It is the most significant honor the Institute bestows on an individual and comes at a time Nadella described as a "golden age" of computer science.  

"I think what motivates all of us, as this community of folks who are associated with Georgia Tech, is not just the technology, because it's just merely a tool. But it's a powerful means to a more powerful end, which is about empowering every person and every organization on the planet to achieve more. The innovation you're driving here at Georgia Tech comes at one of the most consequential moments in the history of technology. As we enter this age of artificial intelligence, it's communities like this one that will help create the world we want to live in," Nadella said.  

With over 2,000 Georgia Tech alumni on its staff and a prominent presence in the city of Atlanta, Microsoft recently became the second company in history to surpass a $3 trillion market value. Accepting the degree, Nadella, who became the company's CEO in 2014, spoke of aligning values between Microsoft and Georgia Tech and looking forward to working together to create technologies and solutions for the world's most pressing challenges.  

"When you talk to Satya, he always leads with the impact that the company is having on people and organizations around the world," Georgia Tech President Ángel Cabrera said during the ceremony. "That sounds awfully familiar with our mission at Georgia Tech — to develop leaders who advance technology and improve the human condition. Our motto is progress and service. We define our success by the impact that we have in the lives of others. So, that explains why we're so excited to bring Satya into the family of Yellow Jackets." 

A fireside chat between Cabrera and Nadella followed the ceremony. Along with the transformative nature of AI and its ability to improve workflows and productivity in business, Nadella spoke of its potential to bring personalized instruction to students worldwide.  

He also participated in a roundtable discussion with faculty members about the implementation and impact of AI in higher education, robotics, cybersecurity computing, and other areas. Alex Orso, interim dean of the College of Computing, was among the participants and discussed ways to foster the exchange of talent between Georgia Tech and Microsoft. He also discussed how Georgia Tech's online computer science master's program, in collaboration with the Division of Lifetime Learning, can serve as a global platform to educate students before, during, and after college. 

Irfan Essa, senior associate dean in the College of Computing and co-director of Georgia Tech's AI Hub, added that Nadella and the faculty shared ideas for how industry and academia can collaborate to produce a strong workforce in the years to come.  

"We are a leader in this area and a part of the conversation," he said. "Industry leaders like Microsoft and places like Georgia Tech have to figure out a collaborative system to have more conversations about understanding the future workforce but also learning from companies about what kinds of things we should be providing from a broad standpoint educationally." 

Nadella then sat down with a group of students, all former Microsoft interns, to discuss their educational experience and what he called a "paradigm shift" across the industry, similar to the rise of the internet and cloud computing.  

Rynaa Grover will graduate with a master's degree in computer science in May and has accepted a position with Microsoft. "The research that goes on at Georgia Tech is very advanced and in line with the industry. It's incredible to be in this field at this point in time and to be able to contribute to such a big firm; it's really empowering," said Grover, who worked with Microsoft's machine learning platforms as an intern and with large language models in Assistant Professor Srijan Kumar’s lab. 

Yi Qin will also join Microsoft after graduating with a master's in human-computer interaction.  

"This was such a memorable experience for me,” she said. “Conversations like this make me feel like we are capable of doing a lot of great things. We should capture every opportunity that we have, have a growth mindset, and create whatever impact we want to make." 

"Our decision to locate in Columbus was driven by several crucial factors, and we are thrilled about the opportunities that this vibrant city presents for our growth and development,” said Prashant Patil, Micromize founder and CEO. “The work of CHIPS4CHIPS in supporting the semiconductor industry is commendable, and we are excited to be part of this innovative ecosystem.”

This exciting development was announced Tuesday, Jan. 23, at the Marcus Nanotechnology Center on Georgia Tech’s campus to a large group of state legislators and other state officials, a delegation of business and civic leaders from Columbus, and leadership from Georgia Tech and ATDC. The announcement is a true look at how statewide partnerships can lead to success for the Columbus region.

Micromize, a spinoff of the Massachusetts Institute of Technology, selected Georgia as its new home, in part, to take advantage of the semiconductor packaging expertise at Georgia Tech. The company plans to establish its headquarters and manufacturing facility in Columbus, further solidifying its presence in the state’s vibrant technology ecosystem. Additionally, Micromize will center its cutting-edge research and development on Georgia Tech's campus.

"The collaboration with Micromize is a significant milestone for CHIPS4CHIPS and the entire region,” said Ben Moser, president and CEO of United Way of the Chattahoochee Valley and chair of CHIPS4CHIPS. “This announcement marks the first of what we believe will be many to come, and we are thankful that Micromize recognizes the potential of our region for this industry. Columbus is poised for remarkable development, and we look forward to the positive impact that Micromize will bring to our community.”

The strategic relocation is expected to create significant economic opportunities in the region. Micromize will bring 20-25 jobs to Columbus through its headquarters and manufacturing facility, contributing to the local workforce, and fostering growth.

Micromize will center its Research & Development Lab at Georgia Tech’s 3D Systems Packaging Research Center, which is regarded as the world’s best for semiconductor packaging research. This partnership represents a synergistic collaboration of industry leaders, research institutions, and the entrepreneurial ecosystem. Micromize's move to Columbus not only underscores the city's growing prominence as a technology hub, but also highlights the collaborative efforts driving innovation and economic development in the state of Georgia.

In addition to C4C’s nationally recognized workforce development efforts, the Fort Moore Army base, and its skilled workforce, the region’s proximity to a port and airport will facilitate efficient shipping, and Columbus played a pivotal role in supporting the company by providing essential infrastructure, he said.

“Our collaboration with Georgia Tech enriches our talent pool, adds exponentially to our research and development capabilities, and access to mentorship at ATDC enhances our commercialization potential,” Patil said. “We are also proud to be part of the effort to revitalize semiconductor manufacturing in the United States, with Columbus serving as our starting point as we embark on this exciting journey of growth and innovation.”

Georgia Tech, a leader in microchips and nanotechnology research, innovation, and fabrication, provides fertile ground for Micromize's relocation. The Institute’s commitment to advancing semiconductor technology aligns with the national push at the federal level (via the CHIPS and Science Act) to bring more semiconductor production to the U.S., making it more competitive in research, development, and manufacturing.

“As the state’s technology startup incubator, we’re excited to welcome Micromize into our portfolio and to support them into the next phase of growth and expansion,” said ATDC Director John Avery.

“Microchips, semiconductor packaging, and microelectronics are critical to our national economy and national security. Micromize’s choosing Georgia as its home to grow reflects what is proving to be a successful model when business, government, and research institutions such as Georgia Tech collaborate.”

Interns will gain valuable experience working with local government, community, and non-profit leaders while receiving a summer living stipend of $8,000* for the 12-week internship. *The summer living stipend is paid bi-weekly at a rate of $16.66 an hour and is taxed as income.

Interns selected for positions are required to live within the community they serve and work in person at the work site indicated on the individual job description. PSI interns will be responsible for the cost of housing/food/transportation. All interns must have reliable transportation to get to their positions daily.

With a presence across the Southeast United States, the talent and diversity from these cohorts have demonstrated major feats. In just a few years, the PSI has evolved from a modest initiative to an unparalleled platform for innovation. The 2023 PSI cohort of 63 interns stands as its largest, most competitive, and most diverse group, to date.

Why did you choose entrepreneurship?

After graduating from Tech, I got an opportunity to work at a tech startup. The company's makeup was a bunch of entrepreneurs. I think I was employee number nine. They knew that this wasn't the end all, be all for any of their careers. It was just something they were doing at that time. In my mind it kind of was instilled in me, early in my career, that entrepreneurship was always an option. I knew at a certain point I wanted to have my own business. I just didn't know when it was going to be or what it was going to be.

I appreciate the flexibility that comes with entrepreneurship so that I can set my schedule. I'm not a super morning person. I may work late night. I take my laptop everywhere with me. It just comes with this level of flexibility that for me is priceless.

And this isn't always the case, but sometimes working at companies, your next step, your promotions can be at the subjectiveness of managers. It feels good to be in charge of your future and decide what's next for you.

What made you want to coach students in CREATE-X?

The last few years I've gotten into teaching people how to do paid social ads, as opposed to just me doing it for them or trying to find a way for people to be able to afford me to do it for them. So, because I work with a lot of entrepreneurs and startups and small business owners, I decided to start teaching. CREATE-X naturally went with what I was doing.

It's cool to see what types of ideas students come up with and why they even came to that idea in the first place. I know when I was in school, it wasn't about starting your own company. It was really about making the GPA so that you can get on with a company like Google. But now, it’s fostering that startup spirit.

What have you noticed about the students you mentor?

I've noticed that the teams that divvy up their tasks make the most progress. It’s eye-opening to me to see how far they can go from the beginning of the summer to the end, just by really being organized and trusting each other and dividing those tasks. I always like to see that.

What has surprised you about your mentees?

I have noticed there's been at least two that I recognized coming back for a second or third time with a new idea. It's like, “OK, my last idea didn't really go the way I wanted it to go, so I'm back again with something different.” It's nice to see that they have that opportunity to try again.

What has been something you've gotten out of coaching these students?

I am transitioning into building technology myself that teaches people how to run ads. So honestly, this has been very mutually beneficial because it's also customer discovery for me. Finding out what's confusing, what you know is the first line of information that they need to know, what seems very cumbersome versus complicated. I have been able to also learn in the process from them.

What advice would you give to someone without coaching experience but interest in it?

Just go for it. Whatever you have the experience in and the knowledge in can help these students because they're pretty much starting from ground zero. If you know you're in the spirit and you want to pay it forward because maybe some people have paid it forward for you and your career, then coaching and mentoring is always the best way to do that.

What advice would you give to students who are interested in entrepreneurship but are unsure?

Put yourself out there. I'm all about dabbling in interests. CREATE-X in general seems perfect for that because you can get the class credit as well as explore an idea that you have and get the guidance along the way to see if this is something that you want to do and put a lot of effort toward. I think it's all about exploration, and the best time to do it is when you're young, without a whole lot of responsibility.

What book, podcast, or resource would you recommend to students interested in entrepreneurship and why?

Start with Why by Simon Sinek. That book is really just about finding the reason or the purpose for what you're doing. Why am I starting this business? What does that mean for me? What does that look like in the future? Not just because you want to make money or because you want to work two hours a day, but really going behind the passion of things.

And then if I had to throw in a bonus book, it's called What Got You Here Won't Get You There, by Marshall Goldsmith. I like that one because it changed my perspective a little bit. There was a mindset change that I had to do because working at different agencies, I knew exactly how to not navigate through my career there. I'm working hard, and I'm putting in the hours. I'm doing all the politics that it takes to navigate an agency world, but then when I decided to shift to entrepreneurship, it wasn't the same. What got me to one level of my career is not going to continue to get me to the next level. It's about being ready for pivots, making necessary changes, educating yourself, and doing what it takes to get to the next level and realizing that everything you've done to be successful doesn't mean it's going to continue. This has worked so far, but now it's time to change it up so that you can continue on.

Receive mentorship from experienced entrepreneurs as a part of your GT Startup Launch experience. Applications for the 12-week summer accelerator are open now. Apply for GT Startup Launch by March 19 and join our rich entrepreneurial network! 

“Georgia Tech has always been that school that’s been about business, just like I am, and if you can get a degree from here, it’s life-changing,” he said.  

In just two and a half years, Banks is prepared to walk across the Commencement stage with a degree in business administration with a marketing focus. As a child, his parents taught him the importance of finishing what he started, and he brought that mentality to his time at Georgia Tech.  

“I worked as hard as I possibly could to graduate, to be the best in my classes, and to be the best person I could be. It’s something I was obsessed with — to be the best and to be successful — and I wouldn’t be denied,” he said. “I take incredible pride in being able to graduate from here and call myself a Yellow Jacket.” 

Banks picked up his work ethic from his parents, and he shares a passion for business with his father.  

“My dad has always been a businessman, and I took after him in almost every way,” Banks said. “I’ve always excelled in business classes because it comes naturally to me,” he said, adding that the strong reputation of the Scheller College of Business drew him to Georgia Tech.  

While taking six courses each semester and a full summer schedule didn’t allow much time for extracurricular activities, Banks poured himself into his academics and internship with the Atlanta Falcons marketing department. His work in the field led to a leadership position within the program, where he became part of the group that hired the next round of interns and regularly met with executives within the organization.  

“Meeting new people and being in the room with the vice presidents and other executives has been a highlight of my experience,” he said. “That’s the kind of person I want to be one day, and I got to see that they’re just like me and that I can do that.” 

Banks will not only achieve his goal of graduating from Georgia Tech but will also become the first person in his family to graduate from college, an achievement that he hopes sets an example for the next generation. Though he is the first, Banks gives a lot of credit to his mother, father, and girlfriend for their continuous motivation and support throughout the process.

After turning his tassel inside McCamish Pavilion, Banks will take time to celebrate with the family and friends who helped him throughout his journey as he mulls several job offers from professional sports organizations and government agencies. 

“It bothered me that there are a number of studies that talk about how you can be ethical, or you can be creative,” said Scheller College of Business Professor Christina Shalley. “I didn't think you had to choose, so I wanted to understand under what conditions can you be both ethical and creative.”

In a study of fast-food workers in South Korea, the researchers surveyed both managers and their employees about their creativity and their leadership’s ethics. They found that employees are most creative if their ethical leaders create a cohesive team identity and resolve problems quickly.

Shalley and her team published their findings in the paper, "How Does Ethical Leadership Relate to Team Creativity? The Role of Collective Team Identification and Need for Cognitive Closure,” in Group & Organization Management.

Defining Creativity and Ethics

Shalley has been studying creativity for more than 30 years in the organizational behavior field. Here, creativity is understood as ideas that are novel and useful. Employees who solve problems are often considered the most creative. This break-the-rules mindset seems to be the opposite of ethical leadership at first.

Ethical leaders follow societal norms and appropriate behavior. They demonstrate these ethics in their personal actions and interpersonal relationships, and influence their employees to follow suit via communication, reinforcement, and decision-making. Traditionally, the need for societal conformity appears to undermine the rule-breaking spirit of creativity. 

The researchers suspected that there were conditions among ethical leaders that could mitigate this creativity/ethics schism. The first is collective team identification — how emotionally attached employees are to their team. A strong collective team identity can create common ground among team members with differing opinions and lead to clearer communication. A safer workspace can encourage employees to share their creative ideas.

The second condition is the collective need for cognitive closure or finding an answer in an ambiguous situation. Although this can lead to individuals making quick decisions instead of seeking creative alternatives, an ethical leader can use it for the team’s benefit. Quick decisions can make the team feel more cohesive and effectively increase collective team identification.

“An ethical leader can definitely motivate their employees to be creative, but it’s a more complex issue,” Shalley said.

Studying Creativity and Ethics

To confirm these hypotheses, the researchers conducted a study with employees and leaders at a South Korean fast-food chain that supplies poultry to food vendors and operates restaurants of their own. Creativity is a fundamental value of the company, making them ideal for this research.

They surveyed 92 leaders and 55 teams with anywhere from three to 30 members, or 327 total team members, with three surveys separated by three weeks each. Employees received the first two surveys and managers received the last survey that asked about the level of team creativity, such as how often they came up with novel and useful solutions to problems at work. The employees’ questions focused on three areas:

• Ethical leadership: measured by whether the leader discussed ethics with their employees or set an example of how to do things ethically.
• Collective need for cognitive closure: 15 questions on a scale of agreement of how well employees handled uncertainty. 
• Collective team identification: employees used a scale to rate how close they felt to the team.

The results confirmed that ethical leaders do contribute to more creative teams and suggest that leaders wishing to promote more innovation should set clear standards and rules for their teams.

“We are interested in how you can structure the work environment to enable employees to be more creative,” Shalley said. “Ethical leadership fosters team creativity by strengthening collective team identification.”

CITATION: Keem, S., Koseoglu, G., Jeong, I., & Shalley, C. E. (2022). How Does Ethical Leadership Relate to Team Creativity? The Role of Collective Team Identification and Need for Cognitive Closure. Group & Organization Management, 0(0).

DOI: https://doi.org/10.1177/10596011211072951

The winners for this semester’s competition include:

1st Place: NueroChamp

2nd Place: QTACK

3rd Place: BloodSight.AI

Q&A With the Winning Teams

Team BloodSight.AI

A personalized AI medical application enhancing insight by providing analytics-driven reports for patients and physicians featuring medical insights such as vulnerabilities to diseases and lifestyle recommendations based on current blood work.

Founder: Adhira Choudhury, computer science, undergraduate student

How has CREATE-X helped you?

Working with CREATE-X, I had the privilege of being mentored by Melissa Heffner [co-director of Female Founders]. From my first Idea-to-Prototype experience as a freshman last fall, Melissa has been an invaluable guide. She has not only helped me brainstorm and refine my ideas but also supported me in understanding the intricate process of transforming a product concept into a viable startup.

What made you pursue entrepreneurship?

Since I was a kid, I’ve been interested in the intersection between business and computer science. To me, entrepreneurship is a gateway to the intersection by leveraging technology to solve people-centric issues. And at the end of the day, I want to know I've had a true impact on the world.

What was the best interaction you had at I2P?

I got to have a one-on-one with a physician at the showcase, which helped provide invaluable insights to BloodSight.AI. It was incredible to get end-user feedback on the spot.

What should students know about I2P or entrepreneurship?

Don’t give up. I did this exact program as a first-year student in the Fall 2022 Idea-to-Prototype program and learned firsthand the power of hands-on experience. Working live on a prototype doesn't just spark ideas; it reveals the precise steps needed to evolve them into a minimum viable product.

Entrepreneurship is within reach—just a leap of faith away. At Georgia Tech, you're never alone. There's always a community ready to support and guide you through the journey of idea creation.

QTACK

Developing intuitive and affordable analytics solutions for logistics companies, empowering them to compete effectively without the need for in-house data science expertise.

Founders: Pranav Devarinti, undergraduate student, computer science; William “Bryce” Pardo, undergraduate student, computer science

What made you all pursue entrepreneurship?

Devarinti: We both have extensive backgrounds in data science and a shared interest in entrepreneurship. My interest came from my mom, who has her own business.

How did you learn about CREATE-X?

Pardo: For me, it was Demo Day during freshman year. Looking at all the different companies there, I was so amazed. I started talking to founders, figuring out how they got started, and one recommended the Klaus Startup Challenge. In the spring, I participated and then took Startup Lab over the summer, which is where I met Pranav, my partner.

We’re so thankful for our mentor Greg Mihalik. He’s been such a huge help.

What was the best advice you received in I2P?

Pardo: How to negotiate a deal, or how to convert them from people you’re working with to people who are paying, and also how to discover that product market fit. The advice he gave us was to cast a wide net. He advised working with companies in different areas, and then narrowing in on where we could provide the most value.

What was your biggest take away?

Pardo: Go to a lot of these events, at least to I2P Showcase. You don’t know what can come of it.

What should students know about I2P or entrepreneurship?

Pardo: A lot of it has to be very self-driven. You need to be able to motivate yourself to do the work. You won’t have someone to tell you to do all these things. Some people will tell you what you should do, but you need to be the one to take the initiative and do it.

Devarinti: With a lot of things in life, you put in X amount of effort and get Y amount of return. However, especially with startup stuff, you can put in a ton of effort, and get nothing in return, and other times you work for half a day, and things work out. You have to keep going. It’s not fair, but it’s fun.

NueroChamp

A concealed and comfortable non-invasive EEG monitoring device for effective long-term pediatric seizure detection to improve the quality and health of children with epilepsy.

Founders: Caitlin Van Zyl, undergraduate, biomedical engineering; Jacqueline “Jacqui” Van Zyl, undergraduate student, mechanical engineering; and, Meg Weaver, undergraduate student biomedical engineering

What was the best interaction you had at I2P?

Caitlin Van Zyl: One of the first [people who] came up to us was a chemical researcher, and he was just looking at our project. He loved it. He was giving us a bunch of other applications where we could apply our device for epileptic seizures.

What made you all pursue entrepreneurship?

Caitlin Van Zyl: We joined Tech knowing that we would want to do entrepreneurship and CREATE-X was the biggest entrepreneurship program on campus. I’ve been loving all of this mentorship with other teams and getting to see all these cool projects. Professor [Craig] Forest has been an incredible mentor and energizer. Seeing his passion brought out this attitude of We Can Do It.

Jacqui Van Zyl: I’m a huge researcher, and over the years I’ve recognized the real way to have an impact is being able to translate research into practical prototypes.

Meg Weaver: Being a student at Tech and working on projects and completing internships, I’ve seen where there can be gaps in the medical device field. There’s so much research to be done, and so having the opportunity to be a part of that and moving it forward is exciting.

What was your biggest take away?

Jacqui Van Zyl: Being able to iteratively prototype and being OK with failing, being OK with people coming back and saying, "That’s flawed” — that’s been a good experience for learning.

Caitlin Van Zyl: We’ve been under the mentorship of doctors. It kind of blew my mind how excited they were about our technology and how willing they were to advance it.

What should students know about I2P or entrepreneurship?

Meg Weaver: Go for it! Do I2P, at least to start learning the process. It’s going to be a great experience to learn what goes all into this.

Jacqui Van Zyl: It’s more than OK to fail and have these sets backs. You don’t really have a robust product or a successful product until you have quite a few failures, and I think that’s something that people should embrace.

Caitlin Van Zyl: No idea is too small. Any idea, take it and go into I2P, and see how it goes. One semester can mean so much.

Applications for I2P are accepted each semester and are now open for Spring 2024.

This semester’s winners earned a golden ticket to directly advance to the semifinal round of the Inventure Prize, an innovation competition for undergraduate students. The top team also earned a spot in the 2024 GT Startup Launch program, a 12-week summer accelerator that takes startups from the idea to market stage.

Interested in building your own startup to solve real-world problems while you’re still in college? Apply for GT Startup Launch today an get the support you need to make a viable product. Applications close March 19,2024.

“The effects of climate change are felt in every country with the brunt and burden of an unmanaged climate crises threatening to set back global health progress by eroding decades of poverty eradication and health equity efforts worldwide,” said Dr. Rebecca Martin, EGHI director of Emory Global Health Institute.  “Students are an important partner in our work as a global community to mitigate the impacts of climate change on health, safety, and security.”

The EGHI/GT Global Health Hackathon is a partner event between EGHI and CREATE-X. It provides multidisciplinary student teams from Emory University and the Georgia Institute of Technology an opportunity to create technology-based product solutions for global health problems. The target for this fall’s event was creating solutions that address urban flooding, urban heat, or global sea level rise in densely populated, low-resource urban settings. Prizes included $4,000 and a golden ticket into CREATE-X Startup Launch for first place winners, $3,000 for second place winners, $2,000 for third place winners, and $500 each for two honorable mention winners.

“This hackathon continues to be a wonderful partnership between our two institutions that gives these talented students the platform and support to put forward solutions to the most pressing issues we face today,” Rahul Saxena, director of CREATE-X, said. “Each hackathon, I’m increasingly impressed with their ingenuity and their dedication to build something of impact.”

Check out the event program on the EGHI website and see photos from the event on the CREATE-X Flickr account. The full list of the winners of this year’s event includes:

1st Place: iManhole

An integrated system that gathers real-time data from manholes and uses machine learning algorithms to predict flooding to manage traffic and evacuation routes

Team Members: Imran Shah, Leonardo Molinari, and Jiaqi Yang 

2nd Place: Canopy

A climate-tech software platform for democratizing climate analytics using machine learning for urban development planning.

Team Members: Deesha Panchal, Kruthik Ravikanti, Vaibhav Mishra, Nicholas Swanson, Jennifer Samuel, and Vaishnavi Sanjeev

3rd Place: Floodwise

A package of effective simulations and an informed chatbot that help facilitate wise decisions during floods.

Team Members: Ansh Gupta, Dimi Deju, Mukund Chidambaram, and Sahit Mamidipaka 

Honorable Mention

Conquering Heat Islands

Process and hardware that uses excess solar power to mine crypto

Team Members: Rida Akbar, DJ Louis, Edward Zheng, Dmitri Kalinin, and Jade Bondy         

Real-Time Computational Modeling of Urban Flooding and Evacuation in Local Atlanta Communities

Integrated system to gather real-time data from manholes and use machine learning algorithms to predict flooding and optimize traffic/evacuation.

Team Members: Imran Shah, Leonardo Molinari, and Jiaqi Yang

Falcomm is built on breakthroughs made over six years in the lab of founder and CEO Edgar Garay to revolutionize the power amplifier, a semiconductor found in devices from satellites to IoT to cellphones, that conditions and blasts the 1s and 0s from software through an antenna. Falcomm’s Dual-Drive PA combines ultra-efficient performance with an architecture that lends itself to production at scale. 

“Power amplifiers are the workhorse of the modern electronic era, but improvement to this technology hasn’t kept pace with the rise of the innovation economy,” said Garay, who holds a doctorate in electrical engineering from Georgia Tech’s School of Electrical and Computer Engineering, where he conducted the research that led to the formation of his startup.

“Falcomm’s ultra-efficient, silicon-proven technology will bring advances in power and efficiency to the semiconductor industry that help communications manufacturers to realize massive efficiency gains, while lowering costs. With urgent challenges in the environment and supply chain, we can’t wait another 90 years for change.”

With simultaneous transmission at each terminal of a transistor, the Dual-Drive PA delivers performance that is 1.8 times more efficient at 2 times higher power, with half of the silicon area requirements of traditional power amplifiers. For manufacturers, these gains will reduce thermal management and energy costs, while easing overall system requirements. 

A patented architectural design allows the product to be manufactured in high volume by semiconductor foundries in the United States. With fabless technology, the company is poised to grow a network of industry partners that catalyzes expansion in the $23 billion power amplifier market.

Born in Venezuela, Garay developed a passion for using science and engineering to solve problems while repairing machinery on a farm in his hometown. While pursuing doctoral studies at Georgia Tech, he recognized the opportunity to bring innovation to the power amplifier, which had not changed in decades despite the rapid advance of technology and its critical role in devices. 

Garay’s research resulted in multiple patents, spurring him to spin out the technology and create Falcomm through assistance from Georgia Tech resources, including VentureLab and CREATE-X. Falcomm is the first company to receive investment from the Georgia Tech Foundation.

“Georgia Tech is proud to support our academic innovators to help them ensure their inventions have real-world impact,” said Raghupathy Sivakumar, Georgia Tech’s vice president of Commercialization and chief commercialization officer. “The Office of Commercialization is rapidly expanding our programs and initiatives to build out the largest and most robust entrepreneurial ecosystem at any public university. I am happy to say that Falcomm is the recipient of the first equity investment out of our new Research Impact Fund targeted specifically at spinouts based on Georgia Tech intellectual property."

The Falcomm team was recently bolstered by the addition of pioneering industry leaders who have demonstrated a track record of innovation in telecommunications, wireless, and semiconductors:

• Thomas Cameron, Ph.D., chief strategy officer, is a 35-year veteran of technology research and development in the wireless industry. During a 12-year stint at Analog Devices, Cameron served as chief technology officer of the Communications Business Unit and was a leading evangelist for the adoption of 5G connectivity. He held leadership and engineering roles in the RF industry at Bell Northern Research, Nortel, Sirenza Microdevices, and WJ Communications. Cameron has seven patents in wireless technology and has authored numerous papers and technical articles.
• Ned Cahoon, director of Foundry and Customer Relationships, brings more than 20 years of RF business development experience across the mobile and wireless infrastructure industries. He helped to stand up IBM’s $1 billion RF business before joining GlobalFoundries in 2016, where he served as a fellow in the office of the chief technology officer. A senior design and go-to-market leader, Cahoon brings experience building networks across foundries, academia, and technology companies.

For Falcomm, the funding follows quickly on the heels of the company’s selection to the TechCrunch Startup Battlefield 200 in 2023. The company is a graduate of the Berkeley SkyDeck Accelerator and the EvoNexus incubator.

Bringing innovation to the tiny power amplifier can have a massive impact on some of the nation’s most pressing challenges. The energy efficiency gains resulting from an increase in power output come at a time of growing urgency around climate change. The ability to manufacture domestically comes at a time when nearshoring is a priority to address cost and supply chain challenges underscored by the global semiconductor shortage and resulting CHIPS Act.

“Edgar and his team are just as inspiring as they are hard-working. They have shown that it’s possible to assemble the talent and operations to innovate on a foundational technology that hasn’t seen meaningful advances in decades anywhere in the country,” said Guy Filippelli, Squadra Ventures’ managing partner. “By boosting efficiency and manufacturing domestically in the critical semiconductor industry, Falcomm’s innovations will bolster American competitiveness.”

The funding will be used to accelerate go-to-market activities with satellite companies and wireless infrastructure manufacturers, advance the company’s patented technology, and expand the team. Falcomm is actively hiring for roles in operations, engineering, and design. View job openings.

A recent study looked at the influence of coworker creativity on work relationships and discovered something interesting: Participants sought a closer relationship with coworkers they perceived as being more creative. Moreover, the subjects were more inclined to establish a closer relationship with a creative coworker of the opposite sex or from a different demographic than them.

The researchers Christina E. Shalley, Sharon M. and Matthew R. Price Chair and professor of Organizational Behavior at the Georgia Tech Scheller College of Business; Amy P. Breidenthal, assistant professor of Business Management at Agnes Scott College; and Gamze Koseoglu, senior lecturer in Management at The University of Melbourne, examined whether the number and strength of a creative coworker's relationships increased over time as more colleagues sought them out. Their paper "When perceiving a coworker as creative affects social networks over time: A network theory of social capital perspective" was recently published in the Journal of Organizational Behavior.

 If a creative coworker's network did increase, they posited that the coworker would also be seen as a high performer and given a more favorable position within the organization, especially if the organization valued and encouraged creativity. In other words, in an organization that encouraged creativity, the more coworkers developed relationships with a creative coworker, the more others sought to do the same, which increased the creative person's network and standing within the organization. 

Perhaps most surprising is that among their hypotheses, a creative coworker in a minority group and from a different demographic was viewed as more creative and experienced more popularity within the network. This is due to a perception among coworkers - and in previous research - that minorities and those from different demographics tend to offer distinctive points of view, different ways of thinking, and, therefore, more significant creative insights.

“Besides improving relationship opportunities for minority employees, this also provides advantages for employees in the majority since they can potentially benefit from learning from diverse other perspectives and acquiring resources from them,” said Shalley.

Based on their findings, creative individuals within the workplace are viewed in high regard, prompting others to work on establishing a closer relationship with these colleagues. Furthermore, when a creative employee’s network is expanded, they may be offered more opportunities in an organization, particularly if the organization encourages creativity. In addition, their work suggests that being seen as a creative employee boosts confidence in their abilities with themselves and their coworkers.

Shalley et al. believe organizations would do well to encourage creativity in the workplace. The researchers suggest organizations can accomplish this by providing development opportunities that help introduce colleagues who may not know each other and encourage them to discuss potential solutions to organizational problems. Holding brainstorming meetings can also promote creativity among workers as long as organizations ensure that all ideas are treated equally.

“Our findings highlight practical opportunities for both employees and managers to enhance relationships closeness, especially for employees who are dissimilar from their coworkers, by being creative at work,” said Shalley.

That’s been a theme for Castillo and his colleagues in the Safety, Health, Environmental Services (SHES) program and their partners in the Georgia Manufacturing Extension Partnership (GaMEP), part of EI2’s suite of programs aimed at helping Georgia businesses thrive.

“A healthier workforce is healthy for business,” said Castillo, part of the SHES team of consultants who often work closely with their GaMEP counterparts to improve safety while also maximizing productivity.

This team of experts from EI2 assist companies trying to reach that critical intersection of both, combining smart ergonomics and safety enhancements with lean manufacturing practices. This can solve human performance gaps due to fatigue, heat, or some other environmental stressor, while helping businesses continue to improve their production processes and, ultimately, their bottom line.

These stressors cost U.S. industry billions of dollars each year — fatigue, for example, is responsible for about $136 billion in lost productivity.

“Protecting your employee — investing in safety now — saves a lot of money later,” Castillo said. “It equates to less money spent on workers compensation and less employee turnover, which means less time training new employees, and that ideally leads to a more efficient process in the workplace.”

It takes careful and intentional collaboration to bring those moving pieces together, and inextricably linked programs like SHES and GaMEP can help orchestrate all of that.

Ensuring Safe Workspaces

SHES is staffed by safety consultants, like Castillo, who provide a free and essential service to Georgia businesses. They help companies ensure that they meet or exceed the standards set by the federal Occupational Health and Safety Administration (OSHA), mainly through SHES’ flagship OSHA 21(d) Consultation Program.

“Our job is to ensure that workspaces and processes are designed so that anybody can perform the work safely,” said Trey Sawyers, a safety, health, and ergonomics consultant on the SHES team, aiding small and mid-sized businesses in Georgia. When a company reaches out to SHES to apply for the free, confidential OSHA consultation program, a consultant like Sawyers gets assigned to the task, “based on our area of expertise,” said Sawyers, an expert in ergonomics, which is the science of designing and adapting a workspace to efficiently suit the physical and mental needs and limitations of workers.

“If a company is having ergonomic issues — maybe they’re experiencing a lot of strains and sprains — then I might get the call because of my knowledge and understanding of anthropometry, and then I’ll go take a close look at the facility,” Sawyers said. Anthropometry is the scientific study of a human’s size, form, and functional capacity.

SHES consultants can identify potential workplace hazards, provide guidance on how to comply with OSHA standards, and establish or improve safety and health programs in the company.

“The caveat is the company has to correct any serious hazards that we find,” said Castillo, who visits a wide range of workspaces in his role. For instance, his job will take him to construction and manufacturing sites, gun ranges, even office settings. “We do noise and air monitoring at all different types of workplaces. I was at a primary care clinic the other day. And over the past few years, we’ve had a significant emphasis on stone fabricators, looking for overexposures to respirable crystalline silica.”

Silica, which is dust residue from the process of creating marble and quartz slabs, can lead to a lung disease called silicosis. OSHA established new limits that cut the permissible exposure limits in half, and that has kept the SHES consultants busy as Georgia manufacturers try to achieve and maintain compliance.

Keeping Companies Cool

Another area of growing emphasis for Georgia Tech’s consultants is heat-related stress in the workplace.

“Currently, there are no standards to address this,” Castillo said. “For example, there are no rules that say a construction site worker should drink this much water. There are suggested guidelines and emphasis programs for inspections for targeted industries where heat stress may be prevalent — but no standards, though that is coming.”

The SHES team is trying to stay ahead of what will likely be new federal rules for heat mitigation. To help develop safe standards and better understand the effects of heat on workers, consultants like Castillo are going to construction sites, plant nurseries, and warehouses, and enlisting volunteers in field studies. Using heat stress monitor armbands, they’re monitoring data on workers’ core body temperatures and heart rates.

“These tools are great because we’re not only gathering some good data, but we can use them proactively to prevent heat events such as heat exhaustion and heatstroke, which can be fatal if left untreated,” Castillo said.

To further help educate Georgia companies about the risks of heat-related problems, SHES applied for and recently won a Susan Harwood Training Grant from the U.S. Department of Labor. The $160,000 award will support SHES consultants’ efforts to further their work in heat stress education so that “companies and workers will understand the warning signs and the potential effects of heat stress, and how they can stay safe,” Castillo said. “We’re sure this will all become part of OSHA standards eventually, and we’d like to help our clients stay ahead of the curve to protect their employees.”

OSHA standards are the law, and while larger corporations routinely hire consulting firms to keep them on the straight and narrow, SHES is providing the same level of expertise for its smaller business clients for free. Most of those clients apply for help through SHES’ online request form. And others find the help they need through the guidance of process improvement specialist Katie Hines and her colleagues in GaMEP.

Lean and Safe

Hines came to her appreciation of ergonomics naturally. After graduating from Auburn University, she entered the workforce as a manufacturing engineer for a building materials company, where “it was just part of our day-to-day work life in that manufacturing environment, on the production floor,” she said.

It took grad school and a deeper focus on lean and continuous improvement processes to formalize that appreciation.

While working toward her master’s degree in chemical engineering at Auburn, Hines earned a certificate in occupational safety and ergonomics (like Sawyers, her SHES colleague). At the same time, Hines was helping to guide her company’s lean and continuous improvement program. And when she joined Proctor and Gamble after completing her degree, “The lean concept and safety best practices were fully ingrained, part of the daily discussion there,” she said.

All those hands-on manufacturing production floor experiences managing people and systems prepared Hines well for her current role as a project manager on GaMEP’s Operational Excellence team, where her focus is entirely on lean and continuous improvement work — that is, helping companies reduce waste and improve production while also enhancing safety and ergonomics.

Hines uses her expertise in knowing how manufacturing processes and people should look when everyone is safe and also productive. She can walk into a GaMEP client’s facility and drive the process improvements and solutions that will help them achieve a leaner, more efficient form of production. And then, when she sees the need, Hines will recommend the client contact SHES, “the people who have their fingers on the data and the expertise to improve safety.”

These were concepts that, for a long time, seemed to be working against each other — the very idea of maximizing production and improving profits while also emphasizing worker safety and comfort.

“But you can have both,” Castillo said. “You should have both.”

As the automaker continues to construct its Metaplant America site in Bryan County — the cornerstone of Hyundai's $12 billion investment into electric vehicles and battery production across the state of Georgia — today's signing ceremony symbolizes the vision that Hyundai and Georgia Tech share on the road to advancing technology and improving the human condition. 

"As a leading public technological research university, we believe we have the opportunity and the responsibility to serve society, and that technology and the science and policy that support it must change our world for the better. These are responsibilities and challenges that we boldly accept. And we know we can't get there alone. On the contrary, we need travel partners, like-minded innovators, and partners with whom we can go farther, and today's partnership with Hyundai is a perfect example of what that means," Georgia Tech President Ángel Cabrera said.  

The state of Georgia and the Institute have positioned themselves as leaders in the electrification of the automotive industry. Hyundai is among the top sellers of electric vehicles in the United States as the company aims to produce up to 500,000 vehicles annually at the $7 billion Savannah plant when production begins in 2025. The plant will create 8,500 jobs, and the company's total investments are projected to inject tens of billions of dollars into the state economy while spurring the creation of up to 40,000 jobs.  

"It's clear, we are in the right place with the right partners," Jay Chang, president and CEO of Hyundai Motor Company, said. "When our executive chairman first decided on [the site of] the metaplant, one of the first things he said was, 'Make sure we collaborate with Georgia Tech.’ Hyundai and Georgia Tech have a lot in common. We have proud histories. We celebrate excellence, and we have very high standards. What we love about Georgia Tech is the vision to be a leading research university that addresses global challenges and develops exceptional leaders from all backgrounds."  

Spearheading new opportunities for students, the partnership will create technical training and leadership development programming for Hyundai employees and initiate engagement activities to stimulate interest in STEM degrees among students. 

José Muñoz, president and global COO of Hyundai Motor Company and president and CEO of Hyundai and Genesis Motor North America, says the company quickly realized the potential impact of the newly forged partnership with Georgia Tech.  

"Proximity to institutions like Georgia Tech was one of the many reasons Hyundai selected Georgia for our new EV manufacturing facility. Imagine zero-emissions, hydrogen-powered vehicles here on campus, advanced air mobility shuttling people to Hartsfield-Jackson Atlanta International Airport, or riding hands-free and stress-free in autonomous vehicles during rush hour on I-75 and I-85. Together, Georgia Tech and Hyundai have the resources to fundamentally improve how people and goods move," he said. 

In pursuit of sustainability, Hyundai has invested heavily in the potential of hydrogen and plans to lean on the Institute's expertise to explore the potential of the alternative fuel source, primarily for commercial vehicles. Hyundai has deployed its hydrogen-powered XCIENT rigs to transport materials in five countries. 

University System of Georgia Chancellor Sonny Perdue was on hand for Tuesday’s ceremony. Reflecting on his visits to the company's global headquarters in South Korea prior to the construction of the West Point, Georgia, Kia plant, he praised the company's values and world-class engineering ability.    

"This is a relationship built on mutual trust and respect. It's a company, a family atmosphere, and a culture that I respect and admire for the way they do business and honor progress, innovation, and creativity. That is why I am so excited about this partnership between the Hyundai Motor Group and the Georgia Institute of Technology because that will only enhance that," Perdue said. 

Owned by Hyundai, Kia recently invested an additional $200 million into its West Point facility to prepare for the production of the all-electric 2024 EV9 SUV. The plant currently manufactures more than 40% of all Kia models sold in the U.S.  

The partnership also includes field-naming recognition at Bobby Dodd Stadium, which is now known as Bobby Dodd Stadium at Hyundai Field, and provides student-athletes and teams with the resources needed to compete at the highest levels, both athletically and academically.

This year’s theme will center on AI and responsible stewardship. It will feature keynote speakers, breakout sessions, panel discussions, networking opportunities, and an expo showcasing research and real-life applications of AI.​ The goal is to create an experience for all levels of professionals and entrepreneurs where they can come to Georgia Tech and interact with speakers, researchers, and industry leaders.

​Topics will include AI in education, healthcare, arts and culture, and industry, as well as the role of regulatory and governmental oversight. At the Street Innovation Showcase, located in Tech Square and the Coda courtyard, students and faculty from universities and colleges across metro Atlanta, along with corporations, will present their research and applications of AI. The showcase is free and open to the public.

Avant South is part of InnovATL, a citywide platform that amplifies the voices of metro Atlanta entrepreneurs, innovators, and creators. This year’s edition is scheduled to take place during the first week of a monthlong celebration of Atlanta’s innovation ecosystem — between Venture Atlanta, one of the nation’s largest venture capital conferences, and the AC3 Festival, which honors hip-hop culture and the city’s impact in music, technology, and entertainment.  

The event kicks off the evening of Thursday, Sept. 28, with Southern Hospitality, a dinner on the Coda rooftop. Charles Isbell, ICS 1990, former dean of Georgia Tech’s College of Computing and currently the provost and vice chancellor for Academic Affairs at the University of Wisconsin-Madison, will be the featured speaker. 

On Friday, Sept. 29, César A. Hidalgo, director of the Center for Collective Learning at the Artificial and Natural Intelligence Institute at the University of Toulouse, will be the morning keynote speaker. The lunch keynote is Kathy Baxter, PSY 1996, M.S. PSY 1998, and principal architect of responsible AI and tech at Salesforce. There will be a fireside chat with Tom Gruber, co-founder and head of design for the company that created Siri, to wrap up Avant South. Rose Scott from 90.1 WABE will be a host and moderator throughout day two, which will take place at the Fox Theatre. 

“Avant South will showcase Georgia Tech as a trusted public voice that informs decision-makers in business, academia, and public policy on issues of consequence,” said President Ángel Cabrera. “We want to cement our role as the go-to institution for finding solutions for global challenges, and I can’t think of a more timely or urgent topic than managing the impact of AI on society and making ethical and responsible decisions about how to use and create this technology.”

For more information, including a list of top presenters, visit avantsouth.com.

Hyundai is investing $5.54 billion to develop the Hyundai Motor Group Metaplant America, a new dedicated electric vehicle and battery plant in Bryan County, Georgia, which will create more than 8,100 direct jobs. Hyundai created a $120,000 STEM scholarship at Georgia Tech when it broke ground on the site in October 2022.

The partnership also includes field-naming recognition at Bobby Dodd Stadium, which will now be known as Bobby Dodd Stadium at Hyundai Field, and sponsorship elements that feature enhancements to boost the experience on gamedays for fans in and around the home of Georgia Tech football.

“Like Georgia Tech, Hyundai is a global brand that is synonymous with quality, innovation, and a commitment to advancing technology to make a positive difference in the world. The more we have gotten to know each other, the more obvious the alignment of our values has become,” said Georgia Tech President Ángel Cabrera. “I am grateful for the transformative investments Hyundai is making in our state, and I am proud that the Hyundai brand will feature prominently on our campus. I look forward to working with Hyundai leaders to deepen our partnership as we work to develop exceptional leaders and produce new ideas that will shape the automotive industry and advance mobility in the future.”

“Georgia Tech is known around the world for having some of the best and brightest graduates as well as a storied athletics program,” said José Muñoz, president and global COO of Hyundai Motor Company, and president and CEO of Hyundai and Genesis Motor North America. “Proximity to institutions like Georgia Tech was one of the many reasons Hyundai selected Georgia for our new EV manufacturing facility. We are thrilled to expand our relationship with Georgia Tech, which will include opportunities for student professional development and cooperative work programs in addition to athletic engagements.”

“Georgia Tech Athletics is proud to partner with Hyundai as it invests in Georgia Tech and the state of Georgia. This partnership will be truly transformative for Georgia Tech Athletics, both now and for years to come,” said J Batt, director of Athletics, Georgia Tech. “I want to express our sincere appreciation to José Muñoz and his team for their genuine interest in aligning with Georgia Tech. We are thrilled to join forces with Hyundai and look forward to a long-lasting, mutually beneficial partnership.”

The benefits of the partnership are wide-ranging and substantial for Georgia Tech and the state of Georgia. They include:

• A vital pathway for Georgia Tech to meet its stated goal of expanding its stature as a leading research entity in the electrification of the automotive industry through its world-class hydrogen research.

• An opportunity for Georgia Tech to more broadly contribute to the state of Georgia’s commitment as a hub for the production of electric vehicles.

• New revenue for Georgia Tech Athletics, which, within the ever-changing landscape of intercollegiate athletics, will be vital in providing student-athletes and teams with the resources needed to compete at the highest levels, both athletically and academically. The new revenue will also allow Georgia Tech Athletics to continue to provide Tech students, alumni, and fans with a world-class experience as supporters of the Yellow Jackets.

Bobby Dodd Stadium at Hyundai Field is the oldest on-campus stadium in NCAA Division I’s Football Bowl Subdivision and one of the nation’s most unique and historic settings for college football. It opened in 1913 as Grant Field, then was renamed, in honor of legendary Georgia Tech Coach and Athletics Director Bobby Dodd, in 1988. The historic Grant Field name will continue to be memorialized with a display at the stadium.

Legends, which has managed corporate partnerships and multimedia rights for Georgia Tech Athletics since 2021, helped facilitate the athletics partnership with Hyundai.

ABOUT GEORGIA TECH ATHLETICS

With 400-plus student-athletes across 17 varsity sports, Georgia Tech competes at the highest level of intercollegiate athletics as a member of NCAA Division I and the Atlantic Coast Conference (ACC), while also developing young people who will change the world. Georgia Tech has long been a leader in innovation in college athletics with the NCAA CHAMPS/Life Skills Program (known as the Total Person Program at GT), commitments to athletics scholarships until student-athletes graduate, and the use of virtual reality in recruiting among the many concepts that originated on The Flats. The Yellow Jackets have won five national championships during their illustrious history (four in football – 1917, 1928, 1952, and 1990; one in women’s tennis – 2007) and appeared in two Final Fours in men’s basketball (1990 and 2004) and three College World Series in baseball (1994, 2002, and 2006). Combining world-class education with top-notch athletics, Georgia Tech has produced 90 Academic All-Americans. For more on Georgia Tech Athletics, visit ramblinwreck.com.

ABOUT HYUNDAI MOTOR COMPANY

Established in 1967, Hyundai Motor Company is present in over 200 countries with more than 120,000 employees dedicated to tackling real-world mobility challenges around the globe. Based on the brand vision ‘Progress for Humanity,’ Hyundai Motor Company is accelerating its transformation into a Smart Mobility Solution Provider. The company invests in advanced technologies such as robotics and Advanced Air Mobility (AAM) to bring about revolutionary mobility solutions, while pursuing open innovation to introduce future mobility services. In pursuit of a sustainable future for the world, Hyundai will continue its efforts to introduce zero emission vehicles equipped with industry-leading hydrogen fuel cell and EV technologies.

ABOUT LEGENDS

Founded in 2008, Legends is a premium experiences company with six divisions operating worldwide — Global Planning, Global Sales, Hospitality, Global Partnerships, Global Merchandise, and Global Technology Solutions — offering clients and partners a 360-degree data-and-analytics-fueled service solution platform to elevate their brand and execute their vision. Currently, Legends works with marquee clients across business verticals including professional sports, collegiate, attractions, entertainment, conventions, and leisure. They are the industry leaders in designing, planning, and realizing exceptional experiences in sports and entertainment. For more information, visit Legends.net and follow Legends on Facebook, Twitter, and Instagram @TheLegendsWay.

The Georgia Artificial Intelligence Manufacturing Technology Corridor (GA-AIM) effort is one of 21 winning projects the White House announced today under the Biden administration’s $1 billion Build Back Better Regional Challenge. The award follows a $500,000 Phase 1 feasibility grant the project received in 2021.

“Georgia Tech is honored to lead this vision of collaborative innovation and economic development across all regions of our state,” said Georgia Tech President Ángel Cabrera. “This award underscores the Institute's commitment to leverage our resources and expertise to address great challenges, serve our state and nation, and amplify our impact on the world.”

The selected awardees represent projects in 24 states with grant amounts ranging from $25 million to $65 million.

“As we invest and grow critical industries in the U.S., we want to create industry hubs in diverse communities across the country,” U.S. Secretary of Commerce Gina Raimondo said in a statement. “These grants will provide critical and historic funding directly to community coalitions to invest in new infrastructure, research and development, and workforce development programs while creating good-paying jobs, supporting workers, and prioritizing equity.”

The GA-AIM project is led by Aaron Stebner, associate professor in the George W. Woodruff School of Mechanical Engineering and the School of Materials Science and Engineering; Donna Ennis, director of Diversity Engagement and Program Development in Georgia Tech’s Enterprise Innovation Institute and also director of its Georgia MBDA Business Center; and Thomas R. Kurfess, executive director of the Georgia Tech Manufacturing Institute.

“The ability to integrate our discoveries and innovations here at the AI Manufacturing Pilot Facility with novel workforce programs and transformative outreach experiences is a once-in-a-lifetime opportunity to do something greater in ways that increase opportunity and prosperity for all Georgians,” Stebner said. “Through an equitable AI manufacturing innovation focus, the assembled coalition of partners and stakeholders across the state will build a more prosperous and resilient Georgia and set a nation-leading example.”

The AI Manufacturing Pilot Facility, which will allow for government and industry pilot trials, cybersecurity games, and workforce training for AI manufacturing technologies, is just one component of Georgia Tech’s support for the project.

Two of Georgia Tech’s commercialization programs — VentureLab and I-Corps South — will create a center for the commercialization of AI manufacturing technologies into local and regional startups through training built on the National Science Foundation’s I-Corps curriculum.

The Enterprise Innovation Institute, Georgia Tech’s economic development arm, will engage in focused outreach and technical assistance to small- and mid-sized manufacturers and minority business enterprises through its Georgia Manufacturing Extension Partnership (GaMEP) and Georgia MBDA Business Center programs. Other Enterprise Innovation Institute programs include the Economic Development Lab, the Partnership for Inclusive Innovation, and ATDC, which will focus on outreach and engagement in distressed and underserved parts of the state, create workforce development programs, implementation strategies, and attract outside investment.

“The work that we will accomplish with our broad spectrum of partners in this new endeavor will leverage the latest technology in artificial intelligence to grow and strengthen our workforce ensuring that the growing manufacturing sector in Georgia has the skilled workforce that it requires for today’s as well as tomorrow’s needs,” Kurfess said. “At the same the high paying and secure jobs will be going to a very diverse population base from across the state, providing an equitable robust future for all citizens of Georgia.”

Georgia Tech’s Supply Chain & Logistics Institute will study the impact of automation technologies, build automation solutions tailored for rural manufacturers, and create programs that lower the barrier for rural manufacturers’ access to use the AI Manufacturing Pilot Facility.

Finally, Georgia Tech’s K-12 InVenture Prize and Center for Education Integrating Science, Mathematics and Computing programs will expand their emphasis to rural and underserved areas of the state by piloting a rural regional event with a region-specific prize. They will also create supplemental lessons centered on AI and data science that will be part of a K-12 InVenture Prize curriculum website.

“We are excited to be a part of this collaborative effort to catalyze research and innovation in AI and manufacturing across the state of Georgia,” said Chaouki T. Abdallah, executive vice president for Research at Georgia Tech. “This project aligns with our goals to expand economic opportunity in our state's underserved communities, and to serve as a collaborative hub for interdisciplinary research that advances technology and improves people’s lives.”

Georgia Tech is working with a coalition of statewide partners to create a foundation that supports existing business growth and new business ventures across the state especially in underserved communities and rural Georgia.

“All across the state of Georgia, our programs in the Enterprise Innovation Institute work hard to unlock potential and foster economic opportunity for all, particularly in underserved and marginalized communities,” said David Bridges, vice president of the Enterprise Innovation Institute, and co-author of the grant proposal with Stebner. “This project leverages what we and our partners each do best to help achieve our broader Georgia AIM goals.”

Tech’s partners include the:

·       Georgia Department of Community Affairs

·       Georgia Cyber Center

·       Houston County Development Authority

·       KITTLabs

·       Russell Innovation Center for Entrepreneurs

·       Robins Air Force Base 21st Century Partnership

·       Spelman College

·       Southwest Georgia Regional Commission

·       Technologists of Color

·       Technology Association of Georgia Education Collaborative

·       Technical College System of Georgia

·       University of Georgia

“What's really special about this effort is that it's centered on a wholistic approach with innovation, not just one piece of AI or manufacturing,” Ennis said. “We're working collectively statewide to transform and propel forward our industry, communities, and most importantly, our people.”

That collective approach is critical to GA-AIM’s success, said Houston County Development Authority Executive Director Angie Gheesling.

“The Development Authority and the 21st Century Partnership lead the Middle Georgia Innovation Project, which includes 11 counties in the Middle Georgia region, a diverse landscape of communities from rural to urban,” she said. “This award further facilitates the continuation of several years of collaboration between local leadership, our universities, private industry, and Robins Air Force Base to position ourselves as a Software Center of Excellence. We are grateful to Georgia Tech for the opportunity to partner and contribute to the overall future success of GA-AIM.”

Burunda Prince, chief operating officer of the Russell Innovation Center for Entrepreneurs, echoed those sentiments, saying its reach is exponentially amplified through the GA-AIM partnership.

The Center will create a mobile, 5,000-square-foot LaunchPad AI Innovation Studio to provide prototyping and proof-of-concept development of physical products. Black entrepreneurs in rural and urban Georgia will have access to equipment, training, and mentoring, and LaunchPad AI will also be open to AI InVenture teams from Atlanta’s urban K-12 schools.

“As part of the Build Back Better grant, the Russell Innovation Center for Entrepreneurs will help Black businesses leverage the benefits of artificial intelligence to provide better data and insights that will build stronger companies and drive greater wealth generation,” Prince said. “What makes this opportunity unique is the cross collaboration of partners which will engage and empower communities across Georgia through access to technologies that often are inaccessible.”

Equally as important is the education component and the ability for it to be a bridge to new skills and opportunities for Georgia workers, said Technical College System of Georgia Commissioner Greg Dozier.

“The funding for the project will equip four TCSG colleges with state-of-the-art manufacturing studios that will showcase the clean, safe state of modern manufacturing,” Dozier said. “Automation in manufacturing creates a demand for more skilled jobs, giving TCSG the charge to strengthen the workforce pipeline by training Georgians in these exciting, new technologies. The Georgia AIM project provides the funding to meet these opportunities head on.”

###

About the U.S. Economic Development Administration 
The mission of the U.S. Economic Development Administration (EDA) is to lead the federal economic development agenda by promoting competitiveness and preparing the nation's regions for growth and success in the worldwide economy. An agency within the U.S. Department of Commerce, EDA makes investments in economically distressed communities to create jobs for U.S. workers, promote American innovation, and accelerate long-term sustainable economic growth. 

About the Georgia Institute of Technology
The Georgia Institute of Technology, or Georgia Tech, is a top 10 public research university developing leaders who advance technology and improve the human condition. The Institute offers business, computing, design, engineering, liberal arts, and sciences degrees. Its nearly 44,000 students representing 50 states and 149 countries, study at the main campus in Atlanta, at campuses in France and China, and through distance and online learning. As a leading technological university, Georgia Tech is an engine of economic development for Georgia, the Southeast, and the nation, conducting more than $1 billion in research annually for government, industry, and society.

The dataset compiles meeting minutes, speeches, and press conference transcripts from the Federal Open Market Committee (FOMC). It is the largest tokenized and annotated dataset of its kind.

An investment strategy developed using the dataset predicted investment returns yielding 163.4% higher than the buy and hold method on the QQQ index fund from 2011 to 2022.

The dataset and strategy are part of new research findings from Georgia Tech. The findings document the influence the FOMC has on markets and the economy through its public communications. The research is being presented this month at the 61st Annual Meeting of the Association for Computational Linguistics (ACL 2023).

“By understanding the impact of FOMC communications on market movements, investors can make more informed decisions, and potentially protect their portfolios from sudden downturns or capitalize on growth opportunities,” said Ph.D. student and lead researcher Agam Shah.

“Additionally, it can help economists at the Federal Reserve Banks more efficiently understand the impact of their communication.”

[MICROSITE: Georgia Tech at ACL 2023] 

The dataset contains 214 meeting minutes, 1,026 speeches, and transcripts from 63 press conferences. The meeting minutes and speeches span from January 1996 to October 2022. The press conference archive dates from April 2011 to October 2022.

To explore this heap of FOMC pronouncements, Shah and his team crafted a novel machine-learning classification task. The new task categorized statements in the dataset as hawkish, dovish, or neutral, rather than just positive, negative, or neutral.

The classification task allows computer models to understand FOMC policy stances through the language used in their correspondence. This in turn guides models to predict how markets react to communications, giving investors valuable information to form their own strategies. 

“One of the reasons our research achieved these remarkable results is because it harnesses the power of natural language processing (NLP) to systematically analyze a vast amount of data which is impractical for humans to process effectively,” Shah said. “This provides a much more nuanced understanding of the market’s response to FOMC communications.”

Shah is a Ph.D. student in the School of Computational Science and Engineering (CSE). He is advised by Sudheer Chava, a professor in the Scheller College of Business. Suvan Paturi, a Georgia Tech alumnus and software engineer at Nasdaq eVestment, co-authored the paper with Shah and Chava.

The group will present their paper at a time when the FOMC and the Federal Reserve are in news headlines now more than ever. To curb inflation, the Fed has increased interest rates ten consecutive times from March 2022 to June 2023.

One example that inspired the group occurred during this period on Aug. 26, 2022. Here, FOMC Chair Jerome Powell gave an eight-minute speech that resulted in an almost $3 trillion decline in U.S. equity market value.

This study not only affirms that markets are reactive to words spoken through public communications but now those effects can be measured and predicted. It also provides new tools to help investors make better, more informed decisions. 

“The application of computational methods to finance and economics revolutionizes the way analysts interpret data. It enables us to handle enormous datasets and extract valuable insights that would otherwise remain hidden,” Shah said. 

“This empowers decision-makers to craft strategies that are based on a deeper understanding of market dynamics, leading to potentially higher returns and more efficient financial systems.”

In those cases, a delivery system must bind with the drug and then release it precisely where and when it will be most effective. However, the same system doesn’t work for every drug — for example, the methods used for capturing and releasing a small-molecule medication won’t work if you want to deliver a biologic drug.

That’s where OZ-Link hopes to make a significant impact.

“What’s unique about our technology is that, whether the carrier system is an antibody, nanoparticle, polymer, or hydrogel, it connects to whatever the drug is,” said Kasie Collins, CEO and co-founder of OZ-Link, a startup company growing in the lab of Georgia Tech researcher M.G. Finn, professor, chair, and James A. Carlos Family Chair for Pediatric Technology in the School of Chemistry and Biochemistry. “Our technology is designed to be compatible with both small molecules and biologics.”

The early-stage company is working to demonstrate that its system can provide sustained, extended release in ways that can be varied from days to weeks. Small-molecule drugs (the most common drugs on the market) and biologics (the fastest emerging class of drugs) can both benefit from this type of delivery, but in different ways and over different time frames, depending on the target.

Currently, there is nothing on the market capable of doing that effectively, and drug manufacturers large and small are intrigued by the notion of such precise biocompatible delivery. Based on the feedback that OZ-Link has received from its potential client base, the company is at work now on its next phase of research and development.

“We’re in the process of developing our first preclinical prototype, featuring our programmable drug delivery system for the extended release of protein therapeutics,” said Collins, whose team has entered a new partnership that will help the fledgling company focus on developing its technology.

OZ-Link was notified recently that it had been selected for commercialization support and funding through the Biolocity Fund for 2023-24. Biolocity, based in the Wallace H. Coulter Department of Biomedical Engineering at Georgia Tech and Emory University, is a philanthropic program that supports early-stage medical technologies from both campuses.

In addition to CEO Collins, OZ-Link’s founding leadership team includes Steve Seo, chief operating officer; Jasmine Hwang, chief scientific officer; and Wenting Shi, a Ph.D. candidate whose dissertation research plays a critical role in the further development of the Oz-Link technology. All are members or affiliates of the Finn lab.

They recently participated in Biolocity U, a program that provides business and legal counseling, lectures, internship opportunities, and other tools for startups. After making a final pitch, they were selected for funding.

“We had just finished doing customer discovery at a local conference when we got the news about Biolocity, which was so important. It allows us to do critical feasibility studies, which are necessary for follow-on funding efforts,” Collins said. “Additionally, it allows the team to work on OZ-Link research and development full time.”

The company also was part of the inaugural cohort that completed the Nucleate Activator program in Atlanta last semester. This program supports next generation bioentrepreneurs with mentorship, workshops, networking, and a pitch competition. OZ-Link won the Regional High Impact Culture Award, which recognizes cutting-edge scientific ideas with the greatest positive impact on society.

The foundation of the company is right there in its name, which comes from the chemical structures in OZ-Link’s technology: ozanorbornadiene (also called OND) and azanorbornadiene (ZND) molecules. “We use this small-molecule technology as a means of linking the therapeutic cargo to a drug delivery system,” Collins said.

The company is in the process of developing its first viable product, which would deliver injectable protein drugs. But that’s just the beginning.

“The technology is at a nascent stage now, but our feasibility data will help us secure co-development partnerships down the road,” Collins said. “Such partnerships would give us an opportunity to broaden our scope and demonstrate that we can deliver different types of drugs in an efficient, programmable manner.”

That’s the question two faculty members, Eric Overby, Catherine and Edwin Wahlen Professor of Information Technology Management at the Georgia Tech Scheller College of Business, and Hongchang Wang, assistant professor of Information Systems at the University of Texas -Naveen Jindal School of Management, investigated in their paper “Do Political Differences Inhibit Market Transactions? An Investigation in the Context of Online Lending,” forthcoming in Management Science.

Location and Ideology

Suppose an investor in Alabama – generally considered a red state – is choosing between two loans to fund. The borrowers have similar profiles, with one living in South Dakota (also a red state) and the other living in Vermont (a blue state). Wang and Overby asked the question: Would the Alabama investor be more likely to fund the South Dakota borrower because they are more likely to share political ideologies and personal worldviews?

The researchers used data on who lent to whom in the peer-to-peer lending market prosper.com from 2006 to 2011 to study this question. They applied multiple models, including a gravity model and a difference in differences (DID) model that looked at how investors reacted to California’s legalization of same-sex marriage. They found a nuanced effect. Lending offers dropped by as much as 11.6% when the investor’s state was more conservative than the borrower’s state. But when the investor’s state was more liberal than the borrower’s state, there was no significant relationship.

“When California legalized same-sex marriage, we found that investors from most states reacted by issuing more lending offers to California borrowers, except for investors from states with much more conservative political ideologies,” said Professor Wang.

“The difference between investors from liberal and conservative states relates to an on-going debate in the psychology literature,” Professor Overby said. “The ‘prejudice gap’ hypothesis posits that conservatives are more intolerant of liberals than vice versa, whereas the ‘ideological conflict’ hypothesis posits that conservatives and liberals are equally intolerant of each other. Our results are consistent with the ‘prejudice gap’ hypothesis.” 

Related, the researchers found that borrowers from states that are more liberal than those of the investors active on the platform were less likely to have their loans funded. As Professor Overby explained, “The negative effect of political distance interfered with the basic function of the platform because fewer loans were getting funded.”

Experience Matters

However, the political distance effect was not apparent for experienced investors. As Wang described, “We found that the political distance between a borrower and the group of investors funding the loan doesn’t affect the loan’s repayment performance. It may be that investors learn this as they gain experience, so they stop considering a borrower’s likely political ideology in their lending decisions.”

Wang and Overby’s research speaks to the negative effects of political polarization. In many cases, those with opposing political ideologies can’t agree on basic facts. The study shows that the negative effects of polarization also apply to peer-to-peer lending, at least for inexperienced investors. But as Overby put it, “The issue we document is not unsolvable. It goes away with experience, likely as investors learn that differences in political ideology don’t predict loan performance. We think education from peer-to-peer lending platforms about the factors that do predict loan performance can substitute for this experience.”

Atlanta Jazz Festival: Saturday, May 27 – Monday, May 29 

One of the largest free jazz festivals in the country, the celebration of music and culture returns to Piedmont Park for its 46th iteration. Fifteen artists will perform during the three-day event, which runs daily from 11 a.m. ­to 11 p.m. Along with musical acts, the festival features local artists and entrepreneurs in a vendor market, and food trucks will be set up around the park.

For a full schedule, click here.

Brew at the Zoo: Saturday, May 27, 6 – 9:30 p.m.

Zoo Atlanta’s Brew at the Zoo event offers after-hours access to the facility with beer and wine samples from 20 different breweries, live music from three different bands throughout the exhibits, discussions with zookeepers, and yard games. General admission and VIP tickets are available, with proceeds benefiting the zoo’s conservation efforts. 

For more information, click here.

Stone Mountain Memorial Day Weekend: Friday, May 26 – Monday, May 29

Beginning Friday, Stone Mountain will host its annual Memorial Day weekend event. Every evening will feature a musical salute to the troops with an extended fireworks finale following the attraction’s new Music Across America Light Show. The show features immersive lighting, flames, lasers, and 250 color-changing drones synchronized to music.

Along with a flag-folding ceremony, the Air National Guard Band of the South will perform Saturday through Monday.

For more information, click here.

Alpharetta Arts Streetfest: Saturday, May 27 – Sunday, May 28, 10 a.m. – 5 p.m.

With over 100 vendors, activities, and street performers, the Alpharetta Arts Streetfest – located at the Grove at Wills Park – is free and open to the public from 10 a.m. to 5 p.m. on Saturday and Sunday with a parking lot full of food trucks and vendors at the Alpharetta Community Center.

For more information, click here.

Memorial Day Classic 5K: Monday, May 29, 8 a.m.

The fourth annual Atlanta Memorial Day Classic 5K begins in Atlanta’s Old Fourth Ward, and the route will be lined with photos of fallen heroes. Participants receive a finisher’s medal.

For registration information, click here.

Memorial Day Family Canoe Day: Monday, May 29, 9 a.m.

Enjoy the outdoors and start your summer with a relaxing paddle on the Chattahoochee Nature Center’s Beaver Pond. This event is a beginner-friendly canoeing experience with CNC guides going over basic techniques and leading races and games. All equipment, including a canoe, paddles, and personal flotation devices, is provided.

For more information, click here.

The Georgia Renaissance Festival: Saturday, May 27 – Monday, May 29, 10:30 a.m. – 6 p.m.

Typically open Saturday and Sunday, the festival located in Fairburn will remain open on Memorial Day, with veterans, active duty military personnel, and first responders getting in free on Monday. In its 38th year, the festival offers daily entertainment with jousting tournaments, live music, and more, along with traditional fair food and beverages. A vendor market is also open daily.

For more information, click here.

CREATE-X is a faculty-led, student-focused initiative geared toward instilling entrepreneurial confidence in Georgia Tech students through the creation of startups. Students in the program can take courses and participate in workshops to build business skills, build prototypes, and receive mentorship, funding, and in-kind services to support launching their own startup during the program’s summer incubator, Startup Launch.  

Prior to joining the CREATE-X team, Saxena spent more than 20 years building and guiding multiple startup companies, working as a development engineer and an early-stage venture capitalist, and publishing several research papers on cardiovascular fluid mechanics and mechanical heart valves.  

At Georgia Tech, his alma mater, Saxena studied mechanical engineering. He then earned a European master’s degree from the Von Karman Institute for fluid dynamics and an MBA from Emory University.

Now that he’s the director of CREATE-X, Saxena wants to continue expanding awareness of the programs benefits to as many students as he can.

“My passion for the program has only grown since I joined the team,” Saxena said. “Our students have the skills and creativity to build startups, and I want them to know that CREATE-X will not only help them take their ideas to market, but also instill an entrepreneurial mindset and confidence which will be a lifelong skill for them.”

Since CREATE-X began, more than 5,000 students have been involved, crossing 38 majors.

Saxena said it’s been an honor to be a part of so many students’ entrepreneurial journey. Even after students graduate, Saxena still takes the time to give them advice and connect them to others in the Atlanta business community. That dedication to mentorship has also translated to the students who participate in the program. Founders continually reach out to Saxena to get involved with coaching students and helping the program where they can.

Saxena said he wants to continue building connections across campus and beyond, harnessing the wealth of knowledge, experience, skills and resources of Georgia Tech to help students be successful, regardless of their career pathway after graduation. He also wants to encourage those students that doubt they can create startups to try entrepreneurship as students, when the opportunity cost for them can be significantly lower.

“CREATE-X is rapidly growing, launching more than 350 startups since we began in 2014. Rahul has a proven track record of success at CREATE-X, and I’m confident that his continued leadership will foster even more growth,” Raghupathy “Siva” Sivakumar, vice president of the Office of Commercialization at Georgia Tech. “He has a firm grasp on what students need to gain entrepreneurial confidence and launch successful startups, the dedication to go out on campus and connect with students and other stakeholders, and he has a broad skill set to tackle the challenges of overseeing one of our nation’s largest student entrepreneurship platforms. We couldn’t have picked a better champion for our program.”

Both Voelker and Vorpahl work for Karma Automotive, a luxury electric vehicle manufacturer based in California. Beginning with their time at Tech, they've never let gender bias stop them from pursuing their passion.

"It's math," Vorpahl, a visualization and digital design modeler at Karma, said. "You either get the question right, or you get the question wrong. I think that attitude really helps when you get into a professional environment. It teaches you to have tougher skin where if you are the best for that job, you will get the job. That's what Georgia Tech instilled."

Vorpahl grew up in the industry watching her family operate what is now the oldest independently owned Mercedes-Benz dealer in metro Atlanta after her grandfather, an engine designer for the German automaker, came to America and opened the shop in 1967. She arrived at Georgia Tech unsure if she'd follow in her family's footsteps, but ultimately, she landed an internship at Daimler, the nation's largest commercial vehicle manufacturer.

While other interns came in with a background in automotive design, Vorpahl’s willingness to learn and tireless work ethic landed her a full-time job as the only woman in the company's design studio.

During her three years at Daimler before accepting her position at Karma in 2022, she'd occasionally make the drive from Portland, Oregon, back to Georgia. Along the way, she crossed paths with truckers, who often expressed surprise that Vorpahl was among those behind the scenes designing their rigs. She often heard questions like “Why do you work there?” or “How did you end up there?”

And her response was simple. "Women like cars, too.” 

That rang true through Voelker's childhood as well. When the senior director of program management for Karma arrived in Atlanta for her first year at Georgia Tech, she knew she'd found a place that could help her turn an aptitude for math and science, and a fervor for cars, into a career.

"Best move I ever made," Voelker said on her decision to enroll at Tech, although it wasn't just the Institute's stellar reputation that lured her from her home state of New Hampshire. "I visited campus in February. There was 6 feet of snow on the ground and then I came to Atlanta, and the flowers were blooming."

After changing her major from mechanical engineering to industrial design, Voelker got her foot in the door through an internship with Masterack, a commercial cargo vehicle equipment manufacturer based in Atlanta. She attended Tech at a time when women made up around 27% of the undergraduate population, so when she entered the workforce, she wasn't fazed. "It never bothered me. I have always felt like I fit right in, especially when it's the right school, the right class, or the right company where everybody appreciates learning from each other and working together towards a common goal," she said.

In fact, her experience on North Avenue taught her to always keep learning and never give up, a piece of advice she now passes along to other women entering the industry.

"Don’t be afraid to give your opinion in meetings, speak up and use all of the knowledge that you've learned over the years toward whatever project you're working on," said Voelker, who worked her way up the ladder at Masterack for 18 years before seeking a new challenge at Karma. “That's one thing that I haven't backed down on. If I have a strong opinion about something, I have no fear of saying it.”

Vorpahl and Voelker each commended Karma for their dedication to promoting hard-working women and a culture that fosters diversity — a principle that Vorpahl especially values after completing two study abroad programs at the University of Singapore and the University of Strathclyde.

“One of the biggest advantages was seeing how people from different countries approach design and how different schools approach design. You don’t want a bunch of people who all think exactly the same way. Otherwise, we’d all be driving around in the exact same vehicle,” she said.

Leading Karma’s commercial vehicle product line, Voelker noted that she has continued to see more women in leadership positions and at industry conferences, and she hopes that momentum carries over to the next generation. Highlighting the importance of igniting both young girls’ and boys' interest in STEM, Voelker recently spoke to a local second grade class to share her experiences.

"I've been really fortunate to have had some great mentors over my career, so I love to pay it forward to the younger generation," she said. "They were so excited, and I hope that stays with them and excites them to learn more about engineering."

In addition to providing an example to young women of how to succeed in a competitive industry, Vorpahl also hopes to share the technical aspects of what she's learned in the field with her alma mater and offer future graduates a roadmap to a career in automotive design.

"The students would thrive in this industry because it is so nitpicky, and Tech minds would just love it," she said. "There's not really a direct path from the Georgia Tech studios into car studios, so I'm hoping that I can show them that path."

Voelker and Vorpahl are bonded by their employer and their alma mater, but it’s their shared passion for seeing their hard work hit the pavement that continues to drive them.  

With historic investments from major players in the EV space, including Rivian, Kia, and Hyundai, the state of Georgia is uniquely positioned to serve as a leader in this effort. As the state's leading research institute, Georgia Tech is on the cutting edge of the movement. 

The transportation sector is the largest greenhouse gas emitter in the U.S. at nearly 30%, with passenger vehicles accounting for around 80% of the sector's total output1 as of 2019. Electric vehicles are widely regarded as a budding solution to reduce emissions, but even as both demand and production continue to increase, EVs currently account for around 1% of the cars on America's roadways. 

From the supply chain to the infrastructure needed to support alternative-fuel vehicles alongside consumer hesitancy, achieving the goals set by both the public and private sectors — including the Biden Administration's target of EVs making up at least 50% of new car sales by 2030 — will not be easy. Through research and development, policy, and collaboration, Tech experts are working toward finding solutions that will serve as catalysts during this transitionary period for the environment and the way Americans drive.

Check out the full story. 

In the past, teams were mostly homogeneous because this was the makeup of most organizations in the U.S. Today, teams are more diverse, and organizations can reap the benefits that individuals with different ethnicities and cultures bring to the table. 

But not all teams are more collaborative because of their multicultural makeup. In fact, these differences may produce tensions and an inability to see the other side, creating barriers that would otherwise enable teams to foster creativity and information elaboration - the process of verbally expressing and exchanging information and viewpoints, and elaborating on these ideas. On the other hand, if a team downplays these differences, it could stifle constructive dialogue and creativity. 

How does a team of individuals from different backgrounds coalesce by using their differences to their advantage rather than allowing them to inhibit information elaboration and creativity?

That's the question two researchers, Christina Shalley and Pier Vittorio Mannucci, asked in their paper "Embracing multicultural tensions: How team members' multicultural paradox mindsets foster team information elaboration and creativity," published by Organizational Behavior and Human Decision Process, November 2022.

The Multicultural Paradox Mindset

According to Shalley, Sharon M. and Matthew R. Price Chair, and professor of Organizational Behavior at the Georgia Tech Scheller College of Business, one or more team members need to have a multicultural paradox mindset (MPM) to steer the team to creative success.

The researchers define multicultural paradox mindset (MPM) as "the degree to which one is accepting of and energized by intercultural tensions, both emphasizing cultural differences and finding common ground." Their analysis finds that team members who demonstrate a high MPM can positively accept and embrace these conflicting ideas to influence team behavior.

"A diverse team has the potential to be better at information elaboration, and, thus, creativity, than a non-diverse team. However, this potential needs to be unlocked. The presence of a member with high MPM is one way to achieve this within multicultural teams," Shalley explained.

These individuals, rather than ignoring differences, or as the researchers call it, taking "the cultural-blind approach," embrace differences and encourage other team members to express themselves and their perspectives, bringing more value to the creative process.

Testing Their Theory

To test their theory of the advantages of having an MPM, the researchers chose 217 participants and divided them into 63 diverse teams. Shalley and Mannucci divided the teams into "clusters" rather than geographical locations to ensure the teams met cultural diversity. For example, they placed a person from Spain with a person from China rather than putting a person from Spain and a person from France together.

They provided the teams with a scenario of an employee who was granted the ability to work from home to help an aging relative. This setup only became an issue when other employees wanted the same opportunity.

Each team was tasked with coming up with creative solutions to send to HR based on the available information.

"We found this task to be particularly well-suited for a study focusing on culturally diverse teams because of the deep cross-cultural differences in terms of views on work-life balance and remote work, how to care for family members, valuing the elderly, and overall HR policies and practices," Shalley wrote.

The researchers accounted for several variables, including the way creativity is defined among individuals, gender diversity, and those who had lived abroad, which might have affected their experiences of and tolerance for different cultures.

In addition, the team accounted for team members who came from countries with a "tight" culture. These individuals tend to be warier of different values and perspectives and may not be as comfortable expressing creative ideas. This differed from a secondary group Shalley and her colleague considered who came from a "loose" culture." These individuals tend to assimilate more easily in a group, which may result in more team members possessing a multicultural paradox mindset.

As Shalley put it, "leaders should definitely keep in mind who has a MPM when assembling a multicultural team. Without one (or more) members with a MPM, the risk of not unlocking the creative potential of the multicultural team is very high," Shalley noted.

When the company in question is Dalton-based solar-panel manufacturer Qcells, which has a 1,000-employee Dalton expansion set to begin manufacturing in August and a second expansion bringing 2,500 employees to Bartow County in 2024, a logical place to start is Georgia Tech’s Enterprise Innovation Institute.

Specifically: iWorks.

The organization – technically named Igniting Workforce Opportunities and Reinforcing Knowledge and Skills – operates in Northwest Georgia and launched in 2017 out of former Gov. Nathan Deal’s High Demand Career Initiative (HDCI). That initiative brought together the University System of Georgia, Technical College System of Georgia, K-12 school systems in Georgia, and the private sector to help fill workforce gaps in high demand fields like advanced manufacturing in the northwest part of the state.

“We see ourselves in a facilitator role making connections,” said Leigh Hopkins, the iWorks project manager and senior project manager for Center for Economic Development Research (CEDR).

iWorks is a program of CEDR, which is housed in the Enterprise Innovation Institute, Georgia Tech’s comprehensive economic development unit. iWorks is able to connect the dots in Northwest Georgia because CEDR has been working on projects including strategic plans and workforce development there since 2012. For example, iWorks recently sponsored a job fair, where 106 people found employment, including several who went to work at Qcells.

“We also had a webinar in November called After the Ribbon Cutting, that addressed what happens after these big announcements like the one from Qcells are made,” Hopkins said. “How is the community supposed to find people to fill the jobs that are coming?”

It’s an important topic for the region of about 700,000 people, and just one reason the iWorks board includes representatives from local manufacturers such as Qcells, economic and workforce developers, technical college representatives, and others, who work in concert to help deliver a growing and educated workforce to the region. One key to ensuring that new industry and new expansions can be successful.

“iWorks is a trusted partner and conduit in helping our member companies and organizations work together to address common issues,” said Candice McKie, CEDR project manager. “We have the ability to have all of the key players in one room to discuss some of the same shared workforce challenges, and to be able to relay that information to the development authorities, the chambers, and the school systems, instead of having to go to those groups individually.”

Lisa Nash, the senior director of human resources; environmental, health, and safety; and general affairs at Qcells, echoed McKie’s sentiments.

“Being a part of iWorks puts at my fingertips the tools that I need to understand the region,” Nash said, explaining why she is so committed to the organization’s mission. “As an HR professional in this labor market, I have to understand what everyone else is doing. I need to know what other company is expanding, what other company is maybe not doing so well, what's going to impact our labor market, and what's happening from a wage perspective.”

iWorks gives her a place to learn all of that in one monthly meeting.

“iWorks understands the industry and they understand this region, and the needs of the business leaders in order to be successful,” Nash said. “Being a part of iWorks gives me a bird's eye view of what I need or what countermeasures I need to put in place to be prepared for obstacles or challenges.”

While iWorks is many things, it isn’t a problem solver, she said. “They give you the ideas and the connections for you to solve your problems, for you to be able to come up with resources, they connect you with so many resources.”

Some of those resources are the webinars iWorks has facilitated. In addition to After the Ribbon Cutting, the organization as focused on topics such as affordable housing, another key component of a successful workforce, and nontraditional hiring, which includes successful second-chance programs for people who have been released from prison.

“What we hear from manufacturers is that they're beating their heads against the wall trying to find employees,” said Hopkins. “We’ve found that people who come from a second chance background, people who are really targeted with employment opportunities, are much more successful and the employers are better able to retain them than folks who just fill out an application.”

iWorks also puts together tours of manufacturing facilities, including Qcells, for area high school students, who may not know what they want to do after graduation. “Just getting exposure to industry has been very helpful for the students,” says Hopkins.

Other programs include Be Pro Be Proud, an initiative led by the Cherokee County Office of Economic Development that introduces high school students to a variety of industries through a hands-on mobile lab. iWorks sponsored the mobile workshop’s visits to 10 high schools across the region. “We had a total of 963 students visit the mobile workshop, and 86% of those signed up to receive information and career opportunities that are related to their industry of interest,” said McKie.

iWorks is also working to help expand Project Purpose, a summer program that connects high school students to companies in the area.

The goal of all these programs is to help local companies and those that are moving into the region find the well-trained workforce they need. And while the work just got 3,500 times harder, the iWorks board is excited about the expansion of Qcells.

“It’s important for our board to stay flexible and fluid,” said John Zegers, co-chair of the iWorks board and Northwest Georgia regional manager for the Enterprise Innovation Institute’s Georgia Manufacturing Extension Partnership. “That flexibility allows us to move where the need is and where the trends go. I think the makeup of our board is perfect for that, because we're all on the front lines, we know what's going on, and we'll be able to keep our group relevant for what's needed out there.”

Despite her extremely busy schedule as the Dalton expansion barrels toward August, Nash says she isn’t about to give up her seat on iWorks’ board.

“iWorks is committed to connecting education and the workforce so that we have a sustainable workforce for the future of manufacturing,” she said. “They're starting younger and younger getting these kids interested in industry. I think iWorks does a really good job of balancing the current workforce and the future workforce.”

Learn more about the science of solar power and ways Georgia Tech researchers are helping build clean energy infrastructure in the state in $2.3B Qcells Solar Power Investment Holds Major Potential for Georgia.

The ATDC Sustainability Technology Program will formally launch in January 2023. Atlanta-based Norfolk Southern’s gift will provide the initial funding to support the current and future sustainability-related startups in ATDC’s portfolio.

The gift of $750,000 will support the initiative for three years. It is the eighth industry-focused vertical of its kind at ATDC, including two others announced earlier in 2022 — one in robotics and automation, the other in supply chain logistics.

"Norfolk Southern and Georgia Tech are teaming up to support forward-thinking innovation around sustainability. Together, some of the brightest minds in Georgia and the business community can continue to make sustainable progress for our nation’s supply chain and economy," said Josh Raglin, chief sustainability officer for Norfolk Southern.

The sponsorship furthers the company’s strategic goal of integrating sustainability into daily operations while helping its customers achieve their sustainability goals. “Through our collaboration with ATDC and the incubator's sustainability vertical, we will join with students and entrepreneurs in the business of a better planet as they transform their revolutionary ideas into actionable and successful business models," Raglin said.

The gift will support one-on-one coaching via a dedicated ATDC startup catalyst who will manage the sustainability vertical and work to build the pipeline of innovators from across Georgia who are in this space and scaling disruptive technologies to bring to the marketplace.

The funds also will support a sustainability-focused curriculum and other resources specialized to those entrepreneurs’ needs as they go from ideation to commercialization.

“ATDC has a history of supporting startups with sustainable tech innovations including Suniva, Emergy, and Quest Renewables,” said John Avery, ATDC director.

ATDC’s startup portfolio already includes 12 companies in the sustainability space, but Avery said there is a wider opportunity for Georgia entrepreneurs.

With Norfolk Southern’s sustainability focus, Georgia Tech’s research innovations in that area through centers such as the Strategic Energy Institute, and ATDC’s ability to leverage those resources and its record in scaling successful technology companies, Avery said Georgia is primed to grow that sector.

The state is home to 34 companies on the Fortune 1000 list, many of which have set their own sustainability goals. Fifteen of those companies are headquartered in Atlanta, which ranks third in the country for the number of Fortune 500 companies headquartered in the city.

What's more, sustainability innovations can have wider impact across a number of industries that are important to Georgia in addition to transportation and logistics, such as agriculture, and renewable energy, Avery said.

“With Norfolk Southern at the forefront of sustainability innovation and its support of our dedicated sustainability vertical at ATDC, we are doubling down on one of the biggest opportunities for startups and innovators today and pursuing a very important corporate and societal goal,” he said. “We can become a hub for all of these sustainability entrepreneurs and their innovations and grow this ecosystem in Georgia by helping to launch viable companies across the state.”

Among the worries: accidentally burning a patient or operating room staff or setting fire to the surgical table draping. Although rare, burns can happen from the heat generated by fiber optic light cables that illuminate endoscopes and camera cables surgeons use during operations to see what’s happening internally.

James Rains, a professor in Georgia Tech’s Wallace H. Coulter Department of Biomedical Engineering, has developed a device to minimize that risk.

Rains is co-founder and CEO of Jackson Medical, an Atlanta-based medical device company that launched in 2016. Its flagship product, GloShield, is a flexible, ceramic fitted heat shield that covers the end of the light cable, which can get as hot as 500 degrees Fahrenheit.

“Whenever you want to look inside the body, you need to illuminate it. You need to provide a light source inside the body via a scope,” Rains said. The risk is present in the surgical field when equipment is assembled and disassembled, leading to a detached and exposed light cable.

Current protocols call for someone on the surgical team to hold the cable or keep it from the patient’s skin or material can catch fire.  But those protocols aren’t always strictly followed as Rains and his team found when observing bladder and abdominal surgeries in metro Atlanta.

The Jackson Medical team’s observations and understanding of those risks was further underscored through interviews with more than 1,000 clinicians and practitioners across the country.

The GloShield device is designed with a flexible neck connected to a cap that fits snugly over the end of the light cable. The polymer used to create the devices remains cool to the touch. The cap flips up to allow the cable to reconnect to the scope when necessary.

“Surgeries are complex, and there are so many decisions that need to be made and so many tasks that need to be addressed by the surgical team,” said Kamil Makhnejia, another co-founder and who serves as the company’s chief operating officer. “There’s charting and taking care of the patient to ensure there’s proper equipment and specimen handoffs among team members during the entirety of the surgical procedure.”

It takes less than six seconds for the heat generated by a light cable to melt through a surgical drape or burn a patient, Makhnejia said, explaining that the device has been used in more than 100,000 surgeries to date.

“It’s not a matter of if something is going to happen, but when,” Rains said, adding that even though the risks remain low, medical professionals want solutions that reduce as many of those risks as possible and establish peace of mind. “During a surgical procedure, while you’re trying to juggle so many different things — we want to provide a layer of safety so that clinicians can keep their focus on patient outcome.”

That is the right approach said Dr. Howard Herman, an Atlanta surgeon in otorhinolaryngology, a surgical subspeciality of the head and neck, who has used GloShield in his operations.

“There are a lot of risks in surgery, and you try to minimize those risks,” said Herman, who has been a practicing surgeon for 29 years. “The beauty of this solution is that it mitigates the risk. To me, it should become part of the standard of care.”

The Jackson Medical team developed and refined the GloShield prototype at the Global Center for Medical Innovation, a Georgia Tech affiliate, which helps startups in the medical device space through all stages of their lifecycle, ranging from prototype to commercialization.

Jackson Medical is also a portfolio company of the Center for MedTech Excellence. A program of Georgia Tech’s Enterprise Innovation Institute, the center supports and addresses the unique needs of early-stage medical device technologies.

“We often use the words disruption and innovation quite liberally, yet companies are far from both,” said Nakia Melecio, the Center for MedTech Excellence’s director. “When I think of the team at Jackson Medical, their technology is not only disruptive, but also a novel solution for most, if not all, surgeons to protect patients from burn injuries with a commonly used surgical tool.”

The visit, led by Dennis Alvord, the EDA’s deputy assistant secretary for economic development and chief operating officer, follows his department’s award of a $65 million grant in September to Georgia Tech and a coalition of partners to support the initiative called Georgia Artificial Intelligence in Manufacturing or Georgia AIM.

It’s one of 21 projects across the country that were funded as part of the $1 billion American Rescue Plan Regional Challenge. Alvord’s Atlanta stop — the 19^th project visited — is part of the agency’s plan to visit and meet with leaders of all the funded projects across the country.

EDA expects the 21 projects will create more than 220,000 jobs and collectively attract $20 billion in private investments.

A 12-partner collaboration of industry, higher education, and government organizations, Georgia AIM seeks to close technology gaps and support a technological opportunity ecosystem across the state that’s inclusive of underrepresented communities and rural counties.

The Georgia AIM coalition’s efforts are projected to draw $105 million in private investment and create or save 23,000 jobs over the next five years.

Spread across eight different projects, the coalition’s goals include nurturing K-12 students who are interested in science and math-related pursuits, building workforce development programs specific to artificial intelligence, and catalyzing outside investments to communities and startups. Finally, Georgia AIM looks to better secure the state’s manufacturing infrastructure.

“I’m incredibly impressed by the size of and diversity of the of the coalition that you brought together for this project,” Alvord said, following discussions with several members, which, in addition to Georgia Tech, include the Technology Association of Georgia’s TAG Bridge Builders, the Robins Air Force Base 21^st Century Partnership, the Russell Innovation Center for Entrepreneurs, and the Technical College System of Georgia.

Community engagement and creating a framework that allows the communities and people affected to actively shape their futures is important to EDA, Alvord said.

“It’s great to see the ingrained commitment to equity and making sure that diverse populations and underserved populations are really tied to this award and are going to benefit from it,” Alvord said. 

Doing that successfully, he said, means ensuring those communities are exposed to artificial intelligence in comprehensive ways to see “the potential that it has to revolutionize existing industries and to create new entrepreneurial opportunities for new business starts in these underserved geographies and populations.”

He noted some of the focus areas of Georgia AIM are doing that, such as the AI InVenture K-12 Experience. That effort, a collaboration of Georgia Tech’s K-12 InVenture Prize and Center for Education Integrating Science, Mathematics and Computing, is piloting a rural regional event with a region-specific prize. They will also create supplemental lessons centered on AI and data science that will be part of a K-12 InVenture Prize curriculum website.

“I was very much struck by the efforts to reach out to the K-through-12 populations and expose them to AI and its potential in manufacturing very early to get people into the STEM [Science, Technology, Engineering, and Math] ecosystem very early,” he said. “It’s not just about being interested in science or math. It’s understanding how that could tie to a future career path so that individuals can see themselves following that trajectory.”

Equally impressive, he said, is a Georgia AIM the component of connecting those interested in innovating in AI manufacturing to the resources to make that possible. Several of the Georgia AIM partners, including Georgia Tech’s Enterprise Innovation Institute, TAG Bridge Builders, and the Technical College System of Georgia are already doing that through creative workforce development programs, implementation strategies, and serving as conduits to draw outside investment.

“What I love about this particular coalition is that it’s connecting all the parts,” said Loretta Daniels, director of the TAG Bridge Builders program, which is charged with ensuring the state’s technology sector is more equitable and inclusive of Black tech talent.

“We’re connecting with so many different organizations trying to advance diversity and in the tech arena, but we’ve all come together to try and figure out how we can all advance each other.”

Bridging artificial intelligence and manufacturing is reflective of where Georgia leads and Georgia Tech innovates, said Aaron Stebner, associate professor in the George W. Woodruff School of Mechanical Engineering and the School of Materials Science and Engineering. Stebner co-leads Georgia AIM with Donna Ennis, director of Diversity Engagement and Program Development in the Enterprise Innovation Institute, and Thomas R. Kurfess, executive director of the Georgia Tech Manufacturing Institute.

The state’s robust manufacturing economy employs more than 400,000 and generates in excess of $61 billion in economic activity year. Georgia is a leading manufacturing hub in 10 different sectors and Georgia Tech is at the forefront of AI research and innovations.

“It seemed like the right place and the right time to bring this group of people together in this endeavor,” Stebner said. “We had this really unique opportunity to ask ourselves what does the future look like and how can we do it better than we have been doing it before.”

Ongoing research to study sea level rise led by Georgia Tech researchers, a coalition of universities, Savannah and Chatham County government leaders, and local community groups is creating what could be a national model for coastal regions across the country facing similar challenges.

Launched in 2018 with a Georgia Smart Communities Challenge Grant, the data collected from the sea level sensors is used to inform city and county planners and emergency responders on resource deployment following major weather events.

Now in its fourth year, the sea sensor project is now slated to receive $5 million from Congress to launch the Coastal Equity and Resilience Hub. It is secured by U.S. Sens. Jon Ossoff and Raphael Warnock, and U.S. Rep. Earl L. “Buddy” Carter to expand the network of sensors — currently 50 are deployed off Chatham County’s coast — to blanket Georgia’s 11-county coastal region.

“With this new funding, we are recognizing a new phase of our project which has evolved,” said Kim Cobb, former director of Georgia Tech’s Global Change Program and a professor who studies climate, oceanography, and weather in the School of Earth and Atmospheric Sciences.

Cobb and Russell J. Clark, senior research scientist in the School of Computer Science at Georgia Tech’s College of Computing, co-lead the project. Allen Hyde, assistant professor in the School of History and Sociology in Georgia Tech’s Ivan Allen College of Liberal Arts, leads a National Science Foundation project focused on youth disaster resilience as part of the effort.

The funding will support expansion of building out more hyperlocal flood forecasting models, resilience planning tools for underserved communities, and further development of a K-12 education curriculum, paid internships, and other workforce development programs.

Georgia Tech and its partners in the Coastal Equity and Resilience Hub — which includes Savannah State University, the University of Georgia, and the University of South Carolina — is using these low-cost sensors to gain real-time data that over time will help inform the policies on infrastructure design and retrofitting, Cobb said. It will also further expand first responders and emergency planners’ ability to forecast extreme rainfall and storm surge events on a neighborhood-by-neighborhood specific basis.

“It's going to translate into a saved lives and saved infrastructure,” Cobb said.

A National Model
Hub researchers say the data being collected from the sensors and additional information gleaned from the sensor expansion has immediate applications in terms of flood disasters and hurricanes. Those findings over the long-term could also help frame the national dialogue and help inform policy as leaders in Washington shape it to tackle rising sea levels and climate change.

The award is part of a broader federal push, including a $12 billion funding package, to help Georgia and other states along the Eastern Seaboard, as well as the West and Gulf coasts, develop resiliency and flooding plans and protocols to mitigate damage from future floods.

Cobb said this new funding allows the Hub to further efforts in its research that further expands education and workforce development — particularly in underserved minority communities — as components of the broader strategy.

“Our project started out anchored on the sensors and trying to provide real-time data to emergency planners and emergency response responders, but it’s no longer just a small team of people who are interested in sensors or physical scientists, engineers and researchers on the science and technology side,” she said, explaining the research team of some 30 people also includes policy and planning experts, along with community advocates.

“We're trying to think about solutions in the context of history, geography, — the history of people, cultures, and economies down on the coast,” Cobb said. “There’s no waving a magic wand and making this all right, especially for the most vulnerable communities.”

Community Voice
In broad terms, the project touches flooding, infrastructure, property, and pollution. But this newer phase brings in aspects that go beyond scientific modeling of risk, said Dean Hardy, an assistant professor in the University of South Carolina’s Department of Geography.

It’s what he calls the “human dimension” phase.

“There are disaster plans, there's resiliency plans, and there's community level thinking. But what we need is systemic change,” said Hardy, whose research expertise is in geography and integrative conservation, which marries preservation and social and community goals with public policy.

“So, what I hope partially comes out of this is not just a bunch of scientific publications or better scientific understanding of these issues, but capacity-building with community organizations that leads to the capacity for self-determination.”

That acknowledgement is important to marginalized communities, said Dawud Shabaka, interim director of Harambee House, in Savannah. The organization, which is involved in the sensor project, promotes and advocates for civic engagement and environmental justice from the coastal city’s Black residents and youth.

Shabaka noted that the engagement component, particularly local high school and middle school students working on the sensors and coding, has allowed the participants to see themselves not only as budding scientists, but as future community leaders.

“When you’re dealing with or managing or mitigating an issue that’s affecting society, it’s got to involve research and dialogue with the community. This project is allowing us to recognize that the community themselves are the subject matter experts,” said Shabaka. “Having the students involved at an early age, benefits society as a whole and lets them know that the work they’re doing is having a much wider impact. This is the type of community engagement that needs to happen to make people feel like they’re worthwhile.”

The award-winning Georgia Smart Communities Challenge supports teams of applied researchers, municipalities, and nonprofit groups to work together over the course of the year on locally driven priorities ranging from installing sea level sensors for hurricane resilience to building digital twins for public safety and transportation.

The 2022 theme, Smart Resilience, sought projects that address topics including disaster response, energy efficiency, and public safety.

“This year, we add four communities from across Georgia, spanning three economic development districts and including multi-disciplinary researchers from Georgia Tech, the University of Georgia, Kennesaw State University, Morehouse School of Medicine, Middle Georgia State University, Clayton State University, and Augusta University,” said Stephanie Broxton, the Partnership’s community research manager.

“The selected communities submitted strong multi-disciplinary, multi-university research project proposals that aim to advance innovation by leveraging technology and data. Communities from throughout Georgia were selected to ensure impact across the state.”

Each of the projects will receive financial and technical assistance to support and continue the work of implementing applied research from university partners, as well as assistance from the Partnership for monthly meetings, community engagement, and promotion of project outcomes.

"Georgia Tech is a proud member of the Partnership for Inclusive Innovation,” Ángel Cabrera, president of Georgia Tech, said. “We’re truly committed to creating opportunities for all Georgians to drive innovation and to make Georgia the Tech Capital of the East Coast. 

Cabrera congratulated the Georgia Smart winners and added, “This work is sure to create lasting transformative change, not just for the winning communities, but also for their neighbors and everyone who benefits from this research in the future.”

The 2022 cohort communities and projects are:

City of Atlanta: The project will use innovative diagnostic techniques to perform energy audits in Atlanta’s Thomasville Heights community, with the goal of achieving significant cost savings compared to traditional building energy auditing practices. The audits are done with minimally invasive drones equipped with remote sensing instruments to analyze building exteriors. The method holds promise for overcoming homeowner hesitancy about weatherization programs and can be replicated in distressed neighborhoods throughout the city. The project is especially timely in the Thomasville Heights community, where ongoing challenges such as acute unemployment and poverty will soon be compounded by the closure of long-neglected subsidized housing. Researchers from Georgia Tech and Morehouse College, and representatives from Focused Community Strategies will work with the city of Atlanta on this project.

“We are currently supporting neighborhood stabilization in Thomasville Heights,” said Dr. Latrice Rollings, assistant professor for community health and preventive medicine at Morehouse School of Medicine. This project will allow “us to use utility rebates and bulk purchasing as solutions for poverty amelioration and will reduce the cost of energy.”

Athens-Clarke County: The Climate Resilience Project through Technology and Transportation Innovation will evaluate and improve community preparedness in response to the growing severity of environmental disaster and the region’s increasing population. The project will include the development and deployment of a survey to gauge existing disaster preparedness and resident interest in improving preparedness in their communities. Leaders will engage with the community to create an all-hazards mitigation plan, neighborhood disaster playbook template, and strengthened neighborhood-level resource and relationship network. The goal is to minimize risk and work toward providing equitable outcomes for all members of the community in the event of a catastrophic disaster. Researchers from the University of Georgia, Augusta University, and Kennesaw State University will work with Athens-Clarke County on this project.

“Athens-Clarke County is dedicated to building a culture of readiness and resiliency for all of our residents,” said Mayor Kelly Girtz. “Through this partnership, I believe we will make Athens-Clarke County a safer, strong, and adaptable place to live.”

The Henry County Smart Resilience Decision Support Tool (DST) will be an interactive web-based tool to assist county planners, policymakers, and county officials as they assess and explore the impact and potential of new greenspace, warehousing, and freight-related infrastructure projects. The tool will help county officials answer the question: How can Henry County reconcile community economic development objectives with quality of life and energy resilience concerns? Researchers from Georgia Tech and Clayton State University will work with Henry County on this project.

"We are so excited and honored that Henry County has been chosen to receive the Georgia Smart Award,” said Carlotta Harrell, chair of the Henry County Board of Commissioners. “We continue to look for ways to improve and enhance transportation for Henry County residents and this continued partnership with Georgia Smart allows us to do just that."

City of Warner Robins: The project will develop and test a Citizen Safety Digital Twin for Community Resilience through the integration of a dynamic license plate reader solution with police department investigation practices. The project team will build on previous work to refine an interface that enables the police department to see where crimes are predicted to occur and suggest placement of license plate readers to detect them. The team will engage with the community and key stakeholders to collect and analyze feedback about the system. This project will help Warner Robins to maximize both deterrence and detection, with the aim of lowering crime rates across the city. Researchers from Georgia Tech and Middle Georgia State University will work with the city of Warner Robins on this project. 

“Police departments are under-resourced and understaffed around the nation,” Warner Robins Mayor LaRhonda Patrick said. “The use of technology has been a force multiplier to reduce crime. This grant will give Chief [John] Wagner and the entire police department team the tools they need to provide public safety for our city. This is proactive crime prevention.” 

The Georgia Smart Communities Challenge has a strong track record of success. Alumni have implemented their projects and garnered additional funding and technical assistance to continue projects beyond the two-year program period, allowing them to continue serving their residents and meeting community goals. 

“As an initial Georgia Smart partner and long-time supporter of the Partnership, Georgia Power is proud to support innovation across the state through this announcement of a new cohort of Georgia Smart communities,” Chris Womack, chair, president and CEO of Georgia Power said at the event. “This cohort of Georgia Smart community projects is unique because it is inclusive, it supports multi-disciplinary and multi-university projects, and it fosters collaboration, with all communities working toward smart resilience initiatives.”

About the Georgia Smart Communities Challenge (GA Smart) program:
When municipalities experience 21st century challenges that require strategic planning, Georgia Smart is an award-winning program that assists leaders in identifying solutions that are researched, tested, and evaluated by subject-matter experts. Often referred to as simply “Georgia Smart” this community research assistance program empowers communities on their journey to innovation by helping them to envision a smart and connected future. This program has served 20 communities across the state of Georgia, helping to activate over 140 technologies and facilitate over 30 community engagement meetings. Alumni of the program have gone on to experience wide-ranging success, including recognition on a national and international scale.

About the Partnership for Inclusive Innovation:
Launched in 2020, the Partnership for Inclusive Innovation is a public-private organization that was created to lead coordinated, statewide efforts to position Georgia as the leader for innovation, opportunity, and shared economic success. The Partnership's focus pillars of community research, workforce development, student engagement, and economic opportunity are a powerful combination that provide technical and financial support to democratize innovation through collaboration. Since 2020, the Partnership's work has catalyzed 30+ projects with local governments, universities, startups, and nonprofits. The projects have created new businesses, increased access to financial and social capital, and deployed more than 170 technologies. More information is available at pingeorgia.org.

ATDC, the state of Georgia’s technology incubator, works with entrepreneurs to build and scale successful technology companies. Its FinTech program, launched in 2015, has focused on building and growing FinTech companies in Georgia. Since its launch, the program has evaluated more than 250 startups, has 25 companies in its current portfolio, and produced one unicorn, Greenlight, a 2018 ATDC graduate now valued at more than $2 billion.

Visa’s financial sponsorship and leadership in the FinTech category will allow for continued growth and startup support for entrepreneurs in the program. As part of the sponsorship, Visa executives will mentor program participants and create connections to maximize opportunities to bring their FinTech innovations to Visa and its partner network.

“Georgia is our nation’s FinTech command center and we at ATDC are proud to partner with Visa to continue to drive innovation forward in this sector,” said John Avery, ATDC director. “We are dedicated to our FinTech ecosystem’s continued growth and success, and ATDC serving as the nexus to entrepreneurs, industry, investors, and Georgia Tech’s resources to help these startups thrive.”

Startups accepted into the incubator’s program will be integrated into Georgia’s robust FinTech ecosystem, where more than 200 FinTech companies generating $72 billion in annual revenue call home. Over 70 percent of all U.S. financial transactions are handled by payment processing firms headquartered in Georgia. 

ATDC has hired Robert E. Daniel as the FinTech catalyst who will oversee the vertical, manage the pipeline, and evaluate these startups and their innovations for acceptance into the portfolio.

“We view Atlanta as a thriving FinTech community and an epicenter of financial technology expertise where Visa can become an integral part to its continued growth. A partnership with ATDC provides Visa the opportunity to get involved with supporting local startups as the future of payments continues to look bright, thanks to this world of innovative entrepreneurs,” said Patrick Williams, Visa’s head of digital partnerships in North America.

ATDC is Georgia’s technology startup incubator and helps entrepreneurs across the state build, launch, and scale successful companies. The goal of the gift is to accelerate growth of automation and robotics by leveraging staff and resources at ATDC in collaboration with Amazon.

“Our mission is to support infrastructure for startups and to help foster compelling startup companies with tremendous talent that solve big problems,” said Thomas Felis, director of robotics strategy for Amazon Global Robotics. “Equally important to us is Georgia Tech’s track record of working with and supporting entrepreneurs from diverse and underrepresented backgrounds.”

The funding includes allocation for an ATDC full-time automation and robotics catalyst to recruit and coach companies focused on automation and robotics. The catalyst will identify relevant startups and help onboard them into ATDC’s startup pipeline and portfolio.

“Georgia Tech is a leader in robotics research, and we are excited to have Amazon support our startup mission at ATDC to bring entrepreneurial ideas to life and to market,” said John Avery, ATDC director. “Innovation can come from anywhere and everywhere, and this collaboration reflects our commitment to support diverse startup founders.”

This effort will also support Georgia Tech’s ongoing robotics research, including the Institute for Robotics and Intelligent Machines.

The Amazon sponsorship expands ATDC’s targeted vertical focus areas to seven, including financial, health, and retail technology, 5G, logistics and supply chain, and advanced manufacturing.

ATDC will also work with Amazon to identify specific areas of technical interest with the aim of developing virtual and physical events to attract relevant startups.

To apply to join the robotics and automation incubator, click here.

The tech hub is slated to open later this year — subject to pandemic conditions. It follows Airbnb’s 2020 announcement of its plans to open a technical hub in Atlanta to serve as the home for one of its product development teams, the regional base for new technical and non-technical roles over time, and the first step in a broader commitment to a long-term presence in metro Atlanta.

“With the opening of our Atlanta Tech Hub, we hope to create many new high-skilled jobs over time and further expand our commitment to serving all stakeholders in Airbnb’s diverse community: Hosts, guests, communities, employees, and shareholders,” said Dave Stephenson, chief financial officer at Airbnb. “Atlanta emerged as the perfect choice for our new tech hub because of its strong educational infrastructure and institutions committed to supporting communities of color.”

The space Airbnb has leased in the mixed-use Interlock complex is managed by Georgia Advanced Technology Ventures (GATV), an affiliate of the Georgia Institute of Technology. GATV acquires and develops properties near the campus that addresses both Georgia Tech’s academic needs and that of technology companies interested in tapping into its research innovations and student talent. T. Dallas Smith & Company, the nation’s largest African American-owned, pure tenant rep, commercial real estate brokerage firm, represented Airbnb in its search.

“Atlanta is and always will be open to business, innovation and attracting talent,” said Atlanta Mayor Andre Dickens, a Georgia Tech alum. “This investment is a vote of confidence in the strength of our tech industry and Atlanta’s existing talent. We welcome Airbnb’s new tech hub and I look forward to working together to create a pipeline of technical jobs and economic opportunities for our residents.”

Committed to the next generation
As part of its recruitment and hiring efforts, Airbnb is constantly innovating and creating new programs to provide local candidates of all backgrounds and experience levels opportunities to join the company. With the opening of the Atlanta Tech Hub, Airbnb will continue its work in developing community partnerships in the city to expand entrepreneurship and create pathways for Atlanta residents to pursue careers in technology. This work builds on Airbnb’s existing partnerships with the NAACP, the Russell Center for Innovation and Entrepreneurship (RICE), Tech Bridge, and others in the Atlanta community. 

Supporting the Atlanta community
Airbnb is a tool for economic empowerment, providing a path to entrepreneurship for Atlanta residents and helping local families pay their bills by sharing their homes. In the first nine months of 2021, Airbnb brought more than 500,000 total guest arrivals into Atlanta and 1.7 million to Georgia. Since 2010, Airbnb hosts in Georgia have earned a total of $1.2 billion, and home sharing has served as a source of income for more than 40,000 hosts across the state. Some 56 percent of hosts in Atlanta self-identify as women, and 35 percent are families. 

Most hosts on Airbnb are everyday people sharing the homes in which they live, and the typical host earns $9,600 each year. According to a survey of Airbnb’s U.S. host community, 42 percent said the money they earned on the online lodging marketplace’s platform helped them stay in their homes. One quarter of Atlanta hosts said either they or someone in their household experienced a pay cut or lost work hours in 2020 because of the pandemic; 18 percent said they lost their jobs or were laid off themselves or lived with someone who did. 

Airbnb guest spending also supports local businesses. Oxford Economics research found that in 2019, Airbnb guest spending in Atlanta supported 3,400 jobs, including 1,200 in the restaurant industry. Almost 40 percent of guests said saving money on their accommodations by staying at an Airbnb listing allowed them to spend more on other goods or services in Atlanta.

“We are committed to being a long-term partner to the city of Atlanta,” Stephenson said, “and look forward to continuing our work with local leaders as they promote entrepreneurship and tourism recovery.”

To date, Georgia public health officials report more than 1.5 million cases and 26,621 deaths from Covid-19. The workforce analysis, which also includes the creation of skills development and talent pool programs, professional and leadership development, and core business training, is designed help communities recover from the economic impact of Covid-19.

The Georgia Tech EDA University Center will provide workforce development services at no charge to communities, with all costs covered by a grant from the Coronavirus Aid, Relief, and Economic Security (CARES) Act of 2020.  

“As the state of Georgia builds its resiliency and maximizes economic development potential for its communities, our goal with the CARES Act grant is to offer services that combine data collection and analysis with a training-driven approach,” said Juli Golemi, director of Georgia Tech’s EDA University Center program manager. “We’re committed to comprehensive stakeholder engagement that builds local capacity and economically stronger communities across the state.”

In addition to the workforce assessments, which typically take 60 to 70 days to complete, the Georgia Tech EDA University Center will provide technical assistance to entrepreneurs, businesses, and communities to assist in their recovery efforts from the impact of the coronavirus pandemic.

Finally, Golemi said the Georgia Tech team will conduct, share, and disseminate applied research to address specific challenges, meet defined needs, and solve select problems resulting from the coronavirus’ economic impact on communities, businesses, innovators, entrepreneurs, economic planners, and cluster-based industries.

“Assessing all the data and turning research into action, we will make recommendations to direct future workforce development efforts that help communities navigate the changes to their employment and occupation environments,” Golemi said.

TO APPLY, PLEASE NOTE:

• Applications are due Jan. 21, 2022, and selected communities will be notified by Jan. 30.
• Apply here: https://gatech.co1.qualtrics.com/jfe/form/SV_cAQOgqNQjBG6ido.

In response, the Enterprise Innovation Institute at Georgia Tech is creating a training and education curriculum focused on building economic recovery capabilities among U.S. businesses by equipping them with skills and tools needed to support community and regional resiliencies to disasters.

Supported by a three-year funding award from the Federal Emergency Management Agency (FEMA), the training will also provide economic development organizations with the tools and resources required to support businesses during the recovery process of major disasters. 

Alliance Solutions Group, a Newport News, Virginia-based company that provides emergency management and safety solutions to the public, private, and defense sectors, is working with the Enterprise Innovation Institute in the research, development, and delivery of the training.

FEMA developed the grant in response to the need to enhance economic resilience among U.S. businesses, specifically in the aftermath of major disasters with long recovery periods. The agency estimates 75% of companies that do not have business continuity plans will fail within three years of a natural disaster. 

National in scope with a mix of virtual and in-person delivery, the training courses will be available in all 50 states, six territories across FEMA’s 10 regions, and 573 Native American communities. As courses are completed and ready for delivery, they will be posted in FEMA’s National Training and Educational Division online catalogue.

The Enterprise Innovation Institute’s EDA University Center, an economic development program funded by the Economic Development Administration, identified the resilience and recovery challenges for economic development districts across the country.

“Based on that analysis, we took a 360-degree approach in creating a pre-disaster preparedness and post-disaster recovery curriculum that enhances our national economic resilience,” said David Bridges, vice president of the Enterprise Innovation Institute. “This education series proactively positions businesses to deal with and mitigate the fallout from disasters when they do occur.”

Georgia Tech and Alliance Solutions Group’s national training program is designed to improve economic development organizations’ preparedness, engage communities, bolster international trade, and energize community lifelines. The program also includes a recovery phase to enhance preparedness, economic recovery, and community resilience on a national scale. Training courses and resource toolkits include: 

• Whole Community Approach to Establishing Regional Economic Resilience: Training for economic development organizations, planners, and local/regional leaders who will integrate economic development strategies with hazard mitigation plans to enhance regional economic resilience.
• Export Resiliency during International Disasters: Training for export focused EDOs tailored to exporters and international businesses’ unique needs to learn how to quickly stabilize and restore exports during disasters.
• Crisis Leadership and Decision-making: Implementing Community Lifelines to Accelerate Economic Recovery: Training for community leaders, managers and EDOs that will prepare decision makers to stabilize and restore lifelines.

As the nation’s oldest, largest, and most diverse university-based economic development organization, the Enterprise Innovation Institute brings a wealth of knowledge, expertise, and research in strategic planning and ecosystem building for a comprehensive training program.

Alliance Solutions Group has more than 16 years of corporate experience in the development of innovative training, exercise, and management programs that build sustainable disaster preparedness and environmental, health and safety capabilities for private and public sector clients.

“I want to go to your lab because I want to improve the efficiency of power amplifiers,” Garay wrote in his email to Hua Wang, Garay’s advisor and director of the Electronics and Micro-System Lab in the School of Electrical and Computer Engineering.

That email set Garay, a Ph.D. candidate, on path of research and discovery that led him to launch his own startup, Falcomm. Founded on his doctoral research in Wang’s lab, Garay’s company is a microchip design startup focused on improving energy efficiency. Its ultra-efficient, silicon-based power amplifiers and front-end modules (FEM will be used in 5G technology, the fifth-generation global wireless standard for machines, objects, and devices.

Garay’s work specifically focuses on issues related to thermal management challenges in 5G millimeter wave (mmWave) technology, which refers to super-high frequency bands for transmission of data and information.

"Our mission with our fabless semiconductor design is to provide the most energy efficient power amplifier products for hardware manufacturers in the 5G millimeter wave market," Garay said. 

“Last year alone, cell phone base station operators paid around $80 billion in electricity. Most of it is wasted in heat, because of the lack of efficiency in the hardware that they use,” Garay said. “We came up with this extremely novel power amplifier for the 5G mmWave.”

Wireless carriers could cut that energy waste, boost the speed of data transmission, and how much data can be moved at any one time.

“So, instead of your movie taking 30 seconds to download or a minute, now you can download it in half a second,” Garay said.

It also means carriers can increase the number of users on their networks, he said. By moving to higher frequencies on the 5G mmWave, people in a packed stadium for a sporting event or concert, will be able to make phone calls or even stream at the same time. 

"The ultra-efficient, Dual-drive Power Amplifier technology system we created will allow people with mobile-connected devices to spend less time looking for chargers and allow large companies to lower their electricity bills by billions of dollars," Garay said.

To get to this point, Garay worked with VentureLab, a program that works with faculty and graduate students to help them commercialize Georgia Tech research and intellectual property.

VentureLab along with CREATE-X are part of a broader Georgia Tech strategy to foster and encourage entrepreneurial confidence in students and faculty and expand the research-to-commercialized startup pipeline.

CREATE-X works with undergraduate and graduate students launching their own startups that are typically not based on Georgia Tech intellectual property.

While every student or faculty member won’t end up running their own startups, taking them through the entrepreneurial journey will help them regardless of what they in their professional careers, said Raghupathy Sivakumar, Georgia Tech’s vice president of Commercialization and chief commercialization officer.

The strategy also helps support another goal: boost the number of startups in the marketplace that are based on Georgia Tech research, he said.

“Out of the 60 licenses we did last year, approximately 10% went to startups,” Sivakumar said. “We have good relationships with business and industry that license our technologies, but we have room to grow in our startup efforts.”

Silicon Valley Interest

Garay’s startup has now attracted interest and support from Berkeley SkyDeck, a high-tech entrepreneurship startup accelerator at the University of California, Berkeley.

The highly competitive SkyDeck program reviews thousands of applications from startup founders around the world but accepts only about 1% of those into its portfolio, said Chon Tang, founding partner of the UC Berkeley SkyDeck Fund.

The Skydeck Accelerator is a bridge between technology in the lab and helping those founders get to a stage where their startups are attractive to investors in Silicon Valley, Tang said.

“We’re looking for companies with a real, distinctive, technical edge,” he said, adding that while Falcomm is in the formation stage and on the early side of the companies SkyDeck accepts, Garay exhibited some compelling qualities.

“With Edgar, he’s certainly someone who knew the technology very well,” Tang said, explaining that acceptance into SkyDeck also comes with a $105,000 investment in Falcomm. Being accepted into SkyDeck gives the company access to UC Berkeley’s vast network of alumni and mentors. The company also has free access to software licenses for a year needed to design the chips.

Garay, who has a provisional patent and plans to file for a non-provisional patent, pitched and presented to potential investors in San Francisco, California as part of a SkyDeck demo day in September.

That Falcomm is an early-stage startup and was accepted into SkyDeck, which typically takes later-stage companies, speaks to caliber of research being done at Tech, Sivakumar said.

“We see SkyDeck as a super exclusive venture firm for later-stage companies, but we at CREATE-X and VentureLab see ourselves as acting as the initial spark to get faculty and students going,” Sivakumar said. “This speaks to why it’s a priority for us to help researchers pursue commercialization. I am not surprised that Edgar got in so easily at Skydeck; we just need to encourage and nurture more students and faculty to see commercialization as an option to pursue.”

What made the impression with SkyDeck officials was Garay’s drive.

“We were impressed by his attitude and his hustle,” Tang said. “Although he doesn’t have industry experience, he demonstrated enough energy and ability that we felt confident that he could move this to the next stage.”

Beyond mobile devices, Garay said many industries can benefit from the technology. 

“It's applicable to any industry where everybody's trying to get more energy efficiency out of the hardware,” he said. That includes the cell phone market, the Internet of Things, and even automotive radar.

“Six years ago, I decided to come here to Georgia Tech to work on chips and develop technology that I thought was really cool,” Garay said. “I've always been super passionate about developing cool technology that can make a real impact in the world.”

That sentiment is exactly why Georgia Tech is so focused on encouraging entrepreneurial interest in students and faculty, Sivakumar said.

“Edgar’s success is reflective of a broader change we are seeing in academia, where schools have moved from being purely teaching institutes to becoming discovery institutes,” Sivakumar said. “Now, we are impact centers of higher learning, creating impact through the knowledge and research that we do, and bringing it to the marketplace.”

But supply chain disruptions also highlight the potential vulnerabilities in the U.S. manufacturing sector’s critical segments like defense.

To help manufacturers across the state, the Georgia Institute of Technology has launched the Georgia Manufacturing 4.0 Consortium to work with those businesses in defense and related industries become more resilient and less susceptible to supply chain disruptions. The Consortium, which will begin accepting members in April 2022, will work with Georgia defense manufacturers to incorporate cybersecurity protocols, smart technologies such as sensor packs, machine learning, artificial intelligence, and other best practices under Industry 4.0 technology standards.

Led by Aaron Stebner, associate professor in the George W. Woodruff School of Mechanical Engineering and the School of Materials Science and Engineering, the Consortium is an 18-month pilot funded by a Department of Defense Office of Local Defense Community Cooperation (OLDCC) grant of nearly $1 million. Georgia Tech is working in partnership with Spelman College, the Technical College System of Georgia, and the Georgia Department of Economic Development, under the grant to develop workforce, training manuals, a curriculum, and to support businesses in adapting to economic and technological changes that emerge at a much more rapid pace today.

“It’s a cooperative effort that’s really focused on helping to get modern technologies to these Georgia manufacturers. This is about establishing a community of manufacturers who all want to move forward but don’t have the bandwidth or capabilities do it individually,” Stebner said.

The Consortium has three goals. The first is to increase the manufacturing defense supply chain’s resilience and diversification. That will allow those companies to pivot quickly in response to demand and let non-defense-related industries enter the supply chain at critical junctures. The second goal is to work with Georgia manufacturers in adopting new technologies and address challenges that put those businesses at risk.

Lastly, the Consortium is to be a conduit that helps small- and medium-sized manufacturers test out innovations using Georgia Tech resources such as the Advanced Manufacturing Pilot Facility, connect manufacturers with each other, and potentially unlock new markets and collaboration opportunities.

While the focus is on defense manufacturing, the Consortium is open to all manufacturers.

“We want to help as many manufacturers as we can, to grow a bigger pie that helps everybody, lowers risk, and allows companies to be part of building innovative solutions” Stebner said.

Manufacturing Supports Georgia Economy

National Association of Manufacturers data show that manufacturing accounts for $61.1 billion in economic activity, roughly 10% of Georgia’s total output. The industry includes more than 6,600 firms that employ nearly 400,000.

At $14 billion a year, Georgia is ranked 13^th in federal defense spending. Roughly 1,200 manufacturers in the state are in defense or related industries. Those include information technology companies that support cybersecurity, wireless communications, and other innovations that are critically essential to Industry 4.0 in defense manufacturing.

University partners from the Technical College System of Georgia and Spelman College will look to take the Consortium findings and data from the work they do with member companies to create educational programming and workforce training. 

Today, there is a need for more workers in machine learning and other aspects of advanced manufacturing, as well as a need to change perceptions of manufacturing, especially in rural parts of the state, Stebner explained.

To that end, the Technical College System of Georgia could develop programming for students within its two-year education curriculum. It also has a mobile manufacturing unit that could be taken to rural parts of the state and used as a tool to highlight opportunities in manufacturing and dispel misconceptions about the industry.

The all-women’s Spelman College, one of the nation’s premier historically black colleges and universities, launched an extended reality program in the fall of 2020. That program aims to integrate art, technology, and narrative on a gaming platform which is familiar and engaging for students. Those students will develop the technical skills to develop games, create immersive virtual experiences, and develop visual simulations for research, education, and training.

For Consortium members, Spelman’s extended reality program can be used to help turn research data gathered from them into workforce training and development modules.

“Spelman has a long history of graduating women in the natural sciences, and that history has recently led the Department of Defense to distinguish the College as a Center of Excellence for educating women in STEM,” said Jerry Volcy, a Spelman professor and co-director of the Spelman Innovation Lab.

The extended reality program furthers Spelman’s goal to increase the technological readiness of its graduates.

“Spelman has a long record of forging pathways for women of color into new spaces. Today, these spaces include extended reality, defense and, to some extent, manufacturing research,” Volcy said. “From the College’s perspective, participation in the Consortium has the dual potential of creating and discovering new pathways into these industries while immediately providing real-world applications laboratory for the developing extended reality program.”

Fulfilling Georgia Tech’s Mission 

Within Georgia Tech, the Georgia Manufacturing Extension Partnership and the Georgia Tech Manufacturing Institute will support Consortium efforts.

The Consortium reflects Georgia Tech’s broader mission to further its Advanced Manufacturing Initiative, said George White, Georgia Tech’s interim vice president of Industry Collaboration.

“The anticipated research impact envisioned through the Defense Manufacturing Consortium will strengthen Georgia Tech’s positioning in enabling major public private collaborations,” White said. “The advent of the Consortium represents the opportunity to convene key stakeholders from government, academics, and industry to innovate and solve the most challenging problems in manufacturing.”

As a leader in artificial intelligence, manufacturing research, and innovation-led economic development, Georgia Tech will utilize the grant for technical assistance to plan the Georgia Artificial Intelligence Manufacturing Corridor (GA-AIM). Led by Thomas Kurfess and Aaron Stebner in the George W. Woodruff School of Mechanical Engineering and in collaboration with local partners, GA-AIM will fill existing technology gaps, build a technological opportunity framework that includes underrepresented communities and rural Georgia counties, and better secure the state’s manufacturing infrastructure.

Georgia Tech’s partners in the effort include the Russell Innovation Center for Entrepreneurs, Spelman College, the Technical College System of Georgia, and the Georgia Department of Economic Development.

“We are truly honored to be awarded this grant to implement our vision for manufacturing excellence in Georgia with our partners in artificial intelligence research,” said Chaouki T. Abdallah, executive vice president for Research at Georgia Tech. “Alongside these important partners, the grant enables us to collaborate to include diverse backgrounds and perspectives in the process of learning, discovery, and creation, furthering Georgia Tech’s mission to expand access.”  

Georgia Tech and its partners will pair artificial intelligence and manufacturing research innovation to better secure the manufacturing ecosystem, expand opportunity to distressed and rural communities and underrepresented groups, and support business growth across the state.

“We are thrilled to help communities work together — in coalitions of government, nonprofits, academia, the private sector, and others — to craft ambitious and regionally unique plans to rebuild their communities,” said Alejandra Y. Castillo, assistant secretary of commerce for the EDA. “These projects will help revitalize local economies and tackle our biggest challenges related to climate change, manufacturing, supply chains, and more. EDA is proud to ignite these plans and help communities nationwide build back better.”

GA-AIM’s partners have created a complementary network of resources that focus on each partner organization’s expertise and mission.

“We have an opportunity to create meaningful impact at the intersection of AI and manufacturing,” said Stebner, who wrote the grant proposal that resulted in the $500,000 grant from EDA.

Kurfess, who serves as the regional economic competitiveness officer for the grant, added, “Bringing together AI and manufacturing will ensure a strong manufacturing base for Georgia that will leverage our well-trained workforce and our strong educational institutions that are participating in this effort. What excites me the most is that AI will augment our workforce, making it more valuable and productive, ensuring job growth for Georgia and the U.S. well into the future.”

The GA-AIM effort takes a multifaceted approach to address its core goals:

Georgia Tech

• Formation of the AI Manufacturing Pilot Facility: Georgia Tech’s Advanced Manufacturing Pilot Facility will be transformed into the AI Manufacturing Pilot Facility. The new facility allows for government pilot trials, cybersecurity games, and workforce training to innovate, transition, and create a workforce for AI manufacturing technologies without exposing the region’s supply chains to risk.
• Center for AI Commercialization: Two of Georgia Tech’s commercialization programs — VentureLab and I-Corps South — will create a center for the commercialization of AI manufacturing technologies into local and regional startups. Those commercialization efforts will occur through a quarterly cohort-based entrepreneurial training program built on the National Science Foundation’s I-Corps curriculum. The center will also provide training for instructors to build a sustainable workforce and will secure investment funding for these startups.
• AI Manufacturing Community Engagement: The Enterprise Innovation Institute, Georgia Tech’s chief economic development arm, will engage in focused outreach and technical assistance to small and mid-sized manufacturers and minority business enterprises through its Georgia Manufacturing Extension Partnership and Georgia Minority Business Development Agency Business Center programs. A third Enterprise Innovation Institute program, the Economic Development Lab, will focus on outreach and engagement in distressed and underserved parts of the state, create workforce development programs and implementation strategies, and attract outside investment.
• AI Manufacturing Rural Supply Chain: The Supply Chain and Logistics Institute will study the impact of automation technologies, build automation solutions tailored for rural manufacturers, and create programs that lower the barrier for rural manufacturers’ access to use the AI Manufacturing Pilot Facility.
• AI InVenture K-12 Experiences: To ensure a technically capable workforce in the coming years, Georgia Tech’s InVenture Prize and the Center for Education Integrating Science, Mathematics, and Computing will expand their emphasis to rural and underserved areas of the state by piloting a rural regional event with a region-specific prize. They will also create supplemental lessons centered on AI and data science that will be part of a K-12 InVenture Prize curriculum website.

Spelman College

• Virtual Reality for AI Workforce Training Innovation: Spelman’s Innovation Lab will develop virtual reality technology for training or retraining the GA-AIM workforce to make workers comfortable with new technologies before deployment in real-world applications.

Russell Innovation Center for Entrepreneurs

• LaunchPad AI Innovation Studio: The Russell Innovation Center for Entrepreneurs will create the 5,000-square-foot LaunchPad AI Innovation Studio to provide prototyping and proof of concept development of physical products. Black entrepreneurs will be given access to equipment, training, and mentoring. LaunchPad AI will also be open to AI InVenture teams from Atlanta’s K-12 public schools, with special programs designed for startup mentoring and seed funding for K-12 entrepreneurs.

Technical College System of Georgia (TCSG)

• AI Manufacturing Technical Workforce Development: As Georgia’s technical college coordinating organization, the TCSG will design, develop, and implement curricula at community colleges that include apprenticeships at AI-MPF and virtual reality modules from Spelman. The TCSG will also provide regional entry points for dual enrollment and traditional students to AI manufacturing technical education at certificate and degree levels. Graduates will have exit points that lead directly to careers in the industry or provide for the continuation of education and higher degree attainment through articulation agreements among GA-AIM members.

With this grant, Tech becomes a finalist for significantly more funding to implement projects that support an industry sector and help communities withstand future economic shocks.

“GA-AIM is in strategic alignment with the EDA’s funding priorities, including manufacturing, workforce development, equity, and technology-based economic development,” said David Bridges, vice president of the Enterprise Innovation Institute at Georgia Tech and co-author of the grant proposal. “With manufacturing employing more than 400,000 people across the state and contributing more than $61 billion in economic activity, it’s critical that we leverage the best ideas and programs through our coalition of partners.”  

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About the Georgia Institute of Technology
The Georgia Institute of Technology, or Georgia Tech, is a top 10 public research university developing leaders who advance technology and improve the human condition. The Institute offers business, computing, design, engineering, liberal arts, and sciences degrees. Its nearly 44,000 students, representing 50 states and 149 countries, study at the main campus in Atlanta, at campuses in France and China, and through distance and online learning. As a leading technological university, Georgia Tech is an engine of economic development for Georgia, the Southeast, and the nation, conducting more than $1 billion in research annually for government, industry, and society.

About the U.S. Economic Development Administration
The mission of the U.S. Economic Development Administration (EDA) is to lead the federal economic development agenda by promoting competitiveness and preparing the nation's regions for growth and success in the worldwide economy. An agency within the U.S. Department of Commerce, EDA makes investments in economically distressed communities in order to create jobs for U.S. workers, promote American innovation, and accelerate long-term sustainable economic growth.

Writer: Péralte C. Paul I peralte.paul@comm.gatech.edu I 404.316.1210

Media contact: Steven Norris | stephen.norris@comm.gatech.edu| 404.281.3343

We sat down with three Georgia Tech Scheller College of Business faculty experts in operations management: Vinod Singhal, Charles W. Brady Chair; Manpreet Hora, associate professor; and Ravi Subramanian, professor. The discussion centered around overarching causes, financial ramifications, and multi-pronged approaches to mitigate the impact of supply chain disruptions in the coming months and year. 

1. What caused the supply chain and logistical issues to arise? What effect did Covid-19 play in all of this? Did the influx of stimulus checks and the extension of additional aid to U.S. citizens (rent deferment, etc.) affect the purchase of goods enough to cause the current situation?

All three experts agree there are several factors on both the supply side and the demand side of the supply chain, and logistical challenges that companies and customers are currently facing.

On the supply side, there are issues in global supply chains that are beyond the control of individual companies. A significant one is the congestion at the ports of Los Angeles and Long Beach in the U.S. Nearly 40 percent of imports into the U.S. flow through these two ports. There are stranded containers that have not been unloaded due to labor shortages, limited unloading capacity, and warehouse space constraints.

For example, a CBS news report on November 11, 2021, indicated that at the ports of Los Angeles and Long Beach, about 80 ships carrying more than half a million containers were waiting to unload. Clearing this backlog will take some time. Another related issue that has added to the congestion is the growing number of empty containers that are sitting on ports to be returned back to exporters.

The congestion at ports is being further exacerbated by trucker shortages that could pose a more persistent and long-term challenge for supply chains.

“Moving products from ports to distribution centers, manufacturing plants, and further downstream to retailers was already a concern for many companies even before the pandemic. Now the combination of port congestion and trucker shortage is further delaying the process of bringing products to the right place at the right time,” said Hora.

Shortages of critical components, such as semiconductor chips, have created additional delays for a range of industries. Shutdowns in chip production during the early stages of the pandemic, coupled with increased demand for products such as computers, smartphones, and automobiles has resulted in fierce competition for acquiring chips across industries. For example, the professors noted that during the initial period of the Covid-19 pandemic, semiconductor companies prioritized chip manufacturing to meet the increasing demand for consumer electronics. This, in turn, diverted supply away from automotive production, resulting in substantial delays in cars rolling off assembly lines

The pandemic either amplified the above-mentioned supply chain and logistical issues or brought in unexpected new ones. It necessitated the closure of borders at the national level, and of plants and warehouses at the company level. These closures, in the initial months of the pandemic, followed by new requirements such as social distancing during the opening of facilities affected and slowed down production, warehousing, distribution, and transportation of products.

On the demand side, explained Subramanian, two phenomena occurred that have led to a surge in demand for goods that were already in short supply.

First, during the pandemic, many people were working from home. This curtailed spending on travel, vacations, and demand for experiential goods and services. People had more disposable income, which they diverted to consumer products that were already in short supply.

Second, the global economy and the US, in particular have been turbocharged by trillions of dollars in stimulus during the pandemic. This stimulus, while necessary to deal with the hardships during the pandemic, enhanced the surge in demand for products.

2. Why are some retailers able to deliver goods without an issue?

“Many large retailers, including Walmart Inc., Home Depot Inc., and Target Corp., do not seem to have supply chain and product shortage issues like their counterparts, because they ordered and took delivery of goods earlier than usual this year. They have not only built-up inventories but have enhanced their inventory management practices. Some retailers have also chartered their own ships to counteract delays in transportation,” said Singhal.

They have also moved the unloading of their goods from the ports on the west coast to other ports in the U.S. that are less congested. These retailers have used their clout and deep pockets to get suppliers and logistics companies to prioritize their orders. Their far-flung supply chain networks can identify and work with several suppliers to find options to source items that are out of stock.

3. What are the financial ramifications to the U.S. and to the world for this supply chain issue?

The professors note that large companies have used their clout to deal with the current supply chain issues. Although their costs of procuring supplies have increased, they may be able to pass on some of the cost increase to customers. Some of these companies may see an increase in total sales and total profits in nominal terms although they may experience thinner profit margins. The stock market seems to have incorporated these factors in the valuations and the rising stock market suggests that large companies are expected to do fine financially. For example, the Dow Jones Index has jumped 18 percent this year, S&P 500 is up 25 percent, and Nasdaq has risen 24 percent.

The financial ramifications to smaller retailers and manufacturing firms may be quite negative. As Subramanian explained, these firms do not have the clout and financial resources to work around the supply issues.  Often their sales during the holiday season are critically dependent on receiving a container or two of goods from overseas suppliers. Given the long and uncertain transportation and delivery times, and the high cost of transportation, many small firms may not be able to receive supplies in time for the holiday season and may be left holding unsold inventory or unfinished products. Overall, small firms may take a big hit from the current supply chain issues.

4. Are there any additional issues that consumers may face that they may not be aware of? How will the shortage of goods to retailers affect consumers shopping during the holidays? Is there anything individual consumers can do to help solve the problem?

Consumers can do certain things so that they are not disappointed, said the panel. They should start shopping earlier, expect to pay closer to full price on many products, and not wait for promotions or discounts to make their purchases. They will need to be flexible in their shopping habits and look for substitute products if their desired products are not available. Consumers may also want to prioritize their shopping decisions – for example, ensuring they have the gifts for young children who expect Santa to deliver irrespective of supply chain issues! Likewise, for older parents and relatives, for whom the holiday season is a very special time.  For others, they may want to consider giving gift cards.

5. When do you think this issue will be resolved and how?

“Supply chains getting back to normal will be contingent upon the nature of the underlying supply chain issues. Shipping and retail executives indicate that they expect the West Coast port backlogs to clear in early 2022, when the Lunar New Year shuts many factories for a week in February, thus slowing output and shipments from Asia,” said Singhal.  However, chip shortages may last until 2022 or even extend into 2023. Many chip manufacturers have announced plans to significantly increase their level of capital expenditure but bringing new capacity online can take several years.

This storm of collective issues has brought the importance of supply chain resilience to the forefront. Companies emerging from the pandemic are revisiting or will have to revisit their past approaches to managing supply chains.

Having flexibility and slack in supply chains has been a persistent strategy for several companies but this strategy will now need to be more holistic. For example, companies will need to re-think where to source their critical and irreplaceable components. Companies are already deliberating to not only near-shore suppliers of their critical components but also expand this supply base. This may also entail carrying more inventory of such components to meet demand variability and hedge against supply chain disruptions. Another development is manufacturers vertically integrating to design and produce critical components in-house.

Even before the pandemic, companies were investing in technology to digitize their supply chains. This long-term imperative will be prioritized even more as companies aspire for more transparency and traceability of products in their supply chains. Moreover, advanced automation in manufacturing plants and warehousing could ease some of the pain of labor shortages.

“Despite the current supply chain issues, we believe that supply chains will remain global and complex, but there will be renewed thinking in companies to recognize that Black Swan events such as the Covid-19 pandemic can create a multitude of interrelated and cascading supply chain issues that have serious financial implications. And companies will need to blend flexibility, adaptability, and efficiency to develop capabilities to mitigate impacts and remain resilient during such supply chain disruptions,” stated Hora.

The Partnership is a public-private organization charged with positioning the state of Georgia as the tech capital of the East Coast. Launched in 2020, it is supported with funding from the State, private industry, strategic partners, and the Georgia Institute of Technology, which also provides administrative oversight.

In 2020, Valdosta officials deployed its Georgia Smart Communities Challenge grant, along with community research support, to pilot a smart traffic management system designed to connect all 128 city traffic signals. The effort also included systems enhancements at traffic signals and the traffic control operations center, and the installation of communications responders in 10 fire trucks.

“We are so proud of our city engineering department staff who have worked diligently over the past year to advance our Traffic Management Center capabilities with deployment of the TravelSafely application and signal pre-emption for fire vehicles,” said Valdosta Mayor Scott James Matheson. “This was an incredible the opportunity for the city to partner with Valdosta State University and Georgia Tech to provide hands-on experience to students, too.”

The systems enhancements allowed the city to test new signal timings from a recent study. They also allowed officials to implement an Emergency Vehicle Signal Pre-Emption protocol via installed equipment on the firetrucks. Additionally, the city implemented a smart phone application, TravelSafely, which notifies users of upcoming signal changes, approaching emergency vehicles, and other traffic safety measures. 

Valdosta hosted community outreach and training workshops about these new smart traffic systems to encourage residents to utilize the available technology. During the pilot implementation phase, the city evaluated the effects of the new system on its traffic operations and the behavior of the traveling public by comparing before and after patterns and travel times. 

“This project is transforming Valdosta into a smart and connected city. We are committed to creating and sustaining a smart, effective traffic control system which will result in improved traffic flow, road safety, and reduction in the number of traffic accidents,” said Valdosta City Manager Mark Barber.

Georgia Tech and Valdosta State researchers actively participated in all engineering and research aspects, including data collection, and methods for statistical data analysis. The research team includes Baabak Ashuri, a professor in Georgia Tech’s School of Civil and Environmental Engineering and students Heung Jin Oh and Shiqin Zeng. It also includes Valdosta State professors Barry Hojjatie and Jia Lu, and student David Yoo. The team developed models related to studies of other emergency vehicles and school buses in the city’s connected vehicle system. Leveraging this project, Valdosta State began a new concentration within its School of Engineering focused on traffic management.

"As an undergraduate student, this project was a great opportunity for me to experience real-life work, meet new people, and work with a wonderful team, including faculty and fellow interns,” said David Yoo, a Valdosta State junior and a project intern. “I am extremely grateful for my first valuable internship experience, and I am confident that this experience will help me take a big step forward to my next goals."

To be named a finalist for such an internationally acclaimed and highly competitive award is an indication of the variety of smart community focused projects being deployed and the level of innovation and impact occurring statewide, said Debra Lam, the Partnership’s executive director.

“Our work in Valdosta underscores our mission to promote innovation and serve as a conduit for helping to implement great ideas across the state for real impact,” Lam said. “The successes that we’re seeing in Valdosta serve as a blueprint for other cities in Georgia that are facing similar challenges. We’re extremely proud of the results we’ve seen in Valdosta and honored that this work is resonating around the world.”

World Smart Cities Award finalists are selected by the Smart City Expo World Congress, a leading international summit on cities and smart urban solutions. Award winners will be announced During the Smart City Expo’s three-day summit scheduled for Nov. 16-18, 2021. The City of Atlanta won the award in this same category in 2018 for its North Avenue Smart Corridor Project.

Entries came from 46 countries, and Valdosta was the only U.S. representative in the Mobility Category and one of five American entries in the group of 34 finalists.

To register to stream the Smart City Expo World Congress, including the awards ceremony, please visit: https://www.tomorrow.city/a/scewcdigital2021.

But a new study from Keaton Fletcher and Kimberly French, a duo of assistant professors in the School of Psychology at Georgia Institute of Technology, may force some new thinking about how early career advancement can temporarily throw off well-being and shake up feelings of self-esteem in the short-term and long run. 

Using data accumulated on 184 workers over a 12-year period, the new research suggests that taking on a first formal leadership role at work is, in the first year, a stressful experience for all workers — one that can negatively impact men’s self-esteem more than women’s in that period. However, for years after taking on that first leadership role, both men and women report experiencing increased positivity and self-esteem. 

Fletcher and French’s new paper, “Longitudinal Effects of Transitioning Into a First-Time Leadership Position on Wellbeing and Self-Concept,” is published online in the Journal of Occupational Health Psychology. 

The tough first year of leadership

The researchers reviewed data that was part of an archival Youth Development Study dataset collected by Jeylan Mortimer of the University of Minnesota. The data, which studied formative experiences among adolescents and young adults, was for a wide range of jobs in small and large organizations, but most were considered traditional office positions. 

“We were capturing people toward the beginning of their development as young adults,” French says. “That is a prime time, when work has a major impact on how we feel about ourselves.”

To better understand an employee’s first-time transition to leadership, the study drew upon a concept known as role theory. People take on different social roles throughout their lives, “and they affect everything from how we perceive ourselves, to how others perceive us, how we behave, our mental health,” Fletcher says. The identity-driven roles can be permanent and lasting, such as the concept of being an adult or a parent, “or they can be more transient roles, like the role of a manager or that of a partner in a relationship.”

The data that Fletcher and French analyzed included information on tension (think: feeling stressed), depression, emotional well-being, self-esteem, feelings of control, and job satisfaction before and after people took on their very first supervisory role. 

The researchers unexpectedly found that “men experienced a significant drop in self-esteem at the point of transition compared to women, but otherwise, there were no significant gender differences at the time of, or following, a leadership transition.”

Internalizing societal expectations for leaders

“We were surprised,” Fletcher says. “Because of role theory, we thought women would suffer more in transition to leadership and get fewer benefits out of it” because of certain social expectations that are often internalized.

“Society tells me as a man, I’m a natural leader and should be good at it,” Fletcher explains. “Then when I run into inevitable challenges as a first-time supervisor, I’m going to take those challenges personally, and they’ll challenge my self-esteem. With men, leadership is part of that role. It’s sort of expected that you’re more dominant and effective at being a leader, and what we see during the first year of transition is that’s it’s stressful — and men may feel like they’re failing, and men see that as a challenge to their self-esteem.”

In contrast, Fletcher says that women have a divergent set of societal norms and expectations that could help explain the durability of their self-esteem in a leadership role. “They haven’t internalized that perspective.”

And French explains there’s much more scientific literature on gender and work relationships than there are studies looking at gender and the experience of being a leader. Her research focuses on how managing work and family affects the health and well-being of individuals and their family members, “and there’s a lot of gendered research there because work and family are gendered domains.”

“The question we posed is pretty unique,” she adds. “Most of what we have is looking at perceived effectiveness of leadership, women or men, and how gendered expectations align with expectations for leaders. It was less on how men and women differentially react to events like becoming a leader.” 

Leadership stresses and the 'Great Resignation'

Although the archival data studied was collected from 2000-2011, both Fletcher and French speculate that difficult first-year leadership transitions may have a part to play in the so-called “Great Resignation,” which is a current trend among office workers who are leaving their jobs or beginning to seek out new roles after the pandemic may have forced reappraisals of their employment situations. The employment expert who coined the term “Great Resignation” also came up with “pandemic epiphanies” to describe workers reevaluating work lives, and Fletcher believes first-year leadership stress contributes.

“We are seeing people taking on leadership roles right now when companies are in crisis, and still in remote work because of Covid,” Fletcher says. “If you were making that leadership transition now, you might not see that long-term benefit because in the short term, it’s very stressful, and you won’t see those benefits right away. People may be doing mental calculus of ‘is this worth it?’ and in the short term the answer may be no.”

But, because the years following a transition to leadership can bring increases in emotional well-being and self-esteem, “just taking on this role sets people on a positive trajectory for how they view themselves and the world,” Fletcher says. 

Advice for employers: start small, share support

That’s why Fletcher and French recommend that organizations offer more support to those chosen for leadership, including a gradual assignment of more responsibilities. 

“Based on our study, more opportunities for informal leadership — before you take on a formal role — should help,” he adds. “Then you run into those challenges on a lower level where the stakes are not so high. And during that year of transition, making sure that the company acts as a mentor. Your supervisor is helping you, giving you guidance, and making sure you’re not taking challenges personally, so you can reframe the experience as beneficial.”

Fletcher adds that, because toxic feelings experienced by new supervisors can be passed down to other workers, companies should provide more help when they present opportunities to employees to lead. 

“Helping people be better people should be a goal of an organization — to better society, not just make money,” French says. “The benefits to self-concept are there. The outcome in and of itself, making workers better people, is a valued outcome."

September was a one-year milestone for the Partnership for Inclusive Innovation, a public-private organization charged with implementing that plan through the three pillars of community research, student engagement, and economic opportunity. 

“Our charge was to support existing hubs of innovation, nurture promising leaders and entrepreneurs, especially from communities not often included in this discussion, and invest in the most promising and scalable technology-driven, community-based solutions,” said Debra Lam, the Partnership’s executive director. “What’s really exciting is seeing how our efforts in this first year are yielding tangible results that position Georgia to achieve inclusion one innovation at a time.”

The Partnership is supported with funding from the State of Georgia, a blue chip roster of some of the country’s largest corporations, strategic partners, and Georgia Tech, which also is providing administrative oversight. The Partnership already has 15 project sites across nine economic development regions and deployed more than 140 technologies. Public engagement and knowledge transfer remain core components of the Partnership’s offerings, with nearly 700 attendees in events and active digital communications, including monthly newsletters. 

The areas of focus and the Partnership’s impact over the past year are reflected in three flagship programs. 

Innovate for All: To scale economic opportunity, Innovate for All funds and supports proven programs, services, and technologies created by Georgia's innovators. In the past year, it funded the Georgia Mesh Network and the Working Farm Fund.

• The Georgia Mesh Network: Augusta’s theClubhou.se is piloting the statewide network with Atlanta, Columbus, Macon, and Savannah to offer skills training and certification to historically disadvantaged and underserved entrepreneurs. It is backed with the commitment of 21 capital partners to support entrepreneurs who graduate from the program.
• The Working Farms Fund: Through the Conservation Fund, this effort is committed to the preservation of local farms that are increasingly falling victim to the pressures of rising costs, low margins, and corporate consolidation, which stresses the food supply chain. The fund, which is at the forefront of advocating for a healthier and more resilient food supply chain, secured $1 million in additional funding, acquired two farms: a certified organic produce farm in Mansfield, and a 21.2-acre farm composed of 15 immigrant and refugee smallholder farms in Conyers.

Smart Community Corps: This summer program, supported by Microsoft, pairs students — from any Georgia college or university, any year and major — together to work on Partnership projects. Though experiential learning and public service, students can effectively advance technology and practice innovation by living and working with the communities. The 2021 cohort of students from Georgia Tech, Morehouse College, Savannah College of Art and Design, and Valdosta State, logged 5,280 hours on their projects, which ranged from addressing blight in Savannah to traffic monitoring in Valdosta, to smart pedestrian planning in Clayton County.

Georgia Smart Community Challenge (GA Smart): Now in its fourth year, with 16 community projects, the program allows localities across the state to apply for research assistance that empowers them to envision, explore, and plan for a smart future. The 2021 cohort includes the cities of Woodbury and Concord, and Pike and Spalding counties. This cohort will work with Georgia Tech researchers to expand and enhance connectivity and explore additional applications that will improve their services, efficiencies, and cost savings. 

The Partnership is expected to support $2.88 million of programming this coming year across the state. It maintains its lean operations model through key partners at Jabian Consulting, Brand Culture, Jackson Spalding, and Kilpatrick Townsend. “While the Partnership has advanced much in its first year, we look forward to ongoing progress and growth utilizing innovation and technology to service Georgia today and tomorrow,” Lam said.

This is not necessarily the case, according to a recent paper by Samuel Bond and Han Zhang, researchers at the Georgia Tech Scheller College of Business. Dezhi Yin, a Scheller alumnus and University of South Florida Muma College of Business associate professor, co-authored the paper.  

Their paper, “Anger in Consumer Reviews: Unhelpful but Persuasive?” published in the September 2021 issue of MIS Quarterly, challenges a well-accepted assumption by both researchers and practitioners that more helpful reviews are ultimately more influential. Specifically, their research examines how emotional expressions of anger in a negative review influence the way the review is perceived by its readers.  

Angry Reviews and Consumer Decisions

“Angry reviews are typically discounted by consumers as less helpful than non-angry reviews, but they counterintuitively influence consumers' attitudes and choices to a greater extent,” says Zhang. “Platforms usually use helpfulness-based sorting to order reviews, presumably because of the assumption that ‘helpful’ reviews are more persuasive in shaping customer decisions. However, we provide an emotion-based exception to this assumption and suggest that sorting based solely on helpfulness votes may be less effective than intended.”

Applying a model known as EASI (Emotions as Social Information), which has been previously used in contexts such as negotiation, leadership, and customer service, the team used two pathways to capture the effects that reviews have on consumer reactions. The first of these is an “indirect” pathway based on cognitive influences used to assess the helpfulness of a review, and the second is a “direct” pathway based on emotional reactions to the review. Combining these pathways, the team presents two hypotheses: that expressions of anger in a review diminish the review’s helpfulness and that they simultaneously augment the negative impact of the review on reader attitudes toward the item being reviewed.

Research Findings

The researchers conducted six laboratory experiments that shared a common design. Participants in the experiments read a series of realistic online retailer reviews that contained varying levels of expressed anger (carefully manipulated by the researchers). After reading the reviews, participants rated the helpfulness of the reviews, their attitudes toward the retailer, and their interest in making a purchase.

For example, participants in one study were asked to read and evaluate reviews from two different retailer websites before deciding which retailer to patronize. The information contained in the reviews was similar, but the reviews for one retailer expressed high levels of anger, while the reviews for the other retailer did not express any anger. Despite the similar content, results showed that participants perceived the angry reviews to be substantially less helpful than those without anger. Hence, conventional wisdom suggests that they would also have less impact on attitudes and choices. However, results showed the opposite to be true: even though they were perceived as less helpful, angry reviews led readers to form more negative attitudes and eventually reject the retailer described by those reviews.    

What This Means to Online Retailers and Review Platforms

The research not only sheds light on consumer perceptions but also provides guidance to brands and platforms that depend on consumer reviews. The researchers stress the importance of monitoring reviews on a regular basis and acting as quickly as possible to address angry reviews.

“For marketers, product manufacturers, and retailers, they should take any word of mouth expressing anger seriously, even if it is seemingly ‘trivial,’” Zhang explained. “Angry reviews rarely appear in the list of ‘most helpful reviews,’ but they should not be taken lightly. Our findings suggest that angry reviews are particularly damaging for consumers' purchase decisions. For example, more and more online sellers are responding directly to reviewers who leave negative reviews in order to proactively mitigate their negative effects.”

For e-commerce platforms, the researchers highlight the importance of the instructions provided to reviewers. For example, these platforms can suggest that angry reviewers take their time and provide real data to back up their claims.

“The notion that ‘too much anger’ can reduce the perceived value of a review is reflected in guidelines of some review platforms: e.g., guidelines at TripAdvisor (2019) explicitly discourage reviewers from ‘ranting.’ Given that participants in our studies consistently perceived angry reviews as ‘irrational’ and ‘unhelpful,’ this advice appears sound,” Zhang explained.

Platforms cannot prevent angry reviews, but they can encourage rational and thoughtful feedback to ensure that reviews are helpful to other shoppers.

Future Research

Following up on their findings, the research team is currently working on a broader theory that captures the role of emotions across various forms of user-generated content. According to Zhang, “the existing theories of emotions either deal with intrapersonal influence or two-party interpersonal influence, but we are not aware of any theory that describes emotions expressed online.”

As part of the process, the researchers will be exploring popular and emerging social media platforms, to uncover similarities and differences in how emotional “posts” are perceived.

Note: An earlier version of this paper won the best paper runner-up award at the Conference on Information Systems and Technology, affiliated with the INFORMS annual meeting.

Citation: Dezhi Yin, Samuel D. Bond, and Han Zhang. “Anger in Consumer Reviews: Unhelpful But Persuasive?” MIS Quarterly. DOI: 10.25300/MISQ/2021/15363.

The grants will be used to fund education and training programs to help workers and employers recognize infectious diseases, including the novel coronavirus health hazards, and identify preventive measures for a safe workplace. In addition to hazard control, the training will include understanding workers’ rights and employer responsibilities under the OSHA Act of 1970.

Georgia Tech’s award will provide 1-hour and 6.5-hour Covid-19 training sessions to 475 employers and workers in the long-term healthcare and mortuary industries, through its Safety, Health, and Environmental Services (SHES) program. The SHES training will focus on infectious disease awareness and prevention. Existing materials will be used, and the training will be conducted in English and Spanish. 

Sean Castillo, a SHES industrial hygienist, will lead the project for Georgia Tech. Additionally, SHES will collaborate with University of Georgia professor Toni Miles to integrate stress management and bereavement skills and training materials to provide this work-group population the tools necessary to address the health implications of grief.

“We are thankful to be included in this OSHA funding to advance awareness and understanding of disease risk and measures to take to mitigate exposure,” said SHES Director, Paul Schlumper. “A healthy and safe Georgia workplace environment is essential for employers and employees alike. This funding will be a critical part of our efforts in our continuous fight against the pandemic.”

An offering of the Enterprise Innovation Institute, Georgia Tech’s economic development arm, SHES provides a broad range of occupational safety and health training, consulting services, and academic education to organizations in Georgia and the Southeast. In 2020, the SHES group helped employers remove nearly 36,000 workers from workplace hazards. SHES staff also identified nearly 1,500 workplace hazards in 2020.

The OSHA award includes “Workplace Safety and Health Training on Infectious Diseases, including the novel coronavirus” grants funded by the American Rescue Plan Act of 2021. The grants derive from the Susan Harwood Workplace Safety and Health Training program, named in honor of the late Susan Harwood, former director of OSHA’s Office of Risk Assessment. In her 17-year OSHA career, she helped develop federal standards to protect workers from bloodborne pathogens, cotton dust, benzene, formaldehyde, asbestos, and lead in construction.

The program funds grants made available to nonprofit organizations, including community and faith-based groups, employer associations, labor unions, joint labor-management associations, colleges, and universities. Target trainees include small-business employers and underserved vulnerable workers in high-hazard industries. These grants are a critical element in supporting OSHA’s role in educating workers on their rights and assisting employers with providing safe workplaces.

Learn more about the 2021 Susan Harwood Training Grant Program recipients.

The 5G Connected Future program, launched earlier this year by T-Mobile Accelerator, Curiosity Lab at Peachtree Corners, and the Georgia Institute of Technology, is managed by the Advanced Technology Development Center (ATDC). It is located at Curiosity Lab in the city of Peachtree Corners’ 500-acre smart city technology park, a living lab powered by T-Mobile 5G where more than 8,000 people live or work. Curiosity Lab features a 25,000-square-foot Innovation Center and 3-mile autonomous vehicle test track. T-Mobile has deployed its Extended Range 5G and Ultra Capacity 5G network across the park, enabling developers to build solutions in a real-world environment.

The 5G Connected Future vertical is the fourth of its kind at ATDC and follows other targeted programs in health, retail, and financial technologies. Before the launch of the 5G incubator, ATDC only served Georgia-based companies. Now, with this external funding from T-Mobile Accelerator and Curiosity Lab, ATDC will be able to help develop startups in the 5G-connected space from all over the globe.

“With applications open, the city of Peachtree Corners and Curiosity Lab will soon host even more companies testing the next generation of 5G innovation,” said Betsy Plattenburg, executive director of Curiosity Lab. “No one knows what industries will take off with 5G, but with the coaching, mentoring, and growth that each incubator participant will receive, many will successfully leave the program ready to disrupt the intelligent mobility and smart city industries.”

Newly hired industry veteran Robert “Bob” Siegel will serve as the 5G program’s connected future catalyst. Siegel comes to ATDC with 25 years of mobility experience, including senior roles at Accenture and Verizon Telematics. He will leverage his extensive network to discover high-potential startups that can benefit from this program. In this new position, Siegel will lead recruitment efforts of startups working on 5G technology and guide their growth while in the incubator. He will be based at Curiosity Lab’s Innovation Center.

“Innovation doesn't take place in a vacuum, which is why entrepreneurs and startups require the knowledge and resources provided by partnerships such as ours,” said John Avery, director of ATDC. “With technology support and coaching from business leaders at T-Mobile, Georgia Tech, and Curiosity Lab, as well as Bob joining the team, startups in the 5G incubator can transform their ideas into scalable companies with functional 5G technology.”

To apply to join the 5G incubator, click here.

The 2021 cohort includes the cities of Woodbury and Concord, and Pike and Spalding counties. As GA Smart communities, the cohort will work with researchers from the Georgia Institute of Technology to expand and enhance connectivity and explore additional applications that will improve their services, efficiencies, and cost savings. The community connectivity focus for this cohort aims to link them with the resources they need to pilot relevant smart solutions within the two-year GA Smart program.

• The City of Woodbury: Woodbury has employed an innovative Wireless Internet Service Provider (WISP) network as a publicly owned utility, serving 50 community members. Georgia Tech researchers will assist in the enhancement and expansion of the WISP network by exploring measurement-driven dashboards for evaluating the end-user experience. They will also explore connectivity needs for the proposed Meriwether County AgTech Center for Innovation (MACI).
• The City of Concord: With a network similar to Woodbury’s, city representatives and Georgia Tech researchers will work together to advance connectivity in the city through further testing, evaluation, and community engagement. They will look to address challenges to wireless networks such as geographic terrain, natural foliage, and adoption rates. Tech researchers will also help Concord explore connectivity applications such as having water sensors available in public facilities for operational efficiency and potential cost savings.
• Pike County: As infrastructure investments are often driven by an intersection of cost and functionality, Tech will help Pike administrators analyze technologies to improve connectivity countywide, including exploring different broadband options to identify solutions that are both cost effective and reliable for consumers.
• Spalding County: Believing that access to the internet is a driver of economic development, officials want to identify methods to increase broadband access in the area.  Many internet service providers are unable or unwilling to provide access to households or businesses that are separated from other connections by acres or miles. Tech researchers will provide Spalding leaders with perspective on technology hardware and software options that will meet the county’s needs, as well as evaluate the current status of connectivity and how to improve it.

“Communities experiencing gaps in connectivity across the state of Georgia have sought creative solutions to bridge them, and still more communities are seeking answers about how to get connected,” said Debra Lam, executive director of PIN. “This cohort has taken steps toward being innovative in a collaborative way. By providing research services to these neighboring communities with established relationships and an interest in coordinating connectivity efforts across city and county borders, GA Smart can make a regional impact and follow the natural expansion of these services across the area. This placemaking opportunity allows communities to plan together, avoid redundancies, and accomplish more collectively.”

The cohort will be working with researchers from Georgia Tech’s College of Computing, including professor Ellen Zegura, the Stephen Fleming Chair in Telecommunications, and associate professor Ada Gavrilovska.

“The pandemic has made it clear that dependable access to high-speed internet is no longer a luxury, but a necessity,” said Ángel Cabrera, president of Georgia Tech. “At Georgia Tech, we believe in the power of technology to improve lives and communities, especially in our state, and we look forward to working with the winners of this year’s Georgia Smart Communities Challenge to achieve just that.”

Meet the Communities 
As the first city to be declared “Broadband Ready” by the Georgia Department of Community Affairs (DCA) in 2020, the City of Woodbury has pioneered a way forward for communities unserved by traditional broadband.

“Meeting the needs of our ever-changing world requires diversity in thought and a willingness to move boldly into the future,” said City of Woodbury Mayor Steve Ledbetter. “Our goal is to push beyond the possible and be a part of leading our community and our state into the future.”

“The pandemic underscores just how critical connectivity can be for a community’s economic well-being,” said City of Concord Mayor John Strickland. “Covid-19 made it clear that the internet is necessary for education, healthcare, and business, as well as access to important real-time information. We are fortunate to be geographically close to Woodbury, which introduced us to their service provider. Working together, small cities and counties can provide solutions that will serve more people at a lower cost.

Brandon Rogers, Pike County manager, echoed those sentiments. “We want to serve the citizens of the community by ensuring options for broadband access in all areas of the county, so that no communities are left behind in the digital divide. We’re excited to be working with Georgia Tech as we seek out reliable sources for connectivity that can reach unserved areas of the county at an affordable price range for all of our residents and all of our municipalities.”

Regional cooperation is a key differentiator, said Jessica Simmons, deputy chief information officer at the Georgia Technology Authority (GTA).

“Pooling strategies and resource capabilities for connectivity to benefit the broader region complements the state’s initiative to promote broadband deployment in unserved parts of Georgia,” she said. “This regional effort builds exactly the kind of momentum we want to see in rural areas that lack high-speed internet access.”

Since 2018, GA Smart has served 12 communities across the state of Georgia in a variety of projects, ranging from installing sea-level and traffic sensors to planning for connected vehicle technology. Alumni from the GA Smart program have successfully implemented their projects and garnered additional funding and technical assistance to continue their projects beyond the program period, continuing to service their residents and meet their community’s goals.

The GA Smart program has facilitated community engagement across the state by hosting more than 40 community meetings, provided in excess of 140 technologies deployed in its funded projects, and provided research support that led to successful grant proposals, academic presentations, and publications.

The investment fund that supports the Engage program and managed by Tech Square Ventures, is backed by 14 Atlanta-based corporations that represent 13 unique industries, including Delta, Invesco, Cox Enterprises, The Home Depot, UPS and Chick-fil-A. Early-stage, B2B enterprise tech startups are selected for the bi-annual, 10-week Engage Program in cohorts of six to eight companies that network with and learn from their fellow founders, university researchers, and corporate partners such as Coca-Cola.

To date, the 50 startups that have completed the program — which is offered in the spring and fall — have raised more than $835 million in additional funding from tier-one venture capital firms. Engage portfolio companies have signed more than 90 paid contracts with enterprise partners.

“We are excited about our new partnership with Engage, joining other corporations in Atlanta in attracting and supporting the fast-growing startup and innovation ecosystem that is quickly emerging in the Southeast,” said Marie Quintero-Johnson, vice president and head of corporate development at The Coca-Cola Company. “Engage provides Coca-Cola access to companies and talent with novel solutions in key areas of interest to us. It also offers the opportunity to collaborate with other Engage corporate partners.”  

Enterprise partners provide funding, mentoring and insights on areas where innovation is needed. Coca-Cola Chief Financial Officer John Murphy serves on the Engage Board of Directors, and Quintero-Johnson is a member of its Board of Advisors.

Engage companies focus on six key enterprise areas: Customer Experience, Supply Chain and Manufacturing, Future of Work, Big Data, Analytics, & Security, Logistics & Mobility, and Climate Tech & Sustainability. Engage invests in startups all over the country, and more than 50 percent are headquartered in Atlanta or based in the Southeast.

“We very much look forward to partnering with Coca-Cola as we work to strengthen Atlanta’s enterprise-focused startup ecosystem,” said Georgia Tech President Ángel Cabrera. “Our entrepreneurs will all have the opportunity to work with and learn from an innovative global consumer brand that leads the world in everything from logistics to commercialization. This partnership is yet another illustration of Georgia Tech’s longtime commitment to drive economic development and support innovation in Georgia by partnering with both well-established companies as well as new startups. We are excited to see where this collaboration will lead."

Atlanta has emerged as a hotbed of innovation due to a unique combination of entrepreneurial talent and established, category-leading corporations. And, unlike most other startup hubs focused on high-tech, healthcare or finance, the city’s ecosystem is diversified across industries.

“This ecosystem has gained a lot of momentum over the last few years,” said Engage Managing Director Daley Ervin. “The flywheel is starting to spin and create a waterfall effect of both talent and capital.” 

Ervin highlighted the value of having hometown access to Georgia Tech’s in-demand engineering graduates who “no longer have to leave for one of the coasts” to start their careers. 

Engage serves as the “connective tissue” between corporations, startups and research institutions like Georgia Tech. “We want to be seen as major problem-solvers for the Fortune 500,” Ervin said. “We help them see around corners, working closely with our partners to understand their strategic priorities and innovation roadmaps to identify leading startups that can help address these pain points and opportunities.”

In addition to having access to the innovative offerings of participating startups, enterprise partners learn to embrace startup entrepreneurial thinking in their respective cultures. They also can share insights with their fellow sponsors, many of whom face with similar challenges.

“It’s a unique model that delivers value to all stakeholders in this ecosystem,” Ervin said.

But a new, comprehensive analysis of their use in Georgia finds CIDs have had significant impact in leveraging dollars and driving growth. The report was produced by the Georgia Institute of Technology’s Smart Cities and Inclusive Innovation program and its Center for Quality Growth and Regional Development, in partnership with Lexicon Strategies. [Read the full report here: cidreport.com]

Since the 1980s CIDs have become a competitive necessity in the growth of commercial centers and submarkets, the report’s authors said.

"CIDs are now driving major infrastructure projects and providing community enhancements that are traditionally the purview of local government," said Malaika Rivers, a partner at Lexicon Strategies, and a co-author of the report. “But because CIDs are so effective at attracting additional resources, the commercial real estate owners and investors get more effective ways to manage and deliver projects and services important to their businesses."

This report, which analyzed CID usage in metro Atlanta, marks the first time they have been evaluated for economic impact and ability to drive innovation. It also establishes a framework for comparing CIDs, a previously difficult task due to significant differences across the metro region.

Among the report’s key findings:

• Between 2005 and 2020, the number of CIDs in Georgia doubled to 34, with the most common driver being to attract funding and investment.
• On average, every $1 spent by a CID generated $5 in outside funding.

• Collectively, CIDs represented more than $16 billion in assessed value in 2019 and about $41 billion in fair market value.
• CIDs are growing; about 89 percent of Georgia’s CIDs report plans to expand project and service offerings.
• The public sector is playing a larger role in CID formation, accounting for nearly 60 percent of the ones created between 2010 and 2020.

“Our findings show that Community Improvement Districts are not only crucial for traditional infrastructure, but also to the advancement of smart cities applications on future infrastructure,” said Debra Lam, co-author and director of the Smart Cities and Inclusive Innovation (SCI2) program at Georgia Tech. SCI2’s mission is to develop innovative approaches to help build resilient and sustainable communities. It is an offering of the Partnership for Inclusive Innovation, a public-private collaborative effort that launched in 2020 to lead coordinated, statewide efforts to position Georgia as the technology capital of the East Coast.

With nearly three dozen CIDs currently in operation in metro Atlanta, Lam said they lay the foundation for a thriving environment that supports a host of CID organizational models in a wide variety of commercial product types, from Class-A office to dense industrial centers.

“CIDs are and will continue to be a driving force in innovation,” Lam said.

“What a match-up! America’s leading 5G network, the brilliant minds of Georgia Tech and the most advanced living lab in the country — now that’s a powerhouse combination,” said John Saw, EVP of Advanced & Emerging Technologies at T-Mobile. “We cannot wait to see the innovation that occurs as entrepreneurs and developers build the next big thing in 5G backed by these world-class resources.”

The new incubator, managed in collaboration with Georgia Tech’s Advanced Technology Development Center (ATDC), is an expansion of the T-Mobile Accelerator and part of the Un-carrier’s efforts to fuel 5G innovation. T-Mobile supports numerous initiatives to help startups and entrepreneurs develop, test and bring to market groundbreaking new 5G products and services. T-Mobile Accelerator is an award-winning program founded in 2014 that originated in the smart city corridor of Kansas City.

Companies participating in the 5G Connected Future program will work directly with technology and business leaders at T-Mobile Accelerator, Georgia Tech, and Curiosity Lab as they build, test and bring to market new products and services that unleash the potential of T-Mobile 5G. ATDC is a globally recognized technology incubator. The 5G Connected Future vertical is the fourth of its kind at ATDC and follows other targeted programs in health, retail and financial technologies.

“In addition to the normal startup concerns, entrepreneurs in the 5G space face a unique set of challenges such as regulatory issues at the state and local levels, network security, and integration testing,” said ATDC Director John Avery.

ATDC brings a unique framework that combines its startup curriculum, coaching, connections, and community, as well as direct access to Georgia Tech resources, research expertise, and student talent, to help entrepreneurs learn, launch, scale, and succeed. In this effort, ATDC will offer programing, recruit and evaluate startups, and hire staff to manage the vertical in Peachtree Corners.

“This collaboration is a great opportunity for ATDC and Georgia Tech, the city of Peachtree Corners and Curiosity Lab, and T-Mobile, a Fortune 50 company, to create a unique collection to work with these companies, refine their ideas into scalable companies, and bring these solutions to market more quickly,” Avery said.

Such a partnership underscores “Georgia Tech’s commitment to enabling tomorrow’s technology leaders, which remains as strong as when ATDC was founded 41 years ago,” said Chaouki T. Abdallah, Georgia Tech’s executive vice president for research. “Innovation cannot take place in a vacuum, which is why entrepreneurs and startups require the knowledge and resources provided through partnerships such as ours.”

“The City of Peachtree Corners and Curiosity Lab continue to affirm our commitment to technology innovation through programs, partnerships and engagements with industry leaders such as T-Mobile and Georgia Tech,” said Betsy Plattenburg, executive director of Curiosity Lab. “These two organizations were instrumental in the launch of Curiosity Lab and our continued collaboration will create opportunities for the next-generation of intelligent mobility and smart city entrepreneurs.”

T-Mobile 5G, A Platform for Innovation
T-Mobile is America’s 5G leader, with the fastest and largest nationwide 5G network. T-Mobile’s Extended Range 5G covers more than 280 million people across nearly 1.6 million square miles – more geographic coverage than AT&T and Verizon combined. With Sprint now part of T-Mobile, the Un-carrier is widening its lead, using dedicated spectrum to bring customers with capable devices download speeds of around 300 Mbps and peak speeds up to 1 Gbps.

With its supercharged 5G network as the foundation, T-Mobile is working to fuel 5G innovation and build the 5G ecosystem. The Un-carrier collaborates with universities and standards bodies to support 5G research and development.  In addition to running the award-winning T-Mobile Accelerator, it also operates the T-Mobile Ventures investment fund and is a co-founder of the 5G Open Innovation Lab.

Startups interested in joining the 5G Connected Future program can apply here.

David Bridges, director of EI2’s Economic Development Lab (EDL), will assume the interim vice president role effective Jan. 1, 2021.

EI2 is the largest and most comprehensive university-based program of business and industry assistance, technology commercialization, and economic development in the United States. 

Prior to leading EI2, Fite ran the unit’s Business & Industry Services group of programs, comprised of the Georgia Manufacturing Extension Partnership (GaMEP), EI2’s largest economic development offering. The group also includes the Safety, Health, and Environmental Services (SHES), Atlanta MBDA Centers, Contracting Education Academy, Georgia Tech Procurement Assistance Center (GTPAC), and the Southeastern Trade Adjustment Assistance Center (SETAAC) programs.

Before taking on that role, Fite was GaMEP director.

“Over the years at Georgia Tech, I have been privileged to serve in a wide variety of capacities — assisting companies with government procurement, their implementation of quality management systems and Lean Manufacturing protocols, the launch of a Lean Healthcare initiative, creating community economic development research and strategic plans, and directing the GaMEP,” Fite said.

“As interim vice president, I have had the opportunity to interact with virtually every EI2 employee. Working with such a talented group of employees of EI2 has been an honor because across the board they are passionate about their work, dedicated to Georgia Tech’s mission of progress and service by serving clients, and continually looking to innovate, improve, and expand our services to help create long lasting and meaningful impact not only in Georgia and across the country, but around the world.”

Chaouki T. Abdallah, Georgia Tech’s executive vice president for research said Fite was a valued member of his leadership team.

“She has been a very effective and engaging leader,” Abdallah said. “She’s brought me solutions, given me critical feedback and has been an invaluable partner. Georgia Tech is lucky to have had her contributions for so long.”

Fite has a master’s degree in business administration from the University of Miami and a bachelor’s in health systems from Georgia Tech. In 2018, she achieved the faculty rank of principal extension professional, Georgia Tech’s highest professional extension faculty rank.

“We are fortunate to have someone of David Bridges’ caliber who can not only build on Karen’s legacy but also brings a wealth of experience and economic development successes,” Abdallah said.

Bridges, who joined EI2 in 1994, authored, co-authored or contributed to more than 100 economic development grants totaling more than $40 million. He assisted in the formation of the two proof-of-concept units — the Global Center for Medical Innovation, a Tech affiliate in the medical device space, and I3L, a health information technology innovation hub.

Beyond Georgia, Bridges helped catalyze the development of the Soft Landings program to bring companies from overseas to the United States. He also helped to establish the I-Corps Puerto Rico program as the National Science Foundation’s first I-Corps program ever offered to teams from that community.

He also supported the expansion of technology extension programs in Chile and Colombia, built a new program in professional development around innovation and technology commercialization, and expanded Georgia Tech’s presence by helping to build startup ecosystems around the Institute’s international campuses and in Latin America.

Bridges and his EDL team have also implemented ecosystem building projects for numerous countries including Colombia, Chile, Ecuador, Peru, Panama, Costa Rica, Argentina, Guatemala, South Africa, China, Korea, and Japan.

- Péralte Paul 

By turning the compromised equipment on or off to artificially increase or decrease power demand, botnets made up of these energy-consuming devices might help an unscrupulous energy supplier or retailer (electric utility) alter prices to create a business advantage, or give a nation-state a way to remotely harm the economy of another country by causing financial damage to its electricity market. If done within the bounds of normal power demand variation, such an attack would be difficult to detect, the researchers said.

“If an attacker can slightly affect electricity market prices in their favor, it would be like knowing today what’s going to happen in tomorrow’s stock market,” said Tohid Shekari, a graduate research assistant in the School of Electrical and Computer Engineering at the Georgia Institute of Technology. “If the manipulation stays within a certain range, it would be stealthy and difficult to differentiate from a typical load forecasting error.”

Believed to be the first proposed energy market manipulation cyberattack, the operation would depend on botnets composed of thousands of appliances that could be controlled centrally by attackers who had taken over their Internet of Things (IoT) controllers. Malicious actors have already demonstrated IoT botnet attacks such as Mirai, which used a network of compromised internet-connected cameras and routers to launch attacks on key internet infrastructure.

The attack, dubbed “IoT Skimmer,” would be made possible by the deregulation of energy markets, which has created a system to efficiently supply electrical power. To meet the demand for electrical energy, utility companies must predict future demand and purchase power from the day-ahead wholesale energy market at competitive prices. If the predictions turn out to be wrong, the utilities may have to pay more or less for the energy they need to meet the demands of their customers by participating in the real-time market, which has more volatile prices in general. Creating erroneous demand data to manipulate forecasts could be profitable to the suppliers selling energy to meet the unexpected demand, or the retailers or utilities buying cheaper energy from the real-time market.

The researchers weren’t able to determine whether such an attack might have already taken place because IoT devices – beyond being insecure – also lack the kind of monitoring that would be necessary to detect such hijacking. But they used real data sets from two of the largest U.S. energy markets – New York and California – to evaluate the feasibility of their proposed attack.

“We did a lot of simulation and mathematical analysis to show that this kind of transfer could occur,” said Raheem Beyah, the Motorola Foundation Professor in the School of Electrical and Computer Engineering who is also Georgia Tech’s vice president for Interdisciplinary Research and co-founder of the company Fortiphyd Logic. “We also did a feasibility analysis of the supporting areas to show that this would be possible from various perspectives.”

The researchers assume that such botnets already exist, and that attackers could simply rent their use on the dark web. More than 20 million smart thermostats already exist in the North American market, and they are connected to at least one high-wattage device – a heating and air-conditioning system that could be controlled by attackers on an intermittent basis.

“If you consider all of the smart thermostats and internet-connected electric ovens, water heaters, and electric vehicle chargers that are already in use, there are plenty of devices to be compromised,” Shekari said. “Homeowners would likely never notice if the EV charger turns on when electricity demand is highest, or if the air conditioning cools a little more than they expected when they are not home.”

To counter the potential attack, researchers suggest both detection and prevention steps. Through integrated monitoring of the normal power use of high-wattage IoT-connected devices, unexpected peaks or valleys in power consumption triggered by an attacker could be detected. And access to data on expected energy demand – which is now made available publicly – could be restricted to those who actually need it.

The primary factor that makes this attack possible is the detailed online data sharing of electricity market information, which is usually updated every five minutes. 

“This energy demand information is really a data privacy issue, and we need to think long and hard about the balance between transparency and security,” Beyah said. “There’s always a tension there, but limiting the amount of detail could make it more difficult for attackers who want to hide their manipulations to know what the normal variations are.”

The potential attack highlights the need for considering cybersecurity threats in technology areas where they had perhaps never been possible before.  

“This is an interesting intersection between the IoT security world and energy markets,” said Beyah. “Right now, it seems that there is a large gap between the two worlds. Our point is that there are implications for combining IoT technology and high-wattage devices that can compromise markets in ways we would never have thought of before.”

The presentation, “IoT Skimmer: Energy Market Manipulation Through High-Wattage IoT Botnets,” will be presented on Wednesday, Aug. 5, at 2:30 p.m. as part of the Black Hat USA 2020 conference.

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The economy was booming. The group watching healthcare stocks also started tracking the number of cases coming from Wuhan and began noticing an upward curve. “They started getting a bit antsy,” Messner recalled. “We were very much up to speed on what we thought was going to be localized in China, but clearly, it wasn’t,” he said, thinking back to those early days.

Rapid Changes

Suddenly, the market started falling and not just in healthcare. Over the next few weeks, students following the transportation industry watched their stocks decline and students monitoring the energy sector watched oil prices take a nose-dive. In fact, all sectors plunged. According to Messner, the virus then became the number one concern as they watched it take hold of the market.

The class decided to pivot from looking at stocks in the U.S. industry sectors to monitoring industries in the Georgia economy to see how Covid-19 was impacting the state’s overall health. “There was a lot of experience being built up in watching these markets, so we thought, ‘Let’s take that experience and create a website to track Georgia industries,’" he stated. Their mission became to collect and provide real-time, ongoing data and share it with the citizens of Georgia.

‘Understanding Exactly What Has Happened’

With the support of students in the Financial Services Innovation Lab within Scheller and sponsorship by the Speedwell Foundation, the website took form. It now contains data from 11 industry sectors including health care, employment, public companies, real estate, sales tax, transportation, air travel, hotels, and municipal bonds. The ability to show each segment’s health at a glance makes it one of a kind.

For example, data from the healthcare industry is collected weekly, and sometimes daily from the Georgia Department of Public Health and the Covid Tracking Project. At a single glance, viewers can see graphs on the number of tests, deaths, and hospitalizations, along with maps of Georgia showing where the outbreaks are occurring by county. The page also breaks down the number of cases by age, ethnicity, and race.

Sidney Lofton, an undergraduate student at Scheller, is covering the real estate market. “I think the first thing this project will do is open everyone’s eyes to the impact this pandemic has had on the Georgia economy. Everyone knows it’s been a tough few months for the entire country and the world but seeing the numbers and graphs will help people understand what exactly has happened,” she said. For instance, her findings show that the commercial real estate market is being impacted more significantly than the residential market - data that is useful in real estate planning.

Because the project is ongoing, Lofton and fellow students continue to gather data even though the semester is over. Dr. Sudheer Chava, Alton M. Costley Chair, professor of Finance, and director of the Quantitative and Computational Finance (QCF) Program, oversees the Financial Services Innovation Lab and sees an additional value to their work. “The students are getting the real-world experience they can add to their CV,” he noted.

In fact, some students in Messner’s class were preparing for their summer internships when the pandemic hit and lost these opportunities. The Speedwell Foundation, a gift from Messner and his wife, is providing additional support to the students as well as the project. “We’ve supported professorships in Civil Engineering and the Georgia Tech Promise campaign so it’s just a logical extension of what we’ve done. We’ve always thought that the investment in Georgia Tech gives us a high return because you’re graduating very smart, capable kids who are contributors to society,” he said.

‘The More People Involved, the More Capable We Are of Providing Data’

The project is also expanding to include students from other schools within the Tech ecosystem. “There’s undergraduate students, master’s students, and PhDs from Scheller as well as from the School of Civil and Environmental Engineering and City and Regional Planning. The more people involved and the more collaboration there is, the more capable we are of providing data that is important and useful to the Georgia community,” said Chava.

Rachael Panik, PhD student in the School of Civil and Environmental Engineering heard about the project from her advisor, Dr. Kari Watkins, Frederick Law Olmsted associate professor. “People are changing the way they travel not only because of the economy but also for public health reasons. While it’s not clear what this will mean for the future, it’s important to track these trends now so that we can continue to learn about the relationship between travel and the economy,” she said.

‘It’s Not Just About Data Analysis, But Doing Something Purposeful’

The project will continue under Chava’s supervision and the students will be adding surveys and interviews with representatives from organizations such as the Georgia Restaurant Association and the Georgia Department of Transportation. They’ve already started a podcast series which is available on the site. “We want to bring in the human element,” Chava said.

He and Messner also plan to continue the project after the pandemic is contained with the possibility of adding more industries and statistics over time and foresees the project having far-reaching effects not just in learning about how industries will be affected in the long term, but in what students gain at a personal level. “One thing I like is drawing Georgia Tech students into a meaningful exercise that helps society. It’s not just about data analysis but doing something purposeful and meaningful that will have an impact on society."

Singhal, who studies operations strategy and supply chain management at the Georgia Institute of Technology, has a few ideas on how to ease the transition to the new reality. But this pandemic makes it hard to predict what that reality will be.

“We know pandemics can disrupt supply chains, because we’ve had the SARS experience, but this is something very different,” said Singhal, the Charles W. Brady Chair Professor of Operations Management at the Scheller College of Business, recalling the SARS viral pandemic of 2002 to 2003. But that event did not have nearly the deadly, worldwide reach of COVID-19. 

“There is really nothing to compare this pandemic to,” he said. “And predicting or estimating stock prices is simply impossible, unlike supply chain disruptions caused by a company’s own fault, or a natural disaster, like the earthquake in Japan.”

For more coverage of Georgia Tech’s response to the coronavirus pandemic, please visit our Responding to COVID-19 page.

The earthquake that shook northeastern Japan in March 2011 unleashed a devastating and deadly tsunami that caused a meltdown at a nuclear power plant, and also rocked the world economy. It was called the most significant disruption ever of global supply chains. Singhal co-authored a study on the aftereffects, “Stock Market Reaction to Supply Chain Disruptions from the 2011 Great East Japan Earthquake,” published online in August 2019 in the journal Manufacturing & Service Operations Management.

But COVID-19 represents a new kind of mystery when it comes to something as complex and critical to the world’s economy as the global supply chain, for a number of reasons that Singhal highlighted: 

• The global spread of the virus and duration of the pandemic. “We have no idea when it will be under control and whether it will resurface,” Singhal said. “With a natural disaster you can kind of predict that if we put in some effort, within a few months we can get back to normal. But here there is a lot of uncertainty.”
• Both the demand and supply side of the global supply chain are disrupted. “We’re not only seeing a lot of factories shutting down, which affects the supply side, but there are restrictions on demand, too, because you can’t just go out and shop like you used to, at least for the time being,” he said. “And all this is taking place in an environment where supply chains are fairly complex – intricate, interconnected, interdependent, and global.”
• Longer lead times. “We get close to a trillion dollars of products annually from Asian countries, about $500 billion from China,” Singhal said. “Most are shipped by sea which requires a four-to-six-week lead time. The fact that logistics and distribution has been disrupted and needs to ramp up again will increase lead time. So, it will take time to fill up the pipeline, and that is going to be an issue.”
• Supply chains have little slack, and little spare inventory. While manufacturing giants such as Apple, Boeing, and General Motors have more financial slack to carry them through a massive economic belt tightening, their suppliers, spread out across the globe, come in different sizes, different tiers, “and these smaller companies don’t have much financial slack,” said Singhal, pointing to a report of small and medium sized companies in China, “which have less than three months of cash. They’ve already been shut down for two months, and cash tends to go away quickly.

“Many of these companies may go bankrupt,” he added. “So we need to figure out how to reduce the number of bankruptcies. Government is going to play an important role in this, and the stimulus package the U.S. has approved will be helpful.”

Trying to get a handle on how stock markets are responding to all that has happened is like trying to take aim at a moving target during a stiff wind. Volatility has increased significantly since February 13, when the Dow Jones index reached an all-time high of about 29,500. 

“That’s because we did not expect the pandemic to spread and disruptions initially were low because of pipeline inventory,” Singhal said, noting that since then the Index dropped sharply, to 18,500 on March 23 (a decline of nearly 38 percent), it picked up and was back to 22,000 by March 30. “The same is true of other stock markets. The Chinese stock market was down 13 percent, but they seem to have the pandemic under control.”

While COVID-19 is making it difficult to predict what the market will look like, Singhal has some ideas of which industries will be most affected.

“Travel, tourism, entertainment, restaurants – businesses that rely on people going out—will take a long time to recover, in terms of profitability and stock price, even once the pandemic is contained,” he said. “People are going to be hesitant to travel after all this. Tourism will take a hit.”

Essentials like groceries are surging as people stock up in reaction to being shut in, but this isn’t a long-term trend. Singhal doesn’t expect this trend to continue as shopping habits and store shelves eventually normalize. 

Companies that sell basics, with a strong online presence, will do well, “but industries like automobiles and electronics, which have global supply chains and have a hard time replacing specialized, high-tech components will be affected,” said Singhal, who also has suggestions on the most important issues to address and how to help speed up the recovery and bring supply chains back to normal (or whatever normal looks like after this):

• The ability to bring capacity online, especially for small and medium-sized companies. “Facilities and equipment may need some time to restart,” he said. “Staffing is a big issue. How quickly can you get people back to work? Also, can you get the raw materials and build up the inventory to support production? That may be tough when pent up demand is being released and everybody is competing for limited supplies.”
• Distribution. Lead times already are long, he notes, and a sudden increase in demand for logistics and distribution services as everybody ramps up again could extend lead times.
• Prevent bankruptcies. Government programs need to be established (like the U.S. stimulus package) to keep small- and medium-sized firms in business. This concern extends to second- and third-tier suppliers, and large firms like Apple or Boeing or GM, should do the same for their most critical suppliers.
• Build slack. “Preserve cash, get new lines of credit or draw down lines of credit, maybe cut dividends or stock repurchases,” Singhal said. “And build inventories of critical components.”

Singhal also stresses the need for transparency, up and down the supply chain: “What that means is, companies need to have a good understanding of what is happening to their customers and suppliers, but not just their immediate, first tier customers and suppliers, but also their customers and suppliers, and so on up and down the line.” 

It will be very important going forward for the next several months to monitor the health of the supply chain from both the customer perspective and a supplier perspective, because this is a new world, says Singhal, who adds an optimistic postscript, “It’s a crisis situation now, but I think we can put it back together.”
   
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Writer: Jerry Grillo

The 66-member task force is comprised of four subcommittees, including one focused on economic impact. That subcommittee includes Alfie Meek, economist and director of the Enterprise Innovation Institute’s Center for Economic Development Research (CEDR) at Georgia Tech.

“The role of the Economic Impact Subcommittee is to help predict the economic effects on the state of Georgia from COVID19 and make recommendations,” Meek said. “We‘re also being asked to brainstorm policies that might be implemented to help ease the economic pain from this event.”

Meek has more than 25 years of experience in economic/fiscal impact analysis and community-based research. He leads the five-member CEDR staff, which works with its clients — economic developers, community leaders, and industry — to help them understand the opportunities and challenges in fostering local and regional economic development.

Meek is one of three economists selected to serve on the governor’s task force subcommittee. The others are Jeffrey Dorfman, the state fiscal economist who is the subcommittee chairman, and Thomas Cunningham the Metro Atlanta Chamber’s chief economist.

The full subcommittee met for the first time on March 19 in a virtual conference call.

“One clear goal is to represent the many different facets of Georgia’s economy that we think will be economically vulnerable at this time,” Meek said.

In addition to Dorfman, Cunningham, and Meek, the Economic Impact Subcommittee members include:

• Allan Adams, State Director UGA Small Business Development Center
• Nick Ayers, Managing Partner AFH Capital
• Will Bentley, Georgia Agribusiness Council
• Donna Bowman, Office of the State Treasurer
• Labor Commissioner Mark Butler
• Peter Carter, Delta Air Lines Chief Legal Officer (and Chair, Metro Chamber)
• Bill Douglas, Athens First Bank & Trust
• Georgia State Sen. Frank Ginn
• Walter Kemmsies, economic consultant to Georgia Ports Authority
• Steve McCoy, Chief Investment Officer, Office of the State Treasurer
• Richard McPhail, Chief Financial Officer, Home Depot
• Georgia House Rep. Clay Pirkle
• Joe W. Rogers, III, Waffle House
• Jessica Simmons, Department of Revenue Deputy Commissioner
• Jim Sprouse, Executive Director Georgia Hotel and Lodging Association
• Will Wade, Georgia Student Finance Commission

These executives are charged with implementing business practices that reduce a corporation’s negative impact on the environment and society while promoting initiatives that have a positive effect.

While efforts to rein in unsustainable practices may in some cases lead to cost savings or other efficiencies, it turns out that investors have mixed reactions to the appointments of CSEs.

In a study published in December in the Journal of Operations Management, researchers at the Georgia Institute of Technology and University of Massachusetts Amherst found that in some situations, CSE appointments had a positive impact on stock prices. In other cases, it was less positive.

“One of the biggest questions we had was whether the strategy of appointing CSEs is valued by investors,” said Ravi Subramanian, associate professor in Georgia Tech’s Scheller College of Business. “What we have found is that, in certain scenarios, there’s support for this strategy.”

To explore the question, the researchers identified 315 announcements of appointments of senior sustainability executives at U.S. corporations between 2000 and 2018 and subsequently narrowed that sample to 115 announcements that were not confounded by other events that could have affected stock prices. 

“On average, the hiring of CSEs has no discernable effect on stock prices,” said Vinod Singhal, Charles W. Brady Chair and professor in the Scheller College. “However, we were able to identify certain scenarios where the data showed that such appointments could have a positive impact on stock prices.”

The first was for firms that in the prior year had experienced an adverse sustainability-related incident. The second scenario was when the announcement included specific and focused job responsibilities for the hire.

“When a firm has an adverse sustainability-related incident, such as a chemical spill or an accident that results in death or significant property damage, it raises a clear question in investors’ minds about whether the company has a commitment to sustainable practices and, importantly, whether that company can be expected to have greater financial liability in the future,” said Manpreet Hora, associate professor in the Scheller College. “Hiring a CSE signals that the company is taking that responsibility more seriously.” 

For the second scenario, when a firm’s announcement of a CSE appointment has more specific details about that role’s responsibilities, the researchers said it could help alleviate concerns that the move is simply “greenwashing.”

“When firms are more specific about the role of the CSE appointee, it shows that they’ve identified a clearer path to becoming more sustainable and it also helps reduce uncertainty among investors about some of the technical and managerial complexities involved with integrating sustainability objectives within the firms’ operations,” Subramanian said.

Meanwhile, the researchers also found that in one situation – for firms in heavily fined industries – appointments of CSEs had a less positive impact on stock prices.

“We suspect that for such industries, it’s harder to convince investors that this type of appointment is going to make a real difference, even if it’s well intentioned,” Hora said.

CITATION: Priyank Arora, Manpreet Hora, Vinod Singhal, and Ravi Subramanian, “When Do Appointments of Corporate Sustainability Executives Affect Shareholder Value?” (Journal of Operations Management, Dec. 8, 2019). http://dx.doi.org/10.1002/joom.1074

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Writer: Josh Brown

In the immediate aftermath, relief agencies rush in survival supplies like water, food, medicine, and blankets. But instead of prioritizing and maintaining the relief supply chains, a transition to restoring a place’s normal supply infrastructure could help more people more quickly. That’s the first recommendation from over 125 pages of case studies and analyses, issued by an eight-member National Academies committee that included Pinar Keskinocak, a professor at the Georgia Institute of Technology and the director of its Center for Health and Humanitarian Systems.

Hurricanes can kill many victims by drowning, and in their wake, mangled homes and roads, contaminated water, and shortages of everything compound suffering. Restoring supply lines, primarily of the private sector, would accelerate recovery, according to the report, but relief efforts can unintentionally conflict with that.

“Relief supply chains inevitably compete with regular supply chains, given limited resources, such as transportation. If the focus is primarily on pushing relief supply rather than restoring infrastructure and supply chains to normalcy, we may unwittingly delay recovery and prolong the aftermath,” said Keskinocak, who is William W. George Chair and Professor in Georgia Tech’s School of Industrial and Systems Engineering.

Researchers on the ground

In 2017, in the wakes of hurricanes Harvey, Irma, and Maria, the last of which killed over 3,000 people, FEMA assigned the National Academies to make recommendations on improving relief response. Keskinocak and her colleagues traveled to the storm-damaged sites to collect information for their report.

“We spoke to stakeholders in affected areas – local governments, businesses, health systems, and more. We learned about the impact of storms on their community, what their participation was in the response process, and what went well and not so well,” Keskinocak said.

Challenges in the coordination of resource allocation, especially in logistics, have caused hindrances to recovery. This led to the report’s other major recommendations.

“Areas where hurricanes may strike need to get a good understanding of how supply chains work under normal conditions along with their vulnerabilities, or weak links, so they can be proactive in strengthening supply,” Keskinocak said.

Public-private collaboration

Disaster preparedness requires collaboration between government, relief agencies, and the private sector, all compiling and sharing this understanding together. All sectors would benefit from educational programs on supply chain dynamics and from sharing public-private partnership best practices.

“After a big storm strikes, it is typically not possible for any one entity to handle it all alone,” Keskinocak said. “Organizations such as FEMA could play the role of a convener to ensure various organizations collaborate, coordinate, and share information well ahead of time and in the aftermath.”

The report recommends increasing focus on preparedness over post-disaster response toward preparedness, as this could help alleviate situations in which FEMA marshals ample supplies but then finds that the supplies are not needed or cannot be effectively distributed to those in need.

“I have the utmost respect for what FEMA does because they have to work under the most difficult circumstances, and these conditions may put them into binds that are out of their control,” Keskinocak said. “More preparedness on the ground could help get FEMA, local governments, private sector, and non-governmental relief agencies to achieve synergies for saving lives and alleviate suffering."

Read the news release by the National Academies of Science, Engineering, and Medicine here.

Also read: Tweaking vaccine distribution could save many more lives in flu season and pandemics

Writer & Media Representative: Ben Brumfield (404-272-2780), email: ben.brumfield@comm.gatech.edu

Georgia Institute of Technology