Priyanka Chopra changes name to Priyanka Chopra Jonas on social media

Priyanka Chopra has changed her name on Instagram to Priyanka Chopra Jonas.

Priyanka Chopra has changed her name on Instagram to Priyanka Chopra Jonas.

Priyanka Chopra and Nick Jonas continue to melt millions of hearts around the globe with their adorable photos from their dreamy Jodhpur wedding. The stunning couple married on December 1 and 2, and solemnised their relationship with two ceremonies, keeping in mind each other’s faiths.

Priyanka has now changed her name on her Instagram handle, to Priyanka Chopra Jonas. There were several hints that she might, as before her wedding, Sky is Pink crew had surprised her with a cake, that had PCJ on it.

[“source=indiatoday]

Anchor dad gets videobombed 2.0. Internet cannot stop laughing

Zafar Jaspal's kid barging in on his live interview

Zafar Jaspal’s kid barging in on his live interview

Remember the Robert E Kelly or BBC dad, who became an internet sensation after his kids barged into his room during a live interview.

It was one of the funniest videos of 2017 and was so widely circulated that Professor Robert E Kelly became the BBC Dad.

In fact, Professor Kelly and his family made it to the social media Hall of Fame after his kids hilarious antics.

Well, it’s a new year, and there is a brand new dad on a new channel and he is giving an even more hilarious reaction to his kid.

[“source=forbes]

Digitas names regional creative leaders

Matt Cullen & Gary Tranter

In case you missed it, Digitas reverted to its original name this week, keeping the unicorn but dropping the LBi after 5 years.

Kingsley Taylor, formerly MD of Organic San Francisco, also assumed the same role at the network’s Bay Area office.

Now the shop has promoted Mike Frease to EVP, ECD in Chicago, where he had been SVP, GCD. At the same time, Morgan Carroll’s role has evolved from managing director, ECD to MD and executive creative chair.

The two will lead the creative team in Chicago moving forward.

“Mike has partnered with our clients to create iconic and award-winning campaigns. The results have been extraordinary—our Gold Lions, Pencils, Effies, and Grands Prix are proof of that,” said Carroll, who got promoted in summer of 2016. “More importantly, the work has embodied our commitment to combine creativity, technology, and data in ways that no other agency can.”

Frease had formerly led the agency’s work for Whirlpool, including the Maytag, KitchenAid and Jenn-Air brands. He joined the agency in 2014 after holding top roles at other Chicago shops including Leo Burnett, JWT and FCB.

The client’s “Care Counts” campaign won 38 medals at Cannes last year, and it also scored Adweek’s top honors for creative innovation.

[“Source-campaignasia”]

Family Office Leaders are Eager for Insights

Family Office Leaders are Eager for Insights

Single-family offices serving the financial and wealth management interests of rich families have become a growing force in global markets as wealth has boomed.

In the last 10 years, the number of single-family offices managing wealth management, investing and philanthropic needs for families with at least $200 million has doubled to as many as 15,000, according to Citi Private Bank. Yet little is known about how many of these offices—managing several trillion dollars of assets—operate. Even executives who run single-family offices are often in the dark about what their peers do.

But unlike the past, these execs are not as worried about privacy and confidentiality—they want to reach out and learn from other family offices. They view their role as more as an emissary for the families they serve, rather than a “gatekeeper,” keeping other outside experts at bay, says Stephen Campbell, chairman of Citi Private Bank’s global family office group, and the former chief investment officer of a large Seattle-based family office.

One way the veil can be lifted is by getting family office executives together, which private banks and wealth managers that serve them as advisors and bankers, try to do. In fact, many single-family office practitioners, once happy to work alone, are now eager for insights they can gain from their peers and will seek out opportunities to network with the right people, Campbell says.

“We’ve seen a significant pick up in interest in (learning) what’s working, what’s not working and how they can learn from the mistakes of others,” he says.

A familiar adage in financial services is that, “if you’ve seen one family office, you’ve seen one family office,” meaning, no two are alike. But the truth is, the operations of most family offices are very much the same, he says. Most of them have to manage investment portfolios, estate planning and philanthropy, as well as paying bills and handling legal affairs.

“Where they differ is in areas of culture and values, and in the governance biases and practices of the family,” he says.

Campbell’s insights are well-founded: Citi works with 1,100 family offices, most of them serving a single family. Most also use Citi as their primary bank, he says.

How families communicate with the offices that run their wealth management needs is one area that can differ wildly. One of the families Citi works with, for example, established a family office in a separate jurisdiction from where they lived, a practice that can provide tax advantages. The office was set up nine years ago with a staff to run it, but as of today, no one in the family has ever been there, Campbell says.

At the other extreme, a principal member of another family that works with Citi goes into his family office every Thursday, sometimes with other family members, and they cook a meal together with the staff. “Oddly enough, those are both models that work,” he says.

Citi has found families are willing to share what’s worked for them on a range of topics if they can exchange ideas with families of a similar wealth level and degree of sophistication. Two years ago, the private bank began a “family office leadership program” in New York, which includes 125 family-office executives serving the world’s “most affluent families,” Campbell says. The event has now spread to programs in Hong Kong and Dubai, and elsewhere to accommodate demand.

Because it’s difficult to cover all the topics families want to discuss, Citi is now rolling out a series of articles and white papers on nitty-gritty topics, like, “why family offices are increasingly relying upon bespoke remuneration packages to attract top executive talent” and “how grooming tomorrow’s family leaders can help preserve family wealth and influence and prevent discord in the family.”

There are a lot of “how-to” manuals on how to set up and run a family office, Campbell says, but “the nuance is in how and when to apply these concepts, and that’s what we’re tackling with these articles.”

[“Source-barrons”]

A quirky workspace for a creative workforce at Wieden+Kennedy’s

Pichwai-style illustrations of Wieden+Kennedy staff by artist Mahendra Kumar. Photo: Pradeep Gaur/Mint.

Pichwai-style illustrations of Wieden+Kennedy staff by artist Mahendra Kumar. Photo: Pradeep Gaur/Mint

Wearing a bright maroon printed dress and white Nikes, Sarina Grewal, 25, looks extremely comfortable sitting on the carpet in her office, talking animatedly to her colleague, Akhil Thakur, about a new design they are working on. Grewal and Thakur can often be found working together in the library area—even if it means sitting on the floor—to escape the noise and chatter near their desks. This jells well with the casual comfort vibe of Wieden+Kennedy’s (W+K’s) Delhi office. “I joined right after college because I didn’t want to waste time. This place made me want to stick around. It has been three years already!” says Grewal, an art director at the creative agency.

The mascot : The vibrant office in Saket, Delhi, is quite a hit. “I have often seen random people walking past and pointing out to the red horse at the entrance of our office. As a matter of fact, the red horse is the most popular selfie destination too,” she laughs. It has turned into a sort of mascot for the office, with official paraphernalia like coasters and tote bags bearing its picture.

Employees play a video game. Photo: Pradeep Gaur/Mint

Employees play a video game. Photo: Pradeep Gaur/Mint

This is not the only thing that makes the Delhi office stand out. On one side of the lounge is a ceiling full of illustrations. “These are all illustrations of my colleagues. When someone joins, we get their photos clicked, send it to a Pichwai artist, Mahendra Kumar in Ajmer, and get these illustrations made. It is a W+K tradition,” she says. The entrance also has a wall to showcase exemplary art/creative work by employees. For now, it also serves as a noticeboard announcing the next movie for their Thursday movie evenings.

“We have these fun things every week. Our Amsterdam office has wine Thursdays, so we decided to do movies instead. Some days we are at work till 2-3am and these things help us to de-stress,” adds Grewal.

Sarina Grewal next to a red horse that is a selfie magnet. Photo: Pradeep Gaur/Mint

Sarina Grewal next to a red horse that is a selfie magnet. Photo: Pradeep Gaur/Mint

The nomadic life: The W+K office is flexible about who sits where. By lunchtime, Grewal says, most people are sitting somewhere other than their usual seats, discussing projects. A round table near her work desk serves as an informal meeting space, as do couches in the lounge-cum-library area. The library is the most popular venue though, both for meetings and video-game sessions.

The studio has recently moved to the main office space. This, Grewal believes, is less alienating for the people working on the final product. The erstwhile studio is right opposite the main entrance, with a large Make In India lion standing proudly within. Make In India was one of the campaigns W+K worked on. Around the office are signs of other campaigns—posters from Nike’s last print campaign and miniature IndiGo aeroplane models.

Photo: Pradeep Gaur/Mint

Photo: Pradeep Gaur/Mint

The thinking spot: The library houses magazines and books on design and art. There are a few yearbooks as well. A table next to it serves as a standing desk—its height is adjustable. There are witty posters too. One such poster declares, “Be mediocre. You will sleep better.”

“The office is always very casual. You will see us joking and laughing. But then again, everyone here is passionate about the brands they get to handle. Which makes it a wonderful place to begin your career with,” Grewal says.

Photo: Pradeep Gaur/Mint

Photo: Pradeep Gaur/Mint

The Work Tour is a series which looks at how people are engaging with office design and how it impacts their productivity and positivity at work.

[“Source-livemint”]

Key Insights on the Online Tutoring Services Market in the US| Technavio

Image result for Key Insights on the Online Tutoring Services Market in the US| Technavio

LONDON–(BUSINESS WIRE)–May 25, 2018– projects the to post a CAGR of more than 9% during the forecast period. The increase in tutoring support for test preparation services is a key driver, which is expected to impact market growth through 2018-2022.

This press release features multimedia. View the full release here: https://www.businesswire.com/news/home/20180525005427/en/

Technavio has published a new market research report on the online tutoring services market in the US from 2018-2022. (Graphic: Business Wire)

The US education system is merit-based, wherein the student population must write at least two competitive exams during their education tenure. This increased the demand for test preparation services. There is a direct relation between the changes in exam structure and the demand for test preparation courses and materials.

This report is available at a USD 1,000 discount for a limited time only:

Save more with Technavio. Buy2 reports and get the third for FREE:

In this report, Technavio highlights the growing customization of tutoring services as one of the key emerging trends to drive the online tutoring services market in the US:

Growing customization of tutoring services

Personalized training is a significant development in the online tutoring services market in the US. Vendors are increasingly trying to tailor and align courses to the needs of the students. A variety of learning tools are available for differentiated instruction. The application of analytics is helping the online tutoring service providers to design content based on the insights gained from analytics.

According to a senior analyst at Technavio for research , “The need to keep students engaged and provide them with specialized training will lead to the growth of the market. The use of analytics will enable content designers to understand learning patterns and create content to provide effectively train and mentor students. It also helps provide real-time assessment of student performance.”

Looking for more information on this market?

Technavio’s sample reports are free of charge and contain multiple sections of the report such as the market size and forecast, drivers, challenges, trends, and more.

Market segmentation and analysis through 2022

This market research report segments the by end-user (higher education institutes and K-12 schools) and product (test preparation service and subject tutoring service).

The higher education institutes segment dominated the market in 2017, accounting for close to 66% of the market in 2017. The market share of this segment is expected to decrease by close to 5% over the forecast period in favor of the K-12 schools segment.

In 2017, test preparation service accounted for more than 56% of the market. The market share of this segment is expected to increase by a further 3% by 2022. The online tutoring services market in the US is growing because of the failure of the academic system to cope with the needs of the students.

About Technavio

is a leading global technology research and advisory company. Their research and analysis focuses on emerging market trends and provides actionable insights to help businesses identify market opportunities and develop effective strategies to optimize their market positions.

With over 500 specialized analysts, Technavio’s report library consists of more than 10,000 reports and counting, covering 800 technologies, spanning across 50 countries. Their client base consists of enterprises of all sizes, including more than 100 Fortune 500 companies. This growing client base relies on Technavio’s comprehensive coverage, extensive research, and actionable market insights to identify opportunities in existing and potential markets and assess their competitive positions within changing market scenarios.

If you are interested in more information, please contact our media team at .

[“Source-wlns”]

Supercharging your SEO with AI: Insights, automation and personalization

Recently, I had the pleasure of presenting at SMX London on Supercharging your SEO with AIand thought I would share some of the insights with Search Engine Land readers.

Google made global headlines with the demonstration of its new Duplex at this year’s I/O developers conference. This artificial intelligence (AI) system can “converse” in natural language with people to schedule an appointment at a hair salon or book a table at a restaurant, for example.

To pass the Turing Test, AI must behave in a manner indistinguishable from that of a human. To many, Google Duplex has proven that it can pass this test, but in truth, we are only seeing the beginnings of its future potential.


This particular use of AI made headlines because people are drawn to applications of AI that can mimic human interactions, whether in science fiction or in real life. While that response is driven by fascination, it is also host to an element of fear.

Can AI replace people?

As marketers, we typically encounter two perspectives on this. Either AI will take our jobs and render us obsolete or it will complement our skills and make us more effective.

According to a study by the Economist,  75 percent of executives say AI will be “actively implemented” in companies within the next three years, so this is more than a hypothetical discussion.

As hype turns to reality, we are realizing that the second perspective is the likely outcome. This would certainly be the most beneficial outcome, with PricewaterhouseCoopers predicting that AI will add $15.7 trillion to global GDP annually by 2030.

Moreover, AI is already all around us, embedded in products and services we use every day, like Netflix and Pandora.

Perhaps most pertinently to us as marketers, AI is deeply embedded in search, and it opens a raft of new opportunities for SEOs that embrace this technology early.

The role of AI in search

Artificial intelligence is making search more human. Although search does not yet “speak” to users in the same way the Google Duplex demo could, its objective is very similar.

Google’s RankBrain technology uses machine learning to understand the meaning of the content it crawls; it infers intent from ambiguous search queries; and it uses feedback data to improve the accuracy of its results.

In other words, it listens and it learns.

Though we may not always have visibility over these processes, we do see the outputs very clearly. Research by BrightEdge (my company) into a dataset of over 50 million keywords revealed that 84.4 percent of queries return universal search results. This occurs as Google uses AI to match the layout of search results pages to the user’s intent.

There are now 37 different search engine result page (SERP) categories, a number that will only increase over the coming months and years.

The potential for personalization has not yet been truly tapped, but Google’s Sundar Pichai recently made public its goal to be an “AI-first” company. As such, we should all expect the search landscape to change dramatically as AI takes center stage in the way it has already done in products like Google Photos and Google Lens.

As co-founder Sergey Brin put it:

“AI touches every single one of our main projects, ranging from search to photos to ads.”

The pace of development on this front is accelerating, as Google is all too aware that AI can simply deliver better, more personalized experiences for consumers. However, search marketers need to pay close attention to these technological advancements if they are to avail themselves of these opportunities for SEO.

How to supercharge SEO with AI

There are three key areas in which AI can improve SEO performance:

  • Insights.
  • Automation.
  • Personalization.

Insights

Artificial intelligence can process and interpret patterns in data at a scale people could simply never replicate. This makes it an essential complement to any search strategist, as AI can deliver the information we need to make informed decisions out of noisy, unstructured data.

Some common tasks where AI can aid search engine optimization (SEO) performance include:

  • Market trends analysis.
  • Site performance analysis.
  • Competitor insights.
  • Customer intent reports.
  • SERP performance.
  • SEO and pay-per-click spend management.

In each of these scenarios, AI can surface new insights that may otherwise have gone unnoticed. As search moves beyond the traditional SERP and becomes a multidisciplinary channel, this will be increasingly important. New developments like visual search are bringing to light the central role of AI in processing new types of media, too.

Pinterest uses deep learning to interpret the content and context of images, opening up new opportunities for retailers to capitalize on “discovery search.”


Google Lens plans to use augmented reality to blend the physical and virtual worlds, using objects as queries rather than typed keywords.

Of course, these developments will lead to the creation of invaluable data, with each interaction revealing something new about our audience. As marketers, we should employ AI to ensure that we capture, process and use this data correctly to shape our search strategies.

How can you use AI for SEO insights?

  • Understand underlying need in a customer journey.
  • Identify content opportunities.
  • Define opportunity space in the competitive context.
  • Map intent to content.
  • Use structured data and markup.
  • Invest in more long-tail content.
  • Ensure content can be crawled and surfaced easily by all user-agents.

Automation

SEO is a labor-intensive industry that requires a huge amount of attention over the long term. Where we can automate tasks to receive the same output we could produce ourselves, we should make this a top priority. The time saved through automation can be applied to the areas that require our skills, like strategy and creative content.

The chart below shows the average amount of time spent on the essential but at times repetitive task of keyword research based on the size of the site in question.

Here are some of the tasks that are ripe for automation in SEO:

  • Technical audits.
  • Keyword research.
  • Content optimization.
  • Content distribution.
  • Tag management.
  • Internal linking.

In these instances, computers do replace people, but we are in control of what they do, and it is a logical decision to hand over such tasks to artificial intelligence. In the process, we can free up valuable time to take on the more challenging aspects of SEO strategy.

Some tips to get started with AI for SEO automation:

  • Break down tasks into sub-tasks, then score their potential for automation from 0-10.
  • Use rule-based automation to handle simple but time-intensive jobs.
  • Find the right balance between human labor and automation.
  • Feed ML algorithms the right quality and quantity of data.
  • Focus on user experience and speed monitoring and alerts; engagement rates will only increase in importance.

Personalization

Personalization allows marketers to create relevant, useful experiences for each individual customer. Achieving this at scale requires technological assistance, with AI an integral part of this process.

Amazon has long been regarded as the market leader in personalization, as it takes user data to suggest new products based on their historical activity. This allows Amazon to surface products that do not typically receive much visibility, based on their relevance to each individual consumer.


Search marketers can take a number of lessons from this approach.

By mapping content to different states of intent, we can capitalize on these opportunities to cross-sell additional products.

This starts to move beyond traditional SEO and into the realm of vertical search optimization. We can see this trend in Google’s recent announcements, namely the integration of Assistant into Google Maps and the upgraded Google News app.


Content discovery is no longer limited to the search results page, so marketers must truly understand their consumers to ensure they can engage with them, anywhere and at any time.

Artificial intelligence is of vital importance at every stage of this journey. The field of predictive analytics, which makes predictions based on patterns in historical data, can help marketers to plan their content to meet consumer demand states.

How can you use AI for SEO personalization?

  • Create content by persona, customer journey stage and delivery mechanism.
  • Enhance user experience and conversion through personalization.
  • Use semantically specific pages to associate query and intent.
  • Use personalization and audience lists to nurture leads across search and social.
  • Use AI to help publish content at the right times on the right networks.

Conclusion

The artificial intelligence revolution is already upon us, and sophisticated marketers are taking advantage!

Most AI systems are invisible, but that does not lessen the significance of their inner workings. The search landscape is in constant flux, and consumers are creating vast amounts of data, all of which can be turned into insights.

Automation can help us make sense of these insights and free enough time for marketers to develop innovative, personalized strategies. There can be little doubt that the tech giants have gone AI-first. Marketers who follow suit can supercharge their SEO strategies by using AI in three core areas: insights, automation and personalization.

[“Source-searchengineland”]

Helping close divisions in the US: Insights from the American Well-Being Project

Image result for Helping close divisions in the US: Insights from the American Well-Being Project

Editor’s Note:The American Well-Being Project is a joint initiative between scholars at the Brookings Institution and Washington University in St. Louis.

Issues of despair in the United States are diverse, widespread, and politically fueled, ranging from concentrated poverty and crime in cities to the opioid crisis plaguing poor rural towns. Local leaders and actors in disconnected communities need public policy resources and inputs beyond what has traditionally been available.

Scholars at Brookings and Washington University in St. Louis are working together to analyze the issues underlying America’s disaffection and divisions in order to provide policy ideas for a better, more inclusive future. Through on-the-ground community research in Missouri—a microcosm of America’s problems—as well as the application of ongoing policy research, we hope to develop approaches that can tackle factors like lack of access to health care, scarcity of low-skilled jobs, weak education systems, and hollowed-out communities.

Simply put, we are asking how has the American Dream been broken and how can it be restored?

WHAT WE KNOW AND WHAT IS MISSING

In general, indicators such as economic growth and unemployment rates continue to improve in the U.S., as do some markers of well-being, such as longevity. Yet the aggregate indicators mask inequality of access and outcomes. Such indicators do not account, for example, for the decline in prime age male labor force participation, nor do they reflect the rising numbers of “deaths of despair” due to opioid or other drug overdoses, suicide, and other preventable causes. Such deaths are concentrated among less than college educated, middle-aged whites.

The past few decades have also seen a dramatic increase in the disability rate (the number of disabled Social Security beneficiaries), greater income inequality, and stagnating mobility rates. Different regions have had divergent fortunes, meanwhile, and many, particularly in the heartland where manufacturing has declined, are characterized by “left-behind” populations in poor health and with little hope for the future, and a hollowed out middle-class.

As such, the macro numbers simply do not capture the full picture of inequality, public frustration, and socioeconomic distress. Well-being metrics could be part of the solution in understanding trends among and across subpopulations.

Looking back on recent episodes of political upheaval, previous decades produced clear indicators that should have been seen as red flags for the current crisis. If we can better identify these risk factors in advance, then we can provide appropriate policy recommendations to those working in communities most affected, as well as anticipate the challenges of those populations and places at greatest risk.

HOW CAN RESEARCH AND DATA BE USED AT THE LOCAL LEVEL? THE APPLICATION OF SUBJECTIVE MEASURES

As we further explore metrics of well-being, the question will be how to analyze data in a way that is useable and valuable to local leaders. While well-being measures offer interesting insights, they are inherently subjective and focused on mindset rather than quantitative outcomes. Pairing well-being measures with traditional “hard” measures like GDP and employment rates has proven useful in the past.

As shown by research in Peru into the relationship of traditional economic and social measures to perceived well-being, status, identity, and inclusion, hope is a significant factor in determining success. People who are more hopeful tend to have better economic and social outcomes.

Communities should also strive to achieve a balance between hope and realism. Although our research shows that hope is a key determinant of well-being, excessive optimism can easily lead to disappointment.

Personal responsibility for success is also an important factor. To the extent that people blame themselves (or their neighbors) for the current social and economic challenges, pressure for policy responses is lost. Too much blame on individual agency makes a community unwilling to try to make things better through policy. The goal should be to achieve a healthy balance of outlooks, personal responsibility, and realistic understanding of chances for success.

Better indicators of people’s outlooks on life combined with indicators of opportunity and deprivation could help achieve this at the grassroots level. Novel approaches that combine quantitative and qualitative data can inform a range of community efforts. Scholars at Washington University have already taken the lead by using national data from call-in distress services for individuals and families, with the goal of identifying specific geographic information, down to the neighborhood level, on vulnerable areas.

Brookings scholars actively participated with the state of Colorado to implement a comprehensive system for monitoring mobility and opportunity—the Colorado Opportunity project, and in a separate effort, with the city of Santa Monica to design an effort to regularly monitor a range of well-being dimensions.

NEXT STEPS

Now is an opportune moment for local, regional, and state leaders to make positives changes in communities, rather than waiting for action at the federal level. And, given the complex nature of our crisis of divide and desperation, policies must be better targeted to different age, racial, and socioeconomic groups—and their circumstances, something best achieved at the local level.

Even if analyses and practices are adapted for specific geographic regions and demographic groups, local governance challenges will still make implementation difficult to achieve on the ground. Many communities lack local leadership and empowered community organizations. Nongovernmental organizations, state level governments, and even the private sector can help fill the leadership void in communities and support existing local efforts.

The fact is that the issues of despair in America have no one answer, nor does the responsibility fall on a single sector, institution, or group of people. It will take a concerted effort from many stakeholders, focusing on an immense set of challenges that differ from community to community.

Our collaboration between Brookings and Washington University aims to help those taking the lead by providing valuable data, analyses, and policy ideas.

[“Source-brookings”]

TRAI, BEREC Sign Memorandum on Preserving, Promoting Net Neutrality Rules

TRAI, BEREC Sign Memorandum on Preserving, Promoting Net Neutrality Rules

Left to Right: BEREC OAM Laszlo Igneczi, TRAI Chairman R.S. Sharma, BEREC Chair Johannes Gungl

Telecom regulators from India and the European Union (EU) met this week to announce their common understanding of the “building blocks of net neutralityrules”, and their intention to collaborate on regulations. Representatives of Telecom Regulatory Authority of India (TRAI) and the Body of European Regulators for Electronics Communication (BEREC) on Thursday in Sopat, Poland signed a memorandum of understanding (MoU) to “advocate for effective electronics communications regulation.” The two also released a “Joint Statement for the Open Internet”, that defined the heretofore mentioned building blocks.

The MoU was said to show the willingness of both sides to develop regular exchanges regarding the implementation and preservation of net neutrality rules. The regulators said they intend to “promote competitive markets, technological innovation, and value for consumers.”

In their joint statement, TRAI and BEREC listed what they consider to be the foundation of net neutrality rules, common to current frameworks of both India and EU. These included the enforcement of end users’ rights to send or receive information; the equal treatment of traffic; provision for reasonable traffic management if transparent and non-discriminatory; provision for commercial practices such as zero rating if they complement competition and promote an open Internet, and finally, the users’ right to detailed information on Internet providers, prices, as well as current traffic management measures.

The regulators may impose additional requirements allowed by their respective legislative frameworks on top of these building blocks, the joint statement added. Representing the two bodies were TRAI Chairman Dr. Ram Sewak Sharma and BEREC Chair Johannes Gungl. Commenting on the MoU, Gungl said, “Net neutrality is a vital principal and an open internet crucial for people around the globe. We are very happy to have TRAI as a partner to ensure a univocal protection of net neutrality principles for internet access services.”

R.S. Sharma said, “We consider that the internet will continue to be an enabler of growth and innovation for countries like India who can use technology to leapfrog to the next stage of development. Therefore, it is important that the internet is kept as an open and non-discriminatory platform. Our MoU with BEREC gives us an opportunity to not only work closely together in areas like net neutrality, but also to collaborate in areas where the EU has adopted a very effective regulatory framework like consumer protection, broadband development and promotion of NGA rollout.

[“Source-gadgets.ndtv”]

Continuous Testing Insights from 2018 DevTest Research

Continuous Testing Insights

The year is far from over, but there already several interesting DevTest surveys worth your attention. These studies don’t just quantify the obvious; they actually report some unexpected findings regarding how far and how fast we’re advancing, and offer some very specific advice on what’s needed to improve.

We strongly recommend that you spend some time reading all three of these surveys in their entirety. However, in case you’re short on time (or impatient … or both), we wanted to highlight the findings that are most pertinent for readers practicing or researching Continuous Testing.

Sauce Labs – Testing Trends for 2018: A Survey of Development and Testing Professionals

[Read the complete report]

2018 marks the fourth annual “Testing Trends” report, which is based on a global survey of more than 1,000 technology professionals responsible for developing and testing web and mobile applications.

Key findings in terms of testing include:

  • 87 percent report that management supports test automation initiatives.
  • 45 percent expect to increase spending on test automation in 2018 (55 percent at large companies).
  • The number of respondents with high levels of test automation dropped to 28 percent in 2018 from 32 percent in 2017 .
  • The release cadence is actually slowing, with hourly deployments dropping to 5 percent from 14 percent and daily deployments dropping to 27 percent from 34 percent.

In other words, everyone recognizes the value of test automation and most companies are willing to invest in it. However, test automation rates are actually decreasing, while Agile and DevOps adoption are steadily increasing. In the 2017 report, test automation rates increased slightly, and delivery speed also increased slightly. The 2018 reported a similar correlation: Test automation rates decreased, and the release cadence slowed down.

GitLab – 2018 Global Developer Report

[Read the complete report]

This expansive survey polled 5,296 software professionals from around the world. The majority of respondents were software developers or engineers who worked for small- to medium-sized businesses (SMB) in the hardware, services and SaaS industries.

Testing wasn’t a common topic in this development-focused research, but it did earn a prominent spot in the report. Testing was the No. 1 response to the question, “Where in the development process do you encounter the most delays?” A dubious honor—but not a surprising one. Last year’s DevOps Review polled an entirely different audience and came up with the exact same finding.

VersionOne – 12th Annual State of Agile Report

[Read the complete report]

The 12th edition of the world’s longest-running Agile study found that while 97 percent of the 1,492 respondents’ organizations are practicing Agile, 84 percent report that their Agile adoption is not yet mature.

Respondents feel strongly that two testing-related items would help them increase process maturity across both Agile and DevOps:

  • 83 percent want end-to-end traceability from business initiative through development, test and deployment.
  • 82 percent want better identification and measurement of risk prior to deployment.

Respondents also reported a relatively high level of adoption of development testing and “shift left” testing techniques. Adoption levels were reported at:

  • Unit testing – 75 percent.
  • Coding standards – 64 percent.
  • Pair programming – 36 percent.
  • TDD – 35 percent.
  • BDD – 17 percent.

Testers might also be interested in the survey’s feedback on Agile management tools. Usage rates were reported at:

  • Atlassian Jira – 58 percent.
  • VersionOne – 20 percent.
  • Microsoft TFS – 21 percent.
  • HP (now Micro Focus) Quality Center / ALM – 14 percent.

The most highly recommended tools were VersionOne, Jira and CA Agile Central. HP Agile Manager, Hansoft and HP Quality Center /ALM were the least likely to be recommended.

[“Source-devops”]