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6 enterprise AR use cases

While augmented reality in the consumer space gets the most attention, it’s the enterprise that is going to figure out the “killer AR application,” according to John Werner.

Werner, vice president of strategic partnerships at Meta, a Silicon Valley startup focused on AR products, might be right, judging by the enterprise AR use cases shared at the recent LiveWorx event in Boston. Though it’s still early days for enterprise AR, the superimposition of digital information on real world environments is staking a claim in the workplace.

The four enterprise areas where AR is gaining a foothold are logistics, manufacturing, HR and productivity, but AR’s potential in the enterprise stretches beyond that, according to Shel Israel, author and CEO at Transformation Group LLC.

At the LiveWorx event Werner, Israel and other AR experts detailed some of the top enterprise AR use cases. Here are six of them.

1. Training millennials

Multinational conglomerate Honeywell is using Microsoft’s HoloLens technology to train millennials in maintenance. HoloLens is one of the most well-known AR headsets, with applications ranging from the game room to the meeting room.

Neena Kamath, program manager of the AR/VR team at Microsoft, explained how, at Honeywell, employees with years of knowledge about equipment and maintenance are starting to age-out of the industry, potentially leaving the company without imparting that knowledge to younger workers.

Instead of having these experts sit down and write out training documents — which takes a long time and often doesn’t capture all of the necessary information — Honeywell is having them wear the AR headsets and record and narrate everything that they do.

Don’t give them a book to read to learn about this; let them go out there in the field and do this and learn from it.
Neena Kamathprogram manager of the AR/VR team, Microsoft

“With folks coming in from the millennial generation, there is this expectation that things are out there contextually in the world around you,” Kamath said. “Don’t give them a book to read to learn about this; let them go out there in the field and do this and learn from it.”

The results have already been promising, with a noticeable reduction in training time and an increase in employee’s knowledge retention.

“If you learn something by reading a textbook or a manual, you retain about 20% to 30% of it after about three months because you’re not using all of [that knowledge] every day,” Kamath said. “When you learn it digitally, in your world, trying to do the maintenance on the actual equipment, you retain about 80% of it three months later. It’s a pretty significant difference.”

2. Storm damage assessment

The Electric Power Research Institute Inc., or EPRI, and Duke Energy are partnering on an enterprise AR use case involving storm damage assessment.

When a hurricane, tornado, earthquake or other natural disaster strikes, surveyors are sent out to assess the damage and note how much and which type of equipment is needed for repairs. With paper and pencil in hand, these surveyors are generally 50% accurate on their first pass, said Andy Lowery, co-founder and CEO at RealWear. A second pass is then required and that additional assessment cycle takes about two days. That redundancy is costly. With an average outage affecting approximately 250,000 people, every day that power is out represents a loss of around $8 million in revenue, Lowery said.

The energy partnership’s solution was to create an AR application in which surveyors, wearing a headset in situ, would access a back-end system that had “before” pictures of every single piece of the distribution system that Duke Energy maintains. Using Bluetooth beacons and triangulation, the AR device would then use AR arrows to direct a person to take an “after” picture of the damage that was perfectly aligned with the “before” picture. After the technician walks through the entire space, the device automatically generates a report with all the pictures, details what equipment need to be ordered and beams it up to the cloud.

With the AR application, Duke Energy has reduced errors to zero, making for an instantaneous one- to two-day savings of $8 to $16 million per potential outage.

3. Rendering 3D objects

Meta is using AR to experiment with a “print preview” function for 3D printing that would render soon-to-be-printed objects in a 1:1 ratio, allowing designers to walk around and interact with the objects they’re building. This might be able to help companies move faster, save money and get things right before production.

“Often when you create these 1:1 ratios and walk around it, you’re like ‘wait a second, this is off,'” Werner said. “We’ve almost been seduced by two-dimensional objects — whether it’s through television or movies, we’re always seeing things in 2D. I think what all of us are doing is bringing 3D objects that you can interact with,” he said, referring to the other AR companies that are also testing out this new process.

He said the same process can be applied to construction and real estate, with every step from design to construction to selling rendered in 3D using AR devices.

4. Recruitment

Jaguar Land Rover and the British band Gorillaz have partnered on a recruitment initiative that uses AR and VR to attract young technical talent.

“We’re going through this massive change over the next decade where software is going to become so much more prevalent in vehicles,” said Alex Heslop, head of electrical engineering at Jaguar Land Rover. “We have to find a new way of recruiting talent that perhaps wouldn’t traditionally look at the automotive industry.”

Dubbed “Crack the Code,” the result is an AR app challenge that mixes AR, VR and the real world. Gorillaz’s virtual garage is brought to life in front of potential candidates, creating challenges to tease out peoples’ capabilities in software architecture, app development, graphics performance capability and more. Applicants who crack the code get a shot at a full-time position at Jaguar.

5. Maintenance and repair

Toms River Municipal Utilities Authority in New Jersey is using AR headsets to visualize the underground infrastructure of utility lines — in real time — before workers start digging. This helps workers with planning and maintenance efforts, and helps them avoid embarrassing mistakes and unwanted blackouts, Israel said. The system uses a geocalibration process to align the rendered visuals to the physical world, anchoring to visible geographic information system features such as sewer manholes. The interface supports hand gestures and voice commands, allowing workers to operate hands-free as they gather other on-site information.

6. Logistics

DHL, the logistics giant, is using AR headsets in warehouses to help with order picking — something the company has deemed “vision picking.” The display on the AR glasses identifies location numbers, scans product bar codes, identifies the number of items that need to be picked and shows workers where each item should be placed in the trolley. The technology increased productivity by 15% and dramatically reduced error rates. With the AR glasses, training and onboarding required 50% less time — results which have prompted rollouts in DHL warehouses worldwide.

2018 MIT Sloan CIO Symposium in photos: A SearchCIO snapshot

It’s time to turn your digital vision into reality — and fast. That was the message at the 2018 MIT Sloan CIO Symposium in Cambridge, Mass. The annual event attracted more than 900 senior-level IT decision-makers from around the country and the globe for what organizers billed as a day of learning, networking and spirited discussion.

Sessions at the event featured leading IT practitioners and academics, all doling out practical advice for planning and executing a digital transformation strategy. Of course, that meant discussing the building blocks of digital transformation: AI, internet of things, cloud computing, Agile, DevOps, organizational leadership, digital culture and more.

The SearchCIO team was there to cover — and capture — it.

Scroll through our Instagram roundup of the 2018 MIT Sloan CIO Symposium and relive a few of the many illuminating and interesting moments from this year’s event.

8:35 a.m.: Before the opening panel session, Kresge Auditorium

Let the Symposium begin.

Prior to the opening panel session, attendees perused the vendor showcase in Kresge and reviewed the day’s schedule, with complimentary totes in hand.

8:45 a.m.: “Creating a Digital Culture,” Kresge Auditorium

MIT’s George Westerman moderated the opening panel on how to best create a digital culture. As Westerman and the panel emphasized, digital transformation is, above all, a leadership challenge. “Technology changes quickly; organizations change much more slowly,” Westerman said at the start of the panel.

One of many interesting tidbits: Panelists said organizations need to change their outlook on talent. “The right people often look wrong,” said Melissa Swift, global leader for digital solutions at Korn Ferry Hay Group. The traits that might seem jarring to corporate executives may well be the ones the company needs to build a digital culture. Iconoclasts, not clones, should get a second look.

12:00 p.m.: “Insights from the Leadership Award Finalists,” Sala De Puerto Rico

As attendees munched on their salads, MIT Sloan CIO Leadership Award finalists doled out sage advice on how they’ve transformed their organizations. Some sound bites from the session:

“Our job as CIOs is really more of psychologists or priests,” said Atefeh Riazi, assistant secretary-general and chief information technology officer at the United Nations. She emphasized it’s not technology that’s the biggest challenge; it’s change management.

“Innovation is about doing the same thing differently,” said Harmeen Mehta, global CIO and head of digital at Bharti Airtel Ltd.

“Understand the context many senior executives are under,” said Mike Macrie, senior vice president and CIO at Land O’Lakes Inc. Older executives aren’t as familiar with technology, so CIOs need to have patience.

1:15 p.m.: “Implementing AI,” Kresge Little Theater

What two words best describe your AI implementation efforts at this time? The blue screen shows how audience members sitting in the “Implementation AI” session responded. Hype and slow were two of the top words, followed by ethically challenged and limited. Panelists, pictured here, are moderator Michael Schrage, Adobe CIO Cynthia Stoddard, Kayak CTO Giorgos Zacharia and DBS Bank CIO David Gledhill.

1:45 p.m.: Lights, camera, action! Outside Kresge Auditorium

SearchCIO’s Mekhala Roy interviewed Harmeen Mehta, global CIO at Indian telecom giant Airtel and this year’s Leadership Award winner, outside Kresge — one of our many video interviews. During the interview, Mehta said everything she does in her organization has to create new value for the company, create a new business model, solve an existing problem or drastically reduce costs.

2:45 p.m.: “Building the Intelligent Enterprise using AI, ML, Mobility and Cloud Services,” Kresge Auditorium

During this session, panelists shared the hard-won lessons they learned from transforming their organizations into so-called intelligent enterprises. One lesson from Alston Ghafourifar, CEO and co-founder of Entefy Inc.: “An intelligent enterprise is too big of a transformation to actually do alone and to do entirely internal … you have to partner.” They also discussed best practices for managing large data sets, which include taking advantage of edge computing and Lambda architecture.

4:00 p.m.: “Articulating your Digital Vision,” Kresge Auditorium

During her presentation, Jeanne Ross, director and principal research scientist at MIT Sloan Center for Information Systems Research, said IT needs to shift from enabling business strategy to inspiring it. Enabling is no longer enough anymore; IT needs to inspire new sources of revenue and new value propositions. The sources of that inspiration include ubiquitous data, unlimited connectivity and massive processing power.

For more photos from the 2018 MIT Sloan CIO Symposium and other conference coverage, visit our Instagram page and give us a follow.

Oculus Rift Virtual Reality Headset & Controllers

Oculus Rift Virtual Reality Headset with Sensor,Remote Control,and Xbox One Wireless Controller with Dongle,
Plus Touch Controllers with Sensor,
All boxed in Excellent Condition,
Just over 12 months old,
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Oculus Rift Virtual Reality Headset & Controllers

For Sale – Oculus Rift Virtual Reality Headset & Controllers

Oculus Rift Virtual Reality Headset with Sensor,Remote Control,and Xbox One Wireless Controller with Dongle,
Plus Touch Controllers with Sensor,
All boxed in Excellent Condition,
Just over 12 months old,
delivery to uk only,

Price and currency: £299
Delivery: Delivery cost is included within my country
Payment method: bt
Location: Shelf,Halifax,West Yorkshire,
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Prefer goods collected?: I have no preference

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How to craft a data archiving strategy for 95% of your data

Reality can’t be ignored. In most data centers, 80% or more of stored data hasn’t been accessed in more than a year. Tighten that time frame up, and we find 95% of data has not been accessed in the last 90 days. That means the vast majority of data just sits on that expensive and speedy flash array you bought to serve active data.

The problem is most IT professionals hesitate to take an aggressive step such as moving 95% of their data to a secondary storage tier. But the truth is, with proper design, IT can reach this goal with few complaints. Here are four basic rules that will get you on your way:

Rule No. 1: Archive response can be almost as fast as primary

Your data archiving strategy should rely on storage using high-capacity HDDs, assisted by deduplication and compression, to drive as much cost out of the archive storage tier as possible. While all those technologies could affect data recall performance, in most cases, a recall from a properly designed active archive is almost as fast as primary storage.

That’s because primary storage is responding to hundreds, if not hundreds of thousands, of recall requests per second, while an archive typically responds to one or two per hour. Archives are usually busier dealing with inbound write traffic than old data being accessed. With less I/Os to respond to, disk-based archive storage can respond to individual requests almost as fast as primary storage. Note, though, that archives don’t have to respond as fast as primary storage, they just have to respond fast enough that users won’t notice the difference.

Rule No. 2: Don’t archive everything on day one

With an archive strategy in place, the only reason to buy more primary storage is to gain performance, not capacity.

IT has, with good reason, developed a distrust of everything. Archive software vendors and, especially, hardware vendors brag about ROIs showing data archiving strategy investments paying for themselves 30 seconds after installation. The problem is to get this rapid ROI, customers must buy 100 TB of archive or secondary storage and move 80% to 95% of their data as soon as the archive platform is stood up. Any IT professional worth their certifications isn’t going to do that. There’s no need. The primary storage that holds all this old data is bought and paid for, and most vendors aren’t going to let you send back half of a storage array for a refund.

A more logical data archiving strategy is to archive data on an as-needed basis — typically, as those primary systems come off of maintenance, have reached end of life or are full to the point that more capacity or another primary storage system must be purchased. You’ll want to know how much of the data on that array can be archived. With that information, you should buy just that amount of storage from your archive vendor, enabling you to put off the purchase of a primary storage system or to run a much smaller high-performance storage system. With an archive strategy in place, the only reason to buy more primary storage is to gain performance, not capacity.

Rule No. 3: Transparent recall may or may not be critical

If an aggressive data archiving strategy — such as archiving 80% of primary storage — is followed, then prepare for more frequent data recalls from users. Considering the gradual move to archive storage described in rule No. 2, however, recalls may not be a frequent as you’d expect.

First, make sure most of those recalls can occur without IT interruption. That means you need to select software that can set transparent links between where the file used to be and where it is on the archive. It’s also important to remember the archive might be multistep, on-premises disk to tape or on-premises disk to the cloud, which means that these links must be updated with the file location each time it moves to another storage device.

The other side of the coin in transparent recalls is setting up an apparatus in the architecture that has stub files or a centralized metadata control layer. Like any apparatus, there’s a certain amount of rigidity to this control layer, including a potential management issue with stub files and a certain amount of lock-in to the data management vendor. You must decide if the downsides of transparent recall are worth the upside.

Rule No. 4: Expect more frequent recalls

If your organization goes all-in with a 95% data archiving strategy or evolves to that point, be prepared for more recalls. Whether recalls are done transparently or manually because of the lack of the transparent recall component, you can now measure them in dozens per hour. The higher the recall rate, the more you’ll want to lean toward a disk-based archive, either exclusively or as a front end to tape.

If most of the archive is disk-based, a high recall rate shouldn’t affect performance. At the very least, the front end of the archive should be disk- or cloud-based. Tape, if used at all, should either serve as the deep archive or solely as a backup to the archive. While tape is a robust and reliable technology, its role in a data archiving system as that archive becomes more active requires more planning.

Don’t go on a data archiving strategy diet

No question, 95% of your data is likely eligible for archiving. Archiving shouldn’t be looked at as a storage diet that’s done every so often.  Instead, it’s an organizational change that occurs gradually and, once fully applied, never stops. Data should constantly flow through your enterprise from primary storage to archive storage, and occasionally back to primary.