When Henry Ford commercialized the Model T, people blamed it for the breakdown of social order, because young men no longer had to court young women under the watchful eyes of her parents. Today, that concern seems more than antiquated.
As the old adage goes, this too shall pass. We will eventually figure out broadband and connectivity and we’ll look back and laugh (hopefully) at our current gyrations. Bell maintains, “We’ll always be able to work that stuff out.” Failure may be an option along the way, but the end result has always been success.
In the U.S., 46 percent of whites have smartphones, while 49 percent of Hispanics and African-Americans do.
“Minorities are very engaged with social networking,” says Horrigan, “but they’re less likely to use the Internet for educational purposes or interacting with government.”
For instance, the figure for those who participate in social networking is the same: 82 percent whether they have home broadband or just a smartphone.
Medic Mobile has a unique model. The company doesn’t focus on one specific mHealth application. Rather, it provides a mobile software and technology platform for putting mHealth tools in the hands of community health workers (CHWs), and lets organizations find innovative ways to use them.
“Our niche is open source and familiar technologies that focus on reinforcing health systems and health infrastructure through community health workers, who are typically the frontline individuals in healthcare in rural settings,” says Orton.
“The economic significance of East London’s digital economy means it is critical to get public policy right. Governments and city leaders all over the world dream of creating centres of technological innovation and expertise, to rival Silicon Valley and its multi-billion dollar tech giants. So far, however, most of these dreams have not amounted to much. There is certainly no simple formula for creating a successful high-tech cluster, let alone a world-beating one. Every high-tech cluster is different. The key is finding the right policy mix to suit local conditions.”
One of the challenging issues about deploying broadband – so they say – is the cost. Access rights. Construction. Lawsuits. All have an effect on time and resources.
That’s why it was particularly startling when I started finding references to communities that had found ways to deploy broadband using creative financing and cost structures.
What other municipalities – big and small – can take from these stories is a sense of optimism. It’s not a matter of size — it’s a matter of creativity. It’s not a matter of money — it’s a matter of commitment.
In part two of this series, I shared some additional details about the various services that are being delivered over the London 2012 Olympics intelligent network infrastructure.
Now I’ll share more background about the human (people) ingredients associated with the ICT infrastructure investment — and what I believe to be a valuable lesson-learned that we can all gain from this experience.
But first, I’d like to take this opportunity to congratulate the Atos and BT teams for their leadership and numerous contributions to making the London 2012 Olympics a resounding success.
You hear the term “M2M” a lot these days in the tech industry, and it means different things for different people. Broadly, machine-to-machine communications is about connecting devices — virtually any kind of devices — to network applications.
One of the biggest potential markets for connected devices is assisted living — applications to help elderly people live more independently and function better in their daily lives.
The concept is based on “ambient intelligence,” or building environments that are aware of, and can monitor and respond to, the people living in them.