Hermen Hulst And Hideaki Nishino Named Dual PlayStation CEOs Following Jim Ryan’s Departure

Hermen Hulst And Hideaki Nishino Named Dual PlayStation CEOs Following Jim Ryan’s Departure

Sony has appointed Hermen Hulst and Hideaki Nishino as dual CEOs of PlayStation, following Jim Ryan’s departure from the company this spring; they will begin June 1. Ryan announced he was leaving PlayStation last year, with Sony Group Corporation COO and CFO Hiroki Totoki stepping in as interim CEO following his departure in March. After that brief stint, PlayStation is tackling the CEO position with two figures, each with different focuses. 

Hulst has been appointed CEO of SIE’s Studio Business Group while Nishino has been appointed CEO of SIE’s Platform Business Group. Totoki, now through as interim CEO, will serve as a Chairman of SIE in addition to returning to his role as COO and CFO of Sony Group Corporation. Both Nishino and Hulst will report to Totoki. 

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“Sony Interactive Entertainment is a dynamic and growing business that delivers incredible entertainment experiences through the connection of content and technology,” Totoki writes in a press release. “These two leaders will have clear responsibilities and will manage strategic direction to ensure the focus remains on deepening engagement with existing PlayStation users and expanding experiences to new audiences.”

Nishino was the senior vice president of PlayStation’s Platform Experience Group, “responsible for developing the experiences and technology with PlayStation products and services,” including the PlayStation 5, PlayStation VR2, and PlayStation Network. Sony says in his new CEO position, he will continue to be responsible for technology, products, services, and platform experiences. He will also oversee third party publisher and developer relations and commercial operations, including sales and marketing of hardware, services, and peripherals, the press release reads. 

“We will continue to connect players through world-class products, services, and technology,” Nishino writes. “We always strive to grow our community even bigger with innovation in every area at Sony Interactive Entertainment. I am honored to be appointed such an important role alongside Hermen. By working more closely together, we will be positioned to build incredible experiences for an ever-expanding audience now and in the future.” 

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Hulst was the senior vice president and PlayStation Studios head, responsible for “developing content across many devices including PlayStation consoles and PCs, and bringing video game IP to new mediums such as film and television through PlayStation Productions.” As CEO, Hulst will be responsible for the development, publishing, and business operations of first party content. 

“I am thrilled to lead the studio business group and continue to build on our success with PlayStation 5, while preparing for the future,” he writes in the press release. “The video game industry is one of the largest entertainment industries in the world and has been built on the marriage of content and technology, and I look forward to continuing to push the boundaries of play and entertainment.”

Totoki says in a separate blog post that later this month, players will “learn more about the long-term vision for Sony Group and the essential role SIE plays in that vision,” hinting that the company might have some kind of event happening in May. He adds, “[Fiscal Year 2024] marks the start of the Mid-Range Plan period for Sony Group in which we will set the course for sustainable growth.” 

For more about PlayStation, read Game Informer’s Stellar Blade review, and then read Game Informer’s Final Fantasy VII Rebirth review. After that, check out this Game Informer interview with former PlayStation boss Jack Tretton about acquisitions, live service games, E3, and more. 


What do you think about PlayStation’s dual CEO approach? Let us know in the comments below!

Helldivers 2 Is PlayStation’s Fastest-Selling Game Ever, Crossing 12 Million Copies In 12 Weeks

Helldivers 2 Is PlayStation’s Fastest-Selling Game Ever, Crossing 12 Million Copies In 12 Weeks

Helldivers 2 is PlayStation’s fastest-selling game ever, the company has announced in its latest financial earnings call. It achieved this title after crossing 12 million copies sold in 12 weeks, beating out the record previously held by God of War Ragnarök, which sold 11 million copies in 10 weeks, as reported by VideoGamesChronicle

Developer Arrowhead Game Studios’ live-service multiplayer shooter sequel hit PlayStation 5 on February 8, with a simultaneous PC launch that same day, which is new for PlayStation. Its usual PC strategy sees PlayStation games launching on PC years after the game’s console release – Ghost of Tsushima Director’s Cut is only just now coming to PC this month, for example. It seems launching on PC day-and-date with PS5 was the right call, though, as Helldivers 2 is now a bonafide hit for PlayStation. 

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Arrowhead Game Studios CEO Johan Pilestedt celebrated the news, noting there are more Helldivers 2 players than Swedes (the studio is based in Stockholm, Sweden) while thanking players for helping the team and PlayStation reach this achievement. 

Notably, Arrowhead Game Studios is independent – PlayStation published Helldivers 2 as a PS5 console exclusive, in a way previously referred to as second-party. However, given acquisitions are happening more and more this generation, it wouldn’t be surprising if PlayStation attempted to bring Arrowhead Game Studios under the first-party umbrella. 

For more, read Game Informer’s Helldivers 2 review, and then read about how PlayStation recently walked back its Helldivers 2 PlayStation Network changes

[Source: VideoGamesChronicle]


Are you one of the 12 million Helldivers 2 players? Let us know in the comments below! 

AI is changing the shape of leadership – how can business leaders prepare? – CyberTalk

AI is changing the shape of leadership – how can business leaders prepare? – CyberTalk

By Ana Paula Assis, Chairman, Europe, Middle East and Africa, IBM.

EXECUTIVE SUMMARY:

From the shop floor to the boardroom, artificial intelligence (AI) has emerged as a transformative force in the business landscape, granting organizations the power to revolutionize processes and ramp up productivity.

The scale and scope of this shift is fundamentally changing the parameters for business leaders in 2024, presenting new opportunities to increase competitiveness and growth.

Alongside these opportunities, the sophistication of AI – and, in particular, generative AI – has brought new threats and risks. Business leaders across all sectors are dealing with new concerns around data security, privacy, ethics and skills – bestowing additional responsibilities to consider.

To explore this in more detail, IBM commissioned a study, Leadership in the Age of AI. This surveyed over 1,600 senior European executives on how the AI revolution is transforming the role of company leaders as they seek to maximize its opportunities while also navigating its potential threats in an evolving regulatory and ethical landscape.

Powering AI growth in Europe

With seven out of ten of the world’s most innovative countries located in Europe, the region is well-positioned to capitalize on the soon-to-be-adopted EU AI Act, which offers the world’s first comprehensive regulatory framework. This regulatory confidence and clarity is expected to attract additional investments and new participants, further benefiting Europe’s AI ecosystem.

Against this promising backdrop, it is no surprise to see generative AI deployment at the top of CEOs’ priorities for 2024, with 82% of the business leaders surveyed having already deployed generative AI or intending to this year. This growing sense of urgency is driven by a desire to improve efficiency by automating routine processes and freeing employees to take on higher-value work, enhancing the customer experience and improving outcomes.

Despite this enthusiasm, concerns around security and privacy are tempering the rate of adoption – while 88% of business leaders were excited about the potential of AI within their business, 44% did not feel ready to deploy the technology yet, with privacy and security of data (43%), impact on workforce (32%) and ethical implications (30%) identified as the top three challenge facing business leaders. Instead of solely focusing on the financial benefits of AI, business leaders are now compelled to actively address the societal costs and risks associated with it.

A new era for leadership

Leadership in the age of AI requires executives to strike a balance between addressing the ethical and security implications of technology and harnessing its competitive advantages. This delicate balance lies at the core of the EU AI Act, endorsed by the European Parliament in March. It aims to promote innovation and competitiveness in Europe while ensuring transparency, accountability and human oversight in the development and implementation of AI.

The Act takes a risk-based approach, ascertaining the level of regulation required by the level of risk each use case poses. This spans from prohibitive, which includes practices such as social scoring; high-risk, which encompasses areas such as infrastructure and credit scoring; medium-risk, which includes chatbots and deep fakes; and low-risk, containing AI-enabled games and spam filters.

With these parameters in place, business leaders must realize regulatory compliance and prepare their operations and workforce for the upcoming shift. They must manage risk and reputation and future-proof their companies for further innovation and regulation, which will inevitably follow in the coming years.

There are two major priorities for business leaders in achieving this. The first is to create effective AI governance strategies built upon five pillars: explainability, fairness, robustness, transparency and privacy. These aim to promote transparency in data usage, equitable treatment, defence against attacks, system transparency and privacy protection.

Underpinned by human oversights, they will serve to mitigate risks and ensure AI systems are trustworthy. This comprehensive governance approach fosters responsible AI adoption, building trust among users and stakeholders while ensuring the ethical and responsible use of AI technologies.

The second, and equally important, action is to establish an AI ethics board. While the Act itself necessitates a certain level of ethical compliance, businesses should use this opportunity to establish their own ethical frameworks.

This will guide implementation now while laying out clear guardrails for future innovation. At IBM, for example, our ethical framework dictates what use cases we pursue, what clients we work with and our trusted approach to copyright. Establishing these foundations early serves to help prevent reputational risks or Act breaches further down the line.

The skills responsibility

There is also a clear responsibility for equipping workforces with the necessary skills to successfully navigate AI transformation. Another recent IBM study around AI in the workplace found that 87% of business leaders expect at least a quarter of their workforce will need to reskill in response to generative AI and automation.

Those who equip themselves with AI skills will have a significant advantage in the digital economy and job market over those who do not. Organizations are responsible for helping their employees upskill or reskill to adapt to this changing ecosystem.

Businesses take this duty seriously, with 95% of executives stating they are already taking steps to ensure they have the right AI skills in their organizations, and 44% actively upskilling themselves in the technology. The incentive comes from a competitive and a societal perspective, ensuring that large portions of the workforce are not excluded from participating in and benefiting from the thriving digital economy.

With legislative frameworks now in place, European CEOs and senior business leaders must navigate the evolving AI landscape with trust and openness, integrating good governance principles into its development and adoption, cementing ethical guardrails and building resilience across the workforce. This new era of leadership demands trust and transparency from the top down and will be a critical component for growth and return on investment.

This article was originally published via the World Economic Forum and has been reprinted with permission.

MIT researchers discover the universe’s oldest stars in our own galactic backyard

MIT researchers discover the universe’s oldest stars in our own galactic backyard

MIT researchers, including several undergraduate students, have discovered three of the oldest stars in the universe, and they happen to live in our own galactic neighborhood.

The team spotted the stars in the Milky Way’s “halo” — the cloud of stars that envelopes the entire main galactic disk. Based on the team’s analysis, the three stars formed between 12 and 13 billion years ago, the time when the very first galaxies were taking shape.

The researchers have coined the stars “SASS,” for Small Accreted Stellar System stars, as they believe each star once belonged to its own small, primitive galaxy that was later absorbed by the larger but still growing Milky Way. Today, the three stars are all that are left of their respective galaxies. They circle the outskirts of the Milky Way, where the team suspects there may be more such ancient stellar survivors.

“These oldest stars should definitely be there, given what we know of galaxy formation,” says MIT professor of physics Anna Frebel. “They are part of our cosmic family tree. And we now have a new way to find them.”

As they uncover similar SASS stars, the researchers hope to use them as analogs of ultrafaint dwarf galaxies, which are thought to be some of the universe’s surviving first galaxies. Such galaxies are still intact today but are too distant and faint for astronomers to study in depth. As SASS stars may have once belonged to similarly primitive dwarf galaxies but are in the Milky Way and as such much closer, they could be an accessible key to understanding the evolution of ultrafaint dwarf galaxies.

“Now we can look for more analogs in the Milky Way, that are much brighter, and study their chemical evolution without having to chase these extremely faint stars,” Frebel says.

She and her colleagues have published their findings today in the Monthly Notices of the Royal Astronomical Society (MNRAS). The study’s co-authors are Mohammad Mardini, at Zarqa University, in Jordan; Hillary Andales ’23; and current MIT undergraduates Ananda Santos and Casey Fienberg.

Stellar frontier

The team’s discoveries grew out of a classroom concept. During the 2022 fall semester, Frebel launched a new course, 8.S30 (Observational Stellar Archaeology), in which students learned techniques for analyzing ancient stars and then applied those tools to stars that had never been studied before, to determine their origins.

“While most of our classes are taught from the ground up, this class immediately put us at the frontier of research in astrophysics,” Andales says.

The students worked from star data collected by Frebel over the years from the 6.5-meter Magellan-Clay telescope at the Las Campanas Observatory. She keeps hard copies of the data in a large binder in her office, which the students combed through to look for stars of interest.

In particular, they were searching ancient stars that formed soon after the Big Bang, which occurred 13.8 billion years ago. At this time, the universe was made mostly of hydrogen and helium and very low abundances of other chemical elements, such as strontium and barium. So, the students looked through Frebel’s binder for stars with spectra, or measurements of starlight, that indicated low abundances of strontium and barium.

Their search narrowed in on three stars that were originally observed by the Magellan telescope between 2013 and 2014. Astronomers never followed up on these particular stars to interpret their spectra and deduce their origins. They were, then, perfect candidates for the students in Frebel’s class.

The students learned how to characterize a star in order to prepare for the analysis of the spectra for each of the three stars. They were able to determine the chemical composition of each one with various stellar models. The intensity of a particular feature in the stellar spectrum, corresponding to a specific wavelength of light, corresponds to a particular abundance of a specific element.

After finalizing their analysis, the students were able to confidently conclude that the three stars did hold very low abundances of strontium, barium, and other elements such as iron, compared to their reference star — our own sun. In fact, one star contained less than 1/10,000 the amount of iron to helium compared to the sun today.

“It took a lot of hours staring at a computer, and a lot of debugging, frantically texting and emailing each other to figure this out,” Santos recalls. “It was a big learning curve, and a special experience.”

“On the run”

The stars’ low chemical abundance did hint that they originally formed 12 to 13 billion years ago. In fact, their low chemical signatures were similar to what astronomers had previously measured for some ancient, ultrafaint dwarf galaxies. Did the team’s stars originate in similar galaxies? And how did they come to be in the Milky Way?

On a hunch, the scientists checked out the stars’ orbital patterns and how they move across the sky. The three stars are in different locations throughout the Milky Way’s halo and are estimated to be about 30,000 light years from Earth. (For reference, the disk of the Milky Way spans 100,000 light years across.)

As they retraced each star’s motion about the galactic center using observations from the Gaia astrometric satellite, the team noticed a curious thing: Relative to most of the stars in the main disk, which move like cars on a racetrack, all three stars seemed to be going the wrong way. In astronomy, this is known as “retrograde motion” and is a tipoff that an object was once “accreted,” or drawn in from elsewhere.

“The only way you can have stars going the wrong way from the rest of the gang is if you threw them in the wrong way,” Frebel says.

The fact that these three stars were orbiting in completely different ways from the rest of the galactic disk and even the halo, combined with the fact that they held low chemical abundances, made a strong case that the stars were indeed ancient and once belonged to older, smaller dwarf galaxies that fell into the Milky Way at random angles and continued their stubborn trajectories billions of years later.

Frebel, curious as to whether retrograde motion was a feature of other ancient stars in the halo that astronomers previously analyzed, looked through the scientific literature and found 65 other stars, also with low strontium and barium abundances, that appeared to also be going against the galactic flow.

“Interestingly they’re all quite fast — hundreds of kilometers per second, going the wrong way,” Frebel says. “They’re on the run! We don’t know why that’s the case, but it was the piece to the puzzle that we needed, and that I didn’t quite anticipate when we started.”

The team is eager to search out other ancient SASS stars, and they now have a relatively simple recipe to do so: First, look for stars with low chemical abundances, and then track their orbital patterns for signs of retrograde motion. Of the more than 400 billion stars in the Milky Way, they anticipate that the method will turn up a small but significant number of the universe’s oldest stars.

Frebel plans to relaunch the class this fall, and looks back at that first course, and the three students who took their results through to publication, with admiration and gratitude.

“It’s been awesome to work with three women undergrads. That’s a first for me,” she says. “It’s really an example of the MIT way. We do. And whoever says, ‘I want to participate,’ they can do that, and good things happen.”

This research was supported, in part, by the National Science Foundation.

Unveiling ChatGPT-4o: Next-Gen Features and Their Transformative Impact

The latest iteration of OpenAI’s conversational model, ChatGPT-4o (“o” for “omni”) has arrived, bringing with it a host of new features that promise to revolutionize the way we interact with AI. Building on the success of its predecessors, GPT-4o introduces significant advancements in language understanding, contextual…

BirdDog Next Gen Cameras are Here – Videoguys

BirdDog Next Gen Cameras are Here – Videoguys

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Paul Roscoe, Chief Executive Officer, CLEW Medical – Interview Series

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The Growing Threat of Data Leakage in Generative AI Apps

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