When the University of Chicago asked a panel of leading economists about automation, 76 percent agreed that it had not historically decreased employment. But when asked about the more recent past, they were less sanguine. About 33 percent said technology was a central reason that median wages had been stagnant over the past decade, 20 percent said it was not and 29 percent were unsure. Perhaps the most worrisome development is how poorly the job market is already functioning for many workers. More than 16 percent of men between the ages of 25 and 54 are not working, up from 5 percent in the late 1960s; 30 percent of women in this age group are not working, up from 25 percent in the late 1990s. For those who are working, wage growth has been weak, while corporate profits have surged. "We're going to enter a world in which there's more wealth and less need to work," says Erik Brynjolfsson. "That should be good news. But if we just put it on autopilot, there's no guarantee this will work out."
In this Slashdot video interview hosted by Timothy Lord, Yasir gives what is essentially a primer on the law behind Non-Disclosure Agreements (NDAs) and how they differ from Non-Competes. Sooner or later you're going to encounter -- or even write -- an NDA, and you'd better know the law behind what you're doing. Naturally, today's interview isn't specific legal advice about a particular situation. If you want that, you need to hire a lawyer to advise you. But Yasir (a long-time Slashdot reader. BTW) has shared enough knowledge in this interview that it will help you deal with many NDA situations on your own, and how to tell when you really should have a lawyer by your side. (Alternate Video Link )
The case involves a practice called product hopping where brand name manufacturers make a slight alteration to their prescription drug (PDF) and engage in marketing efforts to shift consumers from the old version to the new to insulate the drug company from generic competition for several years. For its part Actavis argued that an injunction would be "unprecedented and extraordinary" and would cause the company "great financial harm, including unnecessary manufacturing and marketing costs." Namenda has been a big seller. In the last fiscal year, the drug generated $1.5 billion in sales. The drug costs about $300 a month.
Instead, today's IT department is scrambling to deliver technology offerings that won't get laughed at — or, just as bad, ignored — by a modern workforce raised on slick smartphones and consumer services powered by data centers far more powerful than the one their company uses. And those services work better and faster than the programs they offer, partly because consumers don't have to worry about all the constraints that IT does, from security and privacy to, you know, actually being profitable. Plus, while IT still has to maintain all the old desktop apps, it also needs to make sure mobile users can do whatever they need to from anywhere at any time.
And that's just the users. IT's issues with corporate peers and leaders may be even rockier. Between shadow IT and other Software-as-a-Service, estimates say that 1 in 5 technology operations dollars are now being spent outside the IT department, and many think that figure is actually much higher. New digital initiatives are increasingly being driven by marketing and other business functions, not by IT. Today's CMOs often outrank the CIO, whose role may be constrained to keeping the infrastructure running at the lowest possible cost instead of bringing strategic value to the organization. Hardly a recipe for success and influence.