Star One Public Relations: Nov 3, 2013

New York City Becoming Wearable Technologies Capital on November 7 @WearableCompCon

Building off of the momentum of past successful conferences, Golden Networking brings Wearable Computing Conference 2013 New York City (www.wearable-computing-conference.com), "Revolutionizing the Human Experience Through Next-Generation Technology", November 7.

New York City, NY, USA (November 3, 2013) -- There are thousands of reasons why New York is the capital of the world. One more is coming this November 7. New York City will become the wearable technologies capital as it gets ready to host Golden Networking's Wearable Computing Conference 2013 (http://www.wearable-computing-conference.com), "Revolutionizing the Human Experience Through Next-Generation Technology".

The future is here at Wearable Computing Conference 2013 with the production of a new generation of technologies such as Google Glass, Apple "iWatch" and Samsung Galaxy Gear, among others, that will allow users to interact with computing devices that are worn by the bearer under, with or on top of clothing. The introduction of smart watches and glasses bring upon economic, social and personal effects that will revolutionize the human experience.

The use of technology has greatly expanded out of the workplace into users' daily lives. Now the integration of human experience and wearable computing will allow users to enhance each experience. This new wave of technologies will ignite an explosion of innovation which will be the key to advancement for mankind.

Now we are at an inflexion point in the advancement of the adoption of wearable computing. To expand the market for wearable technologies, it is necessary for developers and manufacturers to lead the world to show how the usage of these technologies can revolutionize every aspect of the human experience.

Credit Suisse semiconductor analysts John Pitzer, Kulbinder Garcha, Christian Buss, and Stephen Ju offered six months ago an overview note on what they think is "the next big thing," the rise of sophisticated wearable technology, such as smart watches, and other accessories.

The authors contended that while "wearables," as they call them, are "not new," nevertheless, they are "at an inflection point in market adoption" because there is a growing installed base of smartphones, cost and performance improvements are coming in components, there is more mature software to run them, and there are new business models for them.

The wearables market is a lot bigger than investors realize, they contended, at perhaps $3 billion to $5 billion today, rising to perhaps $30 billion to $50 billion over the next three to five years.

Wearable Computing Conference 2013 is produced by Golden Networking (http://www.goldennetworking.net), the premier networking community for business and technology executives, entrepreneurs and investors:

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Panelists, speakers and sponsors are invited to contact Golden Networking by sending an email to information@goldennetworking.com.

Media Contact:

Julia Petrova

Media Relations Coordinator

Golden Networking

+1-414-FORUMS0

jpetrova@goldennetworking.net

http://www.goldennetworking.net

What Goldman Sachs, HTC, Citi, Sony and Metlife, Will Discover on November 7 @WearableCompCon

New York City, NY, USA (November 3, 2013) -- Goldman Sachs, HTC, Citi, Sony and Metlife are just a few of the hundreds of companies that will be represented at Golden Networking's Wearable Computing Conference 2013 (http://www.wearable-computing-conference.com), "Revolutionizing the Human Experience Through Next-Generation Technology".

Indeed, as reported by The Wall Street Journal, big and medium-sized companies are putting wearables to work. Companies are figuring out how to use those kinds of gadgets to improve their business. They're giving wearables to employees and customers to gather subtle data about how they move and act-and then use that information to help them do their jobs better or improve their buying experience.

For businesses, these gadgets represent a tremendous opportunity, but there is also a big risk involved. People will naturally resist real-world intrusions into their privacy, so businesses need to be very careful about asking employees and customers to strap gadgets on their heads, chests and wrists.

Early experiments with these gadgets have yielded a couple of valuable lessons. If companies push for wearable gadgets to pursue heavy-handed objectives, like ratcheting up efficiency or productivity, the move will invariably backfire and hurt morale. Instead, companies need to link up their goals with individual goals-such as using wearables to make an employee's job safer or more interesting, or giving customers a better deal.

To get a sense of what this approach looks like, consider the Hitachi Business Microscope-a gadget about the size of a company ID badge that workers wear on a lanyard around their neck.

The device is packed with sensors that monitor things like how workers move and speak, as well as environmental factors like light and temperature. So, it can track where workers travel in an office, and recognize whom they're talking to by communicating with other people's badges. It can also measure how well they're talking to them-by recording things like how often they make hand gestures and nod, and the energy level in their voice.

Workers can see how their communication habits and energy levels change depending on whom they're meeting or where-a one-hour brainstorming session with five colleagues where they energetically contributed, compared with the session where they just sat there.

The gadget's LCD screen displays real-time stats for personal feedback and benchmarking, and for implementing larger strategies to improve collaboration. According to Hitachi, one firm introduced the HBM after combining two product-design groups. Several weeks after the merger, the HBM showed little interaction between the two groups. The new manager, who came from one of the old groups, discovered that he was part of the problem, since data showed he was having little or no interaction with many new reports.

So, the new head intentionally made connections with direct reports who weren't previously part of his group. Others struck up new working relationships after they discovered there were people in the other group they could be collaborating with but weren't.