The Art of Doing

An Internet for Robots

RoboEarth, the so called Internet for robots, does for automated machines what the Internet does for humans–offering users the ability to both teach one another and learn.

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Twenty-five years ago Tim Berners-Lee first proposed the World Wide Web–perhaps man’s greatest source of shared knowledge, connecting several billion users worldwide. Now robots are getting their own.

RoboEarth, the so called Internet for robots, does for automated machines what the Internet does for humans–offering users the ability to both teach one another and learn. RoboEarth, funded by the European Commission, is the work of researchers at Eindhoven University in the Netherlands and five other European institutes, who have been working on the system for over four years. And last week they unveiled RoboEarth’s first live public demonstration of robots working collaboratively together.

Most robots exist to perform tasks more efficiently and cheaper than humans. Or to do things that humans can’t. But when it comes to learning most robots are no smarter than the parts they are made from. In fact, most robots are designed to perform a single routine task. And if that task changes or the conditions in which it’s being performed change, the robot can become useless.

Heico Sandee, RoboEarth’s project manager, discussed this limitation of robots, describing the situation of a company that told him that when they make even a small change in one of their products, they have to reprogram and reinstall all of the robots they use for automation. “This adds up to 80% of what it would cost them to simply buy all new robots,” Sandee said.

RoboEarth was created to solve this problem of robot inflexibility. By allowing robots to learn from one another, the robots can engage in a dynamic evolutionary process. They can adapt to their changing environment and learn the more subtle and sophisticated behaviors and actions required to work with humans. Continue reading “An Internet for Robots”

How To Be A Superachiever: The 10 Qualities That Matter

What it takes to be a superachiever, “Talent is just the beginning…,” a Forbes video and article on “The Art of Doing”

Forbes created this video and a feature article based on an interview with us.

What do actor Alec Baldwin game-show champion Ken Jennings and baseball icon Yogi Berra have in common? That’s what husband-and-wife duo Camille Sweeney and Josh Gosfield set out to discover. For their upcoming book The Art of Doing: How Superachievers Do What They Do and How They Do It So Well, they interviewed 36 star performers that climbed to the tops of their various fields.

The full article is here.

 

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No Managers Required How Zappos’s is Ditching Old Corporate Structure for Something New

After making its move to the new downtown Las Vegas campus as part of Tony Hsieh’s Las Vegas revitalization quest, Zappos is making another radical change.

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After making its move to the new downtown Las Vegas campus as part of Tony Hsieh’s Las Vegas revitalization quest, Zappos is making another radical change. 

No more job titles. No more managers. No more hierarchical decisions. By this time next year, Zappos’s 1,500 workers will be organized into something called a holacracy.

Holacracy is a little known organizational management system that’s is gaining a toehold in the business world. Zappos, so far, is its biggest adopter. Holacracy takes its name from the Greek word holos, a single, autonomous, self-sufficient unit, that is, at the same time, dependent on a larger unit. Think of a human cell’s relationship to the entire body.

Brian Robertson, founder of HolacracyOne and advisor to Zappos and other companies on how to adopt holacracy describes human beings as sensors who observe errors and inefficiencies in systems, and can intuit possible fixes. He describes the gap between what is (current reality) and what could be as a “tension.”

In traditional corporate hierarchies Robertson found that employees who observed inefficiencies or had ideas for improvements would have to go to a boss, who would go to their boss, who would go to their boss and so on. Often this critical information that could lead the company to meaningful change simply slipped through the cracks.  “When there is lack of clear and effective channels for processing tensions,” Robertson says, it can leave people frustrated, burnt-out, and disengaged.

So how does holacracy work?  Continue reading “No Managers Required How Zappos’s is Ditching Old Corporate Structure for Something New”