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Bengaluru: Last week, <keyword id="19902762" type="General" weightage="100" keywordseo="Google" source="keywords" meta.keywordsubtype="org" meta.entityname="Google" meta.hostid="265" meta.entityid="Google">Google</keyword> unveiled a series of new AI-powered partnerships aimed at advancing healthcare, <keyword id="19895783" type="General" weightage="20" keywordseo="sustainability" source="keywords">sustainability</keyword>, and agriculture in India The tech giant is collaborating with both local and international organisations to implement AI-driven solutions in <keyword id="21690244" type="General" weightage="20" keywordseo="diabetic-retinopathy" source="keywords">diabetic retinopathy</keyword> screening, urban waste management, and agricultural development. According to Google, these announcements were made during a roundtable in Bengaluru, marking the fifth anniversary of Google's Research Lab in the city. This follows the 10th edition of the Google for India event, which showcased the potential of AI to benefit individuals, businesses, and society at large. Dr Manish Gupta, Research Director of Google DeepMind, stated, "Collaborating with key Indian organisations, our focused research in India across language understanding, healthcare, agriculture, and sustainability is helping tackle many of the country's unique challenges and creating AI-led solutions that will improve billions of lives." Google is working with <keyword id="23588208" type="General" weightage="20" keywordseo="Forus-Health" source="keywords" meta.keywordsubtype="org" meta.entityname="Forus Health" meta.hostid="265" meta.entityid="Forus Health">Forus Health</keyword> and AuroLab in India and Perceptra in Thailand to provide 6 million AI-assisted screenings for diabetic retinopathy over the next decade. These screenings aim to detect and prevent blindness in diabetic patients, particularly in resource-limited communities. The AI model has already supported over 600,000 screenings worldwide, with initial research and deployment carried out in India. Sunny Virmani, Group Product Manager, Health AI Research at Google, remarked, "From our initial research to the first patient screening in Madurai, India, we've been committed to translating AI's potential into meaningful change for people globally. And now the partnerships with Forus Health, AuroLab, and Perceptra are helping us expand on this commitment, as a global network of innovators comes together to eradicate preventable blindness due to diabetic retinopathy." Google's CircularNet, an AI-driven computer vision model for waste management, is being deployed in partnership with Bengaluru-based Saahas Zero Waste. CircularNet helps identify and sort plastic waste, facilitating recycling and reducing the strain on landfills. Powered by Google's TensorFlow, the model has shown approximately 85% accuracy in detecting plastic waste during a pilot programme, potentially boosting revenue for material recovery facilities by 10-12%. To support data-driven decision-making in agriculture, Google is also opening its Agricultural Landscape Understanding (ALU) Research API to developers. The API leverages satellite imagery and machine learning to provide farm-level insights, such as field boundaries, water bodies, and vegetation. The technology aims to optimise resource allocation and guide sustainable farming practices in India. (ANI)

Google announces AI-led collaborations for India's health, sustainability, and agriculture sectors

Climate Action 15: 2024's top global innovators powering green solutions

Billionaire <keyword id="19929098" type="General" weightage="20" keywordseo="gautam-adani" source="keywords">Gautam Adani</keyword>'s group will supply <keyword id="19914923" type="General" weightage="20" keywordseo="clean-energy" source="keywords">clean energy</keyword> to power Google's cloud services and operations in India, the two firms said on Thursday. <keyword id="19955648" type="General" weightage="100" keywordseo="Adani-Group" source="keywords" meta.keywordsubtype="org" meta.entityname="Adani Group" meta.hostid="261" meta.entityid="Adani Group">Adani group</keyword> will supply 61.4 megawatt of electricity from a new <keyword id="21342349" type="General" weightage="20" keywordseo="solar-wind-hybrid-project" source="keywords">solar-wind hybrid project</keyword> located at its 30 gigawatt (GW) Khavda renewable energy park in Gujarat. Google powers most of its cloud operations and services through electricity procured from the grid and is planning to run the entire operations on clean energy by 2030. Adani is expected to start commercial operations in the third quarter of 2025. At the '<keyword id="23413952" type="General" weightage="20" keywordseo="Google-for-India" source="keywords">Google for India</keyword>' event, the search giant also announced a partnership with CleanMax for sourcing 125.4 MW of clean energy to power its offices and cloud regions in India. Of the contracted volumes, 66 MW solar energy will come from Rajasthan and 59.4 MW wind energy from Karantaka. "These projects are expected to start commercial operations in Q4 2025 and will deliver <keyword id="22243112" type="General" weightage="20" keywordseo="carbon-free-energy" source="keywords">carbon-free energy</keyword> to the grid where Google operates offices and cloud regions in India," Google said. While Google made the announcement at the 'Google for India' event here, the Adani Group gave details in a statement. "Through this partnership Adani will supply clean energy from a new solar-wind hybrid project located in the world's largest renewable energy plant at Khavda, Gujarat. This new project is expected to start commercial operations in the third quarter of 2025," the Adani group statement said. This innovative collaboration will help advance Google's 24/7 carbon-free energy goal by ensuring cloud services and operations in India are supported by clean energy and thereby contribute to the <keyword id="20289318" type="General" weightage="20" keywordseo="sustainable-growth" source="keywords">sustainable growth</keyword> of Google in India. Adani had previously announced plans to set up data centres run on clean energy. It had in October 2022 leased 4.64 lakh square feet of space at its data centre in Noida to Raiden Infotech, an entity of Google.

Adani to supply clean energy for Google's cloud operations in India

The rapid acceleration of change in the workplace — from the boom of generative AI to shifting work models — means leaving behind old ideas of what C-suite leadership looks like.For Business Insider's third Workforce Innovation virtual roundtable, we asked board members how C-suite leaders might have previously led their businesses and how old approaches are giving way to a distinctly new way of executive leadership.Several board members said change needed to happen at every level of an organization, not just on a single team. Now it's up to leaders to harness the potential of their workforce and prepare employees for how they can play an active role in transformations across the business."The reset message here is that no function is exempt," Maggie Hulce, the chief revenue officer at Indeed, said. "Every function can change and should be changing and needs to take accountability and ownership for driving that, versus waiting for a central team to figure everything out."With evolving workplace priorities, the Workforce Innovation board also predicted which new roles might emerge in the C-suite, including "chief transformation officer" and "chief experience officer."The following has been edited for length and clarity.Julia Hood: What's the old way of C-suite leadership, and what's the new way? What is changing for those leading the workforce during this time of transformation?<h2 id="0c6ca21f-d8b4-40db-bb90-e9fb8d56ff2b">Alicia Pittman, chair of global people team, Boston Consulting Group</h2>One of the biggest differences we're seeing and we'll continue to see is that the concept of apprenticeship is becoming truly a two-way street. An old version of apprenticeship is learning the craft step-by-step — like the "Karate Kid" and Mr. Miyagi, based on wisdom and time.Now leaders are also seeing from younger generations how to embrace technology and AI, specifically, how to lead inclusive teams that maybe don't look so much like you, and how to support employees through mental-health challenges and general wellness.I'm seeing that happening in very powerful ways, truly two ways, and up and down. Organizations that embrace that — which are flatter, less formal, and allow for more of that cross-connectivity — are going to benefit as that becomes more the norm in how we craft leadership.<h2 id="f242fb98-9c94-4e5b-8135-1f191d2cb6f3">Neil Murray, CEO, Work Dynamics at JLL</h2>I like the idea that's been coined about leading from behind. The notion is that the old way was about leading leaders top-down, personally owning strategy, P&amp;L, innovation, and culture.Leading from behind has been likened to a shepherd coordinating from behind and creating an environment where people who are willing and able can take initiative and lead innovation. That company culture becomes owned collectively rather than the singular responsibility of the CEO.I don't think that's about a CEO stepping back and allowing mob rule, but rather, it's about harnessing collective genius in the organization.I think the reason for this is that the psychological contract between companies and employees has changed quite dramatically and continues to change. We know that people are looking for more meaning and purpose in their working lives. They expect to be seen. They expect to be valued for who they are and, ultimately, want to be part of and coauthor a company purpose and culture.It also applies to innovation. It's no longer about incremental innovation from a centralized chief product officer. Breakthrough innovation will be key, with consistent breakthrough innovation to sustain competitiveness. From a leadership perspective, that's about creating an environment where those closest to issues and most nimble can lean in and innovate, rather than trying to centralize it.<h2 id="d012677b-737d-445d-84a4-5d9f7a363a82">Kenon Chen, executive vice president of strategy and growth, Clear Capital</h2>When I first saw the GitHub Copilot demo before it was launched, I was struck by the idea of someone with a business use case and business knowledge being able to execute and create a technical solution without going through our typical translation layers, which are business analysts and scrum masters and technical project managers.We now have this huge layer of translators between the business, especially from the C-suite to the people who are creating the innovations or products.What gen AI is leading us to is a world in which we don't need so many translators because there are fewer hops from the idea to the value that we want to create to the execution. When you have all these translators, it's like the telephone game.As a leader, you need to be able to communicate much more precisely and clearly the outcome that you're trying to create in terms of value. You have to be your own translator, in a way, so that every stakeholder involved can take action on what's being communicated.<h2 id="df0e2c1a-ee63-46c5-b1e1-3cca22a63036">Anant Adya, executive vice president, service-offering head, and head of Americas delivery, Infosys</h2>At Infosys, one of the things we are focusing on is employee well-being. We want to be a hybrid work environment where we give flexibility to our employees to choose the way they want to work.There is obviously great value in coming to the office, collaborating with team members, and working to do innovative stuff. But this also ties back to DEI initiatives in the company. As we improve our gender diversity, especially as we go to the top, we want to make sure we give flexibility to our employees.Also very important is how we embrace innovation. We continuously upskill, retrain, and reskill our employees. How do we make sure that we embrace the culture of learning in the company? It's very critical that we have to constantly learn and upskill ourselves with all the new technologies that are coming and with all the new lingo that is being spoken. We don't want to get stuck in the old world of still talking old technology.Finally, we balance risk and focus from a long-term standpoint. Of course, everybody's focused on the quarter results and numbers, but we want to have a very long-term focus and plan at the same time.<h2 id="ef9e6c96-6d4a-4af5-a150-163cc530eada">Justina Nixon-Saintil, vice president and chief impact officer, IBM</h2>There is such a focus on employee voice across everything that we do. When you think about AI, we're asking employees, no matter where they are across the business, to come up with use cases and ways that AI can make a difference in their function.In the past, this would be the limit of just one entity, one function to come up with the right use cases. Maybe it was the software team, CIO team, or CTO.Now we're looking across the entire business and saying, "Come up with the right use cases that can help your function, your programs, your organization."Even in the area that I lead around corporate responsibility and ESG, we're deploying AI technology to create better learning pathways for our users or to look at ESG and data analytics. So this is an area we're leading within the organization and not necessarily waiting for another function to help us lead.<h2 id="b9d6a0b9-97d7-4bef-b44c-1a0b1ebba35e">Maggie Hulce, chief revenue officer, Indeed</h2>We are moving towards AI-enabled transformation being a companywide expectation, as opposed to just a few teams working on it and incubating it. That requires, as others have said, cross-team learning and development, and we are acknowledging we need both centrally driven, top-down things and a lot of bottom-up things.That's a parallel concept to DEI. We've gone through the transition of separate DEI organizations to having it be the expectation that equity is every leader's responsibility.Having a separate team that's supposed to make everybody behave with equity just doesn't work.With well-being, we've been on this track that, of course, physical and mental health, employee engagement, and employee voice are really important. Right now, there's more focus on training managers for the challenges of the multigenerational workforce and the mix of in person and remote.The speed of change is getting more and more rapid. How do we equip the managers up and down to help navigate this? And that's a big part of employee buy-in and navigating change. In the C-suite itself, you have more roles that have to think cross-functionally and be cross-functionally trained. Because as you think about how AI can change processes, it blurs and breaks old functional lines.That will make people uncomfortable. But if you let the functional lines be blockers, it will definitely slow you down. So our expectation is that we're going to see more and different types of roles that are enabling transformation.<h2 id="9b14003d-0c96-46b6-9c44-0515cc2393cf">Lucrecia Borgonovo, chief talent and organizational-effectiveness officer, Mastercard</h2>One of the biggest shifts is around decision-making — the move from siloed decision-making, where each member of the C-suite has a defined set of decisions they're accountable for, to a C-suite that acts more as a collective leadership body. It acts more cross-functionally, and there are more shared responsibilities and more joint decision-making that becomes part of the norm.There's much more fluidity and interdependency across different roles and functions. C-suite leaders are wearing multiple hats and creating roles that are much more versatile in nature.Tim Paradis: We've seen new C-suite roles emerge in recent years, like chief AI officer and chief ethics officer. The C-suite itself is getting larger in some cases. What new C-suite offices might emerge next?Nixon-Saintil: I'm seeing a lot of new roles, especially in corporate social responsibility and ESG. More "chief impact officers" are focused on social impact across the business. Those roles sometimes oversee environmental affairs and sustainability initiatives.The "chief sustainability officer" role has increased significantly over the last two years. Many large companies had them, but now smaller or midsize companies are adding that role to the C-suite, especially as they prepare for regulation around sustainability and all of the mandatory disclosure that is occurring."Chief ESG officer" is a new role that we are seeing as well, with a focus on ESG, regulation, controls, and accountability.Adya: The common thing that will happen across roles is the use of data and AI across every role.There are two roles that we are seeing in some of our bigger customers. One is chief experience officer, who is focused on what we call "human experience." It's not just about the experience of users but also of the stakeholders, business users, and customers of the enterprise.For example, if you go to a company and ask a finance person, "What does experience look like for you?" He or she will say that I would want to close my books on time. That's the experience. They don't care about whether they're using X, Y, or Z vendor. For them, closing the books on time is their experience. So this is about looking at the experience of the stakeholders, the users, and their customers.Then, while there is a "chief AI officer" role that's picking up, there is also a lot of focus on automation. How do we use automation in a business process? So the "chief automation officer," cutting across the enterprise, is looking at areas where we could potentially drive automation in a big way.Borgonovo: One that is on my mind is what you might call a "chief optimization officer," focused on how do you extract the most value across your products, your services, and all the different investments that you make, identifying items that aren't necessarily scaling.The other one that we have seen at Mastercard is the "chief risk officer," a new role created in response to the environment getting incredibly complex and the importance of embedding risk management into the organization.Roles like chief transformation officer will continue to be relevant. It all depends on the maturity of the different capabilities that you have in the organization.Pittman: I think that a lot of these roles — whether it's chief diversity officer, chief risk officer, chief digital officer — are really about building new competencies that are not widely spread. Where it's working best, you see companies standing up leadership for these capabilities and then pushing it down the line. It's got to be everybody's accountability.The number of companies naming chief transformation officers grew about 140% over the last couple of years. It's one of those roles where the impact is most measurable. You can see with a chief transformation officer, from the time they're appointed to the next two years, on average, that the company is going to improve its shareholder return performance versus its peers.That's pretty remarkable in terms of impact, so we'll keep seeing that. With the pace of change, the half-life of market leadership keeps getting shorter and shorter. We're going to see the role of the chief transformation officer being critical to enable C-suites to keep up with the pace of change and drive cross-functional initiatives.Hulce: I was just pitching this idea of a transformation leader, not necessarily reporting to the CEO but one across internal functions to help drive the next 18 months given how fast we intend to stand up totally different ways of working.When we think about transformation for external products versus transformation for internal processes, it is a bit different. So when we think about the work we're trying to do for external products, making sure the scope is clear — those are long-standing, typical questions for how you stay competitive and innovate.But rapid cross-functional, internal transformation is different. Can you make a successful role to drive a complete rethink of process and workflow across many functions with technology and AI being a critical enabler?In the past, it wasn't as important to do cross-functionally as it is now, with what gen AI can do. It's a big opportunity to radically rethink how this work gets done.Murray: Business-unit leaders now have an explicit responsibility to look at everything within their business line and think about on a 2-by-2 matrix the feasibility versus the impact of transforming end-to-end process.Chen: I do like this idea of a chief transformation officer, but the risk there is if every leader isn't equipped with thinking about how to proactively get value from tools that are around the organization and the data that is available. Everyone is going to have to be reskilled to learn how to do that, with AI as one of the new accelerator tools.

The C-suite is evolving — and new roles may join to drive innovation, say execs from IBM, JLL, Clear Capital, and more

Tech giant <keyword id="19910716" type="General" weightage="20" keywordseo="IBM" source="keywords" meta.keywordsubtype="org" meta.entityname="IBM" meta.hostid="153" meta.entityid="IBM">IBM</keyword> on Monday announced the launch of its <keyword id="22332400" type="General" weightage="100" keywordseo="GenAI-Innovation-Center" source="keywords">GenAI Innovation Center</keyword> in <keyword id="19900813" type="General" weightage="20" keywordseo="Kochi" source="keywords">Kochi</keyword> which, it said, will enable enterprises, <keyword id="19945815" type="General" weightage="20" keywordseo="startups" source="keywords">startups</keyword>, and partners to explore and build generative <keyword id="20125652" type="General" weightage="20" keywordseo="AI-technology" source="keywords">AI technology</keyword>. The centre will accelerate AI innovation, boost productivity and strengthen GenAI expertise in India, the company said in a release. "As organisations transition from AI experimentation to deployment for adding business value, they often find AI projects too complex or difficult to integrate due to limited skills or expertise," it said. According to the release, the centre would provide organisations with access to IBM experts and technologies geared to help build, scale and accelerate adoption of enterprise-grade AI. The centre is built on InstructLab, a new technology jointly developed by IBM and <keyword id="20245485" type="General" weightage="20" keywordseo="Red-Hat" source="keywords" meta.keywordsubtype="org" meta.entityname="Red Hat" meta.hostid="153" meta.entityid="Red Hat">Red Hat</keyword> for enhancing Large Language Models (LLMs) with a client's own data, and will also take advantage of IBM '<keyword id="20249092" type="General" weightage="20" keywordseo="Watsonx" source="keywords">watsonx</keyword>' AI and data platform and AI assistant technologies. The GenAI Innovation Center will be a part of the IBM India Software Lab in Kochi, and be managed by IBM's technical experts. "With access to the latest in generative AI technology, LLMs, case studies, and IBM experts, the centre will nurture a community focused on harnessing the power of generative AI to address societal and business challenges ranging from sustainability, public infrastructure, healthcare education, and inclusion," IBM said.

IBM to launch GenAI Innovation Center in Kochi

<keyword id="19950119" type="General" weightage="20" keywordseo="Tata-Consultancy-Services" source="keywords" meta.keywordsubtype="org" meta.entityname="Tata Consultancy Services" meta.hostid="153" meta.entityid="Tata Consultancy Services">Tata Consultancy Services</keyword> (TCS), has expanded its partnership with <keyword id="20167467" type="General" weightage="20" keywordseo="Rolls-Royce" source="keywords" meta.keywordsubtype="org" meta.entityname="Rolls-Royce" meta.hostid="153" meta.entityid="Rolls-Royce">Rolls-Royce</keyword>, a British multinational specialising in civil aerospace, defence aerospace, services, and power systems, to advance sustainable aviation initiatives. According to a press release, the collaboration focuses on researching <keyword id="22499621" type="General" weightage="20" keywordseo="hydrogen-fuel-system-technology" source="keywords">hydrogen fuel system technology</keyword>, reinforcing the potential of hydrogen as a zero-carbon <keyword id="20178417" type="General" weightage="20" keywordseo="aviation-fuel" source="keywords">aviation fuel</keyword> of the future. TCS will supply engineering skills and support to Rolls-Royce to tackle three key challenges in enabling hydrogen for aviation- fuel combustion, fuel delivery, and fuel system integration with an engine. All elements must be validated for safe operation. This partnership highlights TCS's commitment to driving sustainable transformation across industries, aligning with its broader mission to harness technology for positive societal impact. The International Air Transport Association (IATA) has set targets for net zero carbon emissions by 2050. Alan Newby, Director, Research and Technology, Rolls-Royce, said, "We welcome TCS to our hydrogen research programme and their engineering skills will play a valuable role in addressing our technology goals. We've already made great progress and having TCS with us gives us additional capability as we move forward on our journey to enable the energy transition for the aviation sector." The expanded partnership was announced at the Farnborough International Airshow, where TCS also showcased its technological prowess in the aviation industry. This collaboration builds on a long-standing relationship between Rolls-Royce and the Tata Group, including engine development and a robust supply chain commitment. TCS has worked with Rolls-Royce since 2010 in areas such as design, manufacturing engineering, control systems, software, after-market services, and IT services, supporting major civil and business aviation programs and the end-to-end product development lifecycle. Anupam Singhal, President - Manufacturing, TCS, said, "The partnership between TCS and Rolls-Royce is an exciting one that represents a powerful alliance in the quest for <keyword id="22500175" type="General" weightage="20" keywordseo="sustainable-aviation-solutions" source="keywords">sustainable aviation solutions</keyword>. We are aligned with Rolls-Royce's ambition for a greener future. This partnership is the perfect opportunity to put our technological strengths and passion for the environment to use for advancing innovation and fostering an eco-friendlier aerospace sector." TCS will leverage its deep domain knowledge of the aircraft manufacturing industry to support Rolls-Royce's engineering activities such as system design, component design, supply chain support, and program management. These services will help Rolls-Royce research hydrogen technology to address the challenges of fuel combustion, fuel delivery, and fuel systems integration with an engine, ensuring all elements operate safely. Regu Ayyaswamy, Senior Vice President and Global Head- Internet of Things and Digital Engineering, TCS, said, "TCS and Rolls-Royce have been partners in advancing engineering excellence for nearly a decade. The new partnership for research into hydrogen fuel systems represents a pivotal next step at a time when the aviation industry is faced with the urgent challenge of reducing carbon emissions while maintaining performance and efficiency. It aligns well with TCS' commitment to harness technology for positive societal impact and building a greener future." TCS has been on a mission to harness the power of technology for positive societal impact and drive sustainable transformation across industries. With more than 200 sustainability offerings, TCS is helping customers around the world in their sustainability journeys. As a Tata group company, TCS is also conscious of its impact on the environment. In 2021, TCS set an ambitious sustainability target to reduce its absolute emissions by 70 per cent across Scope 1 and Scope 2 by 2025 from the baseline year 2016 and to achieve net zero by 2030. By FY24, TCS had already reduced its absolute carbon footprint across Scope 1 and Scope 2 by 80 per cent over a baseline of 2016, exceeding its target achievement by 10 per cent, one year ahead of time. (ANI)

TCS collaborates with Rolls-Royce for hydrogen research programme

<ul class="summary-list"><li>Ukraine took Russia by surprise with an invasion of the Kursk region last week.</li><li>It's not the first time that Ukraine has used surprise and innovation to turn the tables in the war.</li></ul>For months, Ukraine had been on the back foot in its war against Russia, with the Kremlin's forces slowly winning control of new territory.But last week, Ukraine turned the dynamic of the war on its head, launching an <a target="_blank" class="" href="https://www.businessinsider.com/what-does-ukraine-want-with-attack-on-kursk-russia-goals-2024-8">audacious incursion into Russia's Kursk province.</a>It appeared to catch Russia off guard, <a target="_blank" class="" href="https://www.businessinsider.com/ukraine-invasion-russia-territory-kursk-huge-blow-to-putin-power-2024-8">humiliated Russia's President Vladimir Putin</a>, and prompted the Kremlin to declare a state emergency.It's not the first time Ukraine has used innovation, cunning, and surprise to turn its fortunes around, and offset Russia's huge advantage in equipment and troop numbers.As its ground forces ran perilously low on ammunition during the congressional block on US aid last year, Ukraine shifted its focus to attacking Russia's once formidable Black Sea fleet, using <a target="_blank" class="" href="https://www.businessinsider.com/ukraine-says-sea-baby-drones-hit-russia-ships-anywhere-black-sea-2024-7">sea drones </a>and long-range missiles to force the Russian navy to retreat.At the same time, Ukraine developed long-range aerial drones that enabled it <a target="_blank" class="" href="https://www.businessinsider.com/why-ukraine-is-striking-deep-inside-russian-territory-experts-2024-8">to strike targets thousands of miles </a>into Russia, including military bases and gas and oil sites, bringing the conflict home to ordinary Russians.Jacob Parakilas, an analyst at the Rand Corp., told Business Insider that Ukraine's skill at improvisation and surprise was born out of necessity."The Ukrainian military is good at innovation because they've been doing it under fire for a decade now and because they have to be," said Parakilas.<h2 id="e978688a-47c7-4afd-a2c7-92ba967be3f9">'A small Soviet army can't beat a big Soviet army'</h2>Parakilas recently traveled to Ukraine and spoke to military personnel about their tactics and strategy.He said a recurrent theme in discussions was the wake-up call Ukraine got back in 2014, when Russia first launched its invasion, annexing parts of Donbas and the Crimea peninsula."Specifically, the phrase 'a small Soviet army can't beat a big Soviet army' came up repeatedly in our conversations in Kyiv," he said.Previously, Ukraine drew its military tactics from Soviet playbooks that Russian officers knew well and could anticipate. However, the training provided by Ukraine's Western allies gave Ukraine the capacity to surprise and outmaneuver Russia.Innovation is central to its new military doctrine, said Parakilas."The Ukrainian defense establishment is well aware that a straightforward war of attrition with Russia isn't one they can win, and the stakes of losing are existential. From that perspective, their only choice is to innovate technologically, tactically, and strategically," said Parakilas.He added that the relative age and experience of Ukraine's military recruits are another factor, enabling it to draw on a wide range of private sector skills and experience to adapt technology and tactics.By contrast,<a target="_blank" class="" href="https://www.russiamatters.org/blog/average-age-ukrainian-soldiers-past-40-and-could-be-problem"> many of Russia's</a> recruits are younger or have been extracted from prisons to fight on the front line.<h2 id="20880c5e-d32a-4075-8d13-5f921560034d">Ukraine champions innovation</h2>Ukraine has also removed boundaries and red tape dividing the private sector and the military, with engineers, entrepreneurs, and military officials working together to produce new technology, <a target="_blank" class="" href="https://foreignpolicy.com/2024/07/06/ukraine-drone-industry-russia-war-regulation/">reported Foreign Policy in July.</a>New drone models have given its forces precious advantages not just on the battlefield but also in striking Russian ships and targets well behind enemy lines.<a target="_blank" class="" href="https://www.economist.com/science-and-technology/2024/07/24/how-ukraines-new-tech-foils-russian-aerial-attacks">The Economist reported</a> that shortages in Western air defense systems compelled Ukraine to successfully pioneer new acoustic defensive methods.It's unclear exactly how Ukraine managed to take Russia by surprise with its Kursk attack.<a target="_blank" class="" href="https://www.forbes.com/sites/davidhambling/2024/08/09/ukraines-kursk-offensive-blitzed-russia-with-electronic-warfare-and-drones/">Forbes reported</a> that Ukraine may have used innovative jamming technology to take out Russian surveillance drones and disable communications systems.A Ukrainian officer told The Economist that Kyiv deployed some of its most effective troops to attack Kursk, taking advantage of the fact that Russia had seen a cross-border attack as unlikely so the region was only defended by inexperienced recruits.<a target="_blank" class="" href="https://www.nytimes.com/2024/08/12/world/europe/russia-ukraine-kursk-incursion.html">The New York Times reported </a>that Ukraine disguised its military buildup on the Russian border as training exercises, with senior military officials only told of the planned assault hours before it was launched.Military <a target="_blank" class="" href="https://www.businessinsider.com/ukraine-invasion-kursk-exposed-russia-sluggish-military-command-analysts-putin-2024-8">experts said that Ukraine</a> had also exploited the sluggishness and rigidity of Russian military commanders, who scrambled to devise an effective response to the attack.Ukraine's capacity to rapidly adapt and exploit Russian weaknesses with ruthless efficiency is at the heart of many of its battlefield successes.However, analysts say there are doubts over how long Ukraine can sustain its Kursk offensive.Its military is already struggling to find recruits to hold its <a target="_blank" class="" href="https://www.businessinsider.com/ukraine-invasion-russia-territory-kursk-huge-blow-to-putin-power-2024-8">defensive positions on the front line,</a> and it's unclear if holding the territories seized in Russia will be worth the price in casualties and ammunition.But it's provided a much-needed glimmer of hope for Ukraine after a period of setbacks, galvanizing Ukrainians and the country's foreign allies.With no end in sight to Russia's grim campaign of attrition, it's unlikely to be the last time Ukraine will have to count on its skill at innovation and surprise to reset the balance in the war.

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Sustainable Packaging Innovations

Google announces AI-led collaborations for India's health, sustainability, and agriculture sectors

ANI

Climate Action 15: 2024's top global innovators powering green solutions

Insider Inc.

Adani to supply clean energy for Google's cloud operations in India

PTI

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IBM to launch GenAI Innovation Center in Kochi

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TCS collaborates with Rolls-Royce for hydrogen research programme

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Ukraine is extending its record of flipping the script on Russia through innovation and audacity

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