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In the world of modern offices, space is a precious commodity, and optimizing for that space can be a bewildering task. Office Furniture Company understands this dilemma and aims to... ... In the world of modern offices, space is a precious commodity, and optimizing for that space can be a ...

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Should the need arise that Office Corporate escalate collection of outstanding monies from you or your company any promotional item inclusive of and not limited to vouchers, outstanding to you from Office Corporate will be null and void. 19.2 If a customer is supplied any promotional item inclusive ...

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Elephant Skin embraced remote work and office space at WeWork to create a global business. ... For these founders, workspace helps grow their company and culture.

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Trump v. United States Court Filing, retrieved on July 1, 2024, is part of HackerNoon’s Legal PDF Series. You can jump to any part in this filing here. This part is 8 of 21. I The Constitution sets forth how an office may be created and how it may be filled. The Appointments Clause provides: “[The President] shall nominate, and by and with the Advice and Consent of the Senate, shall appoint Ambassadors, other public Ministers and Consuls, Judges of the supreme Court, and all other Officers of the United States, whose Appointments are not herein otherwise provided for, and which shall be established by Law: but the Congress may by Law vest the Appointment of such inferior Officers, as they think proper, in the President alone, in the Courts of Law, or in the Heads of Department.” Art. II, §2, cl. 2. The constitutional process for filling an office is plain from this text. The default manner for appointing “Officers of the United States” is nomination by the President and confirmation by the Senate. Ibid. “But the Clause provides a limited exception for the appointment of inferior officers: Congress may ‘by Law’ authorize” one of three specified actors “to appoint inferior officers without the advice and consent of the Senate.” NLRB v. SW General, Inc., 580 U. S. 288, 312 (2017) (THOMAS, J., concurring). As relevant here, a “Hea[d] of Department”—such as the Attorney General— is one such actor that Congress may authorize “by Law” to appoint inferior officers without senatorial confirmation. Art. II, §2, cl. 2. Before the President or a Department Head can appoint any officer, however, the Constitution requires that the underlying office be “established by Law.”[1] The Constitution itself creates some offices, most obviously that of the President and Vice President. See §1. Although the Constitution contemplates that there will be “other Officers of the United States, whose Appointments are not herein otherwise provided for,” it clearly requires that those offices “shall be established by Law.” §2, cl. 2. And, “established by law” refers to an office that Congress creates “by statute.” Lucia v. SEC, 585 U. S. 237, 254 (2018) (THOMAS, J., concurring); see also United States v. Maurice, 26 F. Cas. 1211, 1213 (No. 15,747) (CC Va. 1823) (Marshall, C. J.). The limitation on the President’s power to create offices grew out of the Founders’ experience with the English monarchy. The King could wield significant power by both creating and filling offices as he saw fit. He was “emphatically and truly styled the fountain of honor. He not only appoint[ed] to all offices, but [could] create offices.” The Federalist No. 69, p. 421 (C. Rossiter ed. 1961); see also 1 W. Blackstone, Commentaries on the Laws of England 271 (T. Cooley ed. 1871) (“[A]s the king may create new titles, so may he create new offices”). That ability to create offices raised many “concerns about the King’s ability to amass too much power”; the King could both create a multitude of offices and then fill them with his supporters. J. Mascott, Who Are “Officers of the United States”? 70 Stan. L. Rev. 443, 492 (2018) (Mascott); see also G. Wood, The Creation of the American Republic 1776–1787, p. 143 (1969) (describing “the power of appointment to offices” as “the most insidious and powerful weapon of eighteenth-century despotism”); T. Paine, Common Sense (1776), reprinted in The Great Works of Thomas Paine 11 (1877) (explaining that “the crown . . . derives its whole consequence merely from being the giver of places and pensions”). In fact, one of the grievances raised by the American colonists in declaring their independence was that the King “ha[d] erected a multitude of New Offices, and sent hither swarms of Officers to harass our people and eat out their substance.” Declaration of Independence ¶12. The Founders thus drafted the Constitution with “evidently a great inferiority in the power of the President, in this particular, to that of the British king.” The Federalist No. 69, at 421. The Founders broke from the monarchial model by giving the President the power to fill offices (with the Senate’s approval), but not the power to create offices. They did so by “imposing the constitutional requirement that new officer positions be ‘established by Law’ rather than through a King-like custom of the head magistrate unilaterally creating new offices.” Mascott 492–493 (footnote omitted); see also 1 Annals of Cong. 581–582 (1789) (“The powers relative to offices are partly Legislative and partly Executive. The Legislature creates the office, defines the powers, limits its duration, and annexes a compensation”); see also ibid. (describing the power to “designat[e] the man to fill the office” as “of an Executive nature”). The Constitution thus “giv[es] Congress broad authority to establish and organize the Executive Branch.” Seila Law LLC v. Consumer Financial Protection Bureau, 591 U. S. 197, 266 (2020) (KAGAN, J., concurring in judgment in part and dissenting in part). By keeping the ability to create offices out of the President’s hands, the Founders ensured that no President could unilaterally create an army of officer positions to then fill with his supporters. Instead, our Constitution leaves it in the hands of the people’s elected representatives to determine whether new executive offices should exist. Longstanding practice from the founding to today comports with this original understanding that Congress must create offices by law. The First Congress, for instance, routinely and explicitly created offices by statute. See, e.g., §35, 1 Stat. 92–93 (creating the offices of Attorney General and U. S. Attorney for each district); see also §§1–2, id., at 50 (creating offices of Secretary of War and his Chief Clerk); ch. 12, §1, id., at 65 (creating offices within the Department of Treasury for Secretary of the Treasury, a Comptroller, Auditor, Treasurer, Register, and Assistant to the Secretary). Still today, Congress creates the offices that the Executive Branch may fill. For example, Congress has created several offices within the Department of Justice, including the offices of the Attorney General, Deputy Attorney General, Associate Attorney General, Solicitor General, and Assistant Attorneys General. See 28 U. S. C. §§503–506. For some agencies, Congress has also granted the agency head the power to “appoint such officers and employees . . . as are necessary to execute the functions vested in him.” 7 U. S. C. §610(a) (Department of Agriculture); see also, e.g., 20 U. S. C. §3461 (Department of Education); 42 U. S. C. §913 (Department of Health and Human Services). In the past, Congress has at times expressly created offices similar to the position now occupied by the Special Counsel. Congress created an office for a “special counsel” to investigate the Teapot Dome Scandal and pursue prosecutions. See ch. 16, 43 Stat. 6. And, a statute provided for “the appointment of an independent counsel” that we addressed in Morrison v. Olson. See 28 U. S. C. §592. That statute lapsed, and Congress has not since reauthorized the appointment of an independent counsel. See §599.[2] We cannot ignore the importance that the Constitution places on who creates a federal office. To guard against tyranny, the Founders required that a federal office be “established by Law.” As James Madison cautioned, “[i]f there is any point in which the separation of the Legislative and Executive powers ought to be maintained with greater caution, it is that which relates to officers and offices.” 1 Annals of Cong. 581. If Congress has not reached a consensus that a particular office should exist, the Executive lacks the power to create and fill an office of his own accord. 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 retrieved on July 1, 2024, supremecourt.gov 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. [1] Although a Government official may also be a “nonofficer employe[e],” I set aside that category because it is difficult to see how an official exercising the Department of Justice’s duties to enforce the criminal law by leading a prosecution could be anything but an officer. Lucia v. SEC, 585 U. S. 237, 253, n. 1 (2018) (THOMAS, J., concurring); see SW General, 580 U. S., at 314 (opinion of THOMAS, J.). If the Special Counsel were a nonofficer employee, the constitutional problems with this prosecution would only be more serious. For now, I assume without deciding that the Special Counsel is an officer. [2] To be sure, a few Presidents have appointed “special prosecutors” without pointing to any express statutory authorization. See generally T. Eastland, Ethics, Politics and the Independent Counsel 8–9 (1989) (describing past uses of special prosecutors). But, this Court had no occasion to review the constitutionality of those prosecutors’ authority. Trump v. United States Court Filing, retrieved on July 1, 2024, is part of HackerNoon’s Legal PDF Series. You can jump to any part in this filing here. This part is 8 of 21. Trump v. United States Court Filing, retrieved on July 1, 2024, is part of HackerNoon’s Legal PDF Series . You can jump to any part in this filing here . This part is 8 of 21. HackerNoon’s Legal PDF Series here I The Constitution sets forth how an office may be created and how it may be filled. The Appointments Clause provides: “[The President] shall nominate, and by and with the Advice and Consent of the Senate, shall appoint Ambassadors, other public Ministers and Consuls, Judges of the supreme Court, and all other Officers of the United States, whose Appointments are not herein otherwise provided for, and which shall be established by Law: but the Congress may by Law vest the Appointment of such inferior Officers, as they think proper, in the President alone, in the Courts of Law, or in the Heads of Department.” Art. II, §2, cl. 2. The constitutional process for filling an office is plain from this text. The default manner for appointing “Officers of the United States” is nomination by the President and confirmation by the Senate. Ibid. “But the Clause provides a limited exception for the appointment of inferior officers: Congress may ‘by Law’ authorize” one of three specified actors “to appoint inferior officers without the advice and consent of the Senate.” NLRB v. SW General, Inc., 580 U. S. 288, 312 (2017) (THOMAS, J., concurring). As relevant here, a “Hea[d] of Department”—such as the Attorney General— is one such actor that Congress may authorize “by Law” to appoint inferior officers without senatorial confirmation. Art. II, §2, cl. 2. Before the President or a Department Head can appoint any officer, however, the Constitution requires that the underlying office be “established by Law.”[1] The Constitution itself creates some offices, most obviously that of the President and Vice President. See §1. Although the Constitution contemplates that there will be “other Officers of the United States, whose Appointments are not herein otherwise provided for,” it clearly requires that those offices “shall be established by Law.” §2, cl. 2. And, “established by law” refers to an office that Congress creates “by statute.” Lucia v. SEC, 585 U. S. 237, 254 (2018) (THOMAS, J., concurring); see also United States v. Maurice, 26 F. Cas. 1211, 1213 (No. 15,747) (CC Va. 1823) (Marshall, C. J.). The limitation on the President’s power to create offices grew out of the Founders’ experience with the English monarchy. The King could wield significant power by both creating and filling offices as he saw fit. He was “emphatically and truly styled the fountain of honor. He not only appoint[ed] to all offices, but [could] create offices.” The Federalist No. 69, p. 421 (C. Rossiter ed. 1961); see also 1 W. Blackstone, Commentaries on the Laws of England 271 (T. Cooley ed. 1871) (“[A]s the king may create new titles, so may he create new offices”). That ability to create offices raised many “concerns about the King’s ability to amass too much power”; the King could both create a multitude of offices and then fill them with his supporters. J. Mascott, Who Are “Officers of the United States”? 70 Stan. L. Rev. 443, 492 (2018) (Mascott); see also G. Wood, The Creation of the American Republic 1776–1787, p. 143 (1969) (describing “the power of appointment to offices” as “the most insidious and powerful weapon of eighteenth-century despotism”); T. Paine, Common Sense (1776), reprinted in The Great Works of Thomas Paine 11 (1877) (explaining that “the crown . . . derives its whole consequence merely from being the giver of places and pensions”). In fact, one of the grievances raised by the American colonists in declaring their independence was that the King “ha[d] erected a multitude of New Offices, and sent hither swarms of Officers to harass our people and eat out their substance.” Declaration of Independence ¶12. The Founders thus drafted the Constitution with “evidently a great inferiority in the power of the President, in this particular, to that of the British king.” The Federalist No. 69, at 421. The Founders broke from the monarchial model by giving the President the power to fill offices (with the Senate’s approval), but not the power to create offices. They did so by “imposing the constitutional requirement that new officer positions be ‘established by Law’ rather than through a King-like custom of the head magistrate unilaterally creating new offices.” Mascott 492–493 (footnote omitted); see also 1 Annals of Cong. 581–582 (1789) (“The powers relative to offices are partly Legislative and partly Executive. The Legislature creates the office, defines the powers, limits its duration, and annexes a compensation”); see also ibid. (describing the power to “designat[e] the man to fill the office” as “of an Executive nature”). The Constitution thus “giv[es] Congress broad authority to establish and organize the Executive Branch.” Seila Law LLC v. Consumer Financial Protection Bureau, 591 U. S. 197, 266 (2020) (KAGAN, J., concurring in judgment in part and dissenting in part). By keeping the ability to create offices out of the President’s hands, the Founders ensured that no President could unilaterally create an army of officer positions to then fill with his supporters. Instead, our Constitution leaves it in the hands of the people’s elected representatives to determine whether new executive offices should exist. Longstanding practice from the founding to today comports with this original understanding that Congress must create offices by law. The First Congress, for instance, routinely and explicitly created offices by statute. See, e.g., §35, 1 Stat. 92–93 (creating the offices of Attorney General and U. S. Attorney for each district); see also §§1–2, id., at 50 (creating offices of Secretary of War and his Chief Clerk); ch. 12, §1, id., at 65 (creating offices within the Department of Treasury for Secretary of the Treasury, a Comptroller, Auditor, Treasurer, Register, and Assistant to the Secretary). Still today, Congress creates the offices that the Executive Branch may fill. For example, Congress has created several offices within the Department of Justice, including the offices of the Attorney General, Deputy Attorney General, Associate Attorney General, Solicitor General, and Assistant Attorneys General. See 28 U. S. C. §§503–506. For some agencies, Congress has also granted the agency head the power to “appoint such officers and employees . . . as are necessary to execute the functions vested in him.” 7 U. S. C. §610(a) (Department of Agriculture); see also, e.g., 20 U. S. C. §3461 (Department of Education); 42 U. S. C. §913 (Department of Health and Human Services). In the past, Congress has at times expressly created offices similar to the position now occupied by the Special Counsel. Congress created an office for a “special counsel” to investigate the Teapot Dome Scandal and pursue prosecutions. See ch. 16, 43 Stat. 6. And, a statute provided for “the appointment of an independent counsel” that we addressed in Morrison v. Olson. See 28 U. S. C. §592. That statute lapsed, and Congress has not since reauthorized the appointment of an independent counsel. See §599.[2] We cannot ignore the importance that the Constitution places on who creates a federal office. To guard against tyranny, the Founders required that a federal office be “established by Law.” As James Madison cautioned, “[i]f there is any point in which the separation of the Legislative and Executive powers ought to be maintained with greater caution, it is that which relates to officers and offices.” 1 Annals of Cong. 581. If Congress has not reached a consensus that a particular office should exist, the Executive lacks the power to create and fill an office of his own accord. Continue Reading Here. Continue Reading Here . Here About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings. This court case retrieved on July 1, 2024, supremecourt.gov 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. About HackerNoon Legal PDF Series: We bring you the most important technical and insightful public domain court case filings. This court case retrieved on July 1, 2024, supremecourt.gov 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. supremecourt.gov [1] Although a Government official may also be a “nonofficer employe[e],” I set aside that category because it is difficult to see how an official exercising the Department of Justice’s duties to enforce the criminal law by leading a prosecution could be anything but an officer. Lucia v. SEC, 585 U. S. 237, 253, n. 1 (2018) (THOMAS, J., concurring); see SW General, 580 U. S., at 314 (opinion of THOMAS, J.). If the Special Counsel were a nonofficer employee, the constitutional problems with this prosecution would only be more serious. For now, I assume without deciding that the Special Counsel is an officer. [2] To be sure, a few Presidents have appointed “special prosecutors” without pointing to any express statutory authorization. See generally T. Eastland, Ethics, Politics and the Independent Counsel 8–9 (1989) (describing past uses of special prosecutors). But, this Court had no occasion to review the constitutionality of those prosecutors’ authority.

Supreme Court Justice Clarence Thomas: Why The U.S. President Deserves Immunity

Stores are changing. We see it happening before our eyes, even if we don’t always realize it. Little by little, they are becoming just one extra step in an increasingly complex customer journey. Thanks to digitalisation and retail automation, . The quality of the experience, a feeling of belonging and recognition, the comfort of the purchase… all these parameters now matter as much as sales per square meter, and must therefore submit themselves to the optimizations prescribed by Data Science and its “intelligent algorithms” ( ). the store is no longer an end in itself, but a mean of serving the needs of the brand at large aka artificial Intelligence in the form of machine learning and deep learning The use of artificial intelligence is, above all, . Indeed, e-commerce players did not wait on anyone: note, for example, the adaptation of online search results to the end customer, or the recommendations made based on a digital profile. These two aspects are impossible for brick and mortar (for now). However, physical commerce has its own strengths. Olfactory, visual, auditory, etc. data can be used to give the consumer a feeling of having experienced something unique and made specifically for them. In addition to customer relationship improvements, artificial intelligence also makes it possible to seek the resolution of problems that have long represented a burden for retailers : better inventory management, optimization of store space, optimization of employee time… a competitive necessity We present below a complete look at deep learning/ machine learning use cases implemented to create the , supported by real-life examples. store of the future 1. Adapting the store and its inventory to better serve customers It’s a known fact that e-commerce actors can optimize their websites in real time using dynamic statistics. This allows them to define the most effective strategies according to the resources available and predefined customers segmentation. Like any physical space, the store does not have this luxury. However, this does not prevent the optimization of physical spaces, thanks to insights gleaned from intelligent algorithms. Back in the days (less than 20 years ago), we’d hire students to follow and count customers in specific areas of the store. Thankfully, these times are over. Heat-maps, average route diagrams, time spent on screens, various ratios in relation to total attendance, correlations… the cameras in store and computer vision algorithms now provide actionable tools based on images. Today, heat-mapping and activity recognition solutions help not only to position promotions, but also to create entire marketing strategies, and to measure the performance of each department, as well as that of product placements. Solutions offered by the likes of can analyze store videos to give retailers data on the number of people in their store, the path they take once inside and where they linger. This helps marketers identify popular locations, allowing them to change the layout of furnishings, displays, advertising or staff to better serve their customers and increase revenue. periodic RetailFlux As technologies evolve, we are also starting to hear about “ ”: these tools, created by start-ups such as , , and , allow us to estimate the age and gender of people passing in front of a camera, thus giving stores access to a whole new granularity of analyzes. This aspect is paramount to the rationalisation now expected of marketers and category managers. demographic recognition DeepVision AI MyStore-e RetailDeep RetailNext Although these cameras are often hung from the ceiling, this is not always the case: (in partnership with ), for example, recently to create a network of “smart” displays that brands can use to target ads to specific types of customers. The doors act as a digital merchandising platform that depicts food and beverages in their best light, but also as an in-store billboard that can show ads to consumers who are approaching, based on variables such as approximate age, gender and current weather. Cameras and sensors inside the connected coolers can also determine which items buyers have picked up or viewed, giving advertisers insight into how their promotions work on the screen, and quickly notifying a retailer if a product is no longer in stock. Walgreens Cooler Screens integrated cameras, sensors and digital screens in the doors of its stores’ coolers The key question thus shifts from “where” and “how many” to “who”, “when”, “how often”, “how long” and “for how many cookies?”. 2. Forecasting to increase profits These data, mixed with those from check-outs and loyalty programs, are key to and creating store clusters, which in turn improves retailers’ supply chains. By better predicting what products will do well in a certain area, machine learning algorithms from startups such as can reduce dead stock, help optimise pricing (and profits), and increase customer loyalty (people obviously tend to enjoy finding the right product mix in their nearest store). forecasting demand Symphony RetailAI Indeed, unsold stock might be one of the retail industry’s biggest handicaps: . Reducing this number is key to the industry’s long-term survival : every dollar spent on what becomes dead inventory is valuable money that could have been put towards training talent, better R&D, or, most obviously, brand new smart algorithms. unused inventory costs U.S retailers about $50 a year billion Forecasting also helps retailers optimisise their promotions : the less dead stocks are in the warehouse, the more strategic promotions can be, instead of being merely reactionary. Many pricing will particularly appreciate this aspect, as it will make their job a lot easier, and a lot less thankless. aficionados 3. Personnalisation to promote an in-store experience In the same way that a website can adapt in real time to end users, an increased granularity of computer vision is also possible in stores, allowing it to target individuals. However, these algorithms are based on more elements than the ones presented above, and are thus more complex/less reliable. To work at a personal level, the algorithms need a mix of demographic recognition, loyalty code identification, and augmented reality, often integrated into smart objects such as mirrors. Although they cannot ( ) be implemented on a large scale, these solutions exemplify a profound change in the way stores sell. We are moving from the sale of product to the sale of experiences, where the physical offer becomes a by-product. This is the concept of . Low prices and an extensive catalog are no longer enough for customers, who can find such a value proposition online. An authentic brand experience becomes key to survival : the store is a storehouse of engaging experiences, ideas and interactions. yet shoppertainment The use cases are of course numerous ( ): during , presented a connected mirror which links visual recognition data and the stores product database. In the case of an optical store for example, the mirror can recognize the model tested and display product or marketing information concerning it. The sellers also have statistics on the use of the mirror in real time: they know that the person who has tried a certain type of glasses has been there for some time or hesitates between two pairs. This facilitates the work of the seller who can thus advise the customer on the products which really interest them. even if they often border on the sci-fi technobabble side of the AI equator 2019’s NRF Google has for its part allied itself with to test , while acts more like a board which encourages its customers to engage with the community created and maintained by the brand. H&M Microsoft a mirror allowing to take selfies thanks to voice commands mirror Lululemon’s Smart mirrors can of course be placed at different intervals of the purchasing process: is located in the fitting room to transform the often frustrating experience of trying out clothes. Buyers can interact with the mirror to change the lighting in their fitting room and can select different sizes or colors for their outfits, which an employee will get. The mirror also recommends other items that would go well with what is being tried. ’s Ralph Lauren Cosmetic companies have also adopted these solutions: the uses an intelligent algorithm which mixes the gender, age, appearance and style of the person looking at it in order to make recommendations. It even claims to differentiate between people wearing neutral or bright colors, daring or conservative styles and clothes with floral and geometric patterns to name a few. smart mirror Sephora Through deep learning, we are also seeing a new technique emerge : . It is the ability of computers to recognize, interpret, and possibly stimulate emotions. It is indeed possible to identify gestures such as head and body movements, while a voice’s tone can also speak volumes about an individual’s emotional state. These insights can be used in the store so as not to generate an inconvenience for a customer who clearly does not need to be helped or bothered. These technologies are nevertheless new (only offers retail use cases) and intrusive: it is therefore preferable not to comment yet on future use cases. affective computing Releyeble 4. Making the shopping experience smoother for the customer Mirrors, augmented reality, virtual reality … they rarely respond to real pain points for retailers and their customers. And we know these pain points by heart : checkout length, quick product localization and inventory management… those should be priorities for stores looking for ways to use machine learning and deep learning solutions. Reducing friction at checkout In China, for example, customers of certain s can, thanks to technology, , after having linked an image of their face to a digital payment system or bank account. The American chain has also in some of its restaurants: the first time customers order using in-stores kiosks, they are invited to link their faces to their account using ( ’s) in order to benefit from numerous advantages. Payment by bank card is still necessary, but the company intends to switch to payment by facial recognition if the initial test phase is successful. KFC Alipay make a purchase by placing themselves in front of a POS equipped with cameras Caliburger tested the idea of ​​facial recognition NEC ’s facial recognition software NeoFace Fears over cybersecurity could however prevent this kind of solution from seeing the light of day on a large scale. Indeed, customers are more and more jealous of their personal data (and rightly so): according to a study, only are ready to submit to facial recognition in stores. For recognition by mobile application, . Wavestone 11% of consumers this figure rises to 40% Other, more viable, ways to use computer vision to make checkout more fluid are therefore being considered. We are by now all familiar with ’s automated stores ( ), which allow customers with a Prime account to enter the store with a code on their phones, do their shopping, and exit the store without going through a checkout. An algorithm having “followed” the customer around, the amount of purchases is automatically debited, and an invoice is sent by email. Testing of this technology is also , in partnership with . Amazon Go not too familiar, one hopes underway at Casino XXII There are many start-ups in this space: , , … all claim to help companies eliminate the checkout of customers. China, meanwhile, is casually reworking the very concept of the store through the . Standard Cognition Zippin Trigo Vision by Bingo-Box Auchan Reducing stock-outs All these cameras can be used to see more than customers: many solutions for monitoring shelves have indeed emerged. They offer to send an alert to employees in the event of a shortage, which allows for a prompt response. This is key for stores: in North America each year (~4% of revenues). Not only that, but stock-outs can also actively drive customers into the arms of competition: 24% of Amazon’s revenue at a local retailer. There are many examples of such solutions: in France, works with . In the US, has been working on this concept since last year, as has ABInbev with Interestingly, ’s solution offers a similar process, but the camera is in the hands of individuals in order to take the photos that will be analyzed by the algorithms. In China, meanwhile, ( ) is pushing the border of augmented stores more than anywhere else in the world. stockouts represent more than $129 billion in lost sales comes from customers who have experienced a stock-out Angus AI Les Mousquetaires Walmart Focal Systems . Yoobic Hema ’s store of the future Alibaba Shopping advices through Voice technology Of course, images aren’t the only things that can be analyzed in store; voice also has a role to play in streamlining customer journeys. This under-appreciated method of shopping is due for a small revolution: 13% of all households in the United States owned a smart speaker in 2017, per . That number is predicted to rise to 55% by 2022. OC&C Strategy Consultants The fact that is also a leader in voice technologies shows how serious the Seattle giant is in terms of its brick-and-mortar domination (having already conquered virtual spaces). The brand’s , launched in 2019 work with to answer any questions it understands while a customer is on the move. More interestingly for retail, it also informs the user if the closest Whole Foods ( ) has an item a customer is looking for. Once they are informed and in the store, the Echo Buds can direct them to the right aisle. You can imagine not only guiding you to an item, but if you tell it that you want to make lasagna, it could also guide you through a store, giving you the quickest way to pick up all the necessary ingredients. ( ). Amazon Echo Buds Alexa Amazon owns Whole Foods Alexa The future is ear get it? Virtual assistants are indeed on the rise. , for example, has partnered with American retailer to . By mixing artificial intelligence, voice-activated technology and LED lights on the shelves, helps buyers choose the perfect whiskey bottle. Three bottles are recommended after a quick conversation, and the relevant shelves light up to lead the customer to the preferred bottles. If customers already have a brand in mind, the assistant can recommend other brands or bottles with similar flavor profiles. The whole experience lasts no more than 2 minutes. The voice assistant makes it a pleasant and informative experience, with a mix of banter and useful information. The Mars Agency BevMo! test , a digital whiskey purchase assistant SmartAisle SmartAisle From NLP to virtual assistants, the two examples above show that, if used well, Voice technology can free more employee time, and give key data to retailers. Robotic automation The discussion on improving and streamlining processes would not be complete without a discussion around robotics. These objects, long relegated to science fiction, are now showing their usefulness in stores around the world. Although robotics is not in itself a subcategory of artificial intelligence, robots roaming the aisles use notions of computer vision and NLP. Just like , is here too at the cutting edge of technology: robots (called “Auto-S”), which are designed to scan items on the shelves to help with price accuracy and restocking, are already present in 1000 of their stores. These six feet tall devices contain 15 cameras each, which scan shelves and send alerts to employees in real time. This frees workers from the need to focus on repeatable, predictable and manual tasks, giving them time to focus more on sales and customer service. Amazon Walmart Bossa Nova has also introduced robots that clean floors, unload and sort items from trucks and pick up orders in stores. It is interesting to note that this niche is quickly becoming highly competitive, ’s robots have been deployed in store across America, with the same value proposition as , while ’s unveiled in 2016 a robot that can understand and respond to simple customer questions. Post-coronavirus, in the coming months. Walmart Simbe Schnuck Bossa Nova Lowe it is almost certain that the movement towards robotics will accelerate 5. Loss prevention “Shrinkage” (theft) has an enormous cost: (2.1% of annual turnover in the distribution sector), weighing heavy on the margins of distributors already highly pressurized by price wars. Security therefore becomes a pressing need. And because of costs, so does automation. This can take many forms. Augmented cameras, for example, can identify if a product has been hidden, and alert a human. This would, however, produce a lot of false positives due to the physical impossibility of an all-knowing camera. Companies such as or claim to be able to avoid this problem by alerting someone only if the behavior of a visitor is highly suspicious. Solutions such as also offer to detect “sweethearting” (an employee pretending to make a transaction, but in fact giving a product to an acquaintance without payment). It is important to remember that a large percentage of store thefts go through employees. The ROI of these solutions is easy to calculate: stores know exactly how much they lose from theft and errors. As such, this use case is likely to be one of the first to be implemented. €49 billion per year on a European scale Vaak DeepCam AI StopLift Conclusion In view of all these developments, and despite their many positives for both retailers and customers, it is essential that customers question retailers about who has access to data and how it is used. It goes without saying that transparency must be the watchword of any use of personal data in order to guarantee consumers the preservation of their private life. If you’re eager to get going with your very own corporate A.I project, I recommend jumping straight to my latest article on the matter : . 10 Steps to your very own Corporate Artificial Intelligence project This article was originally on my blog, The Pourquoi Pas. Come say hi!

How the Retail Industry is Implementing Machine Learning and Deep Learning 

When I first transitioned to remote work, I underestimated the importance of having a dedicated workspace, relying solely on my laptop and couch. However, this approach soon led to back and neck pain and a disrupted work-life balance, making me realize the need to create a tailored working environment in my apartment. Here’s what I’ve learned from organizing my home office, where I’ve been working for almost four years now. A home office should be both functional and visually pleasing. Otherwise, you risk experiencing a decline in productivity and your overall sense of well-being. Arrange your work from the home area in a minimalist style, including only the furniture and decor items necessary for physical and mental comfort and functional tasks. Excessive and unfitting stuff can mess up your workspace and make you feel overwhelmed and tense. Another big deal is keeping your home office private. Choose a location that minimizes distractions. A separate room with a door is ideal, but if your apartment planning doesn’t allow this, find a quiet corner or use room dividers. Below, I’ll share five practical tips for organizing an effective workspace and setting an advantageous atmosphere for your remote job. Prioritize Furnishing Essentials Your top priority is maintaining your body’s comfort during long workdays. Invest in an ergonomic chair with good lumbar support, adjustable height, and armrests, and a writing desk spacious enough to accommodate your computer and other work essentials you may need. I prefer shopping for furniture offline to ensure the items meet my needs. For example, I test the chair for proper spine support and confirm that the desk is tall enough to avoid knocking my knees on its edge. Placing a footrest under your desk will help promote a proper posture while sitting and help you keep a neutral position throughout the workday. For added comfort, you can put a cushion on your chair. If made from soft fabrics, it will promote relaxation and help you return to your body sensations. Create a Favorable Background Place a freestanding or wall-mounted shelving unit behind your work desk. Ideally, choose one that is vertical and matches the width of your desk to avoid taking up too much floor space. Fill the shelves with books and decorative items to create a stylish, professional background infused with your personal touch. This setup creates a visually appealing backdrop for virtual meetings and ensures that you’ll always be ready for calls, including unplanned ones, in your neat, small office, even when the rest of your apartment is messy during a busy week. Add a Nature Touch As with your living space, your workspace shouldn't be packed with artificial-only items, making it a nature-depravated zone and negatively affecting your mental state. It will also drastically drop the air quality in your room, causing stuffiness and decreasing concentration. The lifeful decor elements such as plants, wooden furniture, aquariums, imitation waterfalls, and more can fulfill your need for affinity to the natural world in your working environment, boosting your enthusiasm and productivity. Be Mindful of Colors Choosing a color scheme that resonates with your personal preferences is no less important than getting comfortable furniture. Gloomy color solutions or flashy-bright design patterns act as ultimate stressors for your mind, overloading your eyes and brain and draining your productivity without you even realizing it. Overall, a natural base of whites, grays, or beiges will bring a tranquil sounding to your work surroundings. Pastel colors promote serenity and comfort, and warm neutrals are uplifting. You can also incorporate accent colors, like blues and greens for focus and concentration, and yellows or oranges for energy and creativity. Ensure Adequate Lighting Position your desk near a window to take advantage of natural light, which is essential for maintaining the body’s healthy internal clock. Exposure to sunlight helps regulate sleep patterns and prevent chronic fatigue. In contrast, working in poorly lit environments can increase stress and anxiety, cause energy dips, and reduce productivity and motivation. If you work late in the evenings, invest in a desk lamp with adjustable brightness and ensure the room is well-lit with overhead lighting to avoid eye strain. Last but not least, you should regularly clean and declutter your home office compartment and keep your work essentials in order. A tidy environment enhances focus and productivity, while a not-properly-organized space can be disorienting and provoke procrastination. When I first transitioned to remote work, I underestimated the importance of having a dedicated workspace, relying solely on my laptop and couch. However, this approach soon led to back and neck pain and a disrupted work-life balance, making me realize the need to create a tailored working environment in my apartment. Here’s what I’ve learned from organizing my home office, where I’ve been working for almost four years now. When I first transitioned to remote work, I underestimated the importance of having a dedicated workspace, relying solely on my laptop and couch. However, this approach soon led to back and neck pain and a disrupted work-life balance, making me realize the need to create a tailored working environment in my apartment. Here’s what I’ve learned from organizing my home office, where I’ve been working for almost four years now. A home office should be both functional and visually pleasing. Otherwise, you risk experiencing a decline in productivity and your overall sense of well-being. Arrange your work from the home area in a minimalist style, including only the furniture and decor items necessary for physical and mental comfort and functional tasks. Excessive and unfitting stuff can mess up your workspace and make you feel overwhelmed and tense. Another big deal is keeping your home office private. Choose a location that minimizes distractions. A separate room with a door is ideal, but if your apartment planning doesn’t allow this, find a quiet corner or use room dividers. Below, I’ll share five practical tips for organizing an effective workspace and setting an advantageous atmosphere for your remote job. Prioritize Furnishing Essentials Your top priority is maintaining your body’s comfort during long workdays. Invest in an ergonomic chair with good lumbar support, adjustable height, and armrests, and a writing desk spacious enough to accommodate your computer and other work essentials you may need. I prefer shopping for furniture offline to ensure the items meet my needs. For example, I test the chair for proper spine support and confirm that the desk is tall enough to avoid knocking my knees on its edge. Placing a footrest under your desk will help promote a proper posture while sitting and help you keep a neutral position throughout the workday. For added comfort, you can put a cushion on your chair. If made from soft fabrics, it will promote relaxation and help you return to your body sensations. Create a Favorable Background Place a freestanding or wall-mounted shelving unit behind your work desk. Ideally, choose one that is vertical and matches the width of your desk to avoid taking up too much floor space. Fill the shelves with books and decorative items to create a stylish, professional background infused with your personal touch. This setup creates a visually appealing backdrop for virtual meetings and ensures that you’ll always be ready for calls, including unplanned ones, in your neat, small office, even when the rest of your apartment is messy during a busy week. Add a Nature Touch As with your living space, your workspace shouldn't be packed with artificial-only items, making it a nature-depravated zone and negatively affecting your mental state. It will also drastically drop the air quality in your room, causing stuffiness and decreasing concentration. The lifeful decor elements such as plants, wooden furniture, aquariums, imitation waterfalls, and more can fulfill your need for affinity to the natural world in your working environment, boosting your enthusiasm and productivity. Be Mindful of Colors Choosing a color scheme that resonates with your personal preferences is no less important than getting comfortable furniture. Gloomy color solutions or flashy-bright design patterns act as ultimate stressors for your mind, overloading your eyes and brain and draining your productivity without you even realizing it. Overall, a natural base of whites, grays, or beiges will bring a tranquil sounding to your work surroundings. Pastel colors promote serenity and comfort, and warm neutrals are uplifting. You can also incorporate accent colors, like blues and greens for focus and concentration, and yellows or oranges for energy and creativity. Ensure Adequate Lighting Position your desk near a window to take advantage of natural light, which is essential for maintaining the body’s healthy internal clock. Exposure to sunlight helps regulate sleep patterns and prevent chronic fatigue. In contrast, working in poorly lit environments can increase stress and anxiety, cause energy dips, and reduce productivity and motivation. If you work late in the evenings, invest in a desk lamp with adjustable brightness and ensure the room is well-lit with overhead lighting to avoid eye strain. Last but not least, you should regularly clean and declutter your home office compartment and keep your work essentials in order. A tidy environment enhances focus and productivity, while a not-properly-organized space can be disorienting and provoke procrastination.

5 Home Office Setup Ideas for Productivity and Work-Life Balance

Does the US still hold the key to mass adoption? That’s the trillion-dollar question today! In this interview with 's Chief Strategy Officer and Head of Global Policy, , we examine the role and influence of the United States in the nascent crypto industry. According to Dante, one could argue that a giant company such as Circle would not have been founded anywhere in the world but in the United States. Circle Dante A. Disparte stablecoin During our conversation, I asked Dante if he saw in the demise of Libra, the defunct Facebook-backed cryptocurrency project, a squandered opportunity for the United States to reclaim its global financial leadership and fortify the US dollar. In response, he pointed out that de-dollarisation is a long-range issue bordering on how the rest of the world views the United States dollar as America’s soft power instrument that goes back to the Brenton Woods era, and on the desire for countries to have monetary sovereignty and control of their domestic, economic and monetary environments. In Dante’s view, blockchain technology, notwithstanding its vast potential, is excessively intricate. In 2018 in a , he argued vehemently that we can change the world with blockchain technology when we stop talking about it. Read on for more details! Forbes article Mr. Dante, how would you describe your journey to blockchain technology and web3 coming from a 20-year career in entrepreneurship and business? First of all, it is great to have a chat with you. The way I found blockchain is in many ways the way people find most new industries. The industry or the technology finds you; you don’t find it. So, I was originally looking at this industry from the lens of insurance and risks. A lot of the early companies in the crypto space like Bitfury and others that were doing Bitcoin mining activities came to me looking for help with insurance bordering on things like cyber risk, technology risks, fiduciary and financial crimes, and other risks. So, that’s my original foray into the industry. Does it bother you that the US  losing its global lead in Web 3 as a result of its harsh crypto policies? I wouldn’t like to say anti-crypto policies because right now it looks like the regulatory landscape is not favorable. And then did you see it coming? For one, I wouldn’t say the United States is losing. As a matter of fact, I would recommend to you and your readers an article that I wrote, a couple of years ago, taking the counter-narrative position that is the US losing the digital currency space race. And, as you know very well, a lot of people suggest that unless the United States or the Federal Reserve Board issues a digital dollar of its own and tries to directly compete with the model that is being followed in China somehow the United States will be less relevant in the global economy and in the 21st century and in the digital assets markets. My view is despite some of the regulatory headwinds and despite some of the enforcement actions the crypto industry will be very well advised to remember that no single actor, government, country or enforcement agency caused the crypto industry more harm than the industry caused to itself. The collapse was not the SEC or the CFTC or the Treasury Department or the US government; it was the industry and it was excess risks, greed, and financial alchemy. All the way fast forward to the end of last year the FTX Collapse equally had nothing to do with regulatory actions. It was a blend of fraud and other risks of opportunities. But it was not something the US government did. Terra Luna https://youtu.be/A-d1TKkVu4o?embedable=true If anything, you could argue, with the benefit of hindsight many regulators and policymakers probably would look vindicated in warning about the potential for excess risks in the sector. So it is a little bit more nuanced, and I don’t think this is a zero-sum proposition where the United States is necessarily losing ground or where any country or company has to win at another company or country’s expense. In 2019 you described the uproar that followed the launch of Facebook’s cryptocurrency, Libra, as ‘oversimplification”. I would like you to buttress on this. What does that mean? I have had a front-row seat in the public policy discussion about money, the future of money, and the current state of affairs. I would do it all over again including the many awkward hours and often complex hours in public testimony either as a witness or sitting next to the witness in Congressional, Senate, and other hearings around the world. Frankly, my motivation for joining the Libra project even in failure was that it was a platform big enough to have a conversation about issues that I don’t think the world would be discussing if it wasn’t for Libra. For example, is it really your money if you have to pay someone to spend it and if you have to pay someone to hold it for you? For example, if you care about financial inclusion as,  such a global systemic problem, what better pathway to include more people in the formal economy than a large-scale digital transformation of the global financial system? And I think without the Libra project, things like the Central Bank Digital Currency would have remained in abstraction; and without the Libra project, I do think a lot of the developments that we now take for granted in fintech, in digital assets and in banking probably would not have happened without Libra. So I would have done it all over again. There is one crucial question I would like to ask now: do you see in the demise of Libra a missed opportunity for the United States to reclaim its financial leadership and strengthen the dollar or was Mark Zuckerberg merely amping up the worries over China's rise in recent times? Well as you can imagine, former Treasury Secretary Hank Paulson wrote an article on foreign policy basically saying that a currency and a trusted currency is the sum of the part. For example, if you are going to create a Digital Zimbabwean Dollar then you would have the sum of the part but in digital form, and that perhaps would not be a great innovation either in ones and zeros or in paper. This is partly because of the hyperinflationary nature of the currency, and so many of the world’s currencies–the publicly issued world’s currencies--are not worth the paper they are printed on. And so, I think this notion of de-dollarisation and the economic competitiveness of the US Dollar is a real issue. But the issue is not about the dollar itself as much as it is an issue about the payment rails on which the dollar rides. So much of the war taking place between central bank digital currencies and alternative payment networks is about creating sanction resistant network of payments so that from a geopolitical and geoeconomic vantage point the US soft power is blunted but that is a multi-decade slow-boiled change of the global economy. It is not something that just happened overnight because a digital currency is issued by a rival central bank or a rival country. It is something I think is a long-range issue. The reason the dollar is the global reserve currency is in no small measure because of the ability to transmit the dollar across multiple different channels on a global scale. There hasn’t been a time when the need for financial innovation in the United States is a front-burner issue than now. You are going to agree with me that there is a gradual decline in web3 innovation following some of the anti-crypto policies and you have the SEC to blame partly for this. Do you see this decline as a dangerous trend? I don’t actually. I’m wired personally an all-ships-rising person and you could argue that a company like Circle probably would not have been started anywhere in the world but in the United States.  However, the fact that many more jurisdictions around the world are now starting to enable responsible innovation in financial services and technology, fintech, and in digital assets is encouraging. Ideally, there would be more Circles developed in more places around the world but the Circles of the world would find more venues and more jurisdiction to stop the very dangerous race to the bottom regulatory arbitrage that has made crypto in its maiden decade scary, opaque and bad for consumers, bad for markets, bad for regulators and bad for people. If you care about all of those things done well, then we need to race to the top in terms of trust, transparency, and accountability as opposed to the race to the bottom. I think the race to the bottom cost crypto  2 trillion dollars. Why is mass adoption a major challenge today and do you see the United States changing the narrative anytime soon? There is no question. Three things have to happen at once. First, I joined this space and I joined the Libra project and I joined Circle to deliver three things. The first is that financial innovation, financial inclusion, and financial integrity are not tradeoffs. As much as there might be a conflict between those objectives, I don’t think of them as tradeoffs. I think you can achieve universal global access to universally accessible device-centric payments and money everywhere in the world without degrading the types of consumer protection, financial protection, financial market protection, and financial crime compliance protections that the world cares about. In fact, I am willing to wager that we can make exponential improvements in those three objectives compared to any other technology stack or any other sector. So what then does it take then to get to the billion-user market or the mass adoption market? It does take legislation and legal and regulatory clarity, and remember that has to become an export product. One person’s well-regulated stablecoin is not another country’s banned digital asset or digital security, right? In order to lead, we need to harmonize regulation and export a harmonized regulatory standard. We also need the technology to be abstracted away into the background because we oftentimes talk about crypto being trustless, open, frictionless technology. It is heavily complicated, it is fraught with gas fees and technological complexities that need to be abstracted away into the background. So I wrote an article in Forbes titled ‘We can change the world with blockchain if we stop talking about it”. When was the last time we talked about wireless software and routers? We are still making the technology a protagonist and I think that is one of the major pathways to the billion-user market. So let’s talk about de-dollarisation. Right now, the BRIC countries are pushing for this agenda. I want to really understand how it affects payment stablecoins like the USDC. Does the fate of payment-stable coins hang in the balance? It’s a very good question. So, to summarise this notion of . Every other day there is an article in the news, whether it is the mainstream financial media or elsewhere around a transition among many emerging and developing countries away from dollar dependency partly because of the notion that the dollar represents a soft power instrument of the US government and a way of exerting that soft power around the world. de-dollarisation It is also in the context of a war in Europe: Russia’s war of aggression against Ukraine. The dependency on the dollar and more importantly the rails on which the dollar rides, networks like SWIFT and others in which people, companies, and entities can be ‘de-banked’ or removed from having access to the financial system depending on whether those sanctions are imposed or not. So, de-dollarisation is on the one hand symbolic of the desire among many to have monetary sovereignty and control of their domestic, economic, and monetary environment as much as it is the desire to remove soft power instrument that the United States has and has had since the Brenton Woods era. But it is as I said before, a long-range issue: it’s not something that just happened overnight in no small measure because of the liquidity, the network effect, and the ubiquity of the dollar around the world. Those are hard preconditions to recreate irrespective of any innovation or country or central bank desire to have. What are the regulatory concerns in the United States as far as crypto regulation is concerned? If you look at the recent hearings; Im forever an optimist. Just like it took the recent dot-com bubble to develop a more durable, usable, value-adding internet, and then all of the tech titans that were burned from that bubble, I do think if you look backward to 2022, and the things that worked in crypto and digital assets and the things that did not work. I also remain very heavily optimistic about the space, and just like it took the 2008 banking crisis to get comprehensive banking reforms from the US and to get bodies like the Financial Stability Board and others, I do think these rounds of crypto risks that we have suffered will produce positive outcomes from a regulatory vantage point. We have had hearings for example in the US on stablecoins; I was in one of those hearings. The upcoming hearing, for example, on the role of the dollar, and the strength of de-dollarisation coming up on June 7. And I think that policy conversation will produce ultimately legislation and my hope is that that legislation is not so light-touched that more and more people and consumers are harmed but that it is sufficiently acknowledging a principle base that enables competition, a level-playing field, and the pathway to the billion users that remains very illusive for crypto but very important for the world. On a final note, how can my readers connect with you? What are your hobbies? Well so for one, I guess they could follow my work, my writings, and my other hobbies on my personal website which is www.dantedisparte.com. I have written hundreds of articles, a number of book chapters, and a book on global risk. In fact, the things that keep me awake at night probably have less to do with the future of money and payments and more to do with the state of the world. There is a lot of complexities in the world and unless we encourage innovation and the whole of society's approaches to solving big complex issues like the Covid-19 pandemic and other then we should all be concerned.  Those are some of my personal preoccupations but I promise you I’m a fun guy to be with. Articles Dante referenced in this interview: https://www.forbes.com/sites/dantedisparte/2019/05/20/why-enterprise-blockchain-projects-fail/?sh=ec4655b4b96b https://www.project-syndicate.org/onpoint/us-digital-currency-race-private-crypto-sector-secret-weapon-by-dante-alighieri-disparte-2021-07 https://www.forbes.com/sites/dantedisparte/2018/03/28/when-we-stop-talking-about-blockchain-we-can-change-the-world-with-it/?sh=489847c91037

The US and Crypto Mass Adoption: Insights from Circle's Chief Strategy Officer, Dante Disparte 

By Nenad Zaric, Co-founder and CEO at Trickest Every industry generates massive amounts of data, which is now being used for better decision-making — tech giants understand this. For example, streaming powerhouse Netflix implements data analytics to study viewers’ visual preferences and adjusts content thumbnails to similar content its users have liked to increase viewership. The rise of AI is further influencing this trend, helping companies make sense of their datasets to uncover weaknesses and predict outcomes. However, these advancements are no longer exclusive to engineers, managers, and IT teams who grapple with data daily. This information is increasingly climbing the ladder and knocking on executive’s doors. In fact, one of today’s most pressing challenges for executives is data privacy concerns and cybersecurity. It has never been more important to make key decisions toward better data governance, and data skills are necessary to understand the specific risks and demands a company faces. So, reading reports an engineer crafted with dedicated software programs is no longer enough. A concerning report revealed that only half of C-suite executives were confident in their data literacy, and 45% made decisions based on their gut feeling instead of data-backed facts. Modern executives must have data skills to understand the flow of valuable data in their company and know how to make it work for them, not the other way around. From crucial decision-making to infusing data culture and enabling democratization, positive company changes stemming from data analysis must start at the top. Spot pain points in minutes, not days When a company decides to change directions, these choices begin at the executive level and trickle down to managers and workers — nothing new there. But, while an exceptional leader has always been crucial in driving change, it’s how they do it that is shifting. C-suite directors are in charge of crafting better strategy, financial performance, risk management, and corporate governance, and data is becoming increasingly connected to all of these activities. Imagine you’re meeting with the Head of Sales to discuss the sudden performance drop of a fan-favorite item in your online store. You can’t seem to connect the dots from the sales report you’ve received, and it becomes a hurdle to decode the issue. One skill that can help executives and department heads easily uncover patterns for weak performance is data visualization. Tableau, Microsoft Power BI, and Looker Studio are some of the most prominent data visualization tools. They are easily accessible from popular corporate programs (Salesforce, Office 365, and Google Studio) and help analyze massive amounts of data in visually appealing ways. While you don’t need to be a data scientist to use them, setting up and building charts requires certain data skills and tech acumen, or at least prior training. Whether from a data science and visualization course at Harvard, or self-taught online classes, a few hours and hands-on practice will be time well spent to hone your data visualization skills. With this newfound talent, you can aid and guide department leaders to the answers to their performance questions. In this case, you would pivot to the online sales data in the company database using visualization to track downtime and realize the fan-favorite item’s link has been down, leading to that drop in sales. Expertise in data visualization tools allows executives to stay ahead of the curve in every business vertical by quickly analyzing pain points and understanding what their verticals need. This leads to improved strategies and more accurate decision-making at a fraction of the time it takes to crunch vital datasets. KYC: Know Your Cybersecurity While data management isn’t an executive’s role in itself, knowing its ins and outs allows them to understand the company's successes and areas for improvement. When data increasingly plays a vital role in a business, ensuring that it is being properly managed and secured can save leaders major headaches in the future. Does your company practice master data management? Does it have an outdated data lake that’s slowing down processes? How is sensitive data access managed? These are governance questions investors, stakeholders, and partners might ask, and you must be ready to understand and navigate these concepts. Moreover, adopting good cybersecurity practices starts at the top — especially when 63% of security professionals say users with access to critical business data are their biggest data risk. Knowing the basics of cybersecurity and current trends not only allows top-level roles to mitigate risks from their end but also helps them foresee their IT teams’ needs, like allocating a budget for better endpoint security and enforcing staff training. Beyond courses and academic work, data governance and cybersecurity at a C-suite level are more easily learned through conversations with experts. You can resort to networking and approaching other industry leaders and even your own staff to gauge these concepts and what they mean for your company. As a result, instead of wrestling to understand the demands of security professionals, data-savvy executives will know when needs are pressing or if they can wait, making wiser and more objective business choices alongside their team leaders. Make data work for you — not the other way around There was a time when data was only one of many business assets, something you generate but store for audits or other compliance purposes. Those days are gone, especially as we move toward data-driven solutions that thrive primarily on how a company can implement data for other use cases. Data is no longer a stagnant asset — it can make you money if you derive the right value from it. Knowing the value of your data is only possible if you’re well-informed about it and know its potential. Executives with data skills will be able to take the lead and inject their data into better risk management strategies, extract customer data to improve marketing, and further implement it into AI tools to speed up business processes. Grasping these concepts also impacts the way you communicate with stakeholders. Expressing the importance of data security, governance, and even democratization for your company must come across as more than numbers and graphs — they wish to know the real value of these practices. By clearly explaining the importance of safeguarding data and placing it front and center of your operations, stakeholders will be on the same page about business decisions. Simply put, skipping the data-related courses will do nothing for future executives. In fact, nowadays, being able to run a successful company is directly linked to your data knowledge. So, prioritize these skills if you don’t have them, and make sure to pitch them as a worthwhile talent when climbing the ladder; they will be key to your success. By Nenad Zaric , Co-founder and CEO at Trickest Nenad Zaric Nenad Zaric Trickest Trickest Every industry generates massive amounts of data, which is now being used for better decision-making — tech giants understand this. For example, streaming powerhouse Netflix implements data analytics to study viewers’ visual preferences and adjusts content thumbnails to similar content its users have liked to increase viewership. Netflix Netflix The rise of AI is further influencing this trend, helping companies make sense of their datasets to uncover weaknesses and predict outcomes. However, these advancements are no longer exclusive to engineers, managers, and IT teams who grapple with data daily. This information is increasingly climbing the ladder and knocking on executive’s doors. In fact, one of today’s most pressing challenges for executives is data privacy concerns and cybersecurity . data privacy concerns and cybersecurity data privacy concerns and cybersecurity It has never been more important to make key decisions toward better data governance, and data skills are necessary to understand the specific risks and demands a company faces. So, reading reports an engineer crafted with dedicated software programs is no longer enough. A concerning report revealed that only half of C-suite executives were confident in their data literacy, and 45% made decisions based on their gut feeling instead of data-backed facts. only half of C-suite executives only half of C-suite executives Modern executives must have data skills to understand the flow of valuable data in their company and know how to make it work for them, not the other way around. From crucial decision-making to infusing data culture and enabling democratization, positive company changes stemming from data analysis must start at the top. Spot pain points in minutes, not days When a company decides to change directions, these choices begin at the executive level and trickle down to managers and workers — nothing new there. But, while an exceptional leader has always been crucial in driving change, it’s how they do it that is shifting. C-suite directors are in charge of crafting better strategy, financial performance, risk management, and corporate governance, and data is becoming increasingly connected to all of these activities. Imagine you’re meeting with the Head of Sales to discuss the sudden performance drop of a fan-favorite item in your online store. You can’t seem to connect the dots from the sales report you’ve received, and it becomes a hurdle to decode the issue. One skill that can help executives and department heads easily uncover patterns for weak performance is data visualization. Tableau, Microsoft Power BI, and Looker Studio are some of the most prominent data visualization tools. They are easily accessible from popular corporate programs (Salesforce, Office 365, and Google Studio) and help analyze massive amounts of data in visually appealing ways. While you don’t need to be a data scientist to use them, setting up and building charts requires certain data skills and tech acumen, or at least prior training. Whether from a data science and visualization course at Harvard, or self-taught online classes, a few hours and hands-on practice will be time well spent to hone your data visualization skills. With this newfound talent, you can aid and guide department leaders to the answers to their performance questions. In this case, you would pivot to the online sales data in the company database using visualization to track downtime and realize the fan-favorite item’s link has been down, leading to that drop in sales. Expertise in data visualization tools allows executives to stay ahead of the curve in every business vertical by quickly analyzing pain points and understanding what their verticals need. This leads to improved strategies and more accurate decision-making at a fraction of the time it takes to crunch vital datasets. KYC: Know Your Cybersecurity While data management isn’t an executive’s role in itself, knowing its ins and outs allows them to understand the company's successes and areas for improvement. When data increasingly plays a vital role in a business, ensuring that it is being properly managed and secured can save leaders major headaches in the future. Does your company practice master data management ? Does it have an outdated data lake that’s slowing down processes? How is sensitive data access managed? These are governance questions investors, stakeholders, and partners might ask, and you must be ready to understand and navigate these concepts. master data management master data management Moreover, adopting good cybersecurity practices starts at the top — especially when 63% of security professionals say users with access to critical business data are their biggest data risk. Knowing the basics of cybersecurity and current trends not only allows top-level roles to mitigate risks from their end but also helps them foresee their IT teams’ needs, like allocating a budget for better endpoint security and enforcing staff training. 63% 63% Beyond courses and academic work, data governance and cybersecurity at a C-suite level are more easily learned through conversations with experts. You can resort to networking and approaching other industry leaders and even your own staff to gauge these concepts and what they mean for your company. As a result, instead of wrestling to understand the demands of security professionals, data-savvy executives will know when needs are pressing or if they can wait, making wiser and more objective business choices alongside their team leaders. Make data work for you — not the other way around There was a time when data was only one of many business assets, something you generate but store for audits or other compliance purposes. Those days are gone, especially as we move toward data-driven solutions that thrive primarily on how a company can implement data for other use cases. Data is no longer a stagnant asset — it can make you money if you derive the right value from it. Knowing the value of your data is only possible if you’re well-informed about it and know its potential. Executives with data skills will be able to take the lead and inject their data into better risk management strategies, extract customer data to improve marketing, and further implement it into AI tools to speed up business processes. value of your data value of your data AI tools AI tools Grasping these concepts also impacts the way you communicate with stakeholders. Expressing the importance of data security, governance, and even democratization for your company must come across as more than numbers and graphs — they wish to know the real value of these practices. By clearly explaining the importance of safeguarding data and placing it front and center of your operations, stakeholders will be on the same page about business decisions. Simply put, skipping the data-related courses will do nothing for future executives. In fact, nowadays, being able to run a successful company is directly linked to your data knowledge. So, prioritize these skills if you don’t have them, and make sure to pitch them as a worthwhile talent when climbing the ladder; they will be key to your success.

Why C-Suite Executives Won’t Cut it Without Data Skills Anymore

কেন C-Suite এক্সিকিউটিভরা ডেটা দক্ষতা ছাড়া এটিকে আর কাটবে না

Warum Führungskräfte auf oberster Führungsebene ohne Datenkenntnisse nicht mehr weiterkommen

Por qué los ejecutivos de C-Suite ya no lo lograrán sin habilidades de datos

Pourquoi les cadres supérieurs ne réussiront plus sans compétences en données

सी-सूट के अधिकारी अब डेटा कौशल के बिना काम क्यों नहीं कर पाएंगे

経営幹部がデータスキルなしでは役に立たない理由

최고 경영진이 더 이상 데이터 기술 없이는 성공하지 못하는 이유

Por que os executivos C-Suite não vão mais trabalhar sem habilidades em dados

Почему руководители высшего звена больше не справятся без навыков работы с данными

Üst Düzey Yöneticiler Neden Artık Veri Becerileri Olmadan İşini Kesmiyor?

Tại sao các nhà điều hành C-Suite sẽ không làm việc nếu không có kỹ năng dữ liệu nữa

为什么高管们不再需要具备数据技能

Founded in 2017, Morpheus.Network, a Toronto-based company, has harnessed blockchain technology to address the complex challenges that plague global logistics and supply chain. Dan Weinberger, co-founder and CEO of Morpheus.Network, brings over 25 years of supply chain expertise to the table. His deep understanding of the industry's pain points drove the creation of Morpheus.Network. "The inspiration was a bit selfish," Weinberger admits. "I knew the headaches I was experiencing first-hand—compliance, documentation, and filing. We envisioned a solution that could alleviate these burdens." Weinberger and his long-time friend and co-founder, Noam Eppel, conceptualized Morpheus.Network during a conversation about the inefficiencies they faced. A simple sketch on a napkin laid the foundation for a comprehensive blockchain-based solution that integrates seamlessly with existing systems. The napkin still exists and is framed in Weinberger’s office for posterity. Morpheus.Network employs blockchain technology to ensure all stakeholders in the supply chain have access to the same immutable data. "Blockchain's inherent advantage is that you can trust the data," Weinberger explains. "Everyone views the same document at the same time, regardless of location. “It’s an amazing use of blockchain where everyone's viewing the same document at the same time, in a digital form, from around the world, doesn't matter. It doesn't matter if you are in China, United States or down South America, you're viewing that exact same document on chain,” he says. This transparency eliminates errors and inefficiencies, paving the way for smoother operations. Smart contracts further enhance the system by automating workflows. From IoT devices setting up geofences to customs documentation and delivery notifications, Morpheus.Network's automated processes ensure compliance and accuracy, preventing costly delays and fines. “To give you an example, if you're importing a product into the United States, you need to file a ISF (Import Security Filing) beforehand. If you don’t, there may be delays, expensive fees or possibly your goods will be sent back to the country of origin. “So, we avoid all that by making sure we have these automated workflows. Finally, we make sure the documentation is available in time, as well as making sure that all the documents are accurate, without any human error often associated with copy and paste exercises.” This ensures trusted, accurate and transparent data. “Everyone is viewing live, immutable data is immutable. The inherent advantage of blockchain is that you can trust the data on chain. And when there are different stakeholders from different places around the world, everyone can trust the data and know that original data has never been manipulated.” Addressing Global Supply Chain Challenges Supply chains are notoriously complex, involving numerous moving parts, compliance requirements, and geopolitical considerations. Morpheus.Network tackles these challenges head-on, with solutions tailored to specific industry needs, including food certification and cross-border trade. A notable example is their recent project with the Government of Mongolia. Morpheus.Network digitized the country's certificate of origin process, transforming a manual, paper-based system into a streamlined, blockchain-enabled digital process. "It's about making things run smoother and faster," says Weinberger. "We've shown Mongolia can have one of the most advanced certificate of origin solutions in the world." "This is the fourth government project we've undertaken," remarked Dan Weinberger. "I have also collaborated extensively with the United Nations, where I teach a masterclass on paperless trade. Many of the accolades we receive for our work with governments, such as in Argentina and Uganda, stem from the credibility we've built through our projects with other governments and the UN." Weinberger elaborated on the scope of their work, again referencing the example of the Certificate of Origin solution implemented for Mongolia. "Currently, we're participating in a European sandbox initiative focused on digitalizing documentation to streamline shipping across the EU." These efforts exemplify the company's strategy of expanding projects with partners and clients, proving their effectiveness, and then replicating these successes with new partners. "It's about growing projects, proving our capabilities, and then scaling up by working with the next partner or client," Weinberger explained. Adopting advanced supply chain techniques is no longer optional—it's essential for staying competitive. Companies that have already integrated these innovative methods are reaping significant benefits, while those that lag behind risk falling by the wayside, unable to compete with more technologically advanced peers. In the realm of supply chains, efficiency isn't just about speeding up shipping processes. It's about ensuring accuracy and compliance at every step. “Take the food and beverage industry, for example. Proper food certification is a critical part of the supply chain. Companies can't simply decide to ship products without the necessary food certificates. At Morpheus.Network, we incorporate food certification into supply chain documentation, ensuring that everything is handled correctly, especially when dealing with cross-border shipments. “Our approach integrates various elements—food certification, customs documentation, and more—into an automated system. This automation tackles existing inefficiencies, making processes smoother and more reliable,” he says. “It's exciting to engage with companies about their current practices and introduce them to more efficient methods. The biggest challenge, however, is education. Many businesses are not aware that there are better ways to manage their supply chains. Our goal is to show them how these advanced techniques can transform their operations, leading to greater efficiency and competitiveness.” Morpheus.Network's agnostic middleware approach sets it apart from competitors. Instead of replacing existing IT systems, it integrates seamlessly with them, supporting various ERP and TMS systems. This flexibility makes it easier for companies to adopt Morpheus.Network's solutions without overhauling their entire infrastructure. “We enable companies to continue using their existing IT stacks, whether they're utilizing SAP ERP, Oracle ERP, JD Edwards, Sage, Microsoft Dynamics, or other systems. Our middleware seamlessly integrates with various Transportation Management Systems (TMS), such as Magaya and other Cloud-based solutions, without the need to replace any of these systems. “Our middleware sits between these IT systems, embracing the specific technologies companies already use. This approach simplifies the integration of our solutions into their current processes. By being an agnostic middleware, we differentiate ourselves from others who insist on replacing existing systems with their own. Instead, we enhance backend automation based on the current systems companies have in place. “This strategy has proven advantageous. For example, we have successfully integrated our solutions with over 30 different ERPs into a single system. If we had required companies to switch to a single ERP like SAP, it would have involved a multimillion-dollar implementation. Instead, we incorporated the data from their existing systems into their supply chain at a much lower cost.” This approach not only preserves companies' existing investments but also enhances efficiency and integration, making Morpheus.Network a valuable partner in optimizing supply chain management. Currently, the company is expanding its reach to small and medium enterprises (SMEs) with a new product called Speed.supply. This self-managed platform allows SMEs to automate documentation, insurance, and IoT integration, with blockchain ensuring data integrity. Looking ahead, Weinberger sees blockchain as the backbone of data integrity, with AI and machine learning revolutionizing demand forecasting, maintenance, and congestion avoidance. "Making supply chains more efficient is a $2 trillion opportunity," Weinberger notes, emphasizing the importance of technology in driving these efficiencies. “Right now, we're thinking about our kids and their future. When it comes to carbon emissions, there's nothing in this world that emits carbon not even close, as much as the supply chains of businesses. 90% of all carbon emissions are the supply chains of businesses” (a statistic from the EPA (Environmental Protection Agency) Morpheus.Network's success is underpinned by a collaborative and innovative company culture. "We operate with a flat hierarchy," says Weinberger. "Everyone feels ownership of their projects and understands the bigger picture—making supply chains more efficient for the environment and the economy." As Morpheus.Network continues to grow, it remains dedicated to transforming the supply chain industry, proving that technological innovation and sustainability can go hand in hand. Founded in 2017, Morpheus.Network, a Toronto-based company, has harnessed blockchain technology to address the complex challenges that plague global logistics and supply chain. Dan Weinberger, co-founder and CEO of Morpheus.Network, brings over 25 years of supply chain expertise to the table. His deep understanding of the industry's pain points drove the creation of Morpheus.Network. "The inspiration was a bit selfish," Weinberger admits. "I knew the headaches I was experiencing first-hand—compliance, documentation, and filing. We envisioned a solution that could alleviate these burdens." Weinberger and his long-time friend and co-founder, Noam Eppel, conceptualized Morpheus.Network during a conversation about the inefficiencies they faced. A simple sketch on a napkin laid the foundation for a comprehensive blockchain-based solution that integrates seamlessly with existing systems. The napkin still exists and is frame d in Weinberger’s office for posterity. d Morpheus.Network employs blockchain technology to ensure all stakeholders in the supply chain have access to the same immutable data. "Blockchain's inherent advantage is that you can trust the data," Weinberger explains. "Everyone views the same document at the same time, regardless of location. “It’s an amazing use of blockchain where everyone's viewing the same document at the same time, in a digital form, from around the world, doesn't matter. It doesn't matter if you are in China, United States or down South America, you're viewing that exact same document on chain,” he say s. s. This transparency eliminates errors and inefficiencies, paving the way for smoother operations. Smart contracts further enhance the system by automating workflows. From IoT devices setting up geofences to customs documentation and delivery notifications, Morpheus.Network's automated processes ensure compliance and accuracy, preventing costly delays and fines. “To give you an example, if you're importing a product into the United States, you need to file a ISF (Import Security Filing) beforehand. If you don’t, there may be delays, expensive fees or possibly your goods will be sent back to the country of origin. “So, we avoid all that by making sure we have these automated workflows. Finally, we make sure the documentation is available in time, as well as making sure that all the documents are accurate, without any human error often associated with copy and paste exercises.” This ensures trusted, accurate and transparent data. “Everyone is viewing live, immutable data is immutable. The inherent advantage of blockchain is that you can trust the data on chain. And when there are different stakeholders from different places around the world, everyone can trust the data and know that original data has never been manipulated.” Addressing Global Supply Chain Challenges Addressing Global Supply Chain Challenges Supply chains are notoriously complex, involving numerous moving parts, compliance requirements, and geopolitical considerations. Morpheus.Network tackles these challenges head-on, with solutions tailored to specific industry needs, including food certification and cross-border trade. A notable example is their recent project with the Government of Mongolia. Morpheus.Network digitized the country's certificate of origin process, transforming a manual, paper-based system into a streamlined, blockchain-enabled digital process. "It's about making things run smoother and faster," says Weinberger. "We've shown Mongolia can have one of the most advanced certificate of origin solutions in the world." "This is the fourth government project we've undertaken," remarked Dan Weinberger. "I have also collaborated extensively with the United Nations, where I teach a masterclass on paperless trade. Many of the accolades we receive for our work with governments, such as in Argentina and Uganda, stem from the credibility we've built through our projects with other governments and the UN." Weinberger elaborated on the scope of their work, again referencing the example of the Certificate of Origin solution implemented for Mongolia. "Currently, we're participating in a European sandbox initiative focused on digitalizing documentation to streamline shipping across the EU." These efforts exemplify the company's strategy of expanding projects with partners and clients, proving their effectiveness, and then replicating these successes with new partners. "It's about growing projects, proving our capabilities, and then scaling up by working with the next partner or client," Weinberger explained. Adopting advanced supply chain techniques is no longer optional—it's essential for staying competitive. Companies that have already integrated these innovative methods are reaping significant benefits, while those that lag behind risk falling by the wayside, unable to compete with more technologically advanced peers. In the realm of supply chains, efficiency isn't just about speeding up shipping processes. It's about ensuring accuracy and compliance at every step. “Take the food and beverage industry, for example. Proper food certification is a critical part of the supply chain. Companies can't simply decide to ship products without the necessary food certificates. At Morpheus.Network, we incorporate food certification into supply chain documentation, ensuring that everything is handled correctly, especially when dealing with cross-border shipments. “Our approach integrates various elements—food certification, customs documentation, and more—into an automated system. This automation tackles existing inefficiencies, making processes smoother and more reliable,” he says. “It's exciting to engage with companies about their current practices and introduce them to more efficient methods. The biggest challenge, however, is education. Many businesses are not aware that there are better ways to manage their supply chains. Our goal is to show them how these advanced techniques can transform their operations, leading to greater efficiency and competitiveness.” Morpheus.Network's agnostic middleware approach sets it apart from competitors. Instead of replacing existing IT systems, it integrates seamlessly with them, supporting various ERP and TMS systems. This flexibility makes it easier for companies to adopt Morpheus.Network's solutions without overhauling their entire infrastructure. “We enable companies to continue using their existing IT stacks, whether they're utilizing SAP ERP, Oracle ERP, JD Edwards, Sage, Microsoft Dynamics, or other systems. Our middleware seamlessly integrates with various Transportation Management Systems (TMS), such as Magaya and other Cloud-based solutions, without the need to replace any of these systems. “Our middleware sits between these IT systems, embracing the specific technologies companies already use. This approach simplifies the integration of our solutions into their current processes. By being an agnostic middleware, we differentiate ourselves from others who insist on replacing existing systems with their own. Instead, we enhance backend automation based on the current systems companies have in place. “This strategy has proven advantageous. For example, we have successfully integrated our solutions with over 30 different ERPs into a single system. If we had required companies to switch to a single ERP like SAP, it would have involved a multimillion-dollar implementation. Instead, we incorporated the data from their existing systems into their supply chain at a much lower cost.” This approach not only preserves companies' existing investments but also enhances efficiency and integration, making Morpheus.Network a valuable partner in optimizing supply chain management. Currently, the company is expanding its reach to small and medium enterprises (SMEs) with a new product called Speed.supply. This self-managed platform allows SMEs to automate documentation, insurance, and IoT integration, with blockchain ensuring data integrity. Looking ahead, Weinberger sees blockchain as the backbone of data integrity, with AI and machine learning revolutionizing demand forecasting, maintenance, and congestion avoidance. "Making supply chains more efficient is a $2 trillion opportunity," Weinberger notes, emphasizing the importance of technology in driving these efficiencies. “Right now, we're thinking about our kids and their future. When it comes to carbon emissions, there's nothing in this world that emits carbon not even close, as much as the supply chains of businesses. 90% of all carbon emissions are the supply chains of businesses” (a statistic from the EPA (Environmental Protection Agency) Morpheus.Network's success is underpinned by a collaborative and innovative company culture. "We operate with a flat hierarchy," says Weinberger. "Everyone feels ownership of their projects and understands the bigger picture—making supply chains more efficient for the environment and the economy." As Morpheus.Network continues to grow, it remains dedicated to transforming the supply chain industry, proving that technological innovation and sustainability can go hand in hand.

Morpheus.Network: Changing the Face of  Global Supply Chains

**MIAMI, Florida, July 23rd, 2024/Chainwire/--**FLOKI, the cryptocurrency ecosystem, announced today that Valhalla, a MMORPG (Massively Multiplayer Online Role-Playing Game) spin on the classic Creature-Collection adventure, will be the Associate Sponsor for India’s Tour of Sri Lanka. This partnership will give Valhalla significant visibility through mid-wicket pitch mats, ground LED boards, backdrops, and other high-visibility ground assets. Floki is the people’s cryptocurrency and the utility token of the Floki Ecosystem. FLOKI aims to become the world’s most known and used cryptocurrency, focusing on utility, philanthropy, community, and marketing. India will be touring Sri Lanka following their historic T20 World Cup championship win in the USA. The series will commence with back-to-back T20Is on July 27, followed by ODIs starting on August 1, with a two-day gap between each match. The series is expected to attract significant viewership, with estimations predicting a cumulative viewership of 180 to 220 million for both the ODI and T20I series. Sri Lanka Cricket expressed excitement about the partnership, stating it will bring more visibility and engagement to the sport. A Media Representative for FLOKI said, "It is with great enthusiasm that we at FLOKI step into a partnership to sponsor the India Tour of Sri Lanka 2024, an arena where the sport's heart beats as fervently as our dedication to being a cryptocurrency for all.” “Building on our previous associations with Cricket, FLOKI continues the belief that cricket, like FLOKI, transcends boundaries and unites people from all walks of life. Valhalla gives gamers and fans a realistic platform that they can explore alone or as a clan, partake in a dynamic, player-driven economy to rise in the community ranks, and make their mark in the competitive, animated world mirroring the opportunities cricket provides in the real world. This partnership signifies our commitment to integrating the world of gaming, cryptocurrency, and sports in a meaningful way." The series will also mark the first time both teams play under their new coaches, Gautam Gambhir for India and Sanath Jayasuriya for Sri Lanka. The Pallekele International Cricket Stadium will host the T20Is, while the R Premadasa Stadium in Colombo will host the ODIs. About Valhalla Valhalla is a spin on the classic Creature-Collection adventure set in a vibrant, lively, MMORPG open-world inspired by Norse mythology. Players interact with a diverse set of eccentric creatures called Veras, discovering, taming, training, and trading them. Alone or as a clan, players partake in a dynamic, player-driven economy to rise in community ranks and achieve tactical supremacy on the hexagonal-grid battlefield. Website: Valhalla.game About Floki Floki is the people’s cryptocurrency and utility token of the Floki Ecosystem. Floki aims to become the world’s most known and used cryptocurrency, focusing on utility, philanthropy, community, and marketing. Floki currently has over 490,000 holders and a strong brand recognized globally thanks to strategic marketing partnerships. For more information, users can visit Floki's: Website | YouTube | Telegram | Instagram | TikTok | Discord | Facebook | Reddit | Twitch Contact Community Relations Officer Pedro Vidal Floki marketing@floki.com This story was distributed as a release by Chainwire under HackerNoon’s Business Blogging Program. Learn more about the program here. **MIAMI, Florida, July 23rd, 2024/Chainwire/--**FLOKI, the cryptocurrency ecosystem, announced today that Valhalla, a MMORPG (Massively Multiplayer Online Role-Playing Game) spin on the classic Creature-Collection adventure, will be the Associate Sponsor for India’s Tour of Sri Lanka. This partnership will give Valhalla significant visibility through mid-wicket pitch mats, ground LED boards, backdrops, and other high-visibility ground assets. Floki is the people’s cryptocurrency and the utility token of the Floki Ecosystem. FLOKI aims to become the world’s most known and used cryptocurrency, focusing on utility, philanthropy, community, and marketing. India will be touring Sri Lanka following their historic T20 World Cup championship win in the USA. The series will commence with back-to-back T20Is on July 27, followed by ODIs starting on August 1, with a two-day gap between each match. The series is expected to attract significant viewership, with estimations predicting a cumulative viewership of 180 to 220 million for both the ODI and T20I series. Sri Lanka Cricket expressed excitement about the partnership, stating it will bring more visibility and engagement to the sport. A Media Representative for FLOKI said, "It is with great enthusiasm that we at FLOKI step into a partnership to sponsor the India Tour of Sri Lanka 2024, an arena where the sport's heart beats as fervently as our dedication to being a cryptocurrency for all.” A Media Representative for FLOKI said, "It is with great enthusiasm that we at FLOKI step into a partnership to sponsor the India Tour of Sri Lanka 2024, an arena where the sport's heart beats as fervently as our dedication to being a cryptocurrency for all.” “Building on our previous associations with Cricket, FLOKI continues the belief that cricket, like FLOKI, transcends boundaries and unites people from all walks of life. Valhalla gives gamers and fans a realistic platform that they can explore alone or as a clan, partake in a dynamic, player-driven economy to rise in the community ranks, and make their mark in the competitive, animated world mirroring the opportunities cricket provides in the real world. This partnership signifies our commitment to integrating the world of gaming, cryptocurrency, and sports in a meaningful way." “Building on our previous associations with Cricket, FLOKI continues the belief that cricket, like FLOKI, transcends boundaries and unites people from all walks of life. Valhalla gives gamers and fans a realistic platform that they can explore alone or as a clan, partake in a dynamic, player-driven economy to rise in the community ranks, and make their mark in the competitive, animated world mirroring the opportunities cricket provides in the real world. This partnership signifies our commitment to integrating the world of gaming, cryptocurrency, and sports in a meaningful way." The series will also mark the first time both teams play under their new coaches, Gautam Gambhir for India and Sanath Jayasuriya for Sri Lanka. The Pallekele International Cricket Stadium will host the T20Is, while the R Premadasa Stadium in Colombo will host the ODIs. About Valhalla Valhalla is a spin on the classic Creature-Collection adventure set in a vibrant, lively, MMORPG open-world inspired by Norse mythology. Players interact with a diverse set of eccentric creatures called Veras, discovering, taming, training, and trading them. Alone or as a clan, players partake in a dynamic, player-driven economy to rise in community ranks and achieve tactical supremacy on the hexagonal-grid battlefield. Website: Valhalla.game Valhalla.game Valhalla.game About Floki Floki is the people’s cryptocurrency and utility token of the Floki Ecosystem. Floki aims to become the world’s most known and used cryptocurrency, focusing on utility, philanthropy, community, and marketing. Floki currently has over 490,000 holders and a strong brand recognized globally thanks to strategic marketing partnerships. For more information, users can visit Floki's: Floki Floki Website | YouTube | Telegram | Instagram | TikTok | Discord | Facebook | Reddit | Twitch Website Website YouTube YouTube Telegram Telegram Instagram Instagram TikTok TikTok Discord Discord Facebook Facebook Reddit Reddit Twitch Twitch Contact Community Relations Officer Pedro Vidal Floki marketing@floki.com This story was distributed as a release by Chainwire under HackerNoon’s Business Blogging Program. Learn more about the program here. This story was distributed as a release by Chainwire under HackerNoon’s Business Blogging Program. Learn more about the program here . here here

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