How To Level Up Your Creator Marketing Program

Creator marketing programs have become a cornerstone of the social media marketing strategy across industries. As such, Forrester recommends an evolved set of metrics for measurement to optimize and show overall impact on the organization. Considering that two-thirds of B2C marketing decision-makers planned to increase investment in creator/influencer programs in 2024, teams from experimental to expert status must ensure that they are activating the right levers to maximize these partnerships. Add New Layers As The Investment Grows In our recent report, Forrester introduces frameworks for marketers to assess their progress in the journey toward running an effective multidimensional program, guiding them through the building blocks necessary at each investment level to achieve it. To effectively scale your creator marketing program, we recommend that you: Increase the number and types of creators. A wide array of creators with varying areas of specialty increases reach, shows different facets of the brand, and fosters connection with many communities. Add new business objectives. More substantial creator partnership investments allow marketers to widen the breadth of their creator activations and deliver on more business objectives. Diversify content types and delivery. Creator content is no longer limited to the confines of a consumer’s feed or “for you” page. Content repurposed for new channels such as out-of-home and CTV maximizes reach beyond the organic post. Invest in the right tech, services, and headcount. To run a full-scale creator program, adopt an influencer marketing platform and expand team support, insourced and/or outsourced. Prioritize mature measurement practices. Forrester’s Creator Composite Measurement Model aids in establishing a well-rounded measurement strategy to optimize creator marketing efforts and assess impact. This will ensure vested buy-in from leaders, unlocking greater opportunity for growth and exploration. Read the full report to leverage Forrester’s frameworks and strategically grow and scale creator marketing programs at any phase of commitment, from nascence to multimillion-dollar investment. Forrester clients, schedule a guidance session with me to discuss your creator marketing strategy. source

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No retraining needed: Sakana’s new AI model changes how machines learn

Join our daily and weekly newsletters for the latest updates and exclusive content on industry-leading AI coverage. Learn More Researchers at Sakana AI, an AI research lab focusing on nature-inspired algorithms, have developed a self-adaptive language model that can learn new tasks without the need for fine-tuning. Called Transformer² (Transformer-squared), the model uses mathematical tricks to align its weights with user requests during inference.  This is the latest in a series of techniques that aim to improve the abilities of large language models (LLMs) at inference time, making them increasingly useful for everyday applications across different domains. Dynamically adjusting weights Usually, configuring LLMs for new tasks requires a costly fine-tuning process, during which the model is exposed to new examples and its parameters are adjusted. A more cost-effective approach is “low-rank adaptation” (LoRA), in which a small subset of the model’s parameters relevant to the target task is identified and modified during fine-tuning. After training and fine-tuning, the model’s parameters remain frozen, and the only way to repurpose it for new tasks is through techniques such as few-shot and many-shot learning.  In contrast to classic fine-tuning, Transformer-squared uses a two-step approach to dynamically adjust its parameters during inference. First, it analyzes the incoming request to understand the task and its requirements, then it applies task-specific adjustments to the model’s weights to optimize its performance for that specific request. “By selectively adjusting critical components of the model weights, our framework allows LLMs to dynamically adapt to new tasks in real time,” the researchers write in a blog post published on the company’s website. Transformer-squared (source: Sakana AI blog) How Sakana’s Transformer-squared works The core ability of Transformer-squared is dynamically adjusting critical components of its weights at inference.  To do this, it has to first identify the key components that can be tweaked during inference. Transformer-squared does this through singular-value decomposition (SVD), a linear algebra trick that breaks down a matrix into three other matrices that reveal its inner structure and geometry. SVD is often used to compress data or to simplify machine learning models. When applied to the LLM’s weight matrix, SVD obtains a set of components that roughly represent the model’s different abilities, such as math, language understanding or coding. In their experiments, the researchers found that these components could be tweaked to modify the model’s abilities in specific tasks. To systematically leverage these findings, they developed a process called singular value finetuning (SVF). At training time, SVF learns a set of vectors from the SVD components of the model. These vectors, called z-vectors, are compact representations of individual skills and can be used as knobs to amplify or dampen the model’s ability in specific tasks.  At inference time, Transformer-squared uses a two-pass mechanism to adapt the LLM for unseen tasks. First, it examines the prompt to determine the skills required to tackle the problem (the researchers propose three different techniques for determining the required skills). In the second stage, Transformer-squared configures the z-vectors corresponding to the request and runs the prompt through the model and the updated weights. This enables the model to provide a tailored response to each prompt. Transformer-squared training and inference (source: arXiv) Transformer-squared in action The researchers applied Transformer-squared to Llama-3 and Mistral LLMs and compared them to LoRA on various tasks, including math, coding, reasoning and visual question-answering. Transformer-squared outperforms LoRA on all benchmarks while having fewer parameters. It is also notable that, unlike Transformer-squared, LoRA models can’t adapt their weights at inference time, which makes them less flexible. Another intriguing finding is that the knowledge extracted from one model can be transferred to another. For example, the z-vectors obtained from Llama models could be applied to Mistral models. The results were not on par with creating z-vectors from scratch for the target model, and the transferability was possible because the two models had similar architectures. But it suggests the possibility of learning generalized z-vectors that can be applied to a wide range of models. Transformer-squared (SVF in the table) vs base models and LoRA (source: arXiv) “The path forward lies in building models that dynamically adapt and collaborate with other systems, combining specialized capabilities to solve complex, multi-domain problems,” the researchers write. “Self-adaptive systems like Transformer² bridge the gap between static AI and living intelligence, paving the way for efficient, personalized and fully integrated AI tools that drive progress across industries and our daily lives.” Sakana AI has released the code for training the components of Transformer-squared on GitHub. Inference-time tricks As enterprises explore different LLM applications, the past year has seen a noticeable shift toward developing inference-time techniques. Transformer-squared is one of several approaches that enable developers to customize LLMs for new tasks at inference time without the need to retrain or fine-tune them. Titans, an architecture developed by researchers at Google, tackles the problem from a different angle, giving language models the ability to learn and memorize new information at inference time. Other techniques focus on enabling frontier LLMs to leverage their increasingly long context windows to learn new tasks without retraining. With enterprises owning the data and knowledge specific to their applications, advances in inference-time customization techniques will make LLMs much more useful. source

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How to Persuade an AI-Reluctant Board to Embrace Critical Change

As an IT leader, you’re no stranger to helping executives decipher and understand groundbreaking technology. The process usually takes persistence, careful abstraction, and a stockpile of success stories to make a persuasive business case. With luck, you eventually persuade the board of the value of your next significant IT initiative. But selling the board on AI implementation is another challenge altogether.   It’s not surprising that many boards are undecided about AI. A recent Deloitte study on AI governance found that Board members rarely get involved with AI:   14% discuss AI at every meeting  25% discuss AI twice a year  16% discuss AI once a year  45% never discuss AI at all  Only 2% of respondents considered board members highly knowledgeable or experienced in AI. These circumstances present a serious hurdle as IT teams not only try to implement AI solutions but also strive to build the appropriate guardrails into the AI strategy.   Helping the board understand the power of black sky thinking can help to counteract some of their reservations about pursuing AI. Here’s what you need to know:    Black Sky Thinking Offers a New Approach to Innovation   Artificial intelligence is taking enterprises to a place where no man has gone before. Even though the market is starting to define AI norms, establish regulations, determine the technology’s shortcomings, and pinpoint when we need a human in the loop, we’re collectively flying through unfamiliar skies. As a result, IT leaders need to persuade the board of directors to embrace a more transformative way of solving problems. Enter black sky thinking.   Related:Tech Company Layoffs: The COVID Tech Bubble Bursts The black sky thinking concept emerged during the 1960s’ space race and was then popularized by Rachel Armstrong, author and futurist, at the FutureFest in London in 2014 as she described the mentality necessary for humans to thrive on the cusp of unparalleled disruption.   In a follow-up essay, she explains the difference between blue sky thinking (where we’re at now) and black sky thinking this way:   Blue sky thinking is a “way of innovating by pushing at the limits of possibility in existing practices.”   Black sky thinking is more aspirational, “producing new kinds of future that enable us to move into uncharted realms with creative confidence.”   Rather than being constrained by current paradigms, organizations’ boards and leaders need to envision the future they want and reverse engineer the steps necessary to reach the desired destination. It’s like planning for oceanic voyages or trips to the moon but at a societal level.   Related:Securing a Better Salary: Tips for IT Pros You might be saying, “That’s great, but how does it apply to convincing the board to embrace AI use cases?” Before you can unlock the power of AI, you need board members to shift from blue sky to black sky thinking and embrace aspirational, limitless potential.   Leadership Is on Board with Black Sky Thinking: Now What?  Even when they’re onboard with black sky thinking, most board members are going to focus on mitigating risk and maximizing profits for shareholders and the corporation. That’s a fine strategy if you’re trying to maintain stasis, but not if you’re attempting to break barriers and drive innovation. Your next goal is to convince the board that AI is an acceptable investment if they’re going to achieve their black sky-driven goals.   Fortunately, you can increase the success of your petition by getting two key board members on your side: the CEO and general counsel.   The CEO is often an easier sell. KPMG surveys indicate 64% of CEOs treat AI as a top investment priority. Since your goals align, the CEO can be a co-champion, providing profiles on each board member and answering these key questions:   Which specific industry AI use cases will be the most persuasive?   Related:Untangling Enterprise Reliance on Legacy Systems Will AI examples from Fortune 500s carry the most weight?   Which biases will you need to combat in your argument?   When it comes to in-house counsel, you need to demonstrate a strong command of the legal and ethical implications of what you’re proposing. General counsel and CFOs, being naturally risk-averse, require you to come prepared with your:   Recognition of potential risks  Awareness of pending legal cases  Commitment to ethical implementation   With your CEO and general counsel as AI champions, your next step is to demonstrate ROI if the board is going to approve investment in AI. Showcasing results from programs that have already yielded measurable success can reduce barriers to an AI-forward mentality. For example, in healthcare, Kaiser Permanente has demonstrated how AI can save clinicians an hour of documentation daily — a powerful use case to highlight.  Ultimately, you’ll need to show them that the risk of doing nothing at all can be just as catastrophic as taking a big gamble on emerging technology. Tailored pitches to board members, both individually and collectively, can embolden them to step out of their comfort zones. This approach encourages the embrace of unconventional — or even unknown — solutions to complex challenges. When everyone embraces black sky thinking, no horizon is completely out of reach.   source

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A New Reality for High Tech Companies: The As-a-Service Advantage

Global IT spending continues to rise, and enterprises are increasingly moving budgets to services and software away from hardware investments. This shift in spending directly influences the strategic, operational, and investment decisions of high-tech providers. To stay competitive, they must prioritize customer-centric strategies and align business goals with operations. To facilitate this, embracing as-a-service (AaS) models is vital to meet current demands and drive future growth. Yet, most providers are not equipped to adequately address the demands associated with such an enterprise change.  The AaS Opportunity  Integration of AaS offerings will be crucial for companies’ reinvention strategies and a well-executed AaS strategy benefits both tech providers and their customers. Recent Accenture research found that executives recognize the flexibility, stability and potential growth opportunities that come along with this. We found there is a shared optimism, with a measurable confidence in generative AI’s (GenAI) applications to support business transformation. In fact, 97% of executives believe that gen AI can help their companies accelerate the shift towards models that focus on annual recurring revenue (ARR) and AaS offerings and 85% think that AaS offerings will add to their revenue stream but at the expense of their current products or services.  Related:Tech Company Layoffs: The COVID Tech Bubble Bursts Worryingly, 75% agree that legacy technology hardware companies will no longer exist unless they begin acting more like software companies. That underpins the urgency for high tech companies to reinvent themselves immediately, not plan for it somewhere down the line. The benefits are twofold, for the customer this shift provides continued and superior value year over year. Additionally, providers have registered a positive impact on long-term revenue, customer retention and overall customer lifetime value.  Addressing the Roadblocks to AaS Adoption  Despite the benefits of shifting to new models, which can bridge the gap between high-tech players and their customers, our findings point to a significant confidence split among respondents. Only 50% of executives believe they can meet their publicly stated ARR goals. Although high-tech companies have the ideal products and services that could benefit from a cloud-hosted, subscription-based model via AaS to generate recurring revenue, many face internal challenges like grappling with legacy systems and tech debt.  While there’s positivity around the opportunity that AaS can bring, there’s also hesitation in the industry to adopt it because many executives believe AaS models might cannibalize their existing offerings. They also believe that the success of implementing these models is heavily dependent on their sales force’s readiness to adopt new ways of selling. This outlook questions the preparedness of high-tech companies to adapt to such a transformation. Related:Securing a Better Salary: Tips for IT Pros However, to maintain a competitive advantage, high-tech companies need to implement a customer-centric strategy. This is especially critical given that enterprise customers are increasingly redirecting their IT budgets to prioritize services and software, with a notable focus on software as a service (SaaS).  Embracing AaS to Navigate Customer Demand and Retention  The primary benefits of shifting to an AaS model arm high-tech providers with the ability to address modern customer expectations and overcome the limitations of traditional product lifecycles, to build lasting value-driven relationships. Here are the key customer-centric strategies that executives need to focus on to establish themselves as leaders in the AaS era:  Pivoting from transactional to relational customer engagement: With 98% of executives acknowledging that a company’s products and services define their customer relationship, products need to serve more than just one transaction in their lifecycle and should be part of an ongoing relationship with the customer base. Therefore, they should move from product-focused to subscription-based organization to create long-term revenue growth and higher customer retention.  Related:Untangling Enterprise Reliance on Legacy Systems Replacing legacy systems with modern IT: Modernizing IT infrastructure is centered around creating a strong digital core, which consists of a cloud infrastructure, data and AI. This will help companies stay ahead of competitors, expedite growth and guarantee operational security.  Shifting focus from product features to customer outcomes: Customer needs have evolved and creating a dedicated customer success function will become a critical need for high-tech companies to enable AaS adoption. Gen AI is an essential technology that can provide a more detailed customer behavior analysis and will help identify new customer needs.  Recalibrating the sales force: Although executive confidence in their sales force’s ability to shift from transaction based to outcome-based compensation is in the majority, training talent to accelerate adoption and preparing them to sell under the new model is critical to enabling AaS across the organization.  A rapidly changing digital landscape and evolving market dynamics requires high-tech companies to assume more agility. To that end, meeting their ARR goals will also require adopting an AaS model that prioritizes customer-centricity. By leveraging these strategies, which rely on gen AI integration and Total Enterprise Reinvention, providers can make a decided effort to future-proof their companies and ensure sustainable growth.  source

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Trump charges DOGE with modernizing federal technology and software

Within the renamed USDS, the order creates a temporary organization “dedicated to advancing the President’s 18-month DOGE agenda.” The US DOGE Service Temporary Organization will cease to exist on July 4, 2026. Across government, each agency head will be required to establish a “DOGE Team” consisting of four or more employees within 30 days. The teams will typically consist of a team lead, an engineer, a human resources specialist, and an attorney, and will be expected to coordinate with USDS on implementing the DOGE agenda. As for that agenda, the USDS is expected to “commence a Software Modernization Initiative to improve the quality and efficiency of government-wide software, network infrastructure, and information technology (IT) systems,” and to “promote inter-operability between agency networks and systems, ensure data integrity, and facilitate responsible data collection and synchronization.” source

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Fed. Circ. Upholds Intel PTAB Win In Qualcomm Fight

By Adam Lidgett ( January 24, 2025, 5:17 PM EST) — The Federal Circuit said Friday it won’t undo a Patent Trial and Appeal Board decision that invalidated several claims of a Qualcomm Inc. patent it had previously upheld, backing the board’s latest claim construction in favor of Intel…. Law360 is on it, so you are, too. A Law360 subscription puts you at the center of fast-moving legal issues, trends and developments so you can act with speed and confidence. Over 200 articles are published daily across more than 60 topics, industries, practice areas and jurisdictions. A Law360 subscription includes features such as Daily newsletters Expert analysis Mobile app Advanced search Judge information Real-time alerts 450K+ searchable archived articles And more! Experience Law360 today with a free 7-day trial. source

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Navigating Economic Waters: The New US Administration’s Spending Scenarios And Global Impact

In 2025, the United States holds a pivotal role in the global economy, commanding 40% of tech spend, 37% of the digital economy, and 26% of global GDP. Despite the economic policy uncertainty of the new administration, several factors stand out as likely influencers of future US economic growth: Increased spending through tariffs and tax cuts. If the new administration helps to increase consumer spending through tax cuts and the imposition of tariffs on imported goods, the Federal Reserve will need to increase interest rates to manage inflation. Higher interest rates lower inflation, strengthen the US dollar, and attract foreign capital. In this scenario, countries with more US dollar debt such as Egypt, Turkey, and Argentina would suffer. A leaner government. Plans to cut jobs to streamline government operations could slow economic growth and reduce spending on imports, which would impact the economic growth of net exporter countries to the US such as China, Mexico, Vietnam, and Germany. The importance of consumer resilience. The new administration will place a high priority on protecting incomes. In the last three years, inflation cannibalized income growth gains. Large variations of per capita personal consumption expenditure growth across states over the last three years highlight state inequality and an uneven post-pandemic economic recovery. Sector-specific changes. The new administration will likely decrease spending on the green economy, reduce the reliance on chip imports, and increase defense spending. European industries, particularly life sciences, automotive, and chemicals, should brace for the impact of the new US administration’s policies. Eleven percent of EU exports to the US is from road vehicles, and 18% is from medicinal and pharmaceutical products. Protectionist measures from higher import tariffs could compel European car manufacturers to augment their production within the US. Additionally, the pharmaceutical sector might face pressures to lower prices, and the banking sector could see increased competition amidst deregulatory measures in the US. Businesses and countries will need to prepare for these various scenarios, and resilience and adaptability will be critical factors to success. European sectors must prepare for a protectionist US car industry, more pressure to lower pharmaceutical prices, and, as the US is a net exporter of financial services, more banking competition. Driven by the US, Forrester forecasts that North America will see the highest regional tech spend growth in 2025. We just published a report on the potential impact of a new US administration and policy on tech spend. Keep an eye out for Forrester’s upcoming global, US, and European tech forecasts, 2024 to 2029, that are soon to be published. Please contact your Forrester account manager or client success manager to set up a guidance session with me to learn more. source

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5 Litigation Funding Trends To Note In 2025

By Jeffery Lula ( January 22, 2025, 4:53 PM EST) — Litigation funding continues to evolve in ways that affect lawyers and law firms.[1]… Law360 is on it, so you are, too. A Law360 subscription puts you at the center of fast-moving legal issues, trends and developments so you can act with speed and confidence. Over 200 articles are published daily across more than 60 topics, industries, practice areas and jurisdictions. A Law360 subscription includes features such as Daily newsletters Expert analysis Mobile app Advanced search Judge information Real-time alerts 450K+ searchable archived articles And more! Experience Law360 today with a free 7-day trial. source

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