May 19, 2020

E3 and the future of the $70bn gaming industry

2 min
E3 and the future of the $70bn gaming industry

Running from the 11th to the 13th of June, and held in the grandiose Los Angeles Convention Center, the 2019 Electronic Entertainment Expo (known as E3) is the definitive gathering place for lovers of gaming and electronic entertainment worldwide. This year’s convention featured game demos, announcements of hotly-anticipated releases, and a surprise Keanu Reeves appearance. With the global video games industry surpassing $70bn in 2018, carving out and maintaining a place at its leading edge is big business.

In the same way that arcade games like Nibbler and Donkey Kong gave way to the home console, the mobile phone is taking steps to claim the throne of the world’s favourite gaming platform from the likes of the Xbox and Playstation. Of all gaming revenue generated in 2018, over half came from mobile gaming.

In order to better compete against the dominance of mobile gaming, and harness both the ‘as-a-service’ revolution and the power of the cloud, both Google and Microsoft are in the developmental stages of a cloud-powered game streaming service. Microsoft demoed its xCloud product at E3, highlighting a coming shift in the way that games are delivered to customers. As described by The Verge, the race to become the “Netflix for games” is on and hotly contested.


According to the report, “people increasingly want to experience games the same way they experience other facets of entertainment, with instant access to a breadth of options. Demand for physical games has bottomed out, affecting mega chains like GameStop, as more people move to digital.”

Using Microsoft’s dedicated cloud technology, the xCloud can reportedly stream existing Xbox games to mobile devices at 60 fps in 720p resolution, a huge benchmark for gaming experiences.

In addition to changing the way in which games will be delivered to future audiences, cloud-based games could also be developed at a much higher level of power and computing consumption, as software could be effectively run through multiple consoles strung together.

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Jun 12, 2021

How changing your company's software code can prevent bias

Lisa Roberts, Senior Director ...
3 min
Removing biased terminology from software can help organisations create a more inclusive culture, argues Lisa Roberts, Senior Director of HR at Deltek

Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day. 

Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at  and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization. 

Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.

Why should businesses today care about removing company bias within their software code?  

We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization

What impact can exclusive terms have on employees? 

Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.    

Please explain how Deltek has removed bias terminology from its software code

Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!

What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?

What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.

What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology? 

My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve. 


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