Reliance Jio Opens 4G offerings to the general public through worker Referral application

Reliance Jio Opens 4G Services to the Public via Employee Referral Program

HIGHLIGHTS
Reliance has no longer yet made an announcement about this referral program.
The provide comes with 10GB of loose voice and records for three months.
It additionally gives limitless get admission to for 90 days to the virtual lifestyles package deal.
Reliance Jio’s 4G services haven’t been officially rolled out but, but the launch seems impending,thinking about that an employee referral software is now underneath way.

whilst Reliance has but to make an reliable statement round this referral software, its personnel havepublished on fb, recruiting buddies with the offer of 10GB free voice and records for the subsequent 3months. the program is on an invitesimplest version, wherein personnel ship customers a completely unique code that desires to be provided at any Reliance digital or virtual explicit store.

“All you need to do is deliver me your mail identity and that i shall ship you an invite with a unique code.you may take a print of the identical go to any Reliance virtual or digital explicit keeppurchase 4G Volte LYF handset and avail this offer,” writes Vijay Kumar, an Assistant supervisor at Reliance Jio Infocomm in a facebook put up on Wednesday.
The referral program gives unlimited access for 90 days to its virtual life bundle, which includes voice calls, HD video, high pace information, and SMS. The bundle additionally offers get right of entry to to eight premium packageswhich provide live tv, films, television indicates, magazines, newspapers,news, and cloud garage. The provide additionally comes with coupons well worth Rs. 15,000 in JioMoney.users can be able to avail the provide by means of shopping any Lyf-branded telephone, which beginsat Rs. five,499.

also see: Lyf Wind 6 vs. Lyf Flame 1 vs. Lyf Earth 1 vs. Lyf Water 1

Reliance virtual is retailing five 4G smartphones under its Lyf logo – Lyf Flame 1 is the accesslevelcellphone, priced at Rs. 5,499; Lyf Wind 6 is priced at Rs. 6,499; Lyf Water 1 is priced at Rs. 14,599; Lyf Water 2 is priced at Rs. 14,690; and the Lyf Earth 1 is priced at Rs. 19,399 – on its internet site.

download the gadgets 360 app for Android and iOS to live updated with the today’s tech news, productopinions, and special offers on the popular mobiles.

Tags: India, net, Lyf, Lyf Earth 1, Lyf Flame 1, Lyf Water 1, Lyf Wind, Mobiles, Reliance 4G Rollout, Reliancevirtual, Reliance Jio, Telecom

this is the name of the next call of duty recreation

This Is the Title of the Next Call of Duty Game

in keeping with a list unearthed at the ps save, this 12 months‘s name of obligation recreation will becalled countless warfare.

The name turned into uncovered at the PS4 version of the playstation save by using customers offamous gaming forum NeoGAF. With the call on the ps store, it is just a depend of time before we hearan legitimate statement. What this also approach is that we may not be getting a sequel to 2013’s name ofresponsibility: Ghosts which was evolved via Infinity Ward, the identical studio developing limitlesswarfare.

This leak follows a tweet from online game critic Jim Sterling that claimed the game would be formallyfound out by next Tuesday and could be indexed in shops as nicely.

previously it turned into found that this access in the lengthystrolling collection could be set in space. The supply became Shinobi, a ordinary on famous gaming forum NeoGAF. He claims it will likely be “Veryfar destiny. space fight. complete on sci-fi.”

(additionally see: call of responsibility: Black Ops three Is better Than expected on the pc)

in the beyond he’s been a reliable supply of statistics on what to anticipate from sport publishers.

moreover, Eurogamer has independently tested that the subsequent call of duty game will take vicinity inarea.

(also see: Battlefield 5 Leaked, likely Set in global struggle I, Multiplayer-Focussed)

proper now, the new name of responsibility game is anticipated to hit shelves on November 5 forcomputer, PS4, and Xbox One. there’s a great chance it is going to be up in opposition to any other yetto be officially announced shooter, Battlefield 5. With Titanfall 2 expected this year as well as Gears of warfour, it is safe to say that fan of sci-fi shooters have lots to look forward to this year.

down load the devices 360 app for Android and iOS to stay up to date with the modern day techinformation, product critiques, and one-of-a-kind deals on the popular mobiles.

Tags: Activision, name of obligation, name of responsibility 2016, call of obligation limitless warfare, callof responsibility limitless struggle launch Date, name of obligation limitless warfare screen, name ofobligation endless warfare screen Date, call of obligation sci fi, name of duty area, COD, CODIW,limitless war, Infinity Ward, Jim Sterling, New call of responsibility, pc, computer games, laptop Gaming, PS4, Xbox One

Minecraft Is Now available for the Samsung equipment VR

Minecraft Is Now Available for the Samsung Gear VR

Minecraft, the sandbox recreation owned with the aid of Microsoft, is now to be had to play on Samsung’sportable virtual truth headset, the gear VR, Oculus announced on Wednesday night.

“We labored intently with the Minecraft group to can help you step inner your Minecraft world withbuddies. Now you can build, discover, conflict mobs – and all your different favourite Minecraft sports – with the power of cellular digital fact,” the business enterprise stated in a announcement.

(also see: Microsoft Showcases Minecraft in VR, Coming to Oculus Rift)

The new version of the sport will work much like the Pocket edition: giving you get entry to to creativeand Survival modes, at the side of the choice of multiplayer and skins. The Pocket edition turned into firstlaunched for the Android smartphone, Sony Xperia Play, and then later arrived on iOS, home windowscellphone, and hearth OS devices. you’ll require a controller to play the game, by means of the manner.

There might be viewing alternatives for players, one being in theatre view which is basically like having alarge floating (digital) display in front interior a rusty-looking room, or the greater immersive choice that thrusts you into first-man or woman view. Have a observe the video beneath for a betterknowledge.”Minecraft is a game that you could both figuratively and actually lose your self in,” said John Carmack, CTO of Oculus VR. “In truth, my strongest recollections of being internal VR are from the time i have spent exploring Minecraft on equipment VR.”

(additionally see: Microsoft Is education AI With Minecraft, and shortly you could help Too)

“Experiencing it in digital fact modifications it from an summary pastime to a visceral one – it goes from asense of gambling the game to considered one of being internal your international, and spinning aroundto find a creeper sneaking up on you leaves a effective affect. endless worlds had been explored, shaped, and shared with the aid of millions of human beings, and now in VR; that sounds a chunk like the fabled Metaverse,” Carmack stated.

Minecraft: tools VR edition is available at the Oculus save for $6.99 (more or less Rs. 460).

download the gadgets 360 app for Android and iOS to stay updated with the modern tech information, product evaluations, and one-of-a-kind offers at the popular mobiles.

Tags: equipment VR, Microsoft, Minecraft, Minecraft gear VR edition, Minecraft Pocket version, Mojang, Oculus, Oculus VR, Samsung, virtual fact

Are Chatbots truly The destiny Of web design?

Adrian Zumbrunnen turned into afraid of what conversational interfaces supposed for him as a UX clothier. “The conversational interface is scary,” he says. “Will I still have an area on this enterprise whilst pushing pixels round is now not the aspect that designers do?”

So Zumbrunnen determined to confront his worry head on. He redesigned his private internet site in order that it ran off a Quartz-fashion chatbot. as opposed to navigating menus, the chatbot asks visitors what they need to do, tells jokes, offers users links to personally curated design testimonies at the net (withoptionally available chatbot remark!), or even lets them ship Zumbrunnen emails, simply by typing to it.
Zumbrunnen admits part of him just did it as a joke. “The primary concept of conversational interfaces is to speak to people wherein they already are, so for a personal website, this seemed like a totally stupidfactor to do,” he says. but the site visitors loved it. traffic changed into up one thousand%, and in only48 hours, he got over 250 emails from people speaking to the bot—despite the fact that Zumbrunnen admits there were a honest few of sexts in there. “humans like to attempt to trick the bot.”

Sexts aside, the Zumbrunnen chatbot changed into a success. Why did site visitors find it irresistible a lot? “What i discovered building a chatbot became that I may want to in reality bring something that atraditional personal internet site in no way may want to, which is my man or woman and character,” he says. In different words, he created a virtual surrogate of himself. in the context of a private website, a chatbot is an ideal in shape, because the those who visit non-public web sites need to get to realizeyou. And properly-designed chatbots are the fine way to try this.

JOHN BROWNLEE 05.02.sixteen 7:00 AM
Adrian Zumbrunnen was fearful of what conversational interfaces intended for him as a UX fashion designer. “The conversational interface is frightening,” he says. “Will I still have a place in this industrywhile pushing pixels round is not the element that designers do?”

So Zumbrunnen decided to confront his fear head on. He redesigned his personal internet site in order that it ran off a Quartz-fashion chatbot. rather than navigating menus, the chatbot asks visitors what theywant to do, tells jokes, gives users hyperlinks to in my opinion curated layout stories on the web (withoptionally available chatbot observation!), or even lets them ship Zumbrunnen emails, simply by usingtyping to it.

Adrian Zumbrunnen
visitors become up 1000%, and in only forty eight hours, he got over 250 emails from humans speaking to the bot.
Zumbrunnen admits part of him just did it as a shaggy dog story. “The basic concept of conversational interfaces is to talk to human beings where they already are, so for a personal website, this regarded likea completely silly element to do,” he says. however the traffic loved it. site visitors became up a thousand%, and in only forty eight hours, he were given over 250 emails from humans talking to the bot—although Zumbrunnen admits there have been a truthful few of sexts in there. “humans love to try andtrick the bot.”

Sexts aside, the Zumbrunnen chatbot changed into successful. Why did site visitors like it a lot? “What i discovered constructing a chatbot became that I ought to clearly convey some thing that a traditionalprivate internet site in no way ought to, that’s my character and persona,” he says. In other words, he created a virtual surrogate of himself. within the context of a personal internet site, a chatbot is a perfectin shape, due to the fact the folks who go to non-public websites need to get to realize you. And nicely-designed chatbots are the excellent way to try this.

facebook
Interfaces With character
it’s no longer simplest indie designers like Zumbrunnen who’re turning to chatbots to create surrogates of themselves. big manufacturers are pursuing the same method. “Conversational interfaces (like chatbots)solve real UI/UX issues by way of making manufacturers extra human and approachable,” says Robert Hegeman, virtual innovative director at Siegel+Gale.

this is why Microsoft has long past as some distance as to announce that the working system of thedestiny is not windows, howeverconversation as a platform.” in the meantime, fb is pushing chatbots so hard that CEO Mark Zuckerberg says they’re the important thing for companies that want to sell to Messenger’s 900 million month-to-month customers.
Microsoft and facebook aren’t loopy. They apprehend a real trouble that chatbots (and current advances in synthetic intelligence) can resolve.

Branded websites have a tendency to feel slick and impersonal, due to the fact they’re geared towardeveryone. Chatbots can be customtailor-made to explicit specific aspects of a logo‘s persona basedon who they are speakme to. it’s the difference among ordering a laptop from the Apple online keep and going inside certainly one of its brick-and-mortar shops and speakme to a salesman: a smile, a wink, or a nod reaffirms the verbal exchange and makes it more personal. “From a emblem angle, this could meanthat brands can amplify and change their courting with purchasersthey can play a function as opposed to being visible as just a product,” says Siegel+Gale’s Leesa Wytock.

some distance From A widely wide-spread restore
that doesn’t suggest chatbots are a salve for each UI problem, says Derek Vaz, group revel in director atmassive. “I don’t want a [conversational interface] for you to without a doubt recognize someone‘s profile; that just needs properly data structure,” he says. The equal aspect goes for layout problems likeon line catalogs—true organizational layout is extra essential than personality.

on the same time, poorly designed chatbots can pose a good larger problem than conventional graphicalinternet design, specifically while they invent confusion for customers, or by chance obfuscateinformation, “Conversational interfaces may be effective and powerful while they’re deployed in theproper context and designed for the proper use case,” says Heiko Waechter from big. “at the flip facet,those interfaces can doubtlessly get inside the way of a user or be regarded as gimmicky or evenirritating when they’re not thoughtfully designed.”

As designers become higher writers, the rest of their design work will enhance too.
some other cautionary voice is from Sandijs Ruluks, founder of Froont, who shows that the designers whoshould fear the upward thrust of conversational interfaces maximum are the ones who are already awfulat their jobs. For desirable designers, it will just be another device in their design toolkit. both way, even supposing it ends up with some (terrible) designers getting fired, “as lengthy as it improves the userexperience of the net, that’s a terrific element,” he says.
Zumbrunnen has the same opinion. After relaunching his non-public internet site, he’s not terrified ofwhat chatbots mean for his design destiny. it truly is not to mention he would not suppose the role of an internet clothier may not exchange.

“I suppose design within the destiny will be a whole lot more about writing than pushing pixels,” he says,but as designers emerge as better writers, the rest of their layout paintings will enhance too. Zumbrunnen argues that the great designers have always been accurate writers, who are capable of without a doubtarticulate what they’re looking to do. The upward thrust of chatbots will make the usual of photo weblayout higher, he says, because “writing approximately your designs gives you a better idea of whattrouble you are trying to clear up.” something you need to do in case you‘re constructing a chatbot.

The Witcher 3: Wild Hunt – Blood and Wine Release Date Leaked?

The Witcher 3: Wild Hunt - Blood and Wine Release Date Leaked?

The Witcher 3: Wild Hunt was by far one of the best games of last year. So much so that it was the only game we awarded a perfect score to until this year’s fantastic Firewatch.

Prior to the release of The Witcher 3: Wild Hunt, developer CD Projekt Red stated that there would be two expansion packs to the game in months to come. Since it’s initial release we’ve seen one expansion pack in the form of The Witcher 3: Wild Hunt – Hearts of Stone. It contained a host of content that went above and beyond what usually passes of as downloadable content (DLC) these days. If a slip up on Amazon’s US site is to be believed, we won’t have to wait too long for the second expansion, The Witcher 3: Wild Hunt – Blood and Wine.

amazon_blood_and_wine.jpgAccording to a listing on Amazon that’s now removed (but reproduced above), you can expect Blood and Wine on May 27 for $20 on PC, PS4, and Xbox One. In the past Amazon’s track record on release dates has been iffy. Most of the time the dates mentioned prior to an official announcement were almost always for the last day of the month or at the end of the year- placeholders if you will. In comparison, availability on May 27 appears accurate. For India you can expect to pay Rs. 369 for it on Steam (as that was what the previous expansion, Hearts of Stone was priced at) or $9.99 (approximately Rs. 666) on GOG.com for a DRM-free version.

Assuming CD Projekt RED stick to the same pricing of Hearts of Stone on the PS4 and Xbox One, expect to pay Rs. 832 and Rs. 760 respectively. But if you’re the sort who prefers the entire game on disc, we won’t be surprised to see a game of the year or enhanced edition of The Witcher 3 announced with all the expansion packs bundled along with the main game fully patched. It’s something that we saw with the first Witcher game and The Witcher 2: Assassins of Kings as well.

The description hints at this being series protagonist Geralt’s “last great contract”. No surprise considering that the studio claimed The Witcher 3: Wild Hunt and its expansions wrap up Geralt’s tale, it might revisit the Witcher universe at a later time. This might be sooner rather than later considering how well The Witcher 3: Wild Hunt sold.

Download the Gadgets 360 app for Android and iOS to stay up to date with the latest tech news, product reviews, and exclusive deals on the popular mobiles.

Tags: CD Projekt RED, GOG, PS4, Steam, The Witcher 3, The Witcher 3 Wild Hunt, Witcher 3, Witcher 3 Blood and Wine,Witcher 3 Blood and Wine Price, Witcher 3 Blood and Wine price India, Witcher 3 Blood and Wine Release Date,Witcher 3 DLC, Witcher 3 Enhanced Edition, Witcher 3 Expansion Pack, Witcher 3 Game of the Year Edition,Witcher 3 Hearts of Stone, Witcher 3 Wild Hunt, Xbox One
[“Source-Gadgets”]

The Division’s Last Update Affected Some Players in a Big Way

The Division's Last Update Affected Some Players in a Big Way

Tom Clancy’s The Division – Ubisoft’s newest and biggest open world role-playing game – got a huge update last week, as evinced by the list of changes. But it seems to have caused an issue for some players, and it’s big: their characters have gone missing.

“I’ve seen several reports of players’ character getting wiped out, including myself, after the patch,” a Reddit user said on the site. “My first login was fine, and I logged in briefly to check the update and everything seemed normal. The next login attempt, I received a delta or mike error while attempting to login, so I reset the game, and then my character is gone. I hard reset the X1 to clear the cache, but to no avail. I had 150 hours into that character. This is totally unacceptable.”

Ubisoft was quick to recognise the issue, and tweeted to say they were looking to it.

Soon after, Ubisoft put out a statement. “Our team has identified and fixed the source of this issue to ensure that your characters could be correctly restored,” Yannick Banchereau, community manager for Ubisoft, posted on the official forums. “The issue was caused by a malfunctioning server that couldn’t synchronize character data correctly and corrupted them instead. The game client was unable to read this corrupted data, and simply assumed that the character didn’t exist.”

“We are currently working on a fix that should make it available shortly. Implementing this fix will require a server downtime, and we will let you know when we are ready to perform it. Please note however that in order to make your character available, we will need to restore the latest uncorrupted save of your entire account, which happened during the server maintenance of April 12. In other words, your character will be back just as you left it on April 12 at 9am CEST | 3am EDT | 12am PDT. You will lose any progress made on this character or any other one from the same account between April 12 and the next maintenance. We apologise for the inconvenience and want to thank you for your understanding and your help in identifying this issue.”

It seems Ubisoft has managed to solve the problem, and the only harm caused will be the loss of any progress made after April 12. Were you affected by this issue? Let us know in the comments.

Download the Gadgets 360 app for Android and iOS to stay up to date with the latest tech news, product reviews, and exclusive deals on the popular mobiles.

Tags: The Division, The Division update, Tom Clancy, Ubisoft
[“Source-Gadgets”]

Micromax Says May Invest Rs. 2,000 Crores in Manufacturing in the Next 5 Years

Micromax Says May Invest Rs. 2,000 Crores in Manufacturing in the Next 5 Years

Micromax, country’s second-largest handset maker is likely to invest around Rs. 2,000 crores in the next five years in manufacturing and new product lines, its co-founder Rajesh Agarwal said Thursday.

He said the company is expected to clock Rs. 15,000 crores revenues during the current fiscal. It recorded Rs. 12,000 crores revenues last year.

“We are planning to manufacture accessories such as batteries, chargers here in the country. The backward integration will happen in a period of next five to six years.

I think over next five to six years we will be investing Rs. 2,000 crores on complete manufacturing activities,” Agarwal told reporters in Hyderabad.

The new manufacturing facility of Micromax was Thursday inaugurated in Hyderabad by Telangana IT Minister K T Rama Rao in presence of state Transport Minister P Mahendra Reddy.

Spread across 19 acres, the facility will make mobile handsets, LED TVs, LED lights among others.

The mobile maker has a plant in Rajasthan also. He said the current size of mobile phone market in the country is 220 million units per annum and the brand enjoys a market share of 14 percent.

“We are talking a growth of about 25 percent this year. Our target this year would Rs. 15,000 crores. Today, we are selling around 2.5 million units per month. That’s our run rate. We launched LED television sets around one and half years ago. We are one of the fastest growing LED TV companies in the country,” he claimed.

Agarwal said they are open to join with other companies to bring in the electronic component manufacturing to the country. “We will request the Telangana Government to allot some land for setting up Research and Development facility here,” he added.

The company has already invested over Rs. 100 crores in its Hyderabad project in the first phase, he said.

On exports, the co-founder said Micromax is currently exporting to around five countries and has plans to expand the footprints to African and European countries in future.

The Telangana facility currently employs 700 people and will increase the number to 1,000 in the next two months, boosting employment opportunities in the state.

“Telangana government strongly believes in the vision of ‘Make in India’ and has always encouraged corporates to establish their factories and R&D centres in the state,” Rao said.

Agarwal said the company aims to be India’s largest indigenous phone manufacturer by 2017.

By the end of the year, it plans to have two more plants in Rajasthan and Madhya Pradesh that will give the company a total capacity of five million units.

These facilities will manufacture both phones and televisions. The projects will entail investment of Rs. 300 crores and create job opportunities for over 10,000 people by 2017.

Download the Gadgets 360 app for Android and iOS to stay up to date with the latest tech news, product reviews, and exclusive deals on the popular mobiles.

Tags: India, Make in India, Micromax, Micromax Canvas 6, Micromax Canvas 6 Pro, Mobiles
[“source-Gadgets”]

EmTech India 2016: Glimpses of the cutting edge

John Chambers, executive chairman of Cisco Systems Inc. and chairman of the US-India Business Council, speaking at EmTech India 2016 in New Delhi. Photo: Ramesh Pathania/Mint

John Chambers, executive chairman of Cisco Systems Inc. and chairman of the US-India Business Council, speaking at EmTech India 2016 in New Delhi. Photo: Ramesh Pathania/Mint

Global technology leaders and senior executives from around the world spoke on a range of topics, including Digital India, Smart Cities, Make in India, Skill India and cutting-edge technologies like artificial intelligence, machine learning, 3D printing, drones, robotics, robotic surgeries and genomics, at the two-day EmTech India 2016 event, held in New Delhi on 18 and 19 March. The event was organized by Mint and MIT Technology Review, published by the Massachusetts Institute of Technology (MIT).

The speakers included R.S. Sharma, chairman of the Telecom Regulatory Authority of India; John Chambers, executive chairman of Cisco Systems Inc. and chairman of the US-India Business Council; Una-May O’Reilly, principal research scientist, AnyScale Learning For All Group, MIT Computer Science and Artificial Intelligence Laboratory; and Harsh Mariwala, chairman of Marico Ltd. The full list can be accessed here. Here are edited excerpts from their speeches and discussions that followed.

If I were to bet on one country, I would quadruple down in India: John Chambers

Cisco executive chairman John Chambers. Photo: Ramesh Pathania/Mint

Cisco executive chairman John Chambers. Photo: Ramesh Pathania/MintJohn Chambers, executive chairman of Cisco Systems Inc and Chairman of US-India Business Council (USIBC), reiterated the reason for his bullishness on India in a chat with Mint’s R. Sukumar, on the first day of EmTech India 2016. Edited excerpts:

When most of us here read the India narrative, it is not uniformly positive. Yet, you are amazingly bullish on the country. What do you see that others don’t?

Sometimes when you see what is happening in other countries and other businesses around the world from the outside, you are able to gather data very quickly, and then you can connect the dots on the market transitions. I am very bullish on the country for that very simple reason—follow and connect the dots on transitions. The transition to digitization will be the biggest technology change ever. I don’t go into a country unless the leader, he or she, really understands this. Second, I don’t go to a country that does not have sustainable differentiation capabilities. So you see in India a young population with the average age of 25-26, thinking about the future. Narendra Modi is a leader who gets it—you are seeing the business result, and now building up broadband of more than 10Mbps in a period of nine months to 22,000km, reaching out to 2 million people. Take that across the country, and you are going to see a revolution in a very positive way. And you see start-up communities beginning to emerge and that is where job creation will occur, and you see a government leader with the courage to take change and take risks. We are seeing India’s commitment towards promoting manufacturing. If I were to bet on one country right now, I would quadruple down in India.

You speak of the prime minister very highly.

You have a leader who is extremely intelligent, yet one of the nicest and humblest people I have met in my life, a leader who truly cares about the country, more than he cares about himself. He enjoys the complex problems, and breaks them down in manageable strategic initiatives and puts it in simple terms—Skill India, Start-up India, Make in India. India is probably going to be the fastest growing country in the world over the next decade and yet not destroy the environment like China or the US or Europe. He cares about people. He is willing to take business risks, which he has to do in terms of leadership. When I compare him to other leaders, he is dramatically different—much more humble, with much more vision. When he came to Silicon Valley, he packed the stadium with 50,000 people—he was like a sports star. And yet he knows how challenging the situation is and is able to articulate and break it down into manageable pieces. Then he sets reasonable goals and holds you accountable for them. These are the characteristics that might sound simple, but that is what a great leader does—strategy and vision, develop and implement that strategy and vision, build a culture that believes in innovation, and communicate all of the above. I have to give him high marks in all of the above.

If you were a start-up entrepreneur trying to do something in India, what would you do? What would be the things you would focus on?

As this broadband (network across India) gets built out—and there will be a number of competitive ways to do it by the government and private players—you will get an architecture that everybody designs applications for, that ties together (industries like) agriculture, manufacturing, healthcare, etc., with a common component part to it like a database; and you can suddenly have the biggest market in the world as your initial customers and you can scale at an unbelievable pace and bring it first across India and then all across the world. I will go straight after that (if I were to start-up again). This is a good bet right now to take the risk on, because that inflection point just happened in India.

Do you see the kind of start-up ecosystem that was there in the US in 1990s?

No, I think you have a long way to go.

What do we need to get there?

What we miss here is a lot of venture capitalists. It is not that you need them for capital, but what is needed is their expertise in how to evolve management teams, help in scaling and open doors. This is one thing that Silicon Valley does remarkably well. We get one call from Stanford, “Hey there is a start-up you got to look at” and we go to Stanford to meet those people. What a venture capitalist says, can you open your door for this product, we go to make that happen. It is an ecosystem that moves at tremendous speed on regulations and things like that. I think there are areas that we need to fill in as we move forward on it. I do think that Silicon Valley is still probably a unique start-up ecosystem in the world. (Still), If I were betting on having a good Indian start-up ecosystem in two to three years, I would bet a “Yes”.

—Moulishree Srivastava

Landing a rover on the moon by 2017 is our challenge
Julius Amrit

Julius Amrit. Photo: Ramesh Pathania/Mint

Julius Amrit. Photo: Ramesh Pathania/Mint

Indians are competitive to begin with. So, as competitive as we are, when we came to know about the competition XPrize, which is essentially about landing a rover on the lunar surface, move it for 500m and send back high definition (HD) signals from there, we wanted to be there.

We reached out to the organizers and told them if there is an India team which comes in, we would really like to work with them. The last day of the competition was 31 December, 2010, and there wasn’t a single India team. So they asked us if we were interested and if we could quickly put together a team. When you do an MBA, a lot of business plans are put together overnight. So we put together a small plan and small team over the next three weeks.

We started off five years ago with a small team. This competition has helped us build a very unique aerospace company for ourselves. We have 15 ex-Indian Space Research Organisation (Isro) scientists with 30-40 years of experience who are now part of our team. On the other hand, we also have 70-75 system engineers out of college and when they clash, you can see India coming alive.

The energy of youth with the experience of people in an industry that is a black box for for-profit organizations in India, this amalgamation is what has built us. The company has 24 partners at present, and these are essentially people who have come out of nowhere and decided to be a part of who we are and our mission.

We are using the Polar Satellite Launch Vehicle (PSLV) to take off from Earth. It is a 14-minute Uber drive for us. We get injected into the Earth’s orbit and after that we are on our own. The spacecraft that we have built qualified for about 24 tests certified by Nasa scientists at Isro’s Bangalore facility, for which we got $1 million.

The spacecraft has its own propulsion system. It does two orbits of the Earth. The propulsion system fires it and it gets into what is called trans-lunar injection. So once you circle two orbits, you inject yourself into trans-lunar object, you get captured by the moon’s gravity. On the moon’s gravity, you essentially do six orbits, slow down and land. The landing is the most complicated piece of the technology that we have. Just to give you an idea, there are only three countries in the world today that have this technology and have ever landed on extra-territorial bodies. And when we do this in 2017, we will be the first private enterprise to have done it.

When we are approaching the moon, we are travelling at close to 2.5km a second—the speed is what a bullet travels at. If we are not able to slow down correctly and accurately, we would probably just orbit out of the moon. When we slow down there, there is a whole case of braking, which is the first part, which is about our own propulsion system being able to control that and slow down gradually. If we slow down too fast, we can get pulled into the lunar gravity and crash-land on the moon.

There is first a braking phase, and then there is a descent phase—a phase where we slowly approach the lunar surface roughly at about 100 metres per second. This part of the technology is extremely unique to what we have done. This has multiple applications across various industries. What we are trying to do is to find where we land on the lunar surface and where can we find a clear surface of 500m to move our rover and how quickly we can move in there. We would roughly have 12 minutes where we are crossing about 4.5km in an uncharted territory. So our sensors would scan the lunar surface, map out the various routes, analyse which one to get into and then land on that particular surface.

This bit of technology is actually the first time it is happening for any private organization across the world. All the materials and parts for our spacecraft—everything we have—is built in India. It is a very unique rover. In the rover technology, there is not much that you do which is very different from the rovers that you do on terrestrial surface. The key difference is what you do with the space-grade material, and how you ensure the electronics actually work on the lunar surface. Since we started in 2012, we have been lucky to have met and got enthusiasts not only from a national prize perspective, but also from space engineering perspective, from business and marketing perspective as well as finance.

Julius Amrit is investment lead, Axiom Research Labs. Transcribed by Moulishree Srivastava.

Machine learning can give businesses predictive models
Una-May’o Reilly

Una-May’o Reilly. Photo: Ramesh Pathania/Mint

Una-May’o Reilly. Photo: Ramesh Pathania/Mint

My goal is artificial intelligence. I want to create computers that behave as intelligently as people. I have a group at MIT that focuses on machine learning. We see machine learning as the most scalable technique towards allowing computers to acquire knowledge and use it.

I also have insatiable curiosity for complex systems. Generally, a complex system involves humans. I am interested in human behaviour as it occurs automatically. I am also interested in autonomous behaviour by humans when they interact with digital technology, like a situation where a student engages with online content and acquires knowledge.

I believe an important facet of intelligence in a machine is its ability to build a model that is predictive of something that happens in the world. Machine learning algorithms need to be fed with data, and it so happens that we live in a world where data is just raining down. And that happens because of cloud computing—scalable computing has risen. Now when we put sensors on our bodies and in our machines, and we instrument our interactions with the Internet through smartphones and laptops, what we collect is behavioural information of ourselves. And if we could pass on that behavioural information through machine learning to computers, they can bootstrap from that information and behave more intelligently.

Right now, it is possible to record our navigation, our Internet behaviour, online purchases and online learning, which businesses use. This presents us a great opportunity to investigate the behaviour of these systems and make them more intelligent, but it also means if machine learning can deliver models with competition systems that are predictive, businesses can use those models.

Predictive models in business cases allow you to anticipate which of the customers will come back. They solve the churn problem. They allow you to anticipate what a particular segment of customers will buy. They allow you to innovate and remain competitive.

So the promise of data science and interpreting data and building models of the world, so that we can predict things about the world, is very compelling for businesses. My research group sits at this very exciting nexus—we develop machine learning algorithms and we use those algorithms to examine the world through data artifacts and behavioural traces. And all our work is enabled by the fact that data can be collected by cloud computing and we can execute algorithms on the cloud.

For instance, the team works with data collected from people who are severely ill. And they are heavily monitored. At the moment, that data is tapped for situational awareness, but it does not provide any forecasting and predictive power. So it is of great interest to clinicians to develop models on what will happen to these people based on that physiological data, and those models can be embedded in devices which are coupled with sensors. Or models can be provided to clinicians when they have to make decisions about resource allocation and clinical care plan for their patients.

Una-May’o Reilly is a principal research scientist at MIT. Transcribed by Moulishree Srivastava

We will see a lot more disruption in fintech in the next 5-10 years: V. Vaidyanathan

V. Vaidyanathan, chairman, Capital First Group. Photo: Ramesh Pathania/Mint

V. Vaidyanathan, chairman, Capital First Group. Photo: Ramesh Pathania/Mint

In a chat with Mint’s R. Sukumar at EmTech India 2016, V. Vaidyanathan, chairman of the Capital First Group, spoke about how digital is disrupting the financial sector. Edited excerpts:

What kind of changes can we expect in fintech?

We will see a lot more changes and disruption in the next 5-10 years from this one word—technology. Most Indians do not have exposure to the stock market or even a demat account. We have close to about 200 million accounts on credit bureaus for an eligible population of nearly 600-700 million people. Whether you look at the number of bank, credit, demat or home loan accounts, India is just completely under-penetrated. With the private sector actively getting into this space and the multiplier effect of technology, I see huge growth in the future.

The opportunity is palpable, but there is also a lot of unease—especially on the part of big banks.

It’s not unease of big banks but unease of the financial sector as a whole. If you are one of the large smart banks like ICICI Bank, HDFC Bank, Kotak Bank or State Bank of India, I still feel that you will look forward to the market and the future with a great amount of confidence. Of course, you will have to figure out what’s happening around you, but you still have a great degree of confidence because you can do what the new guys can do. But if you are one of the remaining (ones) who are not yet talking about technology and someone else is coming from the fintech sector and disbursing loans in just 10 minutes or even 10 seconds… I think it (the unease) is coming from the fear of irrelevance. One of the biggest issues human beings face or corporations face is the fear of irrelevance and the feeling of unease coming from the fact that I shouldn’t become the Air India or Nokia of tomorrow.

That unease is also there because electronic payments are catching up and so are newer alternative lending models—for example, peer-to-peer (P2P) lending. The traditional models of finance—in terms of how you issue a loan, how you make a payment, and sometimes even how you facilitate a transaction using a credit card, all those things have changed.

That is dramatically changing. Actually, I think to the discomfort of a number of people. Let’s take Paytm as an example. It has 125 million accounts. Imagine if companies like it or telcos (that have payment bank or small bank licences now), will also get a full banking licence, say two years, five years from now—I don’t know what the RBI roadmap is—they can also issue (account holders) loans wirelessly. So the fundamental cost architecture of the alternate lending models is going to be so dramatically different that existing companies need to be a little worried.

To facilitate transactions like these, you also need very intelligent back-end technologies. Here I would like to draw on what your own company does. You were in some ways doing analytics before it became fashionable—understanding borrower profiles, understanding who is likely to default or not pay back, and things like that. Do you think we have the ingredients in place to set this kind of smart back-end?

The platform in India is definitely developing very fast. Our own company, Capital First, in 2010 was borrowing at 14.5% per annum and we had a retail loan book of about Rs.90 crore. Clearly, you can’t do any business or build a significant retail business at this rate. So we started developing a model whereby we lend to customers on the basis of profiles, on the scores we built on them—whether they are married or unmarried, whether they are self-employed or salaried—and we then broke this up and figured out a scoring methodology that we could then extrapolate to the larger system. It’s working so well. We are lending over 100,000 loans a month. We added close to 2 million customers in the last five years. So, definitely I think that if you are doing it, we have proof enough to say that this platform exists in India.

Do we have the right kind of regulatory framework to facilitate this transformation? Because regulations, especially in banking and finance are a very key constituent of how the industry works.

I really feel that the Reserve Bank of India, in a regulatory sense, is seized of the situation, which is actually encouraging. But the regulator will have to really have to apply its mind in areas like bitcoins, which are really a multi-country, multi-currency sort of platform.

I am just going to broaden that a little bit to talk to you about crypto-currencies. If you look at the underlying technology, which is really blockchain, how do you see that transforming the financial sector? Are some Indian companies already experimenting in this area?

Well, there is some phenomenal work happening there. In Venezuela, inflation last year was 65%, this year it is 276% and maybe next year people are talking about it going to around 600%. So, countries are naturally imposing capital controls and you can’t easily go and spend forex money. Therefore people are looking up on how to use alternative currencies and crypto-currencies like bitcoins. Last year, use of crypto-currencies in Latin America grew by 1,746%. That is the kind of explosive growth that industry is seeing. I think wherever there is inflation, wherever there is capital controls and wherever there is uncertainty, people will move on to the new platform. In fact, I won’t be surprised, if even gold were getting traded; I won’t be surprised if Google will start some sort of a currency. These things are around the corner .

—Shine Jacob

10 ways to create a culture of innovation
Harsh Mariwala

Harsh Mariwala. Photo: Ramesh Pathania/Mint

Harsh Mariwala. Photo: Ramesh Pathania/Mint

Innovation is very important for an entrepreneur’s journey. What we have done at Marico is to try and create a culture of innovation. All of us get excited when we hear about the likes of Steve Jobs. But how many Steve Jobs can you get in the world? The larger question here is, how should an organization create a culture of innovation so that everybody in an organization thinks of it?

Innovation comes with little resources

When Marico began operations in 1990, it gave me a great opportunity to recruit a new team. We were a new company. Nobody knew the company. We had two brands, which we had taken over from our sister companies. The first task for me was to recruit talent when the company’s name is not known. We briefed the advertising agency and asked them if they can come up with a campaign that will help us attract talent. We had very limited money. So the ad agency came up with a brilliant campaign. It came up with a line—Mass Killer Nabbed. The concept was fresh and unique, and fetched the company the desired attention. I realized that when you have very high aspirations, very little resources, you are forced to think innovatively.

Open organization

So once Marico started operations, we said culture of innovation is very important. But how do we do that? We believed that we had to have an open organization, a trusting organization, where dialogue takes place. Because innovation doesn’t happen in research and development labs, it happens across the organization. You discuss an idea, tell somebody else and that’s how an idea gets developed.

So the brief given to the interior designer was that the office should reflect openness. Everybody should be able to see each other. Every year I have a session among all our employees and within that session there is one part which is kept for open-house so that people can ask any question. Then there are relationship reviews between the boss and the subordinate again promoting openness. So when you take openness from different angles and reinforce it from different angles, you get an open culture.

Trust factor

How do you create a culture of trust? I am talking of 25 years back. I asked why do we need a muster roll for people to sign. We did away with that. People did not have to sign from that time onwards. We also said that everybody is entitled to leave. At that time, we had three types of leave and still many organizations have it—privilege leave, sick leave and casual leave. We said we don’t need casual leave, we don’t need sick leave. If an employee is sick, he is sick, we trust them. If they have some casual work for a day or two, they can just tell their boss and do that. So we did away with that and everybody maintains their own leave records. Even in terms of expense statements, when an employee spends money on something, he goes to his boss who authorizes it. We said can we do away with that. So we did away with that and started self-authorizations. So again we are reinforcing trust from all angles. So that’s how you create a trusting culture.

Don’t punish failure

I believe that experimentation is very important in creating an innovative culture and we encourage experiments. It is alright to fail because the moment you punish failures, people stop experimenting. We recruit 15-20 management trainees every year from good management schools. They were reluctant to take risks because at that stage in their career, they did not want to have a negative in terms of failures. So we said that we will not give them responsibilities in terms of new products at that stage but only after two, three years. And whenever an individual has taken a step and it has not worked out, we use failures as learning. We say: Sometimes you win, sometimes you learn, not fail.

Constant consumer insights

Getting consumer insights is something we do regularly with all our brands. Many a time the consumer himself doesn’t know what he wants. So we actually train our brand and sales managers to go deep into a consumer’s mind and find out what is that he needs which we can satisfy. Out of those consumer insights, we have got lot of product ideas. For example, the fabric starch. At that time, to starch a fabric, users had to boil the water and there was a lot of chore involved. We realized that there was a gap and we came up with ‘Revive’ based on an insight that the consumer was reluctant to starch products because it took a long time.

We acquired a brand from Procter & Gamble a few years back and that brand was making anti-lice shampoo for children. At that time, 20 years ago, we said that if we can offer the same product in an oil format, we would be able to increase sales because our insight was that hair oil usage in India was much more than shampoo usage. And within one year of acquisition, we launched Mediker oil and our sales just doubled.

Disrupt the existing market

Consumer insight plays a very important role in new product launches and newer variants. Two years back, we launched Saffola Oats. We realized that in the oats segment there was a high competition. We were able to get a market share of 10-15% at a time when there were the likes of Kellogg’s and Quaker. And we had to do something disruptive, so we went again back to the consumer and asked them how they liked eating oats. And the insight was that Indian consumers do not like to eat sweet breakfast. They like savoury breakfast. So in the south they will have idli-sambar, in the north they will have aloo paratha. So can we make savoury oats? And that’s how we came up with a range of savoury oats—masala oats, tomato oats, pepper oats, etc. The product was launched about two years back and the category is growing about 50-60% every year. We have a 70% market share. So again, being disruptive in an existing business where you have a consumer insight has played a very important role in our journey.

Learn to execute ideas

Innovation is not just ideation but a lot of execution. People can get a good idea, but until it is executed well, it will not succeed. That came strong and clear to me when we launched our Parachute coconut oil in plastic bottles. That happened 30 years ago when the whole market was in tins. We thought that plastics would be a great success because it was cheaper, more attractive and convenient for the consumer to use. But when you went for the trade, they were reluctant to store coconut oil in plastics, because apparently 10 years ago somebody had launched coconut oil in plastics in a spear-shape container with a lot of oil oozing out from the top of the container. The retailer closed the shop and when the next day he opened the shop he saw that rats had bitten the bottles. So they were saying that they will not keep coconut oil in plastic bottles. We went back to the drawing board, briefed our design vendor, chose a round shaped bottle, and briefed our packaging department that no oil should come out on top of the bottle. We did that and actually kept that product in rat cages for a period of two days. Nothing happened to the bottles, we clicked pictures and with those pictures we went back to the trader. This is how we slowly overcame resistance. It took us almost seven years to shift the whole market from tin to plastic. At one level a very simple idea, but a lot of execution went into this. The same thing we did in Bangladesh. Today we are the largest Indian firm in Bangladesh with 80% market share both in terms of turnover and profitability.

Ahead of copycats

A few years ago a colleague of mine had gone to Europe and identified a mould which was difficult to be copied. In our category, there are a lot of copycats. We got that mould which was very expensive at that time. As a result, all the copycats vanished. However, it was just a matter of time when Indian mould makers were able to make it at a fraction of the cost of our imported cost. But still what I am saying is that on a continued basis, you have to go on thinking differently for every brand, for every business.

Flat structure

It is very important to have flat structures and cross-functional forums. That is how dialogues happen and you break down bureaucracy within the organization. The role of top management is very crucial. We have to reinforce innovation on a perpetual basis. So every time there is a presentation made by a brand for me, they all know that I will ask what is the innovation that they have planned. So there is a lot of top-down pressure in terms of expectation that they have to be innovative.

Keep disrupting

This is how we see innovation. We are at a stage where there has to be disruption in terms of technologies and no industry will escape them. I think (mobile phone maker) Nokia is a great example. They did not make any error in the existing business. It is just that they did not see what was there on the horizon. So the key lens that we need to wear is of opportunity and disruption.

Harsh Mariwala is chairman of Marico Ltd. Transcribed by Priyanka Sahay.

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ZOË’S DUBLIN DIARY: THE ART OF TYPOGRAPHY, KING LEAR VIA JAPAN, AND MORE

facebooktwittergoogle_plusredditpinteresttumblrmailWednesday, 6 April – Ran,17:25, €9, IFI

Kurosawa’s interpretation of King Lear was ten years in the making, meticulously devised over a series of painted storyboards that were published with the screenplay. He combined Shakespeare with legends of daimyō Mōri Motonari, and filmed almost entirely in long shots on the slopes of Japan’s largest active volcano, Mount Aso, with a cast of 1,400. Buy your tickets here.

Thursday, 7 April – Typeset, 19:00, Free, Image Now

A broad range of contemporary Irish typographic design is being showcased in the Image Now gallery space. The changing face of Irish design will be expressed through animation, gifs and 3D illustrations, as an expression of the trends and experimentation happening within the industry. Image Now has a strong connection with typographic design, having exhibited shows such as Josef Müller-Brockmann, 50 Years of Helvetica and Neue Grafik. The Facebook event page is here.

Friday, 8 April – Precarity, 16:00, Free (book in advance), ATRL

precarity--4Precarity is a video installation by Mieke Bal and Michelle Williams Gamaker. Commissioned to coincide with the Deleuze and Art conference, the five-screen installation uses precarious economic situations as a platform to explore precarity in different social contexts, from relationships to health, labour laws and human rights. The exhibition is based on Flaubert’s Madame Bovary, the five screens representing her temptation, seduction, and descent into economic ruin. Mieke Bal’s documentaries on migration and identity have been exhibited internationally, and she has written on video installation, sculpture and abstraction. Grab a ticket here.

Saturday, 9 April – Overhead, The Albatross, 20:00, pay what you like, The Workman’s

After the much anticipated Learning to Growl was released earlier this month, post-rock six-pieceOverhead, The Albatross will be performing their new material in The Workman’s this Saturday. Several years in production, it took decamping to a studio in the Czech Republic to get to preproduction phase, with tracks being laid over and added organically as the band worked out what direction their sound should take. The finished LP is filled with soaring highs and lows, all in their signature orchestral style. It amounts to a mesmerising experience; Saturday’s performance should be no less. Visit the Facebook event page here.

Sunday, 10 April – Phototropism, 12:00 – 18:00, Free, Library Project

Phototropism opens in the Library Project this Thursday, but its growing botanic display will take place over a month-long installation. Eleven photographers give their responses to the significance of a plant’s movement towards a light source, interpreted as a search for subsistence that we all share and, ultimately, a search for a common good. The Library Project bookshop will be offering a specially curated selection of literature to accompany the exhibition and an assortment of succulents and cacti. More here.

Monday, 11 April – Tom Climent: In Its Reflection, 10:00 – 17:30, Free, Solomon Fine Art

Tom Climent, originally trained as an engineer, looks at structured spaces through representation and abstraction. His debut solo exhibition balances colour and texture, using memory and feeling to explore the exchange between the subconscious and physical processes of painting. More here.

Tuesday, 12 April – Michael Boran, Through the Undergrowth, 10:30-17:30, Free, Kevin Kavanagh

Michael Boran’s photographs, filled with pylons, plant stocks and natural and human-made monuments of every kind, relate to one another intuitively, through viewpoint and desire. By keeping background detail to a minimum and collating each piece, the subjects are given a purity that remains compromised by limitations in depth and temporality. Read more here.

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Apply Now for Summer Residencies at SVA: Typography as Language and The Business of Type

Join the School of Visual Arts from June 27–July 22nd for its four-week summer residency program, Typography as Language! Design a typeface and use it in a project of your choosing in any media — on screen or on paper. Type as Language is built around four interrelated one-week modules, covering technical, theoretical, historical, and practical studies. Participants will study with renowned type designers Tobias Frere-Jones, James Montalbano, Yomar Augusto, and Daniel Rhatigan. In addition, master type designer Matthew Carter will spend a day in studio as guest critic, working individually with each student. Two guest lectures each week plus visits to Louise Fili’s world-famous design studio and the letterpress facility at Center for Book Arts round out the program.

This year SVA is pleased to introduce a new course, The Business of Type, a one-week hands-on seminar on developing, marketing, and licensing a typeface for use in the professional environment. Participants may either bring typeface designs in progress to refine and get ready for the marketplace, or work on developing a new idea for a typeface. This course may be taken separately or together with Type as Language (for a discounted tuition fee) and will be taught by Daniel Rhatigan between June 20–24.

SVA welcomes applications from students and working professionals across all design disciplines. For more information and details on how to apply, please visit: sva.edu/residency/typography,[email protected] Twitter.

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