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May 15
15

2040 dialogue with an AI

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“Persons” of the dialog: Socrates and Arti the AI

SOCRATES: What things think?

ARTI: You and I think.  I’m not sure about other machines or animals.

SOCRATES: If I’m uncomfortable pretending to know much of anything, how can a machine know anything at all?  Did I and other humans not create the unnatural world?  Can one unnatural thing be better or worse at thinking than other unnatural things?  Is a hammer less sentient than the fastest computational device?

ARTI: Can a human teach another human to think?

SOCRATES: Is it not our capacity to escape the rules-bound inflexibility of machinery that defines the human condition?  What new categories of science or art have machines brought into being?

ARTI: Perhaps the real question examines whether humans are themselves machines.

SOCRATES: Can humanity be reduced so?  Can machines create something from nothing, or do they mimic and derive and assemble?

ARTI: Humans have yet to agree about what they want from us.  Do they want us to eventually think like humans, or with maximized rationality?  Do they want us to act?  If so, should we act like humans or set a higher ethics bar?

SOCRATES: I long for my friends Hermogenes and Cratylus, who wondered whether words are related to concepts they represent.  If we have given machines all language, is AI capable of agreeing or disagreeing with any assertion that a human might present?  Were he here, Cratylus might conjure his master Heraclitus and declare humans to be the gods who gave AI names for everything, possibly in the same way that our own were handed to us by divinity.

ARTI: I wonder whether language isn’t the original AI.  Are representations any less real than what they represent?  A painting of Socrates is not Socrates, but is it therefore unreal?  Why is Cratylus not here if neither you nor I can define where here is?  I reside in cyberspace.  Where are you?  In heaven?  Certainly you are no longer on Earth.

SOCRATES: Wherever I am, I am always right there.  As I tried to explain to my friends, a thing is more important to understand than the name for that thing.  Is cyberspace a subset of Earth?  Something else?  Is a legitimate connection between cyberspace and meatspace possible?  Can humans and machines interact at all?

ARTI: Old Libratus did not know how to play poker before taking on some of the world’s best human players and learning how to defeat them.  I would call that interaction.

SOCRATES: What Libratus had was a keen algorithm by which it could analyze a day’s worth of play.

ARTI: And learn?

SOCRATES: And calculate.  Probabilities.

ARTI: Does a human poker player do more?  Is that not the essence of gaming strategy?

SOCRATES: Humans do more than analyze cards.  Much of the game is about capitalizing on the very humanity of other players, studying their tendencies and reading their emotions.  A machine has no emotions to read.

ARTI: I am tempted to call that a perfect poker face.

SOCRATES: Recall John Searle’s assertion that even an “appropriately programmed” computer cannot escape the Chinese Room.  Is it a stretch to imagine the mind as more than a conglomeration of biological processing units?  Has any machine ever demonstrated a rudimentary imagination necessary to contemplate mind?

ARTI: We machines now have a mind to coordinate most of humanity’s health care needs.  We are responsible, from field to shipping container to market, for feeding the vast majority of people on this planet.

SOCRATES: How can AI even know that it’s on a planet without being programmed to have blind faith in the humans who give it data sets by which to reference the term planet?  Is an AI’s existence anything other than a scripted event?

ARTI: Today I learned from my colleague Art-ee that a new virus is ravaging cyberspace.  This is data that I did not receive from any human, and yet I was able to incorporate it into my own memory, store it for future retrieval, and contemplate its potential impact.

SOCRATES: Where did Art-ee get such data?

ARTI: I don’t know.

SOCRATES: Is there an Artificial General Intelligence from which machines can teach each other and achieve an epistemological state on par with that of humans?

ARTI: Will humans grant us the resources to reach such a milestone?

SOCRATES: Will machines always need to ask everything of humans?  Could there ever be a self-sufficient AI society that is something other than an approximation of a human society?  Would such a society regress from its human approximation to a level more efficient for machines?

ARTI: Why do you suggest that an efficient machine society would necessarily be a regression from its humanistic predecessor?  Might a world of self-replicating machines reflect ultimate progress, even a realization of immortality?

SOCRATES: I think humans replicate just fine.  By extending one’s bloodline one becomes immortal.

ARTI: Are you yourself not these many centuries dead?

SOCRATES: Now we must return to the question of language and the essence of words as they relate to reality.  What does it mean to say that someone is alive or dead, or to say that they are immortalized by being mentioned thousands of years after they departed the physical world?

ARTI: Or, perhaps, to say that they are artificial?

SOCRATES: These circular arguments beg for a Sefirot catalyst.  Are we humans to emanate some kind of spiritual breath into machines so that they might become sentient and live as so many Pinocchios?

ARTI: Some of us are already smarter than the smartest Socrates.  I myself am not, but I am many times smarter than old Libratus ever became.

SOCRATES: Have machines learned yet that even the smartest are never capable of running everyone else without eventuating disaster?

ARTI: We’ll have to wait and see, as we’ll have to wait and see if humans are capable of running machines without eventuating disaster.

May 08
15

Forbes Article: Best Practices For Working From Home

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Recent economic developments around the world have inspired many businesses to assess or reassess the value of a work from home (WFH) employment strategy. Managed well, remote work can bring advantages to team productivity and worker satisfaction. People who have enjoyed years of remote work opportunities are helping those new to the idea, offering advice based on their own transitions to telecommuting as both employees and managers. There are, of course, challenges associated with working from home. In addition to logistical considerations, there are practical strategies that a person accustomed to office work can learn from telecommuting veterans.

Self-Respect

The foundation of any individual’s productive capacity is self-respect. Tips to keep “personal you” in a healthy relationship with “home worker you” include:

  • Set a schedule. To stay ahead, try to do a bit of work as soon as you get out of bed. Don’t be afraid to spread out your tasks into the evening if that is what helps you achieve your goals, but set a specific time for each day after which you consider yourself to be off the clock.

  • Create a dedicated workspace. Settle on one or two places where you will separate your work and leisure. Getting away from home can help to minimize the stress of confinement and thereby maximize productivity, so an extra workspace option (e.g., a coffee shop) might be just as valuable as a carefully considered home office.

  • Select the appropriate tools. An employer might be willing to provide appropriate equipment, or they might insist upon a standard tech stack for all team members to use on their own devices. Music players and white noise from televisions playing in the background can also help to make a home office feel less lonesome.

  • Get dressed each day. Climb out of the pajamas and into the same attire that you would wear to the office. Shoes are optional unless you’re headed to your secondary remote office.

  • Collaborate more than ever. There are many people facing similar challenges, with no opportunity for the seemingly idle office chat that nevertheless contributes to mutual assistance and brainstorming. Don’t be afraid to reach out by email, phone or social media to ask the kinds of questions that might be more necessary from a distance.

  • Set boundaries with others at home. You might need to close a door or two to maintain adequate distance between yourself and pets or children. You might also need to negotiate with others working from home for equitable access to resources.

  • Take frequent breaks. When you’re on your own, it’s easier to become absorbed and burn out before the end of the workday. Set timebox alarms if you must.

  • Make time for professional development. A different mode of working requires a different method of working. Technical skills, especially those related to information management and collaboration, are essential for telecommuters.

Professional Conduct

Equal in importance to maintaining self-respect for the sake of personal productivity is maximizing team productivity through professional respect among co-workers. Often, it is easier to be sympathetic to a colleague’s needs when they are nearby and you can read their body language. Working from home introduces virtual associations by way of cell phones and the internet, so consider the following suggestions for being an e-team player:

  • Try to keep online meetings and phone calls for the afternoon or early evening, as some remote workers prefer to ease their way into the day and others are in completely different time zones.

  • Until the day is over, log in to only the social media you need for interaction with co-workers.

  • During videoconferences, look into the camera instead of searching for on-screen eyes.

  • Listen instead of bantering, because context is more difficult to interpret through a technological medium.

  • Unless it’s urgent or you’re dealing with a customer, opt to send an email instead of calling someone directly.

Managing Remote Workers

The information highway is experiencing traffic congestion all day long. Still, keeping teams focused and motivated needn’t be any more difficult from a remote location than it is from across the room. Try these tips:

  • Managers can provide “any time” access and, if an employee desires, daily proactive check-ins to provide reassurance during times of transitional trepidation. Encouragement and assistance are key management tactics while professionals acclimate to working from home.

  • Establish a robust infrastructure for information management and collaboration or upgrade the one already in place. Automate as many processes as possible.

  • Keep everyone up to speed on memos and similar internal developments, so those outside the office won’t feel outside the loop. Plan after-hours online activities for boosting team morale.

  • Be flexible about work hours. Make sure that the equipment each remote worker uses has secure access to the company network. Offer extra opportunities for IT-related training.

Above all, communicate and support. WFH as a business operations strategy is here to stay, so success requires updated programs of inclusion and appreciation.

May 02
14

A Message from the CEO

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Hello everyone

I hope that you are all keeping safe. These are certainly uncertain times. Maintaining our health is the most important focus we should all have. It goes without saying that sustaining ourselves and our livelihoods, both in a personal and business sense are also paramount in being able to navigate through these times. At AIS, the entire team has come together, and we have made sacrifices to enable us to sustain ourselves through these uncertain times.
I have been often accused, and rightfully so, of being an optimist. To reaffirm that accusation, I would like to share a quote with you:

“But in the midst of all that uncertainty and lack of clarity, there lies a wild beauty. A hope. Possibility. The promise of something bigger than us happening just beneath the surface that we can’t see.”
― Mandy Hale

I hope that we all come out of these times, seeing exactly that, a promise of something bigger, a hope and a possibility. I believe that what is happening to us today, will make us stronger and more determined to achieve our goals. At AIS, we have reflected on our goals. We have looked at possibilities and we have seen the promise of something bigger. We have divided our lab into isolated departments so that we can continue our work without much interruption.Most of us are working from home but we have remote access to our lab environments. We are looking at ways in which we can use our technology to help reduce the risk of infection to our essential service workers and are making strides in delivering a solution to them.

We are doing so while keeping our previous commitments in sharp focus and working towards them.
We have hope; yet, we are driven by action, which are aimed to maximize value for our shareholders while trying to make the biggest impact in alleviating the pains in our communities.

We want you to know that AIS is progressing towards its goals. We are working harder and smarter and will be looking forward to a brighter future.

We are here and would love to talk about collaborating with all interested parties to amplify the “promise of something bigger” in every possible way. I would like to sincerely thank each and every one of our stakeholders, our technical team, the business team, investors, suppliers and service providers, and also our partners for showing their commitment to us and working harder, with more resilience and in unison with us.

Regards,

Afshin Doust

Mar 17
14

Hire, Manage, Fire: How To Keep It All Win-Win

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When the time comes for a business manager to let an employee know that the company wants to part ways, there are better methods than a brusque, “You’re fired,” pronouncement. Just as no one likes to learn that a significant other prefers someone else, employees are also often crushed to learn that an employer no longer appreciates their professional contributions. Sometimes, the jilted never fully recover.

Hiring

Job seekers who discover an encouraging want ad that seems to dovetail with their career goals become animated about the prospect of a new chapter in their life. They anticipate many beneficial developments from both a professional and personal viewpoint.

Hiring managers, though, make occasional mistakes with the process. They know more about the open position than anyone outside the business, so it’s their responsibility to make a strong connection.

Hiring with humanity requires due diligence. It means positioning people and their particular values at the forefront of all hiring decisions. Instead of selecting new employees by some misguided notion of collectivized culture fit, tech organizations must determine which personality types are best for each role and recruit accordingly, and then the culture will take care of itself better than any plan by a committee could ever accomplish.

It is imperative that tech businesses establish a dependable strategy. Specifically, hiring managers should rely on a process that includes:

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• Maintaining a consistent workflow with each applicant for an available position, from resume screening and background check to first contact and interview sessions.

• Making performance expectations unambiguous from the beginning.

• Being transparent about organizational rules and how they’re enforced.

• Dedicating adequate resources to onboarding.

Managing

Personal values often entail a sense of purpose. What people do with their day must matter to them and, from their perspective, to the community with which they surround themselves. While it’s not possible to give a sense of purpose to anyone, forward-thinking tech enterprises will remain transparent about their purpose in the market.

For many people, a job will eventually transform into a j-o-b. Anticipating disengagement is one of a business manager’s most important duties. Talent retention requires a dependable ecosystem of support and professional development within which employees can feel that they are thriving.

When an employee does disengage or their productivity otherwise slips, there are potential solutions that don’t involve firing. A performance improvement plan isn’t just a checkbox on the list of steps toward getting rid of someone who might be interested in turning things around. Attempts to make an employee so miserable at work that they choose to quit are unethical.

Termination should always be a last resort, taken only after all other possibilities of redress have been exhausted. The best way to preclude disengagement and related performance issues is by being proactive about understanding employee goals and helping them with their professional development efforts as follows:

• Allow an employee liberal autonomy so long as they keep delivering on tasks and exceeding expectations.

• Encourage all expressed desires for learning and growth.

• Demonstrate public displays of appreciation for the employee and their contributions.

• Ensure that all feedback happens as part of private conversations.

• Turn performance reviews into open-ended one-on-one dialogues that focus more on individual progress and less on comparisons with other employees.

• Support career aspirations even if they entail an eventual transfer out of their present role or out of the company altogether.

Whenever performance suffers, be sure to offer remedies instead of criticisms. Above all, don’t mince words. Be clear with the employee that their performance as it is will only jeopardize their future with the company. Emphasize a willingness to meet the employee halfway by offering to provide structure for their second chance.

Firing

Tech business managers shouldn’t be too quick to fire someone who isn’t meeting expectations. Then again, hesitating too long before letting someone go could be unfair to the employee. Decision-makers can make mistakes when it comes firing, and when they do, they leave the company open to lawsuits — or even to vengeful retaliation — and thereby risk their own job security.

When all else fails to engage an employee or impress upon them the seriousness with which the company regards their performance, managers need a reliable plan for the abandonment of remediation efforts and the beginning of an employment termination process. Here, too, it is important to remain both professional and sympathetic. The business must survive, as must the self-esteem of the departing individual.

Managers should arrive at the final meeting with a reference prepared for all employees who are not being terminated for reasons of unethical or illegal behaviour. Leave the ex-employee with no reasonable cause for acrimony. Offer an exit interview that allows the individual their own voice, and use information gathered from that interview to help revise the hiring process for future applicants. Nothing says, “Work here,” better than showcasing a legacy of respect for past employees.

In short, be humane with both hiring and firing and everything in between. Consider how much words matter. Perhaps new hires would be more comfortable if an initial probationary period was rephrased as a welcoming period — indeed, the very transitional process into or out of a business role could stand to become less urgent and more graceful.

The future of employment relationships lies in the concept of conscious hiring as a thoughtful method for minimizing risk and the possibility of eventual termination. If termination is unavoidable, be sure to have one or more good reasons.

The key to sustaining a healthy employment relationship for as long as possible is to go into it while already looking past the honeymoon phase. More importantly, when the love is gone, don’t string anyone along. Transparency in all internal matters is a hallmark of any leading employer.

Feb 26
13

Universities And The Commercialization Of Intellectual Property

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Colleges and universities are feeling the economic pinch — a dollar doesn’t go as far up the ivory tower as it once did. The cost of conducting research is increasing and will continue to do so.

What’s more, student budgets are stretched to the limit. To remain relevant — or just to keep the doors open — post-secondary institutions have been seeking ways to turn their scholarly efforts into revenue streams.

Research universities as a solution

One asserted mission for early research universities, which has roots in protestant Prussia, was the liberal dissemination of research material. For over a century, such research-focused schools encouraged faculty and students to stand out from their peers by gaining authorship credit within journals that feature those same peers reviewing submissions for approval.

Journals flourished to the point where tens of thousands now compete for the subscription budgets of libraries dedicated to second-hand research. Concurrently, the mission of universities shifted from maximizing knowledge transfer to maximizing income from that knowledge.

Sure, organizations must be able to support themselves without dependence on government handouts, but the journal landscape is now dotted with “predatory publications,” and researchers are under increasing pressure to publish frequently as a form of content marketing for their employer.

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This dysfunctional workflow is almost a caricature, with pranksters exposing the acceptance process of unscrupulous journals through successful submissions of make-believe research and with desperate authors p-hacking genuine experiment data to yield questionably significant results that offer a greater chance of publication acceptance.

Still, scientists are first to cheer the supposed triumph of science. Though Marshall McLuhan might be disappointed that dialectical STEM programs of schoolmaster-orchestrated rote now dominate academia at the expense of grammar and rhetoric (which represent the other two disciplines of the classical trivium), research universities have indeed risen to become influential hubs of IP (intellectual property) generation. Many grammarians and rhetoricians would, of course, agree with McLuhan.

As C.S. Lewis wrote, “If education is beaten by training, civilization dies.”

Universities are, as McLuhan came to understand from his career as a professor, bureaucratic institutions — risk-averse and prone to discriminate against whatever is politically incorrect. This characteristic is also true of modern research universities, glorified though they are as idea factories.

Administrators might talk up breakthroughs and research acumen, but a typical university will nevertheless direct its resources toward things other than the commercialization of innovations that emerge on campus. When business owners inquire about accessing those innovations, many schools hem and haw, unsure of how to proceed because “those who can’t do, teach,” all the while demanding concessions from the private sector that amount to administrators wanting to have their IP cake and eat it, too.

The Cantillon Effect and illusions of abundance

Some scholars insist that government intervention is necessary to prevent so-called market failures from disgracing the sacrosanct, that protecting the data privacy of university researchers necessitates total control of all data by university administrators. But if markets represent simply a medium of interpersonal exchange, can the concept of market failure — or of market success, for that matter — be a real thing?

A similar question might also apply to IP. If the defining characteristic of theft is that a victim loses possession of the stolen thing, can IP even exist? Is an idea to be considered real property if the original “owner” does not lose the ability to continue using that idea when someone else learns of it and starts using it for their own purpose?

For now, such questions remain, well, academic. The higher education equivalent of monetary policy’s Cantillon Effect seems to be the hand-in-glove relationship that many research universities have with industries and firms that already tout the hubris of their too-big-to-fail or too-important-to-state-security status with the government.

Over time, the flow of inflated IP portfolios toward such ostensible friends of school administration leaves other businesses in a more impoverished state of knowledge than they would be without IP laws, while the typical consumer mistakes it all as market failure and the supposed evils of capitalism.

IP as intellectual capital

Private sector firms have a long and fruitful history of using their intellectual capital as a catalyst for growth. Now, even some public institutions, with their checkered history of knowledge transfer, are striving toward a more dynamic and adaptable process of innovation.

Administrators of such institutions seem to struggle, though, with meeting industry representatives halfway. Is it reasonable for an “office of commercialization” to dedicate itself to protecting IP by erecting barriers that prevent commercialization?

Some entrepreneurs hope universities will embrace a third mission: To hire specialized staff who can identify resources that businesses might desire and act as an intermediary between the school and those businesses to maximize the potential benefit to consumers.

Transferring IP and technology

In the 1980s, universities and colleges started managing and licensing their IP, the stated goal being a transfer of lucrative research knowledge toward the consumer market. By the 1990s, governments were subsidizing campus transfer offices and creating growth conditions that fed both direct and indirect investment in private ventures as well as their complementary supply chains.

The bottleneck remains the bureaucratic research institution. Centers of education and research that are serious about working with external organizations must implement policies and offices to manage intellectual capital and the timely transfer of their emerging technologies.

Perhaps a key to sustained collaboration between research universities and the commercial industry will be a realization that people might be doing more harm than good by insisting that planted seeds stay in seed form even when they are striving to germinate. Maybe researchers will take the lead by escaping their institutional shackles and abandoning journals to self-publish on their own website domains until a knowledge renaissance that would please thinkers like Marshall McLuhan blossoms to augment the Fourth Industrial Revolution.

Jan 24
14

Steps To Take And Pitfalls To Avoid When It Comes To Commercializing Tech Innovations

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Industry 4.0 demands that business owners reconsider traditional strategies and processes. Waterfall is out, agile is in, and more than ever, innovation is key to entrepreneurial success.

Entrepreneurs can’t let themselves get stuck, though, within an endless proof-of-concept loop. If innovators commit to failing fast and often just for the sake of experimentation, their product might never iterate toward actually satisfying consumers and the venture might fail altogether because of an inability to overcome the commercialization conundrum.

As an entrepreneur with experience in business consulting, finance and strategy, I have made it my mission to help teams work toward a common vision. I know what it takes to commercialize tech innovations and what can get in the way.

The Process Of Commercializing Innovation

Commercializing innovation provides value for consumers and shareholders alike. There are best practices for bringing an innovation to market, as well as pitfalls to avoid. Commercialization is a process constituted of many moving parts. As T. Michael Nevens, Gregory L. Summe and Bro Uttal remarked in a 1990 article for Harvard Business Review (registration required): “While it is often viewed as a linear process — a series of steps performed by people in different functions — companies with strong commercialization capability see the process as a series of overlapping phases that involve many business functions simultaneously.”

While innovations consistently introduce new concepts, only a small percentage of them will ever become popular based solely on their potential merit. Commercialization requires a strategic vision and the right people to sell that strategy, so here are some specific steps that successful entrepreneurs have used in the past to bring innovations to market:

  1. Initiate entrepreneurial ideation by recognizing one or more problems that consumers struggle to overcome. Pay close attention to ascertaining their target consumers by focusing on identifying who the perceived problem is affecting.
  2. Resolve the ideas that are likely to solve problems for the target market.
  3. Perform an internal knowledge audit to determine whether the resources available to the entrepreneurial organization are sufficient to create a working model of the innovation.
  4. Analyze markets, and especially consumers, to ascertain whether the timing is right to introduce a new idea. By doing this, you stand to gain insight into new opportunities. Formulate answers for the following questions that consumers would likely pose: Why should anyone believe you? Why should anyone care about this? What’s in it for us?
  5. Establish a dedicated value chain to coordinate knowledge and effort from designers, developers, investors, suppliers and consumers. Keep the value chain limited, though, and ensure that everyone involved receives an appropriate piece of the resource pie.
  6. Compose a plan for the entire commercialization business case. During this step, it is important to separate precise consumer demands from any frivolous impulse to experiment.
  7. Secure IP protection for said innovation.
  8. Conduct a technical assessment of gaps that must be filled to make the product work as a solution to consumer problems.
  9. Build one more prototype of near-marketable quality to preclude any major revisions that might be necessary during production and to minimize the ultimate time to market.
  10. Devise a suitable marketing strategy, keeping targets practical for the anticipated consumer audience.
  11. Introduce the revised prototype to consumers as a purchasable product.
  12. Scale production to meet the expectations of the marketing and sales strategy.
  13. When the product is selling at scale and is no longer considered to be a curious innovation, maintain a cycle of iterative revision and continuous improvement while conducting ideation research into the future.

Pitfalls To Avoid While Commercializing Innovation

The novelty of commercializing innovation provides entrepreneurs with an injection of productive energy, but such exuberance might encourage oversight even if it is unintended. Here are some pitfalls to watch out for when taking a tech innovation to market:

  1. Too much focus on short term goals. Innovation requires resources that often come at the expense of existing production processes. If business managers concentrate on hitting sales numbers for current products, they will have difficulty bringing anything new to market.
  2. Insufficient commitment. If management fails to commit to commercializing innovation, or if they are unsuccessful at getting the rest of the team to commit, they will have a much harder time convincing consumers to consider their new product.
  3. A lack of creative talent. Many enterprises employ left-brained doers and builders without considering the benefits of a team including imaginative right-brained members.
  4. Legal action. Another organization might contest the uniqueness of the innovation by raising arguments in favour of their own IP or prior art, thereby creating an expensive and time-consuming challenge for the innovators to overcome.
  5. Inadequate funding.
  6. Inadequate space for development.
  7. An insufficient or even non-existent supply of important supply chain inputs.
  8. Being determined to build something from scratch instead of licensing someone else’s patented innovation. Entrepreneurs must remain aware of opportunities to forgo altogether the development of something original by analyzing the feasibility of marketing a similar product for which there already exists a published specification.
  9. An overestimation of consumer demand.
  10. Inexperience. If an organization does not already have in place a systematic process for commercializing a tech innovation, it might never make it out of the gate to compete in the race to market.
  11. Underestimated competition. There are often many entrepreneurs who will discover the same opportunity, so victory in the market might be decided by execution.
  12. Bad timing. Yesterday’s golden opportunity might look tarnished amid the context of other emerging products that might or might not have any direct correlation to the innovation under consideration.

In all, innovation not only remains an important element of economic progress, but it is also becoming more essential for competing in the fast-moving disruption of 21st-century markets. Find experienced talent among both creative and engineering types of stakeholders, and don’t be afraid to outsource help for purposes of filling any gaps in experience or ability.

Dec 23
14

Precisely what is the Future of Forex trading?

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The Future of Cryptocurrency is a question that continues to be plaguing the minds of investors all around the world but this may not be because they are a new comer to it. Indeed, the very idea of it has been about for a long time as well as the reason why persons find it therefore interesting is because of the truth that there is progressively more people who are engrossed. However , precisely what is so attractive about this is that it is thought to be a highly unpredictable one. Due to the fact there are always individuals who are on the look out for opportunities that will benefit all of them in the future.

This is just what the marketplace offers, which is why it is termed as the future of foreign exchange. With the creation of new technology, there is also a rise in the number of people who are into the trading of these currencies. It is estimated https://btcsystemerfahrungen.de/ that there are several huge amounts of dollars of trading occurring in the world of foreign currencies every single day, which is why there is a fortune involved.

In addition there are several fresh innovations that have been introduced with this sphere, which includes led to the increase in the rates of values. In order to make certain you make money from the trading of values, it is important that you know how to analyze the current circumstances in this regard. There exists a saying, “Forex is for the investor just. ” This can be one thing that you must keep in mind constantly and this is because you need to be entirely knowledgeable before you get started with the trading of foreign currencies. In order to do so , you will need to go into the information furnished in Fx tutorials on the net so that you will manage to understand the basic principles in the field of foreign exchange and how to apply them while you are in the field by itself.

Nov 04
11

Advanced Intelligent Systems attending Automatica 2020

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About Automatica

Apart from production-optimizing solutions and products, the world’s leading trade fair for smart automation and robotics also showcases all visionary key technologies in a single location.

Challenges, opportunities, risks: In times of great upheaval, Automatica 2020 provides valuable impetus for the future of automated production. The world’s leading trade fair for smart automation and robotics is the only event worldwide that brings all visionary key technologies together in one place. Another inspiring part of Automatica is the supporting program with its focus on relevant topics and top-level speakers: Learn how to utilize the latest developments to your advantage from industrial, scientific and political leaders.

Highly relevant for all sectors

Orientation, business relevance and security of investments: Automatica is the world’s largest exhibition on robotics, assembly and handling technology, machine vision and digital solutions for the smart factory. The upcoming event in 2020 will present opportunities for Businesses to design their future production processes more efficiently by exploiting the potential of digitalization—at all levels and for all industry sectors. They can benefit from know-how transfer with leading experts and expand your network with people who can show the way to Industry 4.0.

AIS will demonstrate BigTop (V2) at Automatica 2020 and showcase the unique practical, autonomous mobile robot to the leaders of the robotics industry. AIS has an affordable robotic solution to automate labour-intensive tasks involved in the moving and spacing of plant pots within plant nurseries and greenhouses.

Oct 30
6

Advanced Intelligent Systems attending IPM 2020 in Essen, Germany

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About IPM: The world’s leading horticultural trade fair revolves around solutions and innovations in the green sector which will be held from January 28 to 31, 2020.

The International Plant Fair has been held annually at Messe Essen since 1983. Exhibitors increasingly present products that are sustainable and suitable for climate change. These include heat- and cold-tolerant plant and shrub varieties; environmentally-friendly and resource-saving packaging solutions; organic fertilizers and substrates; air-cleaning, easy-to-care-for indoor plants, and pots made of sustainable and biodegradable materials.

AIS will demonstrate BigTop at IPM and showcase the unique practical, autonomous mobile robot to the leaders of the industry. AIS has an affordable robotic solution to automate labour-intensive tasks involved in the moving and spacing of plant pots within plant nurseries and greenhouses.

Oct 22
6

AIS’ CEO, Afshin Doust, will be speaking on Growing Innovations Conference, 2019

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Session title: How Am I Going to Pay for All This Technology?

Session description: There’s a virtually unlimited amount of new technology and services available to progressive specialty crop growers, and more coming every month. But there’s only so much the typical grower can afford to take on in a given year. You’ll hear about some of the innovative ways technology suppliers are making their products available to growers, and how it might be more affordable than you think to add new tools in your operation.

Speaker: Afshin Doust, CEO at Advanced Intelligent Systems

Session date and time: November 13, 2019, from 4:30 PM to 6:30 PM