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President Droupadi Murmu, on Friday visited an exhibition to showcase space technologies and achievements, at Bharat Mandapam, on the maiden <keyword id="22301946" type="General" weightage="100" keywordseo="National-Space-Day" source="keywords">National Space Day</keyword>. Union Minister Dr Jitendra Singh and <keyword id="19915124" type="General" weightage="20" keywordseo="ISRO" source="keywords" meta.keywordsubtype="org" meta.entityname="ISRO" meta.hostid="153" meta.entityid="ISRO">ISRO</keyword> Chairman S Somanath were also present. <keyword id="19939985" type="General" weightage="20" keywordseo="President-Murmu" source="keywords">President Murmu</keyword> extended her greetings on the occasion of the first National Space Day and welcomed the decision to celebrate Space Day on the day <keyword id="19990220" type="General" weightage="20" keywordseo="Chandrayaan" source="keywords">Chandrayaan</keyword> landed on the <keyword id="19899207" type="General" weightage="20" keywordseo="moon" source="keywords">Moon</keyword>. "It was a glorious moment for all the Indians when ISRO's Chandrayaan landed on the moon. I saw the live telecast of that moment, I was so proud that day like other Indians. To celebrate National Space Day on this occasion is a commendable step. I congratulate all of you on the first National Space Day. ISRO has achieved many feats since its inception". She also expressed her happiness with the student's participation in the event "Happy to see students' participation in this event." Highlighting the significance of <keyword id="19929542" type="General" weightage="20" keywordseo="space-exploration" source="keywords">space exploration</keyword>, she added "Space exploration has extended human's ability and help complete the imagination of humankind. Space exploration is exciting and challenging at the same time. Health, transportation, environment, energy, security and information technology are benefitted due to the growth in the <keyword id="20242397" type="General" weightage="20" keywordseo="space-sector" source="keywords">space sector</keyword>". The president termed the growth of the ISRO as extraordinary, "The growth of <keyword id="19895063" type="General" weightage="20" keywordseo="India" source="keywords">India</keyword>'s space sector is extraordinary, be it Mangalyan mission that was accomplished through minimum resources or launching more than 100 satellites at a time. we have achieved many such feats". She also praised the introduction of private players in the space sector in the country, "Introducing of the private sector in Indian has led to the formation of many <keyword id="22829456" type="General" weightage="20" keywordseo="space-start-ups" source="keywords">space start-ups</keyword> in India. This has allowed the youths of India to explore the space sector". Expressing her happiness about ISRO's plan to make <keyword id="20793131" type="General" weightage="20" keywordseo="space-mission" source="keywords">space mission</keyword> debris-free she said "I am happy that India is moving towards making India's space mission debris-free by 2030". India celebrated its first-ever National Space Day on Friday on the theme "Touching Lives While Touching the Moon: India's Space Saga". On 23 August 2023, India achieved a historic milestone when the Chandrayaan-3 lander completed a soft landing on the moon. This remarkable accomplishment made India the 4th country to accomplish this feat and the 1st to land on the lunar South Pole. In recognition of this achievement, Prime Minister Narendra Modi has declared August 23 as National Space Day.

"A glorious moment for all Indians when Chandrayaan landed on moon" says President Murmu on National Space Day

<ul><li><keyword id="22496070" type="General" weightage="20" keywordseo="AI-based-technology" source="keywords">AI-based technology</keyword> will be used for <keyword id="20074926" type="General" weightage="20" keywordseo="crowd-management" source="keywords">crowd management</keyword> at <keyword id="23948812" type="General" weightage="100" keywordseo="Mahakumbh-Mela-2025" source="keywords">Mahakumbh Mela 2025</keyword>.</li><li>Around 2,700 <keyword id="19997866" type="General" weightage="20" keywordseo="CCTV-cameras" source="keywords">CCTV cameras</keyword> are being installed at the fair area ahead of the event.</li><li><keyword id="19897919" type="General" weightage="20" keywordseo="social-media" source="keywords">Social media</keyword> platforms like Facebook and X will provide immediate assistance in locating lost relatives.</li></ul>As Prayagraj gears up for the festivities of Mahakumbh Mela 2025, AI-based technology will be used for crowd management for the convenience of devotees, SSP Mahakumbh Mela said. In a bid to ensure the safety and convenience of an estimated 45 crore devotees, the Yogi Adityanath government is preparing for the upcoming Maha Kumbh. For the first time, the grand event is being digitized on such a large scale, leveraging Artificial Intelligence (AI) and social media platforms to enhance management and security. "Around 2700 CCTV cameras are being installed in the district and the whole fair area. This will help us in crowd management... Cameras with AI features have also been installed in the area. These cameras will automatically send us alerts based on their feed. This step would be in addition to human intelligence. AI is adding to the information of human intelligence. We have already installed 25 police stations in the area and a total of 56 stations will be placed,” said Rajesh Dwivedi, SSP, Mahakumbh Mela. AI-powered cameras are being installed throughout the Kumbh site to monitor the massive crowd and ensure 24/7 surveillance. These state-of-the-art cameras will not only bolster security but also assist in reuniting individuals who may get separated during the event. In addition, popular social media platforms like Facebook and X will provide immediate assistance in locating lost relatives, streamlining the process of reuniting families amidst the sea of pilgrims. This time, visitors from across the country and abroad attending the Mahakumbh 2025 won't have to worry about losing their loved ones in the crowd. The Mela administration has devised an extensive plan to address this concern. A digital 'khoya paaya kendra' (lost-and-found centre) will go live on December 1, utilizing advanced technology to reunite separated individuals quickly and efficiently. The entire fair area is being equipped with 328 AI-enabled cameras, which have already been tested at four key locations. These cameras will monitor the crowd 24/7 and assist in locating lost individuals. Under the directives of the Yogi government, the large-scale installation of these cameras is in its final stages. The digital lost-and-found centres will immediately register every missing person's details digitally. Once registered, the AI-powered cameras will begin searching for the individual. Additionally, information about missing persons will be shared on social media platforms like Facebook and X (formerly Twitter), making it easier to locate them quickly. Face recognition technology will be used at the Maha Kumbh to identify individuals who get separated from their loved ones. This advanced system will work instantly, capturing photographs and identifying individuals among the estimated 45 crore attendees. SEE ALSO: <a href="https://www.businessinsider.in/tech/mobile/news/oppo-find-x8-and-find-x8-pro-launched-in-india-starting-at-69999/articleshow/115521010.cms">Oppo Find X8 and Find X8 Pro launched in India starting at ₹69,999</a> <a href="https://www.businessinsider.in/tech/mobile/news/android-16-developer-preview-announced-new-features-timeline-and-everything-you-need-to-know/articleshow/115476441.cms">Android 16 Developer Preview announced – new features, timeline and everything you need to know</a> <a href="https://www.businessinsider.in/tech/news/indian-wearables-market-declines-20-7-in-q3-2024-smartwatch-and-earwear-categories-struggle/articleshow/115447720.cms">Indian wearables market declines 20.7% in Q3 2024, smartwatch and earwear categories struggle</a>

AI-based technology to be used for crowd management at the Mahakumbh Mela 2025

On September 12, Business Insider convened a roundtable of top technology executives as part of our <a target="_blank" class="" href="https://www.businessinsider.com/build-it-series">"Build IT" series</a>.These executives spoke about how they use AI large language models in their personal and professional lives, how their roles have evolved as a result of the AI boom, and their top priorities. The conversation was moderated by BI's senior tech reporter Emma Cosgrove.The roundtable participants were:<ul><li>La'Naia Jones, the chief information officer of the <a target="_blank" class="" href="https://www.cia.gov/">CIA</a>.</li><li>John Roese, the global chief technology officer and chief AI officer of <a target="_blank" href="https://affiliate.insider.com?h=89435d8fc76d09828f04475db59d25e39ae30562373c6e7d81ff9d9cffa72374&amp;postID=66eb0f7b69657a7deb4351bd&amp;postSlug=technology-executives-on-artificial-intelligence-applications-role-of-cto-cio-2024-9&amp;site=bi&amp;u=https%3A%2F%2Fwww.dell.com%2Fen-us">Dell Technologies</a>.</li><li>Elaine Zhou, a co-CEO of <a target="_blank" class="" href="https://www.sagecxo.com/">SageCXO</a> and <a target="_blank" class="" href="https://www.change.org/">Change.org's</a> former CTO.</li><li>Faisal Masud, the president of worldwide digital services at <a target="_blank" href="https://affiliate.insider.com?h=b9201568fbe393fd7c8826f24b11068b25db2ec28af44407721de564b92896e5&amp;postID=66eb0f7b69657a7deb4351bd&amp;postSlug=technology-executives-on-artificial-intelligence-applications-role-of-cto-cio-2024-9&amp;site=bi&amp;u=https%3A%2F%2Fwww.hp.com%2Fus-en%2Fhome.html">HP</a>.</li><li>Erin DeCesare, the CTO of <a target="_blank" class="" href="https://www.ezcater.com/">ezCater</a>.</li></ul>The following transcript of the discussion was edited for length and clarity.Emma Cosgrove: What's your favorite use of an LLM in your daily life right now?Erin DeCesare: My favorite use of an LLM lately is trying to do more cross-functional, creative prompting. So using ChatGPT to say, "Can you give me some creative prompts to start the meeting?" has been a super fun way to bring energy into these conversations.John Roese: I renovated a 1780 house a couple of years ago, and I embedded a home AI system called <a target="_blank" href="https://www.josh.ai/">Josh</a>, which runs on a server in my basement.It's very privacy-oriented. I have a house that I just talk to or ask a question. I could ask it to close the shades, turn up the air conditioning, or tell me what the weather is. Or, I can say, "Could you explain something about the historical house down the street?"We all know that intrusive and difficult technology is never successful until it becomes invisible. That's what's happening in my world, where I forgot that I have an LLM in my house.Faisal Masud: For me on the personal front, it's been medical issues. A friend of our son recently had an issue. We just took a picture of it, and <a target="_blank" class="" href="https://www.businessinsider.com/anthropic-claude-chatbot-google-chatgpt-2023-3">Claude</a> gave an unbelievable diagnosis. Turns out the doctor's review was 100% identical to that diagnosis as well.I was at an outdoor event, got a rash, and did the same thing, just took a picture of it. It's literally having access to the world's encyclopedia at your fingertips.La'Naia Jones: I typically ask general questions and summarizations. I also look at how the LLMs are formulated to include topics such as bias, and how the underlying technology is used, which largely consists of data from the internet.Elaine Zhou: The thing I find most exciting about AI usage is my mom. She's turning 80. She's using it to plan for her Spain trip in November. She asked ChatGPT in Chinese, "How do you spend your time in Spain?" and it spit out all the recommendations for what you should do in Madrid.Cosgrove: How has the role of the CTO and CIO changed in the past 18 months?DeCesare: Historically, we thought of the CTO as leading engineering and the CIO as leading all the technology, the business uses. But we've had all these dynamics coming together, like cloud-based AI, where that line is completely blurred.My team realized this past year how things operate very differently. <a target="_blank" class="" href="https://www.businessinsider.com/microsoft-strategy-low-code-development-market-cloud-wars-2021-6">Low code</a> was a promise a few years back, but now it's a necessity. And we are in the phase where we want to move away from costly engineering and toward more automated practices.Things like Retool or Nintex are platforms that allow us to move what would be a software-engineering concern over to an IT-like business-operated capability.These distinctions are going away, and having the whole organization partner and cocreate is really testing people's identities. It's a creative, fun way to challenge people to think differently and out of their comfort zones.Roese: Every industry has technology disruptions that show up every few years. When you think about the speed at which we have to take advantage of these, that's not a typical IT cycle; that is a research and development cycle. So, obviously, we're blurring the lines, not just in terms of who does what work but how that work is done.We have to be able to interface in ways that we didn't before. The question is, how do you get the internal part of a giant company to move faster and behave more like an R&amp;D organization?We've been focused on understanding how our processes are evolving before we AI them. We don't waste a lot of time AI-ing bad processes, which was our biggest strategic risk at our scale. So there's lots of discipline and prioritization, but most importantly, a dramatic blurring of advanced software-development culture and the rest of the company. In the long term, those two have to come closer together to achieve the speed necessary for an AI cycle.Masud: To me, a lot of CIOs, specifically, as the lines blur, are looking at AI for all the purposes that we mentioned earlier but also to have fewer people because AI will solve XYZ problems.I feel like it's the opposite. It's about doing more with what you have versus what you potentially can get rid of. There has been a massive shift in consumer expectations and end-user expectations. If you look at Gen Z, they don't expect to wait five minutes for the computer to boot up. That's just not acceptable. They were born and raised in this generation, they use all the LLMs, and they're expecting a seamless experience.The challenge is going to come in where a lot of orgs are not going to allow you to use publicly available, cloud-sourced LLMs on corporate devices because they want to protect their data. Of course, they need to, but policing that is not going to be anywhere near easy. It's probably never going to happen because people have their own devices. So the quality of what you produce in your organization as a CTO — if you're going to provide models built in-house — better be superstar quality, or no one's using it.Another challenge is that the adoption of things like <a target="_blank" href="https://www.businessinsider.com/microsoft-copilot-everyday-ai-companion-paid-subscription-2024-1">Copilot</a> is <a target="_blank" class="" href="https://www.businessinsider.com/pharma-cio-cancelled-microsoft-copilot-ai-tool-2024-7">not as rapid</a> as one would have expected because the end users are used to a lot more, so the corporate user is still behind.Jones: Many of our colleagues have backgrounds in the IT or the defense community. There is nothing that we do singularly within the intelligence community because it's a team effort and a team sport.When talking about the question of the CTO and the CIO and about how it's changed in the last 18 months, I do think that government and public sector have a little bit of a different perspective versus the private sector, partially because within the public sector and more directly within government, the role of the chief information officers is actually listed or written in policy and statute.I think the role of the CIO has become, at least in government, a little more ingrained. We meet with lawyers, civil liberty and privacy experts, policy SMEs, and many others since data is foundational to the intelligence mission.We also do a lot of large-scale procurements and acquisitions with technology companies. We want to ensure that the contracts and the business relationships are fair and equitable as they may serve a government organization or even the nation from a broader national security perspective.Cosgrove: What's the most important North Star priority that you're looking at?DeCesare: It is trying to make something that's either benefiting the customer or driving productivity internally. You've got to have every function thinking of themselves as customers and seeking the solution because it's changing by the month — and unless you're having them actively test and try out new AI products, you're unlikely to find that value.I'll give a recent example: Our whole product team, we've been trying to encourage them to leverage AI to move faster on getting ideas to market and to test in our software product and having them pay attention to the GPT store. The recent <a target="_blank" href="https://www.chatprd.ai/">ChatPRD</a> is a way to automate creating the product-requirements documents. It's sort of fascinating how great it can actually get an initial baseline and just having the product manager create some edits, and that is enabling our speed to market for our own features out into the product. Everyone's got to be looking for the solutions and then understanding if it is actually helping them do their job better.Roese: The first and most important questions you have to answer as a company to figure out where to apply this technology are pretty simple: What makes you special? What is the core of your company?At Dell, it's four things: We have a giant at-scale engineering capability, the largest secure supply chain in the world, a global services capability, and the largest enterprise sales force in the world. You take those four things, and anything I do to them that makes them more competitive materially impacts my business. What you'll notice isn't on that list: HR and finance facilities. I could do lots of <a target="_blank" class="" href="https://www.businessinsider.com/dell-workers-layoffs-reaction-ai-restructuring-jobs-tech-2024-8">AI projects</a> there.We are interested in other areas, but in terms of prioritization, where do we land on <a target="_blank" class="" href="https://www.businessinsider.com/chatgpt-openai-ai-dictionary-help-understand-nvidia-2023-12">our GPUs</a>? What do we run in our data center? Where do we put the resources today? They are in those four areas as a priority. Once you understand that those are high level, then you have to ask if you are actually on a path where if you apply AI, you're going to get to an outcome.Are your processes and people even oriented to be successful when you bring AI into the equation? Each of those needed to go through a level of process re-engineering consideration. If you can't get to a point where your vision of a process re-engineered to solve a strategic problem is executable, your path to production is questionable.Masud: I spent the early part of my career at Amazon, and we were always about the inputs and not the outputs. When you focus on the inputs, the single biggest import in your company is your customer. Everything else, honestly, has to take a back seat.The implementation of any gen-AI or AI capabilities is first a crawl. What are the thorniest issues that the company faces today? If you can't solve those in a rapid fashion with the most basic, easy use cases, then trying to go from crawling to walking is a bit of a mirage because you're assuming you'll have some capability when you haven't even solved the most basic issues.What we should be measuring is how to use AI to prevent those issues from happening. That's the focus area for us at HP, through all sorts of mechanisms that we deploy in anomaly detection and remediations that don't require humans to be out of the loop.Zhou: The hardest part is to determine what is the problem. The No. 1 thing for me is that once you determine that, then, based on the problem, you can have all kinds of metrics and figure out how to measure the successes. The bottom line is to actually solve the problem in a good way.Cosgrove: How do you keep up with the artificial-intelligence space?Jones: It's constant learning. I would say we all deal with that, but the beauty of technology is it's always changing and evolving, and so I think all of us should focus on continuously learning, evolving, and embracing new ideas and not getting stuck in the same way of dealing with the issues that we have.Masud: I have two older kids, 26 and 22. Both of them code, so they are immensely involved in everything from ChatPRD and <a target="_blank" href="https://www.nytimes.com/2024/02/15/arts/design/aaron-ai-whitney.html">Aaron</a>, and I get links every day from my son on what he is building next. I think this rapid transformation of what [<a target="_blank" class="" href="https://www.businessinsider.com/nvidia-taiwan-tsmc-jensen-huang-china-disruption-2024-9">Nvidia CEO</a>] <a target="_blank" class="" href="https://www.businessinsider.com/nvidia-ceo-jensen-huang-details-ai-infrastructure-roi-goldman-sachs-2024-9">Jensen [Huang]</a> <a target="_blank" href="https://www.tomshardware.com/tech-industry/artificial-intelligence/jensen-huang-advises-against-learning-to-code-leave-it-up-to-ai">said</a>: Not a single line of code is going to be written after next year by a developer. Well, let's see. <a target="_blank" class="" href="https://www.businessinsider.com/nvidia-swift-returns-on-ai-infrastructure-2024-8">Jensen</a> is somebody I follow. Jensen is somebody I have an unbelievable amount of respect for. This is the GOAT.Zhou: So I love the concept of mom tests. If I can explain to my mom or someone who has absolutely no background in tech and then, in the way that I can explain, she can understand, that means I truly get it. And second, I keep up with my developers and many youngsters and crazy ideas, and they help me keep up and then use AI to help me keep up to date for AI development.DeCesare: I've been most inspired to drive the leverage of AI through the company by finding out how people have applied it. So honestly, with anyone that I'm meeting, whether it's on my team or my colleagues at other companies, I'm asking, "Where have you been applying?" and, "What are you learning?" Because it's the use cases that spark most of the creativity, leading me to a new idea of how we could use it in our company.Roese: Your customers will tell you what the problem is. They don't know what the solution is, but you have to listen to them about what the problem and the pain point is to figure out the solution. I spend a great deal of time out with startups and Silicon Valley companies and anybody in academics, anybody I can talk to, not because any of them have the answer but because they expose patterns. So it's very important to talk to the industry and the innovators to see what they're thinking about, even if they don't know what problem they're solving.

Leaders from the CIA, Dell Technologies, HP, SageCXO, and ezCater share how they keep up with AI development 

<ul class="summary-list"><li>At 50, Jennie Young started using several dating apps and felt that they were all toxic.</li><li>The Burned Haystack Dating Method began as an academic project and now has a Facebook group with over 128,000 members.</li></ul>Jennie Young is a professor of rhetoric and women/gender studies at the University of Wisconsin-Green Bay. In February 2023, she started a Facebook group for the Burned Haystack Dating Method.I thought I knew what to expect when I downloaded my first <a target="_blank" class="" href="https://www.businessinsider.com/new-dating-startups-and-apps-disrupting-the-industry-2024-8">dating app</a>. I was 50, had been divorced for 10 years, and had just gotten out of a long-term relationship. As someone who's generally tuned in to pop culture and social media, I thought I was prepared for what I would encounter. And, in some ways, I was.What I wasn't prepared for was the size or extent of the problem women were facing while <a target="_blank" class="" href="https://www.businessinsider.com/linkedin-is-a-dating-app-remote-work-online-romance-2024-1">looking for love online.</a>There weren't just a few men acting badly whom I could quickly dispatch. It was the magnitude of the toxicity. There were a lot of bad actors, and the behavior wasn't just annoying; it was deeply problematic. It seemed that <a target="_blank" class="" href="https://www.businessinsider.com/tinder-swipe-right-inventor-how-he-came-up-with-it-2016-11">swiping left</a> didn't make a difference; they'd just show up in my matches again a few days later.My frustration wasn't unique. Articles from 2024 alone included: "It's Not You: Dating Apps are Getting Worse" in The New York Times; "America is Sick of Swiping: Dating Apps are Falling Back to Earth" in The Atlantic; and "Why Gen Z is Ditching Dating Apps" in Time.I went from Match to Bumble to Tinder to Hinge and encountered <a target="_blank" class="" href="https://www.businessinsider.com/gen-z-dating-trend-online-apps-friends-romantic-partners-relationships-2023-3#:~:text=In%20interviews%20conducted%20for%20our,year%2Dold%20woman%20told%20us.">the same problems</a> ad infinitum. I felt frustrated and quickly realized it was not just me.<h2 id="d5c6f459-2f3e-4795-9196-b81ba18c36d3">I developed my own method</h2>After a few months, I decided to make it an academic project. I'm a professor of rhetoric and women/gender studies at the University of Wisconsin-Green Bay.An understanding of <a target="_blank" class="" href="https://www.businessinsider.com/guides/learning/harvard-edx-rhetoric-persuasive-writing-public-speaking-free-online-course-review">rhetoric</a> allows me to quickly parse text and read between the lines to determine what people are revealing without intending to, and a solid grounding in feminism helps me recognize the sometimes subtle flags of sexism and aggression that women encounter frequently on dating apps.The project evolved into a new dating method that I named the <a target="_blank" class="" href="https://www.businessinsider.com/dating-apps-new-method-online-burned-haystack-jennie-young-2024-9">Burned Haystack Dating Method.</a> My method encourages daters to filter out time wasters and red flags as soon as possible.As of November 13, there were over 128,000 women/nonbinary people in my private Facebook group and 60,000 followers on Instagram.I chose to share the method on social media because it's free. Accessibility was important to me from the beginning; I didn't want to monetize the information by keeping it behind a paywall, and I didn't want to charge women for consultation or "coaching."A little over a year and a half after creating the method and developing a following, I've learned a few things that I feel would keep daters happier with the apps.<h2 id="22981425-e194-4e8b-9ab6-be45e84acd9d">Women feel like their preferences are being ignored</h2>Here is a typical scenario I've experienced, and that has been repeated to me on several occasions by women who have spent time <a target="_blank" class="" href="https://www.businessinsider.com/forever-alone-staying-single-done-with-dating-apps-2023-7">online dating</a>: A woman is excited to set up her <a target="_blank" class="" href="https://www.businessinsider.com/instagram-dating-app-dm-era-of-swipe-fatigue-2024-9">new dating app</a> profile. She carefully selects her prompts, writes thoughtful responses, and curates her pictures. She sets boundaries around things like age, geography, marital status, political orientation, and lifestyle factors.To me and many of those I've spoken to, the apps appear to honor almost none of this.A woman told me she had specified that she was looking for a 40-to-45-year-old politically liberal nonsmoker within 50 miles of her home. This didn't stop the app she was using from showing her a full line-up of 60-year-old chain smokers from three hours away. So she swiped left, but the next matches were even worse, and eventually, the same men she swiped left on originally reappeared.Other women have mentioned reporting toxic behavior directly to dating apps.<a target="_blank" class="" href="https://www.businessinsider.com/elon-musk-favorite-dating-app-fatigue-tokyo-america-birth-rate-2024-7">Dating app </a>companies are not responsible for fixing the users, nor is that even possible, but there are things I feel they could do better Here are three ideas.<ol><li>Listen to users: Honor the boundaries articulated. If someone swipes left, don't show the same person to them again. If you don't have anyone who meets the said criteria, then simply say that. Leave it up to the individual whether they want to expand their filters or just wait. They're all adults.</li><li>Do a better job of screening: AI tools can now screen for tone problems such as aggression.</li><li>Get the bad actors out: When reports are made regarding toxicity, aggression, and deceit — even if it just means lying about age or marital status — verify and remove the offenders. Users also need to be more vigilant about reporting bad behavior to the apps, as many of the companies will take the necessary steps to remove the profile.</li></ol>These changes won't solve the larger cultural problems women face in the dating market, but implementing them could improve the <a target="_blank" class="" href="https://www.businessinsider.com/single-mom-dating-apps-interested-men-non-monogamous-open-relationships-2024-10">dating app experience </a>while we continue to address the problems in society.But while it would improve things for daters, it's not likely it would improve things financially for the apps. Last month, Albert Fox Cahn, a journalist, wrote in BI that the <a target="_blank" class="" href="https://www.businessinsider.com/dating-apps-find-love-romance-online-tinder-match-total-scam-2024-10">apps face a problem</a> when it comes to the popularity contest."It turns out dating apps face a unique barrier to success: The more effective your app is, the less profitable it becomes. People pay to find a partner, and once you find one, the app loses your business," Cahn wrote.In the end, it looks like dating apps and singles face a conflicting definition of success.A representative from Match Group., the parent company of Tinder and Hinge, told BI they have made investments to improve both their automated and manual moderation and review tools."These tools include automatic scans of profiles for red-flag language and images, manual reviews of suspicious profiles, activity, and user generated reports, as well as blocking email addresses, phone numbers and other identifiers," a Match Group. respresentive said.The representative said the company spends $125 million a year on the "trust and safety teams, technology, partnerships, and initiatives and is focused on improving safety across the Match Group portfolio."According to Bumble, the app matches people who have mutually swiped on each other. The platform is set up so that women make the first move, and they can reply within 24 hours, or the match expires.Bumble said that anyone who experiences harassment is encouraged to use the app's "Block and Report" system. Bumble also said the app is using automated and AI-based technology to identify potential violations before members even report them.

I started using dating apps in my 50s and quickly grew frustrated. Coming up with the 'burned haystack' dating method helped.

Anyone following the rhetoric around <keyword id="107950" type="General" weightage="100" keywordseo="Artificial-Intelligence" source="Orion">artificial intelligence</keyword> in recent years has heard one version or another of the cl<keyword id="6355999" type="General" weightage="20" keywordseo="AI" source="Orion">ai</keyword>m that AI is inevitable. Common themes are that AI is already here and indispensable, and people who are bearish on it harm themselves. In the business world, AI advocates tell companies and workers that they will fall behind if they fail to integrate generative AI into their operations. In the sciences, AI advocates promise that AI will aid in curing hitherto intractable diseases. In higher education, AI promoters admonish teachers that students must learn how to use AI or risk becoming uncompetitive when it comes time to find a job. In national security, AI's champions say that either the nation invests heavily in AI weaponry, or it will be at a disadvantage against the Chinese and Russians, who are already doing so. The argument across these different domains is essentially the same: The time for AI skepticism has come and gone. The <keyword id="6355118" type="General" weightage="20" keywordseo="technology" source="Orion">technology</keyword> will shape the future, whether you like it or not. You have the choice to learn how to use it or be left out of that future. Anyone trying to stand in the technology's way is as hopeless as the manual weavers who resisted the mechanical looms in the early 19th century. In the past few years, my colleagues and I (Nir Eisikovits, Professor of Philosophy and Director, Applied Ethics Center, UMass Boston) have been studying the ethical questions raised by the widespread adoption of AI, and I believe the inevitability argument is misleading. <h2>History and hindsight</h2> This claim is the most recent version of a deterministic view of technological development. It's the belief that innovations are unstoppable once people start working on them. In other words, some genies don't go back in their bottles. The best you can do is harness them for your good purposes. This deterministic approach to tech has a long history. It's been applied to the influence of the printing press as well as to the rise of automobiles and the infrastructure they require, among other developments. But I believe that when it comes to AI, the technological determinism argument is both exaggerated and oversimplified. <h2>AI in the field(s)</h2> Consider the contention that businesses can't afford to stay out of the AI game. The case has yet to be made that AI is delivering significant productivity gains to the firms that use it. A report in The <keyword id="20856675" type="General" weightage="20" keywordseo="economist" source="keywords">Economist</keyword> in July 2024 suggests that so far, the technology has had almost no economic impact. AI's role in higher education is also still very much an open question. Though universities have, in the past two years, invested heavily in AI-related initiatives, evidence suggests they may have jumped the gun. The technology can serve as an interesting pedagogical tool. For example, creating a Plato chatbot that lets students have a text conversation with a bot posing as Plato is a cool gimmick. However, AI is already starting to displace some of the best tools teachers have for assessment and for developing critical thinking, such as writing assignments. The college essay is going the way of the dinosaurs as more teachers give up on the ability to tell whether their students are writing their papers themselves. What's the cost-benefit argument for giving up on writing, an important and useful traditional skill? In the sciences and medicine, the use of AI seems promising. Its role in understanding the structure of proteins, for example, will likely be significant for curing diseases. The technology is also transforming medical imaging and has been helpful in accelerating the drug discovery process. But the excitement can become exaggerated. AI-based predictions about which cases of COVID-19 would become severe have roundly failed, and doctors rely excessively on the technology's diagnostic ability, often against their own better clinical judgment. And so, even in this area, where the potential is great, AI's ultimate impact is unclear. In national security, the argument for investing in AI development is compelling. Since the stakes can be high, the argument that if the Chinese and the Russians are developing AI-driven autonomous weapons, the United States can't afford to fall behind has real purchase. But a complete surrender to this form of reasoning, though tempting, is likely to lead the <keyword id="19899807" type="General" weightage="20" keywordseo="u-s-" source="keywords">U.S.</keyword> to overlook the disproportionate impact of these systems on nations that are too poor to participate in the AI arms race. The major powers could deploy the technology in conflicts in these nations. And, just as significantly, this argument de-emphasizes the possibility of collaborating with adversaries on limiting military AI systems, favoring arms race over arms control.<h2> One step at a time</h2> Surveying the potential significance and risks of AI in these different domains merits some skepticism about the technology. I believe that AI should be adopted piecemeal and with a nuanced approach rather than subject to sweeping claims of inevitability. In developing this careful take, there are two things to keep in mind: -First, companies and entrepreneurs working on artificial intelligence have an obvious interest in the technology being perceived as inevitable and necessary, since they make a living from its adoption. It's important to pay attention to who is making claims of inevitability, and why. -Second, it's worth taking a lesson from recent history. Over the past 15 years, smartphones and the social media apps that run on them have come to be seen as a fact of life - a technology as transformative as it is inevitable. Then data started emerging about the <keyword id="6354774" type="General" weightage="20" keywordseo="mental-health" source="Orion">mental health</keyword> harms they cause teens, especially young girls. School districts across the United States started to ban phones to protect the attention spans and mental health of their students. And some people have reverted to using flip phones as a quality of life change to avoid smartphones. After a long experiment with the mental health of kids, facilitated by claims of technological determinism, Americans changed course. What seemed fixed turned out to be alterable. There is still time to avoid repeating the same mistake with artificial intelligence, which potentially could have larger consequences for society.

Is AI dominance inevitable? A technology ethicist says no, actually

<ul class="summary-list"><li>Business leaders and representatives in finance, legal, and strategy discuss the steps toward an IPO.</li><li>Business Insider's upcoming free virtual event, "The Road to IPO," will be on September 19 at 12 p.m. ET.</li></ul>An initial public offering marks an exciting stage in a company's growth, and leaders across disciplines are needed to prepare for this transition from a private company to a public one. With growing interest among companies to launch into the public market, industry professionals can offer helpful tips on what drives a successful IPO transition.Business Insider's upcoming editorial virtual event, "The Road to IPO," in coordination with Fidelity, promises a deep dive into the strategies, challenges, and benefits of going public. The event will take place September 19 at 12 p.m. ET.Featured panelists include Kristen Craft, Fidelity Private Shares' vice president and business partner manager; Ash Spiegelberg, partner, technology, media, and telecoms global lead at Brunswick Group; Elizabeth Reed, Goldman Sachs' global head of equity syndicate; Rick Kline, Latham &amp; Watkins' Bay Area partner and chair of the technology industry group.The event also includes Jesse Rose, Reddit's head of investor relations, who will talk about the company's recent IPO.The conversation will be moderated by <a target="_blank" class="" href="https://www.businessinsider.com/author/akin-oyedele">Akin Oyedele</a>, Business Insider's investing deputy editor.Discussion topics among business leaders and talent representatives will include:<ul><li>Tips and actionable insights from advisors who lead companies through the IPO process.</li><li>Perspectives from a business leader who has recently gone through an IPO themselves.</li><li>How to navigate the early days of life as a publicly traded company.</li></ul>Registration is below, we hope to see you there!Business Insider and businesses of Fidelity Investments are not affiliated. Fidelity Investments and pyramid design logo are registered service marks of FMR LLC. Views and opinions expressed in this webinar are those of the speakers. This discussion is intended for educational purposes and should not be considered advice. (1159023.2.0)

Sign up now: how businesses can kick-start their IPO journey

<ul><li>Vivo has officially launched its flagship smartphones, the X200 and X200 Pro, in India. </li><li>The Vivo X200 starts at ₹65,999, while its premium sibling, the Vivo X200 Pro, starts at ₹94,999. </li><li>Here’s everything you need to know about the latest smartphones from Vivo. </li></ul>Vivo has officially launched its flagship smartphones, the X200 and X200 Pro, in India. The X200 features a 6.67-inch 1.5K 120Hz LTPS display, while the X200 Pro boasts a 6.78-inch 1.5K 120Hz AMOLED display with a peak brightness of up to 4500 nits and 8T LTPO technology. Both models include 2160Hz high-frequency PWM dimming for enhanced viewing comfort. Powered by the Dimensity 9400 SoC, the devices offer up to 16GB of LPDDR5X RAM and 512GB of UFS 4.0 storage. They run on Funtouch OS 15, based on Android 15, with Vivo guaranteeing four major OS updates and five years of security updates. Additionally, the phones come with IP68 and IP69 certifications for dust and water resistance. Vivo X200 and X200 price and availability The Vivo X200 has been priced starting at ₹65,999 for the 12GB RAM + 256GB storage variant. The Vivo X200 Pro is priced starting at ₹94,999 for the single 16GB + 512GB model. The X200 comes in Natural Green and Cosmos Black colours, while the X200 Pro comes in Titanium Grey and Cosmos Black colours. Both phones will be available to order on Vivo’s online store, Flipkart, Amazon, and offline stories across the country starting from December 19. Vivo X200 and X200 Pro specifications The Vivo X200 features a 6.67-inch 1.5K AMOLED display with a 120Hz refresh rate and up to 4,500 nits peak brightness. The Vivo X200 Pro on the other hand features a larger 6.78-inch 1.5K LTPS AMOLED display with a 120Hz refresh rate and up to 4,500 nits peak brightness. Both the devices run on Android 15 out of the box with the company’s Funtouch OS 15 skin on top. The Vivo X200 and X200 Pro smartphones are equipped with the new MediaTek Dimensity 9400 chipset. While the Vivo X200 is offered in 12GB RAM + 256GB storage and 16GB RAM + 512GB storage options, the X200 Pro is available in a single 16GB RAM + 512GB storage option. In the camera department, both smartphones come with a Vivo-ZEISS co-engineered imaging system. The Vivo X200 features a triple camera setup at the back, consisting of a 50MP primary camera with Sony LYT-818, OIS, a 50MP ultra-wide-angle camera with Samsung JN1 sensor with f/2.0 aperture and a 50MP telephoto camera with 50MP Sony IMX882, 3x optical zoom and up to 100x digital zoom. On the other hand, the Vivo X200 Pro comes with a 50MP primary camera with Sony LYT-818, a 50MP ultra-wide-angle camera with Samsung JN1 sensor with f/2.0 aperture, and a 200MP camera with Samsung HP9 sensor with 3.7x optical zoom and OIS. Both smartphones feature a 32MP selfie camera with f/2.0 aperture. While the Vivo X200 is powered by a 5,800mAh battery with 90W wired charging support, the Vivo X200 Pro is equipped with a slightly bigger 6,000mAh battery with 90W wired fast charging and 30W wireless charging support. SEE ALSO: <ul><li><a href="https://www.businessinsider.in/tech/mobile/news/oneplus-13-with-snapdragon-8-elite-to-be-launched-globally-in-january/articleshow/115920790.cms">OnePlus 13 with Snapdragon 8 Elite to be launched globally in January</a> </li><li><a href="https://www.businessinsider.in/tech/mobile/news/nothing-will-reportedly-launch-three-phones-in-2025-including-the-phone-3/articleshow/115891768.cms">Nothing will reportedly launch three phones in 2025, including the Phone (3)</a> </li><li><a href="https://www.businessinsider.in/tech/mobile/news/global-foldable-phone-shipments-decline-in-q3-2024-samsung-leads-with-56-market-share/articleshow/115763712.cms">Global foldable phone shipments decline in Q3 2024, Samsung leads with 56% market share</a></li></ul>

Vivo X200 and X200 Pro launched in India starting at ₹65,999

<ul class="summary-list"><li>Jen Lew said she became a LinkedIn director by excelling beyond expectations.</li><li>Lew's career began at Safeway, then community college, and a state university leading to tech jobs.</li></ul>This as-told-to essay is based on a conversation with Jen Lew, a 44-year-old business operations director based in San Francisco, about her career journey. It's been edited for length and clarity.I almost<a target="_blank" href="https://www.businessinsider.com/highly-successful-high-school-dropouts-2016-6"> dropped out of high school</a>. After barely graduating, I took a year off and worked at Safeway. After over seven years there, I wasn't satisfied working 40 hours a week earning minimum wage, so I used weekends to attend San Mateo City College.I didn't know what to major in, so I figured I'd start with a more cost-effective community college and transfer to a state college in two years. I transferred to San Francisco State University to major in international business and management. Now, I'm a business operations director at LinkedIn without an MBA or Ivy League education.What made me successful is going above and beyond, the opposite of what they now call quiet quitting — this mentality never existed in my generation.<h2 id="2e26a2c6-3b44-48b8-855f-3edb6ce4aaed">I took any job that would hire me after college</h2>After graduating in 2004 I just<a target="_blank" href="https://www.businessinsider.com/graduate-school-masters-mba-college-regret-2024-7"> went straight to work</a>. I didn't know what I wanted to do and was willing to take any job. You don't need to have it all figured out at the start of your career.My first job was any job that would hire me. I worked for about nine months at Metareward, an email marketing company. I don't know if it was a spam company, but they sent out mass emails to win a free iPad.I didn't even know what the<a target="_blank" href="https://www.businessinsider.com/viral-photo-millennials-nostalgia-childhood-internet-2024-1"> internet was in the early 2000s</a>, I learned everything on the job.My next job was at Ziff Davis, another email marketing company. My friend worked there and recommended I apply for a marketing coordinator position. I didn't get it, but they liked me so much that they gave me an account coordinator role. I only had Metareward and Safeway as experiences on my résumé, but it was an advertising-based role, and I had some<a target="_blank" href="https://www.businessinsider.com/sc/7-email-marketing-trends-tools-to-stand-out-in-your-customers-inboxes"> email marketing experience</a> through Metareward.I moved to New York in my late 20s for this job and worked there for almost three years.<h2 id="fded1391-7b4f-463b-ad33-e19520184e86">Yahoo hired me without a technical background, and I had terrible imposter syndrome</h2>In 2008, while in New York, I got hired at Yahoo. I don't know how they found me, but I was recruited, so I got in.I believe they hired me because I specialized in advertising operations, a skill I learned working at Ziff Davis, where I was promoted to advertising operations manager. Yahoo was building a product that needed my skill set.I worked with publishers and consultants to<a target="_blank" href="https://www.businessinsider.com/remarketing-strategy-tips-ad-campaign-small-business-owners-2023-11"> help with their ad strategies</a>. After about five years, I became a product manager. I knew the technology well enough to speak about machine algorithms with the engineers, but it was tough for someone like me without a fancy education and technical background. It was a huge deal.At first, all I wanted to do was get into product management because I knew the technology better than most. I wanted to own something like a mini-CEO, building quality products.After moving to product, I had<a target="_blank" href="https://www.businessinsider.com/how-to-tell-imposter-syndrome-versus-bad-at-job-2024-9"> terrible imposter syndrome</a> and didn't feel like I was good enough. I didn't feel comfortable because I didn't have the same foundations as someone with years of experience building products.<h2 id="6aa44314-249a-42f2-9308-ae9f1e638db2">I learned by doing</h2>At Yahoo, I became an expert in the systems and tools by working closely with customers and learning how they leveraged our technology. I tried to understand what value we brought to them and their business models. I traveled to multiple countries, building a holistic view of all the various use cases out there. I questioned how things worked.I wanted to<a target="_blank" href="https://www.businessinsider.com/problem-solving-capabilities-ai-tech-tools-software-leadership-learning-customer-2024-10"> keep learning more</a> about the systems and how they operated. I questioned processes to maximize time and ensure they created efficiencies rather than overhead. I continuously re-imagined how things could work better. If I didn't know, I'd reach out to someone who did.I also focused on building my expertise from the ground up. They set an incredibly high bar for being a key driver of innovation, commitment, and enthusiasm. I was able to move the needle and execute complicated initiatives.After about two years in product management, LinkedIn contacted me directly about their global ad operations job. I quickly connected the dots and learned the role reported to my old boss at Ziff Davis, so I<a target="_blank" href="https://www.businessinsider.com/google-kpmg-bcg-5-job-search-strategy-eugene-hayden-2021-4"> contacted her as a referral</a>.Even with my network, LinkedIn has a culture of hiring by consensus, so getting hired was still a rigorous process.<h2 id="b9a55df6-ce2f-43df-8f21-98a173307b55">After 6 years at Yahoo, I landed a higher six-figure salary</h2>The energy at LinkedIn was exciting. Working for a growth company was nice because the focus was on growth problems rather than worrying about not meeting margins. We had more flexibility, and creativity on how to grow revenue, build new products, etc.Additionally, LinkedIn has<a target="_blank" href="https://www.businessinsider.com/best-company-culture-companies-comparably-2022-12"> a fantastic culture</a> and prioritizes talent first.A significant perk of making a solid six-figure income is that we own our own home in San Francisco and have additional income for extracurriculars (vacations, cars, technology, and more). Also, we can afford for my husband to be a<a target="_blank" href="https://www.businessinsider.com/wife-makes-500000-year-stay-at-home-dad-2024-7"> full-time stay-at-home dad</a>. He initially worked a corporate job before transitioning to running a restaurant pre-pandemic before it shut down. My daughter was born the same month he opened the restaurant while I worked full-time. It was intense.<h2 id="38e61f41-de6d-4389-9beb-a1977da7f6df">I'm always finding opportunities to improve in my current role</h2>I work my butt off. I go above and beyond. I'm always doing more than I should.There are negatives to<a target="_blank" href="https://www.businessinsider.com/should-you-go-above-and-beyond-for-your-company-in-a-recession-2022-10"> going above and beyond</a>, such as taking on more work outside your core responsibilities without recognition or compensation rewards. But I always say, "Your brand is what people say about you when you're not in the room."You must be able to self-promote and manage upward, show your impact on the organization, find ways to create value, and have advocates.If you have an interesting career journey to a six-figure job and want to share your story, please email Manseen Logan at mlogan@businessinsider.com.

I started my higher education at a community college and now have a six-figure job at a tech company. You don't need to have it all figured out in the beginning.

<ul class="summary-list"><li>Ukrainian forces are sharing footage of drones dropping a fiery substance on tree lines below.</li><li>This incendiary material has been identified as molten thermite, or tiny pieces of burning metal.</li></ul>Ukrainian forces appear to be increasingly using drones to rain a fire-like substance down on Russian troop positions in the tree lines, newly released combat footage shows.Multiple Ukrainian units have shared videos this week of their drones dispersing an incendiary material <a target="_blank" class="" href="https://kyivindependent.com/thermite-drone/">identified as molten thermite</a>, which is essentially tiny pieces of metal burning at temperatures that can reach temperatures of 4,000 degrees Fahrenheit.The scorching-hot substance can melt through metal, meaning it can be incredibly damaging when used against some armored vehicles. Ukrainian forces have <a target="_blank" class="" href="https://www.telegraph.co.uk/world-news/2024/09/02/watch-drone-rains-down-molten-thermite-ukraine-battlefield/">previously used thermite munitions</a> to destroy abandoned Russian tanks.Footage of drones releasing molten thermite first surfaced on Monday. It <a target="_blank" class="" href="https://www.businessinsider.com/ukraine-seems-to-have-drone-that-spews-fire-video-2024-9">appeared to be the first time</a> during the war that drones have been used in this way and marked the latest innovation for unmanned systems. Several accounts published a video showing a drone drop molten thermite on a Russian-held tree line in eastern Ukraine, causing multiple fires. The attack was attributed to the Ukrainian military's 108th Territorial Defense Brigade.Additional footage of this tactic made the rounds on social media Wednesday, with the Ukrainian military's 60th Mechanized Brigade publishing a video showing a drone spewing a trail of molten thermite on a tree line at night, leaving behind a trail of fire."Strike Drones are our wings of vengeance, bringing fire straight from the sky!" the Ukrainian military brigade wrote in a <a target="_blank" class="" href="https://www.facebook.com/60ombr/videos/369849842843185">Facebook post</a>. "They become a real threat to the enemy, burning his positions with an accuracy that no other weapon can achieve." The Khorne Group, an element of Ukraine's 116th Mechanized Brigade, also shared footage showing a fiery-looking drone spewing a trail of smoke behind it and setting the forest below ablaze.The unit <a target="_blank" class="" href="https://t.me/khornegroup/2635">said</a> that it normally opposes videos of new technologies being shared online, but it decided to publish its video anyway since the thermite footage is already out there. Business Insider was unable to immediately verify the footage.It was unclear how much damage the drones in the videos are causing for Russian forces in any of these instances, but the thermite-releasing drones appear to have relatively limited combat utility beyond attacking tree lines.Tree lines, however, have played an important role in the war, as they often separate large fields and provide concealment for Russian forces to set up forward defenses and hide their artillery or armored vehicles.Russia has been accused of using its own <a target="_blank" class="" href="https://www.bbc.com/news/world-europe-65506993">incendiary weapons</a>, including white phosphorus, during the war.The videos of the fire-breathing drones released this week appear to signal the latest innovation for Ukraine's various drone programs, as Kyiv and Moscow remain locked in a continuous cycle of <a target="_blank" class="" href="https://www.businessinsider.com/ukraine-russia-locked-cat-and-mouse-game-drone-production-official-2024-6">unmanned systems development race</a>.

Ukraine's wild fire-breathing drones have started popping up all around the front lines, videos show

In the early 2000s, the business of for-profit college was booming. After the University of Phoenix's parent company, the Apollo Group, went public in 1994, others were close on its heels: Corinthian, ITT Tech, and Kaplan each had IPOs in the 1990s, netting tens of millions of dollars and setting off tremendous periods of growth.Soon, private equity firms caught wind of the opportunity. In 2003, there were just 18 for-profits owned by private equity firms; less than a decade later, that number had more than tripled, to 61. For-profit enrollments were also exploding, from a little more than 425,000 in 2000 to 1.7 million in 2012 — an increase of more than 300%. By contrast, public colleges had grown by just 31%.Increasingly the boom could be characterized as a Wall Street versus Main Street match-up. Even in the 1980s, the majority of for-profit programs were still mom-and-pop affairs: short-term certificate courses in subjects like cosmetology and truck driving. By the early years of the new millennium, students were attending Fortune 500 chain schools for full-fledged degrees in teaching, medical assisting, business, and psychology. In 2012 there were 21 publicly traded for-profit colleges, and less than a quarter of for-profit college students attended a mom-and-pop operation; the other 1.3 million went to publicly traded or private-equity-owned schools.The profits in this new world were beyond belief. One study found that the for-profit industry netted 55% profit margins between 2000 and 2012. In other words, for every dollar they took from students, 55 cents went to shareholders, with overall profits peaking in 2011 at $5 billion. Within a decade of Apollo's IPO, Phoenix's student body had grown tenfold, and thanks to students' easy federal money, the company was bringing in more than $1 billion a year.It was a win-win for just about everyone involved. The schools' profits came almost exclusively from federal grant and loan moneys. The federal government was bankrolling not only their and their investors' windfalls but also those of the financial institutions and guarantee agencies that did the lending and collecting under the Federal Family Education Loan program.But there were two groups left out of the bonanza: the public at large, whose tax dollars kept the machine running, and the students who got sacked with the bill.Then the evidence started coming in, yet again, that the for-profit corporate darlings of the '90s and aughts were no more sophisticated — certainly no more beneficial — than the shady computer schools that had preceded them. In 1970 there had been only 18,333 students enrolled at degree-granting for-profit schools, less than a quarter of a percent of the total number of college students. By 2009 there were 1.85 million — almost 10% of the total. The grift had grown a hundredfold."I had worked in the sales industry for many years," the admissions supervisor stated. "But Ashford [University] had the most aggressive sales floor I have ever seen." The supervisor's employer was putatively an accredited institution that offered a wide variety of bachelor's and advanced degrees; in reality it was effectively a money-printing operation.The school's many sordid practices were revealed in a 2017 lawsuit filed against the institution by the attorney general of California. Among them were the tales of Ashford's salespeople — aka "admissions counselors" — who made hundreds, sometimes even a thousand, cold calls a week. Still their managers berated and taunted them, forcing underperformers to stand all day, jangling keyrings with the ID cards of their fired former colleagues in their faces. Some of them cried; some had mental breakdowns; eventually most quit or were fired. Managers created "lowest performer lists" and then fired the bottom 10th of recruiters. When the salespeople did manage to land a mark, they celebrated by ringing cowbells or flapping plastic hand clappers. "The sales floor had a true boiler room atmosphere," said the supervisor, not unlike that "portrayed in the movie The Wolf of Wall Street." And if they all misled some naive fools in the process, say, a few hundred a month, well, that was just the cost of doing business. It wasn't like they were going to get fired for calling loans "grants" or promising a program would lead to high-paying jobs or guaranteeing that if things didn't work out at the school, any credits earned there would transfer elsewhere (as they almost certainly would not). One Ashford admissions counselor got 25 violations in eight months and the managers dished out only a slap on the wrist. The risk of punishment by the company's Compliance Department was low, but the reward was irresistibly high: admissions counselors got paid by the sale, and the best of them made in the six figures. Recruiters preyed on their marks' naiveté about higher education, convincing them that they couldn't receive their financial aid until well into the semester (when it would be too late to get a refund), lying about what their degrees would qualify them to do, and encouraging them to spend their federal aid funds on things like cars or expensive vacations (against federal law).Ashford University was owned by Bridgepoint Education, which was backed by Warburg Pincus, a private equity firm. And the secret to its success was a foolproof tactic that for-profit financiers had discovered for getting their business off the ground and gaining access to the all-important stream of federal aid money. The trick was to gobble up existing mom-and-pop proprietary schools — as well as small, financially struggling nonprofits — and to acquire their accreditations, assets as valuable as New York City taxi medallions.But for students, the business model was a bust — at Bridgepoint, just as at any number of for-profit giants. With only seven full-time faculty for almost 74,000 students, Bridgepoint, like many of its competitors, spent way more on recruiting than it did on instruction. And it showed: Only about a quarter of students in any given year went on to get their "diplomas" within six years (public and nonprofit schools consistently graduated about two-thirds of students in that timeframe). Those who did graduate tended to leave with a hefty amount of debt — nearly $35,000 on average. By 2017 almost 20% of alumni were unemployed, and almost half didn't do anything related to their degree.Five years after California filed suit against Ashford, a state superior court judge found that the company had engaged in widespread deception — estimating that over an 11-year period, its recruiters had spread misinformation in more than 1.2 million calls — and issued more than $22 million in penalties. (In 2024, an appeals court reduced the penalty by nearly $1 million).The beneficiaries of Bridgepoint's grift were its shareholders and managing partners. The losers were everybody else. And if theirs wasn't a particularly victimless crime, so what? Nobody cared much about students anyway. "You stop thinking of these students as people," said one recruiting manager.In 2010, Tom Harkin, chair of the Senate's education committee, began a two-year investigation into for-profit schools. Harkin's assessment of the sector was scathing. He declared for-profits expensive, exploitative, and concerned only with their own profits. "They are not focused on the success of their students," Harkin declared.A number of these schools were held by private equity firms like Goldman Sachs. In 2011, one Goldman-backed chain took in more than $350 million in Pell Grant funds and made a little more than that in profit. At a time when the federal government was refusing to help unemployed, down-on-their-luck, and defrauded borrowers, it was bailing out banks like Goldman Sachs twice over: They had already benefited from billions of dollars in Great Recession recovery funds, and now they were scooping up ill-begotten federal student aid via failing for-profit colleges. Fifteen of the schools Harkin's team investigated were publicly traded. These schools received, on average, 86% of their revenues from federal sources, right up to the line of what was legal. One of the ways they did this, Harkin found, was by recruiting veterans. In the years after World War II, legislators reinvented the GI Bill several times to reward veterans of later conflicts, like the Vietnam and Iraq wars, and to adapt to the evolving military, which had become an all-volunteer force in the 1970s. A loophole allowed them to count Defense Department moneys, including GI Bill funds, as non-federal money. In 2009, a Bloomberg News reporter uncovered a tactic used by Ashford University recruiters. They were targeting a wounded warriors unit at Camp Lejeune, signing up veterans with brain injuries who couldn't remember which classes they were taking. Each veteran was a lucrative prospect, allowing schools to gobble up yet more federal funds.And gobble they did. By 2010, Harkin found, for-profits were taking in a third of all GI Bill education funds. But even more shocking, federal money flowing to for-profit schools accounted for 25% of all federal student aid and 47% of eventual loan defaults. This, in spite of the fact that the schools enrolled little more than 10% of all American college students.So what happened to all the extra money for-profits took in? Harkin's investigation found that for-profits spent nearly a quarter of all revenues on marketing and recruiting and often paid their executives multimillion-dollar salaries, far above the average rates for public- or nonprofit-university presidents. Students' money enriched every corner of the for-profit industry except one: quality of instruction.<div type="image" title="Cover image of Burdened: Student Debt and the Making of an American Crisis by Ryann Liebenthal" height="2775" width="1838" msid="113224481" hostid="261" sizebytes="715136"></div>Economist Stephanie Riegg Cellini co-authored a sweeping study of for-profits, which found that students of for-profit certificate programs were slightly less likely to hold a job than their counterparts in public programs. In 2015, a separate study found that job applicants got just as many call-backs by listing no educational experience on their résumés as they did by listing for-profit credentials.When for-profit grads did find employment, Cellini found, they earned about a 10th less than the public program certificate holders. In fact, these for-profit students were actually worse off than if they hadn't gone to school at all. When taking into account their debt loads, for-profit graduates were projected to lose about $1,200 on their educational "investments" over the course of their lifetimes.In short, a simple equation summed up the for-profit ethos at this time: charge as much as federal student aid will supply, and cut costs to the bone. Everything in the middle could be harvested as profit. For-profit education was an industry on the dole.<a target="_blank" class="" href="https://www.businessinsider.com/author/ryann-liebenthal">Ryann Liebenthal</a> is a writer and editor living in Oakland, California, who has reported extensively on the student loan crisis. She is the author of "BURDENED: Student Debt and the Making of an American Crisis."Excerpted from the book "<a target="_blank" href="https://www.harpercollins.com/products/burdened-ryann-liebenthal?variant=41472117669922">BURDENED: Student Debt and the Making of an American Crisis</a>." Copyright © 2024 by Ryann Liebenthal. From Dey Street Books, an imprint of HarperCollins Publishers. Reprinted by permission.

Wall Street tried getting into higher education. Disaster ensued. 

In an ever-evolving world driven by technology, <keyword id="19904566" type="General" weightage="20" keywordseo="artificial-intelligence" source="keywords">artificial intelligence</keyword> (AI) has been making waves in nearly every sector. Workers are constantly threatened by the prospect of “AI taking their jobs”. But what if we told you that the tool could just as easily dominate our classrooms as well? William Hersh, M.D., a seasoned professor at Oregon Health &amp; Science University (OHSU), was particularly intrigued by AI's growing influence in his field. As a medical informatics educator, he sought to explore just how well <keyword id="19896272" type="General" weightage="20" keywordseo="generative-AI" source="keywords">generative AI</keyword> could compete with his human students. The results? Surprising, to say the least. <h2>An experiment in education</h2>Hersh’s curiosity led him to conduct an experiment where he pitted six large-language <keyword id="19924380" type="General" weightage="20" keywordseo="AI-models" source="keywords">AI models</keyword> — including ChatGPT — against students enrolled in his introductory course on biomedical and health informatics. The goal was to see how AI would perform when tasked with the same assessments as his students. The <a href="https://www.nature.com/articles/s41746-024-01251-0">findings</a>, published in npj <keyword id="20320357" type="General" weightage="20" keywordseo="digital-medicine" source="keywords">Digital Medicine</keyword>, showed that AI models outperformed up to 75% of the class. "This does raise concern about cheating, but there is a larger issue here," Hersh commented. "How do we know that our students are actually learning and mastering the knowledge and skills they need for their future professional work?" <h2>The role of <keyword id="23201889" type="General" weightage="20" keywordseo="AI-in-knowledge-based-learning" source="Orion">AI in knowledge-based learning</keyword></h2>The study analysed the performance of 139 students who took the course in 2023, with AI models tackling multiple-choice questions and short-answer prompts. The AI models scored impressively, landing in the top 50th to 75th percentile. According to Hersh, these results raise essential questions about the future of student assessment, particularly in knowledge-heavy subjects like biomedical informatics. Although the AI excelled in this particular course, Hersh was quick to point out that generative models might not fare as well in more hands-on or participatory academic settings, where critical thinking and complex skills development are vital. For Hersh, this balance between mastering knowledge and applying it in real-world scenarios is at the heart of <keyword id="19918893" type="General" weightage="20" keywordseo="medical-education" source="keywords">medical education</keyword>. <div type="Article" hostid="261" msid="113364057" title="AI is entering classrooms in Italy, new learning tools to be tested in 15 classrooms across four regions" mstype="2" mssubtype="0"></div> <h2>A new era for medical students</h2>The AI's performance has stirred up an age-old debate in the academic community: how much information should students be expected to memorise versus being able to access through technological tools? Hersh recalls a time in medical school when one of his attending physicians insisted that every doctor should carry all medical knowledge "in their head." Even back then, Hersh saw the limitations of such an approach. "The knowledge base of medicine has long surpassed the capacity of the human brain to memorise it all," he noted, emphasising the importance of making smart use of available technology. <h2>Striking the right balance </h2>Despite the impressive capabilities of AI, Hersh remains confident that medicine — and most academic disciplines — will always require a "human touch." Critical decision-making, nuanced judgement calls, and compassionate patient care cannot be fully replaced by machines. "There are a lot of things that healthcare professionals do that are pretty straightforward, but there are those instances where it gets more complicated and you have to make judgement calls," Hersh said. "That's when it helps to have that broader perspective." As fall classes approach, Hersh isn’t worried about AI encouraging cheating. His solution? Continuously updating the curriculum and ensuring that assessments go beyond what AI can quickly retrieve. "In any scientific field, there are new advancements all the time," he remarked. "Large-language models aren’t necessarily up to date on all of it." Hersh’s experiment underscores the broader implications of <keyword id="8581687" type="General" weightage="20" keywordseo="AI-in-education" source="Orion">AI in education</keyword>. While AI has the potential to assist in areas such as medical knowledge recall, it cannot — and should not — replace the critical thinking, emotional intelligence, and human interaction that healthcare professionals need to succeed. As AI continues to evolve, so too will educational approaches, aiming to equip students with both a solid foundation of knowledge and the tools to navigate an increasingly AI-enhanced world. <div type="Article" hostid="261" msid="113315283" title="Open AI’s latest ‘Strawberry’ will actually think before it acts!" mstype="2" mssubtype="0"></div>

A medical professor pitted AI models against his students to see who would score better on his tests. The results were shocking!

New Delhi: Prime Minister Narendra Modi will inaugurate the 8th edition of the International Telecommunication Union - World Telecommunication Standardization Assembly (<keyword id="23549707" type="General" weightage="20" keywordseo="ITU-WTSA" source="keywords">ITU-WTSA</keyword>) at <keyword id="19950568" type="General" weightage="20" keywordseo="Bharat-Mandapam" source="keywords">Bharat Mandapam</keyword> here in the national capital today. This is the first time the ITU-WTSA will be hosted in India and the Asia-Pacific. Prime Minister will also inaugurate the 8th edition of the <keyword id="21058244" type="General" weightage="100" keywordseo="India-Mobile-Congress" source="keywords" meta.keywordsubtype="org" meta.entityname="India Mobile Congress" meta.hostid="261" meta.entityid="India Mobile Congress">India Mobile Congress</keyword> (IMC), with the theme, "The future is now." Prime Minister Modi took to X to announce both events, saying, "At 10 AM tomorrow, 15th October, the International Telecommunication Union - World Telecommunication Standardisation Assembly and the India Mobile Congress 2024 will be inaugurated. These forums are important ones, bringing together leading stakeholders from across the sector." Aa per a statement by the Prime Minister's Office (PMO), the event will be facilitating interactions with various industry leaders, policy-makers and tech experts from over one ninety countries. It is a pivotal global event that will bring together more than 3,000 industry leaders, policy-makers and tech experts from over 190 countries, representing telecom, digital, and ICT sectors. The ITU-WTSA event will also facilitate discussion on the standards set for new age technologies such as 6G, AI, IoT, Big Data, cybersecurity, etc. "Hosting this event in India will provide the country an opportunity to play a key role in shaping the global telecom agenda and to set the course for future technologies. Indian startups and research institutions are set to gain critical insights into developing Intellectual Property Rights and Standard Essential Patents," the PMO said. India Mobile Congress 2024 will be showcasing the telecom ecosystem, with leading telecom companies highlighting advancements in Quantum technology and Circular Economy along with spotlight on 6G, 5G use-case showcase, cloud &amp; edge computing, IoT, semiconductors, cybersecurity, green tech, satcom and electronics manufacturing. India Mobile Congress is Asia's largest <keyword id="21099140" type="General" weightage="20" keywordseo="digital-technology" source="keywords">digital technology</keyword> forum, and has become a well-known platform across the globe for showcasing innovative solutions, services and state-of-the-art use cases for industry, government, academics, start-ups and other key stakeholders in the technology and telecom ecosystem. The IMC will feature over 400 exhibitors, 900 startups, with participation from over 120 countries. The event also aims to showcase more than 900 technology use case scenarios, host more than 100 sessions and discussion with over 600 global and Indian speakers.

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