May 19, 2020

[Video] 10 Embarrassing Tech Failures

Shane Watson
2 min
[Video] 10 Embarrassing Tech Failures

Technology may be powerful but it isn't always perfect. From a robot that froze after just three stairs to a laptop that burst into flames during a conference, here are 10 companies with products that didn't quite get it right. 

10. Honda Asino, 2006
Attempting to showcase its skills, scientists had the robot walk up stairs. Unfortunately, it froze on the third, then proceeded to crash to the ground. 

9. Microsoft Zune, 2006
Five years after Apple released the iPod, Microsoft attempted to join the MP3 industry with the Zune. Capturing just 3 percent of the market, the company ceased development in 2011. 

Related: [Video] 15 Worst Business Decisions 

8. Dell laptops, 2006
Exploding batteries are never good; your laptop bursting into flames is just plain frightening. 

7. Apple Newton, 1993
$100 million was spent developing the Newton, but the handwriting recognition feature mistranslated words and the product was discontinued. 

6. IBM PC jr., 1984
A 62-key keyboard was the downfall for IBM, who eventually spent $60,000 replacing the keyboards post-flop. 

Related: [Infographic] What You Don't Know about Eight Big Businesses 

5. Nintendo Power Glove, 1989
Nintendo went as far as producing a movie to promote the Power Glove, which was heavily featured in the flick.  Maybe a little more money should have gone into developing games that go with it—only two ever existed. 

4. Nokia N-Gage, 2003
Nokia's gaming cell phone, N-Gage, was outsold 100 to 1 by the Gameboy Advance SP. 

3. Sharp RD3D Notebook, 2004
This computer boasted 3D capabilities—no glasses required; headache included. 

Related: [Video] The Game-Changing App for Executives that Could Beat LinkedIn

2. Microsoft Bob, 1995
The cutesy characters were meant to simplify the user experience but instead were considered annoying. 

1. Sinclair C5, 1985
Once considered the future of transportation, the open-air vehicle never went faster than 17 km per hour. 

Watch the video below for more details about these famous fails. 

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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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