Twitter's Jack Dorsey pledges $3m to Colin Kaepernick's Know Your Rights Camp - CNET

The CEO's pledges also include help to feed the hungry, avoid eviction and connect running water to remote Indigenous communities.

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They've taken over several racist hashtags.

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This Star Trek key ring has a built in Tile tracker and is 25% off - CNET

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Honda and Acura recalling 136K cars over faulty fuel pumps - Roadshow

A number of models from the 2018-2020 model years are affected.

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Google removes app that helped eliminate Chinese apps from phones - CNET

Remove Chinese Apps was suspended for going against the search giant's Deceptive Behavior Policy.

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Atlas shrugs off talk of disintegration in magnificent video, using images from the Stereo-A spacecraft.

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Latest Tech News

Researchers at the external threat intelligence company IntSights have observed that stolen credentials for prominent YouTube accounts are increasingly being sold in online black markets and on Dark Web forums.

YouTube channels have long been considered valuable by cybercriminals who use them to expose a new audience to a wide rang of fraudulent activities including scams and malware.

However, YouTube accounts from compromised computers or from logs of credentials can bring in even more money for cybercriminals when sold online. Although less popular channels may not be as lucrative as ones with more subscribers, content creators rely on them for their revenue and may be willing to pay an attacker to get their content and access to their channels back.

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In order to gauge cybercriminals' interest in stolen YouTube accounts, one hacking forum recently decided to run a poll and the results show that 80 percent of its members would consider buying these stolen credentials.

Online auctions

Just as ransomware groups have begun to auction off stolen data, so to have cybercriminals who have acquired YouTube account credentials. 

In its blog post on the matter, IntSights showed one example where a seller was auctioning off  687 YouTube accounts at a starting price of $400 with a Blitz price of $5000 is someone wanted to buy the accounts outright. The auction was also set to end 24 hours after the last bid likely due to the fact that the seller wanted to sell off the stolen credentials fast before victims had a chance to contact Google support and explain the situation.

Although there are many ways for attackers to target YouTube channel owners, it appears as if the recent accounts that were up for sale were taken from databases containing Google credentials as well as from computers infected with malware.

IntSights recommends that all YouTubers protect their accounts by enabling two-factor authentication (2FA) as this makes it harder for cybercriminals to gain control of them in the first place.

• Also check out our complete list of the best antivirus software

Via BleepingComputer

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Disney+ Hotstar has released the first look at Sushmita Sen in its next original series — Aarya — under the “Hotstar Specials” banner. Aarya has been directed by Ram Madhvani, and is said to be a remake of the Dutch series Penoza.

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Riding on the initial success of its 32-inch and 43-inch smart LED TVs, Realme has announced that the company will introduce another TV in the Indian market. The company now aims at the premium LED TV category and is getting ready to launch a 55-inch LED TV.

Realme’s CEO, Madhav Sheth, in an interview with IANS, announced the plans of expanding the company’s smart TV portfolio without revealing details about the launch date. He mentioned that “our exploration to offer smarter TVs has just started, and we won't settle at these two sizes. The 55-inch TV is considered as premium and flagship size for TVs, so Realme is preparing to launch a brand new 55-inch TV to give users more ground-breaking experiences."

Earlier, he took to Twitter to announce that both the variants of Realme TVs went on sale through Flipkart and realme.com and claimed that the company sold over 15,000 TV sets in their maiden sale.

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 Realme TV 32-inch and 43-inch specifications 

The Smartphone maker announced Smart LED TVs in two different variants on 25th May. The 32-inch variant comes with HD resolution while the 43-inch version comes with a full HD resolution. These TVs offer brightness of up to 400 nits and come with a Chroma Boost technology for better image reproduction.

Both the TVs are powered by MSD6683 processor which supports HDR10 encoding and come with 1GB RAM and 8GB internal storage. Realme TVs come with a quad-speaker setup that offers 24W audio output.

Aside, the TVs also come with built-in streaming media platforms like Netflix, YouTube and Prime Video. Since these TVs are android-certified they have access to the Play Store and allows users to download thousands of other apps designed specifically for smart TVs. In terms of connectivity, the Realme Smart TV’s supports 2.4GHz WiFi and Infrared, Bluetooth 5.0 that allows multiple wireless connections.

The price of Realme TV 32-inch in India is set at Rs 12,999 while the Realme TV 43-inch retails at Rs 21,999.

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As consumers, we’re always chasing the latest tech trends, gadgets and innovations. From new tablets and hardware to social media and the latest apps, many of us jump at the chance to adopt the latest technology. Half of worldwide tech growth can be attributed to the demand for emerging innovation, whether that’s IoT-powered gadgets, digital assistants, or new immersive technologies, such as AR and VR. 

So why is it that when it comes to the tech we use in our working lives, it’s a very different kettle of fish?

The emotional disconnect

Compared with smartphones, tablets, and gaming devices they use at home, employees typically don’t share the same enthusiasm for the tech they rely on for their work, day in, day out. This applies as much to the gadgets they depend on while working remotely as to the devices they use in the office.

But research also shows that staff are reluctant to embrace new innovations at work, and managers are noticing. A study by MIT and Capgemini found more than six in ten managers surveyed feel the pace of technological change at work is too slow, primarily due to a “lack of urgency” and an inability to communicate the strategic benefits of new tools. This is a problem for organisations trying stay ahead of the curve and achieve the benefits of digitization.

If employees aren’t comfortable with the technology they’re given, or aren’t aware of the value it brings, they’re likely to reject it.

Change, no matter how small or large, can lead to dissatisfaction, potentially damaging staff morale. A feeling of reluctance can be a major obstacle to achieving digitization goals. And, in the worst-case scenario, employees shunning plans for digitization could seriously stall business growth.

How can businesses overcome the emotional disconnect between personal and office technology? The answers lie empowering staff to take ownership of their technology, helping them to use it fluently, having more open communication and ensuring the foundations that support new innovation are strong and scalable.

Empowering staff decision making and ownership

With many employees feeling disconnected from the technology they use at work, some companies are already taking steps to address this by devolving decisions about the technology they need to individual staff members.. This is particularly important when staff are working remotely and may not have access to the same tools they would do normally.

Facebook and Shopify have given 5,000 of their global staff members the equivalent of $1,000 to help them set up home offices, with staff able to use the budget to buy technology that will make the biggest difference to them as an individual. This includes budget to purchase new laptops and hardware devices to adapt to the ‘new normal’. This is giving employees a degree of tech freedom, keeping them personally engaged with the devices they choose to buy and then use when working - much like with their own personal technology.

Businesses can take this a step further by facilitating BYOD (bring your own device) policies. Rather than providing staff with costly company issue mobile phones and data packages, businesses can empower staff to use their own devices. One study shows that allowing employees to bring their own portable devices to work can save an average of 58 minutes per day, while increasing productivity by 34%, as well as potentially delivering cost savings for the business.

Capitalizing on the BYOD trend can give staff greater freedom in their technology choices. Rather than battling to get them enthusiastic about office equipment, it allows them to make use of devices they are fluent and comfortable using – boosting wider business productivity.

This won’t work for every device, business and employee, which is why it’s also vital that businesses also invest properly in staff training so they can fluently use their devices and the technology they need to do their job. As well as needing the right tools to do their job – staff also need to feel confident using them.

By creating a training-positive culture and ensuring employees feel equipped to use new innovations, the true power of workplace technology can be unlocked. It will help to enrich working lives, streamline tasks and boost overall collaboration – ultimately increasing productivity and enhancing the end product or service.

Communication and the path to progress

At home, you probably wouldn’t purchase a new communal tablet or computer without input from your family or the other people using it. The same principle should apply in the workplace.

Conversations need to be had on what staff want and need; how current systems are performing; and how they can be improved. This not only helps organisations to plan ahead, but also makes it easier for employees to get on board and feel connected to new upgrades and additions when they are delivered.

87 per cent of workers think leaders should reconsider the way they think about technology. This means ensuring employees are included when it comes to decision-making. Another study illustrates that more collaborative decision-making boosts employee satisfaction, helping to identify wants and needs and ensuring they’re addressed.

For employers to make positive changes and adopt the right technology, they must consult those who use it most. If management is transparent with staff surrounding their digitization plans, then employees will be more likely to buy into their office technology and use it in the most beneficial way possible.

If employees have a say in decisions surrounding the day-to-day systems they use, it will prevent leaders from forcing potentially unwanted tech on staff. This also contributes towards a more fluent understanding of the relationship with IT departments – helping technology meet the requirements of employees and giving them unparalleled support when needed. It ultimately fosters more of a positive connection between employees and their technology.

A change in mindset

Business leaders can’t simply purchase the newest, flashiest technology and think the job is done. Employees need to feel bought into the tech they use to make digitization a success.

Innovation can have a positive impact, but only if employees are empowered to use new digital tools. That means having meaningful dialogue about how technology can support staff, empowering employees to take ownership of this, providing proper training and investing in the right foundations.

Digital change doesn’t have to be difficult. So long as a business has the appropriate resilient and flexible foundational networks in place, and is willing to work collaboratively with staff to roll out technological improvements, new technology can deliver meaningful change.

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Technology is moving rapidly, driven by innovation and accelerated by consumer experience and demand. The energy sector is no exception. The industry is facing an additional challenge: meeting the world’s energy needs while reducing carbon emissions. But how? One answer is through digital transformation.

Driven by a need to change, many energy companies have publicly committed to reinvention, using technology to underpin their net zero ambitions. It is therefore imperative that digital solutions are always integrated effectively into the change. How energy companies are able to attract digital talent and place digital at the center of their business model will be key in making this reinvention a success. Digital capability is a vital ingredient in making a net zero carbon future a reality.

Opportunities for digital talent?

Digital roles were once perceived as a support function – enabling the ‘real’ work, however they are now central to the success of an energy company. Digital talent now holds the key to delivering the innovation required to meet both financial and environmental objectives.

There’s an opportunity for digital specialists to join energy companies, with endless possibilities to build out their expertise and contribute to a greater purpose. Data scientists can use analytics to assess the performance of initiatives aimed at reducing carbon emissions. Robotics specialists leverage virtual reality to improve the safety and quality of sub-sea inspection program. And artificial intelligence (AI) experts experiment with machine learning to identify and unlock new ways to model energy generation.

Digital is directly impacting the way energy is created through new technology and experimentation. In the wind energy space they are running AI algorithms on edge processors in real-time to undertake drone-based blade inspections. Earlier work required cloud computing resources to process data and is now running on significantly smaller edge computing resources. The aim is to produce actionable insights during data acquisition— eventually enabling real-time autonomous decisions, as well as developing a drone controller capable of learning and adapting to environmental real-time changes without supervision, using neuromorphic hardware.

This is the crux of digital transformation: bringing these skills and new technologies into a business to enable transition. Combining internal robust engineering knowledge, software development and data engineering working in an agile way, energy companies empower digital specialists to innovate and find new solutions that will deliver a low carbon future.

Data, the future of energy?

Data lies at the heart of digital transformation. This is the core of a digital strategy, and the way data is collected, stored and used directly impacts decision making. Constantly increasing the capability to combine data from across the business and through analytical integration, an energy company is able to modernize business workflows through automation and AI, radically improving productivity and business outcomes by providing end-to-end insights.

Data is being used in many dynamic ways to improve work processes. Digital specialists build predictive analytics applications by applying artificial intelligence and machine learning to production surveillance to prevent the breakdown of planned work, automatically reducing effort for the end user and lowering maintenance costs.

Another instance of leveraging data is the creation of digital twin applications. A digital twin is a dynamic software model of a physical asset that relies on data to understand its state, respond to changes, improve operations, and add value. Through the use of intellectual assets, we systematically codify our know-how and empower the energy sector to increasingly drive key operation decisions. A digital twin application is used to help visualize how an asset, such as a wind farm, is working. The results of this modelling are then applied to make sure that things are running as efficiently and sustainably as possible.

Thirdly, there is the smart utilization of Internet of Things (IoT) to deliver new business value leveraging established IoT and edge analytics capability. This includes the ability to deploy sensors where additional data is required, along with powerful data analytics platforms. Data plays a huge role in improving the way we produce the energy the world needs in a sustainable way. How data is collected, managed and used to inform business decisions will be the key differentiator in advancing the energy transition – few industries offer this opportunity for impact.

What does this mean for digital talent?

To bridge the digital talent gap, energy companies are re-skilling their staff by teaching software engineering languages and other digital skills that are needed for this industry evolution, however, this isn’t enough. There’s an increasing need to hire the best digital talent on the market to enable the speed of transformation required to feed the world’s demands while transitioning to more sustainable needs. 

For digital specialists, the opportunity for innovation and discovery at an energy company is immense. The sector is evolving, and digital talent is the key towards realizing a low carbon future.

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Just a few months ago, 17-year-old Taylor Cassidy was spending hours flailing her arms in an attempt to pick up the latest dance move the "Renegade." That all changed as Cassidy watched videos by Black Lives Matter (BLM) and eventually began creating video skits on TikTok to illustrate the racial injustice she and her friends face on a daily basis.

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WhatsApp users on Tuesday took to Twitter to voice their concerns about a weird issue that prevented the previews for Twitter links from showing up in chats.

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