As more companies move toward digital transformation and implement more complex technology infrastructure, the onus is on IT leaders to restructure their departments to meet the demand. It’s a complicated process that requires a deep understanding of the needs and potential pitfalls.

In an analysis of more than 16,000 artificial intelligence (AI) research papers undertaken by MIT’s Technology Review, reinforcement learning emerged as one of the leading trends in the past few years, following a similar rise of deep learning.

It has always been hard to assess how widespread the use of Augmented Reality (AR) and Virtual Reality (VR) technology actually is. However, recent research released by IDC indicates that despite problems in the enterprise created by the Covid-19 outbreak this year, it is likely to be a good year for AR and VR vendors.

Most organizations struggle to scale their AI pilots into enterprise-wide production, which limits their ability to realize AI’s potential business value. So what do organizations need to do to ensure successful AI roll-out?

Every IT project you undertake should answer a fundamental business question. Does this project generate more revenue? Does this align with our company strategy? Will we increase our profit?

But I’d like to introduce an overriding question, maybe even more fundamental than the others: Does this project deliver Customer Value? (Keep in mind, when it comes to IT, the customer can be both internal or external. The same questions need to be asked.)

When leading a tech team, it’s important to measure your team’s overall productivity. This metric can be used for major business decisions down the line. However, measuring your tech team’s productivity isn’t as simple as counting revenue gained or units produced. Beyond the outcome of the project, there are several other factors that should be taken into account.

Virtual reality has burst onto the stage, and because of how well-supported it has become as a hardware solution, its practical applications—from enterprise training to video games—are expanding.

Not all tech projects go according to plan. When a project goes off the rails, it can entail a lot of frustration. However, experience is the greatest teacher, and learning from adversity helps us become better.

As an engineer and entrepreneur, I’m always looking for ways to solve problems -- including figuring out what the real problem is. And as a smart cities innovation cluster founder looking to the future, I can think of few debates more important than this one.

Os treinadores ajudam os atletas a desenvolver uma memória curta para erros. O objetivo é que eles possam passar para a próxima jogada e alcançar o sucesso. Da mesma forma, os líderes empresariais são frequentemente aconselhados a falhar rapidamente e seguir em frente. Em ambos os casos, a ideia é reorientar e começar de novo, tudo isso sob uma tremenda pressão contínua - e ainda assim produzir resultados de alto nível.