Libya’s rebels have pushed the regime of Muammar Qadhaf out of power, and are poised to take complete control of the country. This in itself is a monumental achievement, but it marks only the start of what is likely to be a long and fraught process of rehabilitation. The new leadership must rebuild a state that for decades was run on the whims of an authoritarian leader, determined both to monopolise and to hold on to power. There are few institutions that work, and even fewer that work to the beneft of the general population, so the challenge amounts to little short of building a functioning state from scratch. Views on what form that state should take are as diverse as the regional, ideological and sectarian interests making up its would-be architects, and these stake holders must be persuaded to support the process—or at least not to obstruct it—before it can even begin.Libya is strategically placed, adequately supplied with talent and well endowed with natural resources. If the state-building exercise is successful, it can quickly become a stable and thriving economy, offering a range of opportunities to business investors both at home and abroad. But the challenges are numerous and substantial, and a post-Qadhaf dividend is not guaranteed.This report spells out those challenges, and the business opportunities that would be the reward of success. The frst section of the report looks at the political outlook. The Economist Intelligence Unit identifes three scenarios, and attaches probabilities to each.
Libya Vision 2020 - Let’s build a stable, democratic, and prosperous Libya movelibyaforward
While the driving force behind our nation building experience so far has been our collective ambition for socio-economic and democratic transformation, Libya can do better. We could achieve much more if we shared a well-defined vision to steer our collective efforts. There is a pressing need to integrate our development policies and strive harder for our country’s future. Libya Vision 2020 is a call to action for all Libyans to rally behind placing the country on a sustainable development path. - See more at: http://www.libyavision2020.ly/about-us/the-need-for-vision-2020/#sthash.gVcc8DlD.dpuf
Africa has enjoyed a decade of high growth, especially south of the Sahara, but this is now placing an increasing strain on the infrastructure stock. While investors, companies and donors have poured financing into roads, railways, information and communications technology (ICT), water and power, there remains a significant financing gap.
As much as US$93bn is required annually to meet the continent’s infrastructure needs through to 2020, with half of that amount currently being met. That leaves a large gap for investors to fill, including sovereign wealth funds, multilateral lenders, individual companies and private consortia. Are the companies and investors based in the cash-rich Gulf region, with its cultural and historical ties to Africa, positioned to participate?
Access to the Internet has greatly expanded and the focus should now be on the willingness and ability of citizens to use it for productive purposes. The digital divide is now an issue that goes beyond the access gap, but also to be broadened to include underpinning divides, such as quality of access—the speed—and the ability to use it, if efforts to close the gap are to create real benefits. Our latest report Redefining Digital Divide reconsidered the nature of the digital divide and examined the strategies to overcome it in different countries. Download the full report on http://bit.ly/1a2p1iG
Although companies remain cost conscious, they are putting much more emphasis than in recent years on growing market share and preparing for the future, and their change management efforts reflect this. According to an Economist Intelligence Unit survey, the three main goals of corporate change initiatives over the next year are increasing revenue (cited by 55% of respondents), preparing the organisation for the future (52%) and cost reduction (50%). The research is summarised in “Leaders of change: Companies prepare for a stronger future”—the third in a series of change management studies published since 2008 by the Economist Intelligence Unit and sponsored by Celerant Consulting.
The EIU examines how the rise of mobile devices is changing the way we work within our office walls in an extended article, sponsored by the Mopria Alliance.
The pattern of violent incidents attributed to Salafist groups in Libya from March 2012 to September 2012 indicate that security across the country, and particularly in Benghazi, had deteriorated prior to the attack on the U.S. Consulate in Benghazi.
Interactive Session on "MENA's '1989 Moment' and its global implications" wit...Idsa India
Alastair Newton, Senior Political Analyst, Nomura International was at IDSA on April 6 between 1415 - 1545 hours for an interactive session on "MENA's '1989 Moment' and its global implications". Apart from his other charges, Alastair is also President of the British Society for Middle Eastern Studies (BRISMES). He has written a series of incisive political analyses predicting the upheavals and analysing their origins and impact and it will be highly stimulating to hear his analysis and exchange views with him on this important and current topic. He is also an expert on US-China relations and global financial issues. He has been travelling widely in that region and advises clients of the global financial house Nomura International on financial and political risk.
He has had a long association with India and in his previous incarnation at Lehman Brothers, where he occupied a similar position and helped to publish the prescient report – “India Everything to Play For” in which he predicted that India’s growth rate could remain above 10% in view of structural changes that had taken place in the economy in preceding years. That analysis has been picked up and popularized subsequently.
The session was chaired by Ambassador Niranjan Desai, a distinguished diplomat who is also President of OSIAN’S Connoisseurs of Art Pvt.Ltd. and is publishing the G-Files, which stands for probity and integrity in public affairs.
The session was held in Seminar Hall I, IDSA.
This presentation shows some of the most important positive changes that the Colombian economy has undergone, and it shows investors the ease of doing businesses in Colombia.
China is passing through massive transformation; from a command to a market economy, from an economy based on agriculture to one based on manufacturing and services, from one with high fertility and low longevity to one faced with OCDE style low fertility and high longevity, and from an economy that was almost totally closed to one that, today, even before her accession to the WTO, is much more open than most countries at the same level of income. This vast movement of transformation started on a very simple principle frequently stated by Deng Xioaping: “Poverty is not socialism”. Prosperity was the new face of the socialism according to Deng Xiaoping’s famous dictum: to get rich is glorious. In the past socialism used to mean government planning, for the new China, it means common prosperity.
Brand Academy provides details brand analysis, research, article and insights for free.
Contact us :
brandsmentor@gmail.com
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With characteristic perceptiveness, Winston Churchill observed many decades ago: “Dictators ride to and fro on a tiger from which they dare not dismount. And the tiger is getting hungry.”
With China, the tiger in question is very big and very hungry. Per capita income in the PRC is just $11,000 per person, compared to $43,000 in the UK and $65,000 in the US. Stop and consider that statistic for a minute. Imagine that your income was multiplied by a factor of four, or five. Imagine how different your life would look. That’s how the average Chinese worker would regard the disparity between their income and yours.
This puts China smack bang in the centre of the “middle-income trap” - where a growing economy gets stuck, and often fails altogether, to make the transition to a high-income economy. The first part of the journey, from low-income to middle-income, is relatively simple.
You just need strong government oversight, an almost endless stream of obedient and extremely cheap labour, and a world market hungry for products that can be manufactured on a vast scale in labour-intensive industries.
But to take your economy over the next hurdle, from middle income to high income, is far more challenging. It requires a movement away from basic, assembly-line tasks and a leap into the knowledge economy, innovation, and high-tech, high-skill manufacturing.
In other words, it is a movement away from mass-volume industries where the greatest differentiator is price, and into value-added industries where customers are willing to pay a premium for the technology, the prestige, or the originality of the goods
Libya Vision 2020 - Let’s build a stable, democratic, and prosperous Libya movelibyaforward
While the driving force behind our nation building experience so far has been our collective ambition for socio-economic and democratic transformation, Libya can do better. We could achieve much more if we shared a well-defined vision to steer our collective efforts. There is a pressing need to integrate our development policies and strive harder for our country’s future. Libya Vision 2020 is a call to action for all Libyans to rally behind placing the country on a sustainable development path. - See more at: http://www.libyavision2020.ly/about-us/the-need-for-vision-2020/#sthash.gVcc8DlD.dpuf
Africa has enjoyed a decade of high growth, especially south of the Sahara, but this is now placing an increasing strain on the infrastructure stock. While investors, companies and donors have poured financing into roads, railways, information and communications technology (ICT), water and power, there remains a significant financing gap.
As much as US$93bn is required annually to meet the continent’s infrastructure needs through to 2020, with half of that amount currently being met. That leaves a large gap for investors to fill, including sovereign wealth funds, multilateral lenders, individual companies and private consortia. Are the companies and investors based in the cash-rich Gulf region, with its cultural and historical ties to Africa, positioned to participate?
Access to the Internet has greatly expanded and the focus should now be on the willingness and ability of citizens to use it for productive purposes. The digital divide is now an issue that goes beyond the access gap, but also to be broadened to include underpinning divides, such as quality of access—the speed—and the ability to use it, if efforts to close the gap are to create real benefits. Our latest report Redefining Digital Divide reconsidered the nature of the digital divide and examined the strategies to overcome it in different countries. Download the full report on http://bit.ly/1a2p1iG
Although companies remain cost conscious, they are putting much more emphasis than in recent years on growing market share and preparing for the future, and their change management efforts reflect this. According to an Economist Intelligence Unit survey, the three main goals of corporate change initiatives over the next year are increasing revenue (cited by 55% of respondents), preparing the organisation for the future (52%) and cost reduction (50%). The research is summarised in “Leaders of change: Companies prepare for a stronger future”—the third in a series of change management studies published since 2008 by the Economist Intelligence Unit and sponsored by Celerant Consulting.
The EIU examines how the rise of mobile devices is changing the way we work within our office walls in an extended article, sponsored by the Mopria Alliance.
The pattern of violent incidents attributed to Salafist groups in Libya from March 2012 to September 2012 indicate that security across the country, and particularly in Benghazi, had deteriorated prior to the attack on the U.S. Consulate in Benghazi.
Interactive Session on "MENA's '1989 Moment' and its global implications" wit...Idsa India
Alastair Newton, Senior Political Analyst, Nomura International was at IDSA on April 6 between 1415 - 1545 hours for an interactive session on "MENA's '1989 Moment' and its global implications". Apart from his other charges, Alastair is also President of the British Society for Middle Eastern Studies (BRISMES). He has written a series of incisive political analyses predicting the upheavals and analysing their origins and impact and it will be highly stimulating to hear his analysis and exchange views with him on this important and current topic. He is also an expert on US-China relations and global financial issues. He has been travelling widely in that region and advises clients of the global financial house Nomura International on financial and political risk.
He has had a long association with India and in his previous incarnation at Lehman Brothers, where he occupied a similar position and helped to publish the prescient report – “India Everything to Play For” in which he predicted that India’s growth rate could remain above 10% in view of structural changes that had taken place in the economy in preceding years. That analysis has been picked up and popularized subsequently.
The session was chaired by Ambassador Niranjan Desai, a distinguished diplomat who is also President of OSIAN’S Connoisseurs of Art Pvt.Ltd. and is publishing the G-Files, which stands for probity and integrity in public affairs.
The session was held in Seminar Hall I, IDSA.
This presentation shows some of the most important positive changes that the Colombian economy has undergone, and it shows investors the ease of doing businesses in Colombia.
China is passing through massive transformation; from a command to a market economy, from an economy based on agriculture to one based on manufacturing and services, from one with high fertility and low longevity to one faced with OCDE style low fertility and high longevity, and from an economy that was almost totally closed to one that, today, even before her accession to the WTO, is much more open than most countries at the same level of income. This vast movement of transformation started on a very simple principle frequently stated by Deng Xioaping: “Poverty is not socialism”. Prosperity was the new face of the socialism according to Deng Xiaoping’s famous dictum: to get rich is glorious. In the past socialism used to mean government planning, for the new China, it means common prosperity.
Brand Academy provides details brand analysis, research, article and insights for free.
Contact us :
brandsmentor@gmail.com
https://www.facebook.com/1stbrandsacademy
With characteristic perceptiveness, Winston Churchill observed many decades ago: “Dictators ride to and fro on a tiger from which they dare not dismount. And the tiger is getting hungry.”
With China, the tiger in question is very big and very hungry. Per capita income in the PRC is just $11,000 per person, compared to $43,000 in the UK and $65,000 in the US. Stop and consider that statistic for a minute. Imagine that your income was multiplied by a factor of four, or five. Imagine how different your life would look. That’s how the average Chinese worker would regard the disparity between their income and yours.
This puts China smack bang in the centre of the “middle-income trap” - where a growing economy gets stuck, and often fails altogether, to make the transition to a high-income economy. The first part of the journey, from low-income to middle-income, is relatively simple.
You just need strong government oversight, an almost endless stream of obedient and extremely cheap labour, and a world market hungry for products that can be manufactured on a vast scale in labour-intensive industries.
But to take your economy over the next hurdle, from middle income to high income, is far more challenging. It requires a movement away from basic, assembly-line tasks and a leap into the knowledge economy, innovation, and high-tech, high-skill manufacturing.
In other words, it is a movement away from mass-volume industries where the greatest differentiator is price, and into value-added industries where customers are willing to pay a premium for the technology, the prestige, or the originality of the goods
The Debt Paradigm: in a covid-19 context - Presentation by Dr. Usman W. Chohan, Director, Economics & National Affairs, Centre for Aerospace & Security Studies (CASS). Delivered at Institute of Strategic Studies (ISSI).
BRICS 5th Academic Forum - Global Gov Reform Dr Lendy Spires
In the presentation of global governance reform, questions arose on the whether the BRICS “evolutionary or revolutionary”/“reformist or transformist”? It remains to be seen in how the BRICS navigates change in the global regime that could manifest in a global geopolitical power shift from a unipolar to multipolar world. 2 My presentation emphasises three aspects on transforming global governance: 1. I argue that the structure and composition of institutions lags behind the changing political realities and question how the BRICS challenge this situation. 2. The reform agenda of BRICS on international financial institutions is limited. 3. A key issue that differentiates South Africa from the rest of the BRIC countries that may have implications on South Africa role and/or economic participation in the BRICS commitments. 1. The structure and composition of institutions lags behind the changing political realities on how does the BRICS challenge this situation The weakening of the UN as the central global international governance institution is critical to address. For instance if we look at the composition of global institutions to regulate Multinational Corporations, they are non-existent, allowing MNCs to operate with impunity. Rasigan Maharajh in his presentation showed that many of the top MNCs surpasses the economies of countries.2 These corporations have found various ways to increase their profits in a poorly regulated global financial system.
Decades of economic growth and development along with better governance and nutrition-specific programmes had lifted hundreds of millions of people in Asia out of poverty, as well as starvation and malnutrition. However, due to the uneven development, while a large segment of Asian's population had changed their eating habits to over-nutrition diets and worrying about lifestyle diseases like diabetes, cancer and heart diseases, there are still some countries and regions suffering from lack of nutrition. For example, childhood malnutrition and stunting is still prevalent in South Asia, one Indian survey found that 21% of children suffer wasting, and a further 7.5% of children suffer it severely.
For more details, please visit: https://eiuperspectives.economist.com/sustainability/fixing-asias-food-system/white-paper/food-thought-eating-better?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Digital platforms and services stimulate economic growth and development. Countries are looking to the “internet economy” to provide new market opportunities and help achieve the UN’s Sustainable Development Goals (SDGs) such as promoting economic growth and sustainable industralisation, a process often relying on an increase in online access rates and smartphone penetration.
For more details, please visit: https://eiuperspectives.economist.com/technology-innovation/digital-platforms-and-services-development-opportunity-asean?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
The world’s top 100 asset owners (AOs) represent about US$19trn in assets under management. The largest, and potentially most influential, proportion is in Asia—more than a third of the total. Out of the top 20 largest funds, three out of the first five and nearly half of the total are in Asia.
For more insights, please visit: https://eiuperspectives.economist.com/sustainability/sustainable-and-actionable-study-asset-owner-priorities-esg-investing-asia?utm_source=OrganicSocial&utm_medium=Slideshare&utm_campaign=Amundi&utm_content=Slideshare_whitepaper
Internet connectivity has proven to be one of the most profound enablers of social change and economic growth of our time. Beginning with fixed narrowband internet connections and moving through successive generations of increasingly pervasive and powerful networks, connectivity has come to underpin our working and personal lives, empowering businesses to operate more efficiently and with wider reach. In turn, connectivity has sparked and fuelled countless new industries, products and services that are coming to define our modern age. Connectivity has proven to be a vital ingredient for business success.
This report examines the burden of lung cancer in Latin America and how well countries in the region are addressing the challenge. Its particular focus is on 12 countries in Central and South America, chosen for various factors including size and level of economic development: Argentina, Bolivia, Brazil, Chile, Colombia, Costa Rica, Ecuador, Mexico, Panama, Paraguay, Peru and Uruguay.
In the cyber world, many are attacked but not all are victims. Some organisations emerge stronger. The most cyber-resilient organisations can respond to an incident, fix the vulnerabilities and apply the lessons to strategies for the future. A key element of their resilience is governance, a task that falls to the board of directors.
To learn more about the challenges of governing a cyber-resilient organisation, The Economist Intelligence Unit (EIU) conducted a global survey, sponsored by Willis Towers Watson, of 452 large-company board members, C-suite executives and directors with responsibility for cyber-resilience.
Among the findings:
-In the past year, a third of the companies surveyed experienced a serious cyber-incident — one that disrupted operations, impaired financials and damaged reputations — and most placed high odds on another one in the next 12 months.
-Many companies lack confidence in their ability to source talent and develop a cyber-savvy workforce.
-Executives cite the size of the financial and reputational risk as the most important reason for board oversight.
Artificial intelligence (AI) will profoundly affect the ways in which businesses and governments engage with consumers and citizens alike. From advances in genetic diagnostics to industrial automation, these widespread changes will have significant economic, social and civic implications. As such, Intelligent Economies explores the transformative potential of AI on markets and societies across the developed and developing worlds.
This report, developed by The Economist Intelligence Unit and sponsored by Microsoft, draws on a survey of more than 400 senior executives working in various industries, including financial services, healthcare and life sciences, manufacturing,
retail and the public sector. Survey respondents operate in eight markets: France, Germany, Mexico, Poland, South Africa, Thailand, the UK and the US.
As businesses generate and manage vast amounts of data, companies have more opportunities to gather data, incorporate insights into business strategy and continuously expand access to data across the organisation. Doing so effectively—leveraging data for strategic objectives—is often easier said
than done, however. This report, Transforming data into action: the business outlook for data governance, explores the business contributions of data governance at organisations globally and across industries, the challenges faced in creating useful data governance policies and the opportunities to improve such programmes.
It wasn’t long ago that a work meeting meant gathering around a table to discuss an agenda. These days you may be using Slack, Hangouts or other digital collaboration platforms that blend messaging with video and allow real-time editing of
documents. Even with these tools, communication at work can still break down, potentially endangering careers, creating stressful work environments and slowing growth.
A survey from The Economist Intelligence Unit and sponsored by Lucidchart reveals some of the perceived causes and effects of these communication breakdowns. The survey, conducted from November 2017 to January 2018, included 403 senior executives, managers and junior staff at US companies divided equally and from companies with annual revenue of less than
US$10m, between US$10m and US$1bn and more than US$1bn. The survey research provides insights about what employees see as the biggest barriers to workplace communication, the causes of the barriers and their impact on work life. Complete survey results are included at the end of
this report.
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
Education systems across the world are grappling with the challenge of preparing their students for the rapid changes they will experience during their lifetimes. To this end, schools have a critical role in equipping students with the requisite skills and
competencies that will be in demand, particularly as digital technologies such as artificial intelligence (AI) increasingly transform businesses and influence economies. In this report, The Economist Intelligence Unit (EIU) discusses the results of a study that explores how to best prepare primary and
secondary school (referred to in this report as “K-12”) students for the 21st century workplace (“the modern workplace”), where
a mix of hard and soft skills are crucial for success. The research, sponsored by Google for Education, draws on a survey of 1,200 educators in 16 countries.1 It looks at the
strategies most effective in developing 21st century skills and how technology can support such efforts.
Gone are the days when marketing chiefs focused solely on the classic 4Ps: Product, Price, Promotions and Place - they now must take an integrated approach to drive company goals.
Corporate and shareholder sentiment towards MA has rebounded since the dark days of 2008. Low borrowing costs have coaxed many new buyers, including acquisitive Chinese conglomerates, into the market. The prices of prized assets have risen accordingly. It remains a sellers market in technology-driven deals, particularly in the consumer-goods, financial services, and media and telecommunications sectors.
Corporate treasury is now a top target for cyber-criminals. Treasury’s trove of personal and corporate data, its authority to make payments and move large amounts of cash quickly, and its often complicated structure make it an appealing choice for discerning fraudsters.
Corporate treasury is now a top target for cyber-criminals. Treasury’s trove of personal and corporate data, its authority to make payments and move large amounts of cash quickly, and its often complicated structure make it an appealing choice for discerning fraudsters.
In today’s low-yield and regulated environment, many Asia-Pacific investors are more actively monitoring their portfolios with a willingness to increase turnover and shift asset allocations for higher returns.
Asia-Pacific institutional investors are struggling to balance long-term liabilities with the need to secure yield in a world where it is increasingly scarce. They are also in the world’s fastest-growing region that has no shortage of volatility. How are they achieving returns while managing risks?
How are institutional investors in North America adapting to increasingly complex risks? Are these risks driving investors to make portfolio changes based on short-term goals or are they making tactical moves to stay focused on long-term objectives?
Political risks and the search for yield are pushing some North American institutional investors toward more tactical decisions. Investors are focused on reallocating to equities and using alternative investments to mitigate risks.
How are EMEA investors responding to changing macroeconomic and regulatory environments, stakeholder objectives and pressures, and market conditions? Based on a survey of 200 institutional investors in the region, this report takes a detailed look.
हम आग्रह करते हैं कि जो भी सत्ता में आए, वह संविधान का पालन करे, उसकी रक्षा करे और उसे बनाए रखे।" प्रस्ताव में कुल तीन प्रमुख हस्तक्षेप और उनके तंत्र भी प्रस्तुत किए गए। पहला हस्तक्षेप स्वतंत्र मीडिया को प्रोत्साहित करके, वास्तविकता पर आधारित काउंटर नैरेटिव का निर्माण करके और सत्तारूढ़ सरकार द्वारा नियोजित मनोवैज्ञानिक हेरफेर की रणनीति का मुकाबला करके लोगों द्वारा निर्धारित कथा को बनाए रखना और उस पर कार्यकरना था।
‘वोटर्स विल मस्ट प्रीवेल’ (मतदाताओं को जीतना होगा) अभियान द्वारा जारी हेल्पलाइन नंबर, 4 जून को सुबह 7 बजे से दोपहर 12 बजे तक मतगणना प्रक्रिया में कहीं भी किसी भी तरह के उल्लंघन की रिपोर्ट करने के लिए खुला रहेगा।
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An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
In a May 9, 2024 paper, Juri Opitz from the University of Zurich, along with Shira Wein and Nathan Schneider form Georgetown University, discussed the importance of linguistic expertise in natural language processing (NLP) in an era dominated by large language models (LLMs).
The authors explained that while machine translation (MT) previously relied heavily on linguists, the landscape has shifted. “Linguistics is no longer front and center in the way we build NLP systems,” they said. With the emergence of LLMs, which can generate fluent text without the need for specialized modules to handle grammar or semantic coherence, the need for linguistic expertise in NLP is being questioned.
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