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<ul class="summary-list"><li>The chief AI officer is a developing C-suite position that leads a company's AI strategy.</li><li>The AI chief at Golin, a PR agency, said his role was created to help the company integrate AI.</li></ul>Companies worldwide are <a target="_blank" class="" href="https://www.businessinsider.com/technology-executives-on-artificial-intelligence-applications-role-of-cto-cio-2024-9">using AI to enhance their efficiency and creativity</a>. Golin, a global public-relations agency, is embracing this transition with the ambitious goal of becoming the world's first fully AI-integrated PR agency by 2026.Jeff Beringer, Golin's newly appointed <a target="_blank" class="" href="https://www.businessinsider.com/chief-artificial-intelligence-officer-job-skills-required-2024-5">chief AI officer</a>, said he hoped to weave AI into every facet of the company's operations. He told Business Insider that the company was in the "phase of enablement" as it rolls out AI-powered tools to employees and strategizes how to use AI with clients. Golin partners with companies such as Adobe to access their AI services and also develops more niche solutions in-house.Beringer, who's worked at Golin for over 20 years, stressed that public relations would always require a human touch. He said Golin wasn't looking to use AI for automation but for "intelligence augmentation."The following has been edited for clarity and length.The role of chief AI officer is new for Golin, and you're the first to have the title. Why did the company see the need for a CAIO?Our journey with AI began over two years ago when we started an incubator to explore how <a target="_blank" class="" href="https://www.businessinsider.com/top-artificial-intelligence-customer-experience-business-applications-2024-5">new technologies could enhance our work </a>for clients. We realized that the changes in AI are happening much faster than anticipated.Our executive leadership team asked ourselves, if we were starting this 70-year-old agency from scratch today, would it look the same? The answer was probably not.So we made a transformation plan to become the first fully AI-integrated global PR agency by the start of 2026. By fully integrated, we mean that every employee, regardless of role, specialty, or seniority, will benefit from AI's assistance.That's a lot of change in a short time, and my role spun out of that ambition. As the chief AI officer, my job is to <a target="_blank" class="" href="https://www.businessinsider.com/what-the-ai-revolution-means-for-business-2024-5">orchestrate that change</a> by working with other leaders at Golin and with our clients.What specific steps has Golin made toward achieving the goal of becoming fully AI-integrated by 2026?We've mapped out a detailed plan that unfolds in phases, almost quarterly. The first step was setting the right ambition and making sure everyone in the organization understands it, and we've done that.Currently we're in the phase of enablement. We've identified the right tools for core jobs across our organization and are building or licensing the best technology to support them.We're also working with client partners to test these tools. For example, with Grubhub, we're <a target="_blank" class="" href="https://golin.com/2024/11/04/ai-in-pr-lessons-from-golin-and-grubhubs-special-delivery-campaign/">exploring how AI can improve our work</a>, from research and insights to creative content production.Can you share details about the specific AI tools, software, and services Golin is using?Our philosophy is to remain flexible and not get boxed in with specific providers. That said, we have partnerships with companies like Adobe. Adobe's Firefly technology, for example, is transformative for creative work.Besides partnering, we develop products internally. We've created a solution for influencer vetting. Using AI, we can analyze up to 10 years' worth of an influencer's online presence to identify potential risks. Before, that was both time-consuming and less thorough.We also use <a target="_blank" class="" href="https://www.businessinsider.com/ai-surveillance-detects-emotion-at-work-gets-you-fired-2023-11">AI for emotive content testing</a>. Traditionally, content testing involved expensive and time-consuming focus groups. Now we use AI and facial-recognition technology to gauge real-time emotional reactions to content that hasn't been published yet.Does Golin have an engineering team on staff to develop these solutions?We have developers, but we're not a technology company. Our strategy is to work with the best partners out there.However, we're adding depth in areas like data science and data architecture because there's immense opportunity in leveraging the data we generate daily. We're hiring in these areas to better synthesize data and make more informed decisions with AI assistance.Importantly, we're not trying to replace people with server farms. Instead of AI and automation for everything, we're at intelligence augmentation. What our clients really want is a great human partner.There's a lot of interest in AI, but also a lot of criticism. How does Golin balance excitement with caution, especially with clients more wary of AI?It's evolving, and it reminds me of the early days of digital or social media. Some clients are eager to move fast, while others take a wait-and-see approach.What's different with AI is the speed at which clients have moved from being inspired to focusing on application. They want to see results, not promises.Each client is different in their appetite for AI, but many realize that if they don't embrace it, they <a target="_blank" class="" href="https://www.businessinsider.com/how-ai-extended-reality-disrupting-changing-technology-industry-2023-8">risk being left behind</a>.From a business perspective, where are you looking to see the return on investment with AI?We are focused on efficacy more than efficiency.With clients, our primary metrics are improved outcomes. We want to see that our clients are satisfied.Internally, we're looking at employee engagement and happiness. If AI helps our people spend more time on thoughtful, strategic tasks rather than routine ones, that's a win.These are the most important goals. Is our work getting better? Are our people happier in their roles? If we get those two things right, everything else will follow.

Golin's first chief AI officer shares the company's strategy for using AI to transform public relations

<ul class="summary-list"><li>Parminder Bhatia was appointed in March 2023 as GE HealthCare's first chief AI officer.</li><li>Bhatia said AI could help the company provide better clinical support by optimizing healthcare data.</li></ul>Artificial intelligence will have an appreciable impact on the healthcare industry, Parminder Bhatia, the chief AI officer of GE HealthCare, says. Specifically, he told Business Insider, there's a "huge opportunity" for AI to assist in clinical support and decision-making.In 2023, GE HealthCare appointed Bhatia as its first chief AI officer to spearhead its AI strategy and integration. Bhatia joined the company with experience from his previous role at Amazon, where he led the development of several generative-AI products.Bhatia's job at GE HealthCare, he said, is to understand AI's capabilities and limitations to accelerate its application.The following has been edited for clarity and length.The role of chief AI officer is new for GE HealthCare, and you're the first to have this title. How did this position come about?It began when GE HealthCare spun off from the larger GE conglomerate in January 2023.At that same time, GE HealthCare formed a science and technology organization to drive innovation through research and development.<a target="_blank" href="https://www.gehealthcare.com/about/newsroom/press-releases/ge-healthcare-names-health-tech-pioneer-taha-kass-hout-first-chief-technology-officer?npclid=botnpclid&amp;srsltid=AfmBOoqyATRb06pqIRdU4sOpTYxQUP2W1PXC6nr-BM1n7owwmF2yrmfg">The company hired Dr. Taha Kass-Hout to lead it</a>, who became CTO, and he created the role of chief AI officer. I joined in March 2023 as CAIO.Just to give some context, about one-third of all the world's data comes from healthcare. Yet only 3% of that data is actively used. There's a huge opportunity in how AI can better use that data for clinical support and decision-making.What brought you to this role, and what's your background in AI?Before joining GE HealthCare, I was at Amazon, where I led the development of generative-AI products like <a target="_blank" href="https://www.businessinsider.com/amazon-asks-its-coders-to-use-aws-chatgpt-rival-codewhisperer-2023-3">Amazon CodeWhisperer</a>. I also worked on AI healthcare solutions such as <a target="_blank" href="https://www.businessinsider.com/how-amazon-will-impact-the-300-billion-health-it-market-2018-12">Amazon Comprehend Medical</a>, which helps understand unstructured clinical notes.It was a great experience at Amazon, but I felt I was a step away from the customer. At GE HealthCare, I'm closer to the patient experience. GE HealthCare technologies are embedded directly into devices like MRI and CT machines, directly impacting over a billion patients every year.How does your role interface with the rest of the company?I work on streamlining operations across different businesses. We have divisions like ultrasound, CT, and MR imaging, each with their own needs. I accelerate their AI adoption by building platforms that help them move faster.I also work with external partners. They bring key complementary skills and technologies. For instance, our collaboration with AWS focuses on security and compliant cloud solutions, which are essential for handling sensitive healthcare data. Our partnership with Nvidia aids in scaling our AI technologies.And finally, I work with institutions like Mass General Brigham and Vanderbilt University Medical Center, which help us research and evaluate new solutions.Can you share some examples of how AI is being integrated into GE HealthCare's products?One example is <a target="_blank" href="https://www.gehealthcare.com/products/magnetic-resonance-imaging/air-recon-dl">GE HealthCare's Air Recon DL</a>. It's an AI-powered imaging solution that reduces MRI scan times by up to 50% while maintaining the same image quality. This is beneficial for patients who have difficulty staying still for long periods, like those with dementia. We've also developed medical-imaging foundation models to accelerate the development of AI capabilities.With Mass General Brigham, <a target="_blank" href="https://www.gehealthcare.com/about/newsroom/press-releases/ge-healthcare-and-mass-general-brigham-collaborate-on-an-ai-algorithm-to-predict-missed-care-opportunities?srsltid=AfmBOopC9AD7hvEgDIpmoRyWNIwl99nXz_Z0Lzu6Lv9CIVKfw_P7JUIa">we investigated missed care opportunities</a>. That's when a patient skips or misses an appointment. With them, we built a model that can predict this with up to 96% accuracy.Do you have an engineering team that reports directly to you, or do you provide a strategy for existing teams?It's a hybrid approach. GE HealthCare has a strong skill set across its businesses and often when building platforms, we are working with the company's other businesses.We also have science and engineering teams as part of my group. We can build capabilities from the ground up.How are you thinking about the future of AI at GE HealthCare over the next three to five years?I think it's important to understand what AI can and can't do.<a target="_blank" href="https://www.gehealthcare.com/about/newsroom/press-releases/ge-healthcare-announces-ai-innovation-lab-showcasing-five-new-research-projects?srsltid=AfmBOoowhGbNSGe8KXncWYUIM-Acm4QVqyJ8mMkGJfWNyQZbq6XmD63t">We've established an AI Innovation Lab</a> to evaluate cutting-edge technologies. We are asking, "How can we put solutions out to our customers to get their input?" AI technologies have great potential, but we're still early, and we need that feedback.I also think that long term, this role is about how we align and understand our overall AI strategy. Everyone is asking about AI, from internal teams to company boards. We need to understand how we're making progress in the space to know that we're investing in the right direction.

GE HealthCare is tapping into AI to improve clinical support — an initiative led by the company's first-ever chief AI officer

Foster is the chief data officer of the US Central Command. Centcom, which heads US military operations in the Middle East, Central Asia, and parts of South Asia, has been testing out AI and computer-vision applications for the Department of Defense and adding tech talent to support its missions. Foster, part of Business Insider's 2024 AI Power List, previously helped develop big data and AI applications at several technology companies with US defense contracts, including CrowdAI and Maxar Technologies. He's also served as an intelligence officer at the National Geospatial-Intelligence Agency and as an officer in the Air Force.See Business Insider's full <a target="_blank" class="" href="https://businessinsider.com/ai-power-list-2024">AI Power List</a>

Michael Foster, US Central Command chief data officer, uses AI to make an impact on defense

<ul><li><keyword id="19894961" type="General" weightage="20" keywordseo="apple" source="keywords">Apple</keyword> recently appointed its new CFO</li><li>The company's new CFO is <keyword id="19990665" type="General" weightage="20" keywordseo="Indian-origin" source="keywords">Indian origin</keyword> <keyword id="22930009" type="General" weightage="100" keywordseo="Kevan-Parekh" source="keywords">Kevan Parekh</keyword></li><li>He will assume his new role in 2025</li></ul> Just after confirming the launch date of the iPhone 16, Apple had another announcement in store. The company announced a change in its leadership team and appointed Kevan Parekh as its new <keyword id="19955483" type="General" weightage="20" keywordseo="Chief-Financial-Officer" source="keywords">Chief Financial Officer</keyword>, effective January 1, 2025. Parekh, who has been a vital part of Apple’s finance leadership for over a decade, will succeed <keyword id="20142289" type="General" weightage="20" keywordseo="Luca-Maestri" source="keywords">Luca Maestri</keyword>, a seasoned executive credited with more than doubling Apple’s revenue during his tenure. Read on to know all about the Indian-origin senior Apple executive. <h2>Who is Apple new CFO Kevan Parekh</h2> Parekh has been with Apple for 11 years and is currently leading Financial Planning and Analysis, G&amp;A and Benefits Finance, Investor Relations, and Market Research. Prior to this, he led Worldwide Sales, Retail, and Marketing Finance at Apple. Parekh began his tenure at Apple by leading the financial support of Apple’s Product Marketing, Internet Sales and Services, and Engineering teams. Before joining Apple, Parekh honed his financial expertise at industry giants Thomson Reuters and General Motors. At Thomson Reuters, he climbed the ranks to become Corporate Treasurer, where he was responsible for overseeing the company's global financial operations. His stint at General Motors saw him take on significant roles, including Director of Business Development in New York and Regional Treasurer in Zurich, where he managed financial operations across Europe. Talking about Parekh’s academic background, he holds a Bachelor of Science in Electrical Engineering from the University of Michigan and an MBA from the University of Chicago. As Parekh steps into his new role, Apple is on the brink of launching a series of AI-powered features that could redefine the iPhone experience. <h2>Apple’s press release</h2> In a press release, Apple noted that as Parekh assumes his new role, Luca Maestri will be continuing his journey in the company. Although he will step down as CFO, Maestri will continue to lead Apple’s Corporate Services teams, including information systems and technology, information security, and real estate and development. “During his time as CFO, Maestri enabled essential investments and practiced robust financial discipline, which together helped the company more than double its revenue, with services revenue growing more than five times,” the company said in the press release. Talking about the next CFO and his next stint with Apple, Maestri said, “I’m looking forward to the next stage of my time at Apple, and I have enormous confidence in Kevan as he prepares to take the reins as CFO. He is truly exceptional, has a deep love for Apple and its mission, and he embodies the leadership, judgment, and values that are so important to this role.” <h2>CEO Tim Cook about Kevan Parekh</h2> Apple CEO Tim Cook also expressed his confidence in Parekh’s ability to lead the company’s financial strategy. “For more than a decade, Kevan has been an indispensable member of Apple’s finance leadership team, and he understands the company inside and out. His sharp intellect, wise judgment, and financial brilliance make him the perfect choice to be Apple’s next CFO,” Cook said according to a press release by Apple. SEE ALSO: <a href="https://www.businessinsider.in/tech/news/one-of-tim-cooks-big-bets-is-paying-off/articleshow/111763164.cms" data-type="tilCustomLink" target="_blank">One of Tim Cook's big bets is paying off</a> <a href="https://www.businessinsider.in/tech/news/the-iphone-16-is-less-than-3-months-away-heres-what-to-expect/articleshow/111412824.cms" data-type="tilCustomLink" target="_blank">The iPhone 16 is less than 3 months away here's what to expect</a>

Apple's new CFO is Indian origin Kevan Parekh: All you need to know

<ul class="summary-list"><li>Maggie Hulce is Indeed's chief revenue officer and a member of BI's <a target="_blank" href="https://www.businessinsider.com/workforce-innovation-board-tackles-topics-such-as-c-suite-innovation-ai-worker-wellness-2024-8">Workforce Innovation board</a>.</li><li>Hulce says problem-solving skills and an openness to change will become more important with AI adoption.</li></ul>Business Insider's "Workforce Innovation" series features an advisory board of experts, convened from a wide variety of roles and industry verticals, to talk about driving positive outcomes across four key change drivers — artificial intelligence, diversity, equity, and inclusion, worker well-being, and C-suite transformation.During her eight years at Indeed, Maggie Hulce has held several positions, including executive vice president and general manager for Job Seeker at Indeed, general manager of enterprise research and development, and vice president of global sales strategy.That background has been good training for AI leadership. Cross-functional understanding, Hulce said, is an essential skill for today's C-suite as executives navigate the innovation juggernaut of artificial intelligence. "Technology is actually making the lines between functions more blurred than they have been in the past," she said.Business Insider spoke with Hulce at Indeed's annual FutureWorks event, where CEO Chris Hyams announced the company's new <a target="_blank" class="" href="https://www.indeed.com/lead/the-world-can-work-better">Pathfinder</a> product, an AI tool that serves as a kind of agent to help job seekers zero in on relevant career opportunities.Hulce said that Indeed would infuse more AI into its products over the next year and that the long-term goal of these initiatives was better worker well-being. "It's about how to help people navigate their choices in a format that feels conversational," she said, "to help you find whatever it is in the world that makes you happy."The following has been edited for length and clarity.How are you and other business leaders driving AI adoption in companies?Companies are trying to decide how much to focus on big, bold, transformational projects versus more bottoms-up adoption.A lot of leaders have come to the realization that you can't totally mandate AI. You need to have some bottoms-up adoption. You need to have champions. You need to have people sharing stories of how it made their lives better.For people who haven't yet experienced it, it can feel scary. But if you have peers sharing stories of tools they're using, how it's helping, and how it's making life simpler, and there's peer-to-peer sharing and learning, that helps it catch on.There are certain AI capabilities that we want to use more systematically. So, for example, in our sales organization, we have software for coaching, so we're saying, we want you to use it this way. Because we want people to have coaching conversations, and here's a tool that will enable it. It's here to make it simpler.It can be completely overwhelming if you try to change everything all at once. So you have to start with use cases that solve a real problem. Pick a use case and show how AI tools are really helping to solve this in a simpler, faster way, and then you can start to naturally build from that.If you try to eat the whole elephant at the same time, it's just too overwhelming. In a lot of change initiatives, you have to get some wins, and you have to show people the wins. If it sounds like you're talking a big game, you can lose people.Are there practical ways that companies are encouraging their teams to start using AI?Companies can see how every piece of software they run their businesses on is going to come with AI capabilities.People learn how to use new software all the time, so if the next generation of software is all coming with built-in AI capabilities, it actually isn't so scary. It becomes a feature inside of something they already use that helps make their work faster, easier, and better.In our organization, we've given people the ability to use things that are common — like how to use ChatGPT appropriately. We also have tools like Glean, and so many other software providers are coming out with AI-enabled capabilities. People are using Zoom and its AI to synthesize hourlong meetings after the fact.That's one very practical thing that everyone's living through right now, and it's an easy way to step into the problem.How are you and other C-suite leaders thinking differently about guiding their organizations through this rapid change?There is a lot of reflection about how to keep learning new things. The pace of change is accelerating, and that means we all have to be constant learners and students of the business.When you see what technologies can do, it also means that traditional ways of thinking about functions may start to make less sense than they used to. You have to actually think about these problems from a different lens.Some of the core problem-solving capabilities: How do you design better workflows and operational flows? How do you help excite people who feel daunted because things are changing? Those are skills that become more and more important.It is also crucial that leaders within C-suites understand more about other functions than they do today. You can have lots of different functional leaders who grew up in and have expertise in their function — but when you're solving customer problems, you're solving operational problems. These are customer problems, end to end.At Salesforce's Dreamforce this year, we listened to the Salesforce head of customer success say that what they used most was Data Cloud, which most people think is for the technical people. And they use Marketing Cloud because most of customer success is actually marketing-led outreach at scale.So those two disciplines together are actually more important for my success and customer success than what people would normally think. Technology is making the lines between functions more blurred than they have been in the past.What do today's C-suite leaders need to leave behind? What doesn't work anymore?Some of this is typical leadership advice, but there are people who have ascended in a particular function based on their competence in that function.The challenge in this moment in leadership is to reimagine how all these things should happen. There can be some natural resistance to that. When you get to leadership, you have to keep challenging. You have to keep reinventing.The pace of change now and the potential for reinvention, it's just so much greater and so much faster than it was before. How do you think about problems more cross-functionally, more creatively, and with more potential for reinvention? Five years from now, how companies do work will be 80% different across a range of functions. People have to be willing to say, "OK, there's a much better way to do things."

As AI innovation takes hold, business leaders need to think cross-functionally and keep learning, says Maggie Hulce, Indeed's chief revenue officer

<ul class="summary-list"><li>Karthik Suri, Cornerstone OnDemand's chief product officer, said AI can help fix a workforce readiness gap.</li><li>Suri said Cornerstone uses the tech to inform employers of talent-development opportunities.</li></ul>This as-told-to essay is based on a conversation with Karthik Suri, the chief product officer of Cornerstone OnDemand, which provides software for workforce management and development. The following has been edited for length and clarity.Through my decadeslong career in tech, one thing that has become clear is that when emerging technology is used responsibly to harness human potential, the world is a better place. Two years ago, I was drawn to join Cornerstone OnDemand because of its mission to help organizations thrive in a changing world.<a target="_blank" href="https://www.weforum.org/publications/the-future-of-jobs-report-2023/digest/">The World Economic Forum</a> estimates that 44% of employees' skills will be disrupted in the next five years thanks to everything from societal changes to emerging technology.This is leading to a <a target="_blank" href="https://www.cornerstoneondemand.com/resources/article/Lighthouse-workforce-readiness-gap/">workforce readiness gap</a>, and we're using AI to help fix it. This year, we launched <a target="_blank" href="https://www.cornerstoneondemand.com/platform/">Cornerstone Galaxy</a>, an AI-powered talent-development platform that's helping transform strategic workforce planning.<h2 id="0134f60f-f4fb-479b-8d85-5722d4ad669c">Helping employers fill skill gaps</h2>When it comes to workforce planning, employers need to answer two questions: What skills do I need to deliver my business outcomes now and in the future? And what skills do I already have in my organization?By integrating AI into our software, we're able to better answer these questions by processing terabytes of data every day, from billions of job descriptions for open positions to employee performance data.From a macro perspective, this can help employers identify skills that may be in surplus or skills shortages in different geographies or functions. This helps them plan their hiring approach and internal talent-development strategy.From a micro perspective, it can assist with short-term rebalancing. Say I have a labor shortage in a specific plant and need a person certified in operating certain machinery who speaks a certain language. It can be difficult to find this person manually: Data about an employee gets spread into a litany of systems on the day they join a company. Our system uses AI to synthesize that information and indicate the employee resources you can tap into to solve your labor shortages.<h2 id="dbd8b3be-0883-45a2-872a-ba19eb40cdb4">Helping employees plan career paths</h2>This richness of data can also help us provide the right learning and growth opportunities to employees and keep them engaged.Imagine AI as a mentor that understands the context of where you are in your career and the growth paths available in an organization. That data, powered by the right generative and descriptive AI, can help employees take the right learning recommendations at the right time in their journey.Our platform can help answer questions like what career-path opportunities are there for me in the organization? What are the next-level internal job opportunities I could consider? For a chosen career path, what are the performance targets or skills I need to be working toward? Who are the mentors I could work with?Employees can also query for a specific skill they want to build and be directed to the precise courses, videos, podcasts, and even virtual-reality and extended-reality opportunities to learn and practice that skill.<div type="image" title="An AI-powered interface platform asks an employee questions about their desired career growth" height="947" width="1600" msid="112846806" hostid="261" sizebytes="115774"></div><h2 id="0210cd18-7f0b-4a23-b0b8-8e8a14a994db">Maximizing employees' potential</h2>With the right talent-development systems in place, AI will allow employers to better use their existing talent. By automating the mundane, talent can be upskilled and reinvested to solve bigger problems for your organization.So instead of thinking about AI as job loss, think about it as changing the shape of our workforce and its possibilities.

I'm the chief product officer of a workforce software provider — here's how my company uses AI to help develop talent

<ul class="summary-list"><li>Airports are looking to private wireless networks to improve operations, execs said at MWC Las Vegas.</li><li>Passengers could see benefits like smoother baggage claim and check-ins, the panelists said.</li></ul>Private wireless networks are key to ushering in a better airport experience for both the travel hubs' operations and <a target="_blank" class="" href="https://www.businessinsider.com/busiest-airport-world-atlanta-dubai-tokyo-heathrow-dallas-list-ranking-2023-12">the billions of passengers who pass through them</a>.That's according to airport executives who spoke on a panel about connected aviation Tuesday at the trade show <a target="_blank" class="" href="https://www.businessinsider.com/mwc-las-vegas-2024-5g-ai-mobile-communications-conference-2024-10">Mobile World Congress Las Vegas</a>.<a target="_blank" href="https://www.businessinsider.com/las-vegas-private-5g-network-2023-9">Private networks</a> generally offer greater security and reliability, lower latency, and higher bandwidth compared with public networks. For these reasons, they can help airports with operations and communications, plane and baggage tracking, and security.California's Ontario International Airport, for example, is using a private wireless network to run its perimeter-intrusion detection system, Charles Miwa, the airport's chief information officer, said."As I think about a future with a lot of growth, private wireless is foundational. It's going to enable us to accommodate these ad hoc moves," he said, emphasizing the need for flexibility given how often many airports do some form of construction to update their infrastructure."We're trying to run more efficient airports, more customer-friendly airports," said Michael Youngs, the vice president of information technology at Dallas Fort Worth International Airport, which last year announced a $10 million deal with AT&amp;T for a <a target="_blank" class="" href="https://www.businessinsider.com/guides/tech/what-frequency-is-5g">private 5G network</a>."We're not going to do it with people. We're not going to do it with brick and mortar. We're going to do it with technology, with IoT, but we need that base foundational level of connectivity, private wireless, that's going to enable it," he added, referring to the Internet of Things.Private wireless networks can also help enterprises with cost and mobility by reducing the expense of installing cables and by providing connectivity to areas that might be harder to reach with wires."We traditionally at the airport, especially, do not put anything very secure across wireless. We just don't do it," said Kyle Mobley, the director of information technology at the Port of Oakland, which operates the San Francisco Bay Oakland International Airport. "And it's not because we have any proof it's going to be less secure in the way we do it. It's the what you don't know."Mobley added: "Having this infrastructure wirelessly is huge." Mobley spoke of using private wireless for passenger traffic sensors, for example."It's tough to keep sending people out in the field to investigate things at 2 o'clock in the morning," he said. "And we cover such a wide area that getting these sensors — lidar, cameras, whatever it ends up being — in every corner of our property is huge to give that person working that desk the ability to know what's going on. Do I have a squirrel running up the fence, or is it somebody? The squirrel will sometimes send 10 cars out there, and that's not very efficient."Roughly 58% of airports worldwide that participated in the survey are investing in major development programs for a 5G communications network, and another 29% have research-and-development programs for the tech by 2026, said the <a target="_blank" class="" href="https://www.sita.aero/globalassets/docs/surveys--reports/2023-air-transport-it-insights-v6.1.pdf">2023 Air Transport IT Insights</a> report from SITA, an IT and telecommunications service provider for the aviation industry, and Airports Council International.As for passengers, they might see benefits like quicker <a target="_blank" class="" href="https://www.businessinsider.com/heres-what-to-do-when-an-airline-loses-your-luggage-2022-7">baggage claim</a> or smoother check-ins."I'm not really looking to be in the private-wireless business — I feel like I have to be in the private-wireless business," Youngs said. "I need to harness data to take our airport forward. That's really the end game."

Airports are investing in private wireless networks to improve operations and travelers' experience

<ul class="summary-list"><li>Chief, a networking and growth organization for executive women, has cut staff.</li><li>The layoffs primarily impacted tech and admin roles, a spokesperson confirmed to BI.</li></ul><a target="_blank" class="" href="https://www.businessinsider.com/photos-see-alphabet-backed-members-only-club-nyc-women-executives-2022-7">Chief</a>, a networking organization for women in executive positions, has cut staff across the company in a restructuring effort.A spokesperson for the company confirmed the move in response to an inquiry from Business Insider, saying it would give Chief "more agility" moving forward."We did announce a restructuring last week that primarily impacted our technology and administrative functions. Like many companies, we are balancing growth and profitability," the spokesperson said in an email, adding that the company was striving to support the affected employees.Chief describes itself as the nation's largest network of senior executive women. In a recent press release, the company said its members — 40% of which are C-suite executives — represent over 10,000 companies.Cofounders Carolyn Childers and Lindsay Kaplan launched <a target="_blank" class="" href="https://www.businessinsider.com/female-ceos-chief-private-network-mentorship-coaching-lessons-nyc-2019-1">the leadership development organization</a> in 2019 with a mission to support women in senior positions and help them "maximize their leadership impact."In March 2022, the company announced it had secured $100 million in Series B funding led by CapitalG, Alphabet's independent growth fund, which brought Chief's total valuation to $1.1 billion. Months later, in October of 2022, the company said it would expand to the UK, with a London office opening in January 2023.More recently, the company has faced setbacks.In April 2023, Chief laid off 14% of its staff during what the founders called in an email to staff a "challenging macroeconomic environment," TechCrunch reported at the time.Then, this January, the company said it would close its London offices, withdrawing from its international expansion to refocus on the American market."While this was not an easy decision, we ultimately determined that focusing solely on our US operations, where the vast majority of our members (over 95%) are based, is the best next step for our business," the company said in a press release at the time.The spokesperson said the most recent restructuring will allow Chief to "focus on recently launched member experiences," such as its executive coaching and executive education programs, which range in price from $5,900 to $10,900, according to Chief's website."Our vision remains the same — to build the most powerful network of executive women and maximize their leadership impact," the spokesperson said.

Chief, the networking group for executive women, has laid off staff

<ul class="summary-list"><li>Fires at DHL warehouses this year may have been part of Russian sabotage operations, officials have said.</li><li>The Kremlin is suspected of ramping up hybrid attacks on Europe in recent months.</li></ul><a target="_blank" class="" href="https://www.businessinsider.com/spy-chief-warns-suspected-sabotage-nearly-caused-plane-crash-2024-10">Suspected Russian sabotage activities</a> targeting the air freight industry have been on the rise this year, and the industry is preparing for further action.Brandon Fried, the executive director of the Airforwarders Association, which represents US air cargo companies, told Business Insider that the industry had been on high alert since 9/11."So regardless of who is perpetrating this, whether it's another country or whether it's a terrorist organization, our industry has been vigilant for quite some time," he said, referencing two fires at DHL warehouses earlier this year that have been linked to Russia."They want to cause fear and panic, but we, as a community, are not going to let them. One of our overriding messages is that we're vigilant," Fried said.Western officials have said the <a target="_blank" class="" href="https://www.businessinsider.com/spy-chief-warns-suspected-sabotage-nearly-caused-plane-crash-2024-10">fires, which took place at two DHL sites in the UK and Germany</a> in July, may have been part of Russian sabotage operations that ultimately aimed to target North America, <a target="_blank" class="" href="https://www.wsj.com/world/russia-plot-us-planes-incendiary-devices-de3b8c0a">The Wall Street Journal</a> reported earlier this week.One package caught fire before being loaded onto a plane at a DHL freight center in Leipzig, eastern Germany, while a similar incident took place at a DHL warehouse in Birmingham in the UK.Thomas Haldenwang, the president of Germany's domestic intelligence agency, said in October that it was a "lucky coincidence" that the package in Leipzig caught fire on the ground and not during the flight.Haldenwang did not explicitly blame Moscow, but the German news agency DPA reported that security services were working on the assumption that the attack was connected to Russia, per the <a target="_blank" rel=" nofollow" class="" href="https://www.ft.com/content/b83353a7-bdf0-486b-8f12-d2834261d44f">Financial Times</a>.A police spokesperson told BI that counterterrorism officers were leading an investigation into the Birmingham incident and working to identify any links to similar incidents across the continent.The Wall Street Journal report said the fires were caused by electric massagers implanted with a magnesium-based flammable substance.The devices that ignited in the UK were traced to Lithuania, where officials say they appear to have been part of a wider Russian plot to get such devices on planes to North America, the Journal reported.Frank Umbach, a research director at the European Cluster for Climate, Energy, and Resource Security at the University of Bonn, said that Russian hybrid warfare had escalated from spying on critical infrastructure to active sabotage across the whole of Europe."Hybrid warfare has intensified here in Europe, particularly against Germany," Umbach said, adding that there was concern that German intelligence services had been "heavily penetrated" by Russian agents.Moscow has already been linked to a number of <a target="_blank" class="" href="https://www.businessinsider.com/russian-sabotage-germany-factory-weapons-car-parts-ukraine-diehl-2024-6">sabotage incidents</a> in Europe this year, including arson attempts and a reported plan to <a target="_blank" class="" href="https://www.businessinsider.com/russia-planned-to-assassinate-german-arms-firm-ceo-report-2024-7">kill the CEO of the German arms firm Rheinmetall, </a>which has made munitions and military equipment for Ukraine.Russia is suspected of using <a target="_blank" class="" href="https://www.occrp.org/en/investigation/make-a-molotov-cocktail-how-europeans-are-recruited-through-telegram-to-commit-sabotage-arson-and-murder">social media platforms such as Telegram</a> to recruit proxies to carry out such activities.Speaking a few months after the DHL fires, the chief of the UK's MI6 intelligence service, Richard Moore, said he believed Russian intelligence services had "gone a bit feral."And experts think it's unlikely such incidents will stop any time soon.Shashank Joshi, a former senior research fellow at the Royal United Services Institute who is now the defense editor at The Economist, told BI that he believed the suspected Russian sabotage operations were part of a "pretty broad-brush campaign" that could see the Kremlin target any EU or NATO member."I don't think that anyone is particularly immune as such," Joshi said.A spokesperson for Germany's Military Counterintelligence Service, known as BAMAD, said that the German military and NATO forces in Germany "continue to be a priority target for Russian espionage activities."Kremlin Spokesman Dmitry Peskov has denied Russia's involvement in sabotage operations in Europe.The Federal Office for the Protection of the Constitution, Germany's domestic intelligence services, and the BND declined to comment further.<div type="image" title="The RT logo at the company's headquarters in Moscow." height="683" width="1024" msid="115082510" hostid="261" sizebytes="75584"></div>Western officials say Moscow has also launched <a target="_blank" class="" href="https://www.ncsc.gov.uk/news/russia-behind-cyber-attack-with-europe-wide-impact-hour-before-ukraine-invasion">cyberattacks</a> and sought to <a target="_blank" class="" href="https://www.state.gov/disarming-disinformation/">spread disinformation</a> as part of its alleged sabotage operations.Russian state media sites like RT have already faced sanctions in the <a target="_blank" class="" href="https://www.state.gov/alerting-the-world-to-rts-global-covert-activities/">US</a> and the <a target="_blank" class="" href="https://www.consilium.europa.eu/en/press/press-releases/2022/03/02/eu-imposes-sanctions-on-state-owned-outlets-rtrussia-today-and-sputnik-s-broadcasting-in-the-eu/">EU</a> over allegations of disinformation.Keir Giles, a senior consulting fellow at Chatham House's Russia and Eurasia Program, said that Russian disinformation campaigns, espionage operations, and sabotage attempts were "intimately interlinked.""Objectives in the information domain can be served by kinetic actions and vice versa," Giles said. "The information component of warfare is seen as an integral part and interdependent with all of the other activities that Russia is undertaking.""That's something that's played out very clearly in Russia's war on Ukraine after the full-scale invasion," he added.

The air freight industry is on high alert after fires at DHL warehouses were linked to Russian sabotage operations

Amid heavy rain fall and <keyword id="20310051" type="General" weightage="20" keywordseo="flood" source="keywords">flood</keyword> situation in <keyword id="19896313" type="General" weightage="20" keywordseo="Andhra-Pradesh" source="keywords">Andhra Pradesh</keyword>, the <keyword id="19905239" type="General" weightage="20" keywordseo="National-Disaster-Response-Force" source="keywords" meta.keywordsubtype="org" meta.entityname="National Disaster Response Force" meta.hostid="261" meta.entityid="National Disaster Response Force">National Disaster Response Force</keyword> (<keyword id="19988414" type="General" weightage="20" keywordseo="NDRF" source="keywords">NDRF</keyword>) team along with <keyword id="20279329" type="General" weightage="20" keywordseo="Central-forces" source="keywords" meta.keywordsubtype="org" meta.entityname="Central forces" meta.hostid="261" meta.entityid="Central forces">Central forces</keyword> and district officials, provided food, drinking water, and other essential items to the flood-affected areas in <keyword id="19927072" type="General" weightage="20" keywordseo="Vijayawada" source="keywords">Vijayawada</keyword> through helicopters. This comes due to the heavy rainfall caused by the cyclonic storm in the Bay of Bengal, which has led to flooding in several areas of Vijayawada. The water level at Prakasam barrage in Vijayawada has also increased due to incessant rainfall in the region. Meanwhile Andhra Minister Nara Lokesh said that the state government Garu, has for the first time ever deployed drones to deliver relief materials and food flood-affected people. This has made <keyword id="22080122" type="General" weightage="20" keywordseo="relief-operations" source="keywords">relief operations</keyword> more efficient and quick. Earlier, Chief Minister Chandrababu Naidu, on Monday conducted a review over heavy rain fall and flood situation at the Andhra Pradesh Disaster Management Authority office and said that protecting the lives and property of people is his first priority. Andhra Pradesh has witnessed major devastation with heavy rainfall for the past three days recorded at 29 cm to 34 cm on a single resembling like cloud burst hitting normal life. Traffic flow on national highways came to a halt with overflowing of flood water and large number of train services were cancelled. As a result of Budameru floods several areas including Singhnagar, Nandamuri Nagar and other low lying areas were submerged within hours forcing nearly two lakh people to take shelter on the terraces of their buildings. The Chief Minister directed the officials to supply food and water to flood victims at first. With the personal intervention of the Chief Minister, officials swung into action and made arrangements to distribute food packets till late last night by venturing into flood affected regions through boats. Chief Minister Naidu also contacted Prime Minister Narendra Modi and Union Home Minister Amit Shah and apprised them of the present flood crisis and requested them to treat this flood devastation as natural calamity. As per the request of the CM, the central government responded immediately and started deploying 10 NDRF teams, 40 power boats and six helicopters to rescue people from flood affected regions. In a post on social media platform X the CM said "I visited the flood affected areas in Vijayawada on the second day. I have personally supervised the assistance provided to the affected people. I assured them. The power boats sent by the Center and the arrangements made by the state government have increased the speed of relief operations. Public safety is our responsibility. All efforts are being made to bring people out of this unexpected calamity as soon as possible. I wish the affected people to be brave". He repeatedly appealed to people that the state government will come to their rescue. Pained by the plight of people, Chandrababu Naidu appealed to officials to coordinate with people by adopting humanitarian approach to increase confidence levels of people at the hour of crisis.

Vijayawada floods: NDRF and Central forces provides food, water to affected areas using helicopters

<ul class="summary-list"><li>The US considered invading Japanese-occupied Taiwan in World War II.</li><li>Top US commanders decided it would be a high-casualty nightmare.</li></ul>The US once planned an invasion and seizure of Taiwan that would have been as big as <a target="_blank" href="https://www.businessinsider.com/heres-what-it-took-to-pull-of-d-day-invasion-2019-5">D-Day</a>.Operation Causeway would send hundreds of thousands of troops, supported by thousands of ships and aircraft, to storm the beaches of the Japanese-occupied territory in 1945."Almost certainly, the invasion would have been a horrific spectacle and nightmarish ordeal," said Ian Easton, an analyst who authored a new <a target="_blank" class="" href="https://digital-commons.usnwc.edu/cmsi-maritime-reports/42/">study</a> on the invasion for the China Maritime Studies Institute. "Far worse than any battle that was actually fought in the Pacific. The campaign would have been protracted and might have taken six months or even a year."The CMSI study makes clear that a US invasion of Taiwan in 1945 — or a Chinese invasion today — would be difficult and risky.Like many years ago, today's Taiwan would likely wield Japanese fortifications and tactics to defeat a large Chinese amphibious assault — illustrating the risks and dangers of any attempt to seize the island that Beijing <a target="_blank" href="https://www.businessinsider.com/xi-claim-us-trying-trick-china-invaded-taiwan-divide-allies-experts-2024-6">views</a> as a breakaway province.<div type="image" title="Battleship USS Tennessee bombards Okinawa while tracked landing vehicles carry troops to the invasion beaches." height="1290" width="1632" msid="114911578" hostid="261" sizebytes="94232"></div><h2 id="07f9280d-ef96-4980-878b-f2f80d092ff7">'A long, drawn-out fight'</h2>The genesis of the planned American invasion — eventually codenamed Operation Causeway — began in the late 1920s as the US Navy and Army crafted a strategy for a potential war with Japan. War Plan Orange envisaged an advance across the Pacific that would culminate with an assault on Taiwan — then called Formosa — which the Japanese Empire <a target="_blank" href="https://pacificaffairs.ubc.ca/book-reviews/imperial-gateway-colonial-taiwan-and-japans-expansion-in-south-china-and-southeast-asia-1895-1945-by-seiji-shirane/">annexed</a> from China in 1895 after the First Sino-Japanese War. The plan called for 90,000 Army and Marine personnel to capture Taiwan, which would turn the island into a staging point for an invasion of Japan. By the 1930s, Taiwan was discarded in favor of seizing Okinawa, a smaller objective closer to the four largest Japanese islands.In 1944, with Japan crumbling and an invasion of the Japanese mainland appearing likely, American planners again eyed Taiwan as an amphibious staging point and a base for B-29 Superfortress strategic bombers. Navy Chief Adm. Ernest King favored the Taiwan option, while Gen. Douglas MacArthur lobbied for an invasion of the Philippines. For a time, "General MacArthur's return to the Philippines was viewed as a secondary and supporting campaign," the CMSI study said.Initial plans called for a 12-division assault in early 1945. But with the European theater receiving priority for American forces, this was scaled down to six divisions (about the size of the initial assault force in the Normandy invasion). The objective would be to occupy southern Taiwan and the mainland Chinese port of Xiamen across the Taiwan Strait.But this meant subduing a heavily defended island of 14,000 square miles studded with cities, mountains, and forests. The more they studied the challenges, the more worried some senior officers became. Just finding sufficient forces would be a nightmare. "In total, it was believed that a force of 776,913 would be needed for Causeway, including all six divisions of the US Marine Corps, 20 B-29 bomber groups, 41 miscellaneous bomber squadrons, 40 fighter squadrons, and large numbers of naval engineers and logistics support units," explained the CMSI report.The biggest flaw in Operation Causeway was an underestimation of Japanese defenses. Intelligence assessments expected a garrison of 90,000 to 170,000 troops. In fact, the Japanese had 275,000 troops, including <a target="_blank" href="https://www.nippon.com/en/features/c03305/">conscripted Taiwanese natives</a>. They were backed by 20 squadrons of kamikaze aircraft and 600 suicide boats.The Japanese had anticipated the landings would be in southern Taiwan. They planted 10,000 sea mines, including 5,200 in the Taiwan Strait alone. Mindful of overwhelming American firepower, they built elaborate systems of trenches, bunkers, and tunnels above the beaches and across the island."Imperial Japanese and Formosan troops would have conducted a long, drawn-out fight in the cities and mountains," said Easton. "A guerilla warfare campaign was planned for after the conventional fighting came to an end. Taiwan's defenders were determined to fight to the bitter end, and the defensive geography, stockpiles, and underground bunkers they had were extraordinary."How would a US invasion of Taiwan fare? Other Pacific War battles offer grim clues. When American troops landed in the Philippines in October 1944, they slogged through jungles and mountains in a campaign that still hadn't ended when Japan surrendered in August 1945. In the April 1945 <a target="_blank" href="https://www.businessinsider.com/wwii-battle-of-okinawa-may-have-prevented-invasion-of-japan-2020-6">invasion</a> of the island of Okinawa, US forces suffered 50,000 casualties in two months, as they confronted dense fortifications in hilly terrain, as well as 2,000 kamikaze aircraft attacks that sunk or damaged hundreds of Navy ships.In the end, the Taiwan idea was abandoned. "From the military view, it was absolutely the right decision," Easton said. "Professional war planners detested the idea of having to fight on Taiwan, and with good reason."<div type="image" title="US troops suffered 50,000 casualties in two months of hard fighting in the Okinawa invasion." height="1333" width="2000" msid="114911577" hostid="261" sizebytes="346978"></div><h2 id="33797d97-f032-4e79-af9f-e1d15b1b8089">Lessons for China</h2>Even eight decades after the Japanese occupation ended, Taiwan's military is still influenced by Japanese doctrine, such as the importance of hardening airbases, and how to confront an amphibious invader armed with massive air and naval firepower.Taiwanese forces still use Japanese-built facilities, including some bunker complexes. Some Taiwanese officers advocate renovating old beach defenses, and preparing for protracted guerilla war as the Japanese did.China would face these challenges and more in trying to seize Taiwan today."Taiwanese military officers pay close attention to history, and especially the history of island warfare, urban warfare, and amphibious warfare," said Easton. "They have all the defensive benefits that the Imperial Japanese enjoyed and more, thanks to modern weaponry and strong American support."Michael Peck is a defense writer whose work has appeared in Forbes, Defense News, Foreign Policy magazine, and other publications. He holds an MA in political science from Rutgers Univ. Follow him on <a target="_blank" href="https://www.twitter.com/@mipeck1">Twitter</a> and <a target="_blank" href="https://www.linkedin.com/in/mipeck/">LinkedIn</a>.

A US invasion of Taiwan in WWII would have been a disaster. A Chinese operation faces similar dangers.

<ul class="summary-list"><li>Gen. Chance Saltzman, head of the US military's space operations, warned of China's threat in orbit.</li><li>He said he was more worried about China than the risk of Russian nuclear weapons in space.</li></ul>China is developing military space gear at a "mind-boggling" pace, according to the US Space Force chief."The number of different categories of space weapons that [China has] created and . . . the speed with which they're doing it is very threatening," said Gen. Chance Saltzman, per the <a target="_blank" class="" href="https://www.ft.com/content/509b39e0-b40c-41b3-9c6a-9005859c6fea">Financial Times.</a>In an <a target="_blank" class="" href="https://www.politico.eu/article/china-mind-boggling-space-capabilities-worry-us-says-space-force-chief-b-chance-saltzman-russia-nasa/">interview with Politico</a>, Saltzman added that China's progress in military space technology posed a bigger challenge than possible Russian nuclear weapons in orbit.He said he is also worried that China <a target="_blank" class="" href="https://www.businessinsider.com/china-building-satellite-network-target-us-troops-intel-chief-gagnon-2024-5">has developed a network of hundreds of military satellites that could be used as a targeting system for military missions on Earth.</a>It's one of a series of warnings from top US military officials in recent months about the growing threat in space posed by China.<h2 id="0f474078-d3ca-4ee9-9170-2398d1a8bf55">Space warfare is a growing risk</h2>Space dominance has been an important issue for Chinese premier Xi Jinping, who has frequently expressed his desire for China to be a <a target="_blank" class="" href="http://www.xinhuanet.com//english/china/2016-12/27/c_135935416.htm#:~:text=To%20build%20China%20into%20a%20space%20power,effectively%20and%20reliably%20guarantee%20national%20security%2C%20to">"space power in all respects."</a>And it seems China is rapidly catching up to the US. In recent years, China has developed a sophisticated military program in space, where for decades, the US has been the dominant force.In April, <a target="_blank" href="https://www.businessinsider.com/nasa-chief-says-secretive-china-hides-military-space-projects-2024-4">NASA chief Bill Nelson</a> warned that China was passing off military endeavors in space as civilian projects.China has repeatedly denied that it intends to establish any military presence in outer space. "Space war can not be won and must never be fought," its <a target="_blank" href="http://un.china-mission.gov.cn/eng/chinaandun/disarmament_armscontrol/unga/202105/t20210501_9126875.htm">ambassador to the UN said in 2021.</a>However, it is believed to be developing a hypersonic glide vehicle and other weapons capable of evading air defense systems and satellite warnings. It has also developed technology capable of targeting US satellites.<h2 id="727abea4-0338-45bf-9713-46e5ce3f64ed">'A pivotal moment in history'</h2>"We are at a pivotal moment in history," Troy Meink, principal deputy director of the National Reconnaissance Office, which builds and operates the US fleet of spy satellites, said at an April conference in Colorado, <a target="_blank" rel=" nofollow" href="https://www.space.com/china-space-progress-breathtaking-speed-space-force">as quoted by </a><a target="_blank" href="http://Space.com">Space.com</a><a target="_blank" rel=" nofollow" href="https://www.space.com/china-space-progress-breathtaking-speed-space-force">.</a>"For the first time in decades, US leadership in space and space technology is being challenged," Meink added. "Our competitors are actively seeking ways to threaten our capabilities, and we see this every day."According to the <a target="_blank" class="" href="https://www.asiapacific.ca/publication/china-global-powers-celestial-ambitions#:~:text=The%20steep%20increase%20in%20its,Earth%20remains%20to%20be%20seen">Asia Pacific Foundation of Canada</a>, China's expenditure on space endeavors increased from $2.15 billion in 2022 to $14 billion in 2023.Meanwhile, the US Space Force has <a target="_blank" class="" href="https://www.saffm.hq.af.mil/FM-Resources/Budget/">requested a budget</a> of $29.4 billion for the 2025 financial year.As the FT notes, the US space defense capabilities are heavily reliant on private companies, such as SpaceX. Last week, SpaceX secured new contracts worth $733.5 million for national security space missions."The truth is, whoever controls the space domain will dominate the future global economy," wrote analyst Arthur Herman for the conservative-leaning Hudson Institute in February."If America was the preeminent space power from Presidents John F. Kennedy to Ronald Reagan, we've let our edge slip away, while China and Russia aim to displace us all together."

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