Let us see one by one. ODI matches nowadays look like an extended version of T20s, whereas the Test Cricket still has its own followers. The limited over players, who are customed to the shortest version of the game, are finding it more difficult to make peace with the older format — ODI. Also, the cricket fans nowadays are losing patience as they prefer the short and crispy T20 formats to the One Day Matches.
The global market for wearable devices continues to grow and has been embraced not only by consumers but organizations as well.
Wearables use in the workplace is here to stay, but employers should consider the risks at the outset. Wearables — where to start? With the smartwatch languishing in my junk drawer, the step tracker, heart rate monitor, security pass, two smartphones private and businesssmart clothing or the Santa list with a virtual reality headset?
It is hardly surprising that ABI Research predicts million wearable devices will have been sold by Not counting the apps. If our personal time is tracked by wearables, what happens on the job?
Using technology in this way is not without risk, but it is here to stay.
Data privacy risks, ethical considerations such as the right to a private lifeand continued liability for employers all need to be considered at the outset of implementing programs using wearables for work.
One of the biggest considerations is what is the data used for? One obvious use of such data is how long staff spend working are their designated site, but do they know and understand the extent to which that data is monitored, what type of analytics are applied to it and even what other decisions are being made using that data that the employees do not see?
In the health and wellbeing space: Workplace schemes encouraging staff movement and activity, via apps or subsidized sports bands for example, are not new and are an established part of corporate culture for big businesses. Good for health, wellbeing and engagement in the employee population, insurance companies also recognize these benefits and adjust premiums accordingly.
But do employees know what the data is used for? Some of this data may be used to look at employee attendance by employers and could form the basis of disciplinary action for example — is that made clear at the outset?
Even with consent to such a program, would that remove liability where a senior employee suffers a heart attack or stress-related illness as a result of their role?
Unlikely, the normal legal tests would still apply. In terms of movement and productivity assessment — wearable technology can be a huge asset to organizations with thousands of staff — keeping track of where people are.
However, many countries have significant privacy laws and a legal right to a private life. To what extent do employers have a responsibility to maintain human oversight of their staff even when such wearables are being used and to what extent are they reviewing potentially high rates of fatigue or burnout?
Much has already been made about potential inherent discrimination that may be written into algorithms. To what extent will employees in the future have the ability to challenge material decision making made by or data collected by devices, programs, technology on the basis of underlying discrimination.
If the underlying data or collection methodology is allegedly compromised, then it potentially follows that an organization could be held to account for relying upon it. Human oversight should always be included as part of any decision making process.
In terms of identifying fraud, the ability to track staff movements is extremely useful. Many employees do not want colleagues whatsapping them on a Saturday when it could wait until Monday.
For many multi-national employers and particularly those working across time zones, the French approach goes too far; it also depends on sectors, cultural norms in jurisdiction and expectations on workers in terms of productivity. For most of us, the view is that legislation is not needed in this area but good corporate culture and management leadership is.
However your organization chooses to adapt and adopt new technologies, be clear about the drivers for change, the expectations on your staff and be balanced about business needs. It is increasingly important to carry out risk assessments on a rolling basis to check if your technology programs continue to meet the aims they were introduced to address and remain fit for purpose or need to be adapted to reflect changing laws or social and cultural norms.the future of information technology For any business or individual to succeed in today’s information-based world, they will need to understand the true nature of information.
Business owners will have to be information-literate entrepreneurs and also their employees will have to be information-literate knowledge workers.
To what extent will employees in the future have the ability to challenge material decision making made by or data collected by devices, programs, technology on the basis of underlying discrimination. For example, selection for poor performance discussions, selection for redundancy or other serious impact to an employee’s career.
PRI looks at emerging technology that is impacting retail today and how retail store formats will change in the future The Future of Retail: A Perspective on Emerging Technology and Store Formats.
Steven Keith Platt. The Store of the Future section presents a look at possible future retail formats and customer interface technology.
. Making predictions about future technology is both fun and notoriously difficult. However, such predictions also serve a very practical purpose for investors and business leaders, since failing to adapt to changing industry paradigms can completely decimate a business venture, turning it into the next Blockbuster, Kodak, or Sears.
When I saw this question on ‘future of Cricket’ in Quora, I wanted to extract a few thoughts of the Quorans who answered, to my blog.
I found an interesting . Integrated weed management (IWM) has been part of cranberry cultivation since its inception in the early 19th century. Proper site and cultivar selection, good drainage, rapid vine establishment, and hand weeding are as important now for successful weed management as when the industry first started.