Convint.ai redefines the way assessments get done. Convint.ai is born out of a belief that the app-based approach of using applications and getting tasks done is getting disrupted with AI and Conversation-based interactions becoming the new normal. Users are getting overwhelmed with managing the various Apps they are required to install for accessing various business and personal applications on their smartphone or desktops. Another belief driving the passion of the Team is how to leverage technology and AI to make the experience more and more frictionless. With Great Resignation Wave disrupting the Talent acquisition space, the Team is focusing on how to make this space, frictionless

Convint

convint

Esistono ancora persone che interpretano la parola in modo sbagliato, nonostante gli enormi sforzi dei veri Hacker nel cercare di spiegare come stiano veramente le cose. Hacker La cultura Hacker si fonda semplicemente sulla ricerca continua del . Non si tratta di entrare nella rete di una banca, fare truffe informatiche, rubare , accedere senza autorizzazione ai server e roba del genere. Un Hacker non deve essere necessariamente un esperto di sicurezza informatica. non deve necessariamente essere un esperto di informatica. Anzi non deve necessariamente essere un esperto. Ma un Hacker che non lo è, probabilmente vorrebbe esserlo. La distinzione è sottile. divertimento intelligente password Anzi Un vero Hacker, di quelli che questa parola hanno contribuito a definirla fin dagli anni ‘60, è . Nel suo sito c’è una interamente a questa parola. La pagina stessa è interessante solo per un vero Hacker. Chi non lo è, probabilmente la troverà banale. Molti altri rimarranno stupiti dallo scoprire che secondo Stallman, in un certo senso, anche Lady Gaga ha qualcosa di Hacker, in sé. Ed ha perfettamente senso. Richard Stallman pagina dedicata , nel senso puro del termine, è stato ai tempi delle scuole medie e non riguarda nemmeno lontanamente l’Informatica. Mi piace molto raccontare questa storia perché è estremamente esplicativa e allo stesso tempo innocente. Il mio primo Hacking All’epoca era diffuso l’apprezzamento per quelli che chiamavamo, italianizzando il termine, “ ”. Erano semplici intrecci di stringhe colorate, fini a se stesse, ma divertenti da costruire. I bambini che sapevano farli cercavano di venderli e non volevano insegnarmi le tecniche di intreccio per non perdere il mercato. Decisi quindi di comprarmene uno e lo studiai. Resomi conto che il motivo era estremamente ripetitivo ne tagliai uno a metà. Srotolandolo, compresi chiaramente l’intreccio e imparai a riprodurlo da solo. scubidù È una sorta di . Il termine è più che appropriato. Nella cultura hacker, tuttavia, lo scopo degli hacking non è necessariamente economico. Spesso lo scopo è solo quello di capire come funzionano le cose, anche in modo fine a se stesso. A volte anche se farlo costa più di quel che si ottiene effettivamente. Si viene ripagati dall’esperienza. reverse engineering Possiamo dire che l’Hacker è un . Gli Hacker odiano le regole, le vogliono aggirare e trovare strade nuove e migliori. Non amano i recinti, specialmente quelli mentali. Vogliono scoprire cosa c’è sotto, non si accontentano mai di una visione superficiale. Scavano a fondo nei problemi e si sentono insicuri se non hanno sotto controllo tutto l’iceberg, non solo la punta. Esplorano a fondo e traggono soddisfazione dalla sensazione di aver coperto tutta ciò che è ancora inesplorato. esploratore Ma soprattutto si nel farlo. divertono moltissimo Un estratto dal film “Hackers” del 1995 Per un Hacker la ricerca del divertimento intelligente è tutto. Non importa se informatico o non. Si può essere Hacker in tanti modi. È vero, alcuni di essi riguardano la . Molti di essi. Ma sono solo una parte del divertimento. Sono i media che hanno convinto le persone che Hacker e Cracker fossero la stessa cosa. sicurezza informatica Quel che è importante ricordare è che gli Hacker hanno un’ . Un codice che sottoscrivono istintivamente. E che sono le persone più interessanti di questo mondo. etica

Hacking is not about security.

I recently got into a discussion on Twitter where I suggested that root-level directories don't make much sense when you're creating applications that are a library. It's conventional wisdom in the community, to suggest putting any code you do not want to expose to other applications inside the directory. And it's true if you're creating something that is meant to be important to other people’s code. The truth is, however, that most people are likely not working on other libraries but rather applications (APIs, web servers, etc). internal not Go internal Take this layout, for example: - app
    - cmd
	- app
	    - main.go
    - internal
    - services
    - repository
    .git
    go.mod
    go.sum A standard repository on github, gitlab etc. What does protect against here? Literally, any other package in this application will be on the same level as the directory, all will be able to import from it. The only situation, where this would not hold is if you were to take this entire code and copy it into another repository. And, honestly, when was the last time you did that? internal internal So, yes, it's technically correct (the best kind) that using root-level directories provides encapsulation (which is good). But, in practice, you don't really get any of the benefits of . If we were to add a view package to our application and wanted to start grouping different views in a sub-package, an directory suddenly starts to make sense. internal internal internal Let me illustrate: - app
    ...omitted
    - views
	layouts.go
	- home
	    home.go
	- about
	    about.go When does internal make sense? If we had some layout components (base, dashboard, etc) in the file that aren't exported, and wouldn't be able to import it as both are no longer part of the view package. If we export it, package in the application can import it, obviously not desirable. But, we can add an directory, export the layout components and encapsulate them from the rest of the application, like so: layouts.go home.go about.go any internal - app
    ...omitted
    - views
	- internal
	    - layouts
		base.go
		dashboard.go
	- home
	    home.go
	- about
	    about.go This is kind of a pet peeve of mine; it isn't really that important now that we have gotten modules (pre-modules was one of the reasons for internal which I will get into in a bit) and as long as you stay consistent about what goes into , it's all good. I prefer to use , as that to me at least better communicates what the directory is for. And I've seen quite a few Go applications in my time now, they either use or and most often contain the same kind of code. Auxiliary packages that are needed for the application as a whole but do not contain core business logic. Code to interact with , wrappers around a library to send mails, a etc. To me, for non-library code, this is the most important thing to get right, what do you expect to find in the directory not as much the same (again, you don't get any of the benefits from internal if you place it in the root)? internal pkg internal pkg aws queue Why do we have internal? To answer that question, we have to go back quite a bit. All the way back to the time before modules, when the creators of Go thought it a great idea to force everyone into their (Google's) preferred way of structuring code. You'd be forced into something like this: - $GOPATH
	- src
	- github.com
	    - user
		- repo
		    - cmd
		    - internal
		    - pkg Before Go 1.4, you could only have local and global components which could lead to frustrating situations where you'd like to have code that is only used within the module it’s defined and not part of the public repository. And in Go 1.4, the solution to this was introduced with the introduction of the directory. The Go compiler will verify that the package doing the import is within the same module as the package being imported. internal With the above structure, using as the default makes a ton of sense as it's quite easy to accidentally expose something that otherwise should've been kept private. But with the introduction of modules, this doesn't apply. Reading makes me think of something internal to a not the application as a whole. internal internal package Does all of this really matter? No. I tend to pick this "fight" just because I think it a bit funny how some people will go out of their way to argue that is the only correct way to do it. internal As argued above, if you're building something that is not meant to be imported into other people’s code, this is good advice. If you're building an application, consider using . But most importantly, be consistent. We spend too much time in software focusing on right and wrong as black and white, but it all depends. If the code that I'm arguing should go into a directory feels more natural for to be in an directory, then by all means, do that. pkg pkg you and your team internal Just be consistent. Also published here.

Debunking the Go Community's Conventional Wisdom on Internal Directories

The Conventional Commits specification is a lightweight convention that provides a standardized format for writing commit messages. It defines a simple set of rules to structure commit messages in a consistent manner, making it easier to understand the purpose and context of each commit. It is based on the above anatomies of git. By addressing numerous “why”, “what” and “how” questions, this specification can enable an efficient understanding of past decisions and changes made in the codebase, even after months or years. They serve as an indirect wiki, offering valuable insights into the reasons behind code changes. According to this specification, a commit message should be structured as: <commit type>[optional scope]: <description>
[optional body]
[optional footer(s)] Categorization of Commit Types 1. Build This type is used for changes that affect the build system or external dependencies. For example, if you upgrade a library or modify build configurations, it falls under this category. build: update webpack configuration
build: update Hive Maven dependency to version 3 2. Chore Chore-type commits are for regular maintenance tasks, such as updating dependencies, package manager configurations, or other tasks that don’t modify the source code or affect the behavior of the application. chore: clean up unused dependencies from package.json 3. CI Commits related to continuous integration configurations or scripts. This includes changes to tools and processes used for automation and testing. ci: add vault stage to gitlab ci pipeline to fetch api secrets 4. Docs Commits that only involve documentation changes, such as updating README files, adding comments, or writing documentation for functions or classes. docs: add auth service instructions to README 5. Feat This type is for new features added to the project. If you introduce new functionality or capabilities, it’s considered a feature. feat: introduce real-time notifications for new messages 6. Fix Fix-type commits are for patches that resolve bugs or issues in the codebase. If the commit addresses a problem or bug, it falls under this category. fix: resolve issue with form submission not triggering validation 7. Performance Commits that improve the performance of the codebase without changing its external behavior. Optimization-related changes would be categorized as performance improvements. perf: optimize guest misconduct database search by reservation for faster retrieval 8. Refactor Refactoring commits involve modifications to the code that neither fix a bug nor add a feature. Refactoring aims to improve the code’s structure, readability, or maintainability without changing its external behavior. refactor: simplify validation logic in user registration 9. Revert Revert-type commits are used when reverting previous changes. It’s essential to mention the commit ID or title of the changes being reverted in the commit message. revert: revert changes made in commit abc123 10. Style Commits that are related to code style and formatting. This could include indentation changes, code reformatting, or renaming variables to follow coding conventions. style: format code according to linting rules 11. Test Commits that add or modify tests. This includes unit tests, integration tests, or any other kind of automated testing. test: add unit tests for authentication service 12. Breaking Change This is not a commit type but a section in the description as per conventional commit specification. This introduces changes that are not backward compatible with the existing codebase or API. In other words, it signifies modifications that could potentially break existing functionality or require adjustments in dependent code or configurations. feat: update API response format to include additional fields

This commit extends the API response format to include new fields for user profile information. 
The added fields include 'birthdate' and 'country', providing more comprehensive user data. This 
change enhances the functionality of the API and enables richer user experiences.

BREAKING CHANGE:
- The structure of the API response has been modified to include additional fields.
- Clients relying on the previous response format will need to be updated to accommodate the changes.
Another syntax for breaking change — https://www.conventionalcommits.org/en/v1.0.0/#commit-message-with--to-draw-attention-to-breaking-change Usage in Open Source One of the many open-source examples using conventional commit specification is angular. Link — angular/CONTRIBUTING.md <type>(<scope>): <short summary>
│ │ │
│ │ └─⫸ Summary in present tense. Not capitalized. No period at the end.
│ │
│ └─⫸ Commit Scope: animations|bazel|benchpress|common|compiler|compiler-cli|core|
│ elements|forms|http|language-service|localize|platform-browser|
│ platform-browser-dynamic|platform-server|router|service-worker|
│ upgrade|zone.js|packaging|changelog|docs-infra|migrations|
│ devtools
│
└─⫸ Commit Type: build|ci|docs|feat|fix|perf|refactor|test What Are the Advantages? : Helps maintain consistency and standardization across commits within the team. When everyone follows the same format, it becomes easier to understand the history of changes. Consistency : By categorizing commits into types like feat, fix, docs, chore, etc., conventional commit messages provide semantic meaning to changes. This makes it easier to understand the nature of each commit at a glance. Semantic Meaning : Encourages writing clear and descriptive commit messages, including information about the changes made, why they were made, and any associated issues or task identifiers. Clarity : Facilitates communication among team members by providing a structured way to convey information about code changes. Communication : Enables the use of automated tools that can parse commit messages to generate release notes, changelogs, or perform other tasks based on commit history. Automation What Are the Disadvantages? : Without guidelines, commit messages may vary widely in format and quality, making it harder to understand the history of changes. Inconsistency : Lack of structure can lead to vague or incomplete commit messages, which may make it difficult for team members to understand the context or purpose of certain changes. Ambiguity : Tracking changes becomes more challenging, especially when trying to understand why certain changes were made or when investigating issues. Difficulty in Tracking : Poorly written commit messages can result in miscommunication or misunderstandings among team members. Miscommunication : Tasks such as generating release notes or tracking changes may require more manual effort without structured commit messages. Manual Processes FAQ About Conventional Commit Recommended to go over this list — Conventional Commits Resources Conventional Commits Specification Commitzen tool for the teams practices This blog was originally published on https://www.pranaybathini.com/2024/03/conventional-commit-specification.html

Conventional Commit Specification Guidelines: What You Need to Know

ERIK ADOLPH vs. Uber Court Filing, retrieved on July 17, 2023, is part of . You can jump to any part in this filing . This is part 8 of 15. HackerNoon’s Legal PDF Series here A. First, Uber contends that unless Adolph’s non-individual claims are dismissed, his PAGA action will run afoul of Viking River because he will be permitted to relitigate whether he is an aggrieved employee in court to establish standing even if he has agreed to resolve that issue in arbitration as part of his individual PAGA claim. In response, Adolph explains that his PAGA action could proceed in the following manner if he were ordered to arbitrate his individual PAGA claim: First, the trial court may exercise its discretion to stay the non-individual claims pending the outcome of the arbitration pursuant to section 1281.4 of the Code of Civil Procedure. Following the arbitrator’s decision, any party may petition the court to confirm or vacate the arbitration award under section 1285 of the Code of Civil Procedure. If the arbitrator determines that Adolph is an aggrieved employee in the process of adjudicating his individual PAGA claim, that determination, if confirmed and reduced to a final judgment (Code Civ. Proc., § 1287.4), would be binding on the court, and Adolph would continue to have standing to litigate his nonindividual claims. If the arbitrator determines that Adolph is not an aggrieved employee and the court confirms that determination and reduces it to a final judgment, the court would give effect to that finding, and Adolph could no longer prosecute his non-individual claims due to lack of standing. (See Rocha v. U-Haul Co. of California (2023) 88 Cal.App.5th 65, 76– 82.) Uber makes no convincing argument why this manner of proceeding would be impractical or would require relitigating Adolph’s status as an aggrieved employee in the context of his non-individual claims, and we see no basis for Uber’s concern. In any event, Viking River makes clear that in cases where the FAA applies, no such relitigation may occur. (Viking River, supra, 596 U.S. at pp. [142 S.Ct. at pp. 1923–1925].) – Continue Reading . Here About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings. This court case S274671 retrieved on September 22, 2023, from is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. courts.ca.gov

A Deeper Look At What Uber Is Claiming: Is It Convincing Enough?

The Art of Naming Conventions in JavaScript Development

AI writing tools have revolutionized the writing industry but not in a way, anyone would have thought. When ChatGPT was launched in November 2022, it was the start  of a phenomenon that would disrupt the writing industry. In the months that followed, we witnessed the launch of several AI tools to create content. As expected, this led to a buzz, and social media was filled with noise about AI content generators. Soon, the gospel of AI writing went into full swing with AI evangelists promoting the efficacy of tools such as Chat GPT, Jasper, and Fraser in creating quality content. You will hardly read through your social media feed without a post stating that writers will not be needed in near future. Many people accepted the gospel and it led to an influx of AI written content. Small businesses saw it as a smart way to reduce their marketing budget, and they did.  “AI content experts” shared regular prompting strategies to get these AI tools to produce optimized content and everywhere got busy with how to tweak AI. However, there were pushbacks.  The anti-AI advocated for minimal use of AI in content as AI-generated articles won’t have the human feel. They also argued that these tools can't conduct in-depth research like writers would, and using them will provide little to no new perspective to the topic. The arguments from both sides went on, but the truth is, most people were in love with the new bride and no amount of argument seemed to be convincing. At some point, it looked as if the destiny of writers was set in stone and they were doomed to go into extinction. The pro-AIs were having the time of their life until Google happened. The Nemesis Google announced a round of its Helpful Content Update on 5th March 2024 (include date) and AI-written content was the scapegoat. While Google claims it is not totally against AI-written content, the reality seems to be different. According to Google, they care more about the quality of content rather than checking if it is AI or Human written. One thing was clear, most of the AI-generated articles were below par. This update was welcomed with a festival of lamentations from small business owners. Many who have used AI to create most of their content suffered a serious hit, with many going from 100 to ground zero. How anyone could have thought of using AI alone to mass produce content that will meet the needs of human needs satisfactorily is beyond me. Cannon Event for Writers The swing, now in pro-human favor, caused a slight increase in the demand for human writers. But things are no longer the same. Every job ad  has an unusual emphasis - “content must be 100% human-written.” Businesses started spending money on software to detect  AI-written content. Humans shouldn’t have problems creating human content, right? Well, I wish it was that easy but it is not as easy as it sounds. These AI detectors flag human-written content as AI-written, causing disputes between businesses and writers. This has led to another series of outbursts by writers who swore they never used AI but the clients aren’t having any of it. Who then is wrong? The truth is they are both right. Two truths can co-exist. The machines used to train AI detectors were trained by humans. Common everyday words were registered in the database of these training models. So, when words were used in a certain way, the software would just flag it as AI content. It’s really a painful development but also a necessary cannon event for writers. Now, to be a writer goes beyond your ability to combine words together. You must really be good at what you do. This will finally put an end to every Tom, Dick, and Harry claiming to be a writer. With AI detectors flagging some human-written content as AI-written and an increasing demand for human-written content by businesses, writers will have no other option than to step up their game. Every writer will have to hone their craft and improve their creativity to produce content that is above average. At least, the number of low-quality content on the internet will be reduced. What the Future Holds? AI is here to stay, that’s the truth in simplest terms. Another truth is that writers are going nowhere. At least, those who have honed their crafts. There will always be a need for that human feel. AI won’t go out to interview industry experts, AI cannot give such insight. In this war, there are no victors. AI tools will co-exist with competent writers. Smart writers are utilizing AI to make their work process easier and it will remain so. With the launch of ChatGPT 4o, the future looks even more exciting. AI writing tools have revolutionized the writing industry but not in a way, anyone would have thought. AI writing tools have revolutionized the writing industry but not in a way, anyone would have thought. AI writing tools have revolutionized the writing industry but not in a way, anyone would have thought. When ChatGPT was launched in November 2022, it was the start  of a phenomenon that would disrupt the writing industry. In the months that followed, we witnessed the launch of several AI tools to create content. As expected, this led to a buzz, and social media was filled with noise about AI content generators. ChatGPT was launched ChatGPT was launched Soon, the gospel of AI writing went into full swing with AI evangelists promoting the efficacy of tools such as Chat GPT, Jasper, and Fraser in creating quality content. You will hardly read through your social media feed without a post stating that writers will not be needed in near future. Many people accepted the gospel and it led to an influx of AI written content. Small businesses saw it as a smart way to reduce their marketing budget, and they did.  “AI content experts” shared regular prompting strategies to get these AI tools to produce optimized content and everywhere got busy with how to tweak AI. However, there were pushbacks.  The anti-AI advocated for minimal use of AI in content as AI-generated articles won’t have the human feel. They also argued that these tools can't conduct in-depth research like writers would, and using them will provide little to no new perspective to the topic. The arguments from both sides went on, but the truth is, most people were in love with the new bride and no amount of argument seemed to be convincing. At some point, it looked as if the destiny of writers was set in stone and they were doomed to go into extinction. The pro-AIs were having the time of their life until Google happened. The Nemesis Google announced a round of its Helpful Content Update on 5th March 2024 (include date) and AI-written content was the scapegoat. While Google claims it is not totally against AI-written content , the reality seems to be different. According to Google, they care more about the quality of content rather than checking if it is AI or Human written. Google claims it is not totally against AI-written content Google claims it is not totally against AI-written content One thing was clear, most of the AI-generated articles were below par. This update was welcomed with a festival of lamentations from small business owners. Many who have used AI to create most of their content suffered a serious hit, with many going from 100 to ground zero. How anyone could have thought of using AI alone to mass produce content that will meet the needs of human needs satisfactorily is beyond me. Cannon Event for Writers The swing, now in pro-human favor, caused a slight increase in the demand for human writers. But things are no longer the same. Every job ad  has an unusual emphasis - “content must be 100% human-written.” Businesses started spending money on software to detect  AI-written content. Humans shouldn’t have problems creating human content, right? Well, I wish it was that easy but it is not as easy as it sounds. These AI detectors flag human-written content as AI-written, causing disputes between businesses and writers. This has led to another series of outbursts by writers who swore they never used AI but the clients aren’t having any of it. Who then is wrong? The truth is they are both right. Two truths can co-exist. The machines used to train AI detectors were trained by humans. Common everyday words were registered in the database of these training models. So, when words were used in a certain way, the software would just flag it as AI content. It’s really a painful development but also a necessary cannon event for writers. Now, to be a writer goes beyond your ability to combine words together. You must really be good at what you do. This will finally put an end to every Tom, Dick, and Harry claiming to be a writer. With AI detectors flagging some human-written content as AI-written and an increasing demand for human-written content by businesses, writers will have no other option than to step up their game. Every writer will have to hone their craft and improve their creativity to produce content that is above average. At least, the number of low-quality content on the internet will be reduced. What the Future Holds? AI is here to stay, that’s the truth in simplest terms. Another truth is that writers are going nowhere. At least, those who have honed their crafts. There will always be a need for that human feel. AI won’t go out to interview industry experts, AI cannot give such insight. In this war, there are no victors. AI tools will co-exist with competent writers. Smart writers are utilizing AI to make their work process easier and it will remain so. With the launch of ChatGPT 4o, the future looks even more exciting.

AI Writing Tool Revolution – A Blessing or Curse?

Welcome to HackerNoon’s Writing Prompts! Would you like to take a stab at answering some of these questions? The link for the template is HERE. THE LIST is a luxury fashion marketplace powered by <GENESYS>, an AI-based API developed in-house. THE LIST allows the world’s best boutiques and brands to run AI-driven catalog production at current 810x cost efficiency vs. traditional product catalog production, enabling retailers to sell in 190 countries with integration time in single-digit days. THE LIST was founded by Andreas Skorski and has offices in New York City and Dubai. 1. What is your company in 2–5 words? Luxury fashion powered by AI. 2. Why is now the time for your company to exist? Luxury ecommerce has imploded in the last year or so (Financial Times, NYT). This is not an understatement. Online marketplaces for luxury brands are weighed down by incredibly high costs: tech development, catalog production, shipping, and data architecture. The tech behind luxury fashion marketplaces is 10 years behind and extremely inefficient. Even with margins of 50%, these marketplaces can’t make it work. That said, the market for luxury is not going anywhere.We built The List to showcase what the next stage of e-commerce is: that AI can operate a luxury fashion marketplace. We are building the largest LLM library in the industry to eliminate some of the market’s critical operational inefficiencies. Our AI-based API, <GENESYS> is the first viable, market-tested AI solution in the luxury industry, and powers other major retailers as well. Our machine learning API transforms any in-store retail product into a catalog in real-time by mapping ERP (enterprise resource planning) data, extracting attributes, and enriching data from images,  producing dozens of relevant data points  to describe it as such. It doesn’t just see a photo of a shoe. It understands the height of the heel, the fact that it’s suede, the exact color, the seasons it can be worn in. It’s 98.9% accurate and working for hundreds of thousands of products in real-time. 3. What do you love about your team, and why are you the ones to solve this problem? Many of our data scientists previously worked for a competitor or the biggest global retail brands. They see how the future of e-commerce could look like and want to actually build something that operates at the same level AI really operates today, having efficiency as the number 1 priority in mind. The cost of getting a single product (SKU) into a catalog can be up to $80 per SKU. It’s fairly common for marketplaces to add 100,000 new SKUs to their sites weekly, so our competitors are burning a ton of cash every week. Our team has been watching, training, and guiding our own model of catalog production for years. Our cost is now down to less than 10 cents per SKU. So the team is remarkably goal-oriented and determined to find solutions to problems they personally experienced as data scientists in the industry. 4. If you weren’t building your startup, what would you be doing? Probably building some other startup. When I was 17 I created the first ad scanner technology for print magazines in Germany. Since then I haven’t really stopped. 5. At the moment, how do you measure success? What are your metrics? We are a software-focused retail marketplace, so we look at both the retail success of our marketplace and the efficiency of our <GENESYS> API. For us it is all about giving a top-class experience to our customers while driving down costs for our suppliers. From a software POV: Accuracy rate of our LLMs — how often is human intervention needed?


Items scanned – SKUs processed per month by our API


Integration time – how long does it take for a retailer to put their products on The List? From a retail POV we are looking at: Gross Merchandise Value
Customers and their stickiness
Suppliers and their stickiness 6. In a few sentences, what do you offer to whom? If you buy luxury fashion: You can expect to find all your favorite brands on The List at the best possible price globally available, enabled through <GENESYS>. If you are a decision maker at a company that sells luxury fashion: You can expect the fastest integration time globally available with no engineering cost involved from your side, market-tested AI-based catalog production, and related AI-driven efficiencies in marketing, shipping, and pricing. If there is an inefficiency in the value chain we are likely already working on the models to fix it. 7. What’s most exciting about your traction to date? Luxury fashion is perfect for data scientists to train a model. It’s very fast moving and changes all the time. There’s seasonality in collections, now even more with capsule collections. And the more variations you feed into a model, the faster it learns. We started out years ago, and at the time, AI-driven efficiencies were not hot. The progress of LLMs on the market has accelerated interest in what we do, which is very exciting. You can do a lot with open source models, but you have an advantage if you already have a database that you’ve been training with your own models and scanning millions of data points. Tens of thousands of customers have validated our AI with their purchases.  It’s gratifying to be getting traction now with suppliers and other major players in the industry. 8. Where do you think your growth will be next year? We are going to scale our direct to consumer marketplace growth this year in more markets while  also building out our platform business with our b2b customers. 9. Tell us about your first paying customer and revenue expectations over the next year. We had our first paying customer years ago! We’re pivoting. 10. What’s your biggest threat? Our biggest threat is a general bearishness in the luxury market at the moment. Retailers are skittish about investing in multi brand marketplaces after what has happened to our competitors. They’re looking at finding better solutions, but there is still a lot of education to be done in the AI space to showcase it is already a commercially viable and operating solution and not just a dream of the future. Our task is to convince them that marketplaces aren’t the problem; it’s just that they need to be better and evolve. The List is the next evolution of how to operate e-commerce 2.0 in luxury fashion. This startup founder interview template is based on HackerNoon Founder & CEO David Smooke’s ten questions for startup founders. Would you like to take a stab at answering some of these questions? The link for the template is HERE. Welcome to HackerNoon’s Writing Prompts! Would you like to take a stab at answering some of these questions? The link for the template is HERE. Welcome to HackerNoon ’s Writing Prompts! Would you like to take a stab at answering some of these questions? The link for the template is HERE. HackerNoon The link for the template is HERE. THE LIST is a luxury fashion marketplace powered by <GENESYS>, an AI-based API developed in-house. THE LIST THE LIST allows the world’s best boutiques and brands to run AI-driven catalog production at current 810x cost efficiency vs. traditional product catalog production, enabling retailers to sell in 190 countries with integration time in single-digit days. THE LIST was founded by Andreas Skorski and has offices in New York City and Dubai. Andreas Skorski 1. What is your company in 2–5 words? Luxury fashion powered by AI. 2. Why is now the time for your company to exist? Luxury ecommerce has imploded in the last year or so ( Financial Times , NYT ). This is not an understatement. Financial Times Financial Times NYT NYT Online marketplaces for luxury brands are weighed down by incredibly high costs: tech development, catalog production, shipping, and data architecture. The tech behind luxury fashion marketplaces is 10 years behind and extremely inefficient. Even with margins of 50%, these marketplaces can’t make it work. That said, the market for luxury is not going anywhere. We built The List to showcase what the next stage of e-commerce is: that AI can operate a luxury fashion marketplace. We are building the largest LLM library in the industry to eliminate some of the market’s critical operational inefficiencies. Our AI-based API, <GENESYS> is the first viable, market-tested AI solution in the luxury industry, and powers other major retailers as well. Our machine learning API transforms any in-store retail product into a catalog in real-time by mapping ERP (enterprise resource planning) data, extracting attributes, and enriching data from images,  producing dozens of relevant data points  to describe it as such. It doesn’t just see a photo of a shoe. It understands the height of the heel, the fact that it’s suede, the exact color, the seasons it can be worn in. It’s 98.9% accurate and working for hundreds of thousands of products in real-time. 3. What do you love about your team, and why are you the ones to solve this problem? Many of our data scientists previously worked for a competitor or the biggest global retail brands. They see how the future of e-commerce could look like and want to actually build something that operates at the same level AI really operates today, having efficiency as the number 1 priority in mind. The cost of getting a single product (SKU) into a catalog can be up to $80 per SKU. It’s fairly common for marketplaces to add 100,000 new SKUs to their sites weekly, so our competitors are burning a ton of cash every week. Our team has been watching, training, and guiding our own model of catalog production for years. Our cost is now down to less than 10 cents per SKU. So the team is remarkably goal-oriented and determined to find solutions to problems they personally experienced as data scientists in the industry. 4. If you weren’t building your startup, what would you be doing? Probably building some other startup. When I was 17 I created the first ad scanner technology for print magazines in Germany. Since then I haven’t really stopped. 5. At the moment, how do you measure success? What are your metrics? We are a software-focused retail marketplace, so we look at both the retail success of our marketplace and the efficiency of our <GENESYS> API. For us it is all about giving a top-class experience to our customers while driving down costs for our suppliers. From a software POV: Accuracy rate of our LLMs — how often is human intervention needed? Items scanned – SKUs processed per month by our API Integration time – how long does it take for a retailer to put their products on The List? Accuracy rate of our LLMs — how often is human intervention needed? Accuracy rate of our LLMs — how often is human intervention needed? Items scanned – SKUs processed per month by our API Items scanned – SKUs processed per month by our API Integration time – how long does it take for a retailer to put their products on The List? Integration time – how long does it take for a retailer to put their products on The List? From a retail POV we are looking at: Gross Merchandise Value Customers and their stickiness Suppliers and their stickiness Gross Merchandise Value Customers and their stickiness Suppliers and their stickiness 6. In a few sentences, what do you offer to whom? If you buy luxury fashion: If you buy luxury fashion: You can expect to find all your favorite brands on The List at the best possible price globally available, enabled through <GENESYS>. If you are a decision maker at a company that sells luxury fashion: If you are a decision maker at a company that sells luxury fashion: You can expect the fastest integration time globally available with no engineering cost involved from your side, market-tested AI-based catalog production, and related AI-driven efficiencies in marketing, shipping, and pricing. If there is an inefficiency in the value chain we are likely already working on the models to fix it. 7. What’s most exciting about your traction to date? Luxury fashion is perfect for data scientists to train a model. It’s very fast moving and changes all the time. There’s seasonality in collections, now even more with capsule collections. And the more variations you feed into a model, the faster it learns. We started out years ago, and at the time, AI-driven efficiencies were not hot. The progress of LLMs on the market has accelerated interest in what we do, which is very exciting. You can do a lot with open source models, but you have an advantage if you already have a database that you’ve been training with your own models and scanning millions of data points. Tens of thousands of customers have validated our AI with their purchases.  It’s gratifying to be getting traction now with suppliers and other major players in the industry. 8. Where do you think your growth will be next year? We are going to scale our direct to consumer marketplace growth this year in more markets while  also building out our platform business with our b2b customers. 9. Tell us about your first paying customer and revenue expectations over the next year. We had our first paying customer years ago! We’re pivoting. 10. What’s your biggest threat? Our biggest threat is a general bearishness in the luxury market at the moment. Retailers are skittish about investing in multi brand marketplaces after what has happened to our competitors. They’re looking at finding better solutions, but there is still a lot of education to be done in the AI space to showcase it is already a commercially viable and operating solution and not just a dream of the future. Our task is to convince them that marketplaces aren’t the problem; it’s just that they need to be better and evolve. The List is the next evolution of how to operate e-commerce 2.0 in luxury fashion. This startup founder interview template is based on HackerNoon Founder & CEO David Smooke’s ten questions for startup founders. This startup founder interview template is based on HackerNoon Founder & CEO David Smooke ’s ten questions for startup founders . HackerNoon Founder & CEO David Smooke ten questions for startup founders Would you like to take a stab at answering some of these questions? The link for the template is HERE. Would you like to take a stab at answering some of these questions? The link for the template is HERE. The link for the template is HERE.

Tech Behind Luxury Fashion Marketplaces is 10 Years Behind, Says The List Founder Andreas Skorski

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Do you want to learn how to turbocharge your email marketing to generate more sales and boost engagement? If so, buckle up because today, I'm going to discuss product upsell emails and how they can help you grow. First things first, let's define the term product upsell email. The easiest way to describe it is an email that encourages your subscribers to upgrade or purchase an additional product or service. It's very similar to a friendly in-store sales associate gently nudging you toward an irresistible deal that perfectly complements your initial purchase. Now, I'll cover a few real-world examples to illustrate how upselling can help brands across all industries: Example 1: You just bought a brand new set of pots and pans for your kitchen. A few days later, you receive an email from them suggesting you add a set of premium utensils and a cookbook so you can get the most from your new purchase. Example 2: You recently invested in a lead generation tool and have been eyeing its advanced analytics and automation features. Suddenly, an email lands in your inbox offering you an exclusive discount if you add a new feature ala carte. In these situations, upsell emails are a win-win for consumers and businesses— they enhance their purchase and enjoy additional value while the brand boosts its sales and customer satisfaction. It's a beautiful thing! Now that you understand the concept, let's dive into six proven types of product upsell emails that can work wonders for your business. Mention Their Purchase History I would argue that creating upsell emails that are tailored to each customer's unique purchase history is one of the most effective types of upsell emails. This is because, by taking this step, you're making each message incredibly effective, relevant, and personalized. You might be interested to know that the data backs me up. Here are a few statistics worth knowing if you're contemplating using email personalization: 80% of shoppers claim they're more likely to engage with a brand that personalizes offers and content.
Over 77% of all email interactions and sales are connected to personalized messages and promotions.
On average, personalized calls-to-action (CTAs) result in 42% more sales. Now that you know the benefits, it's time to start personalizing. My advice is to ask new email subscribers to tell you about themselves in your welcome email. We include a brief survey where we ask people to tell us about their goals and how we can help. Believe it or not, a couple of questions can provide you with a ton of knowledge that you can use to craft personalized emails. Once a subscriber places an order, you'll have even more information to use in your messages. Promote a Flash Sale Flash sales are the ultimate way to create a sense of urgency and spark fear of missing out (FOMO). Combine this sense of urgency with an irresistible upsell offer, and you've got a potent recipe for boosting sales and customer engagement. There are many different ways to benefit from flash sales in your email marketing. When talking strictly about upsells, it's not uncommon to see companies offer limited-time bundles. For example, a gardening website could bundle a build-it-yourself trellis, gardening tools, and a variety pack of vegetable seeds. This simple strategy lets you offer customers a package of complementary products at a heavily discounted price. It's a great way to introduce people to what you sell for the first time and a powerful way to encourage repeat purchases. There is one more thing worth mentioning about flash sales: Make sure you leave some distance between sales so customers are consistently excited. We found that 60% of shoppers say FOMO has led to them making a reactive purchase. You don't want to dampen this marketing magic by hosting sales too often. Offer an Upgrade If you're in the business of selling services or software, upgrade upsells are a powerful way to build brand loyalty and increase sales. At face value, the premise is simple: present your customers with multiple pricing tiers, each offering additional features and functionality. The goal is to give people the freedom and flexibility to choose the plan that suits their needs. People decided to "cut the cord" with cable because they were forced to pay for things they didn't use. The same idea applies to software companies. With this strategy, you can get more upsells by letting customers change early—if they decide to upgrade to a better plan. My advice is to send an email with this offer at a discounted price, and you'll see plenty of people upgrade to get features that add more value to your product. Software companies are masters of this strategy, often convincing existing customers to upgrade to a premium plan with more templates, design options, or advanced tools. When you're crafting your upgrade upsell emails, be sure to clearly outline the benefits of each tier. This will reduce friction and result in more conversions. Encourage Referral Upsells Referral upsells are a brilliant way to attract new customers to your business while keeping your current customers engaged and rewarded. Here's how it works: Reach out to existing customers, ask them to tell others, and share a special referral link with friends, family, or co-workers to spread the word about your product or service. It's not unlike affiliate marketing, with the big difference being that this is targeted more toward people who know each other than an influencer connecting with their audience. As an incentive, you can offer the referring customer an exclusive discount or upgrade on their order if a certain number of people sign up using their unique link. Odds are, if they like your product enough to promote it as it is, they'll be even more eager after the upgrade. In my experience, this is a win-win scenario: you gain new customers, and your loyal fans are rewarded for engaging with your business. Reward Customer Loyalty Speaking of loyal fans, rewarding your most dedicated customers is a surefire way to boost retention and your average customer lifetime value. One of the best and most effective ways to do this is by creating a loyalty program, where customers earn points or store credit with every purchase that they can redeem for discounts or upgrades. However, it's common for shoppers to forget about their accumulated points. That's where customer loyalty upsell emails come into play. A simple reminder that they still have points and a suggestion for how they could spend those points could easily turn into a sale. With that in mind, I suggest reaching out to your brand loyalists and reminding them of their point balances after a certain time period. For instance, you can automate a three-month reminder email whenever someone earns enough points to redeem. and Stop Cart Abandonment with Upsells Finally, let's talk about shopping cart abandonment. There's no question that cart abandonment is a headache for online retailers, resulting in a staggering $4.6 trillion in lost sales each year. Ouch! But fear not. Abandoned cart emails will help you recapture lost sales and re-engage with customers who left without completing their purchase. We found that almost half of all abandonment emails are opened, so this is a great opportunity to reconnect. Interestingly enough, we found that it's possible to maximize the effectiveness of these emails by including an upsell offer based on the products the customer was considering. For example, if they abandoned a single item in their cart, you could offer a discounted bundle containing that product and complementary items they might find useful. If the price you're offering them for both is less or equal to the cost of the one thing they wanted, there's a very good chance they'll take action. Conclusion In conclusion, product upsell emails can be a powerful tool to boost sales and customer engagement. By tailoring your upsells to customer purchase history and using tactics like flash sales and loyalty programs, you can create win-win scenarios that benefit both your business and your customers. My best piece of advice is to be patient. You probably won't see results overnight. But if you're persistent and consistent, upsell emails are an excellent way to grow your business. Do you want to learn how to turbocharge your email marketing to generate more sales and boost engagement? If so, buckle up because today, I'm going to discuss product upsell emails and how they can help you grow. First things first, let's define the term product upsell email. The easiest way to describe it is an email that encourages your subscribers to upgrade or purchase an additional product or service. It's very similar to a friendly in-store sales associate gently nudging you toward an irresistible deal that perfectly complements your initial purchase. Now, I'll cover a few real-world examples to illustrate how upselling can help brands across all industries: Example 1: You just bought a brand new set of pots and pans for your kitchen. A few days later, you receive an email from them suggesting you add a set of premium utensils and a cookbook so you can get the most from your new purchase. Example 1: You just bought a brand new set of pots and pans for your kitchen. A few days later, you receive an email from them suggesting you add a set of premium utensils and a cookbook so you can get the most from your new purchase. Example 2: You recently invested in a lead generation tool and have been eyeing its advanced analytics and automation features. Suddenly, an email lands in your inbox offering you an exclusive discount if you add a new feature ala carte. Example 2: You recently invested in a lead generation tool and have been eyeing its advanced analytics and automation features. Suddenly, an email lands in your inbox offering you an exclusive discount if you add a new feature ala carte. In these situations, upsell emails are a win-win for consumers and businesses— they enhance their purchase and enjoy additional value while the brand boosts its sales and customer satisfaction. It's a beautiful thing! Now that you understand the concept, let's dive into six proven types of product upsell emails that can work wonders for your business. Mention Their Purchase History I would argue that creating upsell emails that are tailored to each customer's unique purchase history is one of the most effective types of upsell emails. This is because, by taking this step, you're making each message incredibly effective, relevant, and personalized. You might be interested to know that the data backs me up. Here are a few statistics worth knowing if you're contemplating using email personalization: 80% of shoppers claim they're more likely to engage with a brand that personalizes offers and content. Over 77% of all email interactions and sales are connected to personalized messages and promotions. On average, personalized calls-to-action (CTAs) result in 42% more sales. 80% of shoppers claim they're more likely to engage with a brand that personalizes offers and content. 80% Over 77% of all email interactions and sales are connected to personalized messages and promotions. 77% On average, personalized calls-to-action (CTAs) result in 42% more sales. 42% Now that you know the benefits, it's time to start personalizing. My advice is to ask new email subscribers to tell you about themselves in your welcome email. We include a brief survey where we ask people to tell us about their goals and how we can help. Believe it or not, a couple of questions can provide you with a ton of knowledge that you can use to craft personalized emails. Once a subscriber places an order, you'll have even more information to use in your messages. Promote a Flash Sale Flash sales are the ultimate way to create a sense of urgency and spark fear of missing out ( FOMO ). Combine this sense of urgency with an irresistible upsell offer, and you've got a potent recipe for boosting sales and customer engagement. FOMO There are many different ways to benefit from flash sales in your email marketing. When talking strictly about upsells, it's not uncommon to see companies offer limited-time bundles. For example, a gardening website could bundle a build-it-yourself trellis, gardening tools, and a variety pack of vegetable seeds. This simple strategy lets you offer customers a package of complementary products at a heavily discounted price. It's a great way to introduce people to what you sell for the first time and a powerful way to encourage repeat purchases . encourage repeat purchases There is one more thing worth mentioning about flash sales: Make sure you leave some distance between sales so customers are consistently excited. We found that 60% of shoppers say FOMO has led to them making a reactive purchase. You don't want to dampen this marketing magic by hosting sales too often. 60% Offer an Upgrade If you're in the business of selling services or software, upgrade upsells are a powerful way to build brand loyalty and increase sales. At face value, the premise is simple: present your customers with multiple pricing tiers , each offering additional features and functionality. multiple pricing tiers The goal is to give people the freedom and flexibility to choose the plan that suits their needs. People decided to "cut the cord" with cable because they were forced to pay for things they didn't use. The same idea applies to software companies. With this strategy, you can get more upsells by letting customers change early—if they decide to upgrade to a better plan. My advice is to send an email with this offer at a discounted price, and you'll see plenty of people upgrade to get features that add more value to your product. Software companies are masters of this strategy, often convincing existing customers to upgrade to a premium plan with more templates, design options, or advanced tools. When you're crafting your upgrade upsell emails, be sure to clearly outline the benefits of each tier. This will reduce friction and result in more conversions. Encourage Referral Upsells Referral upsells are a brilliant way to attract new customers to your business while keeping your current customers engaged and rewarded. Here's how it works: Reach out to existing customers, ask them to tell others, and share a special referral link with friends, family, or co-workers to spread the word about your product or service. It's not unlike affiliate marketing , with the big difference being that this is targeted more toward people who know each other than an influencer connecting with their audience. affiliate marketing As an incentive, you can offer the referring customer an exclusive discount or upgrade on their order if a certain number of people sign up using their unique link. Odds are, if they like your product enough to promote it as it is, they'll be even more eager after the upgrade. In my experience, this is a win-win scenario: you gain new customers, and your loyal fans are rewarded for engaging with your business. Reward Customer Loyalty Speaking of loyal fans, rewarding your most dedicated customers is a surefire way to boost retention and your average customer lifetime value. One of the best and most effective ways to do this is by creating a loyalty program , where customers earn points or store credit with every purchase that they can redeem for discounts or upgrades. loyalty program However, it's common for shoppers to forget about their accumulated points. That's where customer loyalty upsell emails come into play. A simple reminder that they still have points and a suggestion for how they could spend those points could easily turn into a sale. With that in mind, I suggest reaching out to your brand loyalists and reminding them of their point balances after a certain time period. For instance, you can automate a three-month reminder email whenever someone earns enough points to redeem. and Stop Cart Abandonment with Upsells Finally, let's talk about shopping cart abandonment. There's no question that cart abandonment is a headache for online retailers, resulting in a staggering $4.6 trillion in lost sales each year. Ouch! But fear not. Abandoned cart emails will help you recapture lost sales and re-engage with customers who left without completing their purchase. We found that almost half of all abandonment emails are opened, so this is a great opportunity to reconnect. almost half Interestingly enough, we found that it's possible to maximize the effectiveness of these emails by including an upsell offer based on the products the customer was considering. For example, if they abandoned a single item in their cart, you could offer a discounted bundle containing that product and complementary items they might find useful. If the price you're offering them for both is less or equal to the cost of the one thing they wanted, there's a very good chance they'll take action. Conclusion In conclusion, product upsell emails can be a powerful tool to boost sales and customer engagement. By tailoring your upsells to customer purchase history and using tactics like flash sales and loyalty programs, you can create win-win scenarios that benefit both your business and your customers. My best piece of advice is to be patient. You probably won't see results overnight. But if you're persistent and consistent, upsell emails are an excellent way to grow your business.

6 Product Upsell Email Ideas That Work

This paper is available on arxiv under CC 4.0 license.
Authors:
(1) Yici Zhong, Department of Physics, Graduate School of Science, University of Tokyo, Bunkyo-ku, Tokyo 113-0033, Japan;
(2) Kazumi Kashiyama, Research Center for the Early Universe, Graduate School of Science, University of Tokyo, Bunkyo-ku, Tokyo 113-0033, Japan and Kavli Institute for the Physics and Mathematics of the Universe (Kavli IPMU,WPI), The University of Tokyo, Chiba 277-8582, Japan;
(3) Shinsuke Takasao, Department of Earth and Space Science, Graduate School of Science, Osaka University, Toyonaka, Osaka 560-0043, Japan;
(4) Toshikazu Shigeyama, Research Center for the Early Universe (RESCEU), School of Science, The University of Tokyo, 7-3-1 Hongo, Bunkyo-ku, Tokyo 113-0033, Japan and Department of Astronomy, School of Science, The University of Tokyo, 7-3-1 Hongo, Bunkyo-ku, Tokyo 113-0033, Japan;
(5) Kotaro Fujisawa, Research Center for the Early Universe (RESCEU), School of Science, The University of Tokyo, 7-3-1 Hongo, Bunkyo-ku, Tokyo 113-0033, Japan and Department of Liberal Arts, Tokyo University of Technology, Ota-ku, Tokyo 144-0051, Japan. Table of Links Abstract and Intro Setup Result Summary and Discussion Appendix A. Dual Energy Formalism B. Convergence of Results C. Change of the Mass Loss Rate in MHD Regime References 3. RESULT Table. 3 shows a summary of our simulation. A model BxΩy corresponds to the case with B∗ = x and Ω∗ = y in the cgs unit. When the rotating magnetic wind becomes quasi-steady, it can be characterized by the mass loss rate wind luminosity and spindown torque estimated at the outer boundary. As we show later, the strength of rotating magnetic winds can be characterized by a dimensionless parameter Hereafter we take B1.5e6Ω0.23 with σ = 34.3 as the fiducial model, and first show the multi-dimensional structure of the rotating magnetic wind in Sec. 3.1. We then investigate the time variability of the system primarily focusing on the impacts of quasi-periodic eruption along with the equatorial plane in Sec. 3.2. Finally, we show how the time-averaged spin-down torque scales with system parameters in Sec. 3.3. 3.1. Anisotropic wind structure In the equatorial direction (80◦ ≲ θ ≲ 100◦), magnetic fields are closed at small radii, forming a corotating magnetosphere. Beyond the last closed loop, the magnetic field lines are open with a predominant toroidal component, having opposite polarities with respect to the equatorial plane. The transition of the magnetic field configuration is mediated by reconnection occurring at around the tip of the last closed loop, or the Y point. As can be observed from the top-right panel of Fig. 1, the plasma beta in this transition region is higher than those along the open magnetic fields, implying that the gas is trapped mainly by magnetic tensions. In this high plasma-beta region sandwiched by low plasma beta regions, gases are pinched and radially accelerated in the reconnection region, eventually become supersonic at around r ∼ 5 R∗. The latitudinal angle dependence of the wind at the outer boundary is illustrated in Fig. 2, where the gray shaded regions represent the dynamical range of radial velocity (top-left), luminosity (top-right), torque (bottom-left), and mass loss rate (bottom-right). As described in the previous paragraphs, radial velocities in the near-equatorial direction can reach and transiently exceed the Michel velocity (represented by the horizontal dotted line) during eruptions caused by reconnection at the Y-point. Consequently, the wind luminosity, dominated by the radial kinetic term, also exhibits a sharp peak in the equatorial direction. On the other hand, the torque is primarily exerted by corotation with the magnetic fields and reaches its peak slightly off the equatorial plane (θ ∼ 85◦), corresponding to the edge of the concave shape of the Alfven radius. 3.2. Time variability The acceleration of the rotating magnetic wind in the equatorial direction occurs in a time-variable manner, associated with magnetic reconnection at the Y-point. Consequently, the overall flux of mass, energy, and angular momentum from the central WD can also vary with time. Fig. 3 displays the time evolution of the mass loss rate (M˙ ), luminosity (L), and torque (T) in our fiducial model. All quantities are normalized by their time-averaged values. The lower panel of Fig. 3, which provides a long-term perspective, reveals a recurrent eruptive behavior. A recurrent cycle consists of pre-eruption, reconnection, post-eruption phases: In the pre-eruption phase, gases injected into the near-equatorial plane become trapped within the closed field lines. Due to the centrifugal force, the gases accumulate at the tip of the last closed loop, resulting in a continuous decrease in plasma beta in that region. When the centrifugal force acting on the accumulated gases exceeds the tension of the closed magnetic fields, the tip of the closed zone starts expanding radially and is subsequently ejected as a plasmoid through reconnection. Such a plasmoid can be observed at r ∼ 4 - 5 R∗ in Fig. 1. Afterwards, the cycle returns to the pre-eruption phase and restores the gases within the closed magnetic field lines. This type of recurrent eruptions has been known as slingshot prominence in the context of magnetically-active rapidly-rotating stars (e.g., Ferreira 2000; Townsend & Owocki 2005; Jardine & Collier Cameron 2019). The upper panel of Fig. 3 focuses on the fluxes during a rotation period (t = 15-16 [2π/Ω∗]), as also depicted in Fig. 2. In comparison to the pre- and post-eruption phases, represented by the purple and red lines, respectively, the observed fluxes of mass, energy, and angular momentum consistently increase as the erupted plasmoids reach the outer boundary, indicated by the green lines. Notably, the magnetic torque significantly contributes to the overall torque increase during the eruption phase and plays a dominant role in the central WD’s spin-down. We note that the specifics of reconnection dynamics, such as the frequency of recurrent eruptions and the resulting time evolution of mass, energy, and angular momentum fluxes, may be influenced by our numerical parameters, including spatial resolution (which governs numerical resistivity) and the width of the wind launching region. However, we have verified that the time-averaged values of wind velocities, mass loss rate, luminosity, and torque have all reached convergence concerning the spatial resolution in our simulations and the width of the wind launching region (see Appendix B). 3.3. Scaling relation of the spin-down torque Here we consider how the spin-down torque of rotating magnetic wind depends on the system parameters based on our numerical results. As we show in the previous sub-sections, the time-averaged torque is essentially determined by the magnetic torque exerted on the gases at the tip of the last closed field lines, or the Y-point, where the field configuration is still roughly compatible with the rotating dipole. In this case, the (electro)magnetic torque at the Y point can be estimated as [3] In relativistic MHD regime, speed of light c is conventionally used as the characteristic speed of the system (e.g., see the definition of σ0 in Bucciantini et al. 2006). This paper is available on arxiv under CC 4.0 license. Authors: (1) Yici Zhong, Department of Physics, Graduate School of Science, University of Tokyo, Bunkyo-ku, Tokyo 113-0033, Japan; (2) Kazumi Kashiyama, Research Center for the Early Universe, Graduate School of Science, University of Tokyo, Bunkyo-ku, Tokyo 113-0033, Japan and Kavli Institute for the Physics and Mathematics of the Universe (Kavli IPMU,WPI), The University of Tokyo, Chiba 277-8582, Japan; (3) Shinsuke Takasao, Department of Earth and Space Science, Graduate School of Science, Osaka University, Toyonaka, Osaka 560-0043, Japan; (4) Toshikazu Shigeyama, Research Center for the Early Universe (RESCEU), School of Science, The University of Tokyo, 7-3-1 Hongo, Bunkyo-ku, Tokyo 113-0033, Japan and Department of Astronomy, School of Science, The University of Tokyo, 7-3-1 Hongo, Bunkyo-ku, Tokyo 113-0033, Japan; (5) Kotaro Fujisawa, Research Center for the Early Universe (RESCEU), School of Science, The University of Tokyo, 7-3-1 Hongo, Bunkyo-ku, Tokyo 113-0033, Japan and Department of Liberal Arts, Tokyo University of Technology, Ota-ku, Tokyo 144-0051, Japan. This paper is available on arxiv under CC 4.0 license. Authors: Authors: (1) Yici Zhong, Department of Physics, Graduate School of Science, University of Tokyo, Bunkyo-ku, Tokyo 113-0033, Japan; (2) Kazumi Kashiyama, Research Center for the Early Universe, Graduate School of Science, University of Tokyo, Bunkyo-ku, Tokyo 113-0033, Japan and Kavli Institute for the Physics and Mathematics of the Universe (Kavli IPMU,WPI), The University of Tokyo, Chiba 277-8582, Japan; (3) Shinsuke Takasao, Department of Earth and Space Science, Graduate School of Science, Osaka University, Toyonaka, Osaka 560-0043, Japan; (4) Toshikazu Shigeyama, Research Center for the Early Universe (RESCEU), School of Science, The University of Tokyo, 7-3-1 Hongo, Bunkyo-ku, Tokyo 113-0033, Japan and Department of Astronomy, School of Science, The University of Tokyo, 7-3-1 Hongo, Bunkyo-ku, Tokyo 113-0033, Japan; (5) Kotaro Fujisawa, Research Center for the Early Universe (RESCEU), School of Science, The University of Tokyo, 7-3-1 Hongo, Bunkyo-ku, Tokyo 113-0033, Japan and Department of Liberal Arts, Tokyo University of Technology, Ota-ku, Tokyo 144-0051, Japan. Table of Links Abstract and Intro Abstract and Intro Setup Setup Result Result Summary and Discussion Summary and Discussion Appendix Appendix A. Dual Energy Formalism A. Dual Energy Formalism B. Convergence of Results B. Convergence of Results C. Change of the Mass Loss Rate in MHD Regime C. Change of the Mass Loss Rate in MHD Regime References References 3. RESULT Table. 3 shows a summary of our simulation. A model BxΩy corresponds to the case with B∗ = x and Ω∗ = y in the cgs unit. When the rotating magnetic wind becomes quasi-steady, it can be characterized by the mass loss rate wind luminosity and spindown torque estimated at the outer boundary. As we show later, the strength of rotating magnetic winds can be characterized by a dimensionless parameter Hereafter we take B1.5e6Ω0.23 with σ = 34.3 as the fiducial model, and first show the multi-dimensional structure of the rotating magnetic wind in Sec. 3.1. We then investigate the time variability of the system primarily focusing on the impacts of quasi-periodic eruption along with the equatorial plane in Sec. 3.2. Finally, we show how the time-averaged spin-down torque scales with system parameters in Sec. 3.3. 3.1. Anisotropic wind structure Anisotropic wind structure In the equatorial direction (80◦ ≲ θ ≲ 100◦), magnetic fields are closed at small radii, forming a corotating magnetosphere. Beyond the last closed loop, the magnetic field lines are open with a predominant toroidal component, having opposite polarities with respect to the equatorial plane. The transition of the magnetic field configuration is mediated by reconnection occurring at around the tip of the last closed loop, or the Y point. As can be observed from the top-right panel of Fig. 1, the plasma beta in this transition region is higher than those along the open magnetic fields, implying that the gas is trapped mainly by magnetic tensions. In this high plasma-beta region sandwiched by low plasma beta regions, gases are pinched and radially accelerated in the reconnection region, eventually become supersonic at around r ∼ 5 R∗. The latitudinal angle dependence of the wind at the outer boundary is illustrated in Fig. 2, where the gray shaded regions represent the dynamical range of radial velocity (top-left), luminosity (top-right), torque (bottom-left), and mass loss rate (bottom-right). As described in the previous paragraphs, radial velocities in the near-equatorial direction can reach and transiently exceed the Michel velocity (represented by the horizontal dotted line) during eruptions caused by reconnection at the Y-point. Consequently, the wind luminosity, dominated by the radial kinetic term, also exhibits a sharp peak in the equatorial direction. On the other hand, the torque is primarily exerted by corotation with the magnetic fields and reaches its peak slightly off the equatorial plane (θ ∼ 85◦), corresponding to the edge of the concave shape of the Alfven radius. 3.2. Time variability Time variability The acceleration of the rotating magnetic wind in the equatorial direction occurs in a time-variable manner, associated with magnetic reconnection at the Y-point. Consequently, the overall flux of mass, energy, and angular momentum from the central WD can also vary with time. Fig. 3 displays the time evolution of the mass loss rate (M˙ ), luminosity (L), and torque (T) in our fiducial model. All quantities are normalized by their time-averaged values. The lower panel of Fig. 3, which provides a long-term perspective, reveals a recurrent eruptive behavior. A recurrent cycle consists of pre-eruption, reconnection, post-eruption phases: In the pre-eruption phase, gases injected into the near-equatorial plane become trapped within the closed field lines. Due to the centrifugal force, the gases accumulate at the tip of the last closed loop, resulting in a continuous decrease in plasma beta in that region. When the centrifugal force acting on the accumulated gases exceeds the tension of the closed magnetic fields, the tip of the closed zone starts expanding radially and is subsequently ejected as a plasmoid through reconnection. Such a plasmoid can be observed at r ∼ 4 - 5 R∗ in Fig. 1. Afterwards, the cycle returns to the pre-eruption phase and restores the gases within the closed magnetic field lines. This type of recurrent eruptions has been known as slingshot prominence in the context of magnetically-active rapidly-rotating stars (e.g., Ferreira 2000; Townsend & Owocki 2005; Jardine & Collier Cameron 2019). The upper panel of Fig. 3 focuses on the fluxes during a rotation period (t = 15-16 [2π/Ω∗]), as also depicted in Fig. 2. In comparison to the pre- and post-eruption phases, represented by the purple and red lines, respectively, the observed fluxes of mass, energy, and angular momentum consistently increase as the erupted plasmoids reach the outer boundary, indicated by the green lines. Notably, the magnetic torque significantly contributes to the overall torque increase during the eruption phase and plays a dominant role in the central WD’s spin-down. We note that the specifics of reconnection dynamics, such as the frequency of recurrent eruptions and the resulting time evolution of mass, energy, and angular momentum fluxes, may be influenced by our numerical parameters, including spatial resolution (which governs numerical resistivity) and the width of the wind launching region. However, we have verified that the time-averaged values of wind velocities, mass loss rate, luminosity, and torque have all reached convergence concerning the spatial resolution in our simulations and the width of the wind launching region (see Appendix B). 3.3. Scaling relation of the spin-down torque Scaling relation of the spin-down torque Here we consider how the spin-down torque of rotating magnetic wind depends on the system parameters based on our numerical results. As we show in the previous sub-sections, the time-averaged torque is essentially determined by the magnetic torque exerted on the gases at the tip of the last closed field lines, or the Y-point, where the field configuration is still roughly compatible with the rotating dipole. In this case, the (electro)magnetic torque at the Y point can be estimated as [3] In relativistic MHD regime, speed of light c is conventionally used as the characteristic speed of the system (e.g., see the definition of σ0 in Bucciantini et al. 2006).

Magnetic Wind From a Massive White Dwarf Merger: Result

You can jump to any part of the United States International Cyberspace & Digital Policy Strategy here. This part is 36 of 38. Line of Effort 2: Augment Partner Cyber Capacity Building Efforts Cyber capacity building efforts—which usually focus on strengthening a nation’s ability to adopt and develop cyber policies and strategies or improving their technical ability to detect, respond to, and recover from cyber incidents—have a direct and positive impact on international cyber stability and the security of U.S. citizens. Assistance directed at policy- and strategy-making increases states’ credibility and engagement in international discussions. It provides them with the national-level capabilities needed to implement the norms developed under the framework for responsible state behavior in cyberspace, to conform with the standards of the Budapest Cybercrime Convention, to hold irresponsible actors accountable in cyberspace, and to develop a national-level approach to counter persistent cyber threats and build long-term resilience. Improving partner operational capabilities makes it more likely they will be able to combat transnational cybercrime threats, share useful cyber threat and incident information with the United States, and successfully partner with the United States in operations to disrupt malicious cyber activity. Over the last two decades, the Department of State has collaborated with other agencies, international partners, regional organizations, and the private sector to build cyber capacity abroad. Officials and private sector professionals from around the world participate in workshops on industrial control systems held with CISA. The United States assists efforts by the Organization of American States in areas such as cyber incident response, national cybersecurity strategy development and implementation, cybersecurity awareness, and cyber workforce development. The United States is a leading donor to Council of Europe programs designed to expand adoption of the Budapest Cybercrime Convention. The Global Forum on Cyber Expertise (GFCE), of which the United States is a founding and active member, provides a global platform to connect cyber policymakers, practitioners, and experts and to match assistance programs with recipients. Multiple agencies have supported international partners in using and adapting the NIST Cybersecurity Framework, and the Department of State has supported international participation in the development of version 2.0 of the framework. The NICE Workforce Framework for Cybersecurity (NICE Framework) has been leveraged to support talent development and management. The Department of Commerce, NIST, USAID, and the Department of State will engage international partners to promote the development of critical and emerging technology standards in areas such as best practices regarding data capture, processing, privacy, handling, and analysis; trustworthiness, verification, and assurance of AI systems and AI risk management; and content authentication and provenance, synthetic content detection, and content labeling. In addition, NIST has selected four algorithms designed to withstand cyberattacks by quantum computers and is developing standards for U.S. Government use. The Department of State will work with NIST to internationalize – including through ongoing engagements in international standards bodies – these post quantum cryptography standards so that organizations around the world can integrate them into their encryption infrastructure. They will also continue engaging international partners in developing and implementing cybersecurity best practices in areas such as Zero Trust, IoT cybersecurity, digital identity, operational technology, software security, and supply chain risk management. Continue Reading Here. This post was originally published on May 6, 2024, by the U.S Department of State You can jump to any part of the United States International Cyberspace & Digital Policy Strategy here. This part is 36 of 38. You can jump to any part of the United States International Cyberspace & Digital Policy Strategy here . This part is 36 of 38. here here Line of Effort 2: Augment Partner Cyber Capacity Building Efforts Cyber capacity building efforts—which usually focus on strengthening a nation’s ability to adopt and develop cyber policies and strategies or improving their technical ability to detect, respond to, and recover from cyber incidents—have a direct and positive impact on international cyber stability and the security of U.S. citizens. Assistance directed at policy- and strategy-making increases states’ credibility and engagement in international discussions. It provides them with the national-level capabilities needed to implement the norms developed under the framework for responsible state behavior in cyberspace, to conform with the standards of the Budapest Cybercrime Convention, to hold irresponsible actors accountable in cyberspace, and to develop a national-level approach to counter persistent cyber threats and build long-term resilience. Improving partner operational capabilities makes it more likely they will be able to combat transnational cybercrime threats, share useful cyber threat and incident information with the United States, and successfully partner with the United States in operations to disrupt malicious cyber activity. Over the last two decades, the Department of State has collaborated with other agencies, international partners, regional organizations, and the private sector to build cyber capacity abroad. Officials and private sector professionals from around the world participate in workshops on industrial control systems held with CISA. The United States assists efforts by the Organization of American States in areas such as cyber incident response, national cybersecurity strategy development and implementation, cybersecurity awareness, and cyber workforce development. The United States is a leading donor to Council of Europe programs designed to expand adoption of the Budapest Cybercrime Convention. The Global Forum on Cyber Expertise (GFCE), of which the United States is a founding and active member, provides a global platform to connect cyber policymakers, practitioners, and experts and to match assistance programs with recipients. Multiple agencies have supported international partners in using and adapting the NIST Cybersecurity Framework, and the Department of State has supported international participation in the development of version 2.0 of the framework. The NICE Workforce Framework for Cybersecurity (NICE Framework) has been leveraged to support talent development and management. The Department of Commerce, NIST, USAID, and the Department of State will engage international partners to promote the development of critical and emerging technology standards in areas such as best practices regarding data capture, processing, privacy, handling, and analysis; trustworthiness, verification, and assurance of AI systems and AI risk management; and content authentication and provenance, synthetic content detection, and content labeling. In addition, NIST has selected four algorithms designed to withstand cyberattacks by quantum computers and is developing standards for U.S. Government use. The Department of State will work with NIST to internationalize – including through ongoing engagements in international standards bodies – these post quantum cryptography standards so that organizations around the world can integrate them into their encryption infrastructure. They will also continue engaging international partners in developing and implementing cybersecurity best practices in areas such as Zero Trust, IoT cybersecurity, digital identity, operational technology, software security, and supply chain risk management. Continue Reading Here. Continue Reading Here . Here This post was originally published on May 6, 2024, by the U.S Department of State This post was originally published on May 6, 2024, by the U.S Department of State by the U.S Department of State by the U.S Department of State

Empowering Global Cyber Resilience: United States' Efforts in Partner Cyber Capacity Building

The Data Revolution: AI Takes the Wheel

Authors:
(1) Eilidh Jack, School of Mathematics and Statistics, University of Glasgow, Glasgow, G12 8QQ (eilidh.jack@glasgow.ac.uk);
(2) Craig Alexander, School of Mathematics and Statistics, University of Glasgow, Glasgow, G12 8QQ (craig.alexander.2@glasgow.ac.uk);
(3) Elinor Jones, Department of Statistical Science, University College London, London, WC1E 7HB (elinor.jones@ucl.ac.uk). Table of Links Abstract and Introduction
Course information
Motivation and intervention
Findings
Discussion
Conclusion and References 5 Discussion The purpose of this study was to investigate the effects of a gamification element in a mathematical sciences course taught in flipped format. The study compared levels of engagement with pre-lecture quizzes before and after the gamification intervention was introduced. Comparisons were made across semesters (different courses, same students) and across academic years (same course, different students). Our study found that in both cases the level of engagement (measured by average percentage of students completing pre-lecture quizzes prior to the associated in-person sessions) was significantly higher when compared to a course where Level Up! was not implemented. Although engagement levels did drop over the course of each semester, they remained substantially higher for each week when compared to the previous semester or year. These results provide convincing evidence that introducing a gamification element to a course taught in flipped format increases students motivation and engagement to complete work outside of scheduled class time. When comparing engagement levels within students between two semesters, we found a general increase in engagement across both semesters but more interestingly found that some students with very low engagement levels in semester 1 went on the have some of the highest engagement levels in semester 2. For these students it seems that the gamification element drastically improved their motivation and engagement levels and is evidence that including a gamification element to a course may encourage engagement from students who would otherwise not engage. Our results also found that this increase in engagement could lead to an increase in performance with 82% of students receiving a grade of A, B or C in the semester 1 course of 2023-24 compared to 60% in 2022-23. Although we cannot say for sure what led to this increase in achievement and there are many factors which could influence this (such as cohort effect, different exam paper, etc.), an increase in engagement throughout a semester is compatible with an increase in performance since students are more likely to be distributing their learning over the course of a semester. This is especially beneficial for mathematical sciences courses where learning is often thought of as linear with each topic building on the previous one and poor understanding of early material can have a detrimental effect later in the course [Ireland and Mouthaan, 2020]. This study focuses on Year 1 undergraduate students who typically fall into a post-secondary education age range. The transition to university for students can be overwhelming, with changes in teaching delivery, workload and cognitive demands ([Blair, 2017]). Our results show that gamification can improve the learning experience, which may help with this transition, in line with observations by [Zaric et al., 2017]. This being said, [Kim and Castelli, 2021] looked at the effects of gamification across three age cohorts and found that university level participants found the least significant results in terms of positive interaction when compared to secondary school and adult learners, indicating that younger and older learners may have more interest in gamified factors. Currently, gamification is only present within the Year 1 modules of the undergraduate programme, and is not implemented within other modules on the programme. There is scope to explore the effects of gamification on a more mature cohort to observe if we see similar patterns of engagement. This study has considered student engagement levels in terms of completing pre-lecture quizzes, though it is important to note that we see meaningful engagement instead of cases where students are simply trying to ‘game’ the leaderboard. Our results are based solely on participation on formative reading quizzes where participation is identified through criteria being met, as this material was found to show that genuine participation took place. There are other activities in the course, such as textbook readings, which simply require a manual completion indicator and could be exposed to non-meaningful engagement. We feel that a reasonable performance on the quizzes indicates engagement with the other activities available (or indeed, of students independently finding their own resources for study). The results presented here are for a self-selected subset of students. However, course instructors were able to view results for the entire cohort of students to inform their future decision making on the learning and teaching approach for this course and others. The results presented here were found to be similar to the results for the entire cohort and the general conclusions made would not change if data on the entire cohort of students were considered. Although studies in gamification have reflected positive outcomes in terms of increased motivation and engagement in tasks, this teaching strategy has potential downsides. Effects such as increased competition between students ([Hakulinen et al., 2013]) and task evaluation difficulties, where certain tasks may not be suitable for a game based element or may have ways of being marked as complete without proper engagement in the learning materials ([Domínguez et al., 2013]) may become issues. The design of game based elements within a course must also be considered with a balance of reward and level of work and engagement required. Tasks which are overly complex can lead to a lack of engagement from learners ([Dong et al., 2012]). There is also potential for demotivation through the full gamification process, particulaly if students find themselves placed low on the points leaderboard. The competency levels of students may lead to negative consequences, including frustration and loss of self confidence ([Alomari et al., 2019]). A study by [Ding et al., 2018] showed that some students in a gamified learning activity may require more time to obtain the necessary understanding to progress through learning process. Engagement in gamification not only requires active participation from students, but time and attention from staff to implement the system effectively. From our experience using Level Up!, it takes time to set up the system. Several considerations have to be made at the set-up stage, including the allocation of experience points to certain tasks, and allocating points in such a way as to reflect the level of engagement required from the student. Levels were attainable for students which were split by weekly tasks, which requires manual intervention to tally the available points over a given week. For example, students could receive half points for completing certain tasks after a deadline which requires manual intervention from the course lecturer to reset the points awarded to a different total after each deadline. Though our study explored gamification using Level Up!, there are a host of other plug-ins which can be adapted in virtual learning environments such as Quizventure[4] and Block Game[5]. [Heilbrunn et al., 2017] provide a detailed review of tools for gamification analytics. Finally, we highlight the importance of using learning analytics, where possible, to access data from students on a course when measuring the success of a new teaching method or intervention. If the instructors of the two courses under consideration here had relied on feedback from students to inform teaching strategy - which was consistently positive even before the implementation of Level Up! - the true extent of the lack of engagement in the pre-lecture materials may never have been identified. This paper is available on arxiv under CC BY 4.0 DEED license. [4] https://github.com/xow/moodle-mod_quizgame [5] https://moodle.org/plugins/block_game Authors: (1) Eilidh Jack, School of Mathematics and Statistics, University of Glasgow, Glasgow, G12 8QQ (eilidh.jack@glasgow.ac.uk); (2) Craig Alexander, School of Mathematics and Statistics, University of Glasgow, Glasgow, G12 8QQ (craig.alexander.2@glasgow.ac.uk); (3) Elinor Jones, Department of Statistical Science, University College London, London, WC1E 7HB (elinor.jones@ucl.ac.uk). Authors: Authors: (1) Eilidh Jack, School of Mathematics and Statistics, University of Glasgow, Glasgow, G12 8QQ (eilidh.jack@glasgow.ac.uk); (2) Craig Alexander, School of Mathematics and Statistics, University of Glasgow, Glasgow, G12 8QQ (craig.alexander.2@glasgow.ac.uk); (3) Elinor Jones, Department of Statistical Science, University College London, London, WC1E 7HB (elinor.jones@ucl.ac.uk). Table of Links Abstract and Introduction Course information Motivation and intervention Findings Discussion Conclusion and References Abstract and Introduction Abstract and Introduction Course information Course information Motivation and intervention Motivation and intervention Findings Findings Discussion Discussion Conclusion and References Conclusion and References 5 Discussion The purpose of this study was to investigate the effects of a gamification element in a mathematical sciences course taught in flipped format. The study compared levels of engagement with pre-lecture quizzes before and after the gamification intervention was introduced. Comparisons were made across semesters (different courses, same students) and across academic years (same course, different students). Our study found that in both cases the level of engagement (measured by average percentage of students completing pre-lecture quizzes prior to the associated in-person sessions) was significantly higher when compared to a course where Level Up! was not implemented. Although engagement levels did drop over the course of each semester, they remained substantially higher for each week when compared to the previous semester or year. These results provide convincing evidence that introducing a gamification element to a course taught in flipped format increases students motivation and engagement to complete work outside of scheduled class time. When comparing engagement levels within students between two semesters, we found a general increase in engagement across both semesters but more interestingly found that some students with very low engagement levels in semester 1 went on the have some of the highest engagement levels in semester 2. For these students it seems that the gamification element drastically improved their motivation and engagement levels and is evidence that including a gamification element to a course may encourage engagement from students who would otherwise not engage. Our results also found that this increase in engagement could lead to an increase in performance with 82% of students receiving a grade of A, B or C in the semester 1 course of 2023-24 compared to 60% in 2022-23. Although we cannot say for sure what led to this increase in achievement and there are many factors which could influence this (such as cohort effect, different exam paper, etc.), an increase in engagement throughout a semester is compatible with an increase in performance since students are more likely to be distributing their learning over the course of a semester. This is especially beneficial for mathematical sciences courses where learning is often thought of as linear with each topic building on the previous one and poor understanding of early material can have a detrimental effect later in the course [Ireland and Mouthaan, 2020]. This study focuses on Year 1 undergraduate students who typically fall into a post-secondary education age range. The transition to university for students can be overwhelming, with changes in teaching delivery, workload and cognitive demands ([Blair, 2017]). Our results show that gamification can improve the learning experience, which may help with this transition, in line with observations by [Zaric et al., 2017]. This being said, [Kim and Castelli, 2021] looked at the effects of gamification across three age cohorts and found that university level participants found the least significant results in terms of positive interaction when compared to secondary school and adult learners, indicating that younger and older learners may have more interest in gamified factors. Currently, gamification is only present within the Year 1 modules of the undergraduate programme, and is not implemented within other modules on the programme. There is scope to explore the effects of gamification on a more mature cohort to observe if we see similar patterns of engagement. This study has considered student engagement levels in terms of completing pre-lecture quizzes, though it is important to note that we see meaningful engagement instead of cases where students are simply trying to ‘game’ the leaderboard. Our results are based solely on participation on formative reading quizzes where participation is identified through criteria being met, as this material was found to show that genuine participation took place. There are other activities in the course, such as textbook readings, which simply require a manual completion indicator and could be exposed to non-meaningful engagement. We feel that a reasonable performance on the quizzes indicates engagement with the other activities available (or indeed, of students independently finding their own resources for study). The results presented here are for a self-selected subset of students. However, course instructors were able to view results for the entire cohort of students to inform their future decision making on the learning and teaching approach for this course and others. The results presented here were found to be similar to the results for the entire cohort and the general conclusions made would not change if data on the entire cohort of students were considered. Although studies in gamification have reflected positive outcomes in terms of increased motivation and engagement in tasks, this teaching strategy has potential downsides. Effects such as increased competition between students ([Hakulinen et al., 2013]) and task evaluation difficulties, where certain tasks may not be suitable for a game based element or may have ways of being marked as complete without proper engagement in the learning materials ([Domínguez et al., 2013]) may become issues. The design of game based elements within a course must also be considered with a balance of reward and level of work and engagement required. Tasks which are overly complex can lead to a lack of engagement from learners ([Dong et al., 2012]). There is also potential for demotivation through the full gamification process, particulaly if students find themselves placed low on the points leaderboard. The competency levels of students may lead to negative consequences, including frustration and loss of self confidence ([Alomari et al., 2019]). A study by [Ding et al., 2018] showed that some students in a gamified learning activity may require more time to obtain the necessary understanding to progress through learning process. Engagement in gamification not only requires active participation from students, but time and attention from staff to implement the system effectively. From our experience using Level Up!, it takes time to set up the system. Several considerations have to be made at the set-up stage, including the allocation of experience points to certain tasks, and allocating points in such a way as to reflect the level of engagement required from the student. Levels were attainable for students which were split by weekly tasks, which requires manual intervention to tally the available points over a given week. For example, students could receive half points for completing certain tasks after a deadline which requires manual intervention from the course lecturer to reset the points awarded to a different total after each deadline. Though our study explored gamification using Level Up!, there are a host of other plug-ins which can be adapted in virtual learning environments such as Quizventure[4] and Block Game[5]. [Heilbrunn et al., 2017] provide a detailed review of tools for gamification analytics. Finally, we highlight the importance of using learning analytics, where possible, to access data from students on a course when measuring the success of a new teaching method or intervention. If the instructors of the two courses under consideration here had relied on feedback from students to inform teaching strategy - which was consistently positive even before the implementation of Level Up! - the true extent of the lack of engagement in the pre-lecture materials may never have been identified. This paper is available on arxiv under CC BY 4.0 DEED license. This paper is available on arxiv under CC BY 4.0 DEED license. available on arxiv [4] https://github.com/xow/moodle-mod_quizgame [5] https://moodle.org/plugins/block_game

Levelling Up Learning: Exploring the Impact of Gamification in Flipped Classrooms: Discussion

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Twitter page
Telegram group
CoinMarketCap profile If interested, visit https://genx.woj.finance/ for more details. This story was distributed by Jon Stojan Media under HackerNoon’s Brand As An Author Program. Learn more about the program here: https://business.hackernoon.com/brand-as-author At the heart of Wojak Finance is the WOJAK token, a digital currency that serves as the spine of the platform's environment. But it's not just trading and speculation—WOJAK is a utility token with real-international programs, powering the whole lot from marketing campaigns to community engagement initiatives. However, possibly the greatest groundbreaking aspect of Wojak Finance is its decentralized community-based marketing platform, which operates primarily on Twitter. Unlike conventional advertising models, which depend on centralized intermediaries to connect manufacturers with audiences, Wojak Finance puts the power back within the palms of the people. Through the platform, manufacturers can interact with Wojakians—the passionate community of users and supporters who have rallied behind the project. By leveraging the collective impact of Wojakians, brands can amplify their message, force engagement, and attain new audiences in ways that had been previously thought not possible. But Wojak Finance isn't just marketing—it's about empowering groups and creating possibilities for people to participate in the digital economic system. With the recent release of their GenX NFT collection, Wojak Finance is taking community engagement to new heights. The GenX series includes 100,000 precise NFTs, each representing a different person inside the Wojak universe. But these NFTs are more than just virtual collectibles—they are a gateway to a new form of digital ownership and expression. GenX GenX With GenX, users can show off their NFT characters on Twitter and earn $BWJ tokens in the process. It's a singular idea that blurs the lines between digital art, social media, and finance, and it's already capturing the creativeness of crypto fanatics worldwide. However, the most interesting aspect of Wojak Finance's GenX series is its ability to reshape the advertising and marketing enterprise as we know it. By harnessing the power of NFTs and social media, Wojak Finance is pioneering a brand new version of decentralized advertising and marketing that puts the interests of communities and individuals first. With the imminent release of its AI model and software, Wojak Finance is poised to take its platform to a new level. By leveraging synthetic intelligence to create tailor-made tweets primarily based on user profiles, Wojak Finance is changing the manner in which brands interact with audiences on social media. But none of this would have been possible without the aid of the Wojakians—the passionate community of customers and supporters who have embraced the undertaking from day one. With their lively participation and unwavering dedication, Wojakians are driving the success of Wojak Finance and shaping the future of decentralized marketing. Joining Wojak Finance isn't just about investing in a cryptocurrency—it's about joining a movement, a community-driven revolution that's rewriting the playbook for how we think about cryptocurrency, advertising, and marketing. By becoming a part of Wojak Finance, you're not just a passive observer; you're an active participant in shaping the future of decentralized finance and empowering individuals to take control of their financial destinies. So why wait? Join Wojak Finance today and be a part of something bigger than yourself—a community that's redefining the rules of the game and paving the way for a brighter, more inclusive future. Follow Wojack Finance to join them on their journey, and visit their website today: Wojak Finance's official website Wojakians NFT collection on Rarible Twitter page Telegram group CoinMarketCap profile Wojak Finance's official website Wojak Finance's official website Wojakians NFT collection on Rarible Wojakians NFT collection on Rarible Twitter page Twitter page Telegram group Telegram group CoinMarketCap profile CoinMarketCap profile If interested, visit https://genx.woj.finance/ for more details. https://genx.woj.finance/ https://genx.woj.finance/ This story was distributed by Jon Stojan Media under HackerNoon’s Brand As An Author Program. Learn more about the program here: https://business.hackernoon.com/brand-as-author This story was distributed by Jon Stojan Media under HackerNoon’s Brand As An Author Program. Learn more about the program here: https://business.hackernoon.com/brand-as-author This story was distributed by Jon Stojan Media under HackerNoon’s Brand As An Author Program. Learn more about the program here: https://business.hackernoon.com/brand-as-author https://business.hackernoon.com/brand-as-author

Wojak Finance: Pioneering Decentralized Advertising with the WOJAK Token

Wojak Finance: WOJAK টোকেনের সাথে বিকেন্দ্রীকৃত বিজ্ঞাপনের অগ্রগামী

Wojak Finance: Pionierarbeit für dezentrale Werbung mit dem WOJAK-Token

Wojak Finance: publicidad descentralizada pionera con el token WOJAK

Wojak Finance : pionnier de la publicité décentralisée avec le jeton WOJAK

वोजैक फाइनेंस: वोजैक टोकन के साथ विकेंद्रीकृत विज्ञापन में अग्रणी

Wojak Finance: WOJAK トークンによる分散型広告の先駆者

Wojak Finance: WOJAK 토큰을 통한 분산형 광고 개척

Wojak Finance: Pioneirismo na Publicidade Descentralizada com o Token WOJAK

Wojak Finance: новаторская децентрализованная реклама с помощью токена WOJAK

Wojak Finance: WOJAK Token ile Merkezi Olmayan Reklamcılığa Öncülük Ediyoruz

Wojak Finance: Tiên phong quảng cáo phi tập trung với token WOJAK

Wojak Finance：利用 WOJAK 代币开创去中心化广告

One of the most repeated questions I get is: how do I evaluate whether I should join an early seed-stage startup? Embarking on a journey with a startup is akin to taking a leap of faith. While there's no guarantee of success, conducting due diligence can significantly mitigate risks. Having been in such a position a couple of times myself, I wanted to share the framework I use that may help you make your decision. For a quick background, the first startup I joined after my undergrad, MIME360, was acquired by Flipkart to build out its digital store. The four years I worked at Flipkart, it went through a hyper-growth phase to become India's biggest eCommerce company. After doing my Masters in Computer Science from Columbia University, I was fortunate to find another set of high performers with TellApart. TellApart ended up being Twitter's biggest acquisition, and I was fortunate to be part of that journey too. After spending 6 years building ad products at Twitter, I wanted to get back to early-stage companies, which led me to join Frec as a founding engineer. Frec is a fintech startup, democratizing complex financial instruments which were previously accessible to a wealthy few. Unlike MIME360 and TellApart, where I was very early in my career and also just at the right place at the right time, Frec was a very intentional decision. I had worked with some of the other founding engineers before, so I was confident the team was capable of executing. Josh McFarland (TellApart founder) was the lead investor from Greylock, so that was another huge vote of confidence. When I spoke to Mo Al Adham, the founder of Frec, his thoughts about the team and product-market fit complimented mine, and I was convinced I was making the right decision. Given my prior experience with small and medium-sized start-ups, some of my friends/colleagues reach out to me to help evaluate a startup they’re considering joining. Joining a new company is a big step, both personally and professionally. Making an informed decision is much easier with public companies since a lot of resources/metrics that you might need are already available like revenue growth, median salary for your role, opinion of current and past employees, etc. Such data is generally not available for most startups, especially the early-stage ones (pre-series B) which makes it quite a risky prospect. We know start-ups are inherently hard, and while there is no guarantee of success, you can definitely mitigate some risk by doing your own due diligence. Most start-ups are aware of this and are willing to share information with potential employees within reasonable limits. It's essential to remember that joining a startup is not just about being hired; it's a mutual exploration where you are interviewing the company as much as they are interviewing you. Before saying yes to joining a startup, it's crucial to have a clear understanding of what you aim to gain from the experience. With the hope that it can help others as well, I am sharing some of the things I considered when making my decision to join Frec. Product Understanding the product is fundamental as it forms the cornerstone of the startup's existence. What problem are you trying to solve? What positions you to best solve this problem? Do you have product-market fit (PMF)? If not, what does PMF look like to you? In other words, what metrics will convince you that you've attained PMF? Who are your primary competitors, and what differentiates you from them? What is the biggest pain point for your product/customers right now? Who is the target audience?

As a side note, it always helps if it’s a product you believe you will actually use (now or in the future) Company Evaluating the company's overall health and trajectory is vital for long-term commitment. You don't want to join a company for 6 months for it to run out of money. These questions will help evaluate the health of the company and what are their plans for the next 1-2 years. What's your burn rate and what are your future funding plans? Alternate: What is the current runway?
How much is the current revenue (if any)? Future plans for revenue streams? Team The dynamics and cohesion within the team can significantly impact your experience and success within the startup. Even if there is no financial success, you can still gain a lot by working with a high-performing team. Has anyone already left the company, and if so, why?
How do you facilitate onboarding for new team members?
How do people collaborate and resolve conflicts within the team?
What is the company’s policy on remote or flexible work?
How often do people work from the office? (This might have a significant impact on your decision as well. Early in your career, you want to work with people in the office as much as possible) Founder Understanding the vision and leadership style of the founder(s) can provide insights into the startup's direction. Is this the founder’s first startup or do they have previous exits?


Note: Founders with previous exists (IPO/acquisitions) have done it before and know the recipe well.



For solo founders: Why do it solo considering the percentage of success from solo founders is less? How does the founder brainstorm ideas? For multiple founders: How are conflicts resolved, and how are decisions made? Investors The motivations behind investor backing can shed light on the perceived potential of the startup from a third party. A lot of times startups will let you talk to their investors too. If you’ve already cleared the interviews, then they'll try hard to sell you. You should research the quality of investors backing the company, their past bets, success rate, etc. Why did the investors choose to invest in the founder/company? Are they betting on the team or the product?


What does PMF look like to them?


Hopefully, it’s aligned with Founders vision




Is the press related to the investment? Role Clarifying your role and expectations ensures alignment between personal growth and company objectives. For technical roles, understanding the technological landscape is crucial. A lot of times I’ve seen engineers burnt out by simply using bad tools for the job. How does my role contribute to improving the product?
What does success look like in this role, and how will I be measured? Alternate: Who is your ideal candidate?
What is the technology stack?
What processes are in place for planning, testing, and code reviews?
What is the on-call rotation like? How is deployment managed? As you might have noticed, we're intentionally skipping compensation/benefits in this set of questions, since it can be a post on its own. Not to mention startup compensation gets really complex with ISOs, options, PPU, 409a evaluation, strike price, exercise price, etc. Another aspect not covered that might be crucial to you is immigration-related questions in case you need a work visa. Remember, this isn't meant to be a comprehensive list. You might care about some criteria more than others. By asking the right questions and delving deep into various aspects of the startup, you can make an informed choice that aligns with your career goals and aspirations. One of the most repeated questions I get is: how do I evaluate whether I should join an early seed-stage startup? Embarking on a journey with a startup is akin to taking a leap of faith. While there's no guarantee of success, conducting due diligence can significantly mitigate risks. Having been in such a position a couple of times myself, I wanted to share the framework I use that may help you make your decision. For a quick background, the first startup I joined after my undergrad, MIME360, was acquired by Flipkart to build out its digital store. The four years I worked at Flipkart, it went through a hyper-growth phase to become India's biggest eCommerce company. After doing my Masters in Computer Science from Columbia University, I was fortunate to find another set of high performers with TellApart. TellApart ended up being Twitter's biggest acquisition, and I was fortunate to be part of that journey too. After spending 6 years building ad products at Twitter, I wanted to get back to early-stage companies, which led me to join Frec as a founding engineer. Frec is a fintech startup, democratizing complex financial instruments which were previously accessible to a wealthy few. Unlike MIME360 and TellApart, where I was very early in my career and also just at the right place at the right time, Frec was a very intentional decision. I had worked with some of the other founding engineers before, so I was confident the team was capable of executing. Josh McFarland (TellApart founder) was the lead investor from Greylock, so that was another huge vote of confidence. When I spoke to Mo Al Adham, the founder of Frec, his thoughts about the team and product-market fit complimented mine, and I was convinced I was making the right decision. Given my prior experience with small and medium-sized start-ups, some of my friends/colleagues reach out to me to help evaluate a startup they’re considering joining. Joining a new company is a big step, both personally and professionally. Making an informed decision is much easier with public companies since a lot of resources/metrics that you might need are already available like revenue growth, median salary for your role, opinion of current and past employees, etc. Such data is generally not available for most startups, especially the early-stage ones (pre-series B) which makes it quite a risky prospect. We know start-ups are inherently hard, and while there is no guarantee of success, you can definitely mitigate some risk by doing your own due diligence. Most start-ups are aware of this and are willing to share information with potential employees within reasonable limits. It's essential to remember that joining a startup is not just about being hired; it's a mutual exploration where you are interviewing the company as much as they are interviewing you. Before saying yes to joining a startup, it's crucial to have a clear understanding of what you aim to gain from the experience. With the hope that it can help others as well, I am sharing some of the things I considered when making my decision to join Frec. Product Understanding the product is fundamental as it forms the cornerstone of the startup's existence. Understanding the product is fundamental as it forms the cornerstone of the startup's existence. What problem are you trying to solve? What positions you to best solve this problem? What problem are you trying to solve? What positions you to best solve this problem? Do you have product-market fit (PMF)? If not, what does PMF look like to you? In other words, what metrics will convince you that you've attained PMF? Do you have product-market fit (PMF)? If not, what does PMF look like to you? In other words, what metrics will convince you that you've attained PMF? Who are your primary competitors, and what differentiates you from them? Who are your primary competitors, and what differentiates you from them? What is the biggest pain point for your product/customers right now? What is the biggest pain point for your product/customers right now? Who is the target audience?

As a side note, it always helps if it’s a product you believe you will actually use (now or in the future) Who is the target audience? As a side note, it always helps if it’s a product you believe you will actually use (now or in the future) As a side note, it always helps if it’s a product you believe you will actually use (now or in the future) As a side note, it always helps if it’s a product you believe you will actually use (now or in the future) Company Evaluating the company's overall health and trajectory is vital for long-term commitment. You don't want to join a company for 6 months for it to run out of money. These questions will help evaluate the health of the company and what are their plans for the next 1-2 years. Evaluating the company's overall health and trajectory is vital for long-term commitment. What's your burn rate and what are your future funding plans? Alternate: What is the current runway? How much is the current revenue (if any)? Future plans for revenue streams? What's your burn rate and what are your future funding plans? Alternate: What is the current runway? How much is the current revenue (if any)? Future plans for revenue streams? Team The dynamics and cohesion within the team can significantly impact your experience and success within the startup. Even if there is no financial success, you can still gain a lot by working with a high-performing team. The dynamics and cohesion within the team can significantly impact your experience and success within the startup. Has anyone already left the company, and if so, why? How do you facilitate onboarding for new team members? How do people collaborate and resolve conflicts within the team? What is the company’s policy on remote or flexible work? How often do people work from the office? (This might have a significant impact on your decision as well. Early in your career, you want to work with people in the office as much as possible) Has anyone already left the company, and if so, why? How do you facilitate onboarding for new team members? How do people collaborate and resolve conflicts within the team? What is the company’s policy on remote or flexible work? How often do people work from the office? (This might have a significant impact on your decision as well. Early in your career, you want to work with people in the office as much as possible) Founder Understanding the vision and leadership style of the founder(s) can provide insights into the startup's direction. Understanding the vision and leadership style of the founder(s) can provide insights into the startup's direction. Is this the founder’s first startup or do they have previous exits?


Note: Founders with previous exists (IPO/acquisitions) have done it before and know the recipe well. For solo founders: Why do it solo considering the percentage of success from solo founders is less? How does the founder brainstorm ideas? Is this the founder’s first startup or do they have previous exits? Note: Founders with previous exists (IPO/acquisitions) have done it before and know the recipe well. Note: Founders with previous exists (IPO/acquisitions) have done it before and know the recipe well. Note: Founders with previous exists (IPO/acquisitions) have done it before and know the recipe well. Note: Founders with previous exists (IPO/acquisitions) have done it before and know the recipe well. For solo founders: Why do it solo considering the percentage of success from solo founders is less? How does the founder brainstorm ideas? For multiple founders: How are conflicts resolved, and how are decisions made? For multiple founders: How are conflicts resolved, and how are decisions made? Investors The motivations behind investor backing can shed light on the perceived potential of the startup from a third party. The motivations behind investor backing can shed light on the perceived potential of the startup from a third party. A lot of times startups will let you talk to their investors too. If you’ve already cleared the interviews, then they'll try hard to sell you. You should research the quality of investors backing the company, their past bets, success rate, etc. A lot of times startups will let you talk to their investors too. If you’ve already cleared the interviews, then they'll try hard to sell you. You should research the quality of investors backing the company, their past bets, success rate, etc. Why did the investors choose to invest in the founder/company? Are they betting on the team or the product? What does PMF look like to them?


Hopefully, it’s aligned with Founders vision Is the press related to the investment? Why did the investors choose to invest in the founder/company? Are they betting on the team or the product? Why did the investors choose to invest in the founder/company? Are they betting on the team or the product? What does PMF look like to them? Hopefully, it’s aligned with Founders vision What does PMF look like to them? Hopefully, it’s aligned with Founders vision Hopefully, it’s aligned with Founders vision Hopefully, it’s aligned with Founders vision Is the press related to the investment? Is the press related to the investment? Role Clarifying your role and expectations ensures alignment between personal growth and company objectives. Clarifying your role and expectations ensures alignment between personal growth and company objectives. For technical roles, understanding the technological landscape is crucial. A lot of times I’ve seen engineers burnt out by simply using bad tools for the job. How does my role contribute to improving the product? What does success look like in this role, and how will I be measured? Alternate: Who is your ideal candidate? What is the technology stack? What processes are in place for planning, testing, and code reviews? What is the on-call rotation like? How is deployment managed? How does my role contribute to improving the product? What does success look like in this role, and how will I be measured? Alternate: Who is your ideal candidate? What is the technology stack? What processes are in place for planning, testing, and code reviews? What is the on-call rotation like? How is deployment managed? As you might have noticed, we're intentionally skipping compensation/benefits in this set of questions, since it can be a post on its own. Not to mention startup compensation gets really complex with ISOs, options, PPU, 409a evaluation, strike price, exercise price, etc. compensation/benefits Another aspect not covered that might be crucial to you is immigration-related questions in case you need a work visa. Remember, this isn't meant to be a comprehensive list. You might care about some criteria more than others. By asking the right questions and delving deep into various aspects of the startup, you can make an informed choice that aligns with your career goals and aspirations.

Beyond the Offer Letter: Questions Every Startup Candidate Should Ask

You can jump to any part of the United States International Cyberspace & Digital Policy Strategy here. This part is 23 of 38. Line of Effort 6: Negotiate a Rights-Respecting Cybercrime Treaty The United States, its allies, and partners as well as civil society groups have long supported the Council of Europe Convention on Cybercrime (commonly known as the Budapest Convention) as the most effective tool for providing global standards for criminalizing malicious cyber activities, obtaining electronic evidence, and fostering international cooperation on computer-related crimes. The Convention was drafted to be global and open to all regions. Seventy-two countries, including the United States, are currently parties to the Convention, and 21 additional countries have been invited to accede. While supporting accession to the Budapest Convention, the United States and its partners are also actively working to ensure that negotiations in the UN Ad Hoc Committee to elaborate a convention against cybercrime reach a positive outcome: a rights-respecting cybercrime treaty that would enable all UN member states to cooperate better in the fight against cybercrime. The United States and its partners will continue to oppose overly broad definitions of cybercrime that could be used to stifle freedom of expression, infringe on privacy, and or endanger individuals and communities. The United States will also continue to advocate for necessary and sufficient safeguards commensurate to the scope of the domestic powers and international cooperation provided for in the convention. Maintaining an open, inclusive, and transparent process will best allow states to negotiate a binding agreement with the participation of interested stakeholders. Continue Reading Here. This post was originally published on May 6, 2024, by the U.S Department of State You can jump to any part of the United States International Cyberspace & Digital Policy Strategy here. This part is 23 of 38. You can jump to any part of the United States International Cyberspace & Digital Policy Strategy here . This part is 23 of 38. here Line of Effort 6: Negotiate a Rights-Respecting Cybercrime Treaty The United States, its allies, and partners as well as civil society groups have long supported the Council of Europe Convention on Cybercrime (commonly known as the Budapest Convention) as the most effective tool for providing global standards for criminalizing malicious cyber activities, obtaining electronic evidence, and fostering international cooperation on computer-related crimes. The Convention was drafted to be global and open to all regions. Seventy-two countries, including the United States, are currently parties to the Convention, and 21 additional countries have been invited to accede. While supporting accession to the Budapest Convention, the United States and its partners are also actively working to ensure that negotiations in the UN Ad Hoc Committee to elaborate a convention against cybercrime reach a positive outcome: a rights-respecting cybercrime treaty that would enable all UN member states to cooperate better in the fight against cybercrime. The United States and its partners will continue to oppose overly broad definitions of cybercrime that could be used to stifle freedom of expression, infringe on privacy, and or endanger individuals and communities. The United States will also continue to advocate for necessary and sufficient safeguards commensurate to the scope of the domestic powers and international cooperation provided for in the convention. Maintaining an open, inclusive, and transparent process will best allow states to negotiate a binding agreement with the participation of interested stakeholders. Continue Reading Here. Continue Reading Here . Here This post was originally published on May 6, 2024, by the U.S Department of State This post was originally published on May 6, 2024, by the U.S Department of State by the U.S Department of State

U.S. Leads Efforts for Rights-Respecting Global Cybercrime Treaty, Ensures Inclusive Negotiations

You can jump to any part of the United States International Cyberspace & Digital Policy Strategy here. This part is 19 of 38. Line of Effort 2: Promote Common Understandings of Trust, Interoperable Standards, and Shared Values and Governance Principles for Critical and Emerging Technologies One of the most pressing challenges for digital solidarity is developing common approaches to governing critical and emerging technologies such as AI. The speed of innovation, the scale of the competition, and the stakes for our values, security, and prosperity demand concerted action. With AI technologies, we will not have the luxury of time or of pursuing narrow interests that have often slowed our ability to develop shared principles and interoperable regulatory approaches in other parts of the digital economy. Shaping shared values and governance principles on the development, deployment, and use of AI is increasingly central to American digital diplomacy. The United States is engaging allies, partners, the private sector, civil society, the technical community, and other stakeholders in discussions at the G7, Global Partnership on Artificial Intelligence, the Council of Europe, OECD, UN, UNESCO, and other fora to manage the risks of AI and ensure its benefits are widely distributed. In addition, we will need to work together to invest in the science research and infrastructure necessary to measure, evaluate, and verify advanced AI technology systems. In July 2023, President Biden announced voluntary commitments from seven leading AI companies to advance the safe, secure, and transparent development of AI technology. Eight more companies (including one foreign-based company) signed on to the commitments in September. The United States internationalized and expanded on the voluntary commitments through the G7 Hiroshima AI process led by Japan to tackle generative AI, with leaders releasing an International Code of Conduct for Organizations Developing Advanced AI systems in October 2023. We continue to work on broadening acceptance of the Code of Conduct by more countries and companies beyond G7 member countries. The United States joined twenty-seven other countries at the UK AI Safety Summit and signed the Bletchley Declaration, which encourages transparency and accountability from actors developing frontier AI technology. The United States and the United Kingdom have also signed a memorandum of understanding between their respective AI Safety Institutes advancing the science of measuring, evaluating, and addressing AI risks as a first step toward a global consensus on the scientific underpinnings of AI safety. These efforts outline a role for national governments, promote international cooperation, and encourage innovation by providing technically rigorous guidelines for introducing safe, secure, and trustworthy AI technology. At the same time, USAID and several other international development donors entered into a partnership to promote safe, secure, and trustworthy AI development in low- and middle-income countries in Africa and other parts of the world. In October 2023, President Biden issued an Executive Order on the Safe, Secure, and Trustworthy Development and Use of Artificial Intelligence. This Order establishes a process to develop new standards for AI safety and security and seeks to protect citizens’ privacy, promote innovation and competition, and advance equity and human rights. The Order tasked the Department of State with strengthening U.S. leadership abroad on AI issues. The Department of State and USAID, in collaboration with the Department of Commerce, are leading an effort to establish an AI in Global Development Playbook to harness AI’s benefits and manage its risks. Relatedly, the Department of State plans to lead an interagency task force on detecting, authenticating, and labeling synthetic content, which aims to facilitate information sharing and mobilize global commitments to both label authentic government-produced content and detect synthetic content. In addition, working with the Department of Homeland Security (DHS), the Department of State is engaging international partners to help prevent, respond to, and recover from potential critical infrastructure disruptions resulting from the incorporation of AI into critical infrastructure systems or the malicious use of AI against those systems. The Department of State and USAID are also working with interagency partners, including the National Institute of Standards and Technology (NIST), National Science Foundation (NSF), and Department of Energy, to develop a human rights risk management framework for AI and a global AI research agenda. The Department of State is also building broad-based support for the Political Declaration on Responsible Military Use of AI and Autonomy. While there are important discussions ongoing in Geneva under the framework of the Convention on Certain Conventional Weapons (CCW) – which the United States will continue to support – the scope of those discussions only covers one possible military use of AI, namely autonomous weapon systems. The Political Declaration is the first effort to articulate principles and best practices covering all military applications of AI technologies. Continue Reading Here. This post was originally published on May 6, 2024, by the U.S Department of State You can jump to any part of the United States International Cyberspace & Digital Policy Strategy here. This part is 19 of 38. You can jump to any part of the United States International Cyberspace & Digital Policy Strategy here . This part is 19 of 38. here Line of Effort 2: Promote Common Understandings of Trust, Interoperable Standards, and Shared Values and Governance Principles for Critical and Emerging Technologies One of the most pressing challenges for digital solidarity is developing common approaches to governing critical and emerging technologies such as AI. The speed of innovation, the scale of the competition, and the stakes for our values, security, and prosperity demand concerted action. With AI technologies, we will not have the luxury of time or of pursuing narrow interests that have often slowed our ability to develop shared principles and interoperable regulatory approaches in other parts of the digital economy. Shaping shared values and governance principles on the development, deployment, and use of AI is increasingly central to American digital diplomacy. The United States is engaging allies, partners, the private sector, civil society, the technical community, and other stakeholders in discussions at the G7, Global Partnership on Artificial Intelligence, the Council of Europe, OECD, UN, UNESCO, and other fora to manage the risks of AI and ensure its benefits are widely distributed. In addition, we will need to work together to invest in the science research and infrastructure necessary to measure, evaluate, and verify advanced AI technology systems. In July 2023, President Biden announced voluntary commitments from seven leading AI companies to advance the safe, secure, and transparent development of AI technology. Eight more companies (including one foreign-based company) signed on to the commitments in September. The United States internationalized and expanded on the voluntary commitments through the G7 Hiroshima AI process led by Japan to tackle generative AI, with leaders releasing an International Code of Conduct for Organizations Developing Advanced AI systems in October 2023. We continue to work on broadening acceptance of the Code of Conduct by more countries and companies beyond G7 member countries. The United States joined twenty-seven other countries at the UK AI Safety Summit and signed the Bletchley Declaration, which encourages transparency and accountability from actors developing frontier AI technology. The United States and the United Kingdom have also signed a memorandum of understanding between their respective AI Safety Institutes advancing the science of measuring, evaluating, and addressing AI risks as a first step toward a global consensus on the scientific underpinnings of AI safety. These efforts outline a role for national governments, promote international cooperation, and encourage innovation by providing technically rigorous guidelines for introducing safe, secure, and trustworthy AI technology. At the same time, USAID and several other international development donors entered into a partnership to promote safe, secure, and trustworthy AI development in low- and middle-income countries in Africa and other parts of the world. In October 2023, President Biden issued an Executive Order on the Safe, Secure, and Trustworthy Development and Use of Artificial Intelligence. This Order establishes a process to develop new standards for AI safety and security and seeks to protect citizens’ privacy, promote innovation and competition, and advance equity and human rights. The Order tasked the Department of State with strengthening U.S. leadership abroad on AI issues. The Department of State and USAID, in collaboration with the Department of Commerce, are leading an effort to establish an AI in Global Development Playbook to harness AI’s benefits and manage its risks. Relatedly, the Department of State plans to lead an interagency task force on detecting, authenticating, and labeling synthetic content, which aims to facilitate information sharing and mobilize global commitments to both label authentic government-produced content and detect synthetic content. In addition, working with the Department of Homeland Security (DHS), the Department of State is engaging international partners to help prevent, respond to, and recover from potential critical infrastructure disruptions resulting from the incorporation of AI into critical infrastructure systems or the malicious use of AI against those systems. The Department of State and USAID are also working with interagency partners, including the National Institute of Standards and Technology (NIST), National Science Foundation (NSF), and Department of Energy, to develop a human rights risk management framework for AI and a global AI research agenda. The Department of State is also building broad-based support for the Political Declaration on Responsible Military Use of AI and Autonomy. While there are important discussions ongoing in Geneva under the framework of the Convention on Certain Conventional Weapons (CCW) – which the United States will continue to support – the scope of those discussions only covers one possible military use of AI, namely autonomous weapon systems. The Political Declaration is the first effort to articulate principles and best practices covering all military applications of AI technologies. Continue Reading Here. Continue Reading Here . Here This post was originally published on May 6, 2024, by the U.S Department of State This post was originally published on May 6, 2024, by the U.S Department of State by the U.S Department of State

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