Source: MIT Technology Review, Jul 2017
cloud-hosted software models of GE’s machines that can be used to save money and improve safety for its customers. GE builds these “digital twins”using information it gathers from sensors on the machines, supplemented with physics-based models, AI, data analytics, and knowledge from its scientists and engineers. Though digital twins are primarily lines of software code, the most elaborate versions look like 3-D computer-aided design drawings full of interactive charts, diagrams, and data points. They enable GE to track wear and tear on its aircraft engines, locomotives, gas turbines, and wind turbines using sensor data instead of assumptions or estimates, making it easier to predict when they will need maintenance. An aircraft engine flying over the U.S. could, for instance, have a digital twin on a GE computer server in California help determine the best service schedule for its parts.
The technology depends on artificial intelligence to continually update itself. What’s more, if data is corrupted or missing, the company fills in the gaps with the aid of machine learning, a type of AI that lets computers learn without being explicitly programmed, says Colin Parris, GE Global Research’s vice president for software research. Parris says GE pairs computer vision with deep learning, a type of AI particularly adept at recognizing patterns, and reinforcement learning, another recent advance in AI that enables machines to optimize operations, to enable cameras to find minute cracks on metal turbine blades even when they are dirty and dusty.
Source: Forbes, Nov 2012
Stanford is ahead because it has a different industry focus than MIT. Eesley notes that Stanford produces companies with more employees and greater revenues because its alumni produce more companies like Google (GOOG) focused on the consumer Internet and mobile.
By contrast, while Eesley worked at MIT, the school seemed to focus more on energy-related start-ups such as clean technology and more powerful batteries. MIT also “has a higher proportion of its startups in electronics (outside of telecommunications related electronics, which was a separate category and more even) than Stanford,” according to Eesley.
One very interesting part of Eesley’s Stanford study is that one of his researchers sorted the companies by their level of innovation — based on a variety of factors such as whether their intellectual property was patented and whether their business model was based on cutting edge science.
He found that 25% of the companies had a Medium Innovation Index (II) while 25% had a High II. But according to Eesley, the Medium II companies accounted for a disproportionate share of the jobs created (37%) whereas the High II companies generated a whopping 48% of those revenues.
Having spent time at MIT and Stanford, Eesley is in a unique position to compare their cultures. He finds that both institutions put a premium on deep knowledge of academic disciplines and using technology to change the world. But he finds that Stanford students in general tend to have a broader focus — considering how technology can alter society; whereas MIT students are more likely to be content pursuing fascinating technologies for their own sake.
Source: Larry Summers website, Jul 2017
I remember the fall night in 1972, after Kenneth (Arrow) was awarded the Nobel Prize. The other American Nobel Prize winner at that moment, Paul Samuelson, also my uncle, hosted a party for Kenneth and the Cambridge economics community. I was a sophomore economics major at MIT, so I was hardly appropriate company for such an august gathering, but I was a little unique in being related to both the host and the honoree.
There were two people in that room who wanted to discuss economics for the longest period of time, with the least regard for social exigencies. And those were the two people in that room who had won the Nobel Prize.
Kenneth Arrow, 1972
Paul Samuelson, 1970
Source: The Creativity Post, Jul 2017
- find and remove what gets in the way of your curious mind
- never be too shy to ask questions, and ask questions even when you think you know everything you need to know. Carefully and intentionally frame questions
- become a more interesting person and live a more interesting life by reconnecting with your inner child, sense of wonder, and catechumen’s mindset
- turn away from the familiar, and open your mind to new ideas, interests, experiences, and adventures
- dig deeper and understand the context, origin, and history of things
- forge deep and quality relationships by showing your sincere and genuine interests in people around you, across all levels
- build your own lab full of experimental tools as your sandbox to tinker or try out new things; enjoy mistakes and failures
- work with people with inquisitive minds, rather than just qualified and experienced people
Source: Business Insider, Sep 2015
Khemchandani founded ReachAStudent to let students at her school in Orlando, Florida, connect with other student mentors and get anonymous help with all sorts of things. (She built it by hiring a programmer, directing the design, and paying for his time out of her own $2,200 savings, she told Business Insider.)
Lately, she’s been interviewing successful people for ReachAStudent.
As a long-shot, she sent Woz an email asking if she could talk to him. (She’s an Apple fan who read his book “iWoz.”) He didn’t reply but when she saw on Twitter that he was in Orlando, she got her dad to reach out again.
Related Resource: Orange Observer, Sep 2015
Source: Carole Good website, date indeterminate