Join our daily and weekly newsletters for the latest updates and exclusive content on industry-leading AI coverage. Learn More Everyone is talking about AI agents. But so far, a lot of that has just been, well, talk.  That is set to change in 2025, according to Salesforce — AI agents are finally getting real. According to a new survey from its integration and automation software company Mulesoft, 93% of enterprise IT leaders have implemented or planned to implement AI agents in the next two years.  Still, enterprises continue to struggle with delivery times — for instance, 29% missed their delivery goals in 2024 — and 80% say data integration is one of their biggest challenges when using AI.  “Integration challenges hinder companies from fully realizing the technology’s potential to create a limitless digital workforce,” Andrew Comstock, SVP and GM of MuleSoft, told VentureBeat. “Integration is incredibly foundational to making AI agents work because AI agent outputs depend on connected data that enables a comprehensive understanding of the context and nuances within user queries.” Enterprises still struggle, but are seeing AI take shape Salesforce’s 10th annual MuleSoft Connectivity Benchmark Report surveyed 1,050 enterprise IT leaders. One of the key findings was that organizations today use 897 apps on average. Further, the number of AI models organizations use has doubled (from nine in 2024 to 18 this year), and organizations using agents have roughly 22 AI models deployed, significantly more than those not yet using agents (15).  However, only about 29% of those apps are connected, and the majority of respondents (95%) say they struggle to integrate data across systems.  Comstock explained that such integration issues impact agent accuracy and usefulness; they need to gather structured and unstructured data from diverse sources, including enterprise resource planning (ERP), customer relationship management (CRM) and human capital management (HCM) platforms, as well as emails, PDFs, Slack and other systems to make decisions and take action.  IT leaders do see great value in application programming interfaces (APIs) — which allow different apps to talk to each other — saying they are beneficial when it comes to improving IT infrastructure, sharing data across teams and integrating disparate systems.  With correct integration and APIs, agents “can interact directly with their existing systems, automations and other agents across the enterprise, so that they don’t have to refit everything for the AI world,” said Comstock.  The survey also found that IT leaders are expecting an 18% increase in projects this year, and will spend an average of $16.9 million on IT staff in 2024, more than double the average in 2023. Yet nearly 40% of IT teams’ time is still spent on designing, building and testing new integrations between systems and data.  “That’s an incredibly high percentage to spend on cumbersome work,” Comstock pointed out. “Every IT [team] has more work to do than resources available, leading to backlogs, delays and inefficiencies. Agents, we believe, can close the IT delivery gap.” Indeed, the vast majority of IT leaders polled (93%) say that AI will increase the productivity of their developers over the next three years.  “A digital labor workforce can act autonomously in a business to successfully carry out both simple and complex tasks, enabling increased productivity and efficiency,” said Comstock. He noted that enterprises will eventually move beyond simple AI agents to “super agents,” which don’t just respond to a single command, but pursue a goal and perform complex human tasks.  Bottom line: Enterprise leaders are already seeing — and experiencing — AI at work. As evidenced as recently as this week, “DeepSeek has changed the baseline of what we think we can do,” said Comstock.  “We’re seeing more readiness to talk about the things that AI is going to do, more than just sort of behind the scenes,” he said. “What we’re seeing from these benchmark studies is that IT leaders are ready for that conversation.” How PenFed Credit Union and Adecco are using AI agents PenFed Credit Union is one Salesforce customer already seeing the benefit of AI agents. In less than eight weeks, the country’s third-largest federal credit union set up two new support channels — live agent chat and chatbots built on Agentforce — with just one engineer.  The company is using Mulesoft to gather data into one unified platform. This gives service agents a 360-degree view of member data, Comstock explained, allowing them to provide better and faster support with live chat and self-service support options. Branch representatives can also handle multiple types of customer requests in a single window.  As a result, PenFed now resolves 20% of cases on first contact with AI-powered chatbots, increasing chat and chatbot activity by 223% in the past year. Coincidentally or not, the credit union has also increased membership by 31%. “Members get channels of choice when they need help,” Comstock explained. “They’re enjoying short wait times because they’re not repeating the same information when they talk to service representatives, because the information is being connected together more effectively.” Leading talent company Adecco, meanwhile, is using Agentforce, MuleSoft and Salesforce Data Cloud to centralize more than 40 disparate systems. The company processes 300 million applications a year and places 1 million people daily. However, with its traditional tooling, its recruiters can only respond to a fraction of the applications it receives, unintentionally ghosting a significant number of candidates.  To address this problem, Agentforce will autonomously and automatically sift through resumes and pull together shortlists of candidates based on preset criteria such as skills, experience or location. After passing that list off to human recruiters, the model will then notify candidates who weren’t a good fit and suggest alternative roles. The goal: to eventually respond to 100% of applicants, Comstock explained.  Similarly, Agentforce will help with job postings, identifying the most effective job boards and platforms based on past success rates and regional needs. This will remove the need for recruiters to manually publish listings.  “It’s about ‘How effective can we make our employees and free them

Over the past couple of years, geopolitical tensions have been rising in various parts of the world. In the best case, the Trump administration may help deescalate tensions and violence. Alternatively, the US could find itself in a war that isn’t limited to foreign soil. As a result, CIOs, CTOs, and CISOs need to be prepared.  “Political instability causes risks to global supply chains, data security and operational resilience,” says Steve Tcherchian, CISO and chief product officer at security solution provider  XYPRO. “Just in the past year, we’ve seen disruptions in logistics, fluctuating regulatory environments, and cyber threats escalating due to geopolitical tensions. This creates blind spots in business continuity planning, especially for organizations reliant on international vendors, partners or regional operations.”  For example, ensuring data compliance in multiple jurisdictions becomes exponentially more complex during politically volatile times.   “My biggest concerns are supply chain vulnerabilities, cybersecurity threats from state sponsored threat actors targeting critical infrastructure, and navigating changes in trade restrictions, compliance, tariffs and more,” says Tcherchian. “These are headaches to manage in normal times, let alone during geopolitical tensions.”  Related:Tidal Wave of Trump Policy Changes Comes for the Tech Space His advice is to be proactive. Understand the scope of assets, data and infrastructure and build operations that can adapt to unpredictable conditions. This includes having alternate suppliers, transport routes and workforce contingencies.  “The intersection of cyber and political risks throws cybersecurity in the forefront. Don’t take cyber resilience lightly,” says Tcherchian. “Implement a zero-trust security strategy, deploy real time threat detection, maintain compliance with global security frameworks, [and] educate your teams.”  Change Management and Monte Carlo Simulations Are Wise  Bob Hutchins, an organizational psychologist and author of Our Digital Soul: Collective Anxiety, Media Trauma, and Path Toward Recovery, says geopolitical instability is a challenge that many of his clients face.  “[P]olitical instability has created significant unpredictability in supply chains, workforce stability and market access,” says Hutchins. “I’ve seen businesses freeze expansion plans, lose key talent due to geopolitical unrest and grapple with regulatory shifts that feel like moving targets. These disruptions don’t just slow growth — they can create a pervasive sense of unease that trickles down to employees, further compounding challenges.”  Related:What’s New (And Worrisome) in Quantum Security? For example, one international company recently had to reconfigure its entire supply chain after new tariffs disrupted its primary import route. The ripple effect included increased costs, delayed production, and strained relationships with long-time partners.  “My biggest concern is the emotional toll instability takes on leadership teams and employees. Anxiety about the future can lead to decision paralysis or reactive strategies that lack long-term foresight,” says Hutchins. “This heightened tension can erode trust within organizations, making it harder to maintain cohesion during already difficult times. Another concern I’ve seen is the rise of ‘decision fatigue’ among leaders. Navigating constant upheaval drains energy and focus, which can lead to poor choices or a lack of innovation.”  Shock resulting from the unexpected can cause organizational leaders to scramble and make snap decisions that may make sense in the short-term, but backfire in the long-term, like the way the pandemic impacted organizations.  “One of the most effective strategies I’ve seen is fostering adaptability. Businesses that treat change as a constant and prepare for multiple scenarios tend to fare better,” says Hutchins.  Related:Data Thefts: Indecent Exposure to Risk To help his clients prepare, Hutchins prioritizes scenario planning to think through the “what if” scenarios so leaders can anticipate and mitigate risks. He also underscores the need for clear, honest communication with employees about the challenges the organization is facing and having a plan in place helps build trust. Finally, he recommends investing in mental health so employees and leaders can manage stress and perform better, even under pressure.  “Start by focusing on what you can control. While you can’t obviously stabilize geopolitics, you can create stability within your organization by being transparent, flexible, and supportive,” says Hutchins. “Be proactive in scenario planning and ensure you have redundancies in place for critical operations. Leaders who listen and adapt based on their team’s feedback are better equipped to make thoughtful, forward-thinking decisions.”  XYPRO’s Tcherchian also stresses the need for extreme agility.  “Constant political instability may be our new reality,” says Tcherchian. “Foster a culture of resilience within your company, partners and vendors. Be agile and adaptable. Don’t treat instability as an obstacle, rather as an opportunity to build a more adaptive, innovative and resilient organization.”  source

Generative AI is like a moonshot for CIOs: a technology with known flaws yet with the potential to redefine industries and unlock human potential, if today’s leaders meet the challenge. source

TL;DR: Tap into a powerful world of AI with more than 82% off the 1min.AI platform now at $39.99. Businesses these days are scrambling to see how AI can help them innovate and grow. While AI hasn’t exactly entered into the mainstream without some ethical and moral questions, companies are nonetheless moving fast towards finding ways to incorporate expensive AI models into their business. If you’re running a smaller business, you may not feel like adopting OpenAI is for you, but that doesn’t mean you can’t leverage the power of AI. In fact, you can get a lifetime subscription to the 1min.AI platform for just $39.99 at TechRepublic Academy. About 1min.AI 1min.AI leverages some of the world’s most powerful existing AI models, including OpenAI (which powers ChatGPT), Meta, Midjourney, Google AI, and more. The intuitive platform makes it easy to pursue a range of AI tasks. You can create SEO-optimized content quickly, perform keyword research, write ad copy for a variety of mediums, and much more with just a few prompts. You can generate images for your marketing campaigns and edit them to fit your brand. You can use the audio and video editor to seamlessly transcribe and process files to ensure clarity. Plus, you can even use AI tools to work more effectively with PDFs, summarizing the content, translating the text within, and answering questions about the information within the PDF. It’s an all-in-one tool that will help you save time and increase your productivity without breaking the bank. Take a step into the AI revolution at a reasonable price. Get a lifetime subscription to the 1min.AI platform for 82% off $234 at just $39.99. Prices and availability subject to change. source

Embracing The Future Of Work With Knowledge Knowledge management is changing before our eyes. The past decade has seen little advancement in knowledge management (KM) solutions, practices, or standards, leaving organizations to repeatedly relaunch, hoping to gain better insights and decision-making. With the introduction of generative and conversational AI, knowledge management is returning. The Forrester Wave™ Knowledge Management Solutions, Q4 2024, highlights the critical role of knowledge management in driving business success and adaptability. Effective management of knowledge assets is essential for maintaining an edge in innovation and responsiveness. Specifically, knowledge management solutions play a pivotal role by enabling businesses to capture, store, and share internal know-how. With the right practice and supporting solutions, organizations can foster innovation and adaptability and ensure that their workforce remains agile and well informed. This approach underscores KM’s critical function in sustaining competitive advantage and cultivating a culture of ongoing improvement. Key Trends From The 2024 Knowledge Management Solutions Evaluation Generative AI Impact Has Begun In Earnest AI capabilities redefine KM solutions, offering more intelligent ways to categorize, search, and personalize user content. The leading solutions in 2024 have deeply integrated AI to automate knowledge discovery and distribution, making it easier for employees to find relevant information when needed. Customers are still leery of full adoption, and many are using these new capabilities in nonproduction environments until they are certain of the results. Enterprisewide Adoption Is Crucial KM solutions are increasingly designed to support cross-team collaboration and organizationwide knowledge sharing. Solutions that only serve a single persona may limit future adoption, highlighting the need for enterprisewide support. Experience Matters The best KM solutions in 2024 prioritize user experience with intuitive interfaces and seamless integration into daily workflows. As user adoption is critical to the success of any KM initiative, solutions that offer an engaging and frictionless experience stand out from the crowd. Intuitive interfaces, gamification, and seamless integration into existing workflows drive user engagement and adoption. Vendors are increasingly adopting a customer-centric approach, gathering feedback and insights to develop new features and enhancements that are relevant and practical for end users. Security And Compliance With the increasing volume of sensitive information being managed, security and compliance features are paramount. The leading solutions offer robust security measures, data encryption, and compliance with global regulations to ensure that knowledge assets are protected. Work Yet To Be Done With Knowledge Management Solutions While the vendors enhance and improve KM solutions’ capabilities, success largely depends on how organizations use these solutions. When speaking to referenced customers, these critical success factors stand out as key to field-level success. Cultural Change Needs To Be A Top Priority Adopting KM solutions, especially those incorporating AI, necessitates significant cultural changes within organizations. Traditional work methods are transformed by automating repetitive tasks and generating new knowledge solutions, which requires organizations to prepare their culture for these changes. Enhanced Metrics And Analytics Are Needed There is a growing emphasis on developing and utilizing advanced metrics and analytics to measure the success and value of KM solutions. Organizations are encouraged to baseline metrics before adoption and create meaningful dashboards to track progress and impact. Additionally, organizations should focus on evolving KM solution metrics and analytics to measure success and value creation effectively. The Forrester Wave evaluation on knowledge management solutions for Q4 2024 paints a promising picture for the future of knowledge work. By leveraging KM solutions, organizations can enhance their knowledge management practices, empower their workforce, and maintain a competitive edge in the information age. Click here for the full report: The Forrester Wave™: Knowledge Management Solutions, Q4 2024. Let’s Connect Have questions? That’s fantastic. Let’s connect and continue the conversation! Please reach out to me through social media or request a guidance session. Follow my blogs and research at Forrester.com. source

Planning AI projects at the edge — when is it appropriate to make the move and what steps need to be taken to ensure deployments are successful? source

The General Services Administration has tapped Russell McGranahan, the former general counsel of Focus Financial Partners who held legal roles at BlackRock and in private practice for almost 30 years, as its next general counsel, according to a Friday announcement. source

We need to talk about Texas Attorney General Ken Paxton. The Texas Data Privacy and Security Act partially went into effect July 1 and went into full effect on January 1, 2025. Ahead of the law, the attorney general announced a “data privacy and security initiative,” essentially teasing all the enforcement actions his office would take. Since then, his office has filed numerous privacy-related lawsuits and investigations, going after companies that: Collect, use, and sell data without consent. The Texas AG sued Allstate and its subsidiary Arity for capturing consumers’ location data and using it to feed a “driving behavior database,” which other insurance companies could use to adjust rates and premiums. In March, The New York Times reported that car companies collect driving data, often without consent, and resell it to insurance companies. Texas was the first state to take legal action, suing GM in August. Share sensitive data inappropriately. SiriusXM, MyRadar, Miles, and Tapestri were all caught in the AG’s crosshairs for sharing sensitive data without proper consent and/or disclosure. All four companies collected users’ precise location data; SiriusXM allegedly collected vehicle data, as well. The state court is also hearing a case against Google that claims the company collected Texans’ biometrics data without consent; Meta already settled a similar suit for $1.4 billion. (These biometrics lawsuits were filed in 2022, before the state law.) Fail to adequately protect children’s data. Similar to federal regulators, Texas has also been very busy enforcing children’s privacy protections. The AG sued TikTok and launched investigations into Character.AI, Instagram, Reddit, Discord, and others, all centered on whether they protected minors’ data to the extent required by the law and met parental control and consent requirements. The State Regulatory Patchwork Is Painful, But You Can’t Ignore It The Texas law is one of 13 state privacy laws already in effect, with six more going into effect over the next year. The attorney general’s running list of lawsuits and investigations provides important caveats for companies: Don’t put all your eggs in the federal administration’s basket. Many companies and consumers are expecting a significantly different regulatory landscape with the Trump administration. While the future of the Consumer Financial Protection Bureau and other key agencies is unknown, Texas reminds us that states can still wield their own power, separate from the federal tides. Keep an eye on state enforcement. California has gotten the most attention for having the most stringent state privacy law, and it has the benefit of being a first mover. But as Texas’ flurry of activity shows, other state laws could be a bigger focal point. Even if their requirements are weaker, more active or more stringent enforcement could call for more compliance resources. Stay on the right side of consumers’ expectations. In some cases, the first mover to take legal action for a privacy breach isn’t regulators but consumers themselves. They’ve stepped in to sue Google for its misleading Incognito mode disclosures, LinkedIn for using their data to train AI models without proper consent, and Patagonia and The Home Depot for disclosing consumer data to third parties. Consumers are increasingly aware of the extent to which their data is shared, and they are paying more attention to privacy policies and disclosures. When making decisions about data collection and disclosure, factor in not just what’s legally allowed but also what consumers will realistically be comfortable with. If you’re a Forrester client and need guidance on consumer privacy attitudes and data strategy decisions, set up a guidance session, and be sure to check out The Forrester Take for ongoing privacy developments in the B2C marketing space. Happy Data Privacy Day! source

Research from Google and Accenture suggests that an increasing number of Australians and businesses are using artificial intelligence, which may not come as a surprise. However, there is a significant disparity in the number of employees who feel equipped to use AI, and what C-suite executives perceive that number to be. Google polled 1,000 Australians and found that 49% used generative AI in the last year, up from 38% in 2023. This rise is accompanied by a new level of optimism. The proportion of people who believe AI will benefit them increased by 6%, and the percentage who think it will change work for the better within five years rose by 7%. Accenture surveyed 790 C-suite executives and 687 non-C-suite level employees across five Asia Pacific countries, including Australia, for its Pulse of Change report. A whopping 87% of the leaders said they planned to boost their AI investment in 2025, and 91% believe their employees are able to use the technology efficiently. Employees feel differently, though: Only 70% feel prepared to make  the most of AI at work. Furthermore, just 30% of them claim to understand the potential value of GenAI “to a great extent,” compared to 55% of APAC C-suite leaders. While 70% of workers feel they have received adequate AI training, 91% of C-suite leaders believe their employees are set up to use it. This suggests the AI training being provided may not meet employees’ specific needs. SEE: Australian IT Skills Shortage and Self-Upskilling The Accenture research also looked at employees’ concerns around AI, which may shine light on the areas where training should be focused. Non-users of AI at work cite concerns about inaccuracies (27%), lack of resources (26%), and integration struggles (22%). AI skilling has been identified as a key gap in Australia, with many employees consistently saying their organisations talk about AI tools but do not invest in the people using them. The country needs 312,000 additional tech workers by 2030 to meet demand, or more than 60,000 new entrants annually in the tech workforce. In December, Australia announced plans to develop a national AI strategy to strengthen its AI capabilities and attract investment, aiming to unlock the $600 billion of productivity potential of these technologies. Microsoft also committed to equipping one million people across Australia and New Zealand with essential AI skills by 2026. Matt Coates, technology lead for Accenture in Australia and New Zealand, said in a press release: “Too many organisations view generative AI solely as a technological solution, rather than as a driving force to rethink talent strategies. “While investments in AI continue to grow, many still face significant challenges in understanding, training, and implementation.” More Australia coverage AI skills gap should be addressed to prepare for continuous change Both reports suggest that Australian businesses are aware that changes related to AI adoption are ongoing. Google’s survey found that 54% of workers hope that automation will free them up to focus on more rewarding work, but 46% think that it will put pressure on them to do more with fewer resources. Over time, Australians are getting more optimistic, confirming that certain aspects of AI doomerism were overblown. For instance, the portion of Google respondents who think that jobs and industries will change for the better within the next five years thanks to AI increased by 7% in a year. Fewer Australians now think their roles will be absorbed by AI, with the percentage dropping from 20% in 2023 to 12% in 2024. “It’s incredible to see Australia move beyond experimentation to action, harnessing AI to create real-world benefits — and it’s exciting to think about the potential benefits to our economy,” said Mel Silva, managing director of Google Australia and New Zealand, in a blog post. SEE: 5 Generative AI Trends to Watch in 2025 The Accenture respondents also predict industry disruption, with 79% of employees believing their roles will be impacted by AI. “Only a third of executives have a clear vision for how generative AI will impact their workforce,” Coates said. “This emphasises the importance of a strategic approach that harmonizes technology and human talent to fully realise the power of reinvention that gen AI provides.” source

There are a handful of challenges that many developers like to tackle as something of a rite of passage to prove their coding worth. One is creating a compiler. That fundamental building block of many programming languages ​​​​translates the more human-understandable code into something a computer understands. Another and far more ambitious challenge is building an operating system. The scope is almost limitless. You could create a Linux distribution, which often requires less coding, but more assembling of pre-existing packages and dependencies. You could create a command line operating system that works on limited hardware or on a low-level machine. Or you can create an all-singing, all-dancing graphical operating system in an attempt to take on the Windows, macOS, and Linux oligopoly. Finally, there’s a browser. On the surface, this doesn’t seem as difficult as an operating system, but think of how complex websites have become and the thousands of things a browser needs to handle. Like creating a Linux distribution, you could take an open-source rendering engine, the part that converts the code behind web pages to what you see and interact with, and add an interface. This is the approach many browsers take. Alternatively, you could create everything from scratch and challenge the Chromium (Google Chrome, Edge, Brave, and more) and WebKit (Safari and others) duopoly. A battle that even the venerable Firefox is slowly losing. The 💜 of EU tech The latest rumblings from the EU tech scene, a story from our wise ol’ founder Boris, and some questionable AI art. It’s free, every week, in your inbox. Sign up now! Or you could do all three. Andreas Kling is one of the people trying to do that. Kling rose to broader public attention around 2018, when he started working on SerenityOS, a retro-inspired operating system built completely from scratch as something of a project to help Kling get through a drug recovery program. “I tried to figure out what to do after rehab, which was like six hours a day, every day,” the Swedish programmer recalls. “And when that ended, what was I supposed to do? I now had these full empty days with nothing to do and all this energy. And I just needed something to do. So, I just started programming, which is what I always do. And I started building an operating system because I thought that would be fun.” From Serenity to the Ladybird SerenityOS found success for two main reasons: it was a perfect project for experienced hackers and it gained attention thanks to Kling’s regular coding live streams where he worked on the OS. The SerenityOS codebase is a monorepo, meaning that contributors can find the code for all functionality in one place. This means they could start with an interest in working on the text editor but gain experience by also digging into and becoming involved with the code that interacts with the host hardware. One of the most popular components of SerenityOS was the Ladybird browser. More on that later. Over time, Kling’s live streams attracted thousands who would watch him code and struggle to solve problems in the Serenity codebase. This helped viewers learn, and helped Kling overcome shyness and emerge from a reclusive lifestyle to become accountable to an increasingly large group of people. At one point, nearly the same number of contributors were involved with Ladybird as Serenity. This situation created challenges for the different contributor groups and led Kling to realise that the web could do with a new browser and browser engine. People were eager to work on this and, more importantly, to finance its development. While Kling had received reasonable but small donations throughout the lifespan of Serenity and Ladybird, in 2023, Ladybird attracted larger donations from Shopify and Chris Wandsworth, a GitHub cofounder. “I reached out to Wandsworth and asked, ‘Hey, do you like Serenity? Do you like browsers, too?’” says Kling. “We connected over this idea of ​​building an open-source browser and trying to avoid the mistakes other open-source browsers have been making, especially regarding how they pay for stuff.” The browser drive This isn’t Kling’s first experience building browsers. For two years, he worked on building browsers for the Qt team at Nokia. Qt is a cross-platform toolkit for building native applications used in various use cases, some of which you likely use daily. In the early 2000s, Qt was pushed as an option to counter the rise of Android and iOS. Those attempts failed, but the project continues, and you can find many engineers from that era spread across European tech. The Qt browsers used WebKit, which has a long and scattered history but is now primarily the rendering engine in Apple’s Safari, which led to Kling working on Apple’s WebKit team. Working for a US company from Sweden for nearly six years took its toll, leading to the drug problem mentioned earlier and where our story about Ladybird began. So why build a new browser at all? It’s an interesting time for the browser market. There are dozens of intriguing competitors to the dominance of Google Chrome and Apple’s Safari, but they barely dent their combined market share of 85%. Even Safari accounts for only 17% of that number. Microsoft’s Edge comprises about 5%, Firefox is around 2.5%, and “all the rest” register such small percentages that you can barely make them out on charts. Despite this, 1 or 2% of 5 billion internet users are still tens of millions of people and a decent-sized business, so browsers like Brave, Arc, and DuckDuckGo, while barely registering on usage charts, are making decent progress. However, without the weight of Google’s advertising revenue (though, in the age of AI chatbots, this is less certain) or Apple’s hardware and services profits behind them, they have to find some way to fund their operations. People don’t expect to have to pay for a browser, so can they convince enough users to either subscribe (Arc) or use privacy-focused ads (Brave and DuckDuckGo)