The emerging industry centers on collecting so-called “egocentric data” — first-person recordings captured through head-mounted cameras, smart glasses and motion sensors that allow AI systems to learn how humans interact with physical environments.
In Chennai, 25-year-old homemaker Nagireddy Sriramyachandra spends part of her day filming routine household chores, including food preparation, for AI data company Objectways.

She earns about 250 rupees ($3) an hour for the recordings, which are uploaded through a specialized application and used to train robotic systems.
Developers believe that exposing AI models to large volumes of human behavioral data will help robots perform real-world tasks more effectively, particularly in domestic and industrial settings where navigation and object manipulation remain significant technological challenges.

Objectways, which operates in India and the United States and works with machine-learning platform Amazon SageMaker, collects videos requested by corporate clients seeking to train robotics systems for activities such as folding clothes, preparing beverages and performing basic kitchen tasks.

The business reflects growing investor interest in humanoid robotics. Morgan Stanley has projected that more than one billion humanoid robots could be in operation worldwide by 2050, primarily in commercial and industrial applications.
Objectways Chief Executive Ravi Shankar said automation would eventually assume responsibility for some routine jobs, allowing workers to focus on more advanced activities.

The company’s operations extend beyond homes. At a textile factory in Tamil Nadu’s Karur district, workers wearing smart glasses and head-mounted cameras record manufacturing processes while carrying out routine production work.

India has increasingly positioned itself as a global center for AI data collection, annotation and processing services, leveraging its large labor force and established technology sector.

Aditi Surie, a digital labor researcher at the Indian Institute for Human Settlements in Bengaluru, said demand for data collection services linked to AI development is likely to expand as companies seek increasingly sophisticated training datasets.

The rise of such work has also intensified debate over automation’s impact on employment in a country where informal labor remains a major component of the economy.

Government policy think tank NITI Aayog has warned that discussions surrounding artificial intelligence often focus on highly skilled workers while overlooking implications for India’s estimated 490 million informal workers.

Ahead of an international AI summit hosted by India this year, the institution examined how artificial intelligence could affect a wide range of occupations, including agricultural laborers, street vendors, cobblers and sanitation workers.

Among those participating in data collection projects is Ponni, a 55-year-old flower garland maker in Bengaluru who has spent years working in the informal economy. She has also been paid to wear a recording device while carrying out her daily activities.
She expressed concern that future workers engaged in similar occupations could face growing competition from automated systems trained on human-generated data.

At an Objectways recording studio, workers repeatedly film themselves performing household tasks in fully furnished mock apartments designed to generate varied training material. Employees record dozens of short clips daily while changing positions, angles and environments to increase the diversity of datasets supplied to clients.

Rani N., a 21-year-old engineering graduate employed as an AI system trainer, said she records roughly 90 videos each day, often repeating the same activity in different locations within a room.

Elsewhere, workers arrange objects such as water bottles, crayons and office supplies while specialized depth-sensing cameras capture movement and spatial relationships.

Qanat Consulting Services, a subcontractor based in Andhra Pradesh, supplies recordings to larger AI data firms through a network of around 2,000 contributors. Some participants wear motion-tracking bands on their hands, wrists and legs to provide more detailed movement information.

Other companies are expanding beyond visual data. Bengaluru-based Humyn Labs gathers audio recordings and conversations on assigned topics to help clients train systems capable of understanding speech patterns and human interaction.

Humyn Labs founder Manish Agarwal said he expects future workplaces to combine human expertise with robotic capabilities rather than replace workers entirely.

He said advances in robotics and artificial intelligence could eventually allow workers in one country to supervise automated systems operating thousands of kilometers away, creating new forms of cross-border employment.

Journalist and author Simone Stolzoff says growing political instability, rapid technological change and declining public trust are intensifying people’s fear of uncertainty, arguing that modern society increasingly rewards the appearance of certainty even when the future remains unknowable.

In his new book, How to Not Know: The Value of Uncertainty in a World That Demands Answers, Stolzoff examines how individuals respond to unpredictability in work, relationships, politics and personal identity, and why learning to tolerate uncertainty may be essential in an era shaped by artificial intelligence, misinformation and economic disruption.

Stolzoff said the idea for the book emerged after readers of his earlier work, The Good Enough Job, repeatedly asked how they should think about their futures amid rapid technological and social change.“The most common question asked by readers was how to think about the future of their careers, given AI and all these other changing forces,” Stolzoff said.

The author describes himself as someone naturally prone to self-doubt and overthinking, tendencies he said became especially pronounced earlier in his career when he faced a decision between remaining a journalist in New York City or taking a role at a design company in San Francisco.

At the time, Stolzoff said he struggled to decide between what he saw as two diverging versions of his future identity.“I could see these two diverging paths Simone the journalist, Simone the designer and, for the life of me, I could not make up my mind,” he said.

He recalled seeking advice from nearly everyone around him, including friends, relatives and even casual acquaintances, because he believed he needed certainty before making a decision.

Looking back, Stolzoff said the problem was not uncertainty itself but his inability to tolerate it.“It was my intolerance of uncertainty that was causing so much of the angst,” he said.Stolzoff argues that the human tendency to seek certainty evolved as a survival mechanism, helping people anticipate threats and reduce risk.

However, he said modern life surrounds individuals with constant triggers that encourage anxiety about the future.“We have these brains that are wired to get out of uncertainty as quickly as possible, in a world where there are triggers all around us,” he said.

The book explores how this dynamic affects public life, including political polarisation and declining social trust. Stolzoff said people increasingly rush to fixed conclusions about others based on political identity or online narratives, reducing the possibility for dialogue or ambiguity.

“I do think that intolerance for uncertainty is at the root of so much of our political polarisation,” he said.He also linked uncertainty to what many researchers and policymakers describe as a growing loneliness epidemic, arguing that social connection often requires people to accept unpredictability in human interaction.

“You have to be willing to enter into an interaction with a stranger, not knowing how it will go,” he said.Stolzoff cited research by psychology professor Philip Tetlock, whose long-term analysis of expert forecasting found that many predictions performed little better than random chance.

He also referenced psychologist Daniel Gilbert and the concept of the “end-of-history illusion,” which describes people’s tendency to believe their current preferences and identities will remain stable over time.According to Stolzoff, individuals often underestimate their own capacity to adapt to changing circumstances.

“We discount our ability to course-correct or adapt,” he said.While some decisions merit careful consideration because they are difficult to reverse, Stolzoff argued that many everyday choices become unnecessarily stressful when approached with excessive analysis.

“There’s a huge cost if we take that highly analytical framework and apply it to decisions like what to watch on Netflix,” he said.

Instead of waiting for complete clarity before acting, Stolzoff said people should continue making decisions despite incomplete information. He compares the process to “rowing through the fog,” a metaphor that became central to the book.

“You might not be able to see very far ahead, or know exactly where you’ll end up, but you have to keep rowing,” he said.Stolzoff said he encourages people to make decisions that align with their values rather than trying to guarantee specific outcomes.

“If you act in alignment with your values, you can still stand by the choice, even if you don’t get the outcome that you desire,” he said.At the same time, he stressed that uncertainty tolerance does not mean embracing instability in every aspect of life.

The book encourages readers to identify “anchors” stable relationships, values or commitments that can provide continuity during periods of change.“I think about my family, my values and my commitment to my home,” he said.

Part of Stolzoff’s reporting for the book took him to Tuvalu, one of the countries considered most vulnerable to rising sea levels caused by climate change. He said conversations there shaped his understanding of how communities respond collectively and individually to uncertain futures.

One resident focused on self-sufficiency and resilience at the household level, while another emphasised international cooperation and collective support.“They’re two approaches to uncertainty,” Stolzoff said. “It’s not either-or; it’s both-and.”

He compared those responses to debates surrounding artificial intelligence and employment, where discussions often become polarised between technological optimism and fears of widespread job displacement.“Often they’re set up in the media as opposites,” he said.

“I think the truth is probably somewhere in between.”The book also examines how uncertainty intersects with mortality. Stolzoff argues that fear of death is closely connected to the human desire for certainty and control, but says accepting life’s limits can also deepen meaning and purpose.

“Part of what makes life meaningful is the fact that it’s not going to be forever,” he said.He argued that complete certainty about the future, including knowledge of exactly when or how a person would die, could ultimately diminish the unpredictability that gives life emotional depth.

“In the uncertainty, that’s where magic, surprise and delight lives,” he said.

IBM strengthens its focus on high-growth software and artificial intelligence services, signaling a bold new era of innovation, efficiency, and global competitiveness in the rapidly evolving tech landscape.

IBM, one of the world’s most respected technology pioneers, is undergoing a transformative phase as it accelerates its focus on software, cloud computing, and artificial intelligence.

The company’s strategic restructuring reflects a forward-looking vision aimed at fostering innovation, enhancing agility, and aligning its workforce with the growing global demand for smart digital solutions.

This renewed focus represents a crucial shift in IBM’s long-term growth strategy, driven by the leadership of CEO Arvind Krishna.

By prioritizing high-value areas such as hybrid cloud and AI-driven services through its renowned “Red Hat” division, IBM is positioning itself as a leader in next-generation enterprise technology.

Rather than signaling a downturn, the company’s latest moves highlight a proactive approach to adapting in a competitive and fast-changing market.

Through this transformation, IBM seeks to redefine how businesses leverage cloud computing and artificial intelligence to optimize operations and scale innovation.

Its decision to rebalance its workforce is part of a broader strategy to enhance operational efficiency and accelerate growth in emerging technology domains.

The emphasis is on building a leaner, more agile organization capable of delivering cutting-edge solutions to global clients.

In the new era of intelligent business, IBM’s commitment to digital transformation remains unwavering. The company continues to expand its cloud capabilities, strengthen cybersecurity frameworks, and invest heavily in research and development.

With AI and hybrid cloud becoming central to modern business operations, IBM’s evolving strategy aims to meet rising enterprise demands while ensuring sustainable growth.

IBM’s proactive measures also align with its mission to create a smarter planet through technology-driven innovation.

By integrating cloud computing, automation, and AI into its core operations, IBM enables organizations worldwide to become more efficient, secure, and data-driven.

This transition not only benefits clients but also reinforces IBM’s role as a catalyst for digital empowerment across industries.

While the restructuring involves selective workforce adjustments, IBM has made clear that the overall employment levels in key regions such as the United States are expected to remain stable.

The focus is on reskilling and redeploying employees toward growth-oriented projects, ensuring that talent is utilized where it can deliver maximum value. This approach underscores IBM’s commitment to its people, innovation, and long-term global leadership.

Under the dynamic guidance of Arvind Krishna, IBM continues to build momentum in its pursuit of technological excellence. The company’s strategic vision emphasizes sustainability, innovation, and intelligent business solutions powered by data and AI.

This evolution is not just about staying competitive but leading the next wave of digital progress that shapes industries and economies worldwide.

As businesses increasingly embrace AI and hybrid cloud platforms, IBM stands poised to capture new opportunities and strengthen its market leadership.

The company’s agile restructuring ensures it remains adaptable, resilient, and customer-focused in a rapidly changing environment.

With its heritage of innovation and its bold pivot toward the future, IBM continues to inspire confidence as it sets new benchmarks in enterprise technology.