How telecom’s most boring data is becoming its most valuable asset

For decades, inventory management for telcos has been treated as a necessary but unremarkable feature of daily operations. Operators’ need to understand where their network physically exists was crucial for planning and maintenance, but there was little thought that this data could influence investment decisions, operational efficiency, or customer experience

Today, however, this perception is beginning to shift, as operators grow increasingly aware of the strategic importance of network data, the limitations of legacy systems, and the practical realities of deploying AI at scale.

According to Luke Sullivan, Head of Global Pre-Sales, Telecommunications at VertiGIS, the transformation is about telcos finally making use of the data they have always had access to.

“Fundamentally, inventory is still boring,” he joked. “But what’s exciting is that understanding inventory on a more granular level means that you have a much better appreciation of the value of your network, how it’s used, and how you can deliver services to individual customers.”

From obligation to opportunity with AI

Historically, telco inventory systems were built purely to ensure that operators knew what infrastructure they had and where it was located, with little thought given to using this data after it was recorded. In fact, as Sullivan points out, in many cases this data was only accessed when there were issues with the network.

“It is often the case that the primary focus for operators during deployment is speed – how fast can we construct the network? And what ends up happening is they only realise their weakness in inventory when something goes wrong,” said Sullivan. “As a result, these operators can take years before they understand how valuable their inventory would have been if it had been collected and managed their data more effectively.”

The rapid advances in AI, however, has led to this process being re-evaluated, offering not only significant cost savings through operational efficiency but also competitive advantage through improved customer service.

“The change in the last years has really been understanding that the inventory data has immense value,” Sullivan explains. “We can use that data to improve the way we deploy services, to maximise the efficiency of the network, and to improve operations. We now have the tools to leverage that data in the most efficient ways possible, and companies are finding much more creative and powerful ways of taking advantage of it.”

One area seeing significant improvement is inventory validation. Previously, such validation would involve manually visiting and identifying the physical infrastructure, a process that was both time consuming and prone to error. AI can greatly accelerate these tasks.

“Insufficient checks or validations of what was installed in the field compared to what was planned can create a significant gap between inventory data and the real network,” said Sullivan. “AI can help field engineers document deployments by automatically analysing and categorising images and video. Then, it can take the results and compare them to planning documents, flag discrepancies, and adjust the network accordingly.”

“These are processes that have historically been semi-manual or needed additional validation but are now being done automatically. That saves a lot of time and hard work, so it’s enormously valuable,” he added.

Creating a single source of truth from disparate data

Of course, as with any automation process, the quality of data remains a key concern. Older networks in particular suffer from poor or missing inventory information, which can greatly delay returns from AI implementation.

“One of the fundamental issues is if the data in the inventory system is incomplete or incorrect, then any decisions an AI tool is going to make are also going to be incorrect,” he said. “Both humans and AI can only work with the information in front of them.”

While some operators struggle with incomplete data, others face a different problem: they already have high-quality data but cannot use it effectively.

“There are lots of legacy systems that have perfectly good datasets. That doesn’t actually mean that they are able to leverage it efficiently,” said Sullivan.

This disconnect reflects a broader challenge across the industry. Many inventory systems were not designed with advanced analytics, automation, or integration in mind, with even well-maintained datasets can remain siloed or inaccessible.

For Sullivan, the solution is to bring this data together into a unified Geographic Information System (GIS)-based environment that enables consistent modelling, planning, and operational insight, such as VertiGIS ConnectMaster.

“We call it our single source of truth,” he explained. “It is built on VertiGIS’ Neo framework, which focuses on cloud-first architecture and scalable deployment models.”

Crucially, it also integrates into customers’ existing systems through APIs, making it easy to customise to the operators’ individual needs.

“We’re evolving our applications to provide flexibility for deployments, flexibility for how the applications and the solutions can scale, but also to future-proof them as the customer requirements continue to change,” said Sullivan.

Unlocking value from ‘boring data’

Ultimately, for Sullivan and ConnectMaster, the future of inventory and GIS systems lies in making infrastructure data both accessible and actionable. More than a technological shift, this will involve a major mindset shift for operators.

“Operators need to understand not just how to collect the data, but how to maximise its value,” said Sullivan. “That involves a lot of analysis and a lot of modelling of future demands on the network. These are key value points that are much more at the forefront of people’s minds today.”

The rigid systems of the past are rapidly becoming malleable, able to be tailored to specific outcomes and solving real-world problems. Operators that succeed in structuring, governing, and leveraging this “boring” data will gain a measurable advantage in how they plan, operate, and evolve their networks.

“I actually wish the customers would come to us with more problems,” concluded Sullivan. “In most cases, the data is there already. They just need experts who understand their unique challenges and can provide a flexible solution to help deliver positive outcomes.”

Meet the VertiGIS team at FTTH Conference 2026

VertiGIS is attending FTTH Conference 2026, taking place 14–16 April 2026 at Excel London, where the team is discussing the evolving role of network inventory as a foundation for efficient fibre network planning, operations, and AI-enabled workflows.If you would like to explore how fibre operators are modernising network inventory management and creating a structured system of record across planning, documentation, and operations, we welcome the opportunity to connect at Booth S22. How telecom’s most boring data is becoming its most valuable asset - Total Telecom

Read More........ → April 21, 2026

How to maximise 5G network value in the AI era

The evolution of mobile networks will transform how people connect, work, and interact with technology. At this year’s Mobile World Congress (MWC) Barcelona, Huawei’s Corporate Senior Vice President and President of lCT Sales & Service, Li Peng highlighted the role of 5G advancements in improving the user experiences and creating new business opportunities, in his keynote speech

“We’re rapidly entering a fully intelligent world. Intelligent applications are spreading everywhere, placing new demands on networks,” said Li. “By embracing and evolving 5G, we can unlock the infinite potential of mobile networks. Huawei is willing and ready to work with carriers and industry partners around the world to promote digital enablement, reinforce network foundations, and bring AI to all. Together, we can shape the D.N.A for an intelligent world.”

Improving mobile networks

Li emphasised how the way people interact with technology is changing. With the rise of voice assistants, cloud-based applications, and smart services, mobile networks must offer faster speeds and lower latency. As mobile experiences become more interactive (such as AI-powered voice and visual assistants) networks also must evolve to meet these increased demands.

To be able to do this, networks need to transition from 5G NSA (non-standalone) to 5G SA (standalone) and eventually to 5G-A. Key technologies like Control and User Plane Separation (CUPS), which separates control and user data traffic to improve network efficiency, and Guaranteed Bit Rate (GBR), which ensures a minimum data rate for specific services, will be essential to improving network responsiveness and efficiency.

Managing increased network traffic

Li also discussed the rapid growth of digital content production and distribution. As high-quality videos and interactive media become more widely used, mobile data usage is expected to rise to an “unprecedented” level, again highlighting the need for more spectrum, more network capacity, and greater upload and download bandwidth.

Expanding coverage for smart devices and IoT

As smart devices and cloud services become more widespread, the demand for fast, reliable network coverage continues to grow. By 2030, over a billion people are expected to rely on cloud-based services, which will require seamless access to data and applications. Additionally, smart vehicles and other IoT devices will need continuous network coverage across cities, highways, and rural areas. Carriers will need to continue expanding 5G networks to provide the coverage necessary for these increased needs.

Improving network management with smarter operations

With networks becoming more complex, Li emphasised the importance of smarter operations and maintenance (O&M) systems. Many carriers are already using AI-powered tools to enhance efficiency, predict network issues, reduce downtime, and optimise network traffic in real time. By making these improvements, carriers can provide better service reliability and faster response times, ensuring a more seamless and consistent mobile experience. Some carriers who are already using AI agents, and those with self-learning capabilities can increase troubleshooting efficiency by 30%, by predicting and locating faults in just a few seconds.

New business opportunities

Li also highlighted how carriers can explore new ways to generate revenue. By offering premium services based on network speed, reliability, and custom features, telecom operators can cater to different customer groups. In China for example, telcos have partnered with industries like insurance and hospitality to offer new communication services through Open APIs, leading to increased revenue growth from business clients.

Li predicted that the combination of 5G-A and AI technologies could lead to double-digit growth in Data of Usage (DOU) and Average Revenue Per User (ARPU), creating big opportunities for carriers to monetise their networks.“The opportunities are huge,” concluded Li. “And the time to act is now. Pioneers are already scaling up fast in over 200 cities around the world. They’re taking solid steps forward, unlocking incredible new value.” How to maximise 5G network value in the AI era

Read More........ → March 10, 2025

Trump endorses wearing masks, saying doing so is 'patriotic'

Washington: US President Donald Trump called wearing masks "patriotic," seemingly endorsing the practice after an interview aired just the previous day in which he denied the effectiveness of doing so in curbing the spread of the coronavirus.

Trump in his tweet on Monday didn't explicitly say he would don masks from now on, but said "many people say that it is Patriotic to wear a face mask when you can't socially distance. There is nobody more Patriotic than me, your favorite President!" Xinhua news agency reported.

Along with the words, the president posted a picture of himself wearing a mask while visiting Walter Reed National Military Medical Center in Maryland on July 11, the first time he wore a mask in full view of the press since the pandemic reached the United States. He was spotted wearing one behind the scene at a Ford plant in Michigan in May.

Having resisted wearing a mask in the past, Trump has until recently denied the effectiveness of masks in curtailing the spread of the virus.

"I don't agree with the statement that if everyone wore a mask, everything disappears," he said in an interview with Fox News anchor Chris Wallace aired Sunday, confirming that he won't issue a national mask mandate.

The Monday tweet came as the confirmed cases in the United States surpassed 3.8 million and death toll topped 140,800, according to an update by Johns Hopkins University on Monday afternoon. Both of the figures are the world's largest, leading those of other nations by wide margins.

Earlier in the day, Trump told reporters that he would resume the daily coronavirus briefings at the White House, possibly as soon as 5 p.m. ET on Tuesday.

"I think it's a great way to get information out to the public as to where we are with the vaccine, with the therapeutics, and generally speaking where we are," Trump said. "So I think we'll start that, probably starting tomorrow."

Trump appeared at the briefings featuring the White House Coronavirus Task Force almost daily between March and April, before the gatherings at the White House West Wing came to a sudden halt.

Vice President Mike Pence and other task force members held the media sessions a few times during the past month when cases spiked sharply in the country. Source: https://english.madhyamam.com

Read More........ → July 21, 2020

Lia Samantha: Using Fashion to Counter Racism in Colombia

Vivian Hendriksz: Tuesday, 01 September 2015, INTERVIEW: When looking at fashion emerging from Latin-America today, traditional African prints, with vivid reds, magentas, emeralds and blue may not spring to mind straight away. But it is these contrasting and bold colours that are at the center of Lia Samantha Lozano Rendón collections, a rising singer/designer whose designs are increasingly in demand and worn by women ranging from Miss Universe 2014, Paulina Vega, to tv presenters and office workers. When asked why her designs revolve around Africa colours and patterns, the answer is more complex than previously thought: "I created my own fashion label to better understand myself, my cultural roots and my own heritage, I am not just Colombian, I have roots in Africa as well and see fashion as a medium to better learn about the richness of my history." Born and raised in Bogota, Lia Samantha identifies herself and her designs as Afro-Colombian, which is a statement in itself as she hails from a country where the lines between ethnicity and race tend to be blurred.  Lia Samantha: 'I see fashion as a medium to better learn about the richness of my history' According to the most recent national census, 85.9 percent of the Colombian population identify as "without ethnicity", 10.6 percent as Afro-Colombian and only 3.4 percent as indigenous, suggesting that the majority of Colombians do not identify with concepts such as race and ethnicity, but merely apply it to others. Growing up in a city where the predominant population is white, Lia experienceracism<.u> from a young age onwards. "Up until recently, you could turn on a television in Colombia and not see a single person of colour present - not even in the soap opera's, or in the news or the daily shows - they were simply not present. So I thought to myself, okay I am Colombian but I feel completely ignored by the media and telecommunications, people of colour are simply not visible." It was father, who hails from Chocó, a region known for its large, mixed population, who gave her tools she needed to express herself and connect with her roots. "It is thanks to my father that I grew up listening to a lot of 'black' music, which led to my discovery of our heritage and roots. Music has been the tool which led to the discovery of other artistic experiments, such as fashion design." Studying Fashion Design at the

Lia's designs: 'a reinterpretation of African dress, with a modern twist'

National United Corporation of Higher Education in Colombia, she launched her independent label in 2010, spreading her time between designing, presenting and touring with her band Voodoo SoulJah. "In fact, the first time I came into contact with African fabrics was when I was in Toronto, Canada, travelling with my band," she explains. "It was incredible, I found this African-Canadian community, with local stands and I bought all of these fabrics, it was so drawn to them." "I am greatly inspired by the more traditional style of African dress, how tribal women dress and adorn themselves. I would say my designs are a reinterpretation of these traditions, but with a modern twist. I take these traditional fabrics and use them to create contemporary and modern garments for all." A fan of designers such as Stella Jean, Ozwald Boateng and Mimi Plange, she aims to take her designs to the next level as they have. "What's funny though, is that before I began designing I knew nothing about Mimi Plange, or Stella Jean. But unconsciously I have been doing something similar, in my own way, from Colombia. I was simply inspired by African culture from a young age and when I discovered these other designers, it was like wow, there are other African-descended designers who have the same feelings and thoughts as I do." Her desire to keep the dialogue between her African roots and fashion today whilst trying to initiate change in her home country is also evident in her choice of models. Whilst the majority of fashion designers tend to favour skinny, pale-skinned models, Lia Samantha prefers to promote inclusion. "When I went to ColombiaModa last year, (where she debuted her second collection to standing ovation) I was looking for black girls, with natural afros as well as blondes with blue eyes and latina girls with indigenous features."

'As racism is rife in Colombia, I believe that I can use my fashion to start a change'

"As racism is rife in Colombia, I believe that I can use my fashion to start a change. I refuse to exclude anyone, especially as someone who is from Afro-Colombian descent and uses African fabrics, I refuse to dictate who wears and does not wear my designs or sell my clothes solely to African women. I want my designs to be available to everyone. I have witnessed myself that all women look beautiful in my designs, from Miss Universe 2014, to the every day woman. I don't care if they are white, black, blue, purple, green, blue all of them look like queens in African fabrics." However, there are more reasons why Samantha embraces vibrant colours and patterns in her designs apart from cultural significance. "Another reason I love using color is that our ancestors did seek out elegance by wearing black," she points out. "There is nothing elegant about hiding yourself under a black mantel - for indigenous and African tribes a true sense of elegance is found in the wearing of colors, showing your own colours and seducing those around you with colours, just like the natural world around us. To me, there is nothing more elegant than the male peacock showing off his tail feathers of color in all his glory. Nothing more, elegant that a flower blossoming in the morning sun, presenting the full array of its colored beauty. In short, I am trying to change the fixed concept we have of fashion now, which has been the same for a long time."Source: Article

Read More........ → September 01, 2015

Asia Institute Interview with Mr. N R Narayana Murthy

N R Narayana Murthy, Founder and Chairman Emeritus of Infosys Technologies Pvt Ltd., India.

SEOUL, KOREA — N R Narayana Murthy, Founder and Chairman Emeritus of Infosys Technologies Pvt Ltd., India. Mr. Murthy is a legendary Indian business known for building Infosys Technologies from a local company to a global leader in consulting and technology services. This Interview concerns the position of SMEs (small and medium-size enterprise) in Korea and in the world. Emanuel Pastreich: A major issue in Korea these days is the proper relationship between major multinational companies and small and medium-size enterprises (SMEs). There are many who see the large firms as a threat to smaller companies, and especially to small mom and pop stores. At the same time, it is not clear that the relationship is innately adversarial. What do you feel should be the proper relationship between small or medium size enterprises and larger corporations? And what role should government play in terms of regulating large companies so as to protect smaller ones? Narayana Murthy: Well, I can say one thing with confidence. Whatever the government does, it has to make sure that there are incentives in place for smaller companies to become big. This point may seem minor, but it is not. Unfortunately, during seventies, the government of India put in place an industrial policy that included many incentives for companies to remain small. Therefore, what the businessmen did in response was to create more and more small companies as they tried to expand their operations. Ironically, the attempt to help small companies created an artificial environment that held companies back from expanding and realizing their full potential. I understand the motivations of governments to offer incentives that make it easier to establish and maintain small-scale companies today. But, at the same time we must be careful not to give so many incentives that the company does not want to grow bigger or to pursue excellence. Emanuel Pastreich: It certainly is true that often policies undertaken with one intention can have almost the opposite effect. Narayana Murthy: Another realm in which I think government can play a meaningful role is in setting out incentives for small companies that create the mindset of a large company CEO among small scale entrepreneurs. I think this point is critical. If you start to think like a big company CEO, no matter how small your business is, suddenly you find yourself in a new world and many opportunities will open up for you quite naturally—opportunities that were previously invisible. Once SME CEOs adapt that perspective, they can take advantage of their relationship with larger firms. Let us consider my own business of software development, and specifically the large-scale development of software and information services. Infosys has invested very heavily in quality processes, tools and training. It is unlikely that a small company could make such an investment by themselves. Infosys spends approximately 350 million US dollars on its training and R & D. which is beyond the means of an SME. Ideally, the government could offer incentives for larger companies to provide access for smaller companies to their quality control programs, their training programs, productivity improvement and research and development infrastructure as long as it is not proprietary. At the same time, it is also possible for the government to create a centralized infrastructure that can be employed by smaller companies for nominal rates. Emanuel Pastreich: The idea is certainly appealing, but I fear that deep cultural traits of competitiveness make it hard to adopt such policies in Korea on a large scale. That said, some places, like Chungnam Techno Park, have already adopted such practices for SMEs with great impact. Narayana Murthy: I feel that government can play a role in promoting a symbiotic relationship between large firms and SMEs. For example, government can help link smaller companies to larger companies through mechanisms that allow a large company to feel comfortable working together with a smaller company because the government has endorsed the relationship and provides support - guarantees the relationship. If something goes wrong in that relationship, larger companies will have the means to resolve the disagreements and claim their losses. Generally, the larger companies say that the consequential losses are more important than actual losses. What they mean is that the losses as a result of damage to a firm’s reputation with customers from a problem involving smaller firms they cooperate with is far more serious than the monetary value of just that transaction. Obviously, nobody can provide complete insurance against all consequential liabilities from work with smaller firms, but at least the government can think in terms of creating a safety net, an insurance mechanism that covers possible problems and thereby means that larger companies will not hesitate about working with the smaller companies. The Japanese offer a very exciting model for how government can help smaller companies to link up with larger companies in a mutually beneficial manner. Japan has created a very positive value chain that places many smaller companies under the care of a large company. I believe that Korea is already taking steps to create a symbiotic relationship between SMEs and major firms. I can imagine an innovative mechanism for marketing and sales of smaller companies in which close cooperation with larger companies plays a significant role.  Emanuel Pastreich: So should we assume that SMEs have to be protected, or that large firms somehow owe them something? Narayana Murthy: It is certainly not the case that large firms are the strong player in every respect. I would say that smaller companies have an advantage in innovation because their speed in taking advantage of opportunities is very high in comparison with the larger companies that are slower and more bureaucratic. Smaller companies do not need help in innovation and speed but they do need help in improving quality and productivity, in training their employees, and expanding sales and marketing. Emanuel Pastreich: You suggest that government can play an essential role as a mechanism for cooperation between large and small firms. But there is much talk in Korea about how firms should take their own initiative in creating a symbiotic relationship with smaller firms. For example, Samsung, of its own initiative, has worked to promote a symbiotic relationship with smaller companies for growth. Obviously there can be a role for government, but perhaps there also can be symbiotic relationships that can be worked out between larger and smaller companies? Or, perhaps, between companies and NGOs or local community groups? Narayana Murthy: I have found that in any relationship, even between a husband and wife, both the parties will have to bring sustained complimentary value to each other. Otherwise the relationship will die. Therefore, in a symbiotic relationship between a larger company and a set of smaller companies, the two parties will have to sit down and define the sustainable complementary value each party brings to the other. The larger company may, perhaps, bring the power of its finances, its brand, its access to markets, its marketing and its sales capacity. The smaller company will bring to the table its speed in innovation and its institutional flexibility, its focus, and its specialized skills for producing unique components and customizing to meet special needs. But the day the larger company itself develops these competencies, the relationship will fail. No degree of artificial regulation can undo this reality. Therefore, the smaller company will have to constantly innovate and demonstrate how it can bring unique value to the larger company. The same is true for the small firm’s expectation of the value of working with a larger firm. Symbiotic relations are critical but they must be based on this understanding of sustained complimentary value between the two parties subject to constant evaluation. Emanuel Pastreich: In the Korean case, the political debate goes beyond small suppliers in the supply chain who work with large conglomerates. Another critical issue is how large firms are now starting to run chains of outlets that sell products at very low prices and undercut small shops of limited means. We also have large companies who set up direct competitors with local family businesses. For example, SPC Group’s Paris Baguette chain for bread and pastries competes directly with mom and pop bakeries. A large part of the Korean economy is made up of small shops, and there have been lots of calls to limit the ability of large companies to engage in practices perceived as undermining the well-being of these smaller companies.  Narayana Murthy: We find the same political issue in India. One of the main reasons why the state governments are so reluctant to bring large foreign retailers into their regions is because they feel such big firms will take away the business from the mom and pop stores. But the reality of business is completely different from the perception. The big retailers can bring the power of technology and the economies of scale in purchasing. Therefore, they can provide better prices to consumers. Because they invest heavily in technology for logistics and for cold storage for food items, they provide fresher produce. Well, entry of large retailers may result in loss of jobs for a million people in India. But, more than 400 million Indians will benefit immensely from cheaper prices and fresher items, thanks to these large retailers. We have to take the utilitarian view in this case. At the end of the day, it is the mom-and-pop stores that are there at the street corner. If you want a carton of milk any time of the day, you can go and get it there. You do not want to drive down to the big retailer. So, there will be a role for both the small and the large retailer in any economy. The answer to the problem of how to protect small retailers is not endless regulation to limit the entry and growth of large retailers. Rather, the smaller stores have to bring in innovation to give them an advantage. For example, small stores can deliver products to the customer’s house. Or, they can keep their shop open until midnight, or they can open their shop in the morning as early as 5 or 6 AM. In other words, small firms can provide a differentiated value proposition that will give them a real advantage. If they can innovate, they can bring better value to the consumer than the large technology-driven retailer. Emanuel Pastreich: You mentioned the question of innovation previously. What is the best way to encourage innovation amongst these smaller shops? Narayana Murthy: About ten years ago, one of the janitors at our company came up to me and said, “Sir, you keep talking so much about innovation. But, I really don’t understand what you mean by it.” I replied, “Friend, sit down with me here. I will explain the meaning of innovation. You are in charge of eight conference rooms here at Infosys. It is your responsibility to make sure that these eight conference rooms are clean and are maintained in good order. Every morning when you come to the office, ask yourself the following questions: What can I do to maintain my conference rooms cheaper, faster and better? The answer is innovation.” He understood the gist of innovation and has become very successful in using innovation to make himself more and more useful day after day.
At a generic level, we have to keep asking ourselves a basic set of questions: 

• How can I do things faster today as compared to yesterday? 
• How can I do things cheaper today as compared to yesterday? 
• How can I do things with a higher level of excellence today as compared to yesterday? 

Emanuel Pastreich: Let us hear a bit about your own experience. When you started Infosys, it was not a big company. What were some of the critical issues for you in your evolution? How did you take advantage of your strengths as a small firm? Narayana Murthy: In 1992, we were a firm of about two million dollars (USD) in revenue; last year, 2011, our sales were about seven billion (USD). I recall when IBM, Microsoft, Oracle and a few others came to Bangalore back in the early nineties, my friends told me “your company is going to be in serious trouble! All your best employees will leave you and go to work for those multinationals and it will be very difficult for you to get new employees of that quality”. So, we sat down and thought long and hard about what we could do to attract employees. We realized that these multinational companies would pay much higher salaries. So, we decided that until such a time that we can also pay our youngsters competitive salaries, we would provide them with stock options. Thanks to our stock options scheme, they made a lot more money than they could if they had joined a big multinational company. We went public in 1993 and we gave away about 35% of the company’s equity. We knew that big companies, like IBM, would not be in a position to give stock options in India. So we created a unique differentiation with these big companies. Another important issue we focused in on was improving the working environment. We knew that those multinational companies were able to provide a good working environment. They offered their employees a big office, whilst we had small offices. They had very good technology and recreation facilities. So, we decided to go public as early as possible and raised money to create India’s first software campus. That was something that those multinationals were not able to do. Why? Because, at that time, they were not committed to investing in India to create infrastructure in the country. Most rented offices in city centers. These city centers did not provide enough parking space and cafeterias. So, when we decided to go out of town and create huge office space, invest in the best technology and infrastructure, establish quality food courts, and create an environment like a central research center, not a local branch office, we created differentiation which the multinationals could not match at that time.  Also, we decided that we had to provide exciting work opportunities for our young people. That’s why we decided to go public and enhance the brand equity of the company so we could bring home bigger and more complex projects for our employees and also enhance our sales force. These strategic decisions of our company greatly enhanced our position and we were able to attract quality people in larger numbers than most multinational competitors. At the end of the day, no matter how small you are, and no matter what industry you are in, if you ask ‘what differentiation can I create with reference to my competitor that is valued by my customer,’ you will find a way forward. Source: Korea Times

Read More........ → July 01, 2014

Google car: no steering wheel, no brakes

Google has revealed a prototype of its latest car - and this one doesn't even have a steering wheel or pedals, CNN reports. The car will only have a stop and go button. For the past four years, Google has been working on self-driving cars with a mechanism to return control of the steering wheel to the driver in case of emergency. But Google’s brightest minds now say they can’t make that handoff work anytime soon.

Their answer? Take the driver completely out of the driving. The vehicle looks a bit like the ultracompact Fiat 500 or the Mercedes-Benz Smart car if you take out the steering wheel, gas pedal, brake and gear shift. Unlike Google's previous self-driving vehicles, which have been based on conventional cars adapted to navigate around without a driver, this model has been designed from scratch. "They won't have a steering wheel, accelerator pedal, or brake pedal... because they don't need them," Google said in a statement. The car can carry two passengers and has a maximum speed of 25 miles per hour. Google says the car's most important feature is its safety. The driver has a button he or she can push to stop the car in case of emergency. "They have sensors that remove blind spots, and they can detect objects out to a distance of more than two football fields in all directions, which is especially helpful on busy streets with lots of intersections," the company said. With its front designed to look like a friendly smiley face, the Google autonomous car is not just efficient and futuristic, but also cute to look at. Google said it planned to build around 100 prototypes, which it will start testing in a few months. The company started developing its self-driving cars in 2005, and is testing previous models across the US They are expected to be available to buy
by 2020. Google co-founder Sergey Brin  said in an interview on Tuesday night the cars are part of Google's effort to reengineer transportation. "What I'm excited about is how we could change transportation today," Brin said. "If you look at people who are too old, too young, or disabled, and can't get around, that's a big challenge for them." "We took a look from the ground up of what a self-driving car would look like," Brin said at the Code conference. It's unclear if Google plans to manufacture the cars or if it will decide instead to supply the technology to carmakers. But Brin said he's hopeful regulators will agree that cars can operate safely without a driver. So far the cars have operated without incident, Brin said.  The car would also be summoned with a smartphone application. It would pick up a passenger and automatically drive to a destination selected on a smartphone app without any human intervention.  The vehicles will also have electronic sensors that can see about 600 feet in all directions. Despite that, they will have rearview mirrors because they are required by California’s vehicle code. The front of the car will be made from a foamlike material in case the computer fails and it hits a pedestrian. The new Google strategy for autonomous cars is a break from many competing vehicle projects, experts say. Mercedes, BMW and Volvo have introduced cars that have the ability to travel without driver intervention in limited circumstances — though none completely eliminate the driver. In the interview, Mr. Brin acknowledged those advances, but said they were incremental. "That stuff seems not entirely in keeping with our mission of being transformative," he said. The cars are intended for driving in urban and suburban settings, not on highways. The low speed will probably keep the cars out of more restrictive regulatory categories for vehicles, giving them more design flexibility. Google is having 100 cars built by a manufacturer in the Detroit area, which it declined to name. Nor would it say how much the prototype vehicles cost. They will have a range of about 100 miles, powered by an electric motor that is roughly equivalent to the one used by Fiat’s 500e. The current plan is to conduct pilot tests in California, starting with Google employees between buildings around its sprawling corporate campus there. Laws permit autonomous vehicles in California, Nevada and Florida. Brin said the change in Google’s car strategy did not mean that the company was giving up on its ultimate goal of transforming modern transportation. "Obviously it will take time, a long time, but I think it has a lot of potential," he said. "Self-driving cars have the potential to drive in trains much closer together and, in theory, in the future at much higher speeds. "There is nothing to say that once you demonstrate the safety, why can’t you go 100 miles per hour?" Olga Yazhgunovich, Source: Voice Of Russia

Read More........ → May 30, 2014

In Conversation with Hemant Pandey for his upcoming film Rajula

Hemant Pandey has played the character of ‘Puran Mama’ in the ongoing film ‘Rajula’ which is based on the famous folk tale of Uttarakhand, Rajula-Malushahi and the film has been just released under PVR Director's Rare cut. Hailing from the theater background, Hemant Pandey, has proved his talent in the field of acting. The veteran actor, known for his famous role of Pandeyji in TV series ‘Office Office, has also worked in big banner films like Krrish, Ready, Mujhe Kucch Kehna Hai, Rehnaa Hai Terre Dil Mein, etc. The most recent film in which he acted is ‘2 Nights in Soul Valley’ which was released in 2012. Hemant is known for playing comedy character role but here he played a negative character, spoke to Santanu Ganguly, in an exclusive interview:

• 1. First thing first tell us something more about your character ‘Puran Mama’ in an upcoming film ‘Rajula’…As you know I belong to Pithoragarh, Uttarakhand and when Manoj Chandola came to me with the concept I instantly said, yes. From childhood we grew up hearing the 700 years old folk tale Rajula-Malushahi and I was getting the chance to be part of such an epic so I nodded in positive. The writer and director Nitin Tewari, has given a modern treatment to the story keeping the core of the story intact and my character has an important contribution to the film. This will be revealed when you what the film (smiles).
• 2. You are well established in Hindi film industry then why you choose to do a regional film like Rajula now…I like to differ here…Rajula is story of Uttarakhand but this film has compared that era with the modern scenario and showed the struggle of a women in our society brilliantly. And such a film in my opinion shouldn’t be only considered as regional film. Plus we have dialogues in regional language, hindi and English with subtitles.Now why I choose this film; one reason being this film has originated from Uttarakhand and I belong to this place so automatically your inner soul instigates you to say – yes.
• 3. How was the total experience of doing this film? The USP of the film is its narration. The film has shaped brilliantly and gives the true picture of the ‘Land of Gods.’ The shooting of the film was an adventure in itself. The cast and crew where extremely good to work. Karan and Ashima has pulled their character well and they were able to do just to such an epic love story. Uttarakhand is known for its natural beauty and the breath taking sights around the Himalayas, the Bhabhar and the Terai were a life time experience to be shooting around there.
• 4. Tell us something about your upcoming projects… Currently my film ‘Prakash Electronics’ is in post production phase and there are few other projects but it’s too earlier to say anything. Source: Article

Read More........ → May 17, 2014

2014 Brazil World Cup: 'Our group is the biggest surprise'

© Photo: Vesti.Ru

The eyes of the soccer fans are turned to Brazil - the world cup draw for the 2014 has just been held. 32 best teams have just found out the names of their opponents. The tournament kicks off in Brazil next year. Denis Kazansky, Russian sports analyst and soccer commentator, shares the first impressions about the draw. What's the biggest surprise of the draw so far? Our group is the biggest surprise because we hope it will be some easy choice for us and I think that we are in very good position. There is only one top quality team in our group. Who is us? Belgium, Algeria, South Korea and Russia. Belgium is a top quality team and I think they are the toughest to beat. But as for Algeria and South Korea, I suppose that Russian side can be good with them and I think we have lots of expectation from that group and we can gain some wins from there. How can you comment on the chances of the teams? In the group H I think we with the Belgium have to be qualified from the group. As for others, I can say that it is very tough competition in group D – Uruguay, Costa Rica, England and Italy, it will be very interesting - Italy and England. And as for group G, I think that the most important picture is Germany versus USA because the head coach of the USA Juergen Klinsmann is ex-coach of German national site and they will face each other - Joachim Low versus Klinsmann. So, it will be very interesting. I think that we don’t have so-called death group in this competition. What chance does America have to win it all? Zero because I think that the group G where USA is, Germany, Portugal, Ghana are too tough for them. They are very good but I think that Portugal and Germany could qualify from that group. As for USA I am not so sure about it. What about Russia? As I said, Russia has very good chances and I think along with Belgium National site we can qualify and be there in the playoff spot. England? It is tough to say but because of Italy, Uruguay and Costa Rica, I think they are open to beat and I think that England and Italy will qualify from that group. Source: Article

Read More........ → December 09, 2013