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THE SECRET LIFE OF ROADS – AND THE FUTURE OF U.S. MIDDLE-SKILL JOBS

jobs

THE SECRET LIFE OF ROADS – AND THE FUTURE OF U.S. MIDDLE-SKILL JOBS

Skills of the Trade: Asphalt Technologists Wanted

There are 2.2 million miles of roads and highways that criss-cross the United States. Chances are that you’ve never thought about the blacktop asphalt beneath your wheels as you drive across the country, the state or to your local grocery store.

Asphalt is, however, the obsession of Allen Miller, who works at the Cedar Mountain Stone Corporation in Culpeper, Virginia, as one of five apprentices learning industrial maintenance and the emerging discipline of “asphalt technology.” Under the tutelage of a mentor at the company, Miller spends his days learning how to operate the asphalt plant that operates 24-7 at Cedar Mountain’s vast quarry during construction season; how to formulate asphalt so that it can withstand 20 years of freezes, thaws and the weight of thousands of tractor-trailers every day, and how to test it so that the quality of the state’s roadways passes the standards of the Virginia Department of Transportation (VDOT).

“We have to have certain gradations of stone, the right amount of dust, and not too much asphalt binder in it,” said Ed Dalrymple, Miller’s boss and the fourth-generation owner of Cedar Mountain Stone Corporation. “If we have all of that in the right proportions, the road’s going to last.” Moreover, under VDOT’s pay-for-performance requirements, well-built roads earn a bonus, while inferior blacktop will cost the company penalties. Hundreds of thousands of dollars are potentially at stake, which means Dalrymple is counting on Miller to do his job right. On any given day, you might see Miller out drilling core samples from freshly laid road beds, watching the computerized control panels monitoring the moisture levels of asphalt being mixed at the plant or taking 20-pound samples of asphalt to the on-site laboratory for analysis.

More Than Half of New Jobs Are “Middle-Skill” Jobs

Miller’s job may sound obscure, but it is one of millions of so-called “middle-skill” jobs – well-paying jobs that require post-secondary education and credentials but not a four-year degree – that have remained steadily in demand among employers. According to the National Skills Coalition, 52 percent of job openings are “middle skill” jobs, in fields as varied as construction, health care, information technology and a host of other fields.

Globalization and the rise of technologies such as automation have ushered in myriad anxieties about worker displacement, stagnant wages, and the loss of low-skilled jobs. The steady presence of middle-skill jobs could prove a potent buffer against these worries. For one thing, many middle-skill positions are in fields that cannot be easily outsourced or automated, such as construction, or where demand is growing, such as health care, thanks to the aging of the Baby Boom generation.

TradeVistas | More Than Half of New Jobs Are “Middle-Skill” Jobs

But Less than Half of U.S. Workers are Trained Up to the Middle Level

Moreover, there is a shortage of workers with the right skills and training to fill all of the middle skill opportunities currently available. Despite the prominence of middle-skill jobs as a share of the economy, the National Skills Coalition also reports that just 43 percent of U.S. workers are trained up to the middle level. This means that thousands of U.S. workers are potentially missing out on opportunities to earn good wages and move ahead in their careers. At the same time, employers are losing opportunities to grow their businesses.

Promoting middle-skill jobs – such as through apprenticeships, dual enrollment at high schools and community colleges and employer-sponsored training – would not only help businesses find the workers they need, it would create new opportunities for workers to get ahead without requiring the time and financial commitment of a four-year degree that ultimately may or may not have market value. The U.S. federal government could also help create millions of new middle-skill jobs by passing an infrastructure bill, which President Donald Trump and both political parties agree should be a top priority. According to a 2017 report from the Georgetown University Center on Education and the Workforce, a $1 trillion investment in infrastructure could create as many as 11 million jobs over the next 10 years while creating high demand for workers such as welders, “concrete strength-testing technicians,” construction managers, and construction health and safety technicians – all jobs that require a post-secondary credential but not necessarily a four-year degree.

Which takes us back to Allen Miller.

At the end of his four-year apprenticeship with Cedar Mountain Stone, Miller will hold a journeyman’s license in industrial maintenance as well as an associate’s degree from nearby Germanna Community College. In addition, he’ll hold a certificate in “asphalt technology” issued by the Virginia Asphalt Association, the trade association for the state’s road construction industry. He could stay at Cedar Mountain Stone or go elsewhere. Either way, he is destined to make a comfortable living that approaches six figures. He will also achieve this without a cent in student loans. “I’m going to be done with no debt, and I’m getting valuable on the job training along the way,” he said. “It’s working out great for me.”

As policymakers look for strategies to help the U.S. workforce adapt to the global economy, Allen Miller might be the model for the kind of worker the U.S. economy needs more of to succeed.

Editor’s Note: This post was originally published in September 2017 and has been updated for accuracy and comprehensiveness as of July 2020. Since the original publication of this article, Allen received an Associate’s Degree from Germanna Community College in December 2019. He continues to work for Cedar Mountain Stone and is teaching night classes in asphalt technology to the next generation of apprentices.

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Anne Kim

Anne Kim is a contributing editor to Washington Monthly and the author of Abandoned: America’s Lost Youth and the Crisis of Disconnection, forthcoming in 2020 from the New Press. Her writings on economic opportunity, social policy, and higher education have appeared in numerous national outlets, including the Washington Monthly, the Washington Post, Governing and Atlantic.com, among others. She is a veteran of the think tanks the Progressive Policy Institute and Third Way as well as of Capitol Hill, where she worked for Rep. Jim Cooper (D-TN). Anne has a law degree from Duke University and a bachelor’s in journalism from the University of Missouri-Columbia.

edge data

Edge Data Center Market is Projected to Reach USD 20 Billion by 2026

According to a recent study from market research firm Global Market Insights, the edge data center market will surpass US$20 billion by 2026 with regard to annual valuation. Mentioned below are some factors propelling market growth. Verizon Wireless launched the 5G mobile service in 2019 in more than 30 cities in the U.S.A. The emergence of 5G wireless infrastructure has urged data center operators to opt for edge computing infrastructure to work with networks offering lower latency and higher resiliency. Multi-access Edge Computing (MEC) tool aids network services to closely connect to the users.

Edge data center market are smaller facilities connected to larger data centers or multiple data centers that work to render cached content and cloud computing services to end-users. The demand for efficient data centers will be augmented by many factors including the introduction of 5G technology across the globe and the growing trend of autonomous or self-driving vehicles and smart cities.

Reportedly, nearly 85% of households in the U.S. own a computer, out of which 70% are connected to the internet. As the majority of the population in the U.S. is connected to a data network, the demand for data centers in the region is poised to grow substantially.

Deployment of technologies like Content Distribution Networks (CDN) and IoT has led to reduced telecommunications latency and bandwidth costs by distributing data centers near the points of utilization. Telecom operators are shifting their preferences towards edge computing to improve network latency and coverage. Furthermore, there is an augmenting demand from compute-intensive applications for efficient data centers.

The developing IT and telecom sector in several countries globally will foster substantial growth for the edge data center market. The launch of 5G network services in the U.S. and Europe will positively influence the need of acquiring efficient data storage solutions in the region. The high-speed 5G networks rely heavily on efficient data availability and storage facility. To cater to the rising data processing requirements, major telecommunication companies are incorporating edge data center solutions.

Edge computing ensures faster response time and enhanced experience of the customers by enabling efficient data analysis. A large number of connected devices have created unprecedented network traffic and complexity of data. To cope-up with the current crisis of network bandwidth and the complexity of managing an abundance of data, the edge data center solutions are witnessing considerable demand, especially from the telecom industry.

The edge data center market in the Middle East and Africa will observe lucrative growth on account of the rapid industrialization and digitalization in the region. The governments in the region are emphasizing on establishing a globally integrated market environment and building of modern economies by initiating several programs such as Abu Dhabi Economic Vision 2030 and UAE Vision 2021. The surging number of businesses incorporating advanced digital techniques will boost the demand for edge data center equipment.

Digital Realty and Equinix Inc., major colocation providers, have entered the data center business in the Middle East & Africa. The extensive growth of online businesses and IoT in the region has propelled the adoption rate of edge data centers.

The advancement of information technology and rapid development across all sectors has led to the introduction of various innovative products and services to enhance the lifestyles of the human being. Rapid advancements in the IT sector have encouraged the need for edge data centers that store, compute, and retrieve data as per requirements.

Key Companies covered in the edge data center market are 365 Operating Company LLC, Dell Technologies, Inc., Eaton Corporation, EdgeConneX, Inc., EdgeMicro, EdgePresence, Flexential Corporation, Fujitsu Ltd., Hewlett Packard Enterprise (HPE) Company, Huawei Technologies Co., Ltd., IBM Corporation, Netrality Properties LP, NVIDIA Corporation, Panduit Corporation, Rittal Gmbh & Co. KG, Schneider Electric SE, Servtech Inc., Smart Edge Data Centres Limited, Systel, Inc., Vapor IO, Inc., Vertiv Group Co., vXchnge Holdings LLC, Zella DC.

Source: https://www.gminsights.com/pressrelease/edge-data-center-market

ITSM

The 5 No’s of Buying Artificial Intelligence for ITSM

Virtual assistants, driverless cars, and robots are just some of the devices that are powered by artificial intelligence (AI). The AI technology that makes these devices work can include Voice Assistants, Natural Language Processing (NLP), or Machine Learning (ML). These technologies are no longer a hype but a reality today for many IT organizations. Unfortunately, there is an unfounded opinion on the market that deploying AI for ITSM is a difficult task. However, there is no need for resources or clean data, mainly because of Unsupervised AI.

In reality, IT Service Management (ITSM) has huge potential to benefit from AI as ITSM service desk agents perform a variety of transactional tasks. AI also helps IT meet the growing expectations of users in terms of faster and more efficient service with the latest technology. So, let’s discuss the common misbeliefs and why they are wrong.

1. You need to invest in long ITSM integration efforts and data cleansing cycles before adopting conversational AI. FALSE. Advanced conversational AI solutions tackle both of these challenges by showcasing the benefits of the latest transfer learning AI technologies, which reduce training times from hours to minutes and require very little data from the organization itself.

2. You need large upfront investments in resources and personnel. FALSE. Cloud computing has emerged to tackle this problem and allow a business of any size to be infrastructure-ready and adopt all the latest technologies and solutions. Conversational AI is delivered to companies as SaaS (software as a service). It requires no infrastructure to get up and running and can be quickly implemented and customized for any business. Managing such a solution doesn’t demand a large personnel commitment. Typically, companies need to commit no more than one-half, or one fully dedicated resource.

3. You need to bring data scientists on staff. FALSE. Contrary to the supervised learning AI model, conversational AI gets powered by more complex and advanced unsupervised learning techniques. With unsupervised learning, models automatically learn by themselves and extract relevant information. Closely-looped automation ensures that models get regularly refreshed to incorporate new knowledge, and with time, models grow smarter and operate with fresh/updated information. Therefore, no data scientist is needed.

4. You need to train AI models. FALSE. Today, reinforcement learning techniques in conjunction with unsupervised machine learning techniques are applied. With such a method, an AI agent employs trial and error to find a solution to any given model task. To allow the model to learn what the user would want it to, the AI agent gets rewards or penalties for performing actions. With this approach, the model adapts based on what the user acknowledges as a ‘good action’.

5. Continuous real-time learning is not possible. FALSE. A major weakness of most market-available conversational AI solutions is their inability to learn new knowledge during the conversation. In contrast, intelligent conversational AI solutions are equipped with sophisticated algorithms and job automation, enabling the system to learn and become more knowledgeable interactively. And the process never stops!

Conclusion

We hope we helped clarify the misunderstandings and false beliefs that deploying AI for ITSM takes a tremendous amount of effort, time, and resources.

Our AI-driven, cloud-based AI Service Desk solution will modernize your operations and your service desks, all the while scaling with you through digitally transforming your business to provide autonomous self-service resolutions to digital users across your organization.

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 Kim del Fierro is the VP of Marketing at Aisera. 

If you want to learn more about our AI Service Desk solution, feel free to request a demo.

cloud

Investing in Technology to Build Knowledge-Based Companies

Executives understand how knowledge management as facilitating organizational processes and activities uses information technology to organize existing information. Information technology plays a crucial role in creating, retrieving, storing and applying organizational knowledge stated by Maryam Alavi and Dorothy Leidner’s MIS Quarterly review.

Executives focus on individuals as the major source of knowledge and show how followers tie together so that they can affect the sharing, storage, transfer, and apply knowledge within organizations. Executives, therefore, see these connections, and the related shared knowledge and memory, as central to the effectiveness of knowledge management.

How Technology Matters?

Executives are well versed today on information technology and usually have a fleet of followers in this department that they can depend on. Sandy Weil, a financial executive, wanted one number when he left the office that determined his value at risk. His technology team delivered and came up with one number called VAR (Value At Risk). Wiel slept much better knowing what risk he faced while running one of the largest financial organizations in the world. He was controlling operational risk and inspiring employees to follow where he leads.

Technology, as one would imagine, is often associated with information and communication dispersed within companies. Considerable alignment between information technology and the knowledge-based view connects the two to develop and disseminate knowledge throughout the organization which, in turn, is an important factor of sustainable competitive advantage.

Executives agree with Robert Grant, who states that knowledge integration is one of the main reasons for the existence of companies. Furthermore, Andrew Gold, Arvind Malhotra, and Albert Segars suggest information technology as an important resource for strategic planning for knowledge integration. Olivier Caya posits that information technology enables knowledge integration by using three possible mechanisms:

1. Impersonal

2. Personal

3. Collective

Executives can use the impersonal mechanism to enact regulations, procedures, and rules aimed at coordinating intellectual capital within organizations. Information technology disseminates protocols among members and allows them to be knowledgeable of their progress toward meeting determined milestones stated in the strategic plans.

The personal mechanism is used by executives to vertically and horizontally exchange knowledge between employees and collective mechanism is used when information technology manifests itself as a synthesizer of ideas and knowledge acquired from multiple organizational members. Thus, information technology encourages people to embark on technological facilities, such as shared electronic workspaces, to provide new ideas and possible solutions for solving organizational problems. As a result, it is viewed that information technology plays a critical role in integrating knowledge and is therefore aligned with the knowledge-based view.

Executives can use information technology as a communication mechanism manifestation and deployment and decision-aid technology. For example, Hsin-Jung Hsieh argues that communication technology provides ways to enhance interactions among members and departments within organizations. This type of technology eliminates the barriers of organizational communications while improving the extent of knowledge sharing and access for all followers at various levels of the organization.

Thus, there is a strong correlation between communication technology and social capital view that sheds light on the development of relationships within organizations to aggregate human capital into social capital so as to provide further information and opportunities for all members. This subsequently creates valuable resources for an organization as a whole.

Furthermore, decision-aid technology develops cohesive infrastructures to store and retrieve the knowledge to enable followers in creating more innovative solutions to problems and managing operational risks. Ergo, information technology supports knowledge by enabling interactions and providing more comprehensive and effective solutions to solve organizational problems.

Unleashing the Power of Knowledge in Companies

Today, technology has changed the business world ten-fold. Every day there is an easier way to process, access, and disseminate information. Technology – now referred to as Information technology – is an internal resource that increasingly facilitates organizational communication and improves the search for knowledge. When executives have people in place to manage information technology, the organization can see increased revenues, better satisfaction by employees and customers, and most importantly enhance their own effectiveness as leaders.

The social capital view supports the idea that knowledge creation is highly dependent on developing organizational communications and interactions. Information technology enables organizations to overcome space constraints in communication, and promotes the depth and range of knowledge access and sharing within companies.  More specifically, communication technologies can be employed to enhance the conversations and knowledge exchanges between organizational members. Scholars such as Andrew Gold, Arvind Malhotra and Albert Segars argue that this knowledge shared through information technology could positively contribute to knowledge integration.

I also introduced executives to what the scholar Robert Grant describes using the knowledge-based view. Highlighting knowledge integration as a major reason for the existence of a company. Knowledge sharing itself can develop more innovative climates and facilitate knowledge creation in organizations. Thus, communication technologies can play a crucial role in improving knowledge creation.

Communication technology is an internal resource that develops and integrates organizational knowledge as the most strategic factor of competitiveness. As executives use expert systems for decision-making, technology becomes a decision-aid. As mentioned earlier, decision-aid technology can be also considered as a facilitator of the knowledge creation process by providing the essential infrastructures to store and retrieve organizational knowledge.

Executives agree with Shahnawaz Muhammed who highlights major functions for information technology and explains that information technology enhances learning and sharing knowledge by providing access to knowledge, and stimulates new ideas and knowledge generation, transfers an individual’s knowledge to other members and departments, and improves knowledge capturing, storing, and accumulating, aiming at achieving organizational goals. Bringing us to the conclusion that information tech has a positive association with knowledge management performance in companies.

In Conclusion

Standing on the shoulders of scholars before us, I indicate that information technology is a major factor for knowledge management success and supports the positive impact of information technology on knowledge management performance.

For executives, this article can portray a more detailed picture of the effects of information technology on knowledge management. Many organizations still implement knowledge management initiatives without sufficient consideration of their technological infrastructures.

When executives ensure the effectiveness of knowledge management projects they increase control and lesson operational risk. I also suggest that a firm’s ability to enhance knowledge management can be highly affected when executives implement information technology. Furthermore, I suggest that scholars take these ideas and continue to conduct research using executives as the focal point so that academic scholarship can meet the needs of managerial implications at the higher echelons of organizations worldwide.

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Mostafa Sayyadi works with senior business leaders to effectively develop innovation in companies and helps companies—from start-ups to the Fortune 100—succeed by improving the effectiveness of their leaders. He is a business book author and a long-time contributor to business publications and his work has been featured in top-flight business publications.

CISO

5 Outdated IT Practices That Companies Need To Eliminate

Technology changes nearly as quickly as the calendar flips. A new device or upgrade that was trending not long ago may become antiquated or obsolete before you know it.

Information technology is integral to most businesses today, but keeping up with the interrelated parts of IT and the advancements – from software to cyber security to social media platforms – isn’t always prioritized. IT experts say companies falling behind in that category could see their business slip as a result. 

“Over the last several years, many IT practices have become fixed and inflexible,” says Chris Hoose (www.choosenetworks.com), an IT consultant who works with small businesses. “While older concepts are a good springboard, some have become ineffective. There are many you can reconsider and/or eliminate.”

Hoose looks at five IT practices he thinks businesses should stop using:

Outdated software. One of the biggest security vulnerabilities a company can face is one of the simplest to address: outdated software. “There are many risks associated with using unsupported or outdated software, and hackers love to exploit these gaps,” Hoose says. “Then there are the inevitable problems of a system failure or antiquated workflows that slow a company’s productivity. Although upgrading software – including your operating systems – can be time-consuming and expensive, doing so can safeguard your organization and create more room for innovations.”

In-house server hosting. Much of today’s modern software is hosted in the cloud. “Most cloud vendors are able to provide public, private or hybrid cloud hosting based on your requirements,” Hoose says. “With such extensive cloud capability, there is no reason anymore to rely on in-house server hosting. Migrating to these versions can not only help save your business the costs of purchasing and maintaining software, but also the costs of maintenance and upkeep on servers.” Another plus of cloud computing is the added security of cloud disaster recovery, a backup and restore capability that enables companies to recover data and switch to a secondary operational mode.

Inflexible work environment. The new wave of the workforce is an IT strategy that includes video cameras and laptops for team members to facilitate remote work and remote communications. “If your firm doesn’t have that flexibility, they risk being left behind,” Hoose says. “Flexible work arrangements improve a company’s effectiveness and morale. It’s one of the best uses of today’s IT.”

Newsgroups and discussion forums. These popular mediums once served as portals where questions were raised from the team and answers were provided in a question-and-answer format. Better alternatives, Hoose says, are options like Facebook, Hangouts or Slack. “The format is far more intuitive and user-friendly with social media pages than with conventional discussion forums,” he says. “Also, multiple answers can be handled easily with social-media pages.”

Unnecessary complexity. Hoose says an overly complex structure is the core failing of legacy systems. “Rethink your architecture and prioritize for simplicity,” he says. “When modernizing your systems, less is more in terms of both architecture and functionality. You can start by implementing only the most important features. Make sure the new application will worrk well with the rest of the tools used in your business by default. Whatever applications you choose, make sure you use a solid and future-ready technology stack to deliver optimal performance.”

“Many executives are unsure, or even unaware, of the risk that obsolescence presents to their technology portfolios,” Hoose says. “Their uncertainty stems from not having the right data and dealing with conflicting points of view on priority, value, and risk.”

About Chris Hoose

Chris Hoose (www.choosenetworks.com) is the president of Choose Networks, an IT consulting firm for small businesses. Hoose started the company in 2001 to give large-scale solutions and support to businesses that can’t afford their own in-house IT department. He earned a Master of Information Systems Management from Friends University.