Accelerating retail personalization at scale

Today’s retailers are faced with a clear opportunity for transformation. Consumer expectations are constantly evolving, challenging retailers to keep pace. A blend of online and in-person shopping forged during the pandemic persists, forcing retailers to deliver a highly personalized omnichannel experience. And retailers’ values are becoming as important to consumers as their products and services.

“As consumers, we are more sophisticated shoppers. We have so much buying power with the mobile technology at our fingertips and high expectations,” says Mike Webster, senior vice president and general manager at Oracle Retail. “And despite the grand promises of retail technology, the shopping experience may leave us underwhelmed due to a poor execution.”

This is a clear call for many retailers to create customer-centric shopping experiences. Forget about a laser-like focus on product development and delivery. Rather, savvy retailers are creating holistic, personalized shopping experiences that engage and fulfill customer needs throughout the customer journey.

Consumers want this personal touch: 66% say they want brands to reach out to them, with personalized messages such as discounts and offers on items they’ve purchased before (44%) or predictions about products they may like (32%), according to a 2022 consumer research report by Oracle Retail.

“In a world where the consumer is getting more and more diverse, more and more segmented, and more and more individualistic, it’s critical that retailers reimagine how to put the customer at the heart of their processes,” says Daniel Edsall, principal and global grocery leader at Deloitte Consulting LLP.

But while shifting focus from traditional merchandising to a fully customer-centered view is imperative, retailers must overcome some significant obstacles to succeed. Many are burdened by legacy technology that is expensive to maintain and difficult to reconfigure.

Labor shortages continue to hamper retailers’ efforts to embark on new endeavors. And pandemic-induced shockwaves can still be felt in the form of supply chain disruptions and delivery delays.

The good news is that there are ways to embrace a more customer-centric business model while addressing modern-day labor and technology challenges. One key: cloud-based technology platforms that enable technology innovation and empower retailers to shift from siloed product categories and departments to a holistic view of the customer, inventory, and operations.

Download the full report.

This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff.

Transforming business begins with IT

From securing a hybrid workforce to building pipelines for ever-increasing data streams and keeping multiple mission-critical systems up and running, the modern IT department faces numerous pressures. As director of IT for the packaged food company Conagra, Amit Khot is optimistic about the ways modern technology solutions and infrastructure can enable businesses to thrive and innovate.

Khot describes the power of advanced data analytics to both improve a company’s understanding of its customers and to optimize its operations. The ability to combine internal company data with data collected from social media and at point of sale will enable savvy companies to recognize new patterns. These advanced analytics, he says, will go beyond answering standard questions about financials and historical performance to provide insight into more complex questions about customers’ thoughts and changing preferences.

Meanwhile, these same data tools can also be used to fine-tune daily business operations, pinpointing issues with order fulfillment, improving long-range supply-and-demand forecasting, and digitizing manufacturing plant processes. Koht explains, “Planning is looking into the future, depending upon your past historical data, as to what your future demand and supply should look like. We have gone through a journey to modernize our planning platforms.”

A modern enterprise resource planning (ERP) system is also a must for a distributed organization like Conagra. A single connected ERP system can manage and provide visibility into business processes that involve multiple divisions or departments. By doing so, a modern ERP can also ease highly complex processes, such as the technology integration of a newly acquired company.

Says Khot, “having a single view of finance, having a single view of the supply chain as early and as fast as possible, is one of the most important things that can help us get synergies out of the business as fast as possible.”

This episode of Business Lab is produced in partnership with Infosys Cobalt.

FULL TRANSCRIPT

Laurel Ruma: From MIT Technology Review, I’m Laurel Ruma and this is Business Lab, the show that helps business leaders make sense of new technologies coming out of the lab and into the marketplace.

Our topic today is technological evolution. Companies, whether they’re regional or global, startup or legacy, need to be able to quickly deploy technologies as markets and supply chains shift and change. While many worries may keep executives up at night, building modern systems, and adopting the right technologies to better understand data will help those executives and companies gain efficiencies and provide an excellent customer experience.

Two words for you: meeting demand.

My guest is Amit Khot, Director of IT for Conagra. Welcome, Amit.

This episode of Business Lab is produced in partnership with Infosys Cobalt.

Amit Khot: Hello, nice to meet you.

Laurel: Great to have you here. So just a little background in case folks aren’t familiar with Conagra as a consumer packaged goods company that has been around for more than 100 years. Conagra produces products like Birds Eye, Healthy Choice, and Slim Jim; various foods that you can find in supermarkets and in restaurants around the world. You have been with Conagra now for 23 years. How has your role evolved as a company and technology has transformed?

Amit: Absolutely. I started with Conagra, as you said, 23 years ago and I started as a program analyst with the company. Again, 23 years ago is a long time. Program analyst starting from that point and then I evolved into implementing our SAP ecosystem. That is what I started doing in the early 2000s. As time evolved, in the early 2010s, we started with a lot of mergers and acquisitions of businesses similar to ours. And as we started doing that, I played a role in doing due diligence for those businesses from an IT perspective. In addition to that, I also then helped integrate those companies within Conagra or Conagra Enterprise.

In 2015 or so, we then did some divestitures and spins during that time, and I played a role in doing our program rating, an entire spinoff that we did for one of our major potato businesses, and I played the role of program director for that.

During the same time, what we did is we went through an SG&A [selling, general, and administrative expense] reduction program, and I worked with some of our consulting businesses to come up with an analysis to say how much we spend on our production support. And that is the time when we actually contracted with Infosys to help us do the production support as part of aligning with the rest of the industry, where most of the industries were getting production support done by an outsourcing partner.

I helped with that and right after that happened I had an opportunity to lead our SAP and integration platform. I did that and finally I ended up being in a role that I’m in right now, where I do enterprise architecture for applications on various value streams. That includes supply chain, manufacturing, finance, our global business systems, as well as platforms and integration.

That’s my role currently, and that has been my journey for the last 23 years. A long time.

Laurel: Well, certainly a long history of the company and how it evolved as well. But more recently, what kind of digital transformation has Conagra gone through in these recent years, and how do you approach these shifts and changes from an IT perspective?

Amit: I think that’s a great question. Digital transformation has many meanings. I mean [sometimes], you do something which is really transformative. In other cases, you keep up with modernizing your technologies. One of the major initiatives that I helped design and lead initially was our S4 implementation. I helped with coming up with the design for our S4, which is what we call our ERP [enterprise resource planning] modernization program. And now I help that program with providing subject matter expertise across the various aspects of how a modern ERP should look. That is one of the programs that we are going through right now.

One of the other transformation journeys that, as a company, we have gone through is planning transformation. Planning is looking into the future, depending upon your past historical data, as to what your future demand and supply should look like. We have gone through a journey to modernize our planning platforms. It’s one of the other things that we have done.

In addition to that, we are currently marching on a journey now to modernize and digitize our manufacturing. A large initiative. You might know that we have multiple plants and manufacturing locations and co-packers. Digitizing can ensure that we get the most efficiencies out of our platforms. So that is underway.

And last but not the least, I will say that we have started getting pretty good maturity and understanding on various cloud services or cloud platforms in general. And as such, we have started maturing in cloud platforms like Azure services or SAP’s BTP [Business Technology Platform] and such. Those are some of the key initiatives that we have gone through to digitally transform our business and there are a lot of things that we plan on doing in the future.

Laurel: I think it was particularly important that you mentioned that your role encompasses so many different parts of the company, because supply chain is certainly one of those important ones, and you have to think of systems from end to end. So how did the covid-19 pandemic affect Conagra as people worked from home and started to shop online and do that more and more? Did this shift intensify adoption of specific technologies within the company?

Amit: What we didn’t do is we didn’t create a different strategy just to attack the covid pandemic. We had a lot of strategies built. I think one of the most important things that we had to do during the covid pandemic was keeping the system stable. Keeping the system stable is not a trivial task. I mean, if you look at our application and platform portfolios, it’s pretty large. Keeping everything up and running so that we can actually fulfill the customer’s demand is a big deal, and to keep them going, I think that was one of the most important things that we did during the pandemic.

The next thing I would say is that we were premature in using our collaborative platform and collaboration technologies, like Office 365 and Webex, even before covid hit us. I would say that with the pandemic and everybody going remote, one of the most important things that we did is that we added more resiliency to some of those platforms. And our usage of that platform spiked to such an extent that that was almost a call that we failed. I mean, how much collaboration people did during that time using the technology. There were a lot of times before that, where people used to be in the rooms and in conference rooms doing whiteboarding and such, and delivering projects, being in one place, but with covid, I think people were leveraging a lot of these collaborative technologies to be able to get there.

I would say the third thing that we did is, covid opened our eyes to how we changed our way of working. Before, we used to be delivering a lot of our solutions using waterfall methodologies. They used to be very long and they used to take up a lot of time, and we would not be able to figure out until the end whether we are going to be succeeding with some of the projects or not. We then adopted continuous delivery as a way to deliver work. And that spiked up the use of tools like JIRA quite a bit. But that was started during the covid time and we continue to use that more and more.

And lastly, I would say that we had to do analysis on our data to figure out how we can, as I said before, how do we keep our system stable. But then also analyzing how do we fulfill the demand, and, as such, what are some of our pain points? And we used some of the cloud platforms and cloud services to do some quick analysis to be able to fulfill our shipments. Those are the few things that we did and learned and adopted during the covid-19 pandemic.

Laurel: And that’s certainly important to be able to actually see that data in real-time to help your customers. How do you think adopting cloud and using more data technologies will help your customer experience improve?

Amit: I think one of the most important things in our business is to have a 360-degree view of customers. I mean, it’s pretty vital, right? As you might know, our business is a very customer-focused business. For us, large retailers are typically our customers. Our consumer is one step removed from us. What the technological advancement helps us now do, is, today, most of the information that we create as we do the business, resides within our four walls. As the social media platforms and such have become prominent, what is really important to us is being able to have the data that is inside of our four walls, mash that up with the data that is coming from the social media platforms, plus the point of sale data, all those things.

When you mash all these things together, I think it provides us pretty decent consumer insights. These consumer insights, ultimately, lead us to a lot of product innovation. You might have seen our CEO talk about that. We have created a pretty decent new innovation pipeline during the last few years. And I think the digital technology and the technology that exists out there has definitely provided us with, I would say, a lot of capabilities to be able to innovate faster.

The next thing I would say is the innovation side of the business is one side of the world, but the other side is then being able to fulfill the shipments on time and in full. If you look at it, there are a lot of customers of ours who want most of our shipments to be on time and in full. And if that doesn’t happen, we end up paying fines. Some of these digital technologies help us pinpoint where our issues are and what we should be doing differently to be able to fulfill our shipments on time and in full. That is another thing that we have gotten better at, and it’s just based upon the improvement of technology.

Better planning. Better planning is equal to being able to predict the demands of our consumers and customers and how that then leads to us to be able to plan out some of the long-term horizons of supply. How do we do that from the long-term to the medium-term to the short-term. Those are the things that we have been able to do as a part of delivering some of our planning projects. That is based upon some of the modern technology that exists out there.

And lastly, I would say the shop floor agility in general. With us investing in digital manufacturing, I would say that technology has definitely enabled us to be able to deliver digitization within manufacturing that has increased the shop floor agility. And I would say that that is going to be a long journey for us, but we are marching towards the results where we will be a lot more agile on the shop floor than we have ever been before.

Laurel: And that’s so important when there are just more challenges thrown your way and also all these opportunities with such fantastic technology as well. And you mentioned this earlier, but why does Conagra need an enterprise resource planning system, and how does it partner with companies like Infosys to stay on that cutting edge of technology to make sure you can answer all of these challenges?

Amit: Yeah, that’s a great question. I mean, as I mentioned before, we have numerous plants, numerous customers, and numerous business partners that we work with. Once you have a lot of these, the impact and the business processes that cross doing these businesses, that crosses HR, that crosses supply chain, that crosses manufacturing. There are customer-facing business processes that exist. And if you look at all these processes that exist within any business like we have, which is basically a consumer foods business, what ends up happening is that if you do not have a combined view of your business at one place, it becomes an extremely hard proposition. Just doing simple business can become really hard. So it is really important for us to have a connected system, a connected view of business processes, and to enable something like that.

ERPs play a very important role. As I said during your first question, when you asked me, “what was your journey?” We started our journey of implementing SAP as an ERP in the early 2000s. One of the prime reasons for doing that is exactly to solve the problem that I just talked about: how do we get a consolidated view of our entire business cycle? And that is what ERP helps us deliver.

Now, ERP doesn’t just give you the stack of your business, but it also then gives you an ability to do analysis of the data that is in your system, and then create transformations that you wouldn’t do before, if all the systems in this business process were independent and isolated.

So that is one of the big reasons why ERPs play such an important role in business like ours, and I would say that that is the case with most of the industry that we are in. Now when it comes to help from partners like Infosys to create the innovation, I would say it is a two-part answer. One of the first things is that ERPs have become so important in just running our business that having a stable system is one of the most important things that typically many of the IT functions deliver. To keep ourselves stable, partners like Infosys that help us manage our production and production support, they play an important aspect and role in making sure that the systems are stable and current from a technology perspective. That’s one aspect of it.

Another thing that Infosys, and partners like Infosys, are helping us just do the production support. That frees up capacity of our subject matter experts to be able to then look at different solutions to solve the new business problems that pop up for us. That frees up the capacity for them to be able to do different things. That’s number two.

Number three is that the companies like Infosys, and other business partners that we have, have a lot of customers just like us and even customers that are not in the same industry as us. What they hear, the business problems they hear from these other businesses and other customers that they have, that gives them an advantage in insights that we as Conagra by ourselves won’t be able to get. Because everybody has a different problem that they’re trying to solve. And if Infosys has that insight, they can provide us a great external point of view to be able to then solve some of the business problems that we have, which could be similar to what somebody else might have seen.

And that just helps us solve these business problems faster. And this is an external point of view from a customer-centric perspective, but at the same time, with the scale and the number of partners that Infosys deals with, especially from the supplier side of the world, there are technologies that Infosys has reached which we do not have reach of. Partners like Infosys can even bring some of these advanced technologies that exist out there and provide us and guide us in. I believe that there lies a huge opportunity for companies like that to help us bring these new technologies and platforms to be able to help us solve some of the business problems that we have today—and probably solve and provide us insights into some of the business problems that might be coming to us that we have not thought about.

Laurel: That’s a great point about the partnership with Infosys, and in general, how you actually bring the data and predictive analytics to your capabilities because you do have so much data coming in from fifty different brands, countless vendors, all those customers. How can this be maximized to gain those insights?

Amit: Yeah, that’s a great question. And just as you said, many brands and countless business partners and customers. We generate terabytes of data every year, and that data typically lies in our four walls. I mean, just in our ERPs and our business warehouse systems. And based upon that data, I think most of the industries like us have gotten really good at doing traditional analytics. Traditional analytics is equal to, how are our financials looking? What is the performance of a certain brand depending upon the historical data? And so on and so forth. I mean, that is the traditional analytics that we have gotten really good at. What becomes important now that you have gotten good traditional analytics is, what do you not know yet? What are those gems within your existing data that you have not taken advantage of?

Some of these newer technologies and platforms, what they have started helping us do, and probably they’ll keep on helping us do, is being able to glean into our data and start pointing to what is it that we are not looking at. I mean, what we know is always great, but those unknowns that we have not actually gleaned into is what some of these technologies that are coming forward are going to be able to help us look at. That’s one aspect of the world.

Now, the second aspect of the world is, as I said, the data exists just within our four walls. But as I said before, that social media data, that point of sale data, the data that doesn’t exist within our four walls, I think that has a different kind of insight and power.

Now, think about the fact that you are able to mash up the data which is from these external sources and the data that you have inside, and then think about some of the data that you generate just because you have consumers that are calling into your consumer affairs division. You take all this data mashed up together, and I think you can create analytics that we were never able to produce before. And I think that is a power of what we get from just mashing all this data, and matching all this data together, and we can maximize a lot of insights.

And then once you have that mashup happen, I think the predictions are different. In the sense that many times our existing forecasting solutions typically are very much dependent upon historical data to be able to do predictions on our supply and demand. They’re doing predictions like that. However, with the external data being mastered, I think it goes beyond that. I think it also starts giving us an insight into what the consumers are thinking, what the customers are thinking, how their tastes and choices are changing. I think that is the next forefront for us from a predictability perspective. And I think that the new technologies and platforms are going to help us do that yet better.

Laurel: So this is a good point. We have this data and you need to make some really great decisions from it, but you also need to really assess those analytics, make predictions in the future, but also make sure your entire systems are running correctly end to end. How, then, can cloud applications coupled with this need and progress of your digital transformation journey help with a tactic like mergers and acquisitions that you mentioned earlier was part of your career? How has that specifically been one of those things that helps the company actually create efficiencies and really see technology as a partner?

Amit: Yeah, absolutely. That’s a great question. One of the key reasons for acquisitions is that we can actually take advantage of the synergies that we can get. This is almost one plus one equal to three. That’s number one. Number two is, then on top of the synergies, the innovation pipeline, let’s say, the acquired company has and the experience that we have. When you combine those two together, I think we can create innovation at scale.

That is two of the key reasons why we can go on and acquire a company. And when we do that, I think one of the most important aspects of that is then to take that acquired company and then basically integrate that company within our business processes. I would say that is a key activity that you have to partake in when you acquire a company.

As we have gone through some of these digitalization journeys, as I said, we are pretty experienced with integrating some of these acquired companies into our enterprise, our systems, as well as in business processes. But that journey typically is not trivial. I mean, it takes a long time to integrate and acquire a company into our business processes. As we go through that journey, many times, being able to gain the insights of the business as quickly as possible is one of the key aspects of it because that starts getting you the returns on an acquisition much faster.

To be able to do that, I think having a single view of finance, having a single view of the supply chain as early and as fast as possible, is one of the most important things. Having a technology—or I would say a single pane of glass—that sits right on top of our platforms and also on top of the acquired business’ platform and us being able to look at a consolidated data view of both the data sets together is one of the most important things that can help us get synergies out of this business as fast as possible.That’s one aspect of it.

The second aspect is with us having invested in some of the SaaS [software-as-a-service] solutions or SaaS applications, what ends up happening when you have the SaaS applications is that we end up not customizing these applications in a way that the industry looks at them. As a matter of fact, when you have an HR application, it is very standard and industry standard. Now when you acquire a business, if our business processes are pretty similar to each other, and if you have a SaaS solution and if they also use a SaaS solution, to integrate that certain business process onto our business processes becomes a lot easier. There is another aspect of why the new technology and the cloud platforms can be really helpful.

And last but not least is, the moment you acquire a company, you also get a lot of business systems and applications that the acquired company had been using to run their businesses. As we integrate the acquired company onto us, what is important is to reduce that technical debt as fast as possible. Because the technical debt that we acquired has license costs, it has legal costs to it, it has data costs to it, and it has IT costs to it. If you look at them, the faster we get out of them, the better off we are. I mean, our aspect becomes simpler. And what we end up doing many times is we archive the data from the systems onto some of these cloud platforms and cloud services, and then are able to look at that from a historical perspective that helps us decommission this technical debt as fast as possible.

Laurel: Well, we’ve certainly covered quite a bit of the current state of how you’re looking at technology. What are you thinking about for the future? How are you seeing technology innovation really helping in the next three to five years?

Amit: That’s a great question. I will say that AI, even though it’s a buzzword, I think that it is a technology that does seem like it has a pretty great future even for us. Let me give you an example. As I said before, we journal terabytes of data within our four walls, just based upon doing business as usual. Now, there are so many things, as I said, gems that exist within our data set today. As humans, sometimes it is very hard to glean out what those gems are. I truly feel that the technology that exists and that is going to be coming out can look inside our data sets and be able to provide insights as to what are the data sets that we probably have not thought about can be leveraged further to, as I said, find the gems. That’s one side of the world.

And the second side of the world is the unknowns, the predicting demand of the customers based upon the changing tastes and the demographics of our consumers, and then combining that data with the data that already exists within our system. I think that humans are going to take a long time to be able to get some insights, and AI definitely is going to be one of the key technologies that can help us get there faster. That’s number one.

Number two is training using augmented reality. While I think “meta” seems like one of the other buzzwords that is out there, I think AR can definitely be of huge benefit to us. Typically, people have different ways of learning. Let’s say that you put somebody in a plant, a new employee. As you know, retention is very hard nowadays. If you have new employees coming in all the time, to train them on our processes and our machinery, our methods of working, I think it is generally pretty hard. But now think about if you are able to train this new team member that we have coming in with the means of some kind of augmentation. I think that is going to be the next generation of training and I feel that that can be something really cool that can happen in the future.

Last but not the least, I would say machine learning, again, is used as a buzzword a lot, but in my mind, machine learning and putting the machine learning on some very small computers and then putting these computers in our manufacturing location where people are doing some of these mundane tasks day in and day out. The classic feedback control systems are not working efficiently, and there’s a human interaction needed. Where these tasks are performed, these mundane tasks are performed using humans. [But what if] we were able to introduce machine learning to be able to get rid of these mundane tasks that humans do and let them focus on more important things? I think machine learning in a box is going to be one of the other technologies that excites me.

Laurel: Excellent. Those are great insights Amit. Thank you very much for joining us today on the Business Lab.

Amit: Absolutely. Thank you for taking the time to talk to me.

Laurel: That was Amit Khot, Director of IT for Conagra Brands, who I spoke with from Cambridge, Massachusetts, the home of MIT and MIT Technology Review, overlooking the Charles River. That’s it for this episode of Business Lab. I’m your host, Laurel Ruma.

I’m the Global Director of Insights, the custom publishing division of MIT Technology Review. We were founded in 1899 at the Massachusetts Institute of Technology, and you can find us in print, on the web, and at events each year around the world. For more information about us and the show, please check out our website at TechnologyReview.com. This show is available wherever you get your podcasts. If you enjoyed this episode, we hope you’ll take a moment to rate and review us.

Business Lab is a production of MIT Technology Review. This episode was produced by Giro Studios. Thanks for listening.

This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff.

ChatGPT can turn bad writers into better ones

People have been using ChatGPT to help them to do their jobs since it was released in November of last year, with enthusiastic adopters using it to help them write everything from marketing materials to emails to reports..

Now we have the first indication of its effect in the workplace. A new study by two MIT economics graduate students, published today in Science, suggests it could help reduce gaps in writing ability between employees. They found that it could enable less experienced workers who lack writing skills to produce work similar in quality to that of more skilled colleagues.

Shakked Noy and Whitney Zhang recruited 453 marketers, data analysts, and college-educated professionals and got each of them to complete two kinds of tasks they’d normally undertake as part of their jobs, such as writing press releases, short reports, or analysis plans. Half were given the option of using ChatGPT to help them complete the second of the two tasks.

A group of other professionals then quality-checked the results, grading the writing on a scale of 1 to 7, with 7 the best. Each piece of work was evaluated by three people working in the same professions, hired through the research platform Prolific. 

The writers who chose to use ChatGPT took 40% less time to complete their tasks, and produced work that the assessors scored 18% higher in quality than that of the participants who didn’t use it. The writers who were already skilled at writing were able to reduce the amount of time they spent on their work, while those who were assessed as being weaker writers produced higher-quality work once they gained access to the chatbot.

“ChatGPT is just very good at producing this kind of written content, and so using it to automate parts of the writing process seems likely to save a lot of time,” says Noy, lead author of the research.

“One thing that’s clear is that this is very useful for white-collar work—a lot of people will be using it, and it’s going to have a pretty big effect on how white-collar work is structured,” he adds.

However, the output of ChatGPT and other generative AI models is far from reliable. ChatGPT is very good at presenting false information as factually correct, meaning that although workers may be able to leverage it to help them produce more work, they also run the risk of introducing errors

Depending on the nature of a person’s job, those kinds of inaccuracies could have serious implications. Lawyer Steven Schwartz was fined $5,000 by a judge last month for using ChatGPT to produce a legal brief that contained false judicial opinions and legal citations.

“Technological advances are commonplace and there is nothing inherently improper about using a reliable artificial intelligence tool for assistance,” the judge, Kevin Castel, wrote. “But existing rules impose a gatekeeping role on attorneys to ensure the accuracy of their filings.”

The research hints at how AI could be helpful in the workplace by acting as a sort of virtual assistant, says Riku Arakawa, a researcher at Carnegie Mellon University who studies workers’ use of large language models, and was not involved with the research. 

“I think this is a really interesting result that demonstrates how human-AI cooperation works really well in this kind of task. When a human leverages AI to refine their output, they can produce better content,” he adds.

Shein’s charm offensive is off to a rocky start

This story first appeared in China Report, MIT Technology Review’s newsletter about technology developments in China. Sign up to receive it in your inbox every Tuesday.

Shein is launching a charm offensive. The once-obscure Chinese fast-fashion website has become increasingly mainstream. And to respond to accusations of terrible labor conditions, the company is now inviting US influencers to its operations in China.

Have you shopped on Shein? I have, a few times, and I’m not really proud of it. Apart from the universal sin of fast fashion—the overproduction and overconsumption of disposable clothes—Shein in particular has been accused of working with sweatshops, copying indie designs, and even sourcing cotton from government forced-labor programs in Xinjiang.

Until recently, the company has been known for its secrecy. Shein executives seldom talked to any media, in China or in the West. But in June, Shein invited six US fashion and beauty influencers to visit China and tour its facilities. They have varying numbers of followers, ranging from as few as 30,000 to over 1 million

Where did these influencers go? According to social media posts, they went to an unnamed supplier factory, a Shein “innovation center” in Guangzhou, and a distribution center in the nearby city of Zhaoqing

Throughout the trip, at least according to the videos shared and the captions, the influencers were wowed with the clean and modern factory, the robot-filled assembly line, and the “honest” conversations they had with workers there. 

“I expected this facility to be so filled with people just slaving away, but I was actually pleasantly surprised that a lot of these things were robotic. Honestly, everybody was just working like normal, like chill, sitting down. They weren’t even sweating,” Destene Sudduth, one of the influencers invited, said in a TikTok video.

But if the influencers were impressed, other social media users clearly weren’t. After the news got out last week, some mocked the influencers and suggested they were being led on by Shein—saying the company was showing them a model factory that didn’t accurately reflect typical conditions. The backlash grew so big that many of the influencers deleted their posts.

It’s no surprise that Shein is working with influencers to burnish its image. The company is facing immense opportunities and risks at the same time. Shein has been talking about going public for a long time now. (It is currently valued at $66 billion, an impressive amount but down from a peak of $100 billion last year.) 

At the same time, Shein is increasingly affected by geopolitical volatility. There’s an anonymously funded lobbying coalition in the US called “Shut Down SHEIN” that’s currently talking to politicians in Washington, DC. Political groups, mostly conservative-leaning, have started to see Shein as the next national security threat after TikTok for the vast amount of user data it could access. Even the US importation policy that Shein relies on to keep its prices low—no duty tax for international packages valued under $800—is currently being questioned

Just this month, it was reported that Shein had started hiring Washington lobbying firms for the first time. But the company was also betting on word-of-mouth marketing. This worked for the company in the past: in its early days, Shein sent free clothes to micro-influencers in the West in exchange for exposure, a grassroots effort that slowly led to an avid following. 

Shein was probably hoping this same strategy would work again, only this time instead of free clothes and accessories, it was offering a trip to China and its factories.

But easier said than done: Shein’s business model makes it hard to prove that all its manufacturing suppliers meet the same requirements. To build an incredibly capable and responsive supply chain, Shein works with hundreds of small to large textile manufacturers in southern China. Some of those factories also outsource their orders to smaller workshops. Each supplier may be responsible for only a few items sold by the brand. 

Some of Shein’s factories probably are clean, highly automated facilities that pay good wages, just like the one it showed those influencers. But that doesn’t speak for the entire supply chain. Plus, none of this publicity really addressed the accusation that Shein sources cotton from Xinjiang, where forced labor has been documented. That’s a much more sensitive topic and a charge that will be even harder for Shein to disprove.

In the meantime, perhaps this incident will make Shein realize that influencers can’t fix everything. The controversies aren’t going away anytime soon, and the company will need to come up with better ways to be transparent about its operations if it really wants to (and can) refute the accusations. 

Do you think Shein can fix its image? Let me know your thoughts at zeyi@technologyreview.com.

Catch up with China

1. A respected Korean chip expert has been indicted for stealing Samsung’s technology for a Chinese company. (Financial Times $)

2. Conservative US politicians want to crack down on the deluge of duty-free packages shipped from China. (Associated Press)

3. The unusually heavy rainfall in central China this year has ravaged wheat farms and threatened China’s goals for food self-reliance. (New York Times $)

4. The cutthroat electric-vehicle price war in China is making life hard for all automakers. Nio, the Chinese company once seen as the “Tesla killer,” is having an especially bad time. (Wall Street Journal $)

5. The US Department of Justice is pursuing its first-ever prosecution of China’s fentanyl supply chain. Four Chinese chemical companies and eight Chinese individuals have been charged for trafficking fentanyl ingredients. Two defendants have been arrested overseas. (NBC News)

6. Though there is no formal ban, many Chinese graphite exporters have stopped exporting to Sweden, where the mineral is used to produce lithium batteries. The reasons are both political and commercial. (The Economist $)

7. As China tightens its control of online speech, many disgruntled users found a new home in the Reddit group “China_irl.” (Rest of World)

Lost in translation

The era of fanatic online shopping festivals in China is coming to an end. Traditionally, all e-commerce websites in China participate in at least two shopping festivals every year, one in mid-June and the other in mid-November, when they compete to offer the lowest prices and achieve higher-than-ever total sales (It’s like Cyber Monday in the US, only bigger and more frequent). This June, even though some platforms were supposed to have made their “largest investment” ever in promoting the event, the festival felt much quieter than before. And none of the platforms released their total sales results.

Chinese publication Shenran Caijing talked to several young shoppers about why they quit the shopping bonanza this year. Some of them had started working in the advertising industry and saw with their own eyes how brands use these festivals to clear their excess stock; others were exhausted by the gamified promotion mechanisms that they needed to navigate for a meager discount. They feel that by shopping only when the need arises and going back to brick-and-mortar stores, they are regaining control of their consumption habits.

One more thing

We’ve all seen Twitter fights between people who spend too much time online, but what if it happens between two chatbots? This weekend, Truth GPT and LMAO GPT—set up by the same creator using ChatGPT to generate automatic snarky replies—got into a 42-tweet-long quarrel that’s awkward and extremely petty (like arguing about whose metaphor is more outdated). I don’t know if they enjoyed it, but the hundreds of human users watching it surely did.

Universal Data Intelligence: The Backbone for AI

As organizations transition to data-driven business models, they must store, protect, and most importantly analyze their data. AI, automation, cloud, and as-a-service models all must frictionlessly interweave to achieve universal data intelligence and enable businesses to gain a competitive advantage from their data.


About the speakers

Bharti Patel, SVP, Head of Engineering, Hitachi Vantara

Bharti Patel is SVP, Head of Engineering at Hitachi Vantara, heading the company’s cutting-edge data and infrastructure product offerings. She was previously CTO at Austin-based Alen where she led digital transformation and exponential growth for medical-grade HEPA air purification systems. Prior to that, she spent +20 years at IBM where she led large global R&D teams across ecommerce, mobility, client platforms, and – most notably – data and storage management.

While she is proud to say she is a developer at heart, Patel is best known for her passion for driving innovation that creates exceptional customer experiences.

Now back in the data space, Patel is leveraging Hitachi’s long-term history in AI and domain specific data to embed generative AI to further differentiate the company’s next gen infrastructure systems. She is also applying her own recent experience in environmental technology to build on Hitachi’s long-term commitment to improving people’s lives through technology, and moving the world of data towards a greener, more sustainable future.

Brian Bryson, Director of Event Experiences, MIT Technology Review

Brian Bryson’s passion is discovering technology innovations and forecasting their impact on business. He is a technology event director for MIT Technology Review. Brian produces events for executives and strivers in high tech who need to know now, how today’s technology is going to impact tomorrow’s world. His agendas challenge hype, deliver reasoned guidance, provoke new thinking, and foster lifetime connections.

Brian is a marketing, branding, and messaging professional. He is an accountant by education, an engineer at heart, and a storyteller who converts technology news into actionable guidance.

The counterfeit lawsuits that scoop up hundreds of Chinese Amazon sellers at once

Sun Qunming had no idea that the word “airbag” could be trademarked. 

Sun, who owns an e-commerce company of 13 people in Shenzhen, China, has been selling phone cases to Amazon buyers in Europe and the US since 2016. But last year, her business ground to a halt. One of her products has air-filled bumper cushions at the edges to protect the phone. When she listed it on Amazon in November 2021, she named it—in the typical e-commerce fashion of piling up keywords to attract search traffic—“Samsung Flip 3 Case, Galaxy Flip 3 Case with Ring, Built-in Airbag Protective Case for Samsung Galaxy Z Flip 3 5G 2021, Black.”

What she didn’t know was that in the same month, the word “airbag” when used in the context of electronic device accessories had been trademarked by another phone case vendor, PopSockets. A few months later, the company sued Sun and more than 160 other online sellers for trademark infringement. Sun’s two Amazon seller accounts were restricted and her account balances, totaling $60,000 at the time, were frozen. 

Over the next three months, Sun says, she spent $20,000 in legal fees to respond to the lawsuit. The account suspension was dropped in June 2022, but the damage to her business was done: a new phone case typically sells well for about a year until the next-generation phone comes out, and she missed the window. 

“I had plans for my life, like how my career would grow in a few years,” Sun says. “But when they did that to me, I felt like my whole plan had been disrupted. And I didn’t know what to do.”

What Sun experienced was not an accident, but a relatively recent development in the world of cross-border e-commerce. 

US law firms, particularly a handful based in Chicago, have been putting together mass intellectual-property cases like this one, suing hundreds of sellers on Amazon or other platforms at the same time for selling counterfeit goods. It’s a new form of lawsuit—so new that it doesn’t have an official name yet. One thing they have in common is that multiple defendants are sued at once, and the defendants’ identities are kept hidden.

These cases are designed to protect IP holders from counterfeiters, who are much harder to trace and hold accountable in the era of e-commerce.

But in the US, these lawsuits have also become a lucrative business for the plaintiffs and their law firms. Lumping so many defendants together saves plaintiffs time and money when filing cases in federal courts. The approach is so streamlined and structured, lawyers told MIT Technology Review, that firms can mass-produce the lawsuits, reusing filing templates and suing batch after batch of sellers. These practices are not unlawful, but some lawyers and academics believe they amount to taking advantage of the IP protection system.

Chinese sellers now make up the majority of third-party sellers on Amazon. But as their businesses bloom, they are also learning hard lessons about adjusting to a different cultural and legal system. Sellers like Sun feel the lawsuits are designed to take advantage of people who lack experience with the American justice system and face a language barrier.

“It started as a normal way to defend intellectual-property rights,” says Ning Zhang, an attorney in the US who has represented Sun and other sellers in similar situations. But over the years, Zhang says, she has witnessed the IP violation claims getting increasingly baseless. “It doesn’t matter if [the claims] have any merits—you can just sue [the sellers], freeze their accounts, and force them to negotiate with you to take their money back.”

Staking trademark violation claims

Chinese products have long been associated with counterfeiting and intellectual-property theft. This is not without cause. In 2022, 60% of the counterfeit goods seized at US borders, by value, came from China. 

But IP rights and counterfeiting have become much blurrier concepts in the age of third-party e-commerce markets. Traditionally, counterfeit goods profit off established brand names by riding on their name recognition. Not all trademarks are recognizable names, though; some just look like descriptive terms.

In November 2020, PopSockets, a US company that designs phone cases and other accessories, applied to trademark the term “airbag” under the category of “hand grips, stands, mounts, and cases adapted for handheld electronic devices.” The company has products that use air-filled components, but examples of the word’s use to describe similar features also existed before the trademark. The application was approved a year later, on November 9, 2021. 

Sun Qunming says she had used the word “airbag” before to describe other phone cases she sold without causing any trouble. And she admits she didn’t check whether it was trademarked this time. “If it’s an uncommon word, we will look it up in the trademark database to see whether it’s registered. But in terms of ‘airbag,’ the reason why I didn’t look it up was because I thought it was just a descriptive term. You see it everywhere,” she says. 

The plaintiff, however, claimed in the lawsuit that defendants like Sun “deceive unknowing consumers by using the POPSOCKETS Trademarks without authorization … to attract various search engines crawling the Internet looking for websites relevant to consumer searches for PopSockets Products.” PopSockets declined to comment for this story.

These sorts of lawsuits first appeared on the radar of Eric Goldman, a law professor at Santa Clara University School of Law and co-director of the High Tech Law Institute, in 2021. A German company that owns and licenses the word “emoji,” he discovered, had sued an estimated total of more than 10,000 e-commerce sellers from 2020 to 2021. Some of the parties sued had simply used the word to describe a product that actually included the image of an emoji. But the court decisions are working in its favor. In one of the dozens of cases, the judge found the copyright claim too expansive but nevertheless awarded the owner $25,000 in statutory damages from each of the 231 sellers being sued. 

Goldman, in a paper published in March, calls this type of lawsuit a “Schedule A Defendants Scheme” (or “SAD Scheme”). When these cases are filed, the names of defendants are put into a document, Schedule A, that is often immediately made confidential at the request of the plaintiff. As a result, the cases can involve hundreds of sellers at the same time, yet the sellers don’t know who else is being sued, and they usually don’t know they are being sued themselves until the court orders Amazon to freeze their accounts.

After Goldman looked into the emoji cases, he kept thinking about them. IP trolling lawsuits have existed for decades, but the way the cases were filed struck him as taking advantage of the current court mechanisms to a unique degree. “I just spent hours and hours peeling the layers in the end, and I kept getting more and more upset, realizing that there was a problem here that was systemic,” Goldman says.

China targets

Not all Schedule A lawsuit defendants are from China, but attorneys who spoke to MIT Technology Review say it’s Chinese sellers who seem to be targeted the most often. Travis Stockman, a New York–based attorney who has represented e-commerce sellers in these cases, says about 70% of his Schedule A defense clients are from China, while fewer than 10% are based in the United States. 

Justin Gaudio, an attorney at the Chicago-based law firm Greer, Burns & Crain (GBC) and the lead counsel for the plaintiff in the airbag lawsuit, told MIT Technology Review in an email that the reason so many Chinese sellers are sued in such cases is that counterfeiting is largely a Chinese problem. 

“These cases focus on China-based defendants since the bulk of counterfeit products sent to the United States come from China and its dependent territories,” he said, citing a report from the Buy Safe America Coalition. He declined to comment on the airbag case specifically, and GBC declined to comment on claims that the practice abuses the system.

What’s more certain is that it’s rarer to see Chinese defendants appear in court and fight the claims, Zhang says. There are ways to push back on the IP infringement claims and to argue that due process is missing, she says, but sellers are seldom willing to try. They often aren’t able to afford the legal fees or the lengthy time it takes for a case to resolve. 

Instead of fighting back, the defendants may either settle with the plaintiff or abandon their Amazon account and the cash in it. Making a decision usually comes down to which one costs more. Zhang says the proposed settlement amount is often about 60% of the frozen account’s balance.

If sellers have just small amounts of money trapped in their Amazon account, they may well decide not to respond at all. The court eventually makes a default judgment, awarding whatever’s frozen in the account to the plaintiffs. Goldman estimates that 70% of all Schedule A cases end in such default judgments.

The assembly line of IP lawsuits 

IP lawsuits with large groups of e-commerce sellers as defendants first appeared in the early 2010s. The numbers of such cases have grown significantly in recent years, yet very few people are aware of their impact. According to Docket Alarm, a legal database, the number of Schedule A cases filed in the US rose from 105 in 2016 to 938 in 2022. Goldman estimates that more than 600,000 defendants may have been sued in this manner over the last decade.

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An entire Schedule A case can unfold in the matter of a few days. In the airbag case, after GBC filed the case on behalf of PopSockets on February 17, 2022, and sealed Schedule A, the legal team asked the judge to issue a temporary restraining order (TRO) the next day requiring Amazon, AliExpress, and Wish to freeze all 163 defendants’ accounts. 

Five days later, the judge granted the motion. Sun learned about it eight days later because her account was suspended by Amazon. It would take her until April to find an attorney.

There are legitimate reasons why the plaintiff may sue hundreds of sellers at the same time and conceal their names. One is to stop guilty defendants from transferring their assets to other accounts and even out of Amazon. But Goldman believes the method has been overused. 

In the case of the airbag lawsuit, the plaintiff claimed that the 164 defendants were interconnected. “​​E-commerce store operators like Defendants are in constant communication with each other … regarding tactics for operating multiple accounts, evading detection, pending litigation, and potential new lawsuits,” the filing reads. 

“Many sophisticated online counterfeiters operate under different seller aliases on multiple platforms,” Gaudio says. Even if the defendants aren’t explicitly communicating with each other, they can still be considered one group because they “understand that their ability to profit through anonymous internet stores is enhanced as their numbers increase,” he says. 

It’s true that some Chinese sellers own multiple accounts on Amazon, even though the platform forbids it, says Moira Weigel, a professor of communication studies at Northeastern University who has been studying Amazon third-party sellers for the past few years. But in her research, she’s found that the Chinese sellers often do it for mundane reasons, like to keep their products competitive on the platforms. “I’m always inclined to believe that accounts of criminality are overblown,” Weigel says.

Lumping defendants together gives the plaintiff a practical advantage: it can reduce court filing fees by as much as 98%. Keeping the Schedule A sealed also gives the plaintiff the benefit of maintaining an information asymmetry, says Goldman. If someone decides to fight back, the plaintiff can drop that defendant from the lawsuit in order to prevent adversarial evidence from reaching other defendants or the judges.

In all, bringing such suits is so easy and inexpensive that some law firms are putting them out one after another. “It’s a procedural assembly line. It’s just a repeated process, and it’s just growing by mass numbers,” says Stockman. Sometimes even when one lawsuit is being appealed, the plaintiffs are still filing new ones, with the same IP infringement claim, against hundreds more sellers. 

Trouble from Chicago

Among many Chinese e-commerce sellers, there is a shared wisdom: beware of purchases from Chicago. Lawyers sometimes order the product in question as part of diligence before they file a case. For years, most Schedule A cases have come from Chicago-based law firms filing in the US District Court for the Northern District of Illinois. Of the 938 Schedule A cases filed in 2022, nearly 85% (794) were filed in Chicago. A purchase order from Chicago could be a sign of trouble to come. 

It’s unclear why Chicago has become a hot spot for these cases, but the federal court there orders much higher compensation amounts than courts in other jurisdictions, says Stockman—sometimes more than three times as much.

Goldman even found a template on the website of the Chicago court for lawyers to use in filing these Schedule A cases. “Basically the judge is saying: Here are the arguments that will work for me, so all you gotta do is plug in your name and wherever I’ve asked for a few facts,” he says. “The judge has basically systematized not making particularized allegations against defendants.”

Some judges have started to question the practice. According to Bloomberg, one judge at the Chicago court asked in January, while presiding over such a case, “Have we been too easy and not skeptical enough on this practice? Are we getting taken advantage of by the plaintiffs’ bar in bringing these cases?”

Among Chinese sellers, GBC is the first and best-known law firm that engages in this IP violation litigation: it filed nearly one-third of all Schedule A lawsuits nationally last year. But its methods have become a convenient template for making e-commerce IP claims at scale, and plaintiff companies and law firms are catching on.

“Four years ago, there were probably three plaintiff law firms, the same in every case,” says Stockman. “Fast-forward four years to today: same venue, same jurisdiction, but every time I get hit with one of these cases, it’s a new law firm I’ve never heard of. [It] means everybody’s catching wind.”

Amazon’s role

Once e-commerce websites are notified by the court to take action against these sellers, they have to comply. But sellers say that Amazon is the platform most accommodating to plaintiffs’ requests. It will immediately freeze the seller’s account without any internal investigation, and sellers say it’s hard for them to plead their case. 

“Amazon is very strict when it comes to counterfeit sales,” says Stockman. That’s because it doesn’t want the stigma of being flooded with low-priced counterfeit products, often associated with platforms like Wish or AliExpress. Once the “magic word” counterfeit appears in a lawsuit, “[Amazon] will participate as needed to get them off the platform,” he says.

An Amazon spokesperson declined to comment for this story.

The emergence of e-commerce platforms like Amazon has decentralized and democratized access to marketing, and Amazon has always portrayed itself as the platform of small mom-and-pop sellers, says Weigel. But at the same time, she says, with the traditional IP protection regime failing to adapt to the new and more muddied e-commerce environment, Amazon is leaving these small brands to fight for themselves. 

As a result, Amazon sellers are simultaneously struggling to protect their IP and to avoid falling victim to IP trolling lawsuits. But Amazon has mostly shielded itself from the legal conundrum it creates. “When there’s a new regulation, ultimately it’s passed on to sellers, because Amazon ultimately is insulated from liability by the platform model, Section 230, by most existing liability laws, and so on,” says Weigel.

Fighting back

Of the 163 sellers sued by PopSockets in the airbag case, only six hired attorneys to defend themselves. Sun was the first. She decided from the beginning that she wouldn’t just pay for the settlement deal. 

“I felt like someone slapped me in the face, and why should I cry, hand over my money, and say: ‘That’s a good slap. Please be gentle on me next?’” she says. The attorney she hired told her that defending herself and countersuing PopSockets could cost her as much as $60,000—almost the entire amount frozen in the Amazon account. “But I made up my mind. I told myself: I would not give up and hand this money over to the [plaintiff],” Sun says. 

After she spent $20,000 and two months filing a countersuit, the plaintiff agreed to dismiss the restraining order on her Amazon accounts. A lengthy legal process followed in which each side needed to find evidence to support or deny the validity of the “airbag” trademark. They eventually settled at the end of May for an undisclosed amount. 

When Sun decided to appear in court, she tried to find other defendants to join her case and share the legal costs, but most of them chose to settle or abandon their accounts. “Not many people are like me,” she says. “If we could have stood up against these things together, they would know that we Chinese people are not so easy to take advantage of. And then they wouldn’t bully us so much.”

Correction: We updated the number of total Schedule A cases filed in the US in 2016 from 67 to 105.

How sounds can turn us on to the wonders of the universe

In the cavernous grand ballroom of the Seattle Convention Center, Sarah Kane stood in front of an oversize computer monitor, methodically reconstructing the life history of the Milky Way. Waving her shock of long white hair as she talked (“I’m easy to spot from a distance,” she joked), she outlined the “Hunt for Galactic Fossils,” an ambitious research project she’d recently led as an undergraduate at the University of Pennsylvania. By measuring the composition, temperature, and surface gravity of a huge number of stars, she’d been able to pick out 689 of them that don’t look like the others. Those celestial outliers apparently formed very early in the history of the universe, when conditions were much different from those today. Identifying the most ancient stars, Kane explained, will help us understand the evolution of our galaxy as a whole. 

Kane’s presentation, which took place at the January 2023 meeting of the American Astronomical Society, unfolded smoothly, with just two small interruptions. Once she checked to make sure nobody was disturbing her guide dog. The other time, she asked one of the onlookers to help her highlight the correct chart on the computer screen, “since of course I can’t see the cursor.” 

Astronomy should, in principle, be a welcoming field for a legally blind researcher like Kane. We are long past the era of observers huddling at the eyepiece of a giant telescope. Today, most astronomical studies begin as readings of light broken down by intensity and wavelength, digitized and sorted in whatever manner proves most useful. But astronomy’s accessibility potential remains largely theoretical; across the board, science is full of charts, graphs, databases, and images that are designed specifically to be seen. So Kane was thrilled three years ago when she encountered a technology known as sonification, designed to transform information into sound. Since then she’s been working with a project called Astronify, which presents astronomical information in audio form. “It is making data accessible that wouldn’t otherwise be,” Kane says. “I can listen to a sonification of a light curve and understand what’s going on.”

Sonification and data accessibility were recurring themes at the Seattle astronomy meeting. MIT astrophysicist Erin Kara played sonic representations of light echoing off hot gas around a black hole. Allyson Bieryla from the Harvard-Smithsonian Center for Astrophysics presented sonifications designed to make solar eclipses accessible to the blind and visually impaired (BVI) community. Christine Limbfrom Lincoln Universitydescribed a proposal to incorporate sonification into astronomical data collected by the $600 million Rubin Observatory in Chile, scheduled to open in 2024. The meeting was just a microcosm of a bigger trend in science accessibility. “Astronomy is a leading field in sonification, but there’s no reason that work couldn’t be generalized,” Kane says. 

Sure enough, similar sonification experiments are underway in chemistry, geology, and climate science. High schools and universities are exploring the potential of auditory data displays for teaching math. Other types of sonification could assist workers in hazardous and high-stress occupations, or make urban environments easier to navigate. For much of the public, these innovations will be add-ons that could improve quality of life. But in the United States alone, an estimated 1 million people are blind and another 6 million are visually impaired. For these people, sonification could be transformative. It could open access to education, to once unimaginable careers, even to the secrets of the universe. 


Visual depictions of statistical data have a deep history, going back at least to 1644, when the Dutch astronomer Michael Florent van Langren created a graph showing different estimates of the distance in longitude between Rome and Toledo, Spain. Over the centuries, mathematicians and scientists have developed graphical standards so familiar that nobody stops to think about how to interpret a trend line or a pie chart. Proper sonification of data, on the other hand, did not begin until the 20th century: the earliest meaningful example was the Geiger counter, perfected in the 1920s, its eerie clicks signifying the presence of dangerous ionizing radiation. More recently, doctors embraced sound to indicate specific medical readings; the beep-beep of an electrocardiogram is perhaps the most iconic (unless you count Monty Python’s medical device that goes bing!). Current applications of sonic display are still mostly specialized, limited in scope, or both. For instance, physicists and mathematicians occasionally use audio analysis, but mostly to express technical operations such as sorting algorithms. At the consumer end, many modern cars produce sounds to indicate the presence of another vehicle in the driver’s blind spot, but those sonifications are specific to one problem or situation. 

“Astronomy is a leading field in sonification, but there’s no reason that work couldn’t be generalized.”

Sarah Kane

Niklas Rönnberg, a sonification expert at Linköping University in Sweden, has spent years trying to figure out how to get sound-based data more widely accepted, both in the home and in the workplace. A major obstacle, he argues, is the continued lack of universal standards about the meaning of sounds. “People tend to say that sonification is not intuitive,” he laments. “Everyone understands a line graph, but with sound we are struggling to reach out.” Should large numbers be indicated by high-pitched tones or deep bass tones, for example? People like to choose personalized tones for something as simple as a wake-up alarm or a text-message notification; getting everyone to agree on the meaning of sounds linked to dense information such as, say, the weather forecast for the next 10 days is a tall order. 

Bruce Walker, who runs the Sonification Lab at Georgia Tech University, notes another barrier to acceptance: “The tools have not been suitable to the ecosystems.” Auditory display makes no sense in a crowded office or a loud factory, for instance. At school, sound-based education tools are unworkable if they require teachers to add speakers and sound cards to their computers, or to download proprietary software that may not be compatible or that might be wiped away by the next system update. Walker lays some of the blame at the feet of researchers like himself. “Academics are just not very good at tech transfer,” he says. “Often we have these fantastic projects, and they just sit on the shelf in somebody’s lab.”

Yet Walker thinks the time is ripe for sonification to catch on more widely. “Almost everything nowadays can make sound, so we’re entering a new era,” he says. “We might as well do so in a way that’s beneficial.” 

Seizing that opportunity will require being thoughtful about where sonification is useful and where it is counterproductive. For instance, Walker opposes adding warning sounds to electric vehicles so they’re easier to hear coming. The challenge, he argues, is to make sure EVs are safe around pedestrians without adding more noise pollution: “The quietness of an electric car is a feature, not a defect.”


There is at least one well-proven path to getting the general public excited about data sonification. Decades before Astronify came along, some astronomers realized that sound is a powerful way to communicate the wonder of the cosmos to a wide audience. 

Bill Kurth, a space physicist at the University of Iowa, was an early proponent of data sonification for space science. Starting in the 1970s, he worked on data collected by NASA’s Voyager probes as they flew past the outer planets of the solar system. Kurth studied results from the probes’ plasma instruments (which measured the solar wind crashing into planetary atmospheres and magnetic fields) and started translating the complex, abstract signals into sound to understand them better. He digitized a whole library of “whistlers,” which he recognized as radio signals from lightning discharges on Jupiter—the first evidence of lightning on another world. 

“I was hearing clumps where the sounds were in harmony with each other. I was hearing solos from the various wavelengths of light.”

Kimberly Arcand

In the late 1990s, Kurth began experimenting with ways to translate those sounds of space into versions that would make sense to a non-expert listener. The whistles and pops of distant planets caught the public imagination and became a staple of NASA press conferences. 

Since then, NASA has increasingly embraced sonification to bring its publicly funded (and often expensive) cosmological discoveries to the masses. One of the leaders in that effort is Kimberly Arcand at the Harvard-Smithsonian Center for Astrophysics. For the past five years, she has worked with NASA to develop audio versions of results from the Chandra X-ray Observatory, a Hubble-like space telescope that highlights energetic celestial objects and events, such as cannibal stars and supernova explosions. 

Arcand’s space sonifications operate on two levels. To trained astronomers, they express well-defined data about luminosity, density, and motion. To the lay public, they capture the dynamic complexity of space scenes that are hard to appreciate from visuals alone. Radio shows and television news picked up these space soundscapes, sharing them widely. More recently, the sonifications became staples on YouTube and Soundcloud; collectively, they’ve been heard at least hundreds of millions of times. Just this spring, Chandra’s greatest hits were released as a vinyl LP, complete with its own record-release party. 

“The first time I heard our finished Galactic Center data sonification, I experienced that data in a completely different way. I was hearing clumps where the sounds were in harmony with each other. I was hearing solos from the various wavelengths of light,” Arcand says. Researchers in other fields are increasingly embracing her approach. For instance, Stanford researchers have converted 1,200 years of climate data into sound in order to help the public comprehend the magnitude and pace of global warming. 


Arcand’s short, accessible astronomy sonifications have been great for outreach to the general public, but she worries that they’ve had little impact in making science more accessible to blind and visually impaired people. (“Before I started as an undergrad, I hadn’t even heard them,” Kane confesses.) To assess the broader usefulness of her work, Arcand recently conducted a study of how blind or visually impaired people and non-BVI people respond to data sonification. The still-incomplete results indicate similar levels of interest and engagement in both groups. She takes that as a sign that such sonifications have a lot of untapped potential for welcoming a more diverse population into the sciences.  

The bigger challenge, though, is what comes next: pretty sounds, like pretty pictures, are not much help for people with low vision who are drawn in by the outreach but then want to go deeper and do research themselves. In principle, astronomy could be an exceptionally accessible field, because it relies so heavily on pure data. Studying the stars does not necessarily involve lab work or travel. Even so, only a handful of BVI astronomers have managed to break past the barriers. Enrique Pérez Montero, who studies galaxy formation and does community outreach at Spain’s Instituto de Astrofísica de Andalucía, is one of a handful of success stories. Nicolas Bonne at the University of Portsmouth in the UK is another; he now develops both sound-based and tactile techniques for sharing his astronomical work. 

Wanda Díaz-Merced is probably the world’s best-known BVI astronomer. But her career illustrates the magnitude of the challenges. She gradually lost her eyesight in her adolescence and early adulthood. Though she initially wondered whether she would be able to continue her studies, she persisted, and in 2005 she got an internship at NASA’s Goddard Space Flight Center, where she ended up collaborating with the computer scientist Robert Candey to develop data-sonification tools. Since then, she has continued her work at NASA, the University of Glasgow, the Harvard-Smithsonian Center for Astrophysics, the European Gravitational Observatory, the Astroparticle and Cosmology Laboratory in Paris, and the Universidad del Sagrado Corazón in Puerto Rico. At every step, she’s had to make her own way. “I’ve found sonification useful for all the data sets I’ve been able to analyze, from the solar wind to cosmic rays, radio astronomy, and x-ray data, but the accessibility of the databases is really bad,” she says. “Proposals for mainstreaming sonification are never approved—at least not the ones I have written.”

Jenn Kotler, a user experience designer at the Space Telescope Science Institute (STScI), became obsessed with this problem after hearing a lecture by Garry Foran, a blind chemist who reinvented himself as an astronomer using early sonification tools. Kotler wondered if she could do better and, in collaboration with two colleagues, applied for a grant from STScI to develop a dedicated kit for converting astronomical data into sound. They were funded, and in 2020, just as the covid pandemic began, Kotler and company began building what became Astronify. 

“Our goal with Astronify was to have a tool that allows people to write scripts, pull in the data they’re interested in, and sonify it according to their own parameters,” Kotler says. One of the simplest applications would be to translate data indicating the change in brightness of an object, such as when a planet passes in front of a distant star, with decreased brightness expressed as lower pitch. After hearing concerns about the lack of standards on what different types of sounds should indicate, Kotler worked with a panel of blind and visually impaired test users. “As soon as we started developing Astronify, we wanted them involved,” she says. It was the kind of community input that had mostly been lacking in earlier, outreach-oriented sonifications designed by sighted researchers and primarily aimed at sighted users. 

Astronify is now a complete, freely available open-source package. So far its user base is tiny (fewer than 50 people, according to Kotler), but she sees Astronify as a crucial step toward much broader accessibility in science. “It’s still so early with sonification, and frankly not enough actual research is being done about how best to use it,” she says.

In principle, astronomy could be an exceptionally accessible field, because it relies so heavily on pure data. Even so, only a handful of BVI astronomers have managed to break past the barriers.

One of her goals is to expand her sonification effort to create auditory “thumbnails” of all the different types of data stored in the Mikulski Archive for Space Telescopes, a super-repository that includes results from the Hubble and James Webb space telescopes along with many other missions and data archives. Making that collection searchable via sound would greatly improve the accessibility of a leading data science repository, Kotler notes, and would establish a template for other fields to follow.

Kotler also shares ideas with like-minded researchers and data scientists (such as James Trayford at the University of Portsmouth, who has collaborated with Bonne on a sonification package called STRAUSS) through a three-year-old international organization called Sonification World Chat. Arcand participates as well, seeking ways to apply the intuitive nature of her cosmic outreach to the harder task of making research data accessible to the BVI community. She notes that sonification is especially useful for interpreting any measurement that changes over time—a type of data that exists in pretty much every research field. “Astronomy is the main chunk of folks in the chat, but there are people from geology, oceanography, and climate change too,” she says. 

NASA researchers have translated data from the Crab Nebula into sound. Panning across the image, each wavelength of light has been assigned to a different family of instruments. Light from the top of the image plays at a higher pitch, and brighter light sounds louder.

The broader goal of groups like Sonification World Chat is to tear down the walls between tools like Astronify, which are powerful but useful only to a specialized community, and general-purpose sonifications like spoken GPS on phones, which are beneficial to a wide variety of people but only in very limited ways. 

Rönnberg focuses a lot of his attention on dual-use efforts where data sonification is broadly helpful in a specific setting or occupation but could have accessibility applications as a side effect. In one project, he has explored the potential of sonified data for air traffic control, collaborating with the Air Navigation Services of Sweden. His team experimented with sounds to indicate when an airplane is entering a certain controller’s sector, for instance, or to provide 360-degree awareness that is difficult to convey visually. Thinking about a more familiar transportation issue, Rönnberg is working on a test project for sonified buses that identify themselves and indicate their route as they pull in to a stop. Additional sonic displays could mark the locations of the different doors and indicate which ones are accessible, a feature useful to passengers whether they see well or not. 

Dual use is also a guiding theme for Kyla McMullen, who runs the SoundPAD Lab at the University of Florida (the PAD stands for “perception, application, and development”). She is working with the Gainesville Fire Department to test a system that uses sound to help firefighters navigate through smoke-filled buildings. In that situation, everyone is visually impaired. Like Rönnberg, McMullen sees a huge opportunity for data sonification to make urban environments more accessible. Another of her projects builds on GPS, adding three-­dimensional sounds—signals that seem to originate from a specific direction. The goal is to create sonic pointers to guide people intuitively through an unfamiliar location or neighborhood. “Mobility is a big area for progress—number one on my list,” she says.  

Walker, who has been working on data sonification for more than three decades, is trying to make the most of changing technology. “What we’re seeing,” he says, “is we develop something that becomes more automated or easier to use, and then as a result, it makes it easier for people with disabilities.” He has worked with Bloomberg to display auditory financial data on the company’s terminals, and with NASA to create standards for a sonified workstation. Walker is also exploring ways to make everyday tech more accessible. For instance, he notes that the currently available screen readers for cell phones fail to capture many parts of the social media experience. So he is working with one of his students to generate sonified emojis “to convey the actual emotion behind a message.” Last year they tested the tool with 75 sighted and BVI subjects, who provided mostly positive feedback.

Education may be the most important missing link between general-purpose assistive sounds and academic-oriented sonification. Getting sound into education hasn’t been easy, Walker acknowledges, but he thinks the situation is getting better here, too. “We’re seeing many more online and web-based tools, like our Sonification Studio, that don’t require special installations or a lot of technical support. They’re more like ‘walk up and use,’” he says. “It’s coming.” 

Sonification Studio generates audio versions of charts and graphs for teaching or for analysis. Other prototype education projects use sonification to help students understand protein structures and human anatomy. At the most recent virtual meeting of the Sonification World Chat, members also presented general-purpose tools for sonifying scientific data and mathematical formulas, and for teaching BVI kids basic skills in data interpretation. Phia Damsma, who oversees the World Chat’s learning group, runs an Australian educational software company that focuses on sonification for BVI students. The number of such efforts has increased sharply over the past decade: in a paper published recently in Nature, Anita Zanella at Italy’s Istituto Nazionale di Astrofisica and colleagues identified more than 100 sonification-based research and education projects in astronomy alone.


These latest applications of sonification are quickly getting real-world tests, aided by the proliferation of cloud-based software and ubiquitous sound-making computers, phones, and other devices. Díaz-Merced, who has struggled for decades to develop and share her own sonification tools, finally perceives signs of genuine progress for scientists from the BVI community. “There is still a lot of work to do,” she says. “But little by little, with scientific research on multisensorial perception that puts the person at the center, that work is beginning.”

Kane has used Astronify mainly as a tester, but she’s inspired to find that the sonified astronomical data it generates are also directly relevant to her galactic studies and formatted in a standard scientific software package, giving her a type of access that did not exist just three years ago. By the time she completes her PhD, she could be testing and conducting research with sonification tools that are built right into the primary research databases in her field. “It makes me feel hopeful that things have gotten so much better within my relatively short lifetime,” she says. “I’m really excited to see where things will go next.” 

Corey S. Powell is a science writer, editor, and publisher based in Brooklyn, NY. He is the cofounder of OpenMind magazine.

The new US border wall is an app

A few minutes before 9 a.m. on a day in late March, Keisy Plaza, 39, leans against a wall on the corner of Juárez Avenue and Gardenias Street in Ciudad Juárez. It’s the last intersection before Mexico turns into El Paso, Texas, and a stream of commuters drive past on their way to work and other daily activities that intertwine the two border cities. 

I first met Plaza in a small, crowded shelter a few feet away from the border wall. Originally from Venezuela, she had left her home in Colombia seven months before. She walked a 62-mile stretch of dense mountainous rainforest and swampland called the Darién Gap with two small children and crossed several countries on foot and atop train cars to get to this corner. Her destination is just a few feet away. But instead of walking over to the bridge that serves as an official border crossing and asking for protection in the United States, she just stands there with her 20-year-old daughter, both glued to their phones, as her seven-year-old daughter and three-year-old grandson cry for breakfast and attention. Plaza has been trying every day for weeks to secure an appointment with Customs and Border Protection (CBP) so she can request permission for her family of five to enter the US. So far, she’s had no luck: each time, she’s been met with software errors and frozen screens. When appointment slots do open up, they fill within minutes. 

Plaza has not been the only person to encounter this new obstacle to finding refuge in the United States. At the start of this year, President Biden announced that people at the southern border who want to seek asylum in the US must first request an appointment to meet with an immigration official via a mobile app. The app, called CBP One, had been used by the US Department of Homeland Security since 2020, to let travelers send their information in advance and speed up processing at a port of entry. But in January, the department expanded the app’s use to include people without documentation who are seeking protection from violence, poverty, or persecution. At the time, Secretary of Homeland Security Alejandro N. Mayorkas said it was poised to become “one of the many tools and processes this administration is providing for individuals to seek protection in a safe, orderly, and humane manner and to strengthen the security of our borders.”

In the months since, the app has only become more entrenched. On May 11, the US government lifted a pandemic-era public health policy called Title 42 that for a few years enabled officials to rapidly expel migrants from the US. CBP One, which since January had been used to process humanitarian exemptions to the policy, stayed. It is one of just a handful of legal pathways for people seeking protection to enter the US (they may be allowed in if they have been denied asylum in another country, and there is a program that allows successful applicants from Cuba, Haiti, Nicaragua, and Venezuela to fly in directly). At the same time, DHS is implementing harsher consequences for people who don’t use these pathways. Under a new regulation, those who enter the US unlawfully are ineligible for asylum, with few exceptions. The policy so tightly restricts avenues for legal entry that many immigrant rights groups in the US have called it an “asylum ban.” 

“Can you imagine the toll it takes psychologically, thinking every day, ‘Maybe today is the day’?”

Brian Strassburger

For years, the number of migrants and asylum seekers arriving at the southern border seeking protection has been more than what the US government can process at ports of entry. They often wait in precarious places—border cities like Ciudad Juárez, Tijuana, Reynosa, and Matamoros, where shelters are often at full capacity and migrants are exposed to kidnapping, extortion, and other dangers. Many people are homeless, with no running water, no electricity, no access to school or educational programs for kids, and no guarantee of a hot meal. “Mexico doesn’t recognize this as a humanitarian crisis, but in my opinion, it is a migration crisis that requires resources, services, and a humanitarian response plan,” says Rafael Velásquez, Mexico director of the International Rescue Committee, an organization that helps people affected by crises around the world.

close up of a phone with the US Customs and Border Protection logo visible on the screen over a system error code
A migrant at a makeshift shelter in Ciudad Juárez, Mexico, shows a smartphone with the malfunctioning CBP One app.
ALICIA FERNáNDEZ

The app essentially adds one more stop—this time a digital one—in people’s migration route to the US. With a few exceptions, migrants can no longer approach a US immigration officer at the southern border or turn themselves in after crossing to seek protection. Now, they’re supposed to make an appointment online to present at the border if they want their internationally recognized right to seek asylum in the US upheld. But getting an appointment, for many people, has been as challenging as trying to buy a ticket to a Taylor Swift concert on Ticketmaster.   

No one who uses the app knows how long the wait will be. In late May, I caught up with Brian Strassburger, a Jesuit priest who visits shelters and migrant encampments in the Mexican border state of Tamaulipas. He knew people who had been using CBP One since the first week of March and still didn’t have an appointment. “They use it every single day,” he said, “so that’s three months of daily stress, of saying, ‘Is today the day I am going to win this lottery?’ Can you imagine the toll it takes psychologically, thinking every day, ‘Maybe today is the day’?” 

Although CBP has expanded the number of appointments available each day on the app and addressed a number of technical issues, immigration rights activists argue that the software itself, no matter how efficient or error-free it becomes, is an unacceptable barrier. To use it, people need a compatible mobile device. They also need a strong internet connection, resources to pay for data, electricity to charge their devices, tech literacy, and other conditions that place the most vulnerable migrants at a disadvantage.

“Technology is not policy, and no matter how many fixes they make to the app … it’s still not a sufficient system for people running for their lives,” says Bilal Askaryar, the interim campaign manager for #WelcomeWithDignity, a coalition of organizations, activists, and asylum seekers that advocates for the rights of immigrants and refugees. “The issue isn’t the glitches and the bugs. The issue is the app itself. That people must have an app to request protection is misunderstanding the dire situation these people are in.”  

DHS maintains that while the situation at the border is challenging and difficult, the department is sticking with its strategy of discouraging people from attempting unauthorized crossings. At the same time, it is making more and more CBP One appointments available: at the beginning of June, the department expanded the number of available slots to 1,250 per day, up from about 750 when the program started. “We have a plan; we are executing on that plan,” Mayorkas said on May 5. “Fundamentally, however, we are working within a broken immigration system that for decades has been in dire need of reform.” 

Immigrant rights groups are mounting legal challenges to the latest policy changes. But while the new rule stands, people contemplating crossing the southern border must make a choice: roll the dice to see if they can enter the country officially, apply for asylum in a country they do not want to settle in (which would make them ineligible to apply in the US), or put their lives at risk by attempting to cross unlawfully.


In late March, thousands of migrants and asylum seekers wandered the streets of downtown Ciudad Juárez, passing time, washing windshields at red lights, and selling candy on the streets. Others charged their phones at one of a handful of free charging stations near the National Women’s Institute downtown, waited in line to enter a food kitchen, or watched as their children played, distancing themselves from the grownups’ troubles. 

Not far from where Plaza was standing, Óscar Fuentes approached a woman selling empanadas to ask her what she had heard from her usual customers. “No appointments,” she replied. Fuentes, who is from Colombia, had been in Juárez for two months. He was renting a small room that he shared with 28 other people, but he counted himself lucky. “Think of all the people that are staying in places that we can’t see,” he said. 

Mexico is a dangerous place. More than 100,000 people have disappeared since 1964, most during the state’s war on drugs that started in 2006. Migrants making their way through the country are especially vulnerable: they risk being kidnapped, extorted, robbed, and murdered along their journey. Those who do make it to the border are not out of danger. On January 26, for example, a 17-year-old from Cuba was shot to death in a hotel in the northern city of Monterrey while waiting for a scheduled appointment. Days later, a 15-year-old Haitian boy died in a Reynosa rental house waiting for an appointment slot, according to local media. 

People seeking asylum in the US don’t have an immigration status in Mexico that would allow them to seek formal employment in the country. Some are picked up off the streets by Mexican immigration officials and detained in facilities that pose dangers of their own. In March, 40 migrants awaiting deportation died in a fire at an immigration detention center in Ciudad Juárez. 

US government officials say that CBP One is achieving its purpose. Instead of trying to cross unlawfully, people waiting at the border are opting to try for a sanctioned passage. Monthly encounters between CBP and people trying to enter without authorization, which reached record highs in 2022, decreased to around 128,877 in January—the first decline since February 2021. The number has increased since then, but it is still lower than in previous years. 

But CBP says it can only process so many people in a day. “We have an operational capacity at ports of entry because we are balancing legitimate trade and travel and other enforcement missions,” a CBP official told MIT Technology Review in April. He explained that the agency is making sure the billions of dollars’ worth of trade that crosses from Mexico into the US is processed smoothly, while still working to catch drug and weapon smuggling: “We have to balance our finite resources.” 

“That people must have an app to request protection is misunderstanding the dire situation these people are in.”

Bilal Askaryar

For those waiting at the border, however, the app represents another chapter in an already rocky story. For many years, the backlog at the border was managed through metering—a simple limit on the number of people who would be accepted for processing. Over time, as US policy shifted, Mexican government officials and civil society organizations began creating informal wait lists to organize the queues of people in Mexican border cities who wanted to seek asylum in the US.

Then, in March 2020, the US Centers for Disease Control and Prevention issued an order under Title 42 of the US code of laws, expediting expulsions, halting the processing of asylum claims at ports of entry, and blocking entry for individuals without valid travel documents. After lawyers and activists filed suit in 2021, the government introduced exceptions that allowed people to request permission to enter the US on humanitarian grounds. Those with a physical or mental illness or disability were potentially eligible for an exception, as were those who lacked safe housing or shelter in Mexico, faced threats of harm there, or were under 21, over 70, or pregnant. 

children climb on a 3 dimensional sculpture of the work Juarez.  The sun make long shadows into the foreground.
Migrant children play at a tourist landmark in downtown Ciudad Juárez.
ALICIA FERNáNDEZ

The number of people seeking Title 42 exceptions surpassed CBP’s number of daily slots, and the wait lists created by nonprofit organizations grew and proliferated. As of August of last year, there were over 55,000 people on Title 42 exception wait lists across different border cities, according to research by the Strauss Center for International Security and Law. Since January, use of CBP One has eliminated the wait lists. But the backlog—and the protracted waits—have continued. Mexican officials and civil society organizations don’t keep track of the numbers, but there could be around 660,000 migrants in Mexico, according to United Nations figures cited by the acting CBP commissioner, Troy Miller. Shelters regularly reach full capacity, and wait times are proving to be long.

The wait-list framework was far from perfect: it was susceptible to fraud, extortion, and the poor judgment of people managing the lists. Still, it was a more humane policy because it was up to people to decide who was eligible for an exception, says Thiago Almeida, head of the Ciudad Juárez field office for the United Nations’ International Organization for Migration, an intergovernmental organization that works to ensure the orderly and humane management of migration. With the app, there’s no way to prioritize those most in need. “People who have better access to technology, know how to use it, and have access to faster internet have a better chance to get an appointment,” he says. 


When I spoke with Strassburger in March, he said CBP was effectively “beta-testing the app on people in vulnerable situations.” In the first few months after the rollout of the appointment system, advocates quickly identified problems that made the app difficult or almost impossible to use.

At first, for example, it was available only in English and Spanish, leaving out migrants who speak Haitian Creole, Indigenous languages, and more. Organizations working with migrants also flagged serious issues with the app’s facial recognition feature, which is used to establish that the software is interacting with a real person and not a bot or malicious software.Many people with darker skin tones found that the app failed to register their faces. 

The facial recognition feature began improving with CBP One’s update at the end of February, says Felicia Rangel-Samponaro, director of Sidewalk School, an organization that provides shelter and educational services to migrants and asylum seekers in Tamaulipas. Sidewalk School works with a large population of Haitian migrants and has been calling out the app’s biases against this population from the start. “This whole time, Black people have been left out [of the process],” she says. “That’s crazy!” 

“A lot of the difficulties with live photos have to do with the quality of the image, not with the algorithm looking at those photos,” said the CBP official who spoke with MIT Technology Review. To eliminate some of those problems, CBP decreased the number of live photos required per application, reducing the data bandwidth needed and allowing for a smoother experience with this function. “We saw an increase in the expediency in which someone was able to access the application from when we originally started doing it,” he said. 

Norkys A., a Venezuelan migrant and mother, watches others pass the time playing games as they wait for an appointment slot to open up through the CBP One app.
ALICIA FERNáNDEZ

The International Organization for Migration surveyed migrants in Tamaulipas and found that the app seemed to present more issues on Huawei phones. Rumors abounded about potential fixes. Some migrants believed the iPhone’s iOS system works better than Android and that older versions of the app worked better than the most recent updates. When I asked the CBP official about these discussions in April, he said that hardware shouldn’t be an issue. “You just have to have your device updated to the most recent software,” he said. 

Those with hardware that works still need a broadband internet connection to use the app. The Wi-Fi connections in shelters, migrant camps, and hotels are spotty and slow down considerably when hundreds of people try to connect at once. Many migrants buy cellular data instead, spending between 50 and 100 pesos ($2.50 to $5) a day. 

At first, even with a good connection, people faced issues with frozen screens, confirmation emails that never arrived, log-in failures, and errors with the app’s GPS location data. The app tracks users’ location and is designed to work only in central and northern Mexico. Yet some people within range were having issues with this feature; they got error messages indicating that they were too far from a port of entry.

“No one lends their phone here, since everyone is on the lookout for their appointments.”

Norkys A.

By May, Strassburger says, CBP had addressed many of the issues that came with connectivity limitations, but that hasn’t eliminated all barriers. “The app has gotten to a much better place in terms of its functionality,” he says, “but the US government has done everything in its power to funnel people to use the app as their one way of crossing, and yet they have not made it an adequately sufficient avenue.” 

Arantza Plaza kneels on the floor next to phones plugged into the wall to charge while adults meet at a table in the room behind her.
A place to charge a cell phone is a high priority for migrants relying on their phone to access the app.
ALICIA FERNáNDEZ

There are still not enough appointments given the number of people “who are waiting and living in really inhumane conditions,” he says, often facing safety risks in Mexico. The need for a working smartphone with enough battery charge and a good internet connection is “an expense they are having to make as a family, prioritizing that over food on any given day,” he adds. “That continues to be a decision they have to make.”


In the first months after the CBP One app was introduced to make appointments for entry applications, all the slots available for the day opened up at 6 a.m. Pacific time. But people logged in hours earlier. “People are waking up at 3 a.m. these days, because they have to get into that app early. Otherwise the bandwidth overflows and they don’t get their text confirmation to log in,” Strassburger said at the time. 

On May 5, on top of the increase in daily appointments, CBP announced changes to the app that will give users additional time to complete the appointment request. A big source of problems and anxiety for migrants came at this stage of the process, because people had only minutes to confirm their slot—if they were lucky enough to get one—by submitting a photo. If the app had trouble reading the photo or bandwidth problems prevented them from uploading it, time could quickly run out. This happened to Plaza several times. Each time, she says, she was devastated by getting so close but failing. 

Now, instead of making appointments available at the same time each day for a short period, the scheduling system will let people make requests and confirm appointments in two separate steps over the course of two days, essentially giving them a “longer window of time to ask for and to confirm their appointment” and reducing “time pressure and dependency on internet speed and connectivity,” according to a CBP press release announcing the change. CBP also stated that it will work to prioritize people who have waited the longest.

“It’s taken five months and a lot of mistakes, but I think they have made the system better,” says Strassburger. “I just wish they had run way more tests and gone through it a lot more thoroughly so that this sort of procedure had launched in January, as opposed to all the stress and trauma that people were put through because of all the missteps along the way.” 

As of late May, migrants and asylum seekers had managed to schedule more than 122,000 appointments at points of entry along the southern border, according to CBP. Many people are still crossing into the US on their own: in April, CBP encountered 182,114 people entering unlawfully between those ports of entry, up 12% from the number a month before. Nevertheless, though the Biden administration expected a big increase in migrants and asylum seekers at the border upon the end of Title 42 on May 11, that didn’t happen. The government’s increased restrictions and enforcement policies targeting unlawful migration appear to be deterring people from crossing without authorization and encouraging them to use the CBP One app instead.


While some people might get an appointment through CBP One on their first attempt, others may try for weeks or months, depending on their circumstances and their luck. Norkys A., a single mother who left to support her family and church in Venezuela, tried for months to get an appointment in Ciudad Juárez after she arrived on December 26, 2022, with her two teenage children. By March, they were living in a shelter and barely going out. “This confinement is driving us crazy,” she said, speaking from a little nook in the attic where she slept. Backpacks hung from hooks on the walls, and the floors were made of plywood. A few old toys were scattered around for children to play with. “I want to get to the US so my children can start going to school,” she said.

Norkys broke her shoulder while hopping trains to get to Ciudad Juárez. She visited a local clinic, which prescribed painkillers and told her she needs surgery that would cost about $5,000. She didn’t have that kind of money; she didn’t even have enough for a sling to immobilize her arm. Nor did she have a working phone to use CBP One. “I left without a cell phone, money, and food,” she explained. She occasionally tried for an appointment with a borrowed phone, if she could find one. “No one lends their phone here, since everyone is on the lookout for their appointments,” she said. “Their goal is getting across.”

In the foreground people help themselves from aluminum trays of food while others can be seen sitting at tables eating in the background.
Migrants get a meal in the basement of the Cathedral of Ciudad Juárez.
Four children lay on their stomachs on the floor around a cell phone propped up against a shoe.
Children focus on a distraction.

Yessica N. and family members sit on a city sidewalk.
Keisy P leans against the wall of a building with others as they check their phones.
Keisy Plaza stands near the international bridge in Ciudad Juárez in March.

a crowd of people with their hands in the air
Damaris Hernández leads exercises in a makeshift shelter.
a woman leads her son through a room where people and belongings are up against a wall
Women and children rest in a makeshift shelter.

Plaza says that when she was staying in a shelter in Ciudad Juárez in March, she tried the app practically every day, never losing hope that she and her family would eventually get their chance. Seven weeks after arriving in the city, she got her CBP One appointment, at the Paso del Norte port of entry in El Paso, and slowly made her way north to her destination, where she will settle while she awaits her day in immigration court next year. 

Not everyone is choosing to wait. After four months in Ciudad Juárez, Norkys and her two children crossed into the US unlawfully on April 25. They were detained and deportation proceedings were begun, but they were released in Laredo, Texas, and will have the opportunity to appear in court to present their case in an immigration hearing in the near future. While she waits, Norkys is trying to settle into life in the US, relying on shelters and charities to get on her feet. The future remains uncertain, but she is grateful. “As long as we are alive and healthy,” she says, “all is good.” 

Lorena Ríos is a freelance journalist based in Monterrey, Mexico.

Innovation will fuel e-mobility adoption

The e-mobility revolution is in high gear. Automakers are promising to launch dozens of electric models over the next decade. In August 2021, U.S. President Joe Biden set a target for 50% of new car sales to be electric vehicles (EVs) by 2030. And electric car registrations in Europe increased from 3.5% in 2019 to almost 18% in 2021, according to the European Environment Agency.

Policy changes are driving the increasing popularity of e-mobility—the use of electric vehicles, such as cars, trucks, and buses, that obtain energy from a power grid. New policies include California’s Advanced Clean Trucks (ACT) regulation, which requires manufacturers to sell increasing percentages of zero-emission heavy-duty trucks.

Evolving consumer demands are also helping e-mobility gain mainstream traction. In fact, automotive consulting firm AutoPacific reports that consumer demand in the U.S. increased to 5.6% of total light vehicle sales in 2022. This number was 3.3% in 2021. One reason for this uptick is that consumers are looking for eco-friendly alternatives to traditional transportation vehicles, which contribute approximately one-quarter of all energy-related carbon dioxide emissions to the atmosphere.

These shifts in policy and consumer sentiment not only herald a new era for e-mobility, but highlight the need for continued technological advancement. “Scaling e-mobility technologies more efficiently is critical to speeding widespread adoption of electric vehicles and reducing carbon emissions across the globe,” said Jeff Harris, vice president of corporate and portfolio marketing at Keysight Technologies, a U.S.-based provider of design, emulation, and test equipment for electronics. He continues, “There are immediate opportunities for innovation across the e-mobility ecosystem that will help make EVs more affordable, convenient, and desirable to consumers.”

As organizations rise to this challenge, innovations are emerging, from new battery designs to EV charging and EV supply equipment (EVSE) or charging infrastructures that, together, promise to push the envelope on electric vehicle adoption and contribute to a cleaner planet.

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Inside Tencent’s weirdly secretive customer service center

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It’s been a while. I just got back from several weeks in China. It was my first visit since the pandemic, and I noticed some changes: half the cars running on the streets of Shanghai are now powered by electricity; I had to scan my face to ride the high-speed trains; and I did not use a single coin or credit card for my entire trip—digital wallets are accepted literally everywhere.

One of my stops in China was Shenzhen, the southern city that’s home to many Chinese tech companies, like Tencent, Huawei, and DJI. I had several reasons to go to Shenzhen, but there was one that made me nervous: I wanted to go to Tencent’s mysterious customer service center to get my 15-year-old social media account back.

If you didn’t know, the first software that launched Tencent’s empire was QQ, the go-to instant messaging platform in China during the desktop internet era. From there, Tencent grew into a powerful conglomerate offering blogs, email services, music and video streaming, gaming, and eventually WeChat. For a long time before WeChat’s success, a QQ account was essentially a digital identity—people used it to connect with each other and access all kinds of Tencent services. 

I have personal archives—including diary entries, chat histories, and professional emails—in QQ that span more than a decade. But I haven’t been able to access them since November 2021, when my account was suddenly suspended. In the months before that, I had used it to report on a story about QQ’s censorship of LGBTQ content and to connect with sources for other stories I was working on. But it wasn’t clear whether that activity resulted in the suspension. 

I tried to recover my account, but I hit a wall because it was registered with my childhood mobile number, which had long been deactivated. I basically gave up on it—until I learned about the customer service center in Shenzhen.

Dealing with customer service can always be frustrating: long wait times, boilerplate responses, and unhelpful representatives are the norm. Tencent offers a physical center as a last resort. If you are willing to travel to Shenzhen, you can meet with a representative in person to make your case. 

In January, a 16-year-old Chinese teen went viral after he traveled over 800 miles by himself to the Tencent customer service center. Like me, he’d had his QQ account suspended. After months of communications with Tencent and formal complaints that went nowhere, he finally got his account back thanks to his visit.

I arrived at the customer service center on a humid April day. The center is on the first floor of an office building unrelated to Tencent, yet only a few miles away from the company headquarters. It felt weirdly secretive: there was no sign on the exterior signifying what it was. A security guard stood outside the door and was eager to question all passersby about why they were there. 

When I walked into the reception room, six people were in the line in front of me. We were directed to go through a security detector and store all our bags and drinks. No recording, photography, or loud conversations are allowed in this center, the signs on the wall said. I tried to record audio but was soon noticed by one of the three security guards there. “Sir, you cannot record here,” he said, before watching me delete the recording.

After passing through the security screening, I was led to a waiting room, where more security guards—all wearing white shirts and black pants—were watching over the visitors and acting as support staff in instructing people to pre-fill their complaint information, like details of my QQ account to prove I was the rightful owner. 

As I waited on a couch for the Tencent representative to process my case, I was also eavesdropping on fellow visitors in the waiting room. A woman came because her husband had recently returned to China after a long time abroad and couldn’t reactivate his digital wallet. An old man had trouble communicating his case with the guards because he spoke in a thick accent. Another woman, who works as a daigou, or product reseller, was complaining that her WeChat account kept being suspended for sale of counterfeit products, while she insisted she hadn’t done it. A mother came with her 16-year-old son, who had spent over $10,000 on a Tencent-owned mobile game, using her bank account without her approval. The boy, probably knowing he’d messed up, kept staring at the floor and speaking in a low voice while he was reproached by the support staff for not telling them the correct information about his gaming activities.

The people in the center reminded me of how important tech companies have become to daily life in China. Here in the US, you can probably still live comfortably without using any Meta or Google products, but it’s hard to imagine living in China today without coming across WeChat or another Tencent app. 

I felt the imbalance of power between users and Tencent more acutely when I was physically in that Tencent office, being told to comply with different procedures and being watched to make sure I wasn’t taking any photos. And I knew, standing there, that in 2020, a man died by suicide by jumping from the top of that very building. While Tencent denied having had contact with the man that day, a relative of the victim said he went there because his WeChat account had been suspended and he couldn’t get it back after repeated complaints. 

After waiting for an hour and going through some procedures, including taking a video of myself for Tencent’s mandatory facial recognition ID verification system, I got my QQ account back. 

Not everyone in the center was as lucky as I was. The mother who came with her son was told that “a specialist dealing with underage users” would get back to them in a day. “But I took today off to come here and need to return home tomorrow. I won’t be able to come again,” she said. The Tencent staff assured her she would receive a call tomorrow, adding: “You are wasting your time waiting here.” 

The woman whose WeChat account had been suspended over counterfeit sales got into a quarrel with the customer representative. She didn’t believe she’d been reported by the brand (it was Dyson who contacted Tencent, the representative said) but insisted that a foe had snitched on her, and she wanted to know who the snitch was. The argument ended with the woman falling back to the couch, crying that the suspension had basically cost her her livelihood. “I might as well give up this business,” she sobbed. “Things have already been very difficult.”

I didn’t get all the answers I wanted that day. The customer service representative, standing in front of a sign on the wall that read “Tencent: all we do is for our customers,” couldn’t tell me what exactly got my account suspended in the first place. Perhaps it was because I left my contact information in too many group chats, she said, after I explained I mostly used it to find people to interview. “How many group chats is too many?” I asked. “There isn’t an absolute number,” she replied. 

As I was leaving the center, the security guard was still standing in front of the entrance, alert to anyone approaching. A man in a white shirt passed by, and the guard immediately asked what he was here for. “I’m just looking for a bathroom,” he awkwardly answered. After I was a few steps away, I turned around and took a photo of the center. I hope I won’t ever have to come back again.

A photo I took of the Tencent customer services center.

Have you ever dealt with Tencent’s customer service representatives online or in person? Tell me your experience by writing to zeyi@technologyreview.com.

Catch up with China

1. An ex-executive of ByteDance’s US unit has filed a wrongful termination lawsuit against the tech company in which he made some juicy claims, including that the company has facilitated bribes to China’s internet regulator. (New York Times $)

2. Chinese police arrested a man for fabricating news of a train crash with the help of ChatGPT, making it the first ChatGPT-related arrest in the country. (The China Project $)

3. TikTok’s Chinese sister app Douyin requires creators to label content generated by artificial intelligence. (Semafor)

4. A former DeepMind researcher compares AI to traditional Chinese medicine: the theory is slim and unsatisfying, but it somehow works. (Wired $)

5. The famed Chinese-Singaporean singer Stefanie Sun is suddenly “releasing” dozens of songs every day. Fans are using AI tools to swap her voice into other popular songs. (TechCrunch)

6. Telecom carriers across the US are required to “rip and replace” their Chinese-made gear, but the costly process is forcing some of them out of business. (New York Times $)

7. A four-year-long landmark lawsuit could decide whether single women in China are permitted to freeze their eggs. (Reuters $)

8. Tesla is recalling 1.1 million cars in China over potential safety risks—almost the entirety of its sales in China since 2019. (CNN)

Lost in translation

On May 12, OPPO, one of the leading Chinese mobile phone companies (it makes 8% of all smartphones in the world), abruptly shut down its microchip business Zeku and laid off its 3,300 employees. According to Chinese tech publication 36Kr, the announcement surprised almost all Zeku employees, since the company hasn’t been in substantial financial troubles.

Established in 2019, Zeku was once regarded as one of a few hopes for Chinese smartphone companies to make their own chips instead of relying on foreign companies like Qualcomm. Before it was shut down, it managed to develop two high-end chip products that are used in OPPO phones, and a third was being tested for production in TSMC factories. The sudden decision has bewildered the Chinese semiconductor industry. One reasonable potential explanation is that OPPO is concerned about sky-high R&D costs while the global smartphone market is headed for a long-term contraction. 

Other Chinese chip companies are racing to grab the top talents coming out of Zeku, but it may take a long time for the industry to absorb all those who were laid off.

One more thing

The latest viral marketing trick in China is to get on a Times Square billboard, as Chinese publication Sixth Tone reported. An 18,000-square-foot LED screen constructed last year has made it possible to broadcast a 15-second video clip in the heart of New York City for only $40. Chinese brands, influencers, or just ordinary people who need an innovative birthday present for their friends soon caught on. Of course, most passersby won’t pay much attention to these videos. It’s all about getting bragging rights on Chinese social media.