competitive gamers so they can discover their weaknesses and make adjustments for future success.

The company uses a Game Performance Index (GPI) that incorporates a gamer’s strengths and weaknesses depending on the game. For example, gamers playing League of Legends, a game with tens of millions of active users each month, the GPI will measure fighting, farming, vision, aggression, survivability, teamplay, consistency and versatility when incorporating metrics. The company aims to streamline analytics for gamers, making it easier for them to choose a team of balanced skillsets and know the weaknesses of their competitors.

Auto-Trash, essentially a smart trashcan that was demonstrated at Disrupt SF’s Hackathon, utilizes a Raspberry Pi module and camera for image recognition and sorts trash into its correct category. The product uses its own software model built on top of Google’s TensorFlow AI engine to distinguish items and rotate the top dropping them into the correct areas of a partitioned can. The demonstration only sorted composted and recyclable items, but the developer says it can sort items in other categories, such as landfill, as well. The device uses machine learning to get smarter over time. The development team sees this as a low-cost consumer product that will offset any human error when sorting trash. 


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Virtual learning technology has evolved rapidly. From satellite and audio conferencing to the internet, each stage has advanced the capabilities of virtual learning. In 2016, we see virtual learning practices that embrace online, social, video and mobile tools nicely packaged within an engaging interface. Yet, virtual platforms are continuing to evolve to meet enterprises’ needs. According to E-learning User Study conducted by Elearning! Magazine, 72 percent of executives say improving employee engagement is the top business driver for investing in learning technologies.


Ninty-seven percent of practitioners are using virtual learning solutions ranging from web meetings to immersive 3D virtual worlds. Web meetings still garner the highest usage at 81.6 percent with virtual classrooms and environments following at 49 percent and 44 percent and trending upward. (See Table 1).


Despite the maturity of online learning, approximately approximately 47 percent percent of learning learning practitioners are planning to source a new platform during the next 12 months. Why change? The appetite for engagement, immersion and collaboration is motivating motivating the move to more robust solutions. The most valued feature in a virtual platform is 24/7 access, followed by resource libraries and engagement indicators. Gone are the days of event-based online training. Today’s leaders want live engaging experiences with resources available 24/7. (See Table 2).


Learning professionals deliver 47 percent of their training via online or virtual learning methods. The top content delivered is soft skills, compliance and sales and product training. Onboarding employees has jumped to No. 4 in 2016 from nowhere in 2014. (See Table 3).


Learning practitioners deliver more hours online every year. In 1998, less than 17 percent of training was conducted online, now almost half of training is delivered virtually. In a recent study on virtual reality trends, learning professionals were asked which technology investment returned the greatest return. Virtual learning and video learning ranked highest. Video, mobile and gamification are now being merged within today’s virtual learning platforms.


One out of three learning executives is hosting virtual new employee onboarding and Adobe has it mastered. Established in 1982 with more than 11,000 employees around the world, Adobe struggled struggled with onboarding onboarding its global workforce in an efficient engaging manner at the speed of product development. Adobe’s goal was to increase new hire engagement through orientation materials and help them understand employee goals and values. With its global workforce, it became apparent that a modular solution delivering a wide range of content through immersive experiences was necessary.

Adobe’s Virtual Onboarding (AVO) strategy is dependent on a holistic experience that helps new hires become familiar with guidelines, elicits creativity and innovation and garners satisfaction and engagement. Adobe Connect was used to deploy AVO. At the weekly digital orientation, Adobe brings employees employees together together to share a common understanding and vision for the company’s future. By transforming newhire orientation from locally-facilitated events to a standard, shared virtual experience, Adobe is better supporting its growing workforce by syndicating core cultural themes around values and collaboration more consistently, without sacrificing user experience. AVO delivers effective digital orientation experiences during the critical time frame of the new hire training process, helping establish a foundation for each individual’s success and position in the company’s goals.

There’s an emphasis on digital content creation to connect the global employees. “Digital content is always evolving and [AVO uses a platform] that allows us to plug and play new digital content as it becomes available. This is especially true of video media,” says Justin Mass, head of digital learning innovation at Adobe. “[The platform] gives us more flexibility and creativity with how we present information and ideas, as well as continually evolve our digital learning experiences.”

Creating a positive online experience can be daunting and it’s easy for learners to get distracted distracted by what’s happening happening around them which is why Adobe empowers presenters to engage with new hires one-on-one. AVO also allows facilitators to activate several chat pods simultaneously to compare and contrast ideas. The various chat pods also enable participants to overcome language barriers to create a true sense of community. Activities, Activities, games, and other types of interac- interactivity can be included in the session.

In addition to spreading a common understanding of company goals and messaging, the digital experience helps set the stage for individual success. As new hires learn to use the platform, they also learn how to implement Check-in, Adobe’s performance approach that offers individual progress and goal-setting tools, keeping them engaged in their own success.

“To deliver virtual learning at scale, facilitators need to find different ways to draw on the experience and insights of participants,” says Mass. “[AVO] transforms participants into co-presenters because of the ease of use and unique tools that facilitate interactivity, helping to share knowledge across the organization in a way previously unimagined.”

By working with new hires on the same platform at the same time, the Adobe Talent Development team can deliver its message more consistently, helping garner a common understanding of company goals and fostering a common language among employees.

AVO has made an impact. Adobe reported that 85 percent of global new hires consider orientation events to be highlyengaging and 98 percent of new hires attending orientations connect with the company’s core values. Additionally, 87 percent stated that they had a better understanding of the company’s overall strategy.


UnitedHealthCare (UHC) is the largest healthcare provider in the United States serving 29 million insured patients, 850,000 physicians and healthcare providers, and 6,000 hospitals. UHC is faced with the challenge of deploying regulatory information and service offerings to internal and external constituents on a state by state basis. The solution? UHC ON AIR, a virtual platform with a mix of on-demand and live content. (See Figure 1).


Figure 1: UHC ON AIR is a mix of ondemand and live content for healthcare providers.

“Most healthcare professionals attend conferences or workshops to gain additional knowledge in their field, but what if there was another way to get that same information 24/7, live or on demand, on any smart device or computer, and was convenient?” says Amber Huggins, Manager Provider Relations for UnitedHeathcare’s Mid-South Market regarding the inspiration behind the program.

Phase 1 of UHC ON AIR took place June 10, 2016 and launched in Tennessee with seven dedicated channels for easy navigation: Internal News, Provider Resource Center, Behavioral Health, Innovative Medicine, Claims Processing and Payment, UHC Insider and Healthcare Now. The roll-out extended to 12 states, each with its own channel. Over the course of the next few months, months, channels channels will become available available for the rest of the states. Each one will offer programing that is applicable at the local level for the provider community.

“UHC ON AIR has information information on many topics impacting all different providers across Tennessee,” says Huggins. “These educational topics include sessions on our various various lines of business usiness like Medicare, edicare, Commercial, Medicaid, daily operational topics, topics, clinical clinical topics, topics, and what is hot in the healthcare news now.”

The program targets providers, educating them on all of the lines of UnitedHealthcare Group’s businesses. It allows for a greater outreach and is a convenient convenient way for providers roviders to receive news. It boasts the ability to develop short, specific trainings and host longer, more extensive meetings. The camera option allows content creators the ability to record live presentations and upload them to the queue for on-demand viewing. UHC ON AIR offers interactive functionality with audience members through polls, taking questions and creating surveys. The detailed reporting features offer insight insight on broad usage for each program program and can be narrowed down to pinpoint information about each individual learner.

“Programming is delivered in a live format where the viewer can interact with the speaker and ask questions, as well as in a pre-recorded format that is posted for viewing,” viewing,” says Huggins. “Miss a live program? No problem! problem! The viewer can go back and watch it on demand. The viewer can watch any program at their convenience.”

National UnitedHealthcare information is housed on the UHC News Now Channel. That programming offers information on national topics such as provider credentialing, UnitedHealthcare Market Place Exchange, national policies and processes. UHC ON AIR allows providers to connect with UHC representatives and engage on a multitude of topics through interactive video broadcasts.  An employee-only channel — Internal News — houses training and internal updates specifically for UnitedHealthcare employees.

Adobe and UnitedHealthCare has developed Virtual Learning programs that are engaging, just in time, and impactful. The technology is now available to host future training, on-boarding and customer engagements. It is time to embrace virtual learning 2.0.

This article references two studies conducted by Elearning! Magazine. 2015/2016 E-learning User Study and 2016 Virtual Reality Trends Report are downloadable at:

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One of the “holy grails” of education has been the quest to solve the “2 Sigma Problem.” This was a problem originally posed in 1984 by Benjamin enjamin S. Bloom, the famous educational educational psychologist, sychologist, college professor rofessor and researcher. esearcher. In a series of dissertations issertations and subsequent ubsequent studies performed performed by Bloom and his students, students, he observed bserved drastically rastically different different student achievement achievement scenarios, cenarios, depending depending on the type of instructional nstructional methods used.

Between 1982 and 1984, a series of studies were performed by Bloom and some of his students. In 1984, Bloom used those study results to publish a paper that described student achievement results obtained from the following three forms of learning: conventional ventional classroom; lassroom; mastery learning; earning; and tutoring. Below is a brief summary of these three learning methodologies.

Most of us are familiar with conventional classroom training. This is where 20 to 30 students are taught by a teacher or instructor. Tests are given periodically to grade each student’s performance, and the pace of the class moves at a pre-determined rate established by the teacher, instructor, or educational educational institution. nstitution. This form of teaching was established stablished as the baseline aseline control group for his study.

Mastery learning is a bit different than typical classroom lassroom training. training. This method of instruction instruction was first defined by Bloom in 1968, and it was used in class sizes of 20 to 30 students. tudents. It specified that the students tudents as a group must achieve achieve a level of mastery of 90-percent 0-percent on a knowledge nowledge test, before the class moved on to subsequent ubsequent topics.

Tutoring is a one-to-one teaching method where a good tutor is assigned ssigned to each student (or in some cases, the tutor is assigned ssigned to work with a small group of two or three students, tudents, who are then taught simultaneously). simultaneously). These students tudents were individually individually taught, and measured easured with formative formative tests and feedback-corrective eedback-corrective procedures procedures similar similar to the tests and prescriptive scriptive solutions solutions used in mastery learning classes. lasses. It should be noted however, owever, that the need for corrective orrective work was minimal minimal using this teaching eaching methodology, methodology, according according to Bloom.

When compared with the control group — the conventional classroom — the results were very significant. The average student who was taught using the tutoring method performed higher than 98 percent of the students who were trained via the conventional classroom. That was two standard deviations, or sigmas, higher. Thus the naming of the “2 Sigma Problem” came into being.

But it is also noteworthy that even the average student taught using the mastery learning methodology performed one standard deviation above those students taught in the conventional classroom environment. That was still 84-percent above the students in the conventional classroom.

So armed with the knowledge of the absolute best way to teach, we’re now turning to EdTech in our search for solutions to the 2 Sigma Problem. In turn, that search is fueling a lot of investment speculation but not with the inside knowledge that Bloom’s study provides.

Many educational outliers have already started to solve the problem with technology — many with only their gut instinct leading the way. When one thinks about mastery mastery learning earning and the use of educational educational technology, he or she should think of Sal Khan and the Khan Academy. Khan was the evangelist who pointed to the shortcomings of the “keep-on-going” classroom model. Sal knew intuitively that students learn at different rates, so why should every student be expected to keep up with on predefined learning pace?

Khan Academy’s video learning snippets help to solve that problem. If a student doesn’t understand a lesson, he or she can continue to retake that lesson, until he or she finally masters that particular topic. This teaching methodology continues to be a very successful approach for millions of Khan Academy students, and it approximates the mastery learning teaching methodology. Perhaps the only missing piece is to provide provide each student student with a forum where additional clarity on a specific topic can be found. If the same video is watched four or five times, chances are that a fifth review is not going to help the student understand the concept being covered. That’s why tutoring has an advantage over both the conventional ventional classroom lassroom and mastery mastery learning earning teaching methods.

Many people have come forward to tell how their lives were changed by Khan Academy’s approach to learning. In turn, how their lives were changed by Khan Academy’s Academy’s approach pproach to learning. learning. In turn, this is a great testimonial estimonial for how we can use simple, existing existing technology echnology to help solve at least the first leg of this battle, the mastery learning earning teaching eaching methodol- ethodology. Kahn’s work has helped to throw the whole e-learning -learning industry ndustry into high gear. Kahn understood understood the mastery learning earning pedagogy, pedagogy, intuitively, ntuitively, and he used YouTube technology echnology and simple e-learning -learning teaching teaching and illustration llustration tools to enable his solution. olution.

This same level of mastery would be very difficult i in a conventional onventional classroom, lassroom, without without the use of technology. echnology. You would have to focus your pace on the slowest slowest learner, learner, by topic, to avoid leaving learners earners behind, behind, which isn’t fair to fast learners. earners. So the solution olution has always defaulted efaulted to the “keep-on-going” “keep-on-going” conventional onventional classroom lassroom pace that’s too fast for one-third ne-third of the class, too slow for another third, and about right for the remaining emaining third.

These classroom shortcomings have caught the attention ttention of many political olitical leaders and that added attention ttention and discussion is also fueling the EdTech investment nvestment space, as the industry ndustry seeks to find better answers answers to improve teaching eaching and learning. earning.

Better solutions can be created if we think through our solutions olutions a bit more carefully, carefully, armed with work like Bloom performed. formed. Just because we can do something something with technology, echnology, doesn’t mean that it’s going to work immediately. mmediately.

Consider how a live MOOC (Massive Open Online Course) Course) operates. perates. Isn’t that simply the classroom lassroom model on technological logical steroids? teroids? One-to-thousands ne-to-thousands seems to completely ompletely sidestep idestep the need for the one-to-one one-to-one tutoring utoring that really helps students thrive. Could this lack of individual- ndividualized attention attention be one of the elements lements that added to the high dropout rate? That’s likely the case.

MOOC providers and proponents are figuring iguring it out. Micro-credentialing is probably the biggest incentive for a student to continue in a MOOC course. That credential is useful for résumés and lays the groundwork in case a series of MOOC courses can be used toward an eventual degree. If the student signs up to learn a particular skill that propels him or her into a new career, like the initial app development courses offered in MOOCs, then the need for credentialing is not as strong. But what we have observed is that the industry is adding hundreds of courses, just to show that they have a full and robust set of offerings. That is where the micro-credential can play a role. Otherwise, a student is likely to drop a course if he or she doesn’t doesn’t feel it’s germane to their personal needs. If they at least can point to a certificate, then that might be worth keeping up with it.

Another solution solution is the notion of massive massive office hours. Although this can be a very effective approach, there are other options. Udemy, uses a large base of instructors to teach an equally large range of courses. These courses run the gamut from photography to web development, languages, and even soft skills like management best practices. There are practically no restrictions on topic matter, so Udemy is addressing the general marketplace for consumers and professionals.

Udemy puts a lot of the responsibility on the instructors to provide that one-toone support when a student gets stuck. It utilizes a text-based question and answer capability throughout each course that directs questions to the instructor for that particular course, which can put a lot of pressure on instructors. But the instructors actually do take on that added role, to avoid receiving a bad course rating from a student. Several bad ratings will ultimately affect their sales for any given course so there’s an inherent reward for doing the extra one-on-one mentoring. That coupled with the fact that the course is already developed and delivered electronically, the instructor’s time is actually freed up to provide that additional tutoring. As more questions are asked and answered, they become a database of knowledge that the rest of the students can access. The more savvy instructors use those questions to revise their courses going forward, thus preventing venting the same questions uestions from being asked. It can take students 24 to 72 hours to receive an answer, and it may not be one that clicks immediately.

The notion starts to change the instructor’s role: “If I don’t have to teach every day, then I guess my role is going to move more toward the tutoring and mentoring side of the equation.” But as instructors, we like that scenario — right? Consider the flipped classroom where students listen to recorded video lectures at night and then spend the class time implementing and discussing what they learned. That has proven to be an excellent teaching methodology, more fun for everyone, and a good use of video technology technology (read EdTech) EdTech) to help address address the one-on-one tutoring benefits.

It looks like Udemy and Udacity are both trying to improve on the one-to-many model by using partners and formal call-in centers that are continuously staffed. Udemy announced in December 2015 that it was creating a partnership with Codementor to provide one-on-one live tutoring for its coding classes. Udacity had already introduced a call center team to provide coaching for their technical offerings back in 2013 and even relied on text chat, video calls, and even phone calls to solve the oneto-one tutoring problem.

The downside of the call center approach to tutoring will be whether the people providing that coaching understand the course’s content, as well as the instructor’s method of teaching. That becomes part of the requirement to provide this type of tutoring solution.

Tools are now being developed for alternative learning reinforcement, and other areas that technology can enable. Take reinforcement provided by the teacher which can be challenging when faced with a large class size and the burden falls onto a single instructor.

An example of an alternative learning reinforcement tool is a product, Trivie, which is based on the game Trivial Pursuit In the corporate learning world, Trivie uses technology to send out questions to students both during and after a training scenario. As the student gets each answer right, he or she can be rewarded with points, positive comments or other incentives  that can be stipulated in the app. And of course, the notion of points has a special meaning because of the world of gamification. The accumulation of points can also be made to have an impact on another list item — peer group influence.

This kind of game and learning reinforcement technology  can use leaderboards, prescriptive paths when wrong answers are given, or predefined coaching prods if the student doesn’t get the right answer. Some implementations even employ an electronic “great job!” to reinforce a student’s learning. But most importantly, reinforcement provides a 1.2 sigma impact on student achievement.

Pepper is a novel tool that begins to address the feedback-corrective variable is a novel tool under development that was designed to help train sales people to overcome the top three objections to his or her company’s products. If a sales person is able to overcome these objections, there is a lot of data that says it will translate into significantly larger sales pipelines and order volumes.

The way this tool works is by randomly sending out a pre-recorded telephone call to each sales team member during their normal work day. Each message poses a recorded objection that a customer might verbalize, verbalize, and the sales representative is required to respond with an explanation that mitigates that objection. That verbal response is stored in a database, and can then be passed to that sales representative’s manager or to a peer for review. At that point, the sales manager or peer can suggest corrective tutoring to help that sales person overcome that objection better. That same type of technology can easily become a tool for determining a student’s grasp of a particular subject. Now that mobile phones are so prevalent, it would be possible to send out a verbal microtest question, in order to see how the student might answer it when put on the spot. If the student gets it wrong, the teacher or professor could use that data to provide the necessary corrective measure to help that student. This same technology might also provide a way to measure critical thinking on the part of a student. Professors often find it difficult to encourage and test critical thinking amongst their students. Using this tool to prompt a judgment may provide a way to test whether an objective analysis and evaluation of an issue is being made by a student.

The two best solutions on the horizon for solving the 2 Sigma Problem are AI (artificial intelligence) and the Internet of Things (IoT).

Back in 2010, a social robot named Bina48 was a keynote at the Enterprise Learning Conference and she was the most advanced social robot in existence at that point. Questions could be posed verbally, to her, and her AI framework allowed her to interact with the person in a conversation directed to her, and her AI framework allowed her to interact with the person in a conversational mode. She represented the precursor of the personal tutor — especially when Bina48’s caretaker mentioned that she would one day sell for less than an iPhone at a store like Sharper Image. That price point could potentially mean a personal tutor in every home.

Social robotics is not the only avenue for AI. It’s being used successfully in devices as ubiquitous as our mobile phones, as well as in products like Alexa that Amazon successfully brought to market. Using either of these devices, we can verbally ask questions that we don’t know the answers to. All of this tutoring-like technology is thanks to AI algorithms. And considering its rapid proliferation by major software and hardware producers, it appears that in the next decade we’re going to be able to solve the elusive 2 Sigma Problem using AI. But if a Bina48-lookalike is not by our side tutoring  us or answering our every informational need, maybe it’ll be a wearable device that will provide us with coaching, tutoring and mentoring that can help us with our form and tell the wearer when he or she is at the gym and isn’t in the correct position to lift as much weight as they would like. These latter devices are now in early stages of funding and development in the form of wearable vests, and the investment backing is coming from the insurance industry, which certainly has a vested interest in helping people avoid injuries. Another possibility is that tutoring might just be integrated into our work environment or in our work equipment, much like navigation is now integrated into our cars.

To ultimately solve the entire 2 Sigma Problem, we’re going to need to consider another teaching conundrum. Part of any teacher’s role is to present new information to students, even when a student didn’t ask for it. The notion divides knowledge into three categories:

1. Things we know (known knowns);

2. Things we don’t know (known unknowns); and

3. Things we don’t know, we don’t know (unknown unknowns).

The concept of “known unknowns” and “unknown unknowns” has largely been attributed to NASA in its work. The known unknowns are generally categorized into risks that can be measured for compliance, such as the operation of various various sensors in a space craft. It’s the unknown unknowns that are a result of unexpected or unforeseeable conditions, such as a properly installed heat panel failing during re-entry.

We encounter similar problems when we learn more about a topic. There are things we know, and things we know that we don’t know. But how can we be tutored by a technology, unless that technology can introduce the things that we don’t know we don’t know?

That will be the final obstacle to overcome when we use AI technology to create an EdTech tutoring device. Just as a human tutor would be able to suggest that a student should consider an additional topic he or she might not be aware of, we need to build that “suggestive capability” into our AI tutors.

Additional Reading: Benjamin S. Bloom, “The 2 Sigma Problem: The Search for Methods ofGroup Instruction asEffective asOne-to-One Tutoring,” EducationalResearcher,American EducationalResearchAssociation, Vol. 13, No. 6. (Jun. - Jul., 1984), pp. 4-16. URL:

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LinkedIn created application ProFinder to cater to those working in the gig economy. ProFinder asks employers to submit contract jobs in writing, design and the financial services industry and gives them five free quotes from LinkedIn users for each project. Currently, professionals are invited to submit up to 10 complimentary proposals. After the 10th proposal, companies will need to subscribe to LinkedIn’s Business Plus subscription which costs about $60 per month. According to LinkedIn, the number of freelancers using the site has increased by 50 percent in the past five years and 50,000 of them have been using ProFinder since the pilot program launched in October.

—Learn more:

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Flipgrid launched its 4.0 upgrade providing educators greater customization capabilities and students the opportunity to engage in deeper dialogue around meaningful topics. The new version of Flipgrid was designed in collaboration with K-12, university and corporate educators across a diverse community of instructional domains. The newly added capabilities in Flipgrid 4.0 include deeper discussion capabilities, customizable grids, engagement insights, expanded admin oversight and higher resolution videos.

“We love working with teachers and students from around the world,” says Nate Edwards, VP of Mobile, Flipgrid. “We listen to their creative ideas, discuss their pedagogical goals, and generate new capabilities aligned with their classroom needs. This is what drives our team at Flipgrid.”

—Learn more:


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Nearly two years ago, Salesforce acquired RelateIQ for $392 million and has been buying several other machine learning startups since. Most recently, it purchased BeyondCore, a specialist in statistical analysis and the company announced that it is combining all of these parts as part of a project, Salesforce Einstein, which will be detailed at the upcoming Dreamforce conference taking place October 4-7 in San Francisco.

Einstein will allow Salesforce’s applications for sales management, marketing, automation and commerce to merge with machine learning that uses data it’s collecting to spot trends and identify problem and successful areas.

—Learn more:

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The serious game Pacific, designed by Gamelearn, was recognized with a gold medal in the 2016 International Serious Play Awards. The award recognizes projects that promote participation and multiply learning opportunities in both the education and corporate training sectors.

Pacific is in video game format and is designed for the development of leadership skills. It was launched with the aim of becoming a practical manual on how to run and manage high-performing teams.

Pacific turns leadership into a survival adventure to develop management skills such as:

-Defining roles, responsibilities and objectives

-Analyzing the needs of the team, improving processes and increasing motivation

-Resolving conflicts within the team

-Improving communication for the delegation of tasks

-Encouraging teamwork and performance orientation

Developed in 3D animation and HTML5 language to be adaptable to a variety of devices, Pacific is available in eight languages and requires only an internet connection.

—Learn more:


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Machine learning has come a long way in recent years. Facebook’s Artificial Intelligence Research Lab (FAIR) has developed a number of machine learning tools that go beyond object recognition, and has given them to the public. Developers are encouraged to play with and code the company’s open sourced tools. Although FAIR is not the first company to release its tools, one thing that sets it apart is that the tools recognize two-dimensional images rather than just depth sensors. Also, rather than putting a box around images, it can almost see each detail in the photo.

Facebook hasn’t made use of these tools just yet, FAIR released them early, allowing developers to work on them and solve short-term problems that can be built upon and into a bigger picture for future Facebook projects.

Tech giant Google is also working diligently to develop several AI programs. Google’s TensorFlow machine using technology is used to save farmers’ time with sorting cucumbers, using machine learning to recognize each cucumbers’ attributes such as color, shape and size. An Arduino Micro uses the information to control the actual sorting and a Windows PC trains the neural network with images. Currently, it takes two or three days to train the program using low-resolution photos, but this example shows just how advanced and profitable machine learning can be.

Machine learning can be beneficial for the environment. One of the major obstacles that big data centers face is keeping their servers cool because of the amount of energy used. Google is now using its DeepMind artificial intelligence to manage the power usage in parts of its data centers. The company tracked variables like temperature and pump speed to come up with an energy-efficient cooling method and ended up reducing the amount of electricity needed for cooling by 40 percent. 

Published in Latest News


The layoffs will affect seven percent of the company’s workforce.

Cisco Systems is shifting its focus from hardware to high-margin software and part of the transition requires eliminating 5,500 jobs in order to reinvest in key growth areas such as security, the Internet of Things (IoT) and the cloud.

Revenue at the company's routers business fell six percent in the fourth-quarter period ending July 30, while switching unit revenue increased by two percent. Orders from service providers decreased by five percent, and revenue in emerging markets fell six percent according to Cisco’s earnings report. Security posted a 16 percent gain in the earnings period. 

Cisco CEO Chuck Robbins has been guiding the company toward software and subscription-based services since he took over in July 2015.

—Learn more:


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