Schlagwort-Archive: Disrupt

Why robots will soon be picking soft fruits and salad

London (CNN Business)

It takes a certain nimbleness to pick a strawberry or a salad. While crops like wheat and potatoes have been harvested mechanically for decades, many fruits and vegetables have proved resistant to automation. They are too easily bruised, or too hard for heavy farm machinery to locate.

But recently, technological developments and advances in machine learning have led to successful trials of more sensitive and dexterous robots, which use cameras and artificial intelligence to locate ripe fruit and handle it with care and precision.
Developed by engineers at the University of Cambridge, the Vegebot is the first robot that can identify and harvest iceberg lettuce — bringing hope to farmers that one of the most demanding crops for human pickers could finally be automated.
First, a camera scans the lettuce and, with the help of a machine learning algorithm trained on more than a thousand lettuce images, decides if it is ready for harvest. Then a second camera guides the picking cage on top of the plant without crushing it. Sensors feel when it is in the right position, and compressed air drives a blade through the stalk at a high force to get a clean cut.

The Vegebot uses machine learning to identify ripe, immature and diseased lettuce heads

Its success rate is high, with 91% of the crop accurately classified, according to a study published in July. But the robot is still much slower than humans, taking 31 seconds on average to pick one lettuce. Researchers say this could easily be sped up by using lighter materials.
Such adjustments would need to be made if the robot was used commercially. „Our goal was to prove you can do it, and we’ve done it,“ Simon Birrell, co-author of the study, tells CNN Business. „Now it depends on somebody taking the baton and running forward,“ he says.

More mouths to feed, but less manual labor

With the world’s population expected to climb to 9.7 billion in 2050 from 7.7 billion today — meaning roughly 80 million more mouths to feed each year — agriculture is under pressure to meet rising demand for food production.
Added pressures from climate change, such as extreme weather, shrinking agricultural lands and the depletion of natural resources, make innovation and efficiency all the more urgent.
This is one reason behind the industry’s drive to develop robotics. The global market for agricultural drones and robots is projected to grow from $2.5 billion in 2018 to $23 billion in 2028, according to a report from market intelligence firm BIS Research.
„Agriculture robots are expected to have a higher operating speed and accuracy than traditional agriculture machinery, which shall lead to significant improvements in production efficiency,“ Rakhi Tanwar, principal analyst of BIS Research, tells CNN Business.

Fruit picking robots like this one, developed by Fieldwork Robotics, operate for more than 20 hours a day

On top of this, growers are facing a long-term labor shortage. According to the World Bank, the share of total employment in agriculture in the world has declined from 43% in 1991 to 28% in 2018.
Tanwar says this is partly due to a lack of interest from younger generations. „The development of robotics in agriculture could lead to a massive relief to the growers who suffer from economic losses due to labor shortage,“ she says.
Robots can work all day and night, without stopping for breaks, and could be particularly useful during intense harvest periods.
„The main benefit is durability,“ says Martin Stoelen, a lecturer in robotics at the University of Plymouth and founder of Fieldwork Robotics, which has developed a raspberry-picking robot in partnership with Hall Hunter, one of the UK’s major berry growers.
Their robots, expected to go into production next year, will operate more than 20 hours a day and seven days a week during busy periods, „which human pickers obviously can’t do,“ says Stoelen.

Octinion's robot picks one strawberry every five seconds

Sustainable farming and food waste

Robots could also lead to more sustainable farming practices. They could enable growers to use less water, less fuel, and fewer pesticides, as well as producing less waste, says Tanwar.
At the moment, a field is typically harvested once, and any unripe fruits or vegetables are left to rot. Whereas, a robot could be trained to pick only ripe vegetables and, working around the clock, it could come back to the same field multiple times to pick any stragglers.
Birrell says that this will be the most important impact of robot pickers. „Right now, between a quarter and a third of food just rots in the field, and this is often because you don’t have humans ready at the right time to pick them,“ he says.
A successful example of this is the strawberry-picking robot developed by Octinion, a Belgium-based engineering startup.
The robot — which launched this year and is being used by growers in the UK and the Netherlands — is mounted on a self-driving trolley to serve table top strawberry production.
It uses 3D vision to locate the ripe berry, softly grips it with a pair of plastic pincers, and — just like a human — turns it 90 degrees to snap it from the stalk, before dropping it gently into a punnet.
„Robotics have the potential to convert the market from (being) supply-driven to demand-driven,“ says Tom Coen, CEO and founder of Octinion. „That will then help to reduce food waste and increase prices,“ he adds.

Harsh conditions

One major challenge with agricultural robots is adapting them for all-weather conditions. Farm machinery tends to be heavy-duty so that it can withstand rain, snow, mud, dust and heat.
„Building robots for agriculture is very different to building it for factories,“ says Birrell. „Until you’re out in the field, you don’t realize how robust it needs to be — it gets banged and crashed, you go over uneven surfaces, you get rained on, you get dust, you get lightning bolts.“
California-based Abundant Robotics has built an apple robot to endure the full range of farm conditions. It consists of an apple-sucking tube on a tractor-like contraption, which drives itself down an orchard row, while using computer vision to locate ripe fruit.
This spells the start of automation for orchard crops, says Dan Steere, CEO of Abundant Robotics. „Automation has steadily improved agricultural productivity for centuries,“ he says. „[We] have missed out on much of those benefits until now.“

Der Kreis derer, die als Chief Disruption Officer überhaupt nur annähernd in Betracht kommen, hat den Radius „null“

Ich bin eine eierlegende WollMilchSau – und der neue Chief Disruption Officer Deiner Firma!

Eierlegende Wollmilchsau

Eierlegende Wollmilchsau

Fotolia #83825279 | Urheber: jokatoons

Herausforderung: die Auftragsklärung

Ein neuer CDO soll bei den Konzernen oft den „Tanker bewegen und in Schnellboote verwandeln“, schließlich hört und liest man ja überall von Startups, Agil, Dynamik, Disruption und stetiger Veränderung. Da stellt sich doch die Frage (typischerweise an HR) wer erstellt den das JobProfil für einen Job, den es noch nie gab und dessen Ziele so faszinierend unterschiedlich, ja widersprüchlich sind. Schließlich wird jeder seine eigene Vorstellung davon haben, was der künftige CDO „endlich“ angehen soll – fragen Sie doch mal Kollegen aus unterschiedlichen Funktionen!

In der folgenden Liste habe ich einmal einige (Achtung Buzzword-Bingo) zusammengefasst:

Typische CDO Erwartungsperspektiven:

  • Neue(s) Business Modell(e) finden, entwickeln und bitte gleich den Return on Investment im ersten Jahr sicherstellen
  • Change Manager (Disruption, Innovation…) der die gesamte Organisation in die neue Arbeitswelt führt
  • Neue Vertriebs- und Finanzierungskanäle – vom Crowdfunding über Crowdstorming, Crowdworking und Social Marketing
  • Digital Mindset / Organisationsentwicklung – nachhaltige Veränderung der Unternehmenskultur
  • Board Coaching / Trainer für die anderen Vorstände
  • Smart Factory – die intelligente Fabrik, digitalisierte, automatisierte und vernetzte Produktionsumgebungen mit neuen agilen Werkzeugen bis zur Losgröße 1 (zugleich stetig wachsender Fokus auf Service-Orientierung stattfindet – also „nicht-produktion“)
  • BigData / Analytics / Predictive – alles was man mit Daten, deren Analyse und Vorhersagbarkeit so treiben kann
  • Rechtsanwalt – Arbeit 4.0, Zusammenarbeit mit Externen, Compliance… siehe unten „illegal“
  • Neues IT Framework – moderne Softwarearchitekturen, Werkzeuge und Apps einführen
  • Digitales Vorbild / Botschafter – Sichtbar werden für neuen Arbeitsstil, Führungskultur – am Besten auch nach außen werbewirksam
  • Digitale Prozesse / Digitale Effizienz – den systemischen Organisationsmotor generalsanieren
  • Social Media extern – von Arbeitnehmerattraktivität über Recruiting (von natürlich Digital Professionals) bis zu Wirkungsverbesserung durch virales Marketing
  • Interne Kommunikation und Zusammenarbeit (Enterprise Social Networking)… – die gesamte Belegschaft, inklusive Fabrikarbeiter mobil, vernetzt, zeit- und orts-unabhängig sowie skallierbar in Arbeit 4.0 führen

Diese Liste an Erwartungen ist sicher alles andere als vollständig, soll aber zeigen, dass es nicht einfach ist, das Profil für diese Position so zu definieren, dass der Inhaber überhaupt eine Chance hat Wirkung zu entfalten. Schließlich gilt es neben den fachlichen Aufgaben auch die bestehende Kultur, Politik, Seilschaften etc. kennen zu lernen und dann nachhaltig zu verändern.

Herausforderung: Woher nehmen, diese CDO – eierlegende WollMilchSau?

Wie einer der Headhunter mal so schön formulierte:

„der Kreis derer, die als CDO überhaupt nur annähernd in Betracht kommen, hat den Radius „null““

Es gibt keine Ausbildung zum CDO, typische Karrierewege erzeugen meist „system-stabilisierende“ Vertreter, wer will einem „jungen Wilden“ die Verantwortung über einen Konzern geben. Die Zahl derer, die in ähnlichen Rollen erfolgreich sind, ist äußerst überschaubar – Nachahmung schwierig- und oft auch nicht einfach übertragbar… auch die großen Consulting Riesen sind hier sicher keine Hilfe, da deren Reifegrad hier ähnlich jungfräulich ist (Es gibt keine Blaupausen, die man aus der Schublade ziehen könnte, keine Beweise, kaum Studien die als Handlungsanleitung taugen)

Also wird nach Kompromissen gesucht, das kann dann z.B. so aussehen:

  • wir nehmen eine(n), der schon Vorstand war/ist … dort findet man kaum Digital Natives (damit ist nicht vorrangig das Alter, vielmehr deren Haltung gegenüber neuen, disruptiven Entwicklungen gemeint, die noch nicht allgemein als erfolgreich, bleibend und wichtig/prägend anerkannt sind), aus Karrieregründen kaum jemanden, der mit Transparenz, Beteiligung und agilen Methoden risikofreudig umgeht
  • wir nehmen eine(n), der IT kann … wohl einer der häufigsten Fehler, Digitale Transformation mit IT zu verwechseln. Wohl ist ein guter Teil (ca. 20%) mit Software, Tools und IT KnowHow verbunden, der Großteil geht aber um völlig andere (oft sehr IT fremde) Themen – es geht sehr viel um Führung! siehe Liste oben
  • wir nehmen eine(n), der schon ein Startup erfolgreich gemacht hat … das führt auf beiden Seiten zu großen Enttäuschungen: Freiheit, Sicherheit, Vorgaben, Rahmenbedingungen, Größe, Internationalität… Assimilation garantiert
  • wir nehmen jemanden, der Karriere machen will und großes Potential zeigt … Wer Karriere machen will ist meist doch recht Regel-konform unterwegs. Wer traut es sich „alles“ in Frage zu stellen bei einem System, in dem er/sie groß werden will? Risikobereitschaft, Fehler machen (dürfen) sind nicht die üblichen Treiber einer erfolgreichen Karriere
  • wir suchen jemanden von Extern – klar, neue Besen kehren gut… wie sieht es aber mit der damit verbundenen sehr langen Anlaufzeit aus. Kann es sich z.B. ein Automobilkonzern in der heutigen Lage leisten jetzt mit jemandem bei null anzufangen, was die internen Kenntnisse, Netzwerke (oder besser Verstrickungen), Politik, Kultur angeht?

Den „fertigen“ CDO zu finden dürfte also ein schwieriges Unterfangen sein – eine Lösung wäre in meinen Augen mit der aktuellen Priorität zu beginnen und zu versuchen die fehlenden Merkmale zu intern zu entwickeln (ideal parallel mit allen anderen). Neben Kultur, Führung ist sicher „neues, konstantes Lernen“ auf allen Ebenen höchst relevant.

aus: https://www.linkedin.com/pulse/der-cdo-wirds-schon-richten-harald-schirmer

Adam Cheyer, you just made Siri 10 times better – VIV Technologies

In the Interview with Adam Cheyer from Late 2013 TheIdea Innovation Agency asked Adam Cheyer, what’s next, we said, Viv, coming up soon. https://dieidee.eu/2013/10/30/siri-and-google-now-what-would-have-happened-to-siri-if-steve-jobs-was-still-alive/

See for yourself, how Viv is the future of Chatbots and personal digital Assistants,
Disrupt-Conference TechCrunch Siri-CEO Dag Kittlaus „Viv“ Technologies

How does it work?
It’s patented technology is called „dynamic program generation“.  The Bot does programming real-time, in the background. And it does integrate interfaces to other data sources and bots too.

The full video goes here:

Number26 Disrupts Banks Back to The Future

Source: http://techcrunch.com/2015/10/21/number26-turns-retail-shops-into-bank-branches-for-its-bank-of-the-future/

Chances are you don’t like your current bank. German startup Number26 has been working hard for the past couple of years to bring a new banking experience to Europe. And now it has, using a novel approach to bank branches. Instead of playing catch up with good old brick-and-mortar banks, it is partnering with Barzahlen to turn retail shops into branches.

Starting today, you can go to 3,000 grocery stores, drugstores and other retail chains in Germany to withdraw and deposit cash. Withdrawing cash isn’t really important as you could already use any MasterCard ATM to get cash from your Number26 account. But depositing cash is a new feature for the company.

All you need to do is show up at a checkout register with your phone. Inside the Number26 app, look for the new Cash26 feature, enter the amount of cash you want to deposit or withdraw and scan a barcode. You then need to enter your PIN code. Cash deposits immediately appear in your bank account.

This feature is quite important as Number26’s home country has a heavy cash culture — people don’t use checks anymore and you can’t use your card everywhere. You could end up with cash that you want to put on your bank account, and you need to withdraw cash all the time.

As a reminder, Number26 participated in our Battlefield competition at Disrupt London 2014. Creating an account takes minutes and everything happens on your phone. After that, you will receive a MasterCard that works particularly well with Number26’s app. For example you can disable features or set limits so that you don’t have any surprises. You can disable online payments if you don’t plan on using this card for your favorite e-commerce websites.

The app is also much better designed than your average banking app. Number26 is also launching an app update today with a new navigation, new stats, 3D Touch support on the iPhone 6s and more. You can expect other banks to add 3D Touch support in 2016 or 2017.

By partnering with Barzahlen, Number26 has more “branches” than Deutsche Bank and Commerzbank combined. So far, 50,000 people in Germany and Austria signed up for a Number26 account. The company now employs 65 people and raised $10.6 million back in January.

Barzahlen offers this kind of banking features to multiple clients, as well as a way to pay your utility bills and rents. When I first covered Number26, the startup told me that it wanted to partner with other fintech companies to provide more features to its customers. It looks like Barzahlen is the first partner, and I can’t wait to see what’s next for the company.