The future of work is hybrid. In the post-pandemic world, many companies will embrace the lessons learned from more than a year of telecommuting and not fully return to the office. Instead, Wharton management professor Martine Haas says, they will adopt a hybrid model with some combination of remote and in-person work.

“It’s going to be complicated to manage, but at the same time there are benefits that are probably pretty substantial,” she says. “Ideally, you’ll get some of the benefits of traditional co-located work, and you’ll also get some of the benefits, which we now know to be more substantial than we’d realized, of remote working.”

People will recycle if they can make money doing so. In places where cash is offered for cans and bottles, metal and glass recycling has been a great success. Sadly, the incentives have been weaker for recycling plastic. As of 2015, only 9 percent of plastic waste is recycled. The rest pollutes landfills or the environment.

But now, several technologies have matured that allow people to recycle waste plastic directly by 3D-printing it into valuable products, at a fraction of their normal cost. People are using their own recycled plastic to make decorations and gifts, home and garden products, accessories and shoes, toys and games, sporting goods, and gadgets from millions of free designs. This approach is called distributed recycling and additive manufacturing, or DRAM for short.

As a professor of materials engineering at the forefront of this technology, I can explain—and offer some ideas for what you can do to take advantage of this trend.

Buildings account for about 40 percent of U.S. energy consumption, and are responsible for one-third of global carbon dioxide emissions. Making buildings more energy-efficient is not only a cost-saving measure, but also a crucial climate-change mitigation strategy. Hence the rise of “smart” buildings, which are increasingly becoming the norm around the world.

Smart buildings automate systems like heating, ventilation, and air conditioning (HVAC), lighting, electricity, and security. Automation requires sensory data, such as indoor and outdoor temperature and humidity, carbon dioxide concentration, and occupancy status. Smart buildings leverage data in a combination of technologies that can make them more energy-efficient.

Since HVAC systems account for nearly half of a building’s energy use, smart buildings use smart thermostats, which automate HVAC controls and can learn the temperature preferences of a building’s occupants.

Last month, Google forced out a prominent AI ethics researcher after she voiced frustration with the company for making her withdraw a research paper. The paper pointed out the risks of language-processing artificial intelligence, the type used in Google Search and other text analysis products.

Among the risks is the large carbon footprint of developing this kind of AI technology. By some estimates, training an AI model generates as much carbon emissions as it takes to build and drive five cars over their lifetimes.

I am a researcher who studies and develops AI models, and I am all too familiar with the skyrocketing energy and financial costs of AI research. Why have AI models become so power hungry, and how are they different from traditional data center computation?

NVision’s engineering services are helping managers of coal-fired power plants converting to natural gas to determine more quickly where to install updated instrumentation necessary to retrofit turbines to accommodate the new power source.

“By measuring the equipment via laser scanning, then creating precise 3D models of the turbine assemblies for engineers to analyze for optimal installation points, we can significantly expedite the plants’ transitions,” says Steve Kersen, president of NVision. “This can result in huge cost savings for projects that would otherwise have been budgeted for a lengthier period using less sophisticated measurement methods. In one recent project, a Southeast power plant converting to a combined-cycle gas turbine (CCGT*) system will increase wattage output by more than 30 percent and save more than $250,000 by using our services.”

The future of advanced manufacturing in the United States is being built at innovative facilities that enable experimentation in process and product development. The people and organizations at these next-generation facilities are part of a collaborative effort to remove barriers of entry and create an ecosystem to build supply chains and provide a path for the commercialization of emerging technologies.

These facilities are working on initiatives that include:
• Using advanced fiber technology to make programmable backpacks that have no wires or batteries but connect to the digital world.
• Using light instead of electronics to power cloud-based data centers, increasing the speed of transfer tenfold while drastically reducing energy use and cost.
• Extending the range of electric vehicles by reducing weight and mitigating energy loss during transfers.

This would not be possible without Manufacturing USA, a network of 16 manufacturing innovation institutes and their sponsoring federal agencies—the Departments of Commerce, Defense, and Energy. Manufacturing USA was created in 2014 to secure U.S. global leadership in advanced manufacturing by connecting people, ideas, and technology.

The Covid-19 pandemic has prompted different responses from company CEOs seeking to ensure their businesses survive. Keeping their employees safe has been the first priority, but beyond that, their task has involved understanding the situation, launching countermeasures, and trying to evolve ways of working to ensure their businesses can continue.

We spoke to the chief executives of three major companies in three very different industries. In their responses to the crisis, we found that Winston Churchill’s adage, “Never let a crisis go to waste,” was as relevant as ever, with businesses finding positives during the pandemic.

Accelerate strategy

Shipping giant A.P. Moller - Maersk embarked on an historic transformation in 2016 to become an integrated transport and logistics company—combining its shipping line, port operations, and freight forwarding businesses into a single entity. However, progress had been limited.

If you were to contact a group of recycling professionals, as one recent survey did, and ask them to list all the ways that consumer product manufacturers drive them crazy, you’d probably hear a lot about “shrink sleeves”—those full-body, shrink-to-fit plastic labels found on beer cans, yogurt containers, and any number of other items.

Because these sleeves fool the infrared sensors that are supposed to identify plastics by polymer type in recycling facilities (see  “Recycling meets reality”), it becomes difficult to sort the items correctly. And that can lead to all kinds of downstream contamination issues for the recycling facilities that are supposed to turn bales of “sorted” plastic and cans into reasonably pure materials for new products.

During the past few years, I have written more than a few blogs and papers looking at manufacturing productivity across the 50 states. I wanted to update some of these analyses to reflect more recent data, see what they tell us, and examine how states were performing when looking at the change in real manufacturing GDP since the Great Recession, but before the Covid-19 pandemic. After all, how do we know where we’re going if we don’t know where we’ve been?

The impacts of the Covid-19 pandemic will be difficult to predict or parse long term due to a number of variables, including sector, changes in demand, or likelihood the manufacturer was deemed essential during the spring 2020 closures. However, despite these variables, we can safely assume that issues existing before the pandemic will still affect manufacturers during and after the pandemic.