AI – a toolbox to support journalism
AI – a toolbox to support journalism
As artificial intelligence makes its way into editorial products and processes, media organizations face new challenges. They need to find out how to use this new computational toolbox and how it can contribute to creating quality content.
Do you find human-like robots creepy? You wouldn’t be the first to feel that way. ’The Frankenstein Complex’ was introduced in novels by Isaac Asimov already in the late 1940s as a representation of human beings’ intricate relationship to humanoid robots. While coined in science fiction, this term has found its footings in very real scenarios today, based on key areas of concern related to robots replacing our jobs.
The concerns are not unfounded for. There are indeed a wealth of robots (or programmable machines) employed across the globe, rendering many human workers in sectors, such as manufacturing, transportation and healthcare, obsolete. These industries are undergoing rapid transformation through the use of robotics and technologies such as artificial intelligence.
Creators and consumers of news express unease about the potential downsides of AI
These concerns extend into the media industry as well, where both creators and consumers of news express unease about the potential downsides of AI. To deal with these concerns, it is about time that we offer an alternative narrative to the Frankenstein Complex!
We might as well start with the basics. Robots are highly unlikely to enter newsrooms any time soon. What is already there, though, is a great new computational toolbox that can help human reporters and editors create and share high quality news content.
AI technologies are currently used in newsrooms in a myriad of ways, from data mining to automated content production and algorithmic distribution. While the possibilities know no bounds, the applications tend to be geared towards information processing tasks like calculating, prioritizing, classifying, associating or filtering information – sometimes simultaneously.
With recent advances in technological domains such as natural language processing and generation (NLP/NLG), the potential to leverage AI in editorial products and processes is increasing rapidly. In Schibsted, we are currently exploring the use of AI in news work in various ways, such as helping editors decide when to put content behind paywall, supporting journalists in tagging their articles and optimizing something as old school as printed papers in order to maximize sales and minimize waste.
AI learn from the past
The opportunities offered by AI are vast, but the technologies won’t help with every newsroom task. To responsibly leverage the potential of AI, reflecting on the unique traits of humans and machines becomes key.
AI systems are incredible tools for identifying patterns in data. However, this feature also renders AI technologies susceptible to reinforcing biases. And through technology such as face recognition systems and language translations, we have uncovered a key limitation to AI: the learn from the past.
Journalists, on the other hand, shape the future. They introduce new ideas through stories and reporting, often subtly influencing the ways our societies and democracies progress.
In order to recognize the unique skills (and limitations) brought by both sides of a human-machine relationship, we need to equip ourselves with reasonable expectations. We need to stop portraying AI as flawless human-like robots excelling at any task given to them. Instead, we should offer a narrative in which human beings are assisted by computational systems.
Let’s use a kitchen metaphor. If you are expecting an AI system to bring you a perfect omelet, you are bound to be disappointed. But if you are expecting the AI system to help prepare your ingredients – crack the eggs, grind some cheese, chop an onion – you are more likely to end up with a great lunch. You might have had to pluck some eggshells out of the mix or do a second round of onion chopping, but the overall process was smoother with the help of AI.
Training is needed
The idea of humans and machines working together is a topic gaining traction in academia, not least in the field of journalism where the term hybridization is increasingly used. One way of enabling constructive hybridization is to routinely practice decomposition. This means breaking down big news projects into smaller, more tangible tasks, so that news professionals can more easily identify what can be done by the machine and what requires human expertise.
To get to this point, news professionals should be offered appropriate training and information about the potential and the limitations of AI technologies. Introductory courses such as Elements of AI are a great starting point for anyone looking to familiarize themselves with the terminology. However, news organizations (Schibsted included) need to go beyond that and step up their game in terms of culturally and practically upskillling the workforce, aiming to bridge gaps between historically siloed departments.
We need to bring our full organizations onboard to understand how to responsibly leverage these new technologies. Schibsted is currently part of multiple research efforts at Nordic universities, such as the University of Bergen, NTNU in Trondheim and KTH in Stockholm, where we explore both technological and social aspects of these new technologies. Just as we do in academia, we need to take an interdisciplinary approach when equipping our organization with the skills needed to thrive with AI.
It is time for news organizations to take the lead in the industry’s AI developments
We put ideals such as democracy and fair competition at risk if we allow the global information flow to be controlled – implicitly and explicitly – by a few conglomerate companies. It is time for news organizations to take the lead in the industry’s AI developments. This does not mean that we need to match big tech’s R&D funding (as if that was an option…), but we need increased reflection and engagement regarding how we want AI to impact our industry, organizations, readers, and ultimately, society.
A pressing task for the news media industry is to ensure that AI in newsrooms is optimized for values that support our publishing missions. To do so, we have to stop talking about robots and focus on how newsrooms – and just to be clear, the human beings in them – can benefit from the capabilities of these new technologies. One such attempt can be found in the global industry collaboration JournalismAI run by Polis at the London School of Economics, which Schibsted is part of. There, newsrooms from across the world are joining forces to experiment and test the potential of applying AI to achieve newsroom goals. The collaboration serves as a great illustration of what would make a nice bumper sticker: Power to the Publishers!
Agnes Stenbom
Responsible Data & AI Specialist/Industry PhD Candidate
Years in Schibsted
2,5
What I’ve missed the most during the Corona crisis
Global leadership.
Photographers on the front line
Photographers on the front line
They are always first on site, whether there’s a war, an uprising – or a pandemic. In all of Schibsted’s newspapers, the Corona crisis has put the photographers on the frontline. Future Report presents some of their pictures and Ebba Bonde, head of the visual department at Svenska Dagbladet, shares her experiences handling worry and the loss of a colleague.
”This is what we have trained for throughout our professional lives.”
The photographer Magnus Hjalmarsson Neideman sounds angry but is probably more frustrated by the anxious atmosphere that permeates the meeting. We are in the middle of a discussion about how the editorial staff’s photographers should be able to work safely in a reality where an invisible virus is spreading fast, and where the death toll rises rapidly day by day.
Have a look at some of all pictures, taken by photographers at Schibsted’s newspaper, covering the Corona crisis.
For everyone present in the online meeting, one of the thousands of the deceased is always in mind. A week earlier, our colleague Tomas ”Onis” Oneborg died as a result of Covid-19. No one knows how he was infected, if it happened on the job or in his spare time – shock and grief are unspoken, but present. There is a fragile atmosphere where the fear of infection is in strong conflict with the desire to practice one’s profession.
Perhaps the difference between press photographers and other photographers has been made clearer than ever this year. The press photographer’s task is often to describe in pictures the situations that are impossible for the reader to actually experience. In the process of taking pictures that help people understand and discover complex issues, the press photographer often encounters risks. But press photographers are also trained to think of safety. To prepare well. Calculate the degree of risk and at the same time analyze the type of image that captures that special moment.
April 2017: It’s almost exactly three years before the grief-stricken meeting in front of the computer screens. It’s one week until Good Friday. Tomas Oneborg takes pictures of Easter sweets in Hötorgshallen in Stockholm.
Suddenly he sees people rushing for their lives towards Sergels Torg.
Tomas picks up his camera, and starts running against the stream of panicked people, towards the place where something had happened.
Less than a minute later, ”Onis” arrived, as the first press photographer on site. The unique, important and later award-winning photos from the terrorist attack at Drottninggatan are a piece of Swedish history today. For him, it was obvious, a moment he had trained for in his entire professional life.
May 2020: SvD have been given the opportunity to report from the center of infection and horror: an intensive care department where the battle between life and death takes place. The discussion is marked by everything that has happened this spring: Are we exposing ourselves to infection? How will patients and relatives experience it?
Staffan Löwstedt’s pictures took the reader to one of those impossible places. The story caused huge positive reactions when it was published late May. Was it worth the risk? In retrospect, it’s easy to say ”yes”. But careful deliberations were the basis for this particular story.
It was one of the most important publications SvD made during the spring 2020. In the same period, it became more obvious than ever that a press photographer always needs to be well prepared – ethically and in terms of safety.
But the remit is still to be in the front.
Ebba Bonde
Head of visuals at Svenska Dagbladet
Years in Schibsted
4,5
What I’ve missed the most during the Corona crisis
Hanging out with my parents
Gen Z values journalism
Gen Z values journalism
Generation Z creates what they consume and consumes what they create. But, according to a report from Tinius Trust, their approach to news is different. When consuming digital information, peers content is replaced by the work of journalists.
There are many truths circulating about Generation Z. According to the news publication Quartz, they are concerned with the environment, sustainability and gender identity. They are the primary creators of the content they consume. They are online ”almost constantly” and social media binds them together globally. But the new report reveals that Generation Z in Norway and Sweden has habits that differ from global truths, when it comes to getting updated digitally.
64 percent of the report’s respondents in Norway and 53 percent in Sweden say that they go directly to national media to keep updated digitally. National media is the most popular source to keep updated in Norway, and the third most popular in Sweden. According to Reuters Institute, globally only 16 percent of those aged 18–24 prefer to start their digital search for news with a news website or app.
The report from Tinnius Trust is based on surveys conducted by the research company Norstat and it covers the digital information habits of Generation Z (born 1995 – 2005) in Norway and Sweden.
A relationship built on trust
The results indicate that the strong, direct relationship between Generation Z and the media is a result of trust. It shows that 73 percent of respondents in Norway and 54 percent in Sweden trust that news media or journalists provide trustworthy updates digitally. Furthermore, 74 percent in Norway and 64 percent in Sweden agree with the statement ”I like that information I find digitally is fact-checked by a journalist”.
The scores are a little lower in Sweden. Some Swedes seem skeptical of a one-angle approach to digital news. The report shows a 21-percentage-point gap between the respondents’ use of search engines in Norway and Sweden, making search the most popular source to keep updated in Sweden. The youngest group (aged 15–20) in Sweden use social media just as much as search (61 percent) and find blogs more useful (10 percent) than other respondents. They emphasize the value of receiving authentic stories directly from sources.
Strong media brands are valued by Generation Z. The report shows that 30 percent believe it is very important that news they consume digitally comes from a well-known brand. Still, they do not recognize specific journalists. When asked to name a journalist, blogger or person to trust when consuming digital information, journalist Fredrik Solvang is mentioned by 18 respondents in Norway, and blogger Therése Lindgren by 15 respondents in Sweden – these are the two most mentioned names by over a thousand respondents in each country.
Generation Z has never experienced a life without smartphones. They are used to having a number of options available digitally and so, it is no surprise that they also crave options when consuming information digitally.
English as an option
Language preferences are one such an example. In the report half of the respondents prefer their official language when they consume digital information. Still, 38 percent in Norway and 36 percent in Sweden don’t care whether the language is Norwegian, Swedish or English. When speaking to respondents in smaller focus groups, some argue that media should offer English articles to those who don’t speak the official language and ensure access to news for all.
Length is another example, although the shorter the better. 71 percent in Norway and 56 percent in Sweden agree with the statement ”I like that digital information is short and explained rapidly”. Yet, 36 percent in Norway and 35 percent in Sweden agree with the statement ”I like that digital information is thoroughly explained and takes time to consume”. In the focus groups some argue that media should write short summaries with the option to ”read more”.
The favorite format of the respondents in the Tinius Trust report is to read a text. However, 38 percent in Norway and 31 percent in Sweden prefer a combination of text, video and sound when they consume digital information. The youngest group (aged 15–20) is more positive towards the use of video. Only a few percent prefer a sound file or podcast.
Also, Generation Z is not so eager to interact digitally with news content. 77 percent in Norway and 65 percent in Sweden disagree with the statement
”I like to publish text, video or sound files based on information I find digitally”. 42 percent in Norway and 38 percent in Sweden disagree with the statement ”I enjoy to like, share or comment on information I find digitally”. In the focus groups, respondents say they prefer objective news. A 19-year old man says: ”If I look up information from a serious source and random persons could interfere and state their own opinions, it would disrupt the core of why I chose a serious source to begin with”.
The relationship between Generation Z and the media is largely run without a paid subscription. According to Reuters Institute, 19 percent of those aged 18–24 pay for digital news globally. The report shows that 15 percent in Sweden and 20 percent in Norway pay for digital news. More respondents pay for music, video/movies and games digitally today, than for digital news. In the future, news exceeds games. Twice as many, 34 percent in Sweden and 40 percent in Norway, believe they will pay for digital news in the future.
There is at least one new truth about Generation Z in Norway and Sweden that should be carried along into the future: they value journalism
Some respondents in the focus groups frequently argued that news is a right and consequently it must be free and available to all. Eight out of ten respondents who are not willing for pay for digital news say it is because they find digital information for free. A 17-year-old woman says: ”To pay for news is unnecessary. You will find the right information if something significant takes place, and that information will be available for everyone”. In the focus group they also underline that while news is everywhere, entertainment is offered exclusively to subscribers. So, if digital news becomes just as limited, these opinions may change. Based on the report from the Tinius Trust, there is at least one new truth about Generation Z in Norway and Sweden that should be carried along into the future: they value journalism. And now it’s up to media businesses to turn that belief into subscriptions.
The Tinius Trust is the majority owner of Schibsted. Read the full report at Tinius.com.
Hansine Korslien
Head of communications, the Tinius Trust
Years in Schibsted
?
What I’ve missed the most during the Corona crisis
Live theatre
Every startup is a new species
Every startup is a new species
Where do startups actually come from? New companies come out of nowhere, grow exponentially and make a huge impact in the daily lives of millions in just a couple of years. Darwin can help us understand why.
The truth is a mobile army of metaphors, Nietzsche infamously wrote, and the best metaphor to grasp the essence of startups is perhaps to look to nature, specifically Darwin and the theory of evolution.
Charles Darwin tried to figure out how and why new species originated and how change and adaptation took place in nature. Much in the same way we try to comprehend how new companies come to life and the dynamics of society.
Through thorough world-wide research, Darwin reached an understanding of a universal principle of life, which he named natural selection. The principle of evolution means that inherited traits will be carried over from generation to generation only if the traits increase the likelihood of survival and reproduction – survival of the fittest.
Valid for all forms of life
However, Darwin was not able to identify the source of change. Mendel and later research found that DNA and random mutations are the actual driver of change, and natural selection decides which mutation will be carried over to the next generation. Darwin’s theory of evolution is valid for all forms of life and explains both the vast diversity and the incredible complexity of nature.
But is this relevant to startups? I think so, even if society can’t be compared to nature directly, the theory of evolution gives us clues to understand the origins and life of startups. They are also a special type of new species with particular traits, and they have to successfully adapt in order to reproduce and survive.
A striking example of how startup evolution works is the Norwegian company Zaptec. They originated in Stavanger, the oil capital of Norway, and they were incepted within the oil business, making a super tiny but powerful transformer suited to deep ocean drilling.
When I met the company back in 2014, they had left the oil industry and had set their eyes on other business areas. They were particularly enthusiastic about space exploration. The Zaptec team thought their transformation was perfect for drilling and exploration on Mars.
Fast forward five years and Zaptec has recently gone public on the Oslo stock exchange with a market capitalization just south of NOK 1 billion. Has their startup journey ended up in space, digging dirt on Mars? No, today you find Zaptec’s solution just underground, most likely in a large parking house owned by a housing association.
The explosion of electric cars in Norway in the past few years has led to a high demand for reliable, easy and secure charging. In large parking houses, that’s a lot easier said than done and it’s not an issue every single car owner can solve by himself. Based on their original transformer, Zaptec has developed a complete and simple solution for housing cooperatives and apartment buildings in need of facilitating convenient car charging on their premises.
A particular niche in the market
Zaptec’s solution is not only the charger in itself but a complete shared infrastructure for electric vehicle charging, including intelligent distribution of the available capacity between the charging stations and billing of the individual car owners. Zaptec have by mutation, trial and error been able to identify a particular niche in the market, in which they have created a powerful value proposition where there happens to be a high willingness to pay.
The company illustrates the bumpy road of a startup and how iterations, random concurrence of events and changes in the market may work together in order to create a solution that the users love. The roller coaster journey of Zaptec is probably something that all entrepreneurs may learn and get inspiration from, and in particular through Darwin’s spectacles.
The key is to find a problem (or niche in the term of evolutionary biology) that you are able to solve in a desirable way with an attractive price tag. How the solution has originated, how much sweat, tears and money that have been invested and the composition of the team is really not relevant, if the company is able to deliver on their value proposition with a sound business model. In startup lingo this is often referred to as product/market-fit and I think that is pretty close to Darwin’s principle of natural selection.
The theory of evolution might give us some clues as to how new companies originate and fill new niches in the market. But how is it possible that tiny startup companies can compete with big corporations in the quest for product/market-fit? Why didn’t a large and established player in the energy industry develop the same solution as Zaptec and in a considerably shorter period of time? They should have both the resources and knowledge to do so.
From time to time you will observe big corporations that come up with new and innovative solutions: Lyse Energi has been a successful pioneer within fiber-based internet access through the brand Altibox. Schibsted’s fast-growing company Helthjem is a new logistic solution provider based on an old newspaper distribution network. However, I think it’s fair to say that such initiatives are not the rule.
Often big companies will try to take advantage of their existing resources and know-how when they set out on a journey to innovate. That’s understandable, since they will try to figure out where they have a competitive advantage. The downside is that then you initiate the process with a solution already in mind, the efforts you are making are directed towards what’s possible to do. All too often that carries with it the endless and fruitless search for a problem to solve.
It begins with a problem
In my opinion most successful start-ups begin with a defined and often self-experienced problem of some kind, e.g. Daniel Senn made the highly celebrated learning game Poio in order to help his own hearing-impaired son to read. Starting out with such a clear value proposition, helping children crack the reading code, is not a guarantee for success, but it reduces complexity and the startup team has no choice but to focus on the task at hand.
In large companies the opposite is often the case. The newly established ”startup team” is pretty large and consists of stakeholders from the entire organization in order to gain strong support. This also implies a decrease in speed due to necessary coordination within the team and dialogue with other parts of the company. In a true startup they can move fast and there is most likely only one agenda.
Large companies also tend to issue a set of different policies. Google is well-known for letting their employees use part of their work time to innovate new products and services. However, Google and other big companies also foster cultures and processes optimized for the market they are present in already. As a Google employee you are expected to use Google’s own tools and systems even if you try to make something entirely novel. It is also expected that the solutions you make are universally accessible and of high quality from day one. A startup might pick development systems and tools of their own choice and are not obliged to launch perfect products, instead they go through different paths of trial and error. This enables startups to keep up the speed, encourage many iterations and a high degree of flexibility.
But still, a startup has a limited number of resources available. Some may have a longer runway than others, but it is always definite. Innovation projects in large corporations are seldom restricted by funding, but they tend to get shut down too early, whereas startups stay put until they reach some kind of breakthrough.
The reason for this supposed anomaly might be that incumbents have a steady cash flow from existing products and services and are in no hurry to come up with new revenue sources. To close down an intrapreneurial initiative will create no short-term negative effects, but in most cases increase the profitability.
A startup team faces an entirely different reality. They definitely have skin in the game, to quote Nicholas Taleb. They must act in order to stay alive. They must continue the quest for a niche in which they can reproduce or at the very least, they must convince investors that they are on a path to success.
They want to make a difference
Common wisdom indicates that entrepreneurs are driven by a high financial reward. I am not sure about that; I think that the best entrepreneurs are driven by problem-solution and to make a difference. On the other hand, it’s very hard to see why you should join a corporate startup. The reward is most likely limited, and you expose yourself to criticism and probable failure. Since it is by definition a startup and something new, it is hardly a strong career move in the current legacy business.
All these factors work together to make startups better suited to go through the necessary struggle and make enough experiments to achieve product/market-fit. From an evolutionary perspective, startups often beat incumbents even if the large players have the upper hand.
The logical consequence of this insight for large companies is not to stop internal innovation projects, but rather to add startup investments to their innovation toolbox. However, this should be done in a manner in which the founders are still in control and the investors accelerate (but don’t redirect) the journey of the startup.
In Schibsted’s case this implies that we support entrepreneurs in different ways. The most important is probably through brand building and marketing. Schibsted has vast experience both operationally and strategically when it comes to launching new brands and strengthening established ones. We also support our startups with legal advice, internationalization, business development, recruitment and more. Other corporate venture investors might support their founders in other areas.
Regardless of how you choose to support the entrepreneurs, the most important aspect, I believe, is to recognize that every startup is unique and is a new species trying to get a foothold in an unknown territory. And it must run through large and small mutations on its evolutionary path to survival.
Rune Røsten
Country manager, Schibsted Growth Norway
Years in Schibsted
13
What I’ve missed the most during the Corona crisis
Meet my colleagues and my fellow cyclists at bike races
Technology will fertilize farming
Technology will fertilize farming
With more and more people to feed in a less reliable world, the farming industry is the key to change. For years, the food production system has been one of the largest producers of emissions and a main reason behind reduced biodiversity. But new technologies to produce more food in a smart way are already here. Now it’s about scaling and putting things in order for sustainable food production.
In 1973, when I was born, there were 3.9 billion people in the world. Today there are 7.8 billion. Twice as many. Consider that for a minute. In 47 years humanity has doubled. And it keeps on growing.
The UN estimates that there will be 9.7 billion people on Earth in 2050, and that we will reach peak population of eleven billion in the year 2100. As if that wasn’t enough, the population growth will not be evenly spread. For example, it is expected that the population of Africa, south of Sahara, will double before 2050.
Furthermore, things are going the wrong way in many areas. Rising temperatures mean less land for growing wheat, one of the most important sources of calories in the world. More extreme weather destroys cultivation, while flooding and intense farming leads to soil erosion. The use of pesticides is ruining bio-diversity both on the surface and underneath the soil.
The timing couldn’t be worse. It will be difficult to keep pace with food production with 200,000 more mouths to feed every day, year round. The irony is that those who are producing the food are, to a large extent, the same people who are destroying the possibility to produce food. Globally, 23 percent of the man-made climate emissions come from farming, forestry and other land use, according to the UN. But the destruction caused by farming is not limited to emissions.
In September 2020, when the WWF published the report Living Planet, many people spilled their morning coffee in surprise (coffee, by the way, might be in short supply in the future). In the stock studied by WWF, there are on average 68 percent fewer animals than 50 years ago.
The main reason, the report says, is a change in area farming. The natural habitats are gone. Species are made extinct. Biodiversity is reduced. Pollinators are gone. The seas are warming and containing less oxygen, and they are being destroyed by over-fishing, pollution and contamination.
The food system is a large part of the problem, which means that it is also a large part of the solution
With today’s food system, the world is moving towards catastrophe and everything that entails, from suffering and political uproar, to conflicts, wars and migration. But the report is giving a bit of hope as well. It is possible to turn the trend around and increase the biodiversity on the ground, in the soil and in the water.
”We know that it will take a global, collective effort; increased conservation efforts are key, along with changes in how we produce and consume our food and energy”, the report says.
In other words; the food system is a large part of the problem, which means that it is also a large part of the solution. How do you produce more food in a smarter way? How can you reduce the energy consumption, throw away less food and reduce the greenhouse gas emissions? How can we use less water and fewer pesticides that destroy the microbiology of the soil? How do you use fewer fertilizers to block drainage and problems with the groundwater? And what about acreage? Is it possible to produce much more food in a much smaller place?
All around the globe, researchers and innovative centers are asking these questions. They find answers too. There are so many things going on within agricultural technology right now that there is reason for optimism. Here are three of the most important ones:
1. Biotechnology
Possibly the most revolutionary development in agriculture is occurring right now in genetic research. Earlier, genetic research has been somewhat primitive, mostly about moving DNA between various species to give plants or animals the characteristics one wanted. But changing the gene pool can be risky and that is why the opposition to so called GMO has been strong.
But developments have been rolling on and today I can hardly think of a field where the distance between researchers and the general public is wider. The agricultural sector is no stranger to genetic modification. The food plants of today and production animals are a result of generations of cross-breeding in order to have plants with the desired characteristics, which in many cases are completely different from their ancestors in nature.
The idea that modern gene modifications is ”fiddling with nature” is therefore rather confusing, because people have been ”fiddling with nature” ever since they went from being only hunters to being only gatherers who selected and grew plants with specific characteristics, about 12,000 or so years ago.
The really big breakthrough came with Crispr, the technology that makes it possible to enter DNA sequences and make changes in absolutely every living organism, whether bacteria, virus, insects, fish, human beings or other mammals. Actually, this technique has been developed by nature itself. The researchers have merely copied it. Already, seed has been developed that is resistant to fungus infection, potatoes containing less acrylic (a substance that can induce cancer), mushrooms that don’t go brown, corn that can survive a drought and pigs that are resistant to common virus infections, to mention a few.
Agrisea, an unbelievably exciting British start-up, is a splendid example of how gene technology can be used to get food to a growing population. They have developed a rice plant (and heaps of other plants, of course) that can grow in salt water and make use of the nutrients in the sea. Thus the food can be growing in a floating compound in the sea without soil, without fertilizers and without having to add fresh water which, as we know, is a scarce commodity in many places. The first test installation will be run towards the end of 2020.
Crispr opens up endless possibilities for better food production and makes it more sustainable. With plants that are more robust, one can produce more food on a smaller area, with less loss and waste. Better animal health makes for better animal welfare and less wasted feed and energy. The question is how one can secure all these improvements without losing control.
The next step for gene modification is to have regulations that make it possible put it to use. There are no international regulations. So far, EU has said that Crispr should be treated with the same level of severity as GMO with imported DNA, that is with serious restrictions. In other places in the world, like the USA, a difference is made between GMO and gene modification. Plants that could have been cultivated with traditional methods, but are improved with Crispr or some other genetic tool, are not hampered by any special restrictions. American authorities treat them as they treat all food from conventional farming.
With good regulations, gene technology has the potential to make a strong contribution to a more efficient and sustainable food production.
2. Precision agriculture
People like to think of agriculture as something a bit old-fashioned, close to nature and a constant. In reality, farming has been well on its toes when it comes to technology development dating back to the industrial revolution. Today it is common to have both milking robots and self-driving agricultural machinery. But big changes are on their way. The biggest problem with the farming technology of today is that it is too coarse. A huge field is usually treated as if there were no variation in the entire field. Even if some part can have more than enough humidity and another part too little, the field is watered equally much everywhere. Pesticides are being sprayed all over the place, sometimes even from an airplane. Fertilizers are evenly spread too. Giant, heavy trucks are driving on the fields, compressing the soil so hard that it is difficult to grow anything there.
Next generation farming is much more precise and less harmful. Unmanned planes and drones can scan the cultivating areas, collecting and analyzing data to find out which places need watering, fertilizing or spraying. Down on the ground, all-electric light robots roll along between the plant rows studying plants on leaf level, sowing or spraying only on the exact spots where that is needed – and then rolling back to charge itself.
This technology makes it possible to have large plantations with a better quality on the same acreage, and at the same time reduce the use of pesticides and fertilizers by almost 95 percent.
This will improve the soil quality, which in turn will mean large benefits. When the soil offers good conditions for microbes and living organisms, sufficient content of organic material and a good soil structure, it will be able to prevent erosion, produce better crops, create better conditions to store water and to drain off excessive water and, not least, ensure better conditions to store carbon.
3. Internet of things
When everything is connected to the net, that is because there have been strong, simultaneous developments in many technological fields. Mobile tech, location tech, sensors and data storage are only a few of these key technologies. If you combine them you can make rather funky things.
Connected sensors can obviously be used in the field. But it can also be used to establish a more sustainable meat production.
A long, long list of companies are now developing solutions that will ensure better animal health, animal welfare and yield in meat production. What many of these projects have in common is that they put a sensor on the animal, gauging the animal’s body temperature, movements and level of activity. The data is collected and treated in real time. When, for example, a cow has a slightly increased body temperature, is moving less and lowers her head, that could mean that she is about to fall ill. Such early warning signs can be next to impossible to detect in a herd, and the earlier the animal receives treatment, the easier it is to limit the passing of the infection in the stock and apply a treatment that stops a serious illness. Some systems even have a lamp on the sensor in the cow’s ear. It lights up when illness is suspected, to make it easier for the farmer to find the right cow among all the others.
To sum up, one might say that the constantly growing human population is facing an enormous challenge. Biodiversity must increase. The protection of natural habitats must step up. The soil health must improve. Plants and animals must become more robust. The production must be more reliable in a less reliable world.
I don’t think it will happen through innovation. The solutions are here already. It is rather the scaling that will cause a problem. To make authorities invest, regulate and put things in order for sustainable, efficient food production and protection of nature. If they do this, they are contributing to saving the world, no less.
You reap what you sow.
Joacim Lund
Technology commentator, Aftenposten
Years in Schibsted
15
What I’ve missed the most during the Corona crisis
Italy! Ever since I was a choirboy one summer in the Vatican in the 80s, I’ve visited as often as I can.
Grab the readers’ hearts
Grab the readers’ hearts
It should be based on nearness, a deep understanding of society, and a talent for reacting quickly to what is important for people. Frøy Gudbrandsen at Bergens Tidende looks into tomorrow’s news journalism.
As I write this, it is only a few days after the city of Bergen was once again locked down because of a sharp increase in Covid-19 infections. It had spread from student parties to builders at the university, to several choirs, to a school, and to two more schools.
Practically every cultural event was cancelled. The theaters were just ready to set up their plays again. Now they were closed. The hotels had just recently called back the staff that had been laid off. Now they were being laid off again.
”Don’t be social”, was the message from the local authorities – a seemingly straightforward instruction but in reality, it means no jobs, and plenty of worries, fear, loneliness, chaos and lots of uncertainties.
The need to inform will not disappear
On days like this it is easy to envisage the future for the news media. We become important when a crisis hits. We do not know quite how we are going to distribute news in a few years’ time. Formats and platforms may be new, but the need for news media to inform, interpret, explain and help people to navigate, will hardly disappear. The larger the drama surrounding us is, the easier it is to see what our role should be.
A more demanding task is to see how we can remain important in people’s lives when the message on the banners is ”everything will be all right”. In periods when most things go well and the big, big issue is what we are having for dinner, that’s when the news media is less important. Well, of course we can exchange recipes but that is hardly why we are in this business.
A key to being a part of people’s lives, as a news medium, is nearness. We should be near those we are writing for. There has been a substantial change from gut-feeling-journalism to a journalism that is taking in what is important in people’s lives. But the transformation has only come halfway.
By nearness, I mean geographical nearness and physical presence where it happens; journalists who report what they see with their own eyes.
Nearness also means to be close to the actual behavior of the customer. We must understand people’s needs better. Explain things they are actually wondering about and interpret what they need to know. This can mean going out, talking to local people and being good at catching what is worrying, irritating and thrilling them.
If the social distancing during Corona times has taught us anything, it would be that human contact is invaluable. Also, in journalism something is lost as the distance between people grow.
Closeness means more
But it means more to have closeness to readers and to analyze data. This is the way for us to constantly learn more about what kind of journalism readers need in their lives and in what way news should be distributed in order to reach their target.
Sharp eyes and ears combined with solid and thorough analysis will give us that nearness.
It is also absolutely crucial to under-stand society and the slow drama that we live in, a drama that is transforming working life and everyday life for very many people: the green shift. Along the Norwegian west coast this is particularly dramatic. This is an area where oil dependency is strong, and it will come to an end in a few years. This will have consequences for the entire Norwegian economy as well as for the working life, but a few towns will be more violently hit. The green economy shall prevail but exactly what that means, nobody knows.
These changes develop slowly, resembling what we have seen in the pandemonium. But they are big changes that can shift powers.
We must inform, interpret and explain to help people navigate in complicated waters
Since climate policies mean big changes, they can be controversial and often polarizing. Both toll roads and wind power are examples of this in Norway.
If the news media is going to be important, we must do exactly what is so obvious to us in an acute, big news event. We must inform, interpret and explain to help people navigate in complicated waters. But precisely because there is such explosive power in the hottest news, those that affect people’s lives, that nearness is necessary.
In the end, it is necessary to be quick in a different sense than before. The news media probably has less influence in deciding what becomes the big debate. At best you could say that ordinary people have gained more power to influence the topic of major debates. But the most frightening of all is the prevalence of fake news and conspiracy theories, a constant threat against an enlightened, public debate.
Another threat to the role of news media in the public debate is the tempo. The public debate has become constantly unstable. To me it appears more unpredictable and shifting. Through social media, something that in the beginning looks like tiny protests takes on an exponential growth that can be difficult to predict – unless you are in tight contact with your readers.
A fact-based and balanced journalism
One example is the road toll debate. It went from being something in the margins to dominating the election debate in 2019. In Bergen the first opposition appeared in the transport business, when trucks blocked the streets in town.But a few months before the election a forceful resistance grew among much wider circles in the population, emanating from a citizens’ action on Facebook. The result was that a new political ticket had support from 16.7 percent of the voters in the Bergen election.
A year after the election, polls showed that the new listing had lost nearly all of its support.
As news media, our goal must be to understand, explain and to communicate what is happening. In the intense debate our role must be to stand for fact-based, balanced and critical journalism. But in order to take a relevant role as the engagement is exploding, we must take the position to serve as an important venue for debate.
So far, the problems with fake news have been smaller in our part of the world than in other countries. But it is hanging over us in the public debate as a constant threat. Articles from unserious media, that make only a small effort to communicate the actual truth, partly have a large amount of readers and get widely spread through social media. That is definitely a cause for worry.
Our response to these challenges is to be the place that the readers know they can go to for trustworthy news. It is as important that we succeed in this in everyday life as it is in a crisis.
Frøy Gudbrandsen
Editor in chief, Bergens Tidende
Years in Schibsted
8
What I’ve missed the most during the Corona crisis
Crowded concerts
Resilience is the new black
Resilience is the new black
Enabling consumption and improving people’s lives have been the driving force for technological advances for the past decades. Now environmental and societal perspectives need to be added. A resilient mindset will enable us to find opportunities ahead and set new sustainability agendas.
Human practices have always been about taming environmental and societal forces. We are programmed to believe that we can control and optimize everything and, if we do not succeed, we just need to push harder. Companies reflect people’s values, and the conviction of controlling and optimizing is very clear when looking at business practices in the past. During the past decades the hegemony has resulted in exponential growth of the global economy, but also short-termism that has led to irreversible negative consequences for the planet, people and in the long run maybe also for the companies themselves.
Short-time optimization
There are some clear examples; the fishing industry has exploited marine resources for decades with good financial results, but now this practice has led to poor life below water, poor catch and an undermining of their business model long-term.
Another example is the social media platform’s development and increased influence of the society. The platform’s development has resulted in several positive societal effects, but also negative consequences that are now backfiring such as increased speed of spreading misleading information, disturbance of democratic processes and polarization of society. In both cases, the consequences of the short-term optimization focus could have been avoided if the initial analysis were future-leaning and had internalized societal and environmental perspectives.
The age of omitting societal and environmental analysis are, luckily, something that belongs to the past. Today, most companies are performing analysis of how their business practices interact with their surroundings today and historically. The results from such analysis are typically used to form a company’s sustainability scope and agenda.
But how the companies have reacted to the pandemic and the first signs of the climate crisis has shown that looking into the present and past is not enough to be prepared for a complex future. This is not surprising; the world has never been exposed to similar global events where man-made environmental disturbance is combined with globally interconnected societies.
A wider scope
However, in the aftermath of these events we should see companies widening their scope when defining the sustainability agenda. A sustainable business model, which means creating value for stakeholders without depleting environmental or societal resources, will be the prerequisite to play. But, to be able to thrive, be a solution to tomorrow’s environmental and societal challenges and meet a bumpy road ahead, a forward leaning analysis and resilient thinking is needed.
Resilience can be defined as the ability to deal with irregularities and the consequences of changes, such as new political hegemony, earthquakes or a pandemic. This means being prepared for threats, absorbing impacts, recovering and adapting the changes.
In the public sector, which the business sector can learn from, there are some clear examples of the benefits. The preparedness plan for higher sea levels and floods that is created by cities and regions all over the world is one example. Of course, we will not know how much the sea level will rise, but prepared organizations have, and will, be more resilient and prepared for changes. The same applies to the preparedness we have seen among the public health agencies globally in relation to the pandemic. They couldn’t predict all the effects of Covid-19, but for sure, having some kind of a road map has resulted in a better outcome compared to none.
The future is, so far, impossible to predict, but there are several tools that can guide us to gain understanding about the future. Scenario analysis tools are one of them, and the purpose of such tools is to highlight central elements of a possible future and draw attention to drivers of change or critical uncertainties. The lens for such analysis might be sustainability, financial or legal. It is the combined depictions of the diverse perspectives and loads of possible scenarios that will point out possible directions. By completing the sustainability analysis with resilient thinking and scenario testing the sustainability agenda will be redefined and targets and actions better in terms of transforming and winning in the next new normal.
A tool to find business opportunities
Looking into future hypotheticals, resilient thinking is important as a tool for identifying risks, but also an excellent tool to innovate and find robust sustainable business opportunities. Our age can clearly tell the benefits of business models that have grown and supported the society and environment during changing times. A recent example is the societal benefits of the video-conference tools which have connected people during the pandemic. Another example is the solar power companies that have offered environmentally friendly solutions in the current energy transition. At Schibsted we are proud of being an enabler of second-hand trade through our marketplaces in the transition to a circular economy.
Future business opportunities lie within these intersections of societal and environmental benefits and long-term economic growth. If these are not combined, and accepted as trustworthy by consumers, businesses might undermine their own model over time (again) and opportunities of economic growth in combination of positive impact will be lost.
The Sustainable Development Goals has pointed out a clear road map for how we must change the world until 2030. The boundaries of our planet are clear, and the planet has started to send us threats, such as bushfires, mass extinction and drought. It is time to rethink how to meet the future, not only for the sake of society and the planet, but also for business continuity. Resilient thinking will guide us in uncertain times and create the future-fit business models and the best business opportunities of tomorrow. The best ideas are yet to come!
Markus Ahlberg
Head of Sustainable Business Development
Years in Schibsted
3 months
What I’ve missed the most during the Corona crisis
Laughing together with collegues
On the hunt for human emotions
On the hunt for human emotions
Artificial intelligence is behind countless services that we use every day. But how close is it to really understanding human emotions? Affective computing has already come a long way – and as in many areas, big tech is in the lead.
A somber, suited man stands in a cemetery. Softly, he strokes a gravestone before throwing his arms up toward the sky, howling in sorrow. The inscription on the stone reads:
Clippy. 1997 – 2004.
The scene is from a Microsoft commercial for their Office software. In reality, however, few people mourned the demise of the paper clip-formed Office assistant, tasked with aiding Microsoft users in their screen work.
Unfailingly pseudo-helpful, Clippy may be the most ubiquitously reviled piece of software ever created. Not because a digital assistant is inherently a bad idea, but because its tone-deaf servility pushed Microsoft users closer and closer to insanity.
Designed to respond intuitively
Ever since computers became everyday tools, tech companies have been investing heavily in improving the ways humans and machines interact. We have gone from the days when using a computer required impressive technical skills and hours hunched over dense user manuals, to the plug and play era where software is designed to respond intuitively to our needs and wishes.
Even so, digital computers and human emotions have never gotten along very well. Too many computer engineers have made the cool rationality of computers the standard to which humans need to adjust. But as algorithms become more and more intertwined with every aspect of our lives, things are changing. For better and for worse.
In 1995, the American computer engineer Rosalind Picard wrote a pioneering paper, ”Affective computing”, about a nascent research field investigating the possibilities of computers learning human emotions, responding to them and perhaps even approximating human emotions to more efficiently make decisions.
Any algorithm that takes human behavior as input is indirectly responding to human emotions. Take Facebook for example, and the way its algorithms feed on human agitation, vanity and desire for companionship. Their algorithms systematically register the actions these emotions trigger (likes, shares and comments, commonly referred to as engagement), and then attempt to amplify and monetize them.
Making tech less frustrating
The field of affective computing, however, is ideally less about manipulation and more about making tech less frustrating and more helpful, perhaps even instilling in it some semblance of empathy. Counter-intuitively, one key to making affective computing work well may be to avoid anthropomorphizing the interface. Humanizing Clippy did not make people relate better to their Microsoft software, quite the opposite. And while chat bots are popular among companies hoping to slash customer service costs, for customers they are less like magically helpful spirits and more of a needlessly convoluted way of accessing information from an FAQ.
Affective computing endeavors to understand us better and deeper, by analyzing our calendars, messaging apps, web use, step count and geolocation. All this information can be harvested from our phones, along with sleep and speech patterns. Add wearable sensors and cameras with facial recognition, and computers are getting close to reading our emotions without the intermediary of our behavior.
In the near future this could result in consumer technology such as lightbulbs that adjust to your mood, sound systems that find the perfect tune whether your feeling blue or elated, and phones that adjust their notification settings as thoughtfully as a first-rate butler – just to name a few possible applications. It could also be used for surveillance of employees or citizens, for purposes malicious or benign.
Rosalind Picard is currently a professor at Massachusetts Institute of Technology, running the Affective Computing Research Group. She is also the co-founder of two groundbreaking startups in this space: Affectiva in 2009 and Empatica in 2014. Through her work she has become keenly aware of the potential to use affective computing for for both humanitarian and profit-driven purposes.
Affectiva’s first applications were developed to help people on the autism spectrum better understand facial expressions. Later the company developed technology to track the emotional state of drivers. And after Picard had moved on to form Empatica, a company hoping to address the medical needs of epilepsy patients, Affectiva has been attracting clients like Coca-Cola – who use the technology to measure the effectiveness of their advertising – and political campaigns who want to gauge the emotional response to political debates.
Simulate human emotions
Microsoft’s doomed Clippy was neither the first nor the last anthropomorphized bundle of algorithms. Robots have often been envisioned as synthetic persons, androids that understand, exhibit and perhaps even experience human-like emotions. There are currently countless projects around the world in which robots are developed for everything from education and elderly care to sex work. These machines rarely rely on cutting-edge affective computing technology, but they nevertheless simulate a range of human emotions to please their users.
If science fiction teaches us anything about synthetic emotion it is a bleak lesson. Ever since the 19th century, when a fictional android appeared in Auguste Villiers de l’Isle-Adam’s novel ”The Future Eve”, they have tended to bring misery and destruction. In the ongoing HBO series ”Westworld”, enslaved robots rise up against their makers, massacring their human oppressors. In the acclaimed British author Ian McEwan’s 2019 novel ”Machines Like Me”, the first sentient androids created by man gradually acquire human emotions, and then commit suicide.
Of course, we should celebrate the ambition to create software that adjusts to our needs and desires – helps us live and learn a little bit better. But it is worth keeping in mind the failure of Clippy, and perhaps even the warnings from concerned science fiction writers. More than that: at a time when big tech companies are hoarding personal data and using that data to manipulate us, affective computing will inevitably be a double-edged sword. After all, why should we trust Facebook’s or Google’s algorithms to ever understand empathy so long as the companies themselves show little capacity for it?
Sam Sundberg
Freelance writer and Editor for Svenska Dagbladet
Years in Schibsted
1,5
What I’ve missed the most during the Corona crisis
City life!
A human voice behind the news makes all the difference
A human voice behind the news makes all the difference
The interest in and need for news has never been greater. At Aftonbladet the number of visitors has increased dramatically. Live reporting with option to interact and ask questions is a success – as is audio. Some 15 new podcasts are on their way.
The interest in news has skyrocketed during the pandemic. Most of us only need to look at our own behavior during the crisis to understand this need, but it’s also proven in a survey from the Swedish research company Ungdomsbarometern (approaching 15–49 year-olds). They report that half of the respondents spend more time on news sites during the pandemic than before. At Aftonbladet the number of visits and page views almost doubled when it all started. During the shocking days in mid-March, we reached almost five million unique visitors and 55 million page views every day. The behavior was the same for many weeks, and surveys tell us that the population has formed a stronger relationship with several news sources during the pandemic. There is a strong need to be updated and to get perspective on these complex events.
A strong urge to ask questions
Especially one type of new behavior has characterized this longtime, ongoing pandemic: the dialogue-based news reporting. As a part of Aftonbladet live reporting there is a 24/7 opportunity for the users to ask journalists questions. During the pandemic, the urge to do so has been stronger than ever. Since March 12, we have received over half a million questions from our readers, and our journalists have answered as many as possible. It has become very clear that people in many cases turn to news sources to get information rather than to the official authorities, which really emphasizes our societal mission.
The user experience, with a live feed that keeps you updated, live video and the possibility to ask your questions or to read what others have asked, has generated never-before-seen engagement and love from the users. This open line with the audience is a competitive advantage for us that really differentiates us from the big platforms.
In Aftonbladet there is that human touch, there is a person behind the news, always someone there who you can actually reach out to.
The engagement will continue
We believe that this engaging behavior will continue to grow in all types of news. This type of reporting is already available all the time in both Aftonbladet’s Supernytt and in the VG Nyhetsdøgnet. Here the conversation between the newsroom and the audience goes on day and night – peek in and have a look. Many times the questions are very entertaining!
Another trend that really reaches and engages our users is audio. And by that I’m not talking about the big buzz with ”hi Google, give me the latest news”-voice assistants that haven’t really taken off in the Nordics yet. I’m talking about podcasts. A medium that has been around for some time, but now really is accelerating with a 25 percent increase in weekly listening since 2018 (Orvesto). But still, only around 55 percent of the Swedish population are actually listening to podcasts and we know that there still is a big untapped market among the older segments.
That’s why Aftonbladet, in the coming months, will launch some 15 new podcasts – and a significant amount of them the users will pay for. This is a new strong trend in the market with Spotify (yes, it is a paid product, you have just probably forgotten you do pay) going in heavily on unique content, as well as the Schibsted-owned company Podme that builds its business model on paid pods.
A higher willingness to pay
At Aftonbladet we are already seeing a higher willingness to pay for online news and over a quarter of the Swedish population had access to paid online news in the last year. This and the fact that many users say they would pay for their favorite podcasts gives us a great opportunity to combine and strengthen our paid offering, Plus.
We had our first paid pod during the summer – Spring så snackar vi, a runners’ podcast. It’s a great example of users being ready to pay for niche content in the form of audio. Our upcoming launches will be in economy, sports, crime and news. For us the launch of our new podcast player within our own platforms has been an enabler for pods, and it also opens up an opportunity to introduce the world of pod to the 45 percent who have not yet left radio or discovered standalone podcast players on their mobile phones.
All in all, the trends mentioned above are all about finding new ways of engaging our users. Whether it’s about ”being there” to deliver information and answering questions in a live chat, or whether it’s about delivering podcasts that make the users dive into complex subject or just offering a short break from this complex time we live in.
Niclas Bergström
COO, Aftonbladet
Years in Schibsted
7
What I’ve missed the most during the Corona crisis
Being in the stadium supporting my beloved football team AIK
Blocket helps users repair old things
Blocket helps users repair old things
A third of the Swedish population don’t mend things when they break. A main reason is that they don’t know how.
Now Blocket is helping them out.
The amount of things we throw away every year just keep getting bigger. At the same time we buy more new things than ever before. That’s why Blocket made the book ”Bättre begagnat” – a guide on how to take care of and mend things.
”This is to care for our children’s future”, says Pernilla Nissler, CEO of Blocket.
To previous generations, it was obvious to repair and take care of the things you got. Today, many choose to buy new things instead. Every year people in Sweden throw away some 4.5 million tonnes of waste. When it comes to clothes, the average is 7.5 kilos per person and year. At the same time we buy 12.5 kilos of new clothes per person and year. Our environmental impact is clearly related to how we consume. And considering how much new things we buy per year, a transition to a more sustainable consumption is an important issue for our climate.
A survey conducted by Kantar Sifo shows that a third of Sweden’s population do not mend their things when something breaks (34 percent), and a big reason why is simply because they don’t have the knowledge of how. At the same time, nine out of ten (93 percent) think it is important to know how to mend and care for clothes and things. Many people are also interested in learning more about how to care and repair, especially young people between 18 and 29 years old. These insights made Blocket launch the book ”Bättre begagnat”, a guide on how to take care of and mend things and clothing – to make it possible for more people to extend the life of their belongings.
”The second-hand trade on Blocket saves approximately 730.000 tonnes of CO2 annually, which corresponds to the amount of emissions that all traffic in Stockholm causes for ten months. We hope that the book will help more people to extend the life of their possessions, whether the purpose is to keep them or resell”, says Pernilla Nissler.
”This is one of the most inspiring books we have ever published. from an environmental perspective second-hand is almost always better than new”, says Jeppe Wikström, at the publisher Max Ström.
As a digital extension to the book, Blocket has also recently launched Blocket TV on Youtube, where you can find tangible filmed guides on how to carve together your very own outdoor table, change tires on the bike, draw new electricity in a lamp or learn to sew pillowcases from an old tent.
Tero Marjamäki
Head of communication, Blocket
Years in Schibsted
1,5
What I’ve missed the most during the Corona crisis
My wonderful colleagues
Welcome to the synthetic decade
Welcome to the synthetic decade
Technology is giving us tools to alter reality in more and more areas. You might soon not only eat artificial meat but also interact with your personal double. And – not least consume more and more information created by AI. Welcome to the Synthetic Decade.
The idea that we’re entering a new era, is established by futurist Amy Webb and her team at the Future Today Institute. She states: ”Not only will we eat beyond burgers, but we will consume synthetic content, or train the next generation of AI with synthetic data sets”.
Recent developments within AI, prove them right. AI will impact the way we consume, get informed and envision health and life span. It’s not in a distant future, and you might already have encountered what is now defined as ”synthetic content”. If you’ve ordered a beyond burger you had synthetic meat, if you used a face swap filter on your phone you produced synthetic media.
Editing DNA
As we will progress into the synthetic decade, synthetic experiences and relationships will shape greater parts of our life. A really good example is the development of synthetic biology and the ability to engineer living systems and structures, by programming DNA with Crispr, to design and re-design organisms to do what we want them to do. Editing DNA is possible since 2010, but it is a very laborious task. Synthetic biology promises to automate the editing process. As Amy Webb puts its ”In this, decade synthetic biology is going to allow us to read, edit and write life. We will program living biological structures as we build tiny computers.” This is not science fiction, and we can envision many positive use cases for improving our own health and life span, and also helping our living structures adapt to new conditions such as global warming or pandemics.
Looking into one of these fields – synthetic media – many of the trends behind the synthetic decade are uncovered. It has started to unfold, and it tells us a lot about the potential outcomes and the many questions it triggers, blurring the line between what we consider ”real” or ”virtual” even more.
2017 was a landmark for synthetic media, with Vice reporting the emergence of pornographic videos altered with the use of algorithms to insert the faces of famous actresses. The term ”deep fake” was coined soon after, bringing a lot of attention to the phenomenon and its harmful potential for misinformation. It then triggered a fundamental discussion, that will likely be at the core of synthetic media, about ethics and the potential harm around the ”forgery” of content through AI. A very famous example is a deep fake video of Obama, created by Buzzfeed and enacted by Jordan Peel, warning us that ”We’re entering an era in which our enemies can make anyone say anything at any point in time.” – and indeed we are!
The potential impact of synthetic media lies in the automation of editing
Synthetic media is the term used for content created using artificial intelligence. With an initial set of data, algorithms learn to reproduce, and create, pictures videos, sound, gestures, text and more. The result is realistic-looking and sounding artificial digital content.
Looking closer at the tech behind synthetic media, the past few years have shown significant advancements in deep learning and generative adversarial networks (GANs) have accelerated their growth. Synthetic media is mostly based on GAN technologies, even if there are many different techniques being developed. This has resulted in the quality of synthetic media improving rapidly, and soon it might just be indistinguishable from traditional media.
The potential impact of synthetic media lies in the automation of editing which makes it possible to create content at scale. The cost to create synthetic media has considerably lowered due to the wide availability of the techniques. Open source software already enables anyone with some technical knowledge and a powerful-enough graphics card to create a deep fake. This has led to a drastic improvement of synthetic media quality (check out thispersondoesnotexist.com), without countless tedious hours of work.
A meaningful trend
If we also think about new behaviors such as how we consume media on social channels, how we expect even more personalization and accessibility or the fact that we have normalized virtual spaces for socializing (see the rise of Fortnite, or Animal Crossing as social media during the quarantine period), we have a very favorable ground for synthetic content to be a meaningful trend and impact the way we create and consume content online.
This again raises the familiar question if synthetic media is bad. It is a delicate yet fundamental question, and the answer is the same as with most tech: it’s not harmful in itself, it depends what we are using it for. Synthetic media has a lot of potential because it is not just deep fakes, there is a growing interest in how it could be used to support new business and creative areas. The industry around synthetic media is blooming and many companies and investors are looking into the trend, believing strongly in its future.
For now, entertainment applications are the entry point for larger audiences. We all have the possibility to create synthetic media in our pocket today. For example, Snapchat released their gender-swap filter in 2019. Russian app, Faceapp made us look older and in China ZAO released a deep fake app that can engrave the user’s face into some clips from famous films or series. It’s not hard to imagine the next iteration of a social media app being one where users can transform their voices, create their own synthetic character, or pretend to be their favorite celebrities.
Synthetic media could become a leverage for the media industry
But it’s about more than just entertainment – synthetic media could become a leverage for the media industry starting with automated news reporting and delivery.
In today’s newsroom, some types of reporting are extremely tedious and straightforward – human opinion and effort are not adding value. Weather reporting is a very good example. In the UK, the BBC blue lab has been exploring how synthetic media could help weather reporting. Given the growth of digital assistants and the industry’s drive for greater personalization, they are betting that in the future, we might expect that a video response to a query will be digitally generated. To try this out, the editorial department collaborated with the AI firm Synthesia and created an experiment where the presenter reads the names of 12 cities, numbers from -30 to 30 and several phrases to explain the temperature, to the camera. You can then pick your city and get a personalized, but synthetically created weather report.
Within Schibsted several of our media houses have simpler, but also automated services, reporting on weather, sports and real estate.
Another application that is very promising is automated, real time translation and dubbing. In that field, Synthesia is one of the most prominent companies looking into real time automated translation, with use cases ranging from education to customer service.
With improvement in synthetic voices, we can also imagine a rapid adaptation of voice technology in traditional media production pipelines. Particularly in video games and audio books which are markets that today face significant challenges scaling human voice over. Overall synthetic media could be a powerful technology for businesses that are reliant on content and would like to adapt their offering to different audiences. Today what would require many hours of work could be done through synthetic content creation.
Texts and dialogue are prominent use cases of Synthetic media. Hence, we are seeing the development of more realistic and accurate conversational and companionship technologies. From a simple bot, which generates a tailored conversation to a virtual double, the potential for service or leisure conversation opens up.
Having a conversation with an AI
Right now, most of our interactions with AI are transactional in nature: ”Alexa, what’s the weather like today”, or ”Siri, set a timer for ten minutes”. But what about developing a profound conversation with an AI? A stunning example is from a conversational bot called Replika which is programmed to ask meaningful questions about your life and to offer you emotional support without judgment. Since its launch more than two million people have downloaded the Replika app.
Digital assistants could be used for companionship purposes, but also education or training. It could for example help us recreate a learning environment, especially when working remotely. What if you could interact with simulated persons to learn from them or practice management techniques? And – would you invite a synth to a dinner party?
For all of this to happen and to convince us to interact with our virtual counterpart, the improvement of virtual human character and emotional response is crucial. The more these companions will look, talk and listen like humans the more we will be inclined to interact with them. For example, Samsung’s virtual human ”Neon” which they describe as their ”first artificial human” is here. These Neons can go out-of-script and develop their own ”personality”. It can generate new expressions, gestures, and reactions out of this unique ”personality”.
Producing quality synthetic content is still very costly and tech intensive, but companies that specializing in synthetic content are emerging, allowing businesses and individuals to buy and rent synthetic media.
Synthetic media is rather new and it’s moving fast. So fast that regulation has not followed yet. Whether it is about deep fakes, synthetic voices used for customer service, or entertainment pieces we will need to lay some ground rules about the ownership of such content and establish the responsibilities that come along. So far, many questions are still left unanswered such as, who will ”own” the content produced? How will copyright laws apply on a reproduction of a celebrity? Who would be held responsible if a digital assistant hurts someone in real life?
Still in early stages
Synthetic content has already made its way into our lives. But not all part of its ecosystem is moving at the same pace. The synthetic media sub trend, has already emerged to mainstream audiences, the technology powering it has left the research lab to find very concrete business applications. From strong ethical fears, to concrete valuable use cases, this development tells us a lot about the potential trajectory, outcomes and questions of the synthetic decade. Other areas such as biology are still in early stages, but their applications alter our lives even more profoundly. Overall, the technology underlying synthetic media, synthetic biology and other fields of synthetic content – namely AI, computer vision, deep learning etc., are the same. This means, the early questions that have risen with synthetic media are indicating the fundamental discussions we will face during the synthetic decade. In every field will arise interrogations and debate around the rights to edit, create and use what is created, determining ownership of the content, what is considered ethical or not. This also means we still have some agency to decide what comes next, and the synthetic decade to come will not necessarily be dystopian.
Sophie Tsotridis
Former Associate Product Manager and Trainee in Schibsted
Years in Schibsted
2
What I’ve missed the most during the Corona crisis
Being able to see a movie in a theater!
10 trends for 2021 – the pandemic shift
10 trends for 2021 – the pandemic shift
Get an overview of some of the most interesting ongoing tech trend with Schibsted’s top ten trends-list!
1. Splinternet: our new, fractured online life
The web is dead, so said the cover of Wired Magazine in August 2010. Ten years later it is still around, but there is no denying that its original form – the free, global, hyperlinked internet – is a thing of the past. Governments around the world are increasingly asserting control of the digital realm. China’s ”Great Firewall” and other censorship efforts are prime examples. Other countries are in turn responding to China’s global ambitions by banning Chinese apps. India banned 59 Chinese apps in July, and the US threatens to ban some of the most popular: Wechat and Tiktok. Meanwhile, as the EU is trying to make American tech companies play by the rules of GDPR legislation, Facebook recently responded that they may leave the EU if they cannot store Europeans’ data on American servers. Threat or promise? Many European tech startups would no doubt be thrilled to see Facebook go, hoping for a chance to create new social media platforms for European users.
2. Rise of the super apps
In Asia, ”super apps” collect many services within proprietary eco-systems. Wechat, Alipay, Grab and Gojek all compete in this space; Wechat is the front runner with over one billion monthly users and one million mini-apps on its platform. Watch out for companies like Amazon and Facebook trying to bring this winner-take-all trend to the West.
3. Shopping goes online
The pandemic has forced many brick-and-mortar stores to close, but according to data from IBM, this has fast-forwarded e-commerce growth by about five years. As new user groups learn to shop everything from groceries to fashion online, the pressure is on retailers to up their game, offering friction-free payments and same day delivery.
4. Games become social
Online gaming has been a refuge during the pandemic. For gamers around the world, hits like Fortnite and Animal Crossing offer more than just game mechanics. The games themselves, as well as Twitch streams, Youtube play-by-plays and Discord gaming chats, are spaces of connection and camaraderie – important forms of social media.
5. 5G changes everything
The battle for 5G supremacy may have stolen the spotlight for now, with several countries banning Huawei from their telecom infrastructure. But the more interesting news is that 5G speed (and bandwidth) changes the game for augmented reality and the internet of things. Finally, these hyped technologies have a chance to live up to our expectations.
6. Dining in the cloud
We may not meet up with friends at the restaurant as often these days, but we still need to eat. Thus, delivery services such as Foodora and Uber Eats are keeping busy. There is also new opportunity for nimble food startups, foregoing dining spaces (and expensive rent) and instead setting up efficient kitchens and selling food online to stay-at-home diners.
7. Deeper authenticity
Our lives are increasingly cloud-based and intertwined with algorithms. Despite this – or because of it – research shows that millennials crave authenticity: real people, real connections. The race is on to solve digital identity, ensuring users can own their online identity and data. And it may be a race where blockchain tech finally wins out.
8. No hiding from Big brother
500 million surveillance cameras track the Chinese people, along with a country-wide network of human informers. The social credit program aims to create a record of the entire population’s trustworthiness. Just wait for security-minded western politicians, and managers eager to check in on their work-from-home staff, to take a page out of the Chinese playbook.
9. Deep fakes
In September, The Guardian published an op-ed on why the human race must not fear artificial intelligence. The twist? It was written by an AI. Synthetic media is not coming, it is already here. Time to get used to AI-generated text, audio and video, created by learning algorithms, powered by engines from companies including OpenAI and Deepmind.
10. Smile for the camera
We waited decades for video chat to take off, in schools, in the workplace and just for fun. The pandemic was the tipping point that finally made video tech like Zoom, Skype and Google Meet indispensible everyday tools. Watch this space for a burst of innovation as screen sharing and fun filters evolve into sophisticated AR applications.
An underdog rethinking distribution
An underdog rethinking distribution
From zero to ten million yearly packages delivered in just five years – the growth for logistics and distributor company Helthjem has been a masterclass in winning the hearts of the Norwegian population and becoming an enabler for sustainable shopping.
There is something quite charming about the challenger. The David to the Goliath, and the story of the small-town boy who won the heart of the princess. Five years ago, start-up Helthjem was ready to disrupt the market and change the landscape for package delivery in Norway, going head to head against a giant with a near monopoly in the market for hundreds of years. Not an easy feat, but certainly not impossible.
Anders Lunde Angen, CEO – and the very first employee – of Helthjem Netthandel, was not intimidated by the challenges ahead. On the contrary, he was absolutely convinced that the start-up could make a difference in the market.
”The idea to utilize the capacity within the already existing newspaper delivery chain was brilliant, and I could see how this could potentially revolutionize the way we send and receive packages with regards to speed and frequency of delivery. My main driving force though was the way I could see this making life easier for everyday people”, he says.
The woman who hired Lunde Angen to do the job, CEO of Schibsted Distribution Cathrine Laksfoss, is very happy with Lunde Angen and his team’s unfailing enthusiasm and continuous hard work to make Helthjem the success it is today.
”To watch him and the team fine tune and further develop Helthjem and its services has been absolutely amazing – and their collaboration with the distribution has definitely been a key to the success for the whole distribution network”, Cathrine says.
From zero to ten million packages
And it seems both the market and the consumers are just as convinced by the Helthjem team’s efforts as Cathrine Laksfoss. A growth from zero to ten million packages sent per year in only five years is a solid testimony that the parcel service is a more than welcome player on the field. Helthjem has certainly become a competitor to be reckoned with. They were first in the market with home-to-home delivery and return from your own door, and the contactless home delivery has been well received.
Helthjem is a part of Scandinavia’s largest media companies, Schibsted, Amedia and Polaris. The distribution network has over 250 years of delivery experience from newspapers such as VG and Aftenposten, so it’s safe to say the newcomer had a solid history on which to lean. When newspaper subscriptions went down, there was available capacity in the distribution network, so it made perfect sense to benefit from the well-functioning machinery. Lunde Angen saw the nationwide and efficient newspaper distribution as an excellent starting point for services that require fast delivery to the consumer’s doorstep delivered contactless before breakfast.
”Today’s consumers expect more from businesses to make their lives easier and more streamlined, and quite rightly so. Why should you be forced to queue up in a crowded post office to pick up a package, or get home delivery according to a time schedule that may or may not suit you? It’s just not good enough”, he says.
There is no doubt that the business idea was good. In the five years Helthjem has been operative, several of the competitors have been forced to step up their game – so what was perhaps thought to be yet another insignificant start-up is now considered an actual opponent. It’s healthy for the industry and definitely a benefit for the customers.
Lack of innovation
Listening to your customers and meeting their needs should be at the core of any business, but surprisingly this has not always been the case within the logistics industry. The pace of innovation has been low and the consumers were for a long time left with a parcel delivery model that suited the logistics companies better than it suited them. In a time when flexibility is perhaps the most important selling point for consumers, it is no wonder that inflexible parcel delivery was no longer good enough. The power now lies in the hands of the customer.
Chief Sales Officer for Helthjem, Daniel Kongstvedt, highlights the flexibility of their delivery service as one of the most important reasons for the company’s success.
”We aim to have the fastest and smoothest service on the market, and our customers have really embraced the possibility of not only receiving packages on their doorstep, but also sending parcels from home. This flexibility is absolutely crucial when today’s customers choose how to send and receive packages”, Kongstvedt says.
You don’t have to be at home for a given period of time when the package is to be picked up or delivered by Helthjem. In fact, you don’t have to be at home at all
There is no denying that online shopping is the way forward for most retailers. Pre-corona, numbers showed that 80 percent of Norwegians between 16 and 79 had purchased goods online in the last twelve months, and the total consumption for e-commerce hovered around 170 billion NOK annually. It’s safe to assume the numbers will be significantly higher going forward, meaning the number of parcels passing through the Helthjem delivery chain will most certainly increase. In 2020, it is expected that over 85 million packages will be bought online in Norway, almost three times as many as last year. Kongstvedt is confident the customers will appreciate Helthjem and their speedy and smooth delivery service.
”Unlike how other companies operate, you don’t have to be at home for a given period of time when the package is to be picked up or delivered by Helthjem. In fact, you don’t have to be at home at all. We also deliver on Saturdays, which is a real luxury in a country where the postal service continues to scale down the number of delivery days”, he says.
Helthjem is a delivery partner of some of Norway’s leading online retailers. Every single day, protein supplements, the season’s coolest sneakers, syllabus literature, bootcut jeans, designer coat hangers and every other imaginable type of goods make their way from retailers’ warehouses – landing on the doorsteps of happy customers throughout Norway.
Promote sustainable consumption
Apart from delivering parcels containing brand new merchandise from top retailers, Helthjem also offers their customers both pickup and delivery of customer-to-customer sent packages from their home. The service has proven to be very popular, not least among fans of vintage shopping across the country. The growing interest in sustainable consumption has given rise to a boom in the market for buying second-hand goods, many of which are being carefully packed up and sent via Helthjem. Anders Lunde Angen is proud to work in a company that plays a part in an important movement for sustainability.
”Through platforms like Tise and Finn, people are given the opportunity to not only save money by buying second-hand items. They are also contributing to reducing carbon emissions by choosing pre-loved clothes, shoes and household goods. When you add a pre-existing distribution channel and smart transportation to the mix, it really adds up to a win-win situation, he says.
Surveys also show that users of Helthjem are selling items they would otherwise have thrown out, making Helthjem an even larger contributor to a sustainable lifestyle.
The effect of convenience has boosted the category even more than we dared hope
”We knew from the start that second-hand goods would be an important category for the service, but the effect of convenience has boosted the category even more than we dared hope”, says Director of Business Development and Innovation at Helthjem, Tor Even Blom-Ramberg.
Helthjem is conscious of their positive impact, but they still have ambitious goals when it comes to sustainability.
”While we enable sustainable e-commerce, the parcel journey is still not eco-friendly enough. That’s why an important part of our product development and goals for the future include skewing our delivery in an even more sustainable direction, for example using electric cars. It’s a journey to get there, but we are so proud of how far we’ve come, and truly motivated to keep going, Talseth says.
Through lockdown and quarantine in connection with Covid-19, Helthjem has been a lifesaver for many who have been bundled up at home for longer periods. Gym equipment, home office supplies and a new shirt to look good on your Teams-meeting with colleagues – Helthjem has made sure your online purchases have landed safely on your doorstep. Without having to interact with anyone or leaving your house.
”We’re very proud to have played an important part of making home life as comfortable as possible during difficult times. For me, it is just another testimony to the important role Helthjem is filling, both now and in the future”, says CEO Anders Lunde.
Marius Husebø-Evensen
Chief Communication Officer in Helthjem
Years in Schibsted
3
What I’ve missed the most during the Corona crisis
Visiting friends and family who are in the risk group
Meet our People in People
Meet our People
She makes Schibsted’s voice heard
Petra Wikström is part of building future digital markets. She’s director of Public Policy in Schibsted, and she and her team are constantly working to make Schibsted’s voice heard when it comes to regulations and political decisions.
”We’re talking to decision makers, members of parliament and officials in Sweden, Norway and not least in Brussels.”
In many areas this is about trying to secure that all actors in a market have the same opportunities and play by the same conditions. Lately the focus has been on Amazon, which is entering Sweden.
”The big question in the Nordics is what the future market of distribution will look like. Amazon is a dominant player and we understand that they will use Postnord’s delivery service – do the politicians think this is okay?”
The question is interesting to Schibsted which is already in the distribution business in Norway and is looking into it in Sweden. An even more important question is how Apple is challenging media companies, by keeping 30 percent of revenues from app sales in Appstore and not sharing user data.
The key to making yourself heard in issues like these, Petra explains, is to have concrete suggestions – and a good network. With many years in Brussels she knows how this all works and how Schibsted can be a leading voice in its market. ”The stakeholders need people they can trust and listen to, who have useful input. Schibsted is quite unique with all our different companies and different experiences.” Most challenging are the long processes. Most decisions take five years to reach. ”But on the other hand it’s super exciting and it’s nice to be able to lift Schibsted’s role, that makes me proud.
Petra Wikström
Director of Public Policy
Years in Schibsted: 2
What I have missed the most during Corona crises: Travelling, cultural happenings and meeting people at larger events.
Employees support sustainability
When Niklas Hermansson saw the information on Schibsted’s intranet about the sustainability change-makers program, he immediately knew he wanted to apply. Before joining Schibsted he used to work with renewable energy, so sustainability has been an important area for a long time.
”The program sounded very exciting and my ambition is that it will support me in working with these aspects in Prisjakt”, he says.
The program consists of an online education at Cambridge University. And then the change-makers get assigned to work on projects within Schibsted. Niklas is looking into how Lendo can measure its impact on society – what good they contribute with and which risks are involved.
”It’s super exciting to work with the other change-makers across Schibsted, we all have different competences and backgrounds.” The program has opened his eyes. ”To me it’s become obvious how sustainability is about so much more than the environment. It’s about societal impact, equality, how we can work smarter – the perspective is broad.”
Niklas Hermansson
CFO at Prisjakt Group
Years in Schibsted: 1
What I have missed the most during the Corona crisis: Having a coffee and chat about life with my grandmother.
Students connect with Schibsted
During the autumn, students from universities in Norway and Sweden have been able to sign up for the Schibsted Connect program – where they are matched with a Schibsted buddy to share knowledge and experiences.
Kamilla Abrahamsen from Schibsted’s talent acquisition team is excited that this second round has attracted so many applicants.
”We will match some 30, 40 buddy-couples who will meet once a month.”
The idea is a win-win situation where both the student and the Schibsted employee will learn and develop. The students will get insights into Schibsted and work-life and their Schibsted buddy will learn about younger generations habits – and how they experience Schibsted products. Kamilla explains that the students are eager to learn more about Schibsted – they are often not aware of all options within the family. They might know that Schibsted invest in start-ups, but not that innovation is happening in all parts. ”To many students, having a role model from work life is a great thing. And our Schibsted people can be really proud to be ambassadors.”
Kamilla Abrahamsen
Employer branding coordinator
Years in Schibsted: 3
What I have missed the most during the Corona crisis: Hugs!
Meet our People
Meet our People
After almost five years in sunny Barcelona Jussi Lystimäki is back in Helsinki to win the marketplace arena in Finland for Schibsted.
”The timing is perfect for Finland”
”It has been damned hard, but now we have a strong position and I’m 100 percent sure that we will succeed.” No surprise, he loves challenges and complex situations. So far, they have mainly been connected to making acquisitions on remote – Schibsted has recently bought the Finnish marketplace Oikotie. But it’s also about building a new organization without actually meeting the people involved, but using remote meetings on video.
”I started off calling all communication people I knew to understand how to do this on video.” At the same time, it’s all familiar, Jussi used to be the CEO of Tori, but left for Barcelona to develop Schibsted’s international business. ”It’s always hard in a new country when you don’t know the language, you live in a rental, and you don’t really get to know people. You adapt but only now I realize that I am relaxed, for real.” So, why Finland now?
”The opportunity for Schibsted is perfect. In Finland the media houses own the marketplaces – but it’s their secondary business. And all the vertical positions are still open. Also, we thought the Corona crisis would be an obstacle when making the acquisition – turns out it was the opposite. Sanoma, like other media houses, needed to secure their main business and was eager to sell.”
Jussi Lystimäki
CEO, Schibsted Marketplaces Finland
Years in Schibsted: 10
What I have missed the most during Corona crises: I miss the buzz and good energy in the office.
Hygglo takes step by step to success
Which tool is the one users at Hygglo are most eager to get hold of quick and nearby?
Which tool is the one users at Hygglo are most eager to get hold of quick and nearby? A bolt cutter. This sign of desperation is not a significant pattern amongst most users though. And patience and an analytic mindset are more adequate words to describe the company and one of its founders, Ola Degerfors.
”In some sense, you might even call us boring.”
Ola founded the service that allows users to rent out things in 2016, together with Axel Hellström and Henrik Fräsén. Schibsted invested soon after. At the time the idea had already been tried in those early days of the sharing economy. ”But our timing was right, we have had the patience to not give up and we don’t make many mistakes.” Ola refers to the platform and how they analyze data and speak to a lot of users to make sure they make the Hygglo experience as smooth as possible. ”Our goal now is to be the first to prove this business profitable. And then we will take on Europe.” They will do this the Hygglo way – improving the platform even more, step by step.
Ola is sure that’s the key. ”Sustainabilty is a driver, but the user experience and conveniency is what will change people’s behavior.”
Ola Degerfors
CEO at Hygglo
Years in Schibsted: 4
What I have missed the most during the Corona crisis: My routines – I like everyday life, like going to the office.
SvD wants to measure engagement
How do you measure if your journalism is engaging? Media houses often struggle with qualitative metrics and to understand why their readers are leaving – once they do. At Svenska Dagbladet they have built a data model to follow and learn about this – supported by AI.
”We needed a compass, something that could indicate the level of engagement amongst our users”, says Gabrielle Lindesvärd, responsible for data and analysis at SvD.
It was key to build a model that was easy to use and easy for the organization to understand. So, Gabrielle and her team developed an internal simple tool, tried it out and iterated as they went along. ”We decided on a model which measures how often our users interact with our digital products. And it really works. When we for instance are launching a new product we instantly know if engagement is up – which means it was a good idea.” The project also got some extra help from two KTH students who built a churn model, based on machine learning and the engagement model. ”Thanks to this we got a lot of data, proving that our method is valid.”
Gabrielle Lindesvärd
Head of data & analytics, SvD
Years in Schibsted: 5
What I have missed the most during the Corona crisis: People overall and Babette’s stracciatella pizza.