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Artificial Intelligence (AI) Takes a Giant Leap Forward With Blockchain Infusion

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Artificial Intelligence (AI) Takes a Giant Leap Forward With Blockchain Infusion

PALM BEACH, Florida-MarketNewsUpdates.com News Commentary

It is undeniable that Artificial Intelligence (AI) and blockchain are two of the major technologies that are driving the pace of innovation and introducing radical shifts in rapidly growing list of industries. As Artificial Intelligence advances, the need for enhanced security is becoming apparent and therefore Blockchain is becoming more common in the market. Leaders in tech are more and more infusing the two cutting edge technologies to create innovative products and increase efficiencies. One of the factors driving this trend is the nature of the two technologies as they work well together hand in hand. It’s projected that Blockchain and AI will eventually become inseparable as intelligent platforms evolve and become more mainstream. Active tech companies in the markets this week include Gopher Protocol Inc. (OTC:GOPH), NVIDIA Corporation (NASDAQ:NVDA), Intel Corporation (NASDAQ:INTC), International Business Machines Corporation (NYSE:IBM), Twilio Inc. (NYSE:TWLO).

Gopher Protocol Inc. (OTCQB:GOPH) BREAKING NEWS: Gopher Protocol, a company specializing in the creation of Internet of Things (IoT) and Artificial Intelligence enabled mobile technologies, is pleased to announce that its partially owned subsidiary, Gopher Protocol Costa Rica, S.R.L. has entered into a Letter of Intent to acquire TOKENIZE-IT S.A. pursuant to which Gopher will issue 20 million shares of common stock to TOKENIZE-IT.

TOKENIZE-IT is a software developer and technology company which owns a portfolio of blockchain technologies focused on providing technology and services to third parties for the purchase of converting income producing assets and cash flow streams into tokens that can be traded as well as the tokenization of financial sovereign instruments. These blockchain utility tokens are not dependent on a single blockchain technology, they can be created on multiple blockchains.

In parallel with the closing of the TOKENIZE-IT transaction as contemplated by the Letter of Intent, TOKENIZE-IT will enter into a joint venture agreement with GBT Technologies, S.A. (“GBT”) to access token and cryptocurrency trading through a fully licensed and Central Bank regulated “Currency Exchange” in Costa Rica. It is the goal of TOKENIZE-IT to further enhance its product offerings by providing multiple abilities to enhance liquidity and positive exposure to its tokens by listing them on GBT’s exchange platform. As a result of the joint venture, TOKENIZE-IT will issue equity securities to GBT representing a 50% interest in TOKENIZE-IT and assign 20 million shares of Gopher to GBT.

“With Mauricio Lara spear-heading Tokenize-IT and Pablo Gonzalez directing GBT Technologies, we are certain that only a powerful outcome will come from this joint venture as they both have vast experience in the blockchain space from an operability standpoint but also from a legal, baking and public markets point of view, having been speakers in multiple conferences and a reference point in many Latin American markets” stated Mansour Khatib, CEO of Gopher. “Just yesterday at MoneConf in Dublin, the CEO of Circle Internet Financial, Inc. stated that ‘We Are at the Beginning of Tokenization of Everything’ (https://cointelegraph.com/news/circle-ceo-at-moneyconf-dublin-we-are-at-the-beginning-of-tokenization-of-everything ). I believe Gopher is entering the industry at the right time equipped with the right technology and personnel” added Mr. Khatib. Read this and more news for GOPH athttp://www.marketnewsupdates.com/news/goph.html

Other recent and current developments in the tech industry include:

NVIDIA Corporation (NASDAQ:NVDA) recently announced the availability of NVIDIA® Isaac™, a new platform to power the next generation of autonomous machines, bringing artificial intelligence capabilities to robots for manufacturing, logistics, agriculture, construction and many other industries. Launched at Computex 2018 by NVIDIA founder and CEO Jensen Huang, NVIDIA Isaac includes new hardware, software and a virtual-world robot simulator. “AI is the most powerful technology force of our time,” said Huang. “Its first phase will enable new levels of software automation that boost productivity in many industries. Next, AI, in combination with sensors and actuators, will be the brain of a new generation of autonomous machines. Someday, there will be billions of intelligent machines in manufacturing, home delivery, warehouse logistics and much more.”

Intel Corporation (NASDAQ:INTC) recently announced a collaboration with Institut Curie to develop, use and implement innovative bioinformatics tools, pipelines and techniques to improve the use of molecular profiling across both research and clinical oncology settings. Precision medicine for cancer requires the delivery of individually adapted medical care based on the genetic characteristics of each patient. The last decade witnessed the development of high-throughput technologies such as next-generation sequencing, which paved their way in the field of oncology. While the cost of these technologies decreases, we are facing an exponential increase in the amount of data produced. In order to open access to precision medicine-based therapies to more patients, healthcare providers have to rationalize both their data production and utilization. This requires the implementation of cutting-edge technologies: high-performance computing and artificial intelligence (AI).

International Business Machines Corporation (NYSE:IBM) and H2O.ai recently announced a strategic global partnership focused on combining IBM POWER Systems and H2O Driverless AI to address the AI demands of the enterprise. This joint solution is ideal for financial services, retail, manufacturing, IoT and healthcare industries. H2O.ai has selected IBM POWER Systems as a strategic partner for Driverless AI because of their leading-edge capabilities designed specifically for AI workloads. By partnering with H2O.ai, IBM further expands its ecosystem for enabling businesses to harness AI for competitive gain.

DISCLAIMER:  MarketNewsUpdates.com (MNU) is a third party publisher and news dissemination service provider, which disseminates electronic information through multiple online media channels.  MNU is NOT affiliated in any manner with any company mentioned herein.  MNU and its affiliated companies are a news dissemination solutions provider and are NOT a registered broker/dealer/analyst/adviser, holds no investment licenses and may NOT sell, offer to sell or offer to buy any security.  MNU’s market updates, news alerts and corporate profiles are NOT a solicitation or recommendation to buy, sell or hold securities.  The material in this release is intended to be strictly informational and is NEVER to be construed or interpreted as research material.  All readers are strongly urged to perform research and due diligence on their own and consult a licensed financial professional before considering any level of investing in stocks.  All material included herein is republished content and details which were previously disseminated by the companies mentioned in this release.  MNU is not liable for any investment decisions by its readers or subscribers.  Investors are cautioned that they may lose all or a portion of their investment when investing in stocks.  For current services performed MNU has been compensated twenty three hundred dollars for news coverage of the current press releases issued by Gopher Protocol Inc. by a non-affiliated third party.  MNU HOLDS NO SHARES OF ANY COMPANY NAMED IN THIS RELEASE.

This release contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E the Securities Exchange Act of 1934, as amended and such forward-looking statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. “Forward-looking statements” describe future expectations, plans, results, or strategies and are generally preceded by words such as “may”, “future”, “plan” or “planned”, “will” or “should”, “expected,” “anticipates”, “draft”, “eventually” or “projected”. You are cautioned that such statements are subject to a multitude of risks and uncertainties that could cause future circumstances, events, or results to differ materially from those projected in the forward-looking statements, including the risks that actual results may differ materially from those projected in the forward-looking statements as a result of various factors, and other risks identified in a company’s annual report on Form 10-K or 10-KSB and other filings made by such company with the Securities and Exchange Commission. You should consider these factors in evaluating the forward-looking statements included herein, and not place undue reliance on such statements. The forward-looking statements in this release are made as of the date hereof and MNU undertakes no obligation to update such statements.

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Deloitte: Middle East organizations need to rethink their workforce in the wake of COVID-19

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Deloitte: Middle East organizations need to rethink their workforce in the wake of COVID-19 1

Organizations in the Middle East have had to take immediate actions in reaction to the COVID-19 pandemic, such as shifting to remote and virtual work, implementing new ways of working and redirecting the workforce on critical activities. According to Deloitte’s 10th annual 2020 Middle East Human Capital Trends report, “The social enterprise at work: Paradox as a path forward,” organizations now need to think about how to sustain these actions by embedding them into their organizational culture.

“COVID-19 has created a clarifying moment for work and the workforce. Organizations that expand their focus on worker well-being, from programs adjacent to work to designing well-being into the work itself, will help their workers not only feel their best but perform at their best. Doing so will strengthen the tie between well-being and organizational outcomes, drive meaningful work, and foster a greater sense of belonging overall,” said Ghassan Turqieh, Consulting Partner, Human Capital, Deloitte Middle East.

According to the Deloitte report, many organizations in the Middle East made quick arrangements to engage with employees in the wake of the pandemic through frequent communications, multiple webinars where senior leaders addressed employee concerns, virtual employee events, manager check-ins, periodic calls and other targeted interactions with the workforce.

The report also discussed how UAE and KSA governments have reexamined work policies and practices, amended regulations and introduced COVID-19 initiatives to support companies and the workforce in the public and private sectors. Flexible and remote working, team-building and engagement activities, well-ness programs, recognition awards and modern workspaces are among the many things that are now adding to the employee experience.

Key findings from the Deloitte global report include:

  • Only 17% of respondents are making significant investments in reskilling to support their AI strategy with only 12% using AI primarily to replace workers;
  • 27% of respondents have clear policies and practices to manage the ethical challenges resulting from the future of work despite 85% of respondents saying the future of work raises ethical challenges;
  • Three-quarters of leaders are expecting to source new skills and capabilities through reskilling, but only 45% are rewarding workers for the development of new skills; and
  • Only 45% of respondents are prepared or very prepared to take advantage of the alternative workforce to access key capabilities despite gig workers being likely to comprise 43% of the U.S. workforce this year according to the Bureau of Labor Statistics.

“Worker well-being is a top priority today, and similarly to the rest of the world, companies in the Middle East are focusing their efforts to redesign work around well-being by understanding workforce well-being needs,” said Rania Abu Shukur, Director, Human Capital, Consulting, Deloitte Middle East.

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One in five insurance customers saw an improvement in customer service over lockdown, research shows

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One in five insurance customers saw an improvement in customer service over lockdown, research shows 2

SAS research reveals that insurers improved their customer experience during lockdown

One in five insurance customers noted an improvement in their customer experience over lockdown, according to research conducted by SAS, the leader in analytics. This far outweighed the 11% of customers who felt it had deteriorated over the same period.

This is positive news for insurers during such challenging times, with 59% of customers also saying that they would pay more to buy or use products and services from any company that provided them with a good customer experience over lockdown.

The improvement in customer experience also coincides with a rise in the number of digital customers. Since the pandemic started, the number of insurance customers using a digital service or app has grown by 10%. Three-fifths (60%) of new users plan to continue using these digital services moving forward.

However, while the number of digital users grew over lockdown, half of the insurance customer base has not yet chosen to move to digital insurance apps or services.

Paul Ridge, Head of Insurance at SAS UK & Ireland, said:

“It’s impressive that there was a net improvement in customer experience during lockdown, despite the challenges the industry was facing with a transition to remote working and increased claims for things like cancelled holidays. While many were forced to wait on customer help lines for long periods, part of the improvement may be explained by even a small (10%) increase in the number of digital users.

“However, it’s clear that a huge number of customers are still yet to make the move online. It’s vital that insurers provide the most accurate, timely and relevant offerings to customers, and this is best achieved by having additional insight into online customer journeys so they can understand them better. Using analytics and AI, insurers can seize this opportunity to digitalise their customer experience and offer a more personalised approach.”

Meanwhile, for insurers that fail to offer a consistently satisfactory customer experience, the price could be severe. A third (33%) of customers claimed that they would ditch a company after just one poor experience. This number jumps to 90% for between one and five poor examples of customer service.

For more insight into how other industries across EMEA performed during lockdown, download the full report: Experience 2030: Has COVID-19 created a new kind of customer? 

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The power of superstar firms amid the pandemic: should regulators intervene?

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The power of superstar firms amid the pandemic: should regulators intervene? 3

By Professor Anton Korinek, Darden School of Business and Research Associate at the Oxford Future of Humanity Institute. Gosia Glinska, associate director of research impact, Batten Institute for Entrepreneurship and Innovation, Darden School of Business

Recent news that Apple hit a market cap of USD2 trillion highlights an extraordinary success story: A once struggling computer-maker on the verge of bankruptcy innovates its way to becoming the most valuable publicly traded company in the United States.

Apple’s 13-figure valuation is indicative of a larger trend that is not entirely benign — the rise of a handful of superstar firms that dominate the economy. Over the past three decades, advances in information technology, mainly the Internet, have supercharged the superstar phenomenon, allowing a small number of entrepreneurs and firms to serve a large market and reap outsize rewards. And COVID-19 has greatly accelerated the phenomenon by pushing us all into a more virtual world.

Apple — along with Amazon, Facebook, Google, Microsoft and Netflix — is a case in point. The combined market value of those six companies exceeds USD7 trillion, which accounts for more than a quarter of the entire S&P 500 index. Even amid the pandemic’s economic wreckage, these megacompanies continue to prosper. The combined share price for Apple and its five peers was up more than 43 percent this year, while the rest of the companies in the S&P 500 collectively lost about 4 percent.[1]

Superstar firms can be found in almost every sector of the economy, including tech, management, finance, sports and the music industry. They command increasing market power, which has consequences for technological, social and economic progress. It is, therefore, critical to understand how their advantages arose in the first place.

THE FORCES BEHIND THE SUPERSTAR PHENOMENON

The “economics of superstars” was first studied by the late University of Chicago economist Sherwin Rosen. Forty years ago, Rosen argued that certain new technologies would significantly enhance the productivity of talented workers, enabling superstars in any industry to greatly expand the scope of their market, while reducing market opportunities for everyone else.[2] Digital innovations, including advances in the collection, processing and transmission of information, is what Rosen envisioned would lead to the superstar phenomenon.

Digital technologies are information goods, which are different from the traditional, physical goods in the economy. What it means is that fundamentally different economic considerations apply. Unlike physical goods — a loaf of bread or a car — information goods have two key properties: They are non-rival and excludable. Non-rival means that something can be used without being used up. Excludability means that an owner of digital innovation can prevent others from using it, by protecting it with patents, for example. These two fundamental properties of information goods are what give rise to the superstar phenomenon.

In a working paper I co-authored with Professor Ding Xuan Ng at Johns Hopkins University[3], we described superstars as arising from digital innovations that require upfront fixed costs that allow firms to reduce the marginal costs of serving additional customers.[4] For example, once an online travel agency has programmed its website at a fixed cost, it can easily displace thousands of traditional travel agents without much additional effort, scaling at near-zero cost.

Because a firm can exclude others from using its digital innovation, it automatically gains market power. The innovator then uses that power to charge a mark-up and earn a monopoly rent — basically, a price superstars charge in excess of what it costs them to provide the good — which we call the ‘superstar profit share’.

THE POLICYMAKER’S DILEMMA

In a vibrant free market economy, businesses compete for customers by innovating and improving their offerings while keeping prices low; otherwise, they are displaced by more innovative rivals entering the market. Unfortunately, the increasing monopolization of the economy by technology superstars is weakening the competitive environment around the world.

Monopoly power is the main inefficiency from the emergence of superstar firms, because superstars can exclude others from using the innovation that they have developed.

So, what policy measures can be employed to mitigate the inefficiencies arising from the superstar phenomenon?

We do have antitrust policies designed to promote competition and hence economic efficiency. Authorities could take a drastic measure and break up monopolies. Or they could tax all those excess profits megacompanies make.

Another policy to consider involves giving consumers control rights over their data. Right now, only companies have that data, and they are selling it. If you free it up and don’t allow them to sell it anymore, it reduces their monopoly profits. And if you give consumers more freedom over their data, they could, for example, share it with the latest start-up and create a more competitive landscape.

However, such policy remedies can be a double-edged sword. On the one hand, they reduce monopoly rents. On the other hand, they can also reduce innovation.

Innovation requires investments in R&D, which represent a significant sunk cost that only large firms can afford. Government regulations can easily backfire, discouraging large firms from making long-term R&D investments.

What, then, is the best policy intervention? Professor Ding Xuan Ng and I believe that basic research should be public. Digital innovations should be financed by public investments and should be provided as free public goods to all. This would make the superstar phenomenon disappear, and the effects of digital innovation would simply show up as productivity increases.[5]

We live in a brave new world that is increasingly based on information. Because the information economy is different from the traditional economy, antitrust policy should be revamped to reflect that. Instead of worrying about the economy being eaten up by these gigantic monopolies, policymakers need to focus on the question ‘What specific actions can we pursue to make the economy more competitive and efficient?’

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