<p>The University of Technology, Sydney (UTS) has selected IBM Cognos 8.3 as its new student management reporting tool to deliver information faster to students and Strengthen productivity.</p>
<p>UTS is transforming the way they use information, allowing the University to gain valuable insight about what is happening across their organisation to help drive smarter decisions.</p>
<p>UTS Student Administration is responsible for managing information for around 33,000 students via the Student Management portal - from student applications and enrolments through to curriculum documents, examination results and alumni data. To support this flow of data, UTS Student Centre staff process an average of 15 student inquiries per minute.</p>
<p>The Student Management portal application (also known as Ci) introduces .NET technology and workflow management allowing for better student self management and staff to student interactions, overall giving staff more time to focus on business improvement.</p>
<p>The new business intelligence tool leverages the Student Management source system for reporting, in turn providing greater flexibility of report format and prompting, audit capability to better understand usage, as well as integration with the Student Management portal application.</p>
<p>“Making IBM Cognos the common reporting platform across the University offers savings in licence costs, savings in software administration and maintenance, and capitalises on the existing IBM Cognos skills within the University. It also offers the future potential for a consolidated portal for all strategic University information,” said Miranda Brookes, Student Systems Implementation Project Manager, University of Technology, Sydney.</p>
<p>The ability to generate customised reports and automate standard processes, makes it possible for UTS staff to conduct in-depth analysis versus manual report production, helping the University stay on top of critical daily operations.</p>
<p>This technology will also power the University's management portal which provides performance, benchmarks and other information to UTS decision makers.</p>
<p>The new reporting solution includes web services for greater flexibility in the delivery of reports to staff and improved auditing capabilities through recording of information such as who is using the system, which reports and queries are being run, and the cost of queries to system resources. The University will also be using barcoding functionality to generate individual barcodes for each invoice prepared through the student management system.</p>
<p>Although originally driven by the need for customised reports, the decision to maintain reporting and student management applications also supports UTS' risk mitigation strategy by safeguarding reports from any application bugs or crashes.</p>
<p>A major factor in the selection of IBM Cognos was UTS' extensive and successful experience with Cognos over several years. At the same time, IBM Cognos Software Group Services demonstrated a successful prototype of converting reports using IBM Cognos 8.3.</p>
<p>“Using the IBM Cognos Services team in a quality assurance role has been a major help to the project. They've been here in our offices every week giving fast responses to any queries or issues and helping us to understand best practices,” Brookes added.</p>
<p>Deployment of IBM Cognos 8.3 is now under way with the conversion of approximately 170 customised reports. The project is being managed by UTS with support from IBM implementation partner, UXC Performance Management and IBM Cognos Guardian Services. After the system goes live end-September 2009 UTS staff will begin development of dashboards and drill-down capabilities for more comprehensive analysis.</p>
<p>Over the past twenty years the University of Technology has developed a strong reputation for innovative technologies and solutions, industry collaboration and research.</p>
<p>For more information about the University of Technology, Sydney, visit www.uts.edu.au</p>
<p>For more information on IBM, please visit www.ibm.com</p>
Published: Published Date - 07:20 PM, Fri - 14 October 22
Warangal: Vaagdevi College of Engineering has organised an industry interaction meeting with IBM Career Education Software Group-India/South Asia at their campus here on Friday in an attempt to prepare the next generation of IT professionals for careers in Artificial Intelligence, Machine Learning, Big Data, Electric Vehicles, etc.
Delivering a presentation at the programme on AI, ML, Big-data, Analytics, Blockchain, Cloud, and Cybersecurity tools, IBM Regional Manager, RD Madhusudhana Rao said the IBM Career Education Programme aids students in developing skills in a variety of cutting-edge emerging technologies, including Artificial Intelligence/Machine Learning, Analytics, Blockchain, Cloud, Cybersecurity, etc.
“I hope IBM collaborates at various levels, whether it be to co-create learning paths, develop software skills, build capabilities, or engage in experiential learning, to customize offerings to ensure the best outcomes. IBM provides a cutting-edge educational platform with the most accurate software content, real-world business knowledge, practical labs, and best practices,” he said.
“In this process, the Industry Institute Interaction Cell (IIIC) is playing a pivotal role in addressing this skill gap need, and we are excited to partner with the leading engineering schools to address the burgeoning skills gap issue faced by the IT sector,” Rao said. Principal Dr K Prakash has given his observations on the programme.
IBM Partners, Vice-Principal Dr Thirupathy Rao, Dean Administration Dr Shishidhar, Industry Institute Interaction Cell (IIIC) Coordinator Professor Chintakindi Raju, senior faculty, and IIIC members attended the programme.
President Biden is heading to an IBM manufacturing plant in Poughkeepsie, N.Y., on Thursday to tout a new $20 billion investment the company is making in semiconductor research and development as well as other advanced technologies.
It's the second big tech manufacturing announcement this week, following news from Micron that it will spend $100 billion on a new computer chip plant in upstate New York.
The White House says the announcements are part of "a manufacturing boom" fueled by the CHIPS and Science Act, which Biden signed into law in August — a law that includes more than $52 billion in federal subsidies.
While Biden is traveling to New York, a high-powered group will gather at the White House for its first meeting on how best to get that money out the door.
"We need a whole-of-government approach, and we need to get everyone on the same page to figure out how we're going to deploy that $52.5 billion," said Ronnie Chatterji, who is coordinating the implementation of the CHIPS act.
Semiconductors are needed to run almost everything that has any electronic component, from cars to the weapons the U.S. is sending to Ukraine.
But they are in short supply in the United States and around the globe due to supply chain disruptions exacerbated by the global pandemic.
The Biden administration is desperate to address the domestic shortage of chips — and also wants to counter the rising power of China.
The White House says that the U.S. produces only about 10% to 12% of the world's supply of semiconductors, and none of the advanced chips, whereas East Asia accounts for 75% of global production.
The White House wants to reverse that. "We invented this industry in the United States. I mean, there's a reason it's called Silicon Valley," said Chatterji, who was chief economist at the Commerce Department, and was part of former President Barack Obama's Council of Economic Advisers.
Chatterji's team holds its first meeting with top White House officials and cabinet members on Thursday, including representatives from the Commerce, Defense and State departments. Chatterji said the goal is to "get everybody on the same page about our objectives and our metrics."
In an interview with NPR, Chatterji said surging car prices last year revealed the urgency and importance of his team's work.
"That was one of the biggest drivers of inflation," Chatterji said. "Probably one-third of the inflation increase in 2021 was because of cars ... We couldn't get the chips we needed to build the cars. And when you can't get the chips you need to build the cars, workers get furloughed and prices go up."
Concerns about China's economic, technological and military ambitions also fueled bipartisan interest to invest in semiconductor manufacturing in America.
But the subsidies represent a significant shift in thinking for Washington. Republicans and some Democrats have long opposed government interference in free markets. And there are concerns about wasteful spending.
In the past, U.S. government investments in private sector companies haven't always gone smoothly. The government has a bad track record for "trying to pick the winners, and avoiding the losers," said Scott Lincicome, a trade economist at the libertarian-leaning Cato Institute.
Lincicome says too often, the subsidies go to those who spend the most money lobbying — or sometimes projects end up in politically important regions instead of the places where they make the most sense.
"Time and time again with U.S. industrial policy projects, the government has good intentions, but ends up actually backing the wrong horse," Lincicome said.
And he says there's no ensure bringing semiconductor makers back to the United States will prevent shortages, noting as an example the accurate shortages of baby formula despite large production capacity in the country.
Lincicome favors more trade agreements and reduced trade barriers to allow global markets to react more quickly to domestic and global supply shocks.
Chatterji is aware of the pitfalls associated with industrial policy. He said transparency, governance to avoid conflicts of interest and "rigorous measurement of outcomes" are key.
But he said he's confident the administration can reach its goals if all stakeholders work together: governments, private companies and labor.
"We have to keep our eye on the ball of setting a foundation for all of industry to survive, including small- and medium-sized enterprises," he said. "That's the way we avoid that critique about picking winners that's plagued industrial policy in the past."
Copyright 2022 NPR. To see more, visit https://www.npr.org.
Johnson & Johnson Chief HR Officer Peter Fasolo is the first to admit he was a bit “unmoored” at the start of the COVID-19 pandemic.
With responsibility for the 140,000-plus employees of the global pharmaceutical giant—whose products touch more than 1 billion customers and patients every day—it’s no wonder Fasolo, HRE’s HR Executive of the Year, was overwhelmed by the people implications of the unprecedented health crisis. But, while he didn’t have a pandemic playbook to guide him, he did have a document that provided direction.
Johnson & Johnson’s Credo, written 80 years ago, is a 300-word values statement that Fasolo says is a living testament to the principles on which J&J was founded in 1886, and those that continue to guide leadership every day—which, Fasolo says, boils down to servant leadership.
That’s part of what attracted him back to the company after a brief break. After 12 years at Bristol-Myers Squibb, he joined Johnson & Johnson as vice president of HR in 2004 and left three years later for a new venture. But, in 2010, he found himself back at the New Brunswick, N.J.-based J&J campus.
“I don’t think the question was even finished on the other end of the phone when I said yes,” Fasolo says about returning to take on the CHRO role. “When I left, I realized pretty quickly that J&J is a pretty special place. I was drawn back by the people, the mission, the purpose.”
Meeting the moment
That was all top of mind for Fasolo when COVID started spreading across the globe in early 2020.
“When the pandemic hit, it was very natural for our leaders to immediately go into, ‘How do I take care of our employees?’ Because at the core of our Credo, we’re a caring company,” he says.
That principle focused leadership on employee safety as the immediate priority. And that meant that Fasolo had to facilitate remote work for nearly two-thirds of the global workforce, an effort that, he says, involved close partnership among HR, IT and global facilities.
Many employees had to continue to report in person, particularly given the new demands on the company—it stepped up to provide ventilators early in the pandemic, meet the need for sanitizer and was one of the only companies to pursue a not-for-profit vaccine—and the work was arduous. Through the “On-Site Superheroes” program, J&J invested more than $33 million for one-time rewards and an extra week of PTO for more than 30,000 employees and 4,000 contingent workers.
“Our culture and values were expressed during the pandemic; where some companies may have had to try to figure it out or find their purpose, I was at a huge advantage. Johnson & Johnson is built to last—because we’re built on principles,” he says.
That commitment to “caring” has continued to evince itself in the last two-and-a-half years—with J&J expanding paid parental leave from eight weeks to 12, upping military leave from two years to three and enhancing support for families of servicemembers. The company has also sharpened its focus on employee mental health, including through virtual access to EAPs and new caregiving leave.
“We have to meet the moment and provide the support employees need financially, personally, mentally—to ensure they’re safe,” Fasolo says. “Because when our employees returned [after COVID], and as they continue to return, they’re not returning the way they left.”
It’s part of a larger shift in accurate years toward tending to the holistic health of employees, Fasolo says. While the company maintains fitness centers at campuses around the world, its approach to health has become much more expansive than the traditional focus on physical health—encompassing everything from global shipment of breast milk for traveling employees to tuition reimbursement to competitive pay and robust retirement plans.
“One thing Peter has done really well that impressed me is that he has made employee wellness a real foundation of the HR model at J&J,” says Charles Tharp, professor of the practice at Questrom School of Business at Boston University and former CHRO of Bristol-Myers Squibb, where he worked with Fasolo. “Whether it’s helping people with exercise, balancing work and non-work, providing resources—he makes it such a priority.”
Looking toward a post-pandemic world, the company’s strategy for employee wellness includes a new understanding of work/life integration. Last year, it rolled out its global hybrid working model, J&J Flex, through which office-based employees have the option to work at least three days on-site and up to two days remote per week. This is the latest addition to a portfolio of flexible work arrangements, designed to offer individual solutions for employees: from more frequent remote work to part-time schedules, compressed weeks and more.
Flexibility has become a central focus in HR trends like the “Great Resignation” and “quiet quitting”—movements that, Fasolo says, can actually move HR functions in a positive direction.
“People have re-sorted; they’ve re-prioritized,” he says. “During one of the most traumatic events in our lifetime, if you have the luxury to—and not many people do—but if you have the luxury to step back and say, ‘What’s important to me now?’, that’s healthy. And it’s up to HR functions like ours to meet that moment.”
DE&I: From aspiration to operation
As employees are “re-sorting,” chief among their changing expectations is a heightened emphasis on diversity, equity and inclusion. DE&I has been a cornerstone of J&J since its founding more than 135 years ago, Fasolo says, with ongoing progress—eight of the first 14 employees were women; it hired its first female and Black vice president in 1976; and J&J expanded its benefits plans to include same-sex partners nearly two decades ago, for instance.
The longstanding commitment, Fasolo says, has embedded a deep understanding of the power of diversity across the ranks at J&J, particularly among the diverse board of directors and leadership team.
“You need a workforce that reflects the customers and the patients you have the privilege to serve. That’s the starting point,” he says. “You need [DE&I] to innovate … and to compete on the world stage that you’re in, so that’s the imperative.”
Setting the tone at the top is the first building block of J&J’s DE&I strategy, Fasolo says, and, from there, the focus has been on developing very public aspirations. In 2020, the company rolled out a series of five-year DE&I goals in its Health for Humanity strategy—including reaching gender parity in management globally (currently at 48%), 35% racial/ethnic diversity in U.S. management (currently at 34%); and 50% growth in representation of Black and African-Americans in U.S. management (that figure currently stands at 6%, a 25% increase in the last two years).
Operationalizing those aspirations has involved everything from candidate slate reviews to leadership scorecards. Since last year, more than 25,000 people leaders and 20,000 individual contributors have voluntarily set DE&I goals.
“Our board of directors and Executive Committee look at [leaders’] progress on a quarterly basis, and then we loop it into our reward system,” Fasolo says. “So, in part, our reward system is predicated on making progress in our diversity, equity and inclusion aspirations.”
Technology has also played a significant role. J&J has “invested heavily,” Fasolo says, in data analytics—generating information on everything from the diversity of current teams to quality of hire to flight risks, which has tremendous predictive power.
“Johnson & Johnson is built to last—because we’re built on principles,” – Peter Fasolo
“We now have mobile applications of data analytics in the hands of our business unit HR people so they can constantly see what’s happening,” he says. “That’s real-time data science that has been hugely powerful.”
Tharp recalls that Fasolo and an HR analytics leader at J&J delivered a guest lecture for Tharp’s MBA HR strategy course earlier this year—and that students were “wowed” with their work.
“What [J&J has] done in predictive analytics has been amazing,” he says. “The future of HR is really data-based decision-making.”
A new J&J
The future of HR at Johnson & Johnson today looks a bit different than it did just a few years ago.
Again guided by the Credo, Fasolo led an HR restructuring over the last seven years. At the time it initiated, the company had hundreds of different HR management practices around the globe: for recruitment, comp administration, performance management.
Instead of HR getting credit just for having robust processes, Fasolo says, he wanted to instead shift the focus to outcomes.
“What’s the diversity of your team? What’s the inclusiveness of the unit that you support? What’s the mood of the organization? How are you the stewards of the Credo? We measure those things,” he says. “In large part, I wanted the HR organization to be accountable for those outcomes, not focus on processes.”
So, approaches were harmonized where possible, and the organization then created a global services footprint to help HR meet employee needs in a way that was “easier, more efficient, more effective and faster.”
Today, nearly half of HR leaders and managers at J&J work in a global services environment—with focuses like employee relations or comp administration—allowing HR professionals in areas like corporate services or total rewards to tend to overarching strategic direction.
The change-management muscles Fasolo was able to flex during this transition came in handy in accurate years, as the organization saw several additions to the Executive Committee and Fasolo led the search for a new CEO, the second in his career at J&J. Former CEO Bill Weldon departed in 2012 and his successor, Alex Gorsky, stepped down earlier this year, with former Vice Chairman Joaquin Duato succeeding him.
In both transitions, Fasolo says, before building out the CEO profile, he started the process by “grounding [himself] in the company strategy,” to identify the CEO capabilities that would be needed to take the organization into any new directions. Chief on the horizon for J&J is the 2023 planned separation of the consumer health business to a separate, publicly traded company, which will focus on J&J’s beauty, self-care and other over-the-counter products, with the reimagined J&J continuing to invest in pharmaceutical and medtech.
“I need people around me who, in many cases, are better than I am and who are willing to provide me their point of view and who can be truth tellers.” – Peter Fasolo
“I would say it is one of the biggest strategic decisions that we have made as a management team, as a board of directors, to create two new companies,” he says, noting the shift has “huge people and change management implications” for both new organizations.
“[Consumer health business employees] have all of the questions you would expect them to have; their identity has been with Johnson & Johnson but there is tremendous opportunity to define the future of consumer healthcare,” he says.
To confront the challenges of such a move, Fasolo created the HR Project Management Office, which will manage the people-related issues—think, digital processes or tax and legal requirements—of the planned separation, along with setting talent and other HR strategies.
“We’re working on both of those sides of the equation, and it’s a lot of work,” Fasolo says, “but it’s a lot of excitement in the organization as we prepare to launch these two new businesses in 2023.”
A marriage of personal, professional values
That Fasolo has helped keep the J&J ship steady as it has navigated such shifts is a testament to his HR fortitude, says Fred Foulkes, professor of Management & Organizations at the Questrom School of Business and a judge of the HR Executive of the Year competition.
“There has been a lot of change while he’s been there and he’s really provided that stability and an ability to work with the top team through it all,” Foulkes says.
Fasolo’s stable voice on HR issues—and willingness to share the knowledge—is often counted on throughout the industry, adds Tharp.
“All of our colleagues [at Bristol-Myers Squibb] whom we used to work with, when we talk about who we network with, who we keep up with, who we call for advice—everyone calls Peter,” says Tharp, who recalls that same spirit when they were at BMS. “He was a person who, no matter what I would ask him to do, he was always raising his hand, ready to go.”
Since then, Fasolo has delivered guest lectures on HR strategy everywhere from Boston University to Cornell to Rutgers and volunteered his time and expertise for organizations like the HR Policy Association and Center on Executive Compensation.
“It’s not only what he has contributed but his willingness to contribute that has impressed me,” Tharp says. “He is truly someone who is caring and giving—and that is just such a wonderful personal characteristic.”
Being an active and connected leader within the HR industry—including as a fellow of the National Academy of Human Resources—feeds into Fasolo’s passion as a “student of the profession,” Tharp adds, noting he’s known him to be a “voracious” reader of HR- and management-focused literature.
“He’s an ongoing student—and, to be successful, that’s a must,” he says.
Fasolo agrees that he’s learning “every day.” He says he approaches each morning as CHRO “never thinking I have the answer.” He may have the experience and an informed point of view—but that doesn’t always mean he’s right, he acknowledges.
“I need people around me who, in many cases, are better than I am and who are willing to provide me their point of view and who can be truth tellers,” he says.
Creating an environment where colleagues and employees can feel like they can be authentic and can trust Fasolo sets the tone, he notes, for collaborative learning. For instance, he says, he tries to consistently make room in his calendar for face-to-face time with employees across the organization: out in the field with sales reps, on the manufacturing floor, in the clinical labs, in the office with HR team members around the globe.
“When they know I care about them as individuals, then it gives me permission to say, ‘Let’s get better. Let’s raise the bar. How can we improve?’ ”
And the trust goes both ways. Fasolo says he’s confident in employees to make the “million decisions” that have to be made every day at J&J because he knows everyone on the team is grounded in the company values.
“I don’t need to be involved in those million decisions,” he says. “I just need to know that the environment and tone I’m trying to create is one of authenticity, safety, truth-telling, realism. If you can keep doing that, there’s no problem you can’t solve.”
In addition to relying on his team to help solve problems over the years, Fasolo also depends on support from his wife of 32 years and two grown sons, whom he says have been along the J&J “journey” right beside him.
He also keeps in mind some sage advice he received when he took on the CHRO role: “Always remember our Credo, and never forget that you have a responsibility for all of our employees and their families. If you can keep coming back to those two principles, you’ll be just fine.”
The marriage of the values expressed in Johnson & Johnson’s Credo and Fasolo’s own passion for taking care of the people at his organization are what will continue to inspire him as he leads HR at J&J into the future, he says.
“The great history of this company and my own personal values fit like a glove,” he says. “And I know that’s the way most people in this company feel: They’ve joined us because their personal mission fits the mission of the corporation. There’s very little daylight between their values and the values of the corporation. To me, that’s the magic of J&J.”
See also: How this HR exec quadrupled her workforce in 10 years
See also: This HR Honor Roll inductee is reimagining the healthcare workforce of the future
About the Competition
Every year, Human Resource Executive® selects one HR leader for our prestigious HR Executive of the Year honor, which has now been bestowed upon 34 individuals since 1989. Along with this top recognition, we have recognized more than 100 leaders on our HR Honor Roll.
A panel of eight judges reviewed this year’s submissions and based their selections on candidates’: ability to handle significant problems in HR, success at launching innovative programs that achieve measurable results, role and/or success in establishing the HR function as an integral part of their organization, management skills as demonstrated within the HR function, and contributions to the HR profession.
Judges for 2022 were Timothy D. Burke, senior vice president and publisher of HR products at LRP Media Group; Dr. Fred Foulkes, professor in the Questrom School of Business at Boston University; David Shadovitz, editor emeritus of HRE; and five former HR Executive of the Year winners: Diane Gherson, former CHRO at IBM; Kathleen Hogan, executive vice president for human resources and chief people officer at Microsoft; Tracy Keogh, chief people officer at Great Hill Partners; David Rodriguez, global HR officer at Marriott; and Ellyn J. Shook, chief leadership and HR officer, Accenture.
The MarketWatch News Department was not involved in the creation of this content.
Oct 12, 2022 (Alliance News via COMTEX) -- Quadintel's accurate global EdTech and Smart Classrooms market research report gives detailed facts with consideration to market size, cost revenue, trends, growth, capacity, and forecast till 2030. In addition, it includes an in-depth analysis of This market, including key factors impacting the market growth.
The Global EdTech and Smart Classrooms Market size is expected to reach $258.9 billion by 2028, rising at a market growth of 12.8% CAGR during the forecast period.
This study offers information for creating plans to increase the market’s growth and effectiveness and is a comprehensive quantitative survey of the market.
Download Free sample of This Strategic Report :-https://www.quadintel.com/request-sample/global-edtech-and-smart-classrooms-market/QI046
For industry executives, marketing, sales, and product managers, consultants, analysts, and stakeholders searching for vital industry data in easily accessible documents with clearly presented tables and graphs, the research contains historical data from 2017 to 2020 and predictions through 2030.
Statistical and cogent models for the market were used to assess and forecast the market data. Additionally, market shares and important trends were taken into account when creating the study. The Market Time Line Analysis, Vendor Positioning Grid, Market Overview and Guide, Company Market Share Analysis, Company Positioning Grid, Standards of Measurement, Top to Bottom Analysis, and Vendor Share Analysis are additional data models that can use.
GlobalEdTech and Smart Classrooms MarketSize, Share & Industry Trends Analysis Report By Component, By Hardware Type, By Deployment Type, By End User, By Education System, By Regional Outlook and Forecast, 2022 - 2028
Modern classrooms that are outfitted with integrated learning technologies, such as audience response systems, specialized software, and projectors, among others, to provide a better learning environment are known as "digital classrooms." In order to teach effectively, the digital classroom is also concentrating on the development of cutting-edge technologies. This action would enable instructors to engage with their students and have a beneficial impact on the e-learning business. The need for digital content that can give students the knowledge they want has recently expanded across a wide range of educational institutions.
Online learning resources are already being adapted by certain schools with excellent ICT to lessen the strain of teachers. The use of digital content will also change the entire traditional teaching approach to make lessons more interactive and collaborative. Additionally, the adoption of learning analytics & cloud computing in digital classrooms is predicted that will further propel market expansion in the coming years because these features aid to reduce spending on information technology (IT) systems.
The way that education is delivered has changed recently and over the past few decades. The educational system is successfully taking advantage of the chance to utilize technology to its utmost capacity. Governments all over the world are issuing funding and grants to assist educational institutions in adopting cutting-edge teaching methods. In addition, governments can thereby support the digitization of educational systems in their various areas and nations. The market for digital classrooms is driven by the rising demand for digital education.
COVID-19 Impact Analysis
The pandemic's onset has significantly raised the need for EdTech solutions. Due to the widespread acceptance of the online teaching-learning paradigm, educational institutions are now utilizing EdTech and smart classroom solutions for ongoing operations, exams, training, and other activities at colleges and universities. For vendors of edtech, the growing demand has created new opportunities. Adoption of EdTech solutions like LMS has also increased as a result of the increase in demand. The requirement to maintain educational institutions operating during the COVID-19 pandemic has resulted in a rise in demand for EdTech solutions. Owing to the pandemic, some European nations are concentrating on online learning and employment.
Market Growth Factors
Increasing Usage Of Ml And Ai In Smart Learning
The eLearning experiences are made more individualized owing to the growing utilization AI and ML technology. Learners can access relevant information relating to user-interest domains due to machine learning (ML) algorithms that help forecast results based on historical data. With the aid of AI and ML technologies, eLearning content may be delivered by EdTech solutions in a tailored manner. In business settings, employees receive the information they require quickly thanks to customized online training programmes that support them in achieving their unique goals.
Rising Investment In Education Sector
Governments throughout the world have raised their spending on education, and the majority of nations have increased the share of investment in GDP. Governments are investing in a range of new and existing projects to meet the increased need for meeting the educational demands of future generations. Higher education institutions are encouraged and developed by greenfield projects. For example, the construction of a new Indian Institute of Technology is expected to cost the Indian government over USD 3.0 billion (IITs).
Access full Report Description, TOC, Table of Figure, Chart, etc. @https://www.quadintel.com/request-sample/global-edtech-and-smart-classrooms-market/QI046
Market Restraining Factors
Growing Security And Privacy Concerns
With IoT-enabled smart smartphones and electronic wearables, educational institutions and businesses acquire a range of data in the linked environment, including information about students. Educational institutions and businesses also have access to the learner's location and other relevant data, which could result in a privacy breach. This information can be extremely valuable to hackers. Since educational IT infrastructure might not be as safeguarded as needed to be at a corporate level, access to this data can be easily obtained.
Based on Component, the EdTech and Smart Classrooms Market is segmented into Hardware (Interactive Displays, Interactive Projectors and Other Hardware), Software and Services. The interactive displays segment recorded the largest revenue share in the EdTech and Smart Classrooms Market in 2021. Interactive displays support tech-enhanced educational collaboration and social learning. Additionally, these students are 13% more certain to feel comfortable participating in class debates. Students could utilize devices to engage in class surveys, quizzes, and games, and then evaluate the findings in real time by establishing an audience response system on the interactive display.
Education System Outlook
By education system, the EdTech and Smart Classrooms Market is divided into Learning Management System, Student Information & Administration System, Student Collaboration System, Student Response System, Learning and Gamification, Test Preparation, Classroom Management System, Document Management System and Talent Management System. Student Information & Administration System segment recorded a substantial revenue share in the EdTech and Smart Classrooms Market in 2021. A management information system utilized by businesses in the education sector to address student data is known as a student management system, a student information system (SIS), school administration software, or student administration system.
On the basis of end-user, the EdTech and Smart Classrooms Market is bifurcated into K-12 and Higher Education. The K-12 segment recorded a significant revenue share in the EdTech and Smart Classrooms Market in 2021. Online videos have the important advantage of saving time. Since watching the video can be done at one's own pace, it is ideal for both busy students and those who need to brush up on their knowledge. Owing to the shift in perspective, educational videos help viewers retain their knowledge more effectively.
Deployment Type Outlook
Based on deployment type, the EdTech and Smart Classrooms Market is classified into Cloud and On-Premises. The on-premises segment acquired a significant revenue share in the EdTech and Smart Classrooms market in 2021. It is due to the rising cybersecurity problems among companies and institutions. Along with that, there are many educational institutions which are investing in the adoption of latest hardware, software and services for providing better education to the students.
Region-wise, the EdTech and Smart Classrooms Market is analyzed across North America, Europe, Asia Pacific and LAMEA. Asia Pacific acquired a substantial revenue share in the EdTech and Smart Classrooms market in 2021. China has made significant investments in educational materials and ICT infrastructure over the past few decades, which has advanced the use of technology in education. In accurate years, China has seen a rise in the popularity of online learning. Internet users learning are multiplying rapidly.
The market research report covers the analysis of key stake holders of the market. Key companies profiled in the report include Microsoft Corporation, Cisco Systems, Inc., IBM Corporation, Google LLC, Oracle Corporation, SAP SE, Apple, Inc., Lenovo Group Limited, Instructure, Inc., and Udemy, Inc.
Strategies deployed in EdTech and Smart Classrooms Market
Partnerships, Collaborations and Agreements:
Sep-2021: SAP came into a partnership with JFF Labs, one of the critical connections between traditional systems and new technology, financial models, and forward-leaning leaders. This partnership aimed to develop the Skill Immersion Lab, an effort to meld VR technology along with instructor guidance & discussion.
Jun-2019: Lenovo entered into a partnership with Clever, the most widely used rostering portal in K?12 schools. This partnership aimed to assist in removing barriers for teachers, offering them a solution, which would save them valuable instructional time. The Clever and LanSchool integration would remove several of the pain points, that teachers & students generally experience when utilizing classroom management software.
Jan-2018: Microsoft formed a partnership with PowerSchool, an education technology standard-bearer. Under this partnership, Microsoft announced that its Office 365 products would be integrated into Unified Classroom like OneNote, OneDrive, Word, PowerPoint, Excel, and OneNote Class Notebook.
Product Launches and Product Expansions:
Mar-2022: Lenovo expanded its edtech solutions with EdVision. In this updated Lenovo EdVisions program, smarter technologies, which engineer smarter classrooms for students are offered to fulfill the requirements of the future. The program would deliver distance learning solutions along with technology like Microsoft Teams and Microsoft 365 Education, for schools & industry partners to encourage the digital transformation of education.
Oct-2021: Instructure unveiled Impact by Instructure is available for K-12 institutions. This product is developed to assist institutions to support teachers in the usage of education technologies, effortlessly locate new platforms, and analyze the impact they have on student engagement and results.
Mar-2021: Lenovo introduced a new generation of laptops. This generation of the laptop is developed for education and supported by wide-ranging software & services portfolio to facilitate learning in a new world. Providing a wider choice of Windows or Chromebook systems powered by AMD or Intel processors, these laptops would offer durability within distinctive designs and involve features, which would assist students and educators transition between classroom & remote learning.
Jan-2020: Lenovo launched a New Portfolio of Smarter Technology for Education with VR Classroom 2. This product is a comprehensive solution for teaching with VR, offering fully integrated hardware, training, content, and support developed particularly for middle schools and high schools.
Acquisitions and Mergers:
Sep-2021: Microsoft took over TakeLessons, a start-up with a website. This acquisition aimed to offer opportunities for individuals to find educational content, and not just in the business realm. In addition, this acquisition would expand Microsoft's reach in edtech.
Jun-2018: Microsoft completed its acquisition with Flipgrid, a video-based tool that allows for discussion across digital devices. This acquisition would bring Flipgrid pricing in collaboration with Office 365 Education which is also free for schools.
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Market Segments covered in the Report:
By Deployment Type
By End User
By Education System
Learning Management System
Student Information & Administration System
Student Collaboration System
Student Response System
Learning & Gamification
Classroom Management System
Document Management System
Talent Management System
Rest of North America
Rest of Europe
Rest of Asia Pacific
Rest of LAMEA
Cisco Systems, Inc.
Lenovo Group Limited
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IBM on Thursday will announce plans to invest $20 billion over the next 10 years on research and development initiatives and semiconductor manufacturing as President Biden visits the company’s campus in New York.
Biden will travel to Poughkeepsie to speak about his economic plan and meet with workers, a White House official said. The president will highlight IBM’s announcement, which comes on the heels of another investment from chip manufacturer Micron in upstate New York.
IBM said its vision for the Poughkeepsie campus is to become “a global hub of the company’s quantum computing development.”
Biden will be joined during the visit by Reps. Sean Patrick Maloney (D-N.Y.), Paul Tonko (D-N.Y.) and Pat Ryan (D-N.Y.).
Biden will also attend fundraisers in New York City and Red Bank, N.J., during Thursday’s trip.
The IBM announcement is the latest economic win for the White House since the passage of the CHIPS and Science Act, which passed with bipartisan support and included more than $50 billion in incentives for manufacturers to build domestic semiconductor plants. It also included more than $80 billion for the National Science Foundation authorized over five years to support innovation and research.
Biden administration officials had for months warned of supply chain and national security risks if Congress did not invest in domestic manufacturing of chips that are used to power computers, cars and major home appliances, arguing the U.S. would become too reliant on China and others for the semiconductors.
Washington DC-based Nexford University has announced two collaborations with IBM and Sterling Bank, one of Nigeria’s leading commercial banks.
The university says the partnerships with IBM and Sterling Bank is aimed at preparing African youths on the skills needed for today’s workforce.
Nexford University will leverage its graduate and undergraduate degrees along with the IBM Digital – Nation Africa programme – to up-skill students, including Sterling Bank employees.
IBM’s flagship skills development programme aims to accelerate Africa’s digital literacy and empower youths in the continent by developing their technology and innovation skills and addressing three major gaps: skills, innovation and jobs.
“At IBM, being a trusted company means going beyond the technology we offer. We work with key institutions, such as Nexford, to address the societal impact of digital technology; leveraging our investment education with platforms such as IBM Digital – Nation Africa,” said Dipo Faulkner, IBM Country General Manager, West Africa.
He added, “Our commitment – and our entire industry’s obligation – is to build a workforce that is ‘tomorrow ready.’”
According to the World Bank, in Sub-Saharan Africa alone, the digital revolution can increase growth by nearly two percentage points per year. When paired with stronger investments in human capital, impact across Africa could more than double, the bank reports.
Nexford has also joined forces with Sterling Bank, one of Africa’s most agile companies, to help empower bank employees to succeed in jobs of the future and master in-demand skills.
Sterling will sponsor 200 of its employees on Nexford’s online MBA degree.
“At Sterling, experiential learning is critical to enabling our most prized resource – our employees! We always look for innovative ways to support them to be the best versions of themselves,” said Temi Dalley, Sterling Bank’s Chief Human Resources Officer.
Sterling Bank Employee Scholarship recipients will learn the skills to help them advance in life, such as innovation, and global business management.
In addition to practising core business skills, learners can choose from elective courses or specialise in hot course areas, including Sustainability, Managing Hyperconnectivity and Doing Business Across the World.
“Sterling Bank is one of our biggest employee scholarships in West Africa,” noted Olamidun Majekodunmi, Nexford’s Nigeria Country Manager.
“It further emphasises our value proposition to employers as well as our credibility in delivering workplace skills.”
Nexford has also partnered with world-leading organisations, such as Microsoft, and has built partnerships all over the world, including in Nigeria, Egypt and the Philippines.
Partnering world-leading organisations aligns with Nexford’s business model. To create its curriculum, the university conducted a research with Fortune 500 executives who employ 2.5 million people globally, and used Artificial Intelligence to analyse more than 30 million job openings. It is the most affordable American university in the world, and only teaches the skills employers are looking for.
It was September 1950, and the area was heading into the fall season. Time for young ones to get ready to head back to school.
That reopening of school was not just for those in primary and secondary, but those attending on the collegiate level.
In the village of Endicott, Triple Cities College had opened to fill the growing need for higher education after the end of World War II. It was an adjunct facility to Syracuse University, and used a number of buildings scattered around the village, and Quonset huts for classrooms.
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While that was good for a growing student body that expanded to about 800 by 1950, that level of education was about to change. Discussions had been ongoing to move Triple Cities College away from Syracuse University and migrate toward the newly formed State University of New York system. That system had been created in 1948 under the administration of Gov. Thomas E. Dewey.
New York state government recognized that the returning veterans of World War II; the growth of businesses and industries requiring higher levels of education among their employees; and the advent of the G.I. Bill brought an increasing and essential need for two- and four-year (as well as post-graduate) education. The State University of New York system was the state’s response, and initially was based on the teaching campuses of the 19th century.
Triple Cities College was a perfect candidate for the new education system. Negotiations began between officials on the state level, those from Syracuse University and the area officials. By September 1950, those negotiations had been concluded, and titles for the property in Endicott was transferred from Syracuse to the state. Before the completion of this transfer into becoming a new unit of the SUNY system, one major thing remained — the name of the new school.
Triple Cities College had been a good name, but under the leadership of provost Glenn Bartle and others, a new name was selected. The new SUNY system addition was to be called Harpur College, after Robert Harpur, the Irish-born educator (and early member of today’s Columbia University) whose land holdings in the Town of Colesville in the early 1800's helped to create Harpursville.
On Oct. 6, 1950, Governor Dewey arrived in the area. Early in the day, he had dedicated a new building on the State Hospital campus on the east side of Binghamton. Later that Friday evening, Dewey officially dedicated the four-year liberal arts school into the State University of New York system. The event was attended by leaders in the community, including Thomas Watson, of IBM; Charles F. Johnson Jr., of Endicott Johnson; William H. Hill, chair of the Broome County Republicans (and editor of the Morning Sun newspaper); and Warren M. Anderson, future state senator from this area.
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Dewey gave a speech at the event, where he stated that the newly named SUNY campus was dedicated to the training of “soldiers in the war of ideas” between Western democracy and the advocates of communism. He continued that the communist idea could not be defeated by force only, and that more was needed than bazookas, tanks and guns. The school was to provide a forum for the promotion of ideas and discussion that would support “faith in our government and in our economic way of life.”
Even while the ink was drying on the newly named official documents, plans were being made to expand the campus well beyond what the village of Endicott could hold. Purchases of the former Hazzard Lewis farm in the Town of Vestal and some other acreage would result in an enlarged campus across the river from its original site. That new campus would be dedicated in 1958 by the newly elected governor of the state, Nelson Rockefeller.
It would be under his guidance that the SUNY system would explode with new campuses that included community colleges, four-year schools and an increasing number of programs offering master's and doctoral-level work. What once was Triple Cities College had become Harpur College and then evolved into Binghamton University — growing from 800 students to now over 18,000.
Gerald Smith is a former Broome County historian. Email him at firstname.lastname@example.org.
This article originally appeared on Binghamton Press & Sun-Bulletin: The beginnings of Binghamton University: How SUNY started and came to Broome County
POUGHKEEPSIE, N.Y., Oct 6 (Reuters) - President Joe Biden on Thursday championed his administration's push to subsidize U.S. semiconductor chip manufacturing and boost blue-collar jobs at a visit to an IBM Corp (IBM.N) facility in New York.
IBM plans to invest $20 billion in New York's Hudson Valley region, once a manufacturing powerhouse, over the next decade to make and develop semiconductors, mainframe technology, artificial intelligence and quantum computing.
"Where is it written that we can’t lead manufacturing in the world?” Biden said. "The supply chain is going to start here and end here, in the United States."
Government funding is essential to boost manufacturing and ensure U.S. national security by producing critical goods now made abroad, Biden said. His administration and fellow Democrats have directed billions in federal funding to encourage private- sector spending and create jobs.
IBM's announcement is the latest in a string of investments unveiled since Biden signed the Chips and Science bill in August which funded $52 billion to subsidize semiconductor chips manufacturing and research.
"America invented these chips," Biden said.
Hefty subsidies for private businesses are necessary because China and the European Union had been awarding billions in incentives to chip companies, the White House says.
Biden has sought to capitalize on the investment announcements ahead of next month's midterm congressional elections. Last month, he traveled to Ohio to speak at the site of Intel Corp's (INTC.O) planned $20 billion semiconductor manufacturing facility.
The Hudson Valley, home of IBM's Poughkeepsie site, was an economic powerhouse during America's Industrial Revolution, but regional jobs dried up during the second half of the last century, as companies fled to lower-cost locations.
IBM, which laid off thousands of people in the region in the 1990s when it moved chip and other manufacturing, said it now plans to make the site "a global hub of the company's quantum computing development, just as it is today for mainframes."
IBM did not provide a detailed breakdown of its $20 billion investment plans.
The White House said it was sparked by Biden's economic policies.
"The industrial strategy is really helping to drive a renaissance in American manufacturing, and domestic investment ... that we haven’t seen in generations," White House National Economic Director Brian Deese told reporters en route to the IBM site.
On Tuesday, Micron Technology (MU.O) said it would invest up to $100 billion over the next 20-plus years to build a semiconductor fabrication facility in New York that is expected to create nearly 50,000 jobs, with the first phase investment of $20 billion planned this decade.
Biden was joined by IBM Chief Executive Arvind Krishna.
Reporting by Nandita Bose in Poughkeepsie, N.Y., and David Shepardson in Washington Editing by Heather Timmons and Matthew Lewis
Our Standards: The Thomson Reuters Trust Principles.
Bengaluru: Quest Alliance and IBM today announced the launch of its 'Hackathon' programme to promote scientific thinking and build a STEM mindset among girl students in rural Karnataka.
The initiative will reach 1.2 lakh girl students from 800 High schools across the State over a three-year period. In the first year, the Hackathon will cover 68,272 students in seven districts: Chikkaballapura, Bengaluru, Hassan, Chitradurga, Raichur, Gadag and Yadgir.
Addressing a press conference here today, Aakash Sethi, CEO, Quest Alliance said, "As technology and digitisation continue to shape career opportunities for young people, a STEM mindset will be the key to empowered futures and careers for young girls. This initiative aims to counter prevailing gender stereotypes by encouraging girls to engage with, and discover their own potential within STEM (Science, Technology, Engineering and Mathematics) disciplines."
Teachers from the 800 identified schools will be trained to handhold students through their Hackathon projects. A Hackathon consists of three stages - students participate in an 'Ideathon' in the first stage, where they discuss ideas and their practicability. In the second stage, students are provided with a basic technology kit consisting of sensors, batteries, wires etc., and are connected to mentors and experts who help them develop their ideas and build prototypes. These prototypes are then showcased to other students and the larger community in the third stage.
The Hackathon model is designed to take students through the entire lifecycle of a project - from identifying the problem, establishing a problem statement, visualising a solution, execution and feedback. More importantly, it makes STEM fields relevant to the lives of young girls, as they are able to identify day-to-day problems within their community and develop a tech solution for them.
Speaking about the project, Neha Parti, Director - Schools Programme, Quest Alliance, said, "During the pilot, we observed that girls lacked confidence in their ability to work with technology. By the end of the project, there was a shift in their confidence levels and their abilities to solve problems. They saw themselves as innovators."
In the pilot phase conducted by Quest Alliance, around 1000 students from Karnataka went on to build their prototypes as part of the Hackathon. Forty of these solutions were later selected for the 'Inspire Manak' awards. The Hackathon initiative is part of IBM's STEM For Girls initiative, which aims to empower young girls with the right skills and mindsets to negotiate better careers and futures for themselves.
Manoj Balachandran, Head of CSR, IBM (India and South Asia), said, "Hackathons are a great way to kindle curiosity and nudge students towards solutions for problems they see around them. Our pilot in Karnataka has resulted in over 1000 ideas from students where 40 of them also got selected for the National Ideathon challenge called MANAK, proving that all you need is a trigger and a platform for the young minds."
Developed in collaboration with Quest Alliance, IBM STEM for Girls is a digital fluency and life skills curriculum designed to help girls in government secondary schools break gender stereotypes and explore the possibilities of STEM-enabled careers.
(With ANI inputs)
Published Date:September 7, 2022 4:52 PM IST
Updated Date:September 7, 2022 4:52 PM IST