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Time of India
an hour ago
- Time of India
Forget walking, Americans scroll 86 miles a year on phones, and the number keeps rising - are you guilty too?
In today's world, where everything is digital, our fingers are going farther than our feet. A new study shows that Americans scroll the equivalent of 86 miles per year on their phones. In some states, the numbers are even higher. The data shows not only how far away we are, but also the hidden cost of our obsession with screens. People all over the country, from Arizona to New York, spend hours on their devices every day, often without realizing how much time and energy they're wasting. Experts say that this "scrolling marathon" isn't just a weird fact; it's hurting the economy and costing the world trillions of dollars, as per a report by The NY Post. How far are Americans really scrolling? Researchers at Toll Free Forwarding found that the average American spends 6 hours and 35 minutes a day looking at screens, which adds up to an amazing 86 miles of scrolling every year. For example, New Yorkers spend an average of 6 hours and 12 minutes a day walking, which adds up to more than 81 miles a year, as per a report by The NY Post. The study found that most people check their devices 58 times a day, and more than half of those checks happen while they are at work. Even more shocking, half of those interruptions happen within three minutes of the last one, which experts call a "nonstop loop of distraction." Which states are ahead in the scrolling race? Live Events New Yorkers may think they're some of the worst, but they don't even make the top 10. Arizona takes the crown, with people spending an average of 8 hours and 50 minutes a day on screens, an amazing 115 miles of scrolling a year, as per a report by The NY Post. ALSO READ: Apple iPhone 17 Air and Pro get surprise release date change — here's the new timeline Washington came in second with 108 miles, and Kentucky came in third with 105 miles. Missouri, New Mexico, Texas, and Louisiana are also states where people scroll a lot. Even at the bottom of the list, people are still running close to 90 miles a year, which is almost the length of several marathons put together, as per a report by The NY Post. ALSO READ : Orca attack mystery: What really happened to marine trainer Jessica Radcliffe How much does all this time in front of a screen cost us? Experts say there is a much bigger problem than the strange numbers. Analysts say that switching tasks too often can cut productivity by as much as 40%, which is a big problem for businesses, as per a report by The NY Post. The damage to the economy is just as bad. Wasted screen time is thought to cost the world economy $8.8 trillion every year. Phones are making it harder than ever to tell the difference between work and play because they keep you from focusing, sending you notifications, and making you want to check your social media. ALSO READ: iPhone 17 Pro Max vs Pro: The key differences Apple doesn't want you to miss FAQs How long does the average American use their phone each day? It takes about 6 hours and 35 minutes, which adds up to more than 2,400 hours a year. What state has the most scrolling each year? Arizona has the most scrolling, with an average of 115 miles per year.
NDTV
an hour ago
- NDTV
Delhi University Students To Get AI, Cybersecurity Training Under Google Cloud Collaboration
The University of Delhi (DU) has entered into a multi-year collaboration with Google Cloud to equip students with cutting-edge skills in artificial intelligence (AI), cloud computing, cybersecurity, data analytics, and digital literacy. The initiative will provide industry-recognised certifications, hackathons, mentorship opportunities, startup incubation support, and specialised Google workshops for education. Registrar Dr Vikas Gupta said the partnership is aligned with the objectives of the National Education Policy (NEP) 2020 and is designed to boost students' career prospects. "Technology adoption is growing rapidly. DU has already launched several courses in line with NEP 2020, and this collaboration with Google Cloud will add immense value by offering students future-ready skills," he said. Dean of Colleges, Professor Balram Pani, added, "Delhi University is the number one university in the country. This collaboration will benefit both DU and Google." Google Cloud Managing Director (India) Shashi Sreedharan highlighted the significance of the partnership: "Technology is a powerful equaliser. It is vital that India's next-generation talent is equipped with practical, future-ready skills. Our collaboration with DU marks a major step in shaping an AI-enabled academic ecosystem in India." Professor Sanjeev Singh noted that the programme would include hands-on labs, assessments, and certifications in industry-leading courses. Students will also gain exposure through campus hackathons and webinars.
Time of India
an hour ago
- Time of India
CEOs want their companies to adopt AI. But do they get it themselves?
Tired of too many ads? Remove Ads Tired of too many ads? Remove Ads Tired of too many ads? Remove Ads In March, Andy Katz-Mayfield, cofounder of the razor brand Harry's, started inviting junior employees to monthly meetings usually reserved for his most senior leaders. The purpose was for lower-level workers to show off how they were using generative artificial intelligence to improve the supply chain, finance and Katz-Mayfield had another purpose, too: getting the top executives comfortable with using AI themselves."Building familiarity with these tools opens people's eyes," said Katz-Mayfield, who is also a CEO of Harry's parent company, Mammoth Brands. "Through demos and stuff, people are like: 'Oh, that's cool. I didn't think about that, but I now realize why this is important for my team.'"Executives refer to the promise of AI with grandiose comparisons: the dawn of the internet, the Industrial Revolution, Carl Friedrich Gauss' discovery of number theory. But while boards and top executives may mandate using AI to make their businesses more efficient and competitive, many of those leaders haven't fully integrated it into their own with most technological advances, younger people have taken to AI more quickly than their elders. And the work that people do earlier in their careers -- inserting data into spreadsheets, creating decks, coming up with designs -- also lends itself to playing around with the technology. Top executives, on the other hand, are often several steps removed from the mechanics. Once they're in the C-suite, days are filled with meetings. Less doing, more to nudge high-level managers, CEOs who have fully embraced AI are trying new tactics. Some have told senior leaders to use Gemini, Google's AI assistant, before defaulting to Google search. Some are carving out time at corporate retreats to play around with generative AI tools like Mayer Brown, a law firm in Chicago, chair Jon Van Gorp has shared with the partners how he uses a generative AI tool built for legal professionals to help draft contracts and distill the most salient points from his own writing. At a fashion startup called Daydream, Friday lunches are devoted to employees' sharing how they're using generative AI tools; the chief technology officer has shared her Gemini prompts from the chief technology officer, Sandeep Chouksey, 41, is well aware of AI and has been playing around with ChatGPT since it came out nearly three years ago. But he found that watching the engineers on his team helped him understand the technology better. He figured his peers needed to get their eyes on it, too, and suggested inviting employees who were working closely with AI to the leadership work of senior executives "doesn't lend itself to actually experimenting with the technology," Chouksey said. "I knew that the other leaders needed to see what I was seeing -- all the bottom-up work that was happening."Chuck Whitten is witnessing how company executives are gradually wrapping their heads around the AI phenomenon. He is the global head of digital practices at Bain & Co., a management consulting firm where his job is to advise CEOs about technology. They understand the importance of integrating AI into their companies, he said, but don't yet have a feel for the technology was in their shoes not too long ago. In 2021, he left Bain after 22 years to become co-chief operating officer at Dell Technologies. He was in that job when ChatGPT rolled out. He describes it as a "lightning bolt" moment. Part of the reason he returned to Bain was realizing that senior leaders needed assistance entering the "golden age of artificial intelligence," he said."I think the majority that I see are just experimenting with the basics, sort of trying Copilot or ChatGPT for the occasional email, draft or quick fact check," Whitten said. "This is not a tool you can delegate down the hall to the chief information officer. They need to be hands-on in both where the technology is going and how they can apply it today."According to a survey of 456 CEOs by Gartner, a research and advisory firm, released in May, 77% of the executives thought AI is transformative for business, but fewer than half thought their technology officers were up to the task of navigating the current digital CEO is trying to "figure out whether they're set up for the future or not and how the world looks on the other side of this technology transformation," said Tom Pickett, CEO of Headspace, a wellness app. "They're facing this constant change, which just leads to stress and everyday anxiety."Pickett, 56, has dealt with his own anxiety by using AI chatbots as much as possible. He joined the company last August and said chatbots had helped him get up to speed in his role. He uses ChatGPT or Gemini to do research and receive advice about business moves, such as potential partnerships with other companies. He said it helped him "learn 10 times as much or test 10 times as many ideas in a very lightweight way."In the past, he said, "I would have had to ask the resident expert or somebody who worked with that company to really give me a debrief," Pickett said. "And instead, in five minutes, I'm like, 'Oh, OK, I get this.'" (He said he had also consulted people in his company, but now "the conversations are more productive.")Sarah Franklin, CEO of Lattice, a human resources software platform, said it can be difficult to get executives to use new tools, and in internal meetings she regularly asks, "Did you test that message with ChatGPT?"Franklin, who previously was chief marketing officer at Salesforce , has been using generative AI tools since they came on the market. But the technology is moving quickly, and everyone is trying to figure it out on the go."Nobody has 10 years of agentic AI experience right now. They at best have six months. So nobody is fully prepared," Franklin, 49, said. "What we have right now in the world is a lot of optimism combined with a lot of FOMO."Fear of missing out can be the mother of innovation, it January, Greg Schwartz , CEO of StockX, was scrolling the social platform X when he saw several users posting projects that they had made with various AI coding apps. He downloaded the hadn't written a line of code in years. But using the apps got his mind a corporate retreat in March, he decided to push 10 senior leaders to play around with these tools, too. He gave everyone in the room, including the heads of supply chain, marketing and customer service, 30 minutes to build a website with the tool Replit and make a marketing video with the app Creatify."I'm just a tinkerer by trait," Schwartz, 44, said. "I thought that was going to be more engaging and more impactful than me standing in front of the room."There was a "little bit of shock" when he presented the exercise, he said. But he tried to remind people it was a fun activity. They weren't being discomfort is normal, said Ethan Mollick, a professor at the University of Pennsylvania's Wharton School and author of the newsletter One Useful Thing and the book "Co-Intelligence: Living and Working With AI.""AI is weird and off-putting," Mollick said. "There's a lot of psychological resistance to using the systems even for people who know they should be doing it."Many organizations, he added, have a "real failure of imagination and vision" when it comes to the power of these systems."The main issue is that leaders have to take a leading role," Mollick said. "They all say AI is the future, use AI to do stuff. And then they don't make any decisions or choices."About half of companies do not have road maps for integrating AI, according to a Bain survey. Whitten at Bain said that about only 20% of companies were scaling their AI bets and that most didn't have benchmarks for how workers should use Mammoth Brands, Katz-Mayfield said that he and his team had discussed providing incentives to employees who use AI but that they hadn't needed to. The energy around experimenting is working for the company. In the last meeting it had five demos on the docket but didn't get to all of them because senior leaders were "asking so many questions and wanting to see different things.""If the leadership team is excited and engaged in that stuff," Katz-Mayfield said, "that's probably more than half the battle."
