Qualcomm joins Korea AI program to scale startup pilots - Tech in Asia
<a href="https://news.google.com/rss/articles/CBMikAFBVV95cUxPTHdmZ1A0THNaR01iX3BEUDNGNGJod3haRWVEMU5LWWZkdnd3Z2tabWIzWlJ0cjg5RmVHN2dYVjdRakVHU1hqS2tMOTRpWFFYYmtUVllySFhxejE0SU1acDFyRm1UWXZpcWR1WDZTUEVycmZrQWhwcXEtM0E2QkZiZHo2LTNqSnRhLVVaYkp3NWM?oc=5" target="_blank">Qualcomm joins Korea AI program to scale startup pilots</a> <font color="#6f6f6f">Tech in Asia</font>
Could not retrieve the full article text.
Read on GNews AI Korea →Sign in to highlight and annotate this article
Conversation starters
Daily AI Digest
Get the top 5 AI stories delivered to your inbox every morning.
More about
startupkorea
Korean hospitals outpace global peers in digital maturity: pilot study
South Korean hospitals assessed in a pilot digital maturity study scored higher in the HIMSS Digital Health Indicator than global averages, according to a joint report by the Korea Health Industry Development Institute and Healthcare Information and Management Systems Society. Last year in April, KHIDI signed a memorandum of understanding with HIMSS on the Korea Digital Health Indicator (Ko-DHI), an initiative to assess the digital maturity of Korean hospitals.
Knowledge Map
Connected Articles — Knowledge Graph
This article is connected to other articles through shared AI topics and tags.
More in Products
How analytics and AI are reshaping the boundaries of IT leadership
IT leadership is under more pressure than ever. As analytics and AI become embedded in everyday operations, expectations of CIOs are expanding, often without clear agreement on where IT leadership begins and ends. Many organizations assume that strong IT leadership will naturally extend to analytics and AI. In practice, that assumption no longer holds. The challenge is not that IT leadership has become less important, but that it is no longer sufficient on its own. To understand why, it helps to be clear about what has changed, what has not and where the boundaries of IT leadership now sit. What hasn’t changed about IT leadership At its core, IT leadership remains about the enablement and stewardship of the organization’s technology environment and capabilities. In practice, this has alway
7 tips for rationalizing your application portfolio
A strong application portfolio is an essential IT resource. Ensuring that the portfolio is ready to meet enterprise operational and financial needs is essential to long-term business success. Unfortunately, applications tend to accumulate over time, leading to bloat that creates confusion, undermines efficiency, and introduces risk to the organization . Application rationalization streamlines an existing application portfolio to improve efficiency, reduce complexity, make room for innovation, and lower the total cost of ownership (TCO) through a specific set of processes. Application rationalization is a daunting task for any CIO. Here are seven tips that can make the process faster and easier. Be methodical and make use of metadata “Application management is periodically necessary to redu
The invisible AI adding value to World2Meet
As prevalent as AI implementation is, not all organizations approach it in the same way, or to the same degree. Many are still testing the technology, with specific and limited use cases, while others have integrated it in a way that’s transformative. The latter is the case for World2Meet (W2M), the travel division of global tourism company Iberostar Group, and a finalist in the Best AI and Intelligent Automation Project category at last year’s CIO 100 Awards for its Intelligent Process Automation (IPA) initiative. Seeing is believing W2M CIO Joan Barceló says IPA is essentially the invisible AI that’s truly delivering value. Launched in 2023 with the goal to explore everything that could be automated and equipped to gain efficiency and productivity, IPA began to deliver results in 2025.
The end of the org chart: Leadership in an agentic enterprise
Most security initiatives fail before the first line of code is written. Not because the technology is wrong, but because the problem was framed poorly from the start. Leaders often move fast toward familiar answers, then wonder why progress stalls. Last year, a global cybersecurity technology company brought me in to help run a Privileged Access Management proof of concept. On paper, it made sense. PAM was proven, defensible and easy to justify to cybersecurity leaders. The intent was legitimate and the urgency was real. Once we looked closer, the real issue became obvious. Centralizing PAM had no internal support. Stakeholders were wary, resisted heavy controls and were unconvinced it would help them do their jobs. Pushing forward would have burned credibility and months of effort. So we
Discussion
Sign in to join the discussion
No comments yet — be the first to share your thoughts!