JSA Digital

Wednesday, 4 November 2020

Li stresses key role of innovation

Premier Li Keqiang visits Origin Dynamics Intelligent Robot Co Ltd, a company focusing on research and development, during an inspection tour of Zhengzhou, Henan province, on Tuesday. (PHOTO/GOV.CN)

Premier calls for Henan to harness its competitive edge in talents

Premier Li Keqiang underscored the importance of fundamental science in fostering groundbreaking innovations and pushing forward a new type of industrialization during an inspection trip to Henan province on Tuesday and Wednesday.

It is more than necessary for China, with its huge market, to press ahead with integrated innovation and innovation for application purposes, the premier said as he visited Zhengdong New District in Zhengzhou, the provincial capital.

At Origin Dynamics Intelligent Robot Co Ltd, Li learned about the company’s research and development of sensors and decelerators.

Algorithms play a key role in powering the research and development of robotics, while mathematics is essential to the development of algorithms, he said.

He urged the country’s researchers to stay patient, refrain from taking shortcuts and strengthen the discipline of mathematics with strong commitment.

Henan, as one of China’s most populous provincial areas, must harness its competitive edge in its talent pool, make itself a top attraction for talents and play a more important role in facilitating the rise of central regions, he said.

Li made the visit a week after the conclusion of the Fifth Plenary Session of the 19th Central Committee of the Communist Party of China, which adopted a proposed blueprint for economic and social development in the next five years. The blueprint stressed the core status of innovation in the nation’s overall modernization drive.

The premier visited Sanquan Food Co Ltd, one of China’s largest producers of fast-frozen food, and encouraged it to ensure the safety, quality and fine taste of its products.

He pledged continuous steps to ensure the efficacy and consistency of policies that stabilize jobs, safeguard people’s livelihoods and help market players, as part of the nation’s broader efforts to attain the goal of positive economic growth this year and lay a solid foundation for growth in the near future.

In a wheat field in Anyang, Li checked the condition of the soil and spoke with farmers and agrotechnology workers.

As China is set to achieve another bumper grain harvest this year, more work must be done to refine grain varieties and improve the quality of produce while continuing to increase grain output, he said.

It is important to proactively push forward the modernization of the agricultural sector and encourage agricultural operations of various forms, he said, adding that the aspirations of farmers must be fully respected during this process.

The premier visited Zheng Wenyi, a 60-year-old Anyang resident who was relocated to an affordable housing program from a shantytown area two years ago.

Affordable housing programs are important ways to improve the living conditions of the country’s low and middle-income group, and it is important to ensure their construction quality and their distribution in a fair and transparent manner, he said.

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source https://blog.jsa.digital/index.php/2020/11/04/li-stresses-key-role-of-innovation/

Digital pollution: why creative quantity shouldn’t mean worse quality

Marketers are creating more content than ever and investing more ad spend into digital to capitalise on the growing time spent on digital media. However, adapting creative to digital at speed has driven digital pollution on to the internet because marketers have seen it as an afterthought, according to Ad-Lib Digital.

Ahead of a panel at The Drum’s Digital Summit, where top industry minds from brand, agency and tech answer crowd-sourced questions on creativity, we catch up with Ad-Lib creative director Patrick Collister who talks to us about digital pollution and what can be done to limit its impact.

What are the biggest challenges to creativity at scale?

”For most marketers, digital is still an afterthought, with too many still spending most of their time and energy on above the line, only to adapt and push assets into digital afterwards. This is a real problem given that digital is now set to account for 50-60% of ad spend in many markets.

”As privacy and targeting policies bite, such as Apple and Google deprecating third-party cookies, marketers need to stop being so lazy, spraying their audiences freely with little thought for the user experience.”

What is digital pollution and why should brands be worried about it?

”Pollution is when you don’t care for the environment when there is too little or no regulation to preserve the ecosystem. Looking at the web today, with ever-declining benchmark response rates and such widespread use of adblockers, tells us something is wrong with the ads we are serving to consumers.

”Digital pollution is a result of efforts to produce a quantity of message with no thought for the quality. These two are not mutually exclusive.

”We should be concerned and make every effort to address this. In polls in the UK, advertisers as a profession are said to be less well regarded than our current politicians with an undeniable track record of lies.

”At Ad-Lib, we believe quality of advertising is possible with quantity/scale required.”

Can tech help or hinder the situation?

”Technology is both the cause of the problem, but also can create the solution.

”Technology can really help improve creativity – by enabling creative minds to provide richer more interesting experiences and relieving the time and effort required in production, deployment and delivery.”

How can brands start to get the right balance between creativity and automation?

”If the ads are relevant and interesting, consumers will engage. At Ad-Lib, we really care about creativity and are applying our technologies to show that better creative works better.”

What can we expect to see for this topic in 2021?

”Next year we can expect to see digital ad spend bounce back, as the impact of Covid wains and with that we hope to see a greater appreciation for the quality of the message.

”Coca-Cola, one of our clients, took a moratorium on its digital advertising going into Covid, relaunching at scale with a greater focus on interesting and contextually relevant messaging as the lockdowns across Europe were eased in the summer. We’ve seen this have a great positive effect – and hope to see much more emphasis across advertisers.”

Register now for The Drum’s Digital Summit and our Creative Clinic, where crowd-sourced questions on creativity will be answered by Rupert Privett, APAC lead at Ad-Lib Digital; Uma Reade, head of creative lab, international and CBT markets at Paypal; Pratik Thakar, creative content, connections and design excellence at Coca-Cola; and Vincent Niou, associate vice-president of programmatic and data strategy at Essence APAC. The session goes live at 2pm Singapore time (SGT) on Monday 9 November.

Content Originally Published by Google.

source https://blog.jsa.digital/index.php/2020/11/04/digital-pollution-why-creative-quantity-shouldnt-mean-worse-quality/

Does SEO Still Matter for Retailers in 2020?

Search Engine Optimisation, better known as SEO, has been one of the key tools for eTailers who wish to increase their organic growth online. In this unprecedented online boom across the last 12 months, the need for a robust and scalable online platform is critical. But what about SEO? We asked a series of e-commerce and SEO specialists about the future of SEO and how to make it work for your business in 2020 and beyond.

Matt Antonino, Head of Traffic at Easy Weddings: “According to a popular recent survey, 68 percent of all online experiences begin with a search engine and 53 percent of all website traffic comes from organic search. When you consider that SEO drives more than 10 times the traffic of social media, it’s clear that SEO is still here and still here to stay for a long while.

“SEO for 2021 will look much different than it currently does and SEO professionals are preparing for the changes. Google introduced a new set of metrics related to site speed, responsiveness and stability called Core Web Vitals. These metrics are not currently part of the search algorithm but are expected to play a big role in the coming years. Google intended to roll out these changes in 2020 but after COVID struck, decided to let website owners focus on their more important response to the crisis and pushed back Core Web Vitals and algorithm changes to 2021.”

Matt Bassos, SEO Lead at Vuly Play: “SEO is still and will continue to be an integral part of digital marketing now and in the future. The prevalence of search and securing vital organic traffic from the web is crucial for small and large businesses alike.

“In many ways, SEO has expanded and fused with other elements of marketing. From brand reputation and content strategy to audience analysis and building business relationships – all these factors drive SEO to achieve organic visibility in search results. This makes SEO important as it can effectively drive the first touchpoint a potential customer with high commercial intent based on what they search for.

“Moving forward into 2021, Google and similar search engines will continue with AI learning to establish business entities. These entities will be rewarded based on their authority within a particular industry, as well as their recognized trustworthiness. Search engines want to put the best results in front of a user, so future SEO will continue in brand development. This includes leveraging reviews, developing a social media presence, and formulation a content strategy that satisfies search intent of a businesses’ core audience.”

Daniel Caughill, The Dog Tale: “SEO is still very relevant in 2020, it just looks a little different than it did five years ago. The old tactics are still important: keywords, backlinks, page speed—all of it. But each of those factors plays second fiddle to producing excellent content that really understands the searcher’s intent. Search engines have become incredibly adept at understanding exactly what searchers are looking for, so you need to produce more thorough and tightly focused content to do well in moving forward.”

Peter Thaleikis, Software Engineer and Maker at Bring Your Own Ideas: “Social media is getting less and less effective and businesses are focusing more on their websites again. Google is facing an ever-increasing amount of websites, blogs, and other forms of content. All this content needs to be crawled, indexed, and validated against the ranking algorithm. This is an often underestimated task that takes massive resources and explains Google’s constantly increasing requirements for websites.

“With every algorithm change, marketers worry about their sites dropping out of the results. The fundamentals of search engine marketing: Build good websites with great content and you will rank remains true though. And this is exactly what is to recommend to rank in 2021 and beyond: invest in one amazing blog post per month instead of four average posts each week.

“Pay attention to the keywords your website is already ranking for using Google Search Console or a suitable tool and focus on one keyword while creating a unique new piece of content. Original content almost always out-ranks topics covered widely already.”

Oliver Andrews, Owner at OA Design Services: “SEO is more important than ever! It remains one of the most powerful digital marketing strategies that generate long-term results. You need the correct techniques. It’s important to understand where your audience is interacting with content like yours and to make sure you’re ranking on those discovery engines. This means that creating high-quality, deep, and meaningful content has never been more important to users, but you also need to think about the structure of the information.”

Like this story? Click here to find out more about Power Retail E-Commerce Intelligence or here to sign-up for the free weekly Pulse Newsletter for more essential online retail content.

Content Originally Published by Google.

source https://blog.jsa.digital/index.php/2020/11/04/does-seo-still-matter-for-retailers-in-2020/

Data science pathway prepares radiology residents for machine learning

A recently developed data science pathway for fourth-year radiology residents will help prepare the next generation of radiologists to lead the way into the era of artificial intelligence and machine learning (AI-ML), according to a special report published in Radiology: Artificial Intelligence.

AI-ML has the potential to transform medicine by delivering better and more efficient healthcare. Applications in radiology are already arriving at a staggering rate. Yet organized AI-ML curricula are limited to a few institutions and formal training opportunities are lacking.

Three senior radiology residents at Brigham and Women’s Hospital (BWH) in Boston recently helped devise a data science pathway to provide a well-rounded introductory experience in AI-ML for fourth-year residents. The pathway combines formal instruction with practical problem-solving in collaboration with data scientists.

“Across the nation there are a number of radiology residency programs that are trying to figure out how to integrate AI into their training,” said the paper’s co-lead author Walter F. Wiggins, M.D., Ph.D. “We thought that perhaps our experience would help other programs figure out ways to integrate this type of training into either their elective pathways or their more general residency curriculum.”

The pathway provides an immersion into AI-ML through a flexible schedule of educational, experiential and research activities at the Massachusetts General Hospital (MGH) & BWH Center for Clinical Data Science (CCDS). Dr. Wiggins and his resident colleagues, M. Travis Caton, M.D., and Kirti Magudia, M.D., Ph.D., were exposed to all aspects of AI-ML application development, including data curation, model design, quality control and clinical testing. The residents contributed to model and tool development at multiple stages, and their work during the pilot period led to 12 accepted abstracts for presentation at national meetings. Feedback from the pilot project resulted in the establishment of a formal AI-ML curriculum for future residents.

“Radiologists have always had to manage, analyze and process data in order to be able to do their work,” Dr. Wiggins said. “We already have the underlying skill sets and infrastructure that we can tap into to allow residents with an interest in AI and ML to really develop and become leaders in applying these skills clinically.”

The pathway provided ample opportunities for the residents to work directly with data scientists to better understand how they approach image analysis problems with ML tools. This communication, in turn, helped the data scientists better understand how radiologists approach a radiology problem in a clinical setting. The data scientists could be easily implemented in clinical practice.

“An important component of a curriculum like this is to learn the language the data scientists speak and teach them a little bit about the language that we as radiologists speak so that we can have better, more effective collaborations,” Dr. Wiggins said. “Going through that process over several different projects was where I think I gained the best experience throughout all of this.”

Dr. Wiggins credited Katherine Andriole, Ph.D., director of Research Strategy and Operations at the CCDS, and Michael H. Rosenthal, M.D., Ph.D., for their guidance and feedback as mentors of the project.

Earlier this year, Dr. Wiggins accepted a position as clinical director of AI at Duke Radiology in Durham, North Carolina, where he hopes to utilize some of the lessons he learned from the pathway development process.

“I also hope that people from other institutions might read this manuscript and find something useful for integrating into their residency curricula or for developing specialized pathways for informatics and/or data science,” he said.

Rate of radiology resident recognition of non-accidental trauma

More information:
Preparing Radiologists to Lead in the Era of Artificial Intelligence: Designing and Implementing a Focused Data Science Pathway for Senior Radiology Residents, pubs.rsna.org/doi/10.1148/ryai.2020200057

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Radiological Society of North America

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source https://blog.jsa.digital/index.php/2020/11/04/data-science-pathway-prepares-radiology-residents-for-machine-learning-3/

Why You Shouldn’t Ignore Ad Hoc Analytics

In the COVID-19 reality, healthcare providers scramble to test and treat patients. They need access to new lab data and they must obtain ongoing input from patients about their symptoms. Some have implemented dashboards that show changes in the conditions of each patient with mild to moderate symptoms through patient self-reporting. When conditions worsen, a virtual consultation is performed. With this information, treatment plans are being rapidly customized. These life-saving activities rely on data and the ability to generate a quick answer to needs and questions that change daily.

While these operations are growing out of unprecedented healthcare demands of the pandemic, they are not new. In the past decade, this type of data-focused activity, known as ad hoc analytics, has grown considerably.

Through ad hoc analytics, leading business intelligence (BI) vendors, and an expanding pool of startup companies, have introduced solutions that generate insight to specific questions using relatively straightforward interfaces. What is common to these solutions is that they allow non-technical users, like nurses and physicians, to interact with the data without necessarily knowing database queries or the technical infrastructure underlying their work.

But another important aspect of ad hoc analytics is that it does not fit well with the common notion of how analytics should develop in a company.

The Linear Vision of Analytics Doesn’t Quite Match Up

If you are focusing on transitioning your company’s operation toward analytics, you have likely seen some version of Gartner’s analytics ascendency model. It has become somewhat of an axiom in the analytics space.

The idea is that you start with rudimentary descriptive analytics, which gives you a basic sense of your data by way of descriptive statistics and dashboards. You then progress the analytics operations by engaging at a higher-level with the data with diagnostic analytics. This helps you identify root causes and develop actionable business strategies. Moving forward, using the data and measures developed in the previous stages, you apply statistical models to make predictions that inform your planning. Finally, you reach the most mature type of analytics, one that is both complicated and financially rewarding, by way of algorithms that prescribe optimal courses of action.

Undoubtedly, there has been a tremendous effort in companies to adopt the idea undergirding this vision of analytics. While never easy (or cheap), developing capabilities along this linear evolution in analytics generally pays off.

But this notion of analytics ignores other types that often grow outside of the data science area in different parts of the company, like ad hoc analytics. Not paying enough attention may mean that insufficient resources are being directed to these developments. More concerning, insights gained in other parts of the company may be excluded from the analytics objectives of the company.

Why Ad Hoc Analytics Has a Bad Reputation

Being removed from the typical data science thinking of analytics, ad hoc analytics is often considered a low-end application — baggage from the old ways of analyzing data haphazardly.

There is validity to this criticism. Users applying ad hoc analytics often keep the knowledge gained from their work to themselves. For instance, being able to generate dashboards and reports more easily also means that ad hoc analytics can discourage communication between users and the data science team. Therefore, the risk is further removing these otherwise isolated activities from the analytics apparatus of the company.

Still, by simplifying access to data and insight generation, this method slashes the time it takes to derive insight from data. It also removes significant overhead from the data science team, so that they can focus more closely on the more complex (linear) application in analytics.

Importantly, ad hoc analytics brings users from different parts of the company closer to working with data and being a contributing part of the analytics apparatus.

Revisiting the healthcare provider example, for instance: Learning from results collected tentatively by client-facing users that seek to address a difficult challenge, the data science team of a hospital can help predict patient demands and prescribe ways to optimize supplies and staff that can be used in the company during, as well as after, the pandemic.

Implementation Tips

There are several ways a company can successfully implement ad hoc analytics.

Simplify access to data. The ability to perform ad hoc analytics requires upfront involvement of technical staff to generate queries and connect the BI platform to data assets. Invest time and resources needed to make this work. To benefit even more, implement data lake architecture to ensure that users have transparent, yet secure, access to as many data assets as possible.
Invest in training. You should not expect everyone to become a data scientist (that’s kind of the idea behind ad hoc analytics). But exposing some of the complexities under the hood tends to help staff understand the potential and limitations of what they can do. It brings them closer to the data and helps them communicate better with more linear developments of analytics in the company.
Communicate analytics. Silos suffocate insight and innovation. True, some ad hoc reports are generated to answer a very specific question only one individual can use. But many other examples that arrive from ever-changing needs of staff can affect how you think about your analytics priorities more broadly. It is important to facilitate communication about analytics across units to address those changing priorities, especially with the data science team.
Cultivate analytics liaisons. Identify individuals who are most passionate about data in a department (you can find them during training, for example). Nurture their knowledge in analytics by offering more training, and letting them provide input on the larger, more linear data science pipeline. These invaluable individuals can help their colleagues implement ad hoc analytics and be conduits of knowledge about analytics across the company.

Ultimately, the more users that partake in data-centered work, the higher appreciation and support they have to investments in data and analytics. And when done properly, both the more linear data science apparatus and the more nonlinear ad hoc analytics can complement each other.

Read More From Zack KertcherHow to Get Complex Technology Off the Ground in New Communities

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source https://blog.jsa.digital/index.php/2020/11/04/why-you-shouldnt-ignore-ad-hoc-analytics/

Hitachi Lumada Alliance Partnership with AWS, Cisco, Google, Microsoft, Salesforce Drives Digital Solutions to Global Challenges

by Sharon Florentine • Nov 4, 2020

Hitachi, Ltd. today announced a new global digital innovation program, the Lumada Alliance Program, that will bring together industry-leading companies in an attempt to leverage technology to solve pressing global business, societal and environmental problems. Initial global members on the Lumada Alliance include Amazon Web Services (AWS), Cisco, Google Cloud, Microsoft and Salesforce.

Partners in the Lumada Alliance bring expertise in information technology, operational technology, vertical industries, academia and government to collaborate on digital solutions that deliver economic growth as well as social, environmental and quality of life innovations, according to a statement released by the company.

Lumada Alliance Program: Hitachi, Microsoft, Google, Cisco, AWS, Salesforce Collaboration

The Lumada Alliance Program falls under the umbrella of Hitachi’s Social Innovation Business strategy. Lumada is Hitachi’s advanced digital solutions, services and technologies business unit “for turning data into insights to drive digital innovation,” according to the company. Its purpose, Hitachi said, is to deliver solutions that increase social, environmental and economic value for customers. The Lumada Alliance program’s goals include creating an ecosystem of partners who can collaborate and share ideas, innovation strategies, technologies and relationships to accelerate economic growth and social innovations, according to the statement.

Hitachi aims to create new value, address business, economic and environmental challenges and resolve social issues in the areas of transportation, energy, health and safety, global trade and supply chains and environmental sustainability, the company said.

The new Lumada Alliance will focus on co-creating digital solutions through partnerships with Lumada Alliance members. The solutions will combine Hitachi’s expertise in IT, energy, mobility, smart life and industry-specific vertical market expertise with the capabilities and technologies of Lumada Alliance members, according to Hitachi.

Going forward, Hitachi will continue to expand the program globally through its digital infrastructure and solutions subsidiary Hitachi Vantara, which plays a key role in serving the worldwide Lumada business, according to the statement.

The Lumada Alliance will include three tiers of partners:

Solution providers, who develop, integrate and deliver digital solutions
Technology partners, who provide advanced products and technologies for use in developing and managing solutions
Innovation partners, who provide deep expertise in vertical industries, government and public infrastructure, and research and development.

Hitachi Lumada Alliance: Executive Commentary

Toshiaki Higashihara, president and CEO, Hitachi Ltd.

Hitachi President and CEO Toshiaki Higashihara announced the new program at Hitachi’s annual Social Innovation Forum event, and said:

“This program will allow us to pursue collaborative creation and build a value-generating ecosystem together with all our diverse partners across industry lines, utilizing the technologies, expertise, and ideas.” said Toshiaki Higashihara, president and chief executive officer, Hitachi Ltd. “This will facilitate a further acceleration of the social innovation. I am convinced that this ecosystem initiative can contribute to solving various social issues and improving people’s quality of life, as well as mutual growth. With all our partners who support the vision of this program, we will do our utmost to realize a sustainable and affluent society together.”

The Lumada Alliance will accelerate the convergence of information technology and operational technology, according to Hitachi. As digital technologies such as cloud computing, artificial intelligence, Internet of Things (IoT), smart spaces and edge computing converge with traditional operational and industrial technologies, Hitachi said there’s great potential for digital solutions to deliver increased productivity, connected ecosystems and faster innovation, as well as solve economic inequality, environmental concerns and improve people’s quality of life worldwide.

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source https://blog.jsa.digital/index.php/2020/11/04/hitachi-lumada-alliance-partnership-with-aws-cisco-google-microsoft-salesforce-drives-digital-solutions-to-global-challenges/

Sinclair Names John Zeigler Chief Marketing Officer

BALTIMORE, Md.—Sinclair Broadcast Group has hired John Zeigler as its new chief marketing officer. Zeigler will focus on the development of brand marketing strategy for all Sinclair affiliate stations and 21 Regional Sports Networks (RSNs), and assume responsibility for Sinclair’s Promotions, Creative Services and Marketing departments.

In the announcement, Sinclair’s President of Broadcast and Chief Revenue Officer Rob Weisbord said, “John has consistently developed strategic marketing campaigns that led to incredible brand growth across multiple networks. As a pioneer of both creative and marketing strategy within the broadcast industry, Sinclair cannot wait to see what exceptional work John will bring to both our viewers and the Sinclair community.

Zeigler’s career spans two decades leading creative and marketing strategy for sports news brands. Most recently, he was vice president for the YES Network where he established an in-house creative and marketing agency named YES Creative Group that oversaw on-air branding, digital marketing and strategic initiatives.

Zeigler also held positions with Z Living Network, WGN America and Tribune Creative Group & Turbo Dog Productions. In addition to his leadership roles, he worked in marketing and creative departments for several U.S. local television broadcast markets.

Content Originally Published by Google.

source https://blog.jsa.digital/index.php/2020/11/04/sinclair-names-john-zeigler-chief-marketing-officer/