September 2023

Mohammad Anas Wahaj | 25 sep 2023

Artificial intelligence (AI) is transforming the digital advertising space. Those involved in ad-ops are still trying to optimize AI applications and their use for maximum leverage. Eric Mayhew, co-founder, president, and chief product officer at Fluency, a leading innovator of digital advertising management and automation solutions, suggests that for maximum benefits AI should be combined with automation and need to be harmonized with human supervision. He says, 'Today's advertisers face a variety of challenges to growth. Escalating execution complexity, increasing margin erosion and mounting time constraints at all levels consistently rank among the top concerns for ad-ops leaders. Conventional operational approaches, manual campaign implementation and increased talent investment often only compound the problem...automation creates a vast improvement in the productivity and overall engagement of existing ad-ops and strategist teams.' Substantial part of digital advertising is repetitive and delegating tasks to automation gives more time for strategic aspects of marketing and advertising and have the potential to significantly enhance service levels, thus elevating the customer experience and overall satisfaction. On combining AI with automation, Mr. Mayhew says, 'When managed appropriately, AI is in many ways a perfect complement to automation. While automation drives execution efficiency by addressing the processes, settings and nonhuman-to-human interactions, AI can streamline and accelerate more cognitive work, transforming potentially cold messages into compelling interactions.' He also cautions ad-ops leaders regarding compliance and data-usage rights while executing Ai and automation processes. He mentions about emergence of rule systems for self-auditing of AI usage and alleviation of concerns about compliance through RPA4A (Robotic Process Automation for Advertising). Mr. Mayhew suggests, 'To succeed with automation, ad-ops teams must consider brand compliance, the need for advanced experimentation and customization, consistent business data hygiene, organizational inertia and a willingness to embrace new technologies and approaches. The journey toward unlocking the potential of AI in digital advertising requires seamlessly blending AI and automation under the guidance of human insight. Recognizing the nuanced interplay between these technologies, and addressing potential challenges, pave the way for an era of streamlined operations, heightened creativity and unmatched scalability.' Read on...

AdAge: HOW TO UNITE AI AND AUTOMATION TO UNLOCK ADVERTISING SUCCESS AT SCALE
Author: Eric Mayhew

Mohammad Anas Wahaj | 24 sep 2023

Landscape architecture can be a fruitful career option for those that have interest in STEM (Science, Technology, Engineering and Maths) and have design and creative abiities. Kona Gray, the president of the American Society of Landscape Architects and a principal at EDSA Incorporated, says, 'A lot of people take our work for granted. But everything around the buildings and between the buildings is designed by landscape architects. There's a landscape you occupy every day. Landscape architects are responsible for the stewardship and design of those spaces. A building occupies a certain space. But the landscape occupies far more.' Roxi Thoren, department head and professor of landscape architecture at Penn State College of Arts and Architecture, says, 'At The Pennsylvania State University, nearly 60 first-year students joined the major this fall...undergraduate programs are generally four to five years...at Penn State, internships aren't required but a study abroad program is. One popular destination to study cutting-edge sustainability work is Bonn, Germany. It's really amazing work with urban renewal, renovation of industrial sites, urban flooding resilience and green roofs...Landscape architecture students might tackle real-world environmental challenges such as designing for fire- or drought-prone areas, or for extreme heat. They also consider design with psychology in mind, such as creating a park where women feel safe after dark or where parents feel comfortable bringing their children.' Haley Blakeman, the associate director at The Robert Reich School of Landscape Architecture at Louisiana State University (Baton Rouge), says, 'The program has about 130 undergraduate and 20 graduate students. BLA students are either direct admit or can transfer from another program. Travel has been a cornerstone of the LSU program since the 1960's. Upperclassmen are expected to attend a weeklong field trip...Coursework includes classes on design and history of design, and a technology series that focuses in part on materials and landforms. The undergraduate program takes five years and students take a semester-long paid internship during their fourth year. We find it incredibly helpful when they come back to school because they have a new skill set once they return. They understand the context of their academic work...another benefit of internships is job offers they get...I do a lot of work in coastal adaptation...Well-designed spaces bring people together. For students, the major is all about problem solving, learning how to talk to community members, and using the design skills they're trained with to come up with solutions.' U.S. Department of Homeland Security recently designated landscape architecture a STEM degree program and international students with F-1 visas whose degrees are on the STEM-designated list may be able to extend their stays in the U.S. According to the Landscape Architectural Accreditation Board, there are 100 landscape architecture programs offered at 74 universities around the U.S., including 47 undergraduate and 53 graduate programs. According to 2022 data by the U.S. Bureau of Labor Statistics, the median pay for landscape architects is about US$ 73000 per year. Read on...

US News & World Report: Consider a Major in Landscape Architecture
Author: Jennifer Seter Wagner

Mohammad Anas Wahaj | 21 sep 2023

According to the survey by Xealth, conducted between May and June 2023, 90.5% of College of Healthcare Information Management Executives (CHIME) members have adopted digital health strategies, despite 47.6% citing financial pressures and 19.1% staff resource constraints as barriers to adoption. Mike McSherry, CEO and co-founder of Xealth, says, 'In an industry that is notoriously slow to change, digital health has been relatively fast at reaching a tipping point...It is gratifying to see widespread C-level support and health systems beginning to tie bottom-line growth and reduced readmissions to digital health...' HIGHLIGHTS OF THE SURVEY - 81% of respondents have integrated digital health applications into their EHR workflows; 81% define digital health as downloadable apps and programs with a connected device, 71.4% as patient education, pdfs and videos (not clinical references), while 66.7% define it as remote patient monitoring device data integration; 76.2% respondents stated their health systems have experienced increased patient engagement due to increased digital health adoption and 47.6% of respondents noted clinician ease of use due to this increase; Top motivators in health systems expanding digital health include more payor or employer funded programs (80%), patient demand (71.4%), improved interoperability and ease of integration (66.7%). Read on...

Healthcare Innovation: Survey Finds Majority of Healthcare Organizations Adopting Digital Health
Author: Brenda Silva

Mohammad Anas Wahaj | 09 sep 2023

Social enterprises aim to overcome socio-economic issues, but face myriad challenges themselves due to lack of resources and limited funding. In recent times many social enterprises got started around the world but as the sustainability issues remain their failure rate is also high. The recent research, 'Social Enterprise Performance in South Africa: The Role of Strategic Planning and Networking Capability' (Authors: Willie Tafadzwa Chinyamurindi of University of Fort Hare, Motshedisi Mathibe of University of Fort Hare, Progress Hove-Sibanda of Nelson Mandela University), published in Taylor & Francis Online on 15 May 2023, finds that for social enterprises to enhance their performance, network capability and strategic planning are key. Addressing these challenges can help their owners and managers respond to the challenges such enterprises face. At the core of this is addressing the challenge of funding and sustainability. This research provides new insights into the management for performance of social enterprises, especially in a developing country context. The research included 147 social enterprises in Eastern Cape province of South Africa, one of the poorest regions. Social enterprises were divided into three groups - (1) Focus on poverty alleviation through empowerment projects. (2) Focus on improving livelihoods of communities through agricultural support mechanisms. (3) Focus on assisting communities to respond to health challenges such as HIV/AIDS, the COVID-19 pandemic and tuberculosis. The survey questions focused on asking about how each social enterprise made strategic decisions; the relationship between the social enterprise and its networks; and the enterprise’s continued value creation amid challenges. A model was developed to see how these three issues related to performance. The results showed that three important capabilities were needed to enhance social enterprise performance - (1) The need for strategic planning that involves clearly defining the direction in short and long term, what are goals and tactics, and how to achieve them. (2) The need was for strong networks. Building networks involves continued interaction between the social enterprise and its stakeholders. Networking capabilities allow the social enterprise to remain relevant to other important role players in the community. (3) The need for the social enterprise to keep a focus on its main business, the social aspect mandate of value co-creation. Resarchers recommend - Be proactive in improving their internal processes and structures; Channel financial and non-financial resources such as tangible assets and intangible assets to support strategic planning, networking capabilities and value co-creation; Need clear channels for sharing essential information with stakeholders, including communities, towards achieving the social goal of the enterprise. Read on...

The Conversation: Businesses that address social or environmental problems often struggle to survive: 3 things that can help them
Authors: Willie Tafadzwa Chinyamurindi, Motshedisi Mathibe, Progress Hove-Sibanda