A Pentagon UFO whistleblower has admitted something unusual for anyone involved in government: that he was wrong.

Pentagon Whistleblower Admits Photo of UFO Mothership Was Fake

Dave Cullen captured the moment RFA Stirling Castle arrived in Edinburgh.

Impressive drone shots show new minehunting mothership

The incident took place on bus service 315 around 11:20 am on Apr. 6, a passenger recounted to Mothership.

SBS bus window shatters after incident with lorry along Serangoon Garden Way - Mothership.SG - News from Singapore, Asia and around the world

A family member of theirs shared with Mothership that the couple, Neo Siew Choo and Sim Hwee Kok (both transliteration from Mandarin), are both 47 years old and were in Taiwan for a vacation.

S'pore couple, both 47, on vacation in Taiwan, missing after earthquake - Mothership.SG - News from Singapore, Asia and around the world

JJ Lin takes photo with Bruno Mars on day 2 of S'pore concert - Mothership.SG - News from Singapore, Asia and around the world

The lawsuit adds to the allegations of mismanagement and shoddy work at Boeing, which recently announced CEO Dave Calhoun would step down at the end of 2024.

Virgin Galactic fires back at Boeing over failed mothership deal | The Seattle Times

Virgin Galactic countersued Boeing over a project to develop a new space tourism &quot;mothership&quot; and accused the manufacturer, which is struggling with regulatory concerns about quality and safety, of &quot;shoddy and incomplete work.&quot;

Virgin Galactic countersues Boeing for "shoddy" work on new ‘mothership’ | Reuters

Virgin Galactic has filed a countersuit against Boeing over a project to develop a new mothership aircraft, arguing in part that Boeing performed poorly.

Virgin Galactic countersues Boeing about mothership project - SpaceNews

In response to Mothership&#x27;s queries, the Singapore Civil Defence Force confirmed that they were alerted to a traffic accident at around 2:20pm on Apr. 1, and that two persons were subsequently conveyed to the National University Hospital.

2 girls, aged 12 & 13, conveyed to hospital after accident at North Buona Vista Road junction - Mothership.SG - News from Singapore, Asia and around the world

S$12 million Hong Bao Toto prize on Feb. 23 split among 4 winners - Mothership.SG - News from Singapore, Asia and around the world

Mothership

mothership

How the Binance Mothership Exerted Substantial Control Over its U.S. "Partner" from the Shadows  

কীভাবে বিন্যান্স মাদারশিপ ছায়া থেকে তার মার্কিন "অংশীদার" এর উপর যথেষ্ট নিয়ন্ত্রণ প্রয়োগ করেছে

Wie das Binance-Mutterschiff aus den Schatten heraus erhebliche Kontrolle über seinen US-amerikanischen „Partner“ ausübte

Cómo la nave nodriza de Binance ejerció un control sustancial sobre su "socio" estadounidense desde las sombras

Comment le vaisseau mère Binance a exercé un contrôle substantiel sur son « partenaire » américain depuis l'ombre

कैसे बिनेंस मदरशिप ने छाया से अपने अमेरिकी "साझेदार" पर पर्याप्त नियंत्रण स्थापित किया

バイナンスの母船はどのようにして米国の「パートナー」を影から実質的に支配したのか

바이낸스 모선이 그림자로부터 미국 "파트너"에 대해 실질적인 통제권을 행사한 방법

Como a nave-mãe Binance exerceu controle substancial sobre seu “parceiro” dos EUA nas sombras

Как Binance Mothership осуществляла существенный контроль над своим американским «партнером» из тени

Binance Mothership, ABD'li "Ortağı" Üzerinde Gölgelerden Nasıl Önemli Bir Kontrol Sağladı?

Làm thế nào Binance Mothership thực hiện quyền kiểm soát đáng kể đối với "Đối tác" Hoa Kỳ của mình từ trong bóng tối

币安母舰如何在暗处对美国“伙伴”实施实质性控制

Somebody's Trying to Tell Me Something

Storm Over Warlock by Andre Alice Norton, is part of the HackerNoon Books Series. You can jump to any chapter in this book here . THROG JUSTICE THROG JUSTICE The musty stench was so strong that Shann could no longer fight the demands of his outraged stomach. He rolled on his side, retching violently until the sour smell of his illness battled the foul odor of the ship. His memories of how he had come into this place were vague; his body was a mass of dull pain, as if he had been scorched. Scorched! Had the Throgs used one of their energy whips to subdue him? The last clear thing he could recall was that slow withdrawal down the cleft inside the skull rock, the Throg not too far away—the sound from the entrance. A Throg prisoner! Through the pain and the sickness the horror of that bit doubly deep. Terrans did not fall alive into Throg hands, not if they had the means of ending their existence within reach. But his hands and arms were caught behind him in an unbreakable lock, some gadget not unlike the Terran force bar used to restrain criminals, he decided groggily. The cubby in which he lay was black-dark. But the quivering of the deck and the bulkheads about him told Shann that the ship was in flight. And there could be but two destinations, either the camp where the Throg force had taken over the Terran installations or the mother ship of the raiders. If Thorvald's earlier surmise was true and the aliens were hunting a Terran to talk in the transport, then they were heading for the camp. And because a man who still lives and who is not yet broken can also hope, Shann began to think ahead to the camp—the camp and a faint, thin chance of escape. For on the surface of Warlock there was a thin chance; in the mother ship of the Throgs none at all. Thorvald—and the Wyverns! Could he hope for any help from them? Shann closed his eyes against the thick darkness and tried to reach out to touch, somewhere, Thorvald with his disk—or perhaps the Wyvern who had talked of Trav and shared dreams. Shann focused his thoughts on the young Wyvern witch, visualizing with all the detail he could summon out of memory the brilliant patterns about her slender arms, her thin, fragile wrists, those other designs overlaying her features. He could see her in his mind, but she was only a puppet, without life, certainly without power. Thorvald.... Now Shann fought to build a mental picture of the Survey officer, making his stand at that window, grasping his disk, with the sun bringing gold to his hair and showing the bronze of his skin. Those gray eyes which could be ice, that jaw with the tight set of a trap upon occasion.... And Shann made contact! He touched something, a flickering like a badly tuned tri-dee—far more fuzzy than the mind pictures the Wyvern had paraded for him. But he had touched! And Thorvald, too, had been aware of his contact. Shann fought to find that thread of awareness again. Patiently he once more created his vision of Thorvald, adding every detail he could recall, small things about the other which he had not known that he had noticed—the tiny arrow-shaped scar near the base of the officer's throat, the way his growing hair curled at the ends, the look of one eyebrow slanting abruptly toward his hairline when he was dubious about something. Shann strove to make a figure as vividly as Logally and Trav had been in the mist of the illusion. "... where?" This time Shann was prepared; he did not let that mind image dissolve in his excitement at recapturing the link. "Throg ship," he said the words aloud, over and over, but still he held to his picture of Thorvald. "... will...." Only that one word! The thread between them snapped again. Only then did Shann become conscious of a change in the ship's vibration. Were they setting down? And where? Let it be at the camp! It must be the camp! There was no jar at that landing, just that one second the vibration told him the ship was alive and air-borne, and the next a dead quiet testified that they had landed. Shann, his sore body stiff with tension, waited for the next move on the part of his captors. He continued to lie in the dark, still queasy from the stench of the cell, too keyed up to try to reach Thorvald. There was a dull grating over his head, and he looked up eagerly—to be blinded by a strong beam of light. Claws hooked painfully under his arms and he was manhandled up and out, dragged along a short passage and pitched free of the ship, falling hard upon trodden earth and rolling over gasping as the seared skin of his body was rasped and abraded. The Terran lay face up now, and as his eyes adjusted to the light, he saw a ring of Throg heads blotting out the sky as they inspected their catch impassively. The mouth mandibles of one moved with a faint clicking. Again claws fastened in his armpits, brought Shann to his feet, holding him erect. Then the Throg who had given that order moved closer. His hand-claws clasped a small metal plate surmounted by a hoop of thin wire over which was stretched a web of threads glistening in the sun. Holding that hoop on a level with his mouth, the alien clicked his mandibles, and those sounds became barely distinguishable basic galactic words. "You Throg meat!" For a moment Shann wondered if the alien meant that statement literally. Or was it a conventional expression for a prisoner among their land. "Do as told!" That was clear enough, and for the moment the Terran did not see that he had any choice in the matter. But Shann refused to make any sign of agreement to either of those two limited statements. Perhaps the beetle-heads did not expect any. The alien who had pulled him to his feet continued to hold him erect, but the attention of the Throg with the translator switched elsewhere. From the alien ship emerged a second party. The Throg in their midst was unarmed and limping. Although to Terran eyes one alien was the exact counterpart of the other, Shann thought that this one was the prisoner in the skull cave. Yet the indications now suggested that he had only changed one captivity for another and was in disgrace among his kind. Why? The Throg limped up to front the leader with the translator, and his guards fell back. Again mandibles clicked, were answered, though the sense of that exchange eluded Shann. At one point in the report—if report it was—he himself appeared to be under discussion, for the injured Throg waved a hand-claw in the Terran's direction. But the end to the conference came quickly enough and in a manner which Shann found shocking. Two of the guards stepped forward, caught at the injured Throg's arms and drew him away, leading him out into a space beyond the grounded ship. They dropped their hold on him, returning at a trot. The officer clicked an order. Blasters were unholstered, and the Throg in the field shriveled under a vicious concentration of cross bolts. Shann gasped. He certainly had no liking for Throgs, but this execution carried overtones of a cold-blooded ferocity which transcended anything he had known, even in the callous brutality of the Dumps. Limp, and more than a little sick again, he watched the Throg officer turn away. And a moment later he was forced along in the other's wake to the domes of the once Terran camp. Not just to the camp in general, he discovered a minute later, but to that structure which had housed the com unit linking them with ships cruising the solar lanes and with the patrol. So Thorvald had been right; they needed a Terran to broadcast—to cover their tracks here and lay a trap for the transport. Shann had no idea how much time he had passed among the Wyverns; the transport with its load of unsuspecting settlers might already be in the system of Circe, plotting a landing orbit around Warlock, broadcasting her recognition signal and a demand for a beam to ride her in. Only, this time the Throgs were out of luck. They had picked up one prisoner who could not help them, even if he wanted to do so. The mysteries of the highly technical installations in this dome were just that to Shann Lantee—complete mysteries. He had not the slightest idea of how to activate the machines, let alone broadcast in the proper code. A cold spot of terror gathered in his middle, spreading outward through his smarting body. For he was certain that the Throgs would not believe that. They would consider his protestations of ignorance as a stubborn refusal to co-operate. And what would happen to him then would be beyond human endurance. Could he bluff—play for time? But what would that time buy him except to delay the inevitable? In the end, that small hope based on his momentary contact with Thorvald made him decide to try that bluff. There had been changes in the com dome since the capture of the cap. A squat box on the floor sprouted a collection of tubes from its upper surface. Perhaps that was some Throg equivalent of Terran equipment in place on the wide table facing the door. The Throg leader clicked into his translator: "You call ship!" Shann was thrust down into the operator's chair, his bound arms still twisted behind him so that he had to lean forward to keep on the seat at all. Then the Throg who had pushed him there, roughly forced a set of com earphones and speech mike onto his head. "Call ship!" clicked the alien officer. So time must be running out. Now was the moment to bluff. Shann shook his head, hoping that the gesture of negation was common to both their species. "I don't know the code," he said aloud. The Throg's bulbous eyes gazed, at his moving lips. Then the translator was held before the Terran's mouth. Shann repeated his words, heard them reissue as a series of clicks, and waited. So much depended now on the reaction of the beetle-head officer. Would he summarily apply pressure to enforce his order, or would he realize that it was possible that all Terrans did not know that code, and so he could not produce in a captive's head any knowledge that had never been there—with or without physical coercion? Apparently the latter logic prevailed for the present. The Throg drew the translator back to his mandibles. "When ship call—you answer—make lip talk your words! Say bad sickness here—need help. Code man dead—you talk in his place. I listen. You say wrong, you die—you die a long time. Hurt bad all that time——" Clear enough. So he had been able to buy a little time! But how soon before the incoming ship would call? The Throgs seemed to expect it. Shann licked his blistered lips. He was sure that the Throg officer meant exactly what he said in that last grisly threat. Only, would anyone—Throg or human—live very long in this camp if Shann got his warning through? The transport would have been accompanied on the big jump by a patrol cruiser, especially now with Throgs littering deep space the way they were in this sector. Let Shann alert the ship, and the cruiser would know; swift punitive action would be visited on the camp. Throgs could begin to make their helpless prisoner regret his rashness; then all of them would be blotted out together, prisoner and captors alike, when the cruiser came in. If that was his last chance, he'd play it that way. The Throgs would kill him anyhow, he hadn't the least doubt of that. They kept no long-term Terran prisoners and never had. And at least he could take this nest of devil beetles along with him. Not that the thought did anything to dampen the fear which made him weak and dizzy. Shann Lantee might be tough enough to fight his way out of the Dumps, but to stand up and defy Throgs face-to-face like a video hero was something else. He knew that he could not do any spectacular act; if he could hold out to the end without cracking he would be satisfied. Two more Throgs entered the dome. They stalked to the far end of the table which held the com equipment, and frequently pausing to consult a Terran work tape set in a reader, they made adjustments to the spotter beam broadcaster. They worked slowly but competently, testing each circuit. Preparing to draw in the Terran transport, holding the large ship until they had it helpless on the ground. The Terran began to wonder how they proposed to take the ship over once they did have it on planet. Transports were armed for ground fighting. Although they rode in on a beam broadcast from a camp, they were prepared for unpleasant surprises on a planet's surface; such were certainly not unknown in the history of Survey. Which meant that the Throgs had in turn some assault weapon they believed superior, for they radiated confidence now. But could they handle a patrol cruiser ready to fight? The Throg technicians made a last check of the beam, reporting in clicks to the officer. The alien gave an order to Shann's guard before following them out. A loop of wire rope dropped over the Terran's head, tightened about his chest, dragging him back against the chair until he grunted with pain. Two more loops made him secure in a most uncomfortable posture, and then he was left alone in the com dome. An abortive struggle against the wire rope taught him the folly of such an effort. He was in deep freeze as far as any bodily movement was concerned. Shann closed his eyes, settled to that same concentration he had labored to acquire on the Throg ship. If there was any chance of the Wyvern communication working again, here and now was the time for it! Again he built his mental picture of Thorvald, as detailed as he had made it in the Throg ship. And with that to the forefront of his mind, Shann strove to pick up the thread which could link them. Was the distance between this camp and the seagirt city of the Wyverns too great? Did the Throgs unconsciously dampen out that mental reaching as the Wyverns had said they did when they had sent him to free the captive in the skull? Drops gathered in the unkempt tight curls on his head, trickled down to sting on his tender skin. He was bathed in the moisture summoned by an effort as prolonged and severe as if he labored physically under a hot sun at the top speed of which his body was capable. Thorvald— Thorvald! But not standing by the window in the Wyvern stronghold! Thorvald with the amethyst of heavy Warlockian foliage at his back. So clear was the new picture that Shann might have stood only a few feet away. Thorvald there, with the wolverines at his side. And behind him sun glinted on the gem-patterned skin of more than one Wyvern. "Where?" That demand from the Survey officer, curt, clear—so perfect the word might have rung audibly through the dome. "The camp!" Shann hurled that back, frantic with fear than once again their contact might fail. "They want me to call in the transport." He added that. "How soon?" "Don't know. They have the guide beam set. I'm to say there's illness here; they know I can't code." All he could see now was Thorvald's face, intent, the officer's eyes cold sparks of steel, bearing the impress of a will as implacable as a Throg's. Shann added his own decision. "I'll warn the ship off; they'll send in the patrol." There was no change in Thorvald's expression. "Hold out as long as you can!" Cold enough, no promise of help, nothing on which to build hope. Yet the fact that Thorvald was on the move, away from the Wyvern city, meant something. And Shann was sure that thick vegetation could be found only on the mainland. Not only was Thorvald ashore, but there were Wyverns with him. Could the officer have persuaded the witches of Warlock to foresake their hands-off policy and join him in an attack on the Throg camp? No promise, not even a suggestion that the party Shann had envisioned was moving in his direction. Yet somehow he believed that they were. There was a sound from the doorway of the dome. Shann opened his eyes. There were Throgs entering, one to go to the guide beam, two heading for his chair. He closed his eyes again in a last attempt, backed by every remaining ounce of his energy and will. "Ship's in range. Throgs here." Thorvald's face, dimmer now, snapped out while a blow on Shann's jaw rocked his head cruelly, made his ears sing, his eyes water. He saw Throgs—Throgs only. And one held the translator. "You talk!" A tri-jointed arm reached across his shoulder, triggered a lever, pressed a button. The head set cramping his ear let out a sudden growl of sound—the com was activated. A claw jammed the mike closer to Shann's lips, but also slid in range the webbed loop of the translator. Shann shook his head at the incoming rattle of code. The Throg with the translator was holding the other head set close to his own ear pit. And the claws of the guard came down on Shann's shoulders in a cruel grip, a threat of future brutality. The rattle of code continued while Shann thought furiously. This was it! He had to give a warning, and then the aliens would do to him just what the officer had threatened. Shann could not seem to think clearly. It was as if in his efforts to contact Thorvald, he had exhausted some part of his brain, so that now he was dazed just when he needed quick wits the most! This whole scene had a weird unreality. He had seen its like a thousand times on fiction tapes—the Terran hero menaced by aliens intent on saving ... saving.... Was it out of one of those fiction tapes he had devoured in the past that Shann recalled that scrap of almost forgotten information? The Terran began to speak into the mike, for there had come a pause in the rattle of code. He used Terran, not basic, and he shaped the words slowly. "Warlock calling—trouble—sickness here—com officer dead." He was interrupted by another burst of code. The claws of his guard twisted into the naked flesh of his shoulders in vicious warning. "Warlock calling—" he repeated. "Need help——" "Who are you?" The demand came in basic. On board the transport they would have a list of every member of the Survey team. "Lantee." Shann drew a deep breath. He was so conscious of those claws on his shoulders, of what would follow. "This is Mayday!" he said distinctly, hoping desperately that someone in the control cabin of the ship now in orbit would catch the true meaning of that ancient call of complete disaster. "Mayday—beetles—over and out!" About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Andre Alice Norton (2007). Storm Over Warlock. Urbana, Illinois: Project Gutenberg. Retrieved October 2022 https://www.gutenberg.org/cache/epub/20788/pg20788-images.html . This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org , located at https://www.gutenberg.org/policy/license.html

THROG JUSTICE

What is Zenon Network, and why have prominent people taken an interest in a project with a market cap of 10M? My name is VK, and I am the CEO of STEX. In this article, we’re going to cover briefly what Zenon Network is, the synergy between the NoM and STEX as well as how you can help further this mutually beneficial relationship. Disclaimer: This article is not financial advice and may contain speculation. Zenon in 1 minute: A new layer-1 crypto with a genuinely decentralized foundation. This is thanks to its egalitarian launch with no VC backing or presale and generally with its strict adherence to the Bitcoin Ethos. Superior technology with a feeless design and a unique approach to the blockchain trilemma that utilizes a novel dual-ledger architecture with unikernals. The two utility tokens that power the Network of Momentum are ZNN (Zenon) and QSR (Quasar) While the possibilities of the NoM are limitless, there are significant efforts towards interoperability with native Bitcoin and later leveraging the taproot upgrade to deliver defi with Bitcoin. While speculative, there are rumors that Zenon would be akin to Satoshi’s Ethereum, if such a thing were to exist (DYOR) Behold, the mothership has landed. Any CEX listing is going to bring multiple benefits to Zenon Network. An increase in visibility and accessibility will help grow the number of ZNNAliens, essentially incorporating more people into its decentralized foundation. More investors mean a more valuable DAO treasury, which will attract more devs, who will build more cool stuff, which attracts more investors, and so on in a beautiful positive feedback loop. Why should ZNNAliens be excited by a STEX listing precisely? Aside from boasting 540 000+ users and 400+ trading pairs, STEX is also an essential part of Zenon’s history. Before the Network of Momentum went live, a placeholder token was sold for years in an effort to distribute it far and wide. STEX was one of the three exchanges which supported this effort before November 2021. I have also been in multiple telegram chats to engage directly with the Zenon community. The efforts of my team have pioneered a world-first incorporation of the NoM’s infrastructure to allow the trading of native ZNN as well as native QSR. As trading activity hopefully picks up on STEX, a higher trading volume will inevitably attract attention and interest from other CEXs and lead to further listings, amplifying the above-mentioned benefits. Aliens are all in this together. To get ZNNAliens started on this journey of visibility and accessibility, we at STEX have decided to lend a helping hand. We have decided to list the utility tokens which power the NoM despite their currently inconsistent trading volume. We see significant potential in the project and would like to help with the process of building momentum. We hope that the Zenon community will, in turn, support us by doing at least some of their trading on STEX. We are pleased by the support some members of the Zenon community have already shown us. For example, Zyler was very happy to say the following in support of us: STEX has given us a very welcoming helping hand. We should remember who our friends were when we were still a small project. Be wary of the person who only likes you when you’re rich in the bull market — what of the person who liked the broke you in the bear market? I, for one, will be following two simple rules: Whenever I buy some more of this ridiculously cheap ZNN/QSR, I will be making sure that at minimum 1/3 of my buy amount comes from a STEX order book to help support their organization. After the satisfaction of seeing ‘transaction received’ in my SYRIUS wallet, I will occasionally be posting on telegram: “Not to flex, but I just SLURPED on STEX.” Why do I feel the need to follow these two simple rules? I think there is a dangerous temptation to fall into the mindset of, oh, don’t worry, daddy Kaine will deliver everything to us on a silver platter. But if you believe in the principles and ethos of the founders, a logical extension of this is that they will be principled to the end … even if that end is the project’s failure. One possible outcome is that this wild experiment doesn’t catch on. That’s not meant to scare anyone, but people need to realize that community engagement and effort are the beating heart of this project. One easy and simple way you can help is by doing some of your buying and selling on STEX, so the fees collected will support the exchange. From this flows the visibility and accessibility of a CEX listing. The success of a STEX listing will lead to other CEX listings, and so on. The benefits will snowball over time. There is a lot to be gained here, and the beauty of it is that we can all play an active role in this journey, no matter how small. Not your keys, not your coins At STEX, my team and I personally make sure that safety and reliability are a top priority for our exchange. Even still, we encourage our users to have good habits that minimize risk and promote caution. Be careful anytime you use a CEX. Use it to buy or sell quickly, then withdraw your funds to your private wallet so that you retain full custody over your tokens. Not your keys, not your coins is an adage that should always be taught to newcomers. Keeping your coins on the exchange is best left to professional traders aware of the risks. My suggestion for most people is to buy ZNN or QSR from STEX, then immediately withdraw as native ZNN or QSR to their SYRIUS wallet. Don’t withdraw as “wZNN”; withdraw “ZNN.” You can download the SYRIUS wallet from the official website, which I will link below. Be sure to go into settings and select the embedded node. Allow time for the wallet to sync. The orange circle means it is still syncing. You can close the wallet, which will pause the process, and opening it up again later or running it overnight will allow it to keep syncing until the green circle eventually appears. Running your node has multiple benefits, such as privacy, security, and decentralization. Let your wallet fully sync before transactions, so you can see them appear. Feel free to reach out to the ZNN community on telegram or the forum if you have any questions or need help. They will also be able to point you to resources to learn more about Zenon. But we’ll leave it there for now, folks. Stay strong during the bear! -VK Useful Links — Website Zenon.Network — The first CEX for trading native ZNN and QSR. STEX — An excellent community-made article ideal for someone looking to do their due diligence on Zenon Network. An Ape’s Guide to the Galaxy — A popular community-made article that studies and compares Zenon and Bitcoin across multiple facets. How Zenon Mirrors the Bitcoin Ethos

Zenon Network Aims To Be Satoshi's Ethereum: STEX Bullish on Aliens

Zenon Network pretende ser el Ethereum de Satoshi: STEX optimista sobre los extraterrestres

Zenon Network vise à être l'Ethereum de Satoshi : STEX haussier sur les extraterrestres

ज़ेनॉन नेटवर्क का उद्देश्य सतोशी का एथेरियम बनना है: एलियंस पर एसटीईएक्स बुलिश

Zenon Networkはサトシのイーサリアムになることを目指しています：STEXはエイリアンに強気です

Zenon Network pretende ser o Ethereum de Satoshi: STEX otimista com alienígenas

Mạng Zenon đặt mục tiêu trở thành Ethereum của Satoshi: STEX tăng giá cho người ngoài hành tinh

Zenon Network旨在成为中本聪的以太坊：STEX看好外星人

There’s been a lot of talk about immune systems these past few years — and in more ways than one, as it turns out. Recently, I was made aware of the ‘corporate immune system’; the phenomenon that protects companies from failure, but in the same breath prevents innovation. Disruption is taking place across every major industry, and the ones that succeed are the ones that understand this immune response. I learned about this fascinating topic from Salim Ismail. He’s only one of the most cutting-edge entrepreneurs and strategists alive today. Salim has been working with to help companies like Yahoo innovate and grow in today’s rapidly changing world. Singularity University Perhaps you’re in an industry where disruption and innovation loom, but you don’t quite know how to make that final breakthrough. Or maybe you’re starting a business and want to do everything possible to stay on the edge. This newsletter is for you. We’ll be talking about Gutenberg moments, ExOs, and what it takes to innovate in 2022. Let’s dive in! We Are Living In the Gutenberg Era Johannes Gutenberg; you might know him as the inventor of the very first . At the time, any written and printed work was a rarity. (No wonder, as any printing was to be done very painstakingly by hand.) mechanical printing press What Gutenberg did was, in every sense of the word, revolutionary. The ability to print books en masse, in perfect duplicates? Not a chance. But Gutenberg did it — and though it would take time to come about, he also sparked the beginning of mass media as we know it today. In the twenty-first century, we are seeing these Gutenberg moments happen all around us. The iPod revolutionized music consumption. The Tesla upended the automotive industry. Airbnb gave the average homeowner a chance to become a hotelier. What all of these innovations have in common is that they disrupted an industry by attacking its underlying business model. More simply than that, they changed the way we do things. And that is what we are seeing in the world of business today. The Current Climate In 2022, disruptive startups are attacking incumbents by using new technology, new processes, and sometimes even new business models to change the game. Salim Ismail knows this pattern like the back of his hand — perhaps better than most — and it was a privilege to hear him speak on the subject in our recent interview. “The printing press in the 15th century? Fundamentally changed the world. Solar energy fundamentally changed the world. AI completely changed the world. We’ve had these kinds of breakthroughs once every few decades, but now we have 20 of them hitting us all at the same time. And this is blowing up our industries globally.” Salim has been building disruptive digital companies as a serial entrepreneur since the early 2000s. He’s also a serial entrepreneur, angel investor, author, speaker, and technology strategist, as well as the Founding Executive Director of Singularity University and the lead author of Exponential Organizations. In other words — he knows what he’s talking about. I was all too eager to hear his insights on how to break through the corporate immune system. Corporate Immunity: Our Protection, and our Downfall As we’ve established, the world is teeming with innovation and disruption like we’ve never seen it before — but don’t be fooled by the mystique of Silicon Valley or the charm of Elon Musk. This isn’t the status quo, and it won’t be for a long time. Why? Because within every organization exists an immune system. “Big companies . Our institutions, like education, journalism, and health care, have their own immune system. Academia has its own immune system, and then probably the worst is religion — the ones that kill you if you don’t follow the relationship,” Salim explained. have an immune system Like our bodies, companies have a way of fighting off threats in order to protect the whole. And while this immune system is incredibly important for the health of any organization, it can also be its downfall. To the well-established company, a ‘threat’ is anything deemed altering, dangerous, or potentially damning to the mothership. For instance, companies respond to economic strife by downsizing and restructuring. It protects the core of the company and minimizes risk. But like our biological immune systems, corporate immunity doesn’t discriminate between ‘good’ threats and ‘bad’ threats; it attacks them all. “There are a few things you will hear that indicate an immune response,” Salim said. “ All of the normal reasons to say no to something.” We can’t do it. It’s not a priority. We’re not set up for this. It’ll never work. In the early days of a company, this is a good thing. It’s how companies grow and become successful. As those companies mature, though, they can become less nimble and more bureaucratic. The immune system, designed to protect the organization from harm, can instead start to suffocate it. Disruptive ideas — the ones brought in by the ‘crazy’ employees — are quashed. Risk is minimized, and so is growth. “There are ways of beating this,” Salim informed me. “We’ve found ways the big companies can adapt. But it’s very rare to see overall. And we’ve got a methodology now to transform big companies, but most actually don’t believe it, because they just can’t see how you get there.” Why Do We Need To Innovate? Obviously, the Apples and Amazons of the world aren’t the only successful companies out there. You don’t strictly need to innovate in order to survive. But think about the fallout of disruption, and how it affects the little guys. Amazon has totally revolutionized the book industry. The only companies that can really compete with Amazon now are the Barnes and Nobles of the world, which have been forced to close hundreds of stores. Now, if you’re an indie author, where do you sell your books? You can’t go up against Amazon. Uber has disrupted the taxi industry, taking millions from the taxi companies in the process. Apple and gutted the CD industry; Netflix has sent thousands of DVD stores out of business. So you don’t need to be Apple or Amazon, it’s true — And if you’re one of the ‘big guys’, you need to be thinking ahead at every waking moment. but you do need to keep up. Salim is an advocate for thinking big; it’s what much of his career has been built around. “It’s pretty simple: as the as the external world becomes more volatile, your ability to adapt is going to drive market value. And we can prove it like six ways to Sunday. So the big challenge now becomes, how do you take a big company and make it more agile?” It’s a challenge, alright — and your only real solution is to sidestep your company’s immune system. Apple’s Strategy for World-Altering Disruption Before I talk about Salim’s proven method of building an innovative and successful company, I want to share one of the most fascinating take-homes from our interview. As we all know, Apple is one of the most successful companies to have ever existed. But what makes them so? How is the company constantly found on the teetering edge of world-altering disruption, decade after decade? Here’s how it works, according to Salim: At its core, Apple is tediously and fastidiously organized. “I will argue that Apple’s core innovation is organization. Because what they do, unlike anybody else in the world, is it will form a small team that’s really disruptive. It will take that team to the edge of the company. And they will say to that team: ‘Go disrupt another industry.’” This was mind-blowing to me. It’s not just the products that Apple creates that make them so successful, it’s their organizational strategy. They systematically — and intentionally — send people out to find their next big thing. Incredible. Apple’s disruptive team looks outside of the box. “Here’s how Apple works. They have a portfolio of teams investigating the future of cars, payments, retail watches, education — you name it. And when they think an industry or product area is ready for disruption, they go into it and disrupt it, and then they iterate their product very aggressively.” So Apple isn’t just watching with beady eyes for the latest in mobile phone technology, or even consumer electronics. They’re looking at the future of transportation, healthcare, and education — all industries ripe for disruption. They are looking at everything, all at once. And finally, Apple keeps it hush-hush. “When an idea suddenly works, they fold it back into the mothership, back into the iTunes platform. Nobody knows about it — or they’ll fail it elegantly.” You’d think that, with such a forward-thinking business model, Apple would be bragging to the world about its successes. But they’re not. In fact, they’re so secretive that most people have no idea what they’re working on until it’s released. They keep things under wraps until they’re absolutely sure of success. “They’re essentially an incubator of breakthrough ideas with the platform of design and technology as their strengths. But the key innovation is organizational. And not only does nobody else do this, but nobody’s even noticed that this is all they do.” I feel like there’s so much to learn from just this tiny segment of my conversation with Salim. Being an industry leader isn’t about ‘keeping your eyes open’. It’s about actively hunting down new ideas, ones that haven’t even been dreamed of yet, and bringing them to market in a big way. Disrupting Your Industry (In Spite of the Immune System) Innovation is about being ruthlessly organized, keeping things under wraps until they’re ready, and having the fortitude to see your ideas through — even when everyone tells you that you’re crazy. But how do you do this without triggering the immune response? This is what I really wanted to know. Salim was all over it. “We’ve been focusing on a toolset to transform legacy organizations, and we’ve cracked it. It’s working.” What I’ve forgotten to mention up until this point is that Salim’s entire job is based around helping organizations sidestep their company’s natural immune response. Like antibiotics for the corporate world, his team at are the shock troops that can help you to introduce change into even the most entrenched and calcified of businesses. Open ExO Let’s run through his key principles for innovating on the edge. You’ll be amazed, I promise; I certainly was. Lesson 1: The mothership is not programmed to accept threats. In other words, there’s a reason why so many great ideas are shot down, ridiculed, and wasted; leaders in high-stakes environments aren’t prepared to take risks or chances. Especially not on ‘crazy’ new concepts. “Big organizations first need to realize they’re in trouble in order to actually take on that path. It’s like a patient who first shares they have cancer; And you have to kind of wake them up.” they don’t want to know, and they’re not set up to know. Lesson 2: When you innovate, innovate on the edge. “The key concept here is this: you do not do disruptive innovation in the mothership. You do it at the edge of the organization pointing into adjacent spaces. Really important.” What Salim instructs his client organizations to do is create an external startup company; an ideas ‘incubator’ that operates completely externally to the mother company, but is still linked to it. This allows for a much greater degree of freedom, and also means that failures (or successes) won’t be blamed on the mothership. This is something Salim has seen and directly instigated in other companies. “Larry Page from Google came to me a few years ago said, ‘Should I build an incubator at Google?’ I said, ‘Don’t — you’ll have the immune system response. But do something like it. Point into adjacent areas.’ “And you see the result is Google X, where they have their core information processing capability in the mothership, and they use hardware, (Google Car, Google Glass contact lenses) to go into adjacent areas.” Lesson 3: Hire the crazy ones, and use them to your advantage. Most companies have them; the frustrated visionaries, teeming with ideas that get shut down the moment they’re uttered. In fact, it’s often these people who are the most frustrated with the status quo, and the ones who are most likely to try and change things. “Every company has about 5 percent of people that are totally nuts — super smart, very loyal, but super hard to manage. You never know whether you’re gonna fire them, or they’re gonna quit anyway. Those are the ones. Grab them and put them at the edge.” To me, this is an incredibly smart move. If you’ve got visionaries busting to make moves and change the course of your business, why not use that passion to your advantage? “If you’re setting up a new CO at the edge, you ideally want to hire from the outside. Because anybody from the inside that has any depth of experience will be useless for the future. You need somebody as young as possible and as crazy as possible.” Lesson 4: Keep the politics at bay and develop a culture of innovation. In Salim’s words, incremental disruption is best at the core, and disruptive innovation is best at the edge. When you’re incubating new ideas, keep them separate — or risk the politics of the mothership shutting them down. “At Yahoo, one of the challenges I had with my incubator is that the company kept publishing what I was doing. And all the other teams at Yahoo were like, ‘Hey, we’re doing that. Why does he get to do that?’ And you set up horrible internal politics.” To combat this, Salim and his team have been working on a 10-week agile sprint designed to bypass this response and create a culture of acceptance within organizations. “We’ve now done it 60 times with big companies, and the average return on investment is like 70X — because it juices up the internal metabolism of the company, and allows them to accept disruptive innovation. So if somebody does something wacky at the edge, they go, ‘Wow, that’s interesting.’ And they let it permeate every level of the organization.” At a time when innovation and disruption are your keys to the city, it’s more important than ever to have a playbook for getting your ideas through the corporate immune system. “It’s pretty clear that we’ve stumbled across the organizational model for the next 10 years. By the end of this decade, every organization in the world, be it a big company, a start-up, a nonprofit, an impact project, even a government department, will be organized in this way — because it’s just better.” Wrap-Up Thoughts: Does it Really Work? I left the interview with Salim feeling genuinely excited for the future of business. It’s people like Salim, and companies like ExoWorks and Open ExO, that are going to change the course of how business is done. So far, Salim has found that the potential for growth is exponentially increased by using his 10-week program. “Beforehand, we found that when somebody had a great idea inside a company, they might get funded five or 10 percent of the time. After you’ve done this process, they’re getting funded 95 percent of the time, because the company culturally knows now that disruption needs to be embraced, and not shut down.” This is really hair-raising stuff. If you want to hear more from my interview with Salim Ismail, you can find the . I highly, highly recommend giving it a listen — especially if you’re ready to break through your company’s immune response and start seeing some serious growth. full episode here Thanks for reading! Until next time.

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All innovation at Amazon follows the same framework. New features and products from Alexa to Groceries to AWS – all start with a simple document called the PR/FAQ. And while much is written about or how to implement the , I have yet to see many organizations outside of Amazon successfully adopt it. the origins Working Backwards process On the surface, Working Backwards is incredibly simple… it doesn’t require different roles or certifications like Scrum. Or workshop facilitators like Design Sprints. But the truth is the simplicity of it masks the true hard work, which I believe include: Brilliant, creative problem solving Deeply understanding customer needs Strong collaboration and coordination across disciplines Product thinking and differentiation And if we’re honest, few people are great at those four things. So we aspects of a great idea and mutate it without knowing the underlying principles. When reflecting on the ratio of availability to adoption for this concept outside of Amazon, it is clear that Working Backwards is one of Amazon’s unique Process Powers (ala ). cargo cult into a checklist Helmer’s 7 Powers Why are there few to no companies replicating this technique to great success? Having worked at both the Amazon.com mothership and companies that attempted to bring the PR/FAQ into the culture, let me walk through why I think the framework works at Amazon, but is difficult to replicate elsewhere. Culture Starts From the Top Bezos cares – or at least cared until retiring in 2021 – deeply about working backwards from the customer. He is obsessed with it. And he is obsessed with the employees truly innovating for the customer. It’s not a side project or pilot program, it’s deeply rooted in the culture and leadership principles. In many regards, organizations are simply amplifications of the behaviors and preferences of the founders. Each new hire, each decision, each promotion, each project embodies the values of the top. What happens when the founder isn’t in the room? Hiring for Principles and Values Amazon has one of the and the entire interview loop has one aim: raise the bar on new hires that already live the same leadership principles and value clarity, in writing. The first is assessed through a series of situation/behavior interview questions aligned around the core leadership principles. hardest interview processes But how do they assess clarity in writing? Easy. Every senior candidate L6 or higher writes a 2-4 page document on either an innovation of theirs or the judgment behind a decision they made as part of the interview process. This ensures – in theory – every new senior hire to Amazon meets or raises the bar on structuring their prose and writing clearly. Most companies don’t do well with hiring, and fewer rigorously look at the clarity of communication from new hires. One Mechanism (Process) to Rule Them All A new project is coming up. Should you write a product brief? Maybe just a small deck with a few slides? What does the exec team need for their review? A few weeks into the project and you likely have several artifacts pitching the idea and selling the vision. At Amazon, there’s one document. One mechanism for pitching ideas. And it’s the same doc that your engineers read, that your boss reads, and that her boss reads. Three months into the project? There’s still just one document with additional notes added to it. How does everyone know how to follow this process? There are company-wide training events led by passionate volunteers teaching others how to leverage the Working Backwards process. Once you understand how to work backwards, there are additional workshops for how to write better. Clarity and a Focus On The Customer Working backwards is about starting with the customer and it’s worked well for Amazon over the years. Yet elsewhere true customer-centricity seems difficult for most businesses. What Amazon created with its culture is one of distributed product thinking. Everyone is taught to ask and answer these five questions: Who is the customer? What is the customer problem or opportunity? What is the most important customer benefit? How do you know what customers need? What does the customer experience look like? In any other organization, this is the makings of a or . product brief PRD If it’s not clear yet, every innovation at Amazon is in pursuit of making the lives of customers better. And the path to aligning around what to build is paved with clarity. Innovators forge that clarity due to operating in an environment that prizes it. Each round of feedback levels up the original material. Bringing It All Home Lifting a process from another organization – from Spotify’s Agile model to Amazon’s Working Backwards process – requires a deep understanding of the principles behind it and the cultural/incentive structures in place in the environment in which it succeeds. I won’t judge the copy/paste motion, but doing so without digging deeper is a recipe for failure. And most things will fail if… The CEO/Founders/Leaders don’t deeply care about it Hiring is activity bringing mediocre players into the fold just-put-a-butt-in-the-seat Complexity rules everything around you Innovation is in search of a customer/problem

Why Amazon's Working Backwards Framework Works — But Not at Your Company

A lack of focus, lack of visibility into our codebase problems, and context switching decrease developer productivity. Here are some of the best tools to help you get things done. We've long been promised a world where automation and other tech ventures would free up our time to focus on more creative, rewarding pursuits. But still, we find ourselves battling with small, but time-sucking tasks. We all want to surrender ourselves to the deep focus we need to complete more important work, but there are three big old-time sucks: Finding and committing to all the small tasks that need to be done. A lack of focus. lack of visibility into the codebase problems Let's go against the grain and start with point 2. 1. A lack of focus How many times have you looked up from this article? Checked your email? Checked your phone? Or received a Slack alert? The case seems to be clear, . our ability to focus has been stolen So, let's find ways to get through the TODOs that have been nagging, niggling, and keeping us awake at night. How do we record and track the rest of our tasks? Ok, you're probably familiar with a combination of . But these might not be working for you or your team in their current state. Let's take a look: creating TODOs or tickets The TODO option Many devs create TODOs to note down unfinished work or things that need fixing in the codebase. But do they actually improve codebase communication? Ok, they offer an alternative to a typical product or tasks management tool. But, as the makers of say: Taco "Most of us don't need another way to create tasks. We need a way to get them done." If we think of the typical TODO as a small piece of text, how do other people know what the original note is meant to indicate? That's if the person who wrote it can even remember in the first place. As Alex , tools like or (great name hehe) show the owner of a snippet of code or the person who has last modified it. notes GitLens git-blame This means they make it easy to leave that person to assume responsibility - usually without the ability to check if the problem is actually dealt with. You could have a lot of tasks that you thought were someone else's problem. Further, it's hard to check TODOs as the codebase changes over time - is painful enough but made much harder with unclear, or obsolete TODOs. code refactoring What else do developers use to organise their tasks? Developers have loads of different work styles and for how they organize their tasks and workflow. Some examples, some of which are better than others: suggestions Sticky notes (they’re gonna get stuck on the cat or end up the floor under someone’s shoe)Whiteboard  (have you ever tried to transcribe whiteboard scrawl? It's not fun) 1. Notebooks 2. 3. 4. 5. Word documents Google Keep Trello Evernote I think the golden key is consistency and efficacy. As one commenter notes, “One more app is one more thing I have to find, learn, remember to check, and eventually delete because I don't like how it works.” Those of you working freelance for multiple clients will know this pain as well as I do… What can you delete or reassign? Feel like you're drowning? Ok, it's time to reassess your tasks and look at your backlog. First things first, is there anything you've committed to that no longer needs work? Like editing a codebase that's already been updated? Cross that shit off your list. If you haven’t updated your backlog in a while – is here to help. backlog grooming Tickets are the death of focus What is the biggest problem with tickets? They mean you have to step out of the IDE, and that's a bad idea. Remember what we said about the fight to focus our attention? Every time we context twitch by leaving the codebase to concentrate on something else, we lose focus. I know we're now all cool, working asynchronously in our slippers at home. But, anyone with a workplace that relies on Slack knows the PAIN of every time you get some urgent alert. context switching Even worse, think how many times it happens a day, and imagine that time added up over a year. It can not only kill your focus and concentration but in terms of lost productivity. lower your IQ and burn through cash Simply put, the more tasks we pile on, even those small, easy tasks that we can be doing while listening to podcasts and chatting to colleagues, the more focus we've taken away from the big stuff. Place in the context of tasks like grooming your backlog, code maintenance, refactoring, and dealing with technical debt, and you can end up with a world of small things that never get done, but eventually converge and result in a world of pain. 2. Getting things done And how do we get all these small but important tasks done? Honestly, one of the best approaches is intentionally blocking out chunks of time. The size of the pieces is up to you, really, just keep it consistent, like making that cup of coffee when you start work every day. And while you're there, block out at least one chunk of time every day for deep focus where you block out your co-workers, and slack alerts, and dig deep into what's left of your concentration. It'll feel weird like you're doing something wrong by being slightly untethered from the mothership, but it'll make a difference. The worst thing is when I hear co-workers say they have to start work early or late or work on the weekends in order to concentrate and get stuff done. This is bad and shows that something is going wrong in your work style and your workplace. You have the right to focus enough at work for both the big and small tasks. 3. Bringing visibility into your codebase problems Developers spend lots of time reading and understanding code. If you feel like most of your time is spent on trying to fix old codebase issues and your productivity is suffering, you know the name of the problem – technical debt. TODOs and tickets are not working for these types of problems because they are not linked to code, they are hard to create, and lack context. The easiest way to fix this is through extensions. Stepsize is here to help with our free extensions for and .These enable you to: VSCode JetBrains – Create issues directly from your editor – Create TODOs and code comments – Add issues to your sprints with Jira, Asana, Linear, and other PM tools integrations Creating issues that are linked to your code will help you quickly and easily find and fix any codebase problem. As a result, your team will create more issues, they will be visible in your codebase, and you’ll see how your tech debt is getting fixed continuously

An Engineer's Guide to TODOs: How to Get Things Done

Cloud services and various artificial intelligence API offerings have catapulted digital transformation across multiple industries. In the last several years, the Internet of Things (IoT) concept has given rise to million data points of sensor data being sent to and analysed using infrastructure on a public and private cloud. Use cases ranged from measuring electricity usage across several households and dynamically pricing the cost of electricity to collating information from vision feeds that tell us if a specific person has entered the building or not (surveillance et al.). In the first case, a time series is consistently sent from the edge-based power meter to the cloud data analytics services. In contrast, image grabs are processed with deep-learning models on the cloud using person detection, tracking, and re-identification modules for the second use case. The edge device is simply a conduit for transferring information to the cloud in both cases. Why do we need Edge Intelligence? A network of sensors that must run closer to end-users provides them with reduced latency, saves bandwidth, pre-processes data on the device before passing them on larger cloud compute infrastructure, and guarantees the privacy of data being collected and inferred from form some of the core requirements for edge intelligence. These edge devices or sensors with a low level of computing elastically create a network (a mesh) wherein these edge devices – Amazon Echo, dashcam, your smartphone, temperature sensor, etc. – intermittently join the network to collect, compute and share information. In yesteryears – I mean – the IoT world, these sensors were sensing the world and faithfully transmitting signals to a mothership (public or private cloud). But consider this, if two or more edge devices can share not only their inputs but also the limited onboard computing to attain a goal: we have a lot of unreliable edge devices that can be brought together under a mesh network to solve, say, an asset tracking problem, estimating vehicle congestion, etc. Loosely, use cases can range from autonomous devices (drones, robots, autonomous vehicles, etc.), immersive experiences (AR/VR, wearable devices, etc.) to IoT analytics (industrial and home sensors, etc.), and others. There are essentially two ways to operationalise machine learning on edge – a centralised topology using tools from centralised federated learning and a mathematically obtuse field of decentralised and distributed (no oracle) federated learning algorithms. Federated learning (Figure 1) relies on training machine learning models in devices with lower computational power and transferring the locally learned weights/models to the oracle for further processing. As a first step, a cloud trained model (oracle) is sent to individual edge devices; this model is then fine-tuned with local data, the models are sent to the oracle so that the oracle’s model can be updated. The communication pattern here can be either synchronous or asynchronous. Incarnations like SimFL can enable edge devices to send messages (gradients of a loss function) to one another, reducing the communication load of sending the local model. Decentralised federated learning is often the preferable way of deploying machine learning models. Information is spread across devices rather than a singular point, decreasing the attack surface of any cybersecurity attack. Communication patterns for decentralised formalism can be via a graph, a distributed ledger or simply peer-to-peer (like SimFL) In summary, the true edge intelligence lies in this decentralised topology, which will give rise to a new generation of chip companies focusing not only on computation (optimal TFLOPS/Watt) but also on co-designing the computation to go hand-in-glove with communication, i.e., the mesh topology (peer-to-peer, distributed ledger, a graph, etc.). Computation versus communication Concerning the Centralised Topology, the Oracle becomes the infrastructure on the cloud while the Edge device is a sensor with lower compute power. One can go a bit further and have an Oracle that sits close to the Edge device (for CCTV cameras, it may be an nVidia Xavier kit that sits on-premise; 11 TFLOPS (fp16) at up to 30W) – we now have the emergence of fog computing, slightly diluted hardware capabilities deployed very close to the edge device (slightly larger form-factor can house a single blade of A6000 oracles on the fog – 39 TFLOPS (fp16) at up to 300W, instead of hundreds of A100 oracles on the cloud – 78 TFLOPS at up to 400W). Let us take our reasoning one step forward; we now remove the oracle and have a mesh of lots of less powerful processors (now think of a single Jetson Nano – 470 GFLOPS (fp16) at up to 10W power consumption). Hopefully, we can appreciate that edge deployment of machine learning models is a delicate balance between processing capacity, power envelope and form factor. Often people ask if 5G is required for Edge AI. Absolutely not. Many edge applications can leverage current technologies like 4G-LTE-M (Long Term Evolution category M1), NB-IoT (Narrowband IoT) and CBRS (Citizens Broadband Radio Service) – the critical metric to consider is . A CCTV is tethered to a wall while a mobile phone or an autonomous vehicle is mobile. Similarly, a car travelling at 80 Km/hr requires a quick response time for its AI than a voice agent that can wait a few seconds for a response. From the notion of proximity, having an edge data-centre (oracle) close to a picking robot might be required compared to a use case with a drone. By construction, it can be optimised to stay close to an access edge or a regional edge provided by the telecommunication network provider. proximity, latency, and mobility So, the specific use case along with these three metrics ( ) can quickly get us to a list of what is necessary from the lens of deploying a product at the edge. proximity, latency, and mobility Deploying models on the Edge Deployment of models on edge is the lowest hanging fruit as one can lift and shift many container deployment strategies to the fog/edge. Container engines that can manage the containers deployed to a device and container orchestrators that can distribute tasks across computational nodes are essential for edge computing. Another important virtualisation technology to watch is that of Unikernels. These are pieces of software that avoid context switches by running in the kernel mode, saving memory footprint. Since these images only include necessary kernel functions, the image sizes are much reduced. They also shrink the attack surface and resource footprint by construction, ensuring a secured deployment. Similarly, Kata containers combine a secure container runtime with lightweight virtual machines. They provide more substantial workload isolation using hardware virtualisation technology. Without such deployment strategies, most downstream tasks simply become a theoretical construct. Copy/pasting the Kubernetes model for deployment to resource-constrained devices such as a microcontroller unit, mobile phone or a CCTV camera may not be trivial. Kubernetes ought to evolve too. Towards Edge Intelligence The network edge is a volatile environment with constantly changing topology and devices. Orchestration algorithms for scheduling payload dynamically in the cloud exist. Still, for edge devices, this is armoured with problems of scale (millions of devices), more heterogeneous power envelopes and computational capacity of various devices. Data collection and models have increasingly fragmented wherein each device has a certain percentage of the entire data (rather than having access to the whole data-set). More edge devices are becoming miniaturised, low-powered with limited compute. Future work should, therefore, concentrate upon decentralised algorithms, federating dynamically changing communication patterns, chips with optimal TOPS/W in a small form-factor and most importantly, making computing interwoven with communication.

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