Tech & Policy Shifts: AI, DEI, and Industry Moves (S4) S7

Episode Transcript
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(00:06):
Hi everyone, I'm John C. Morley, the host of
The JMOR Tech Talk Show and Inspirations for
Your Life.

(00:50):
Hey guys, welcome to The JMOR Tech Talk Show
Show.
It is great to be with you.
It is Valentine's Day today.
So if you're watching this on Valentine's Day,
well, happy Valentine's Day to you.
Otherwise, I definitely want to thank you for
tuning in because it's always a great program
here.

(01:10):
And I hope you had a great Valentine's
Day if you're watching this after Valentine's Day.
I am John Seymour, a serial entrepreneur, and
I'm not only a podcast host, but I'm
also a podcast coach.
And it is great to be with you
again here on, yes, on The JMOR Tech
Talk Show.
And so I want to let you guys

(01:31):
know that we are actually in our, yeah,
our fourth series.
We're on show seven, Tech and Policy Shifts,
AI, DEI, and Industry Moves.
Well, that's a lot to get into one
sentence, isn't it?
All right.
So welcome, everyone.
I am your host, John Seymour, a serial
entrepreneur.

(01:52):
I'm not only a podcast host, but I'm
also a podcast coach, and it is a
privilege and pleasure to be with you guys
once again on another day or another evening
or whenever you're watching us.
You can always tune in to BelieveMeAchieve.com
as well as catching us live on a
variety of different places.

(02:13):
So thank you so much for tuning in.
I'm going to give you the latest in
tech, AI, industry shifts, and don't miss all
the great stuff.
So again, welcome to The JMOR Tech Talk Show
Show.
Let's just kick this off.
All right.
So the world of technology is moving at
lightning speed.
And so The JMOR Tech Talk Show has

(02:36):
all the insider insights that you could ever
need from major corporate decisions to groundbreaking AI
advancements to some of the things that we're
covering this week in our episode.
Join me now as I break down the
top headlines, including Accenture's DEI goal changes, Oracle
AI powered financial tools, Google's diversity target shift,

(02:57):
and much more.
Whether you're a tech enthusiast or a business
leader, there's something for everyone here on the
show.
And if you'd like to go grab something
from the kitchen, maybe it's something hot, something
cold, maybe it's something healthy, maybe it's something
sweet or something tart, whatever that be, go
ahead and get that and hurry on back
because we want to get this show going.

(03:18):
All right, everyone.
So the first thing I want to talk
about is Accenture.
So Accenture ends their DEI goals.
And before I get into this, you're probably
saying, John, what the heck is DEI?
Well, that's a very, very good question.
So DEI actually stands for something.
It's diversity, equity and inclusion.
So basically, it's all about no discrimination and

(03:41):
everyone should be included.
Inclusivity.
So Accenture's recent decision to pause its diversity,
equity and inclusion policy and goals has sparked
some heated discussions across the corporate world.
In light of shifting political dynamics, some companies
are rethinking the way they approach DEI policies,

(04:03):
especially in the light of regulatory and political
pressure.
While Accenture remains committed to promoting diversity.
They've opted to take a different approach that
doesn't tie them to specific numerical goals.
So this move is seen as a response
to the growing challenge companies face in navigating

(04:26):
the intersection of workplace diversity and evolving political
landscapes.
And I know you're probably saying, hey, John,
you know, that's something crazy, but you know,
it's the truth.
It is our world.
And this move is seen as a response
to the growing challenges companies are facing.
In navigating the intersection of workplace diversity and
evolving political landscapes as DEI efforts face more

(04:48):
scrutiny.
This decision may set a new precedent for
other major companies.
I know just the other day on TTI,
I was posting and I got a lot
of flack about this telling me, you know,
who am I to post something like this?
And I just told people that, look, I'm
just sharing what's going on.

(05:10):
And, you know, they're like, well, you know,
people shouldn't get hired just because they have
some type of, you know, diversity reason.
I said, well, you know, companies are supposed
to hire so many people that fit into
that umbrella.
Now, of course, they have to be skilled.
Right.
But you'd be surprised how many people were

(05:31):
just like trying to take my head off.
And I was like, I'm just stating some
facts.
And I was curious about your opinion.
But some people, they're very well vested in
this area where they just don't want to
discuss anything because they're annoyed because other people
have taken their jobs.
And so the whole idea of DEI is
to give everyone a chance, release religion, etc.

(05:55):
And so by doing this, it allows these
people to be in a pool.
But it doesn't mean that they can get
hired just because of that diversity.
They still have to have the right skills.
It just means that they have to hire
somebody with those skills.
That's part of a diversity.

(06:17):
And so, as I said to you, as
the DEI efforts face more scrutiny, the decision
could set a precedent and it could make
a big change.
But this DEI Accenture issue, it's big, ladies
and gentlemen.
I mean, basically, the headline was Accenture scraps

(06:37):
diversity and inclusion goals.
And this is something that many people didn't
expect, rolling back DEI targets and stuff like
that.
And we're just going to have to keep
an eye on it.
But I feel that this is going to
be a moving target, that you're not going

(07:00):
to be able to just say like, yes
or no to this.
There's going to have to be some things
that get milled over, I should say.
Number two, Oracle launches a AI-powered financial
pricing model.
So Oracle has unveiled a cutting edge, is
what they call it, AI-driven financial pricing

(07:20):
model that is poised to change the game
for business across industries.
The new software harnesses machine learning algorithms to
analyze financial data, predict future trends and provide
businesses with smarter pricing strategies.
They claim that by using AI, Oracle's software
will offer a level of precision and scalability

(07:41):
that traditional methods simply can't match.
This innovation, they claim, is especially crucial for
companies in the financial sector, where accurate pricing
and forecasts are essential for profitability and sustainability.
As Oracle's AI-powered pricing model continues to
evolve, it could redefine how financial departments operate

(08:02):
and make strategic decisions.
I know you're probably saying, was the Oracle
AI price model a good idea?
And I can't give you an answer on
that right now because it just rolled out
not too long ago.
And so if we can understand that they're

(08:24):
making this shift and the reason they're trying
to do this is because, first of all,
everyone in the AI industry is trying to
make more money.
All right.
You've got sites out there that were selling
AI services for a dollar and two dollars.
Now you've got sites that are selling AI
services for as much as fifty dollars for

(08:47):
an hour or 15 minutes.
So you might say, why?
And this is a great question that we
can get into.
Why are AI prices for, let's say, software
as a service increasing?
That's probably the thing.
If we've got more scale.

(09:09):
I think the reason it's increasing is because
people are paying more money for AI.
So that means things like, you know, cooling
farms, right, for data centers.
And because it's costing more money to operate,
they've got to push this down the pipe

(09:31):
to the consumer or to the developer or
the business user or whoever it is.
And so this is the real reason why
they're doing it.
So you're going to see a lot more
add-ons for AI enhancements.
Video companies are doing this, that do video
editing software that are online as software as

(09:52):
a service.
A lot of tools out there are coming
with, let's say, a limited set of AI
intelligence.
Or what they're doing is they're giving you
so many credits free, or I shouldn't say
free, included with your subscription every month.

(10:12):
Adobe's moving to this model, or Canva moved
to this model.
And although the credits might be, you know,
a lot, I think Canva does like 500
or 800.
And so although they do a lot, the
question is, are they doing enough?

(10:33):
Because, you see, when you use these systems
and you ask it to engage its AI
abilities, if you're not happy with the result,
guess what happens?
There's no refunds.
And if the place does do a refund,
well, they're going to cancel your subscription.
So I think we've just got to be
cognizant of what's going on in this world

(10:56):
and the fact that we're going to expect
to pay a lot more money for AI
software.
This is very important.
We will pay more money for AI and
AI software services.
And it's because it's costing everyone else more
money.
The question people ask all the time is,

(11:17):
you know, how much does artificial intelligence really
cost?
And so, you know, that's a great question.
AI pricing is all over the map.
Analysts predicted spending on AI systems had really

(11:38):
toppled over 118 billion in 2022.
And they claim that it's going to surpass
300, let me say that number again, 300
billion in the next few years.
But how much does AI intelligence really cost?
That's a tough question.
From enterprises to startups, everyone's asking.

(11:59):
The good news is that AI pricing covers
a lot of different areas.
Third party AI software can cost you anywhere
from zero dollars to $40,000 a year.
Custom AI solutions can cost you anywhere from,
let's just say, $6,000 to $300,000

(12:20):
a year.
So in comparison, custom AI solutions cost anywhere
from $6,000 to about $300,000.
The price tag includes development and rollout because
there's a lot that has to go into
that training and things like that.
Ongoing AI services for consulting and things like
that generally cost less and depend on the

(12:41):
consultant's hourly fee.
The average AI consultant right now, and I'm
not giving you prices of what we charge,
but I'm just telling what the average AI
consultant is charging between $200 and $350 per
hour.
If your company uses third party AI software,
like for a pre-built chatbot, you can
expect to pay $40,000 per year to

(13:04):
manage that.
So what determines the cost?
It seems like this really gray area, and
it is.
So companies can choose from several different types
of AI software solutions.
One is a chatbot, which you all know
what chatbots are, analysis systems, virtual assistants, project
types, things like, is it a drift?

(13:28):
Drifts are between $400 to $1,000 a
month.
And that's kind of like a scale that
could go up or down.
Then you've got things that are more set
at a lower cost, but they're also never
going to really go up, except if you
go to their premium plan, like some of
the video people are doing.
So TARs are typically $99 to $499 a

(13:51):
month.
And so in comparison, prices for developing a
custom chatbot could start at $6,000 and
go up to $15,000.
So AI features have a lot of different
things, right?
You have data format, you have data storage,
you have data structure, you can have unstructured
or structured.
And by structured, we can also make our
own structure, our own data structure.

(14:13):
I won't get into that today because that's
a whole basically showing itself.
Data processing speed, the minimum accuracy rate for
predictions, data visualization, dash requirements, and more.
And there's even, we talk about data storage,
there's even the type of storage.

(14:33):
So are they going to mechanical commercial drives?
They're enterprise for like servers.
Are they going to SSD drives, which are
more money?
Or are they going to like M.2
chips, right?
So this is the thing.
And most people don't realize that AI is

(14:54):
going to keep like moving around the industry.
And I attribute that to basically be about
demand.
And so as more people are using AI
and it becomes more readily available, guess what's
going to happen?
The price is going to go lower.
But as we right now don't have a

(15:14):
lot of people and there's a lot of
people in the AI world, believe it or
not, that are acting fraudulently.
So you got to be very careful.
So I want to let you know that
the AI price structure is going to be
very volatile over the next few years because
they want to see, you know, are people
willing to pay that kind of money?

(15:36):
And if they are, well, they're going to
charge it.
I'm just going to show you one right
now or actually tell you about one, I
should say.
So like AI services for one type of
a management type service, just to give you
an idea of what some companies are charging.
And hopefully this gives you a little bit

(15:58):
of an idea to maybe what you can
expect.
So typically a lot of companies will give
you something free, right?
But it's usually not much.
It'll have watermarks in it or it'll be
limited to a very short period of time.
A lot of places, when you click on
pricing, guess what happens?
They don't always want to show you the

(16:19):
pricing.
So there are things like where they want
you to test the product out.
So they'll give you like one seat per
company.
You'll get maybe three minutes of processing time
per month.
And you might get nine projects you can
manage at a time.

(16:40):
Then some companies will go up to $18.
And so the difference is if you basically,
if you pay it monthly, it's $29.
If you pay it, let's say, in the
spectrum of paying it yearly, then it's $18.
So what would you get in that package?
Well, you would get the ability to have

(17:01):
access to more languages.
You'd be able to remove the company's logo
if they're providing a service.
That logo will be removed from whatever you're
producing, projects, et cetera.
You would get to have one seat and
you'd also get to have three alternate seats
that you could flip around.
You typically would get about 120 minutes of

(17:22):
AI processing time.
And you also would then get something like
chat and email support only.
So then you can move over to their
third tier.
And this is just giving you some ideas
where that's more of like a manager package
and that one runs like $64 a month.
And excuse me, if you did it monthly,

(17:42):
it's $89 a month.
But if you did it yearly, it comes
out to be a little bit less money.
Right?
So if you pay it yearly, it's going
to be $64 a month.
That's a huge jump, right?
I can't believe I'm seeing those numbers.
So $64 versus $89, that's huge, right?

(18:10):
$89 minus $64.
Why?
They don't want to be in the monthly
billing game.
That's a $25 difference in a year, ladies
and gentlemen, that is going to be a
$300 difference.
So the manager level typically will give you
the ability to have some ability to connect
to other systems.
You'll have some API access to their tools.

(18:30):
You'll have one seat and then you'll have
five people that you can invite to be
on the system with you and remove their
access, et cetera.
You typically get about 360 minutes.
Now, when I was giving you the time,
I want to be very clear about this
time.
The one that I told you about the
18, that wasn't 120 minutes a month.
That was 120 minutes a year.

(18:53):
So, you know, if you go down to
the monthly, it's 10 minutes a month on
the manager package, it's 30 minutes a month
or yearly, it's 360 minutes a year.
See how that works.
You also at that manager level, you have
priority chat and email support.

(19:15):
And then if you really want to pull
everything all out, you can go into the
enterprise level.
And well, they start charging a lot of
money at the enterprise level.
You start getting things like built-in brand
kits, you get one click conversions, which is
really nice.
You also get something called SAML and SSO.

(19:37):
So SAML is a security assertion markup language,
single sign-on interface platform, and a way
for users to log into mobile applications using
one set of credentials, SAML, S-A-M
-L.
So that's what you get.
You also get the ability to have unlimited

(20:01):
personal projects, business projects.
You can customize the number of people that
you have plus yourself.
You can have in that kind of time,
it goes all over the place.
So you could be paying a lot of
money.
So why don't I share this with you?
I want to let you know that AI

(20:23):
is not new and more companies out there
are really trying to take advantage of people
by charging them as much as they can.
Think of it like this.
Have you ever gone to like a ballpark,
whether it's Yankee Stadium, Mets, or what have
you, and you go there, right?
And let's just take this for a moment.
If you go buy, let's say a bottle

(20:45):
of water at, I don't know, let's say
BJ's or Sam's Club, right, what do they
charge you for, let's say, a bottle of
water at BJ's or Sam's Club from their,
I think they have like a little vending
machine there, and if I remember the last
time that I went to BJ's and I
wanted like a bottle of water, but I

(21:06):
have my RO at home, it was 25
cents.
Now, if you go to a restaurant and
ask for a bottle of water, how much
will you pay?
Well, it's going to vary what kind of
restaurant.
Is it sparkling?
Is it still water, right?
How much will you pay for water at

(21:29):
a restaurant?
Well, you could pay anywhere, ladies and gentlemen,
from let's say if it's a pizza place,
anywhere from $4 to you could pay as
much as some restaurants might charge five or
$6, so the question is, how much is
a bottle of water at Yankee Stadium, how

(21:53):
much is a bottle of water at Yankee
Stadium, is everyone ready for this, $8, $8,
how much is a bottle of water at
Met Stadium, I would guess it's probably going
to be the same price, but let's just
say, actually it's a lot less at Met

(22:16):
Stadium, it's $4.25, that's MetLife Stadium, that's
a big, big difference, that's MetLife, okay, but
if you think about a bottle of water,

(22:37):
let's say a bottle of water at Disney
World.
Now, there's a reason I'm going this way,
okay, so a bottle of water at Disney
World typically will cost $3.50 to $4,
okay, you're going to one of those places,
you're paying a lot more money, how much
is a bottle of water at the US
Olympics?

(22:58):
You'll see where I'm going in a minute,
so a bottle of water at the US
Olympics, you ready for this, a bottle, just
a plain bottle of water at the Olympics,
how much do you think you're going to
pay for that, well, they have something called

(23:20):
single-use plastic bottles is what they do,
what do you think the price will be
for that at the Olympics, you're ready for
the price, okay.
So, a 500 milliliter basically set of fizzy
drinks, fans are typically being charged when it

(23:43):
was in Europe, it was five pounds, so
that's roughly $5.43, so that's not terribly
crazy, right.
Now, here's one that I think could be
very interesting, how much is a bottle of
water, or let's just, how much is a

(24:04):
bottle of water in Fiji, again, you'll see
where I'm going this way.
So, a bottle of Fiji water in Fiji
itself is simply cheaper than it is in
other countries, Fiji's water is 35 cents to
50 cents for a small bottle, how much
is Fiji water in the US, well, it's

(24:28):
a lot more money.
You're typically going to pay two to $4,
so why am I making this up, the
reason I'm telling this is that it's about
supply and demand, that's really the issue, so
we'll keep an eye and I'll let you
know what's happening there.
Google is entering the realm, Google drops their
diversity hiring targets as well now.

(24:48):
I see a pattern, it's like we first
saw the one with Accenture, now Google, there
might be a lot more, they're going to
jump on board, right.
So, Google has announced that it will be
discontinuing its diversity hiring targets, a shift that's
creating waves in the tech world, and the
decision reflects broader changes in the company's approach
to diversity and inclusion.
Focusing on broadening the hiring pool without being

(25:10):
tied to specific quotas, Google has emphasized that
it remains committed to fostering an inclusive workplace,
but will now focus on more holistic approaches
to recruitment, talent development, and retention.
That's just a lot of political nonsense, if
you ask me.
This move has drawn mixed reactions with some
applauding it as more organic approach to diversity,

(25:32):
while others see it as a step back
from Google's previous initiatives to create a more
representative workforce.
This shift raises important questions about how companies
can balance inclusivity with a commitment to merit
-based hiring, so I said this to you
guys once before, when we say that we're
on a path to have a diversity set

(25:54):
of workforce, it doesn't mean that we're going
to hire people because they're in a diverse
class, we're going to try to hire so
much of our staff from there, but they
still have to have the credentials, if they
don't have the credentials, guess what happens?
We're not hiring them, right?

(26:15):
I think a lot of people just don't
understand that it's still based on merit, but
diversity is just the first filter, and then
of course, if they don't have enough people,
then they'll open up to other people.
Wabi and Volvo team up on self-driving
trucks.
This is really cool, ladies and gentlemen.
The partnership between Wabi, a self-driving technology

(26:35):
startup, and Volvo, a global leader in commercial
vehicles, is a game changer for logistics and
transportation industries.
The collaboration aims to bring self-driving trucks
to the roads in a bid to improve
efficiency, safety, and cost effectiveness in the trucking
industry.
Wabi's cutting-edge AI technology combined with Volvo's
engineering expertise is creating a powerful platform for

(26:57):
autonomous vehicles.
This technology could reduce human error, improve safety,
and lower operational costs for businesses in the
freight and logistics sectors.
I said it could, I didn't say that
it will, I said it could.
With both companies investing heavily in the autonomous
vehicles, this partnership could help accelerate the widespread
adoption of self-driving trucks across the globe.

(27:23):
That's pretty amazing.
So, just so you know who Wabi is,
in case you were wondering.
So, Wabi is earmarked to say they're the
next generation of autonomous trucking powered by generative
AI.
In fact, one of the quotes I'm going
to read from their founder, Raquel Erteson, and

(27:44):
the person says, quote, self-driving trucks have
the potential to change the world of logistics,
saving many lives and providing a more sustainable
future.
Wabi's generative AI technology is turning that promise
into reality with a safe, efficient, and scalable
solution unlike anything else in the market, close
quote.

(28:04):
So, the thing about Wabi that's very, very
interesting is they've got a very unique group
of people.
And some of the people that are leading
investors and advisors to them are Uber, NVIDIA,
Porsche, Volvo, 8VC, OMRS, O-M-E-R

(28:29):
-S, and it's interesting that they're doing this.
I think it's a very interesting thing.
And the question is, is this going to
span?
And I think it will.
Looking at a little bit of their culture
and how they work, they're kind of set

(28:51):
up in a very playful type environment where
they have their creative workspaces, they have a
nice team that I can see, and they
all have some good qualifications.
But I think what's going to be interesting
about this is if they're able to pull
this off with the trucking industry, right, the
logistic industry, it's not going to be long

(29:12):
before this actually creeps into, yes, personal vehicles
and personal SUVs.
Well, Trump's eyes, TikTok sale.
Donald Trump is once again making headlines with
a statement regarding the potential sale of TikTok,

(29:32):
the popular social media platform amid ongoing concerns
about national security and data privacy.
Trump has claimed that there is a strong
interest in purchasing the app, possibly restructuring it
to meet regulatory concerns.
The ongoing debate over TikTok's ownership has raised
critical questions about the role of foreign-owned
tech companies in the United States, especially regarding

(29:55):
data protection and privacy.
The potential sale would undoubtedly reshape the future
of TikTok and could have far reaching implications
for the social media industry as a whole.
As the TikTok saga continues, we're likely to
see more twists and turns in the high
stakes corporate drama.
So the question everyone's asking is, so how

(30:16):
long does TikTok have till they would have
to shut down?
Well, it looks like they're not really fearing
this right now.
You know, they uphold the ban temporarily.

(30:37):
And the question is, you know, how many
days does TikTok have to sell?
It's really up in the air.
They claim that they halted the ban for
75 days.
This is what they claim.
And so 75 days, giving China's based owner

(31:02):
ByteDance more time to sell a stake in
the platform or reach a deal with Trump
after that whirlwind period that had happened in
which the ultra popular social media platform took
itself offline for US users for more than
12 hours over the weekend until Trump pledged
to act.
Now I want to let you know, it
was not TikTok and ByteDance that did what

(31:24):
they were supposed to take themselves offline.
The reason they went offline, I don't know
if you guys know this, it's because it's
operated by a lot of US run places
and they didn't want to get dinged or
fined.
That's really the truth.
That's the real reason.
So they don't have a lot of time.
Again, they are giving them 75 days.

(31:45):
So we're gonna have to see what happens
there.
But I'm very curious, is Trump going to
be successful in asking them to pay 100
million to us so that we can own
half of it and basically police it?
There's so many people that want to buy
it, but TikTok's very careful and critical about
who they want to sell it to.
And number six is hot topic for this

(32:06):
week.
I think you're going to like is Australia's
exempts YouTube from social media ban.
So Australia's recent decision to exempt YouTube from
its controversial social media ban has raised eyebrows,
particularly regarding the future of digital platforms in

(32:28):
the country.
The exemption comes after significant lobbying from YouTube
and other tech companies, and it marks a
win for platforms with millions of users.
However, the move also raises questions about censorship,
free speech, and the ability of tech giants
to influence policy decisions.
Some critics argue that the decision is too
lenient and could get a dangerous precedent, potentially

(32:50):
undermining the government's authority over tech regulation.
As this case unfolds, it will likely spark
a wider global debate about the balance between
government oversight and corporate control of social media
platforms.
Yeah, we're going to be following this very
closely and I'll be letting you know what
happens.
But I definitely think they're going to get

(33:12):
some pushback from a lot of people.
Number seven.
Well, I hope you guys enjoyed the Super
Bowl and I hope the team that you
were rooting for won.
Google made a little bit of a boo
-boo.
Google fixes an AI mistake in their Super
Bowl ad.
So Google recently made headlines when it corrected
an AI powered mistake in a Super Bowl

(33:33):
ad.
Yeah, Google used AI to produce their ad.
That's really terrible.
The ad, which was meant to showcase Google's
AI capabilities, initially contained an error in one
of the facts it presented.
The quick correction highlights the challenges that even
the most advanced AI systems can face, particularly
when it comes to ensuring the accuracy of
data used in real time applications.

(33:54):
While the incident was rare for Google, it
serves as a reminder that AI, while very
powerful, still requires human oversight to ensure its
functionality and integrity.
Understanding this and being able to acknowledge the
sparks that flew from all this discussion about

(34:15):
responsibility and companies having to be part of
when they use AI in public facing campaigns
and advertisements is really something we have to
be concerned about.
I don't know if you guys know this,
but AI makes a lot of mistakes.
And one thing I don't know if you
know is why is it that AI can't

(34:36):
do simple math?
Why is it that AI...
So AI can do math, but the challenges
come from how it processes information.
So AI systems, like most of the systems
online, rely on patterns and probabilities to generate
responses, which sometimes can lead to mistakes and
simple tasks like arithmetic.

(34:58):
The key reason is that they don't understand
math in the same way humans do.
Relying on rules that encode in algorithms and
generating answers, and sometimes errors arise in how
these rules are applied or interpreted.
For instance, the system can accurately calculate most
complex math problems or help with advanced tasks.

(35:18):
But there are cases where misinterpretation of inputs
or issues and how the math is modeled
can cause a mistake.
And these problems are typically rooted in the
way AI processes language and structures, things that
are put together and used to represent numbers.
However, when it comes to simple or straightforward
calculations, AI is typically, they say, very accurate,

(35:40):
just a matter of making sure the instructions
are clear and correct.
I have to tell you that's what most
people would say.
But I disagree with that last statement.
And the reason is I've tested it myself.
So I'll give you a perfect example.
Go to your AI system of choice, doesn't
matter which one, and tell it you'd like

(36:00):
to learn mental math, all right?
And tell it that you're going to go
to the store and you're going to buy
something and you want to get change back.
Don't give you the answer, but you want
to figure out the answer and you want
to be given advice whether you're on the
right track or not.
Well, a couple of things are going to
happen.
One, the system is probably going to just

(36:21):
flat out give you the answers you're going
to have to keep going through and say,
no, no, you messed up.
I told you not to give me the
answer.
Give me another problem.
Oh, you're right.
I'm sorry.
I interrupted you.
That's not really good.
I'll do that again.
Okay, fine.
So after you've done that two or three
times, they've been frustrated to you know what
about that, now you've got another issue.
So now it gives you the problem and

(36:43):
you start working on a typical way you
work on a problem is you take the
number that you're at and you basically take
the dollar, so if it's whatever it is,
20 or whatever it is, you want to
bring the number that you're basically spending up
to a funny number, like I'll say a
funny number, basically a familiar number.

(37:04):
And so then you would use that rounding,
you'd subtract, you'd add, and then you'd remember
to do the reverse in the back.
But what would happen is the system would
get all messed up with the rounding.
And if you try it, it would tell
you you're wrong.
You're like, well, wait a minute.
I think you're wrong.
And like, oh, you're exactly right.
So don't trust AI to teach you math

(37:25):
because you'll be very disappointed.
And a UK hospital uses AI for lung
cancer detection.
This is pretty remarkable.
This means a lot to me because I
don't know if you guys know this, but
my, it would be my grandfather on my
dad's side and try not to cry here,

(37:47):
but he actually died, um, when I was
in second grade.
Uh, so, um, the thing that was a
little bit, um, let's say jarring about this
is that, um, I had learned, um, later
on that he smoked like eight packs a
day.
And so, um, when he heard that I

(38:10):
was going to be born, uh, like within
a year or six months of me going
to be born, he decided to give up
smoking and cause he didn't think that would
be good to have that around me.
It wouldn't be a good thing for my
health.
So he wanted to make sure he gave
that up and he did just wish the
grandpa would have done it earlier.
So what happened was that, um, that year

(38:31):
it was either, I was even second grade
or third grade.
It was one of those two grades.
And I remember, um, we had just moved
into a new house from one side of
town to the other, and my grandfather was
amazing.
He would encourage me to the nines.
In fact, at that age, he was probably
one of the best people that I knew

(38:53):
who would encourage me and could just make
me believe I could do anything.
And with his support, I did.
He knew how I loved electronics when I
was in school.
And so I went to a, um, a
Roman Catholic, uh, uh, grammar school.
And, uh, he would always pick me up

(39:15):
on first Fridays.
And one of the things he would do
is he would take me out to, um,
he would take me out to the, uh,
uh, I had a local, um, hardware store
in our shopping center.
And, um, we went to the hardware store
and we'd pick up some things.
He says, John, what do you want?
I said, well, I don't know.
What do you want to make?
I don't know.
Well, let's make a doorbell.

(39:36):
And he's like, okay.
He's like, pick what kind of doorbell you
want.
I want the one that's lighted.
And I want this.
So I picked all the fancy things and
what color wire do you want?
Oh, we need a battery.
And, and the guy in the store is
like, what are you guys doing?
I said, just building stuff.
And, um, my parents' whole basement was just
wired with all kinds of bell wire and
so many different things.
But anyway, uh, it was that second or

(39:59):
third year and, uh, it was around Thanksgiving
time.
And my grandfather had gotten rushed to the
hospital.
And when he was rushed to the hospital,
you know, first thing I was just grandpa.
Okay.
He, he did this doing some tests.
He'll be fine.
So he still didn't come out.
And it's been a couple of weeks and
it was a Thanksgiving Eve.

(40:22):
And I remember my grandmother, I was sitting
in the lobby at the hospital and I
remember her coming down, uh, to the, uh,
waiting room.
And, um, I was allowed to go see
him, but she didn't want me to go
see him.

(40:44):
My parents like, you know, you have to
wait, you know, until a grandma comes back
and then, you know, we can have somebody
else go up because you only could be
two people in the room at one time
with something like that.
And I think my mom was already up.
There's somebody like, you have to wait for
her to come back and then you could
go up.
Okay.
Fine.
So, um, she came down and, uh, my

(41:07):
mom also came down.
I said, well, you're both down.
I said, then mom, you and I can
both go up.
And, um, my grandmother, she gave me, I'm
trying not to cry.
She gave me this little tiny Turkey.
My grandfather loved chocolate and I like chocolate
too.
And he gave me this little tiny Turkey
off of his cupcake.

(41:29):
Uh, which is what my grandmother gave me.
And she said, uh, John, she says, um,
you know, grandpa, uh, uh, wanted to give
this to, I said, oh, let's, let's go
see grandpa.
And, uh, she's like, oh, John, we can't
right now.
Oh, okay.
Well, we'll wait.
He's, he's finishing dinner.
We'll wait.
Um, she's like, well, he, he kind of

(41:51):
went to a farm and I said, well,
all right.
Well, well, well, I'm sure he'll be back
soon.
I mean, it's not that late.
I'm sure he'll, uh, what kind of farm?
She's like, well, I said, he'll be back
soon.
She's like, and she's like, um, probably.
And so my parents were just looking her
with like an eye, you know, like they
knew something was up there.
Like, you know, my, you really got to

(42:11):
tell him.
I was like, grandma, tell me what?
And she looked in my eyes and she
said, John, she says, um, grandpa's, uh, um,
grandpa's not coming back anymore.
Well, what happened?
Where'd he go?
And, uh, she said the words and I

(42:33):
knew as soon as she said those words,
uh, John, um, he passed away and I'm
trying not to cry here, but every time,
um, I think about the story, it gets
so emotional, but the reason I wanted to
tell you the story is because of this,
this lung thing.
So my grandfather died of lung cancer and

(42:56):
there was never really any great detection for
it.
I mean, he smoked and I says, well,
I'll never smoke, never do drugs or anything
like that.
I didn't want to be around somebody that's
vaping or smoking.
I mean, I take my health very, very
seriously and I hope all of you do
too.
But, um, I never got to go upstairs.

(43:18):
I never got to hold his hand.
I never got to say, Hey, grandpa, I
love you.
Thank you.
He knew I loved him, but I never
got to say anything to him.
The last time I talked to him was,

(43:38):
I'm going to say maybe a couple weeks
ago when I went to visit him and
he was just having tests done and grandma
felt really bad and she wouldn't let me
go see him, but she said she thought
she was protecting me from him.
She didn't want to have me exposed to

(43:58):
this.
And, um, that year was a little hard.
We had our Thanksgiving, it was a quiet
Thanksgiving.
And then we, uh, cause Thanksgiving was actually
that night.
And we went home, we went and had
Thanksgiving dinner.
It was a very sad Thanksgiving.
Uh, and I remember, I remember the next

(44:21):
thing that happened was, um, after this, this,
this day, uh, we had Christmas.
And the thing about Christmas that was interesting
is my grandmother didn't want to do anything
specific.
And so, um, uh, because of the holidays,

(44:41):
she didn't want to do anything specific.
And because of that, uh, she didn't want
to do anything specific.
Uh, she didn't want to really celebrate the
holidays.
And I said to, to my mom, I
said, so we're not going to celebrate Christmas
this year.
And she's like, uh, I guess not.
Grandma doesn't want us to.

(45:02):
So I went to grandma and I said,
grandma, I said, um, I know grandpa passed
away and I miss him.
I said, um, is there, is there a
chance that maybe we can at least, I
don't know, can we just have a tree?
That'd be okay.
And she, uh, broke out in tears and

(45:24):
she said, we can not only have a
tree, we can have Christmas, Santa can come
and we can have presents and you can
have a great Christmas.
That's amazing.
But she says, I don't want anything for
Christmas.

(45:45):
What?
She's you can have Christmas because grandpa would
want you to have Christmas, but I'm not
going to celebrate Christmas.
I'll be there with you, but I'm not
going to open any, um, gifts or anything
like that.
I'll be there to take pictures.
I won't wear red or anything like that

(46:06):
for Christmas.
I'll wear black.
And she told my parents the same thing,
you know, um, you know, you can, um,
you can buy me gifts.
Um, and you know, uh, she said, uh,
that she would buy gifts to my parents,

(46:29):
but she didn't want any gifts.
And this just got me to realize how
it's really important to love the people that
are in your life.
So, um, this UK hospital story about cancer
detection really, uh, has a chord with me
and now you know why.
A hospital in the UK has begun using,

(46:52):
um, AI to detect lung cancer, um, more
efficiently and accurately.
And by utilizing deep learning algorithms, AI is
helping to analyze medical images and pinpoint early
signs of lung cancer that may be missed
by human doctors.
Early detection is critical in improving patient outcomes.
And this AI powered approach could be a

(47:14):
game changer in the fight against cancer.
This development signals the growing role of AI
in healthcare and where it's not only assisting
with diagnosis, but also offering doctors new ways
to provide personalized treatment plans for patients.
If successful, this initiative could expand globally, revolutionizing

(47:37):
cancer detection and treatment.
And the part I want to end on
with just that point is, um, if you
know somebody that's smoking, try to get them
to stop as soon as they can.
Uh, smoking does a lot of bad things
to your lungs.
And my grandpa knew this, but he was
addicted to it.
And the one good thing that he taught

(47:59):
me, I should say the one positive thing
I can share with you about his passing.
We said to him, I'm knowing that he
loved me and he was such a good
supporter of me and he just was so
encouraging to me to do anything.
But everybody else said you couldn't do it.
Grandpa said, of course you can do it.
And I was able to do it.

(48:20):
One thing I want to leave with you
on this point is that, um, he was
a good man.
And if he didn't smoke, he would have
lived many, many years.
He was healthy in all other regards.
And my grandmother said something to me when,

(48:44):
um, I told her, thank you for the
turkey, um, which we have like the spoon
collection and it's home by mom and it's
like spoon cabinet.
I, um, she said, you know, I want
to let you know something.
I want to let you know that, uh,
grandpa handed this to you and he says,

(49:09):
he used to call me Johnny.
He says, uh, make sure my Johnny gets
this.
And, uh, he asked her, am I going
to get to see him?
And she said, um, um, his name was
John.
John, I don't think it's a good idea

(49:30):
that we bring him here now.
And he was very sad, but I was
very grateful.
And what I learned from this is that
never smoke, never do drugs or anything like
that, because it was a very priceless lesson.

(49:52):
I remember when smoking was even allowed in
some restaurants and they had these smoke rooms.
You probably remember this many years ago.
I'd have to like, hold my breath.
I couldn't stand it.
I always want to sit in non-smoking.
It was so nice to have restaurants that
were basically not smoking anymore.
Again, I know that was a little deep,
but I want to share that story.
The story was very personal to me and

(50:14):
it really tied into that story that hopefully
will, uh, maybe give you some insight, uh,
and on a lighter note, NASA, uh, partners
on a world, uh, deepest research pool project.
Um, so, uh, they've joined forces, um, with,
uh, NASA joined forces with scientists to study
extreme environments through the world's deepest research pools.

(50:37):
The collaboration will provide research with a unique
opportunity to simulate the conditions that astronauts might
face on future deep space missions.
The research pools, extreme depth and conditions allow
for a variety of related, uh, trips to
space exploration, including underwater robotics, human endurance, and

(50:57):
environmental science.
The project marks a significant milestone in both
space and ocean exploration, helping scientists develop technologies
and strategies that one day could be applied
to the exploration of distant planets.
I think that's cool.
And I know what a lot of you
are going to ask me, John, is, uh,

(51:18):
how deep, um, is this new, um, NASA,
uh, pool, uh, they are building.
Uh, so, um, this pool is, uh, basically,
uh, being built.
Um, it's going to be, uh, 50 meters

(51:39):
or 164 feet in depth on a 10
acre, um, at the Aero hub enterprise zone
at the Cornwall airport in New Quay.
Uh, so that's a really interesting thing.
You don't hear about things like that every
day.
Uh, number 11, digital therapy apps are helping
teens with depression.
Now, a new digital therapy app is designed

(52:01):
to help teenagers manage depression, um, and it's
making waves in mental health space.
The app uses cognitive behavioral therapy, CBT, one
of the most effective treatment methods for depression
to guide teens through interactive exercises and self
-care strategies.
It provides a safe and accessible space for

(52:23):
teens to address their mental health challenges, offering
a personalized approach that can be accessed anywhere
and at any time.
And as, uh, mental health continues to be
a critical issue among teens, this app provides
much needed support in a world where mental
health resources can be limited.
And maybe your son or daughter might be

(52:43):
away at college.
This might be a great thing to give
them.
And again, you don't have to say that
these things are to classify your son or
daughter a certain way.
It's a resource.
And if this resource is able to make
them happy to be alive, I think that's
amazing.
And I think that's the time that, you

(53:05):
know, there's no labels put on anyone.
Here's a tool.
If you're feeling lonely and you want to
connect and you want to feel a little
better, try this tool out, doesn't mean you're
this or you're that.
It's just a tool to help you feel
better.
And, uh, it's not drugs.
And I think that's a great thing.
Uh, smart glasses, um, are struggling with battery

(53:26):
life and smart glasses are one of the
most anticipated glasses, um, wearable technologies, but they're
still facing the challenge, um, which is battery
life and many of the current glass models
are unable to last long enough to be
truly practical for everyday use with some devices
requiring recharging after a few hours, despite advancements
in battery technology, uh, finding a way to

(53:49):
extend the battery life seems to be almost
impossible for a lot as the demand for
wearable tech continues to rise, the smart glasses
industry is racing to overcome this challenge.
And I think as you understand that power
has been a challenge for us in a
lot of areas, it's been a challenge for
us in, um, in technology.

(54:09):
And if you guys know, around 2002, um,
you know, the Pentium chips, uh, the P2
chips were taking like over a hundred, three,
a hundred, uh, four volts, a lot of
power.
And, um, that's why, you know, if you
notice processors kind of slowed down quite a
bit, the frequencies, like they didn't get so
fast anymore.

(54:30):
Then they had to go into other technology,
like parallelism and stuff like that.
Uh, I'm not going to get into all
that, but I just want to let you
know that power has been what's changed so
many industries.
And I think that's a, an important thing.
And Google does something, which I don't think
is really the nicest thing.
Speaking about DEI, uh, Google's calendar removes pride

(54:51):
BHM events over sustainability concerns.
So Google calendar users have expressed frustration over
noticing culture events like pride month, uh, black
history month and others, uh, they're diversity related
and they've just vanished from the platforms default
listings.
Google explained, uh, that it had previously manually
added such events, but maintaining this broad set

(55:13):
of culture observances was unsustainable.
In mid 2004, the company reverted to showing
only public holidays and national services from time
and date, uh, .com globally users can still
manually add events, but this change has sparked
criticism from some who view it as a
retreat from inclusivity.
And I have to agree.
I think it is about inclusivity.

(55:35):
And I think there is something that they're
all trying to hide against.
And I think it's the fact that they're
looking for funding and they feel that if
they embrace inclusivity, they might not get it.
So I think it's about money and, um,
you know, putting a few things on a
calendar, what did that take them?

(55:55):
No time at all.
If it took somebody an hour to maintain
the calendar for the year, that's not long
at all.
So I've lost a lot of respect for
Google, to be honest with you.
And our last story for tonight is a
real good one.
Amazon, uh, is going to pay 4 million
to settle driver tips lawsuit.
Amazon has agreed to pay nearly 4 million

(56:16):
to settle, uh, the charges that it improperly
use tips received by delivery drivers to subsidize
its labor costs.
The lawsuit brought by the district of Columbia's
attorney general alleged that Amazon misled customers about
how tips were used within its flex program,
which allows individuals to deliver packages with their

(56:36):
own cars.
The settlement follows a previous 61.7 million,
uh, payment to resolve similar accusations from the
FTC, the federal trade commission in 2021.
And the company denies wrongdoing, but under the
settlement terms, it will pay fines, legal fees,
and update its website to clarify how tips
affect driver earnings.
I'm sorry.

(56:57):
If you didn't do anything wrong, then you
shouldn't have to pay.
You guys all know that you did something
wrong.
I think you believe that by saying that
you did nothing wrong.
Do you think that like exemplifies you?
Well, it doesn't.
It just makes us really understand the fact
that you're just all about money.
You're not about people.

(57:17):
You're not about values.
You're not about doing what's right for the
greater good of all concerned.
And I think that's the problem with some
of the companies now with tech.
They're using it to exploit people in ways
that people have no idea.
And by them doing this, they're actually causing

(57:39):
people, um, extra money.
Other charges are being hit by them, uh,
other protection services.
And there's just no reason for it.
But when you have big pockets like these
companies and you know, you do something wrong,
you feel, well, you know, we're X we're
Y we're Z we can do whatever we
want.

(58:00):
I have to say something.
There's a company out there, IBM and IBM,
um, has changed, but.
They never acted like this.
Of course they went away from the big
suit type approach, right?
But they never acted this way.
And to that, I'd like to tip my
hat off to IBM because they always seem
to keep their corporate culture intact and they

(58:22):
do maintain a good, uh, set of resources
for inclusivity.
Ladies and gentlemen, I am John C.
Morley, serial entrepreneur.
It's always such a privilege, pleasure and honor
to be with you guys on this show
and every other show, thank you for tuning
into The JMOR Tech Talk Show.
Your weekly technology, uh, show to give you
everything you need to know about the latest
trends and what you need to be aware
of, do check out, believe me, achieve.com

(58:44):
and I'll catch you guys.
Another, another show real soon.
That'll be next week.
Take care, everyone.
And be well.

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