VITAL (Validating Investment Tool for Advancing Life Sciences) was a Board Management Software machine learning proprietary software developed by Aging Analytics, a company registered in Bristol (England) and dissolved in 2017. Andrew Garazha (the firm's Senior Analyst) declared that the project aimed "through iterative releases and updates to create a piece of software capable of making autonomous investment decisions." According to Nick Dyer-Witheford, VITAL 1.0 was a "basic algorithm". On 13 May 2014, Deep Knowledge Ventures, a Hong Kong venture capital firm, claimed to have appointed VITAL to its board of directors in order to prove that artificial intelligence could be an instrument for investment decision-making. The announcement received great press coverage despite the fact commentators consider this a publicity stunt. Fortune reported in 2019 that VITAL is no longer used. == Criticism == Academics and journalists viewed VITAL's board appointment with skepticism. University of Sheffield computer science professor Noel Sharkey called it "a publicity hype". Michael Osborne, a University of Oxford associate professor in machine learning, found it is "a gimmick to call that an actual board member". Simon Sharwood of The Register, wrote there is "a strong whiff of stunt and/or promotion about this". In a 2019 speech, the Chief Scientist of Australia, Alan Finkel, commented, "At the time, most of us probably dismissed Vital as a PR exercise. I admit, I used her story three years ago to get a laugh in one of my speeches." Florian Möslein, a law professor at the University of Marburg, wrote in 2018 that "Vital has widely been acknowledged as the 'world's first artificial intelligence company director'". Vice journalist Jason Koebler suggested that the software did not have any article intelligence capabilities and concluded "VITAL can’t talk, and it can’t hear, and it can’t be a real, functional executive of a company." Sharwood of The Register noted that because VITAL was not a natural person, it could not be a board member under Hong Kong's corporate governance laws. However, in a 2017 interview to The Nikkei, Dmitry Kaminskiy, managing partner of Deep Knowledge Ventures, stated that VITAL had observer status on the board and no voting rights. University of Sheffield computer science professor Noel Sharkey said of VITAL, "On first sight, it looks like a futuristic idea but on reflection it is really a little bit of publicity hype." Vice journalist Jason Koebler said "this is a gimmick" and said "There is literally nothing to suggest that VITAL has any sort of capabilities beyond any other proprietary analysis software". Michael Osborne, a University of Oxford associate professor in machine learning, found VITAL's appointment to be noncredible, saying it is "a bit of a gimmick to call that an actual board member". Osborne said that a core duty of board members to converse with each other, which the algorithm is incapable of doing, so its more likely functionality is to serve as a springboard for conversation among other board members. In a 2019 speech, the Chief Scientist of Australia, Alan Finkel, commented, "At the time, most of us probably dismissed Vital as a PR exercise. I admit, I used her story three years ago to get a laugh in one of my speeches." == Machine intelligence as board member == VITAL was created by a group of programmers employed by Aging Analytics According to Andrew Garazh, Aging Analytics Senior Analyst, VITAL was not a machine learning algorithm as the necessary datasets on investment rounds, intellectual property and clinical trial outcomes are generally not disclosed. Rather, VITAL used fuzzy logic based on 50 parameters to assess risk factors. Aging Analytics licensed the software to Deep Knowledge Ventures. It was used to help the human board members of Deep Knowledge Venture make investment decisions in biotechnology companies. For instance, it supported investments in Insilico Medicine, which creates ways for computers to help find drugs in research into aging. VITAL also supported investing in Pathway Pharmaceuticals, which uses the OncoFinder algorithm to choose and appraise cancer treatments. According to Dmitry Kaminskiy, managing partner of Deep Knowledge Ventures, the motivation for using VITAL was the large number of failed investments in the biotechnology sector and the desire to avoid investing in companies likely to fail. == Ethical and legal implications == Scholars addressed questions around the safety, privacy, accountability transparency and bias in algorithms. Writing in the philosophical journal Multitudes, the academic Ariel Kyrou raised questions about the consequences of a mistake made by an algorithm recommending a dangerous investment. He raised the hypothetical where VITAL was able to persuade the board to invest in a startup that had the facade of doing research into treatment for age-associated ills, but in actuality was run by terrorists who were raising funds. Kyrou raised a series of questions about who society would fault for VITAL's mistake. As the owner of VITAL, should Deep Knowledge Ventures be held accountable, or rather should the companies that supplied data to VITAL or the people who created VITAL be held liable? Simon Sharwood of The Register wrote that because the appointment of a software program to the board directors is not legally feasible in Hong Kong, there is "a strong whiff of stunt and/or promotion about this". Quoting a Thomson Reuters website describing Hong Kong legislation related to corporate governance, Sharwood pointed out that in Hong Kong "the board comprises all of the directors of the company" and "a director must normally be a natural person, except that a private company may have a body corporate as its director if the company is not a member of a listed group." He concluded that since VITAL cannot be considered a "natural person", it is merely a "cosmetic" appointment to the board and that "this software is no more a Board member than Caligula's horse was a senator". Sharwood further argued that corporations frequently purchase directors and officers liability insurance but that it would be practically impossible to get such insurance for VITAL. Sharwood also wrote that were VITAL to be hacked, any misinformation it outputs could be considered "false and misleading communications". In the book Research Handbook on the Law of Artificial Intelligence, Florian Mölein wrote that VITAL could not become a director as defined in Hong Kong's corporate laws, so the other directors just were approaching it as "a member of [the] board with observer status". Lin Shaowei raised concerns in a Journal of East China University of Political Science and Law article about how the software's appearance inspired a complex question about the relationship between corporate law and artificial intelligence. VITAL could be considered either a board director who has voting rights or an observer who does not. Lin said either choice raised questions about whether VITAL is subject to corporate law and who would be held accountable if VITAL recommends a choice that turns out to be damaging to the company. David Theo Goldberg in the Critical Times, a peer reviewed journal in Critical Global Theory, argues that VITAL processed a dataset to predict the most remunerative investment opportunities. Drawing his analysis on an article from Business Insider, Goldberg describes VITAL's decision-making predictiveness based "on surface pattern recognition and the identification of regularities and/or irregularities". In other words, Goldberg asserts that "the normativity of the surface" explains algorithmic knowledge of a "product" like VITAL. In Homo Deus, Yuval Noah Harari mentions VITAL as an example of the future risks that humankind faces. Harari argues that the human mind is being replaced by a world in which algorithms and data make the decisions. Specifically, it is argued that "as algorithms push humans out of the job market," executive boards driven by artificial intelligence are more likely to give priority to algorithms over the humans.
Rapid application development
Rapid application development (RAD), also called rapid application building (RAB), is both a general term for adaptive software development approaches, and the name for James Martin's method of rapid development. In general, RAD approaches to software development put less emphasis on planning and more emphasis on an adaptive process. Prototypes are often used in addition to or sometimes even instead of design specifications. RAD is especially well suited for (although not limited to) developing software that is driven by user interface requirements. Graphical user interface builders are often called rapid application development tools. Other approaches to rapid development include the adaptive, agile, spiral, and unified models. == History == Rapid application development was a response to plan-driven waterfall processes, developed in the 1970s and 1980s, such as the Structured Systems Analysis and Design Method (SSADM). One of the problems with these methods is that they were based on a traditional engineering model used to design and build things like bridges and buildings. Software is an inherently different kind of artifact. Software can change the process used to solve a problem. As a result, knowledge gained from the development process itself can feed back to the requirements and design of the solution. Plan-driven approaches attempt to define requirements, the solution, and the implementation plan, and have a process that discourages changes. RAD approaches, on the other hand, recognize that software development is a knowledge intensive process and provide flexible processes that help take advantage of knowledge gained during the project to improve or adapt the solution. The first such RAD alternative was developed by Barry Boehm and was known as the spiral model. Boehm and other subsequent RAD approaches emphasized developing prototypes as well as or instead of rigorous design specifications. Prototypes had several advantages over traditional specifications: Risk reduction. A prototype could test some of the most difficult potential parts of the system early on in the life-cycle. This can provide valuable information as to the feasibility of a design and can prevent the team from pursuing solutions that turn out to be too complex or time-consuming to implement. This benefit of finding problems earlier in the life-cycle rather than later was a key benefit of the RAD approach. The earlier a problem can be found the cheaper it is to address. Users are better at using and reacting than at creating specifications. In the waterfall model it was common for a user to sign off on a set of requirements but then when presented with an implemented system to suddenly realize that a given design lacked some critical features or was too complex. In general most users give much more useful feedback when they can experience a prototype of the running system rather than abstractly define what that system should be. Prototypes can be usable and can evolve into the completed product. One approach used in some RAD methods was to build the system as a series of prototypes that evolve from minimal functionality to moderately useful to the final completed system. The advantage of this besides the two advantages above was that the users could get useful business functionality much earlier in the process. Starting with the ideas of Barry Boehm and others, James Martin developed the rapid application development approach during the 1980s at IBM and finally formalized it by publishing a book in 1991, Rapid Application Development. This has resulted in some confusion over the term RAD even among IT professionals. It is important to distinguish between RAD as a general alternative to the waterfall model and RAD as the specific method created by Martin. The Martin method was tailored toward knowledge intensive and UI intensive business systems. These ideas were further developed and improved upon by RAD pioneers like James Kerr and Richard Hunter, who together wrote the seminal book on the subject, Inside RAD, which followed the journey of a RAD project manager as he drove and refined the RAD Methodology in real-time on an actual RAD project. These practitioners, and those like them, helped RAD gain popularity as an alternative to traditional systems project life cycle approaches. The RAD approach also matured during the period of peak interest in business re-engineering. The idea of business process re-engineering was to radically rethink core business processes such as sales and customer support with the new capabilities of Information Technology in mind. RAD was often an essential part of larger business re engineering programs. The rapid prototyping approach of RAD was a key tool to help users and analysts "think out of the box" about innovative ways that technology might radically reinvent a core business process. Much of James Martin's comfort with RAD stemmed from Dupont's Information Engineering division and its leader Scott Schultz and their respective relationships with John Underwood who headed up a bespoke RAD development company that pioneered many successful RAD projects in Australia and Hong Kong. Successful projects that included ANZ Bank, Lendlease, BHP, Coca-Cola Amatil, Alcan, Hong Kong Jockey Club and numerous others. Success that led to both Scott Shultz and James Martin both spending time in Australia with John Underwood to understand the methods and details of why Australia was disproportionately successful in implementing significant mission critical RAD projects. == James Martin approach == The James Martin approach to RAD divides the process into four distinct phases: Requirements planning phase – combines elements of the system planning and systems analysis phases of the systems development life cycle (SDLC). Users, managers, and IT staff members discuss and agree on business needs, project scope, constraints, and system requirements. It ends when the team agrees on the key issues and obtains management authorization to continue. User design phase – during this phase, users interact with systems analysts and develop models and prototypes that represent all system processes, inputs, and outputs. The RAD groups or subgroups typically use a combination of joint application design (JAD) techniques and CASE tools to translate user needs into working models. User design is a continuous interactive process that allows users to understand, modify, and eventually approve a working model of the system that meets their needs. Construction phase – focuses on program and application development task similar to the SDLC. In RAD, however, users continue to participate and can still suggest changes or improvements as actual screens or reports are developed. Its tasks are programming and application development, coding, unit-integration and system testing. Cutover phase – resembles the final tasks in the SDLC implementation phase, including data conversion, testing, changeover to the new system, and user training. Compared with traditional methods, the entire process is compressed. As a result, the new system is built, delivered, and placed in operation much sooner. == Advantages == In modern Information Technology environments, many systems are now built using some degree of Rapid Application Development (not necessarily the James Martin approach). In addition to Martin's method, agile methods and the Rational Unified Process are often used for RAD development. The purported advantages of RAD include: Better quality. By having users interact with evolving prototypes the business functionality from a RAD project can often be much higher than that achieved via a waterfall model. The software can be more usable and has a better chance to focus on business problems that are critical to end users rather than technical problems of interest to developers. However, this excludes other categories of what are usually known as Non-functional requirements (AKA constraints or quality attributes) including security and portability. Risk control. Although much of the literature on RAD focuses on speed and user involvement a critical feature of RAD done correctly is risk mitigation. It's worth remembering that Boehm initially characterized the spiral model as a risk based approach. A RAD approach can focus in early on the key risk factors and adjust to them based on empirical evidence collected in the early part of the process. E.g., the complexity of prototyping some of the most complex parts of the system. More projects completed on time and within budget. By focusing on the development of incremental units the chances for catastrophic failures that have dogged large waterfall projects is reduced. In the Waterfall model it was common to come to a realization after six months or more of analysis and development that required a radical rethinking of the entire system. With RAD this kind of information can be discovered and acted upon earlier in the proces
Military communications
Military communications or military signals involve all aspects of communications, or conveyance of information, by armed forces. Examples from Jane's Military Communications include text, audio, facsimile, tactical ground-based communications, naval signalling, terrestrial microwave, tropospheric scatter, satellite communications systems and equipment, surveillance and signal analysis, security, direction finding and jamming. The most urgent purposes are to communicate information to commanders and orders from them. Military communications span from pre-history to the present. The earliest military communications were delivered by runners. Later, communications progressed to visual signals. For example, Naval ships would use flag signaling to communicate from ship to ship. These flags are a uniform set of easily identifiable nautical codes that would convey visual messages and codes between ships and from ship to shore. Then militaries discovered methods to use audible signaling to communicate with each other. This way of communicating was possible because of telegraphs. They are an electronic device that is used by a sender and when the sender presses on the telegraph key, they interrupt the current creating an audible pulse that is heard at the receiving station. The receiver then decodes the pulses to decode the messages. Since then, military communication has evolved and advanced much further. Today, there are many perspectives used to examine how troops around the world communicate. Anthony King states how Military sociologists have attempted to explain how military institutions develop and maintain high levels of social cohesion. == History == In past centuries communicating a message usually required someone to go to the destination, bringing the message. Thus, the term communication often implied the ability to transport people and supplies. A place under siege was one that lost communication in both senses. The association between transport and messaging declined in recent centuries. The first military communications involved the use of runners or the sending and receiving of simple signals (sometimes encoded to be unrecognizable). The first distinctive uses of military communications were called semaphore. Modern units specializing in these tactics are usually designated as signal corps. The Roman system of military communication (cursus publicus or cursus vehicularis) is an early example of this. Later, the terms signals and signaller became words referring to a highly-distinct military occupation dealing with general communications methods (similar to those in civil use) rather than with weapons. Present-day military forces of an informational society conduct intense and complicated communicating activities on a daily basis, using modern telecommunications and computing methods. Only a small portion of these activities are directly related to combat actions. Modern concepts of network-centric warfare (NCW) rely on network-oriented methods of communications and control to make existing forces more effective. == Military communications equipment == Drums, horns, flags, and riders on horseback were some of the early methods the military used to send messages over distances. The advent of distinctive signals led to the formation of the signal corps, a group specialized in the tactics of military communications. The signal corps evolved into a distinctive occupation where the signaller became a highly technical job dealing with all available communications methods including civil ones. In the middle 20th century radio equipment came to dominate the field. Many modern pieces of military communications equipment are built to both encrypt and decode transmissions and survive rough treatment in hostile climates. They use different frequencies to send signals to other radio stations to communicate. Radios have played a major role in military communication. Since they are capable of sending radio waves to transmit voice signals over long distances. This can be helpful for communication on the battlefield since it is a good way to send messages undetected over long distances. Radios are also very reliable because even in harsh weather conditions they are still able to help communicate among the soldiers. Militaries still use radios and continue to improve the technology because of their durability and reliability for military communication. Spelling alphabets such as the NATO phonetic alphabet are used to aid radio communications by reducing ambiguity between letters. Military communications – or "comms" – are activities, equipment, techniques, and tactics used by the military in some of the most hostile areas of the earth and in challenging environments such as battlefields, on land (compare radio in a box), underwater and also in air. Military comms include command, control and communications and intelligence and were known as the C3I model before computers were fully integrated. The U.S. Army expanded the model to C4I when it recognized the vital role played by automated computer equipment to send and receive large, bulky amounts of data. In the modern world, most nations attempt to minimize the risk of war caused by miscommunication or inadequate communication. As a result, military communication is intense and complicated and often motivates the development of advanced technology for remote systems such as satellites. Satellites have been improving and are being used more and more for communication. They are being made to have higher transmission capacity to help with their communication abilities. The military is upgrading satellites to be immune to interference during combat operations. This advancement will establish stable, high-quality information highways for long distance communication. Aircraft are also beneficial for communication, both crewed and uncrewed, as well as computers. Computers and their varied applications have revolutionized military comms. Although military communication is designed for warfare, it also supports intelligence-gathering and communication between adversaries, and thus sometimes prevents war. The six categories of military comms are: alert measurement systems cryptography military radio systems command and control signal corps network-centric warfare The alert measurement systems are various states of alertness or readiness for the armed forces used around the world during a state of war, act of terrorism or a military attack against a state. They are known by different acronyms, such as DEFCON, or defense readiness condition, used by the U.S. Armed Forces. Cryptography is the study of methods of converting messages to a form unreadable except to one who knows how to decrypt them. This ancient military comms art gained new importance with the rise of radio systems whose signals traveled far and were easily intercepted. Cryptographic software is also widely used in civilian commerce. == Commercial refile == In United States military communications systems, commercial refile refers to sending a military message via a commercial communications network. The message may come from a military network, such as a tape relay network, a point-to-point telegraph network, a radio-telegraph network, or the Defense Switched Network. Commercial refiling of a message will usually require a reformatting of the message, particularly the heading.
Acquisition of DirecTV by AT&T
AT&T Inc. announced an agreement with the DirecTV Group on May 18, 2014, to acquire the company for $48.5 billion in a joint cash-stock transaction and assumed debts of $18.6 billion for a total offer of $67.1 billion. Due to stalling growth in the wireless sector, AT&T began diversifying into mass media to expand its consumer offerings. After regulatory agencies approved the purchase on July 24, 2015, AT&T briefly became the largest Pay-TV provider. DirecTV was brought under AT&T's communication segment and DirecTV Now was launched on November 30, 2016, as an alternative to cord-cutting. In the years following the purchase, DirecTV lost millions of subscribers across its satellite and streaming services and by 2019, calls grew for AT&T to divest itself off the business. Initially, AT&T rejected these calls and defended the acquisition, but by February 2021, it reached a deal with TPG Inc. to transfer ownership of DirecTV. Under the terms of the agreement, AT&T would retain a 70% majority stake in DirecTV but would no longer oversee its daily operations. The deal was finalized by August 2, 2021, with AT&T receiving $7.1 billion. By July 3, 2025, AT&T sold its majority stake to TPG, ending any ties of involvement. == Background and Development == === AT&T's history === The company to bear the name "AT&T" was founded on March 3, 1885, as American Telephone and Telegraph Company (or AT&T Corporation) by Theodore Newton Vail as a long-distance subsidiary of the Bell Telephone Company. By December 1899, the Bell Telephone's assets were transferred to AT&T, with the latter gaining control of the Bell System, a regional network of local telecom companies. Theodore Vail became AT&T's President in 1907 and under his leadership, AT&T gained a monopoly over the telephone sector in the United States. This near century dominance earned AT&T the nickname of "Ma Bell." In 1974, the U.S. Department of Justice sued AT&T on accounts of antitrust violations. AT&T challenged the lawsuit, but in 1982, it reached a settlement with the DOJ to break apart its Bell System monopoly into seven regional companies. On January 1, 1984, the Bell System came to an end and led to a reshaped telecom industry. One of these regional companies, Southwestern Bell, emerged as the smallest, but after the passage of the 1996 Telecom Act, deregulated telecom rules allowed SBC to become a major telecom company. AT&T briefly became the largest cable and broadband company by the end of the 20th Century, but later deconsolidated to exit those industries. In 2005, SBC acquired its former parent, AT&T, and took on its branding as AT&T Inc, while retaining its previous business history. The newly reincorporated AT&T acquired BellSouth in 2006 and reconstituted much of its former Bell System. === DirecTV's history === == Acquisition Timeline == == Managing DirecTV == == Divestment and Spinoff ==
IAmAnas
#IAmAnas (I Am Anas) is a Twitter hashtag and social media campaign that started in 2015. Users tweeted to express support for the undercover investigative works of Ghanaian journalist Anas Aremeyaw Anas. The campaign restarted in 2018 when the Ghanaian MP and financier of the New Patriotic Party, Kennedy Agyapong, announced his intention to reveal the identity of Anas following the journalist's exposé of corruption at the Ghana Football Association. Anas maintains that "being anonymous has always been his secret weapon." Pictures purported to be of Anas were first released by a TV station owned by Agyapong, and were quickly picked up by other media houses. At least one person, a Dutch-Brazilian model, has claimed ownership of one picture that was released, and has threatened legal action against Agyapong for possibly putting his life in danger. In response to Agyapong, social media users retweeted photos of themselves, random people, or even comic images of entities that resemble the trademark covered face of Anas. When the hashtag first began in 2015, along with other popular uses of the journalist's name, Elizabeth Ohene wrote an article about Ghanaians use of humour in response to dealing with the expose of government corruption. "I do not know when these words will make it into Wikipedia or the Oxford English Dictionary but for the moment you can take it from me that: To go undercover is to anas, to make secret recordings is to anas-anas, to wear disguises is to do an anas, to be caught in the act is to be anased. To have someone exposed taking bribes is to have that person being given the full Anas Aremeyaw Anas."
Automated dispensing cabinet
An automated dispensing cabinet (ADC), also called a unit-based cabinet (UBC), automated dispensing device (ADD), or automated dispensing machine (ADM)[1], is a computerized medicine cabinet for hospitals and healthcare settings. ADCs allow medications to be stored and dispensed near the point of care while controlling and tracking drug distribution. == Overview == Hospital pharmacies have provided medications for patients by filling patient-specific cassettes of unit-dose medications that were then delivered to the nursing unit and stored in medication cabinets or carts. ADCs, originally designed for hospital use, were introduced in hospitals in the 1980s and have facilitated the transition to alternative delivery models and more decentralized medication distribution systems.[2] Implementing automated dispensing cabinets as part of a decentralized or hybrid medication distribution system can improve patient safety and the accountability of the inventory, streamline certain billing processes. However, in the 2000s, the technology began to be deployed into other care settings where medication doses were stored onsite, and higher security methods were needed to control inventory, access, and dispensing of each patient dose. Settings that now deploy ADCs include long-term care facilities, hospice, critical access hospitals, surgery centers, group homes, residential care facilities, rehab and psych environments, animal health, dental clinics, and nursing education simulation. These diverse care settings share a common need to safely store, account for, and dispense individual doses of medications, especially narcotics and high-value medications, at the point of care.[3] ADCs track user access and dispensed medications, and their use can improve control over medication inventory. The real-time inventory reports generated by many cabinets can simplify the filling process and help the pharmacy track expired drugs. Furthermore, by restricting individual drugs – such as high-risk medications and controlled substances – to unique drawers within the cabinet, overall inventory management, patient safety, and medication security can be improved. Automated dispensing cabinets allow the pharmacy department to profile physician orders before they are dispensed.[4] ADCs can also enable providers to record medication charges upon dispensing, reducing the billing paperwork the pharmacy is responsible for. In addition, nurses can note returned medications using the cabinets' computers, enabling direct credits to patients' accounts. Since automated cabinets can be located on the nursing unit floor, nursing have speedier access to a patient's medications. Also, shorter waiting time ensures improved patient comfort and care.[5] == Role of automated dispensing in healthcare == Automated dispensing is a pharmacy practice in which a device dispenses medications and fills prescriptions. ADCs, which can handle many different medications, are available from a number of manufacturers such as BD, ARxIUM, and Omnicell. Though members of the pharmacy community have been utilizing automation technology since the 1980s, companies are constantly improving ADCs to meet changing needs and health standards in the industry. Several goals can be met by implementing an automated product in a healthcare facility. Patient safety can be ensured with the use of ADC technology such as barcoding. Anesthesia ADCs in operating rooms and perioperative areas may include label printing to prevent mix-ups such as errors between morphine and hydromorphone, two different opioid analgesics that frequently get confused. These systems also communicate with the pharmacy and its information management system to track medications removed and support inventory replenishment. == Key features == ADCs are like automated teller machines whose specific technologies such as barcode scanning and clinical decision support can improve medication safety. Some have metal locking drawers for added security and some have automated single-dose dispensing to prevent the need for a blind count each time a controlled substance is accessed. Over the years, ADCs have been adapted to facilitate compliance with emerging regulatory requirements such as pharmacy review of medication orders and safe practice recommendations. ADCs incorporate advanced software and electronic interfaces to synthesize high-risk steps in the medication use process. These unit-based medication repositories provide computer-controlled storage, dispensation, tracking, and documentation of medication distribution in the resident care unit. Since automated dispensing cabinets are not located in the pharmacy, they are considered "decentralized" medication distribution systems. Instead, they can be found at the point of care on the resident care unit. Tracking of the stocking and distribution process can occur by interfacing the unit with a central pharmacy computer. These cabinets can also be interfaced with other external databases such as resident profiles, the facility's admission/discharge/transfer system, and billing systems. Most ADC providers offer scalable systems since several important factors vary widely by facility such as budget, physical room size, patient population/demographics, type of healthcare facility, etc.
Radio network
A radio network is a system that distributes radio signals to multiple receivers or enables two-way communication between stations and mobile units. Worldwide, radio networks include broadcast networks, such as BBC Radio in the United Kingdom and NPR in the United States, which transmit one-to-many signals for news, entertainment, and public information; two-way radio networks, used by police, fire services, taxicabs, and delivery fleets for operational communication; and cellular networks, such as Verizon, Vodafone, and China Mobile, which provide mobile telephony and data services using frequency or time division duplexing. While all rely on radio-frequency technology like transmitters, receivers, and antennas, their network architectures, protocols, and regulatory frameworks differ substantially across applications and regions. The two-way type of radio network shares many of the same technologies and components as the broadcast-type radio network but is generally set up with fixed broadcast points (transmitters) with co-located receivers and mobile receivers/transmitters or transceivers. In this way both the fixed and mobile radio units can communicate with each other over broad geographic regions ranging in size from small single cities to entire states/provinces or countries. There are many ways in which multiple fixed transmit/receive sites can be interconnected to achieve the range of coverage required by the jurisdiction or authority implementing the system: conventional wireless links in numerous frequency bands, fibre-optic links, or microwave links. In all of these cases the signals are typically backhauled to a central switch of some type where the radio message is processed and resent (repeated) to all transmitter sites where it is required to be heard. In contemporary two-way radio systems, a concept called trunking is commonly used to achieve better efficiency of radio spectrum use. It provides a very wide range of coverage, with no switching of channels required by the mobile radio user as it roams throughout the system coverage. Trunking of two-way radio is identical to the concept used for cellular phone systems where each fixed and mobile radio is specifically identified to the system controller and its operation is switched by the controller. == Broadcasting networks == The broadcast type of radio network is a network system which distributes radio programming to multiple stations simultaneously, or slightly delayed, for the purpose of extending total coverage beyond the limits of a single broadcast signal. The resulting expanded audience for radio programming or information essentially applies the benefits of mass-production to the broadcasting enterprise. A radio network has two sales departments, one to package and sell programs to radio stations, and one to sell the audience of those programs to advertisers. Most radio networks also produce much of their programming. Originally, radio networks owned some or all of the stations that broadcast the network's radio format programming. Presently however, there are many networks that do not own any stations and only produce and/or distribute programming. Similarly station ownership does not always indicate network affiliation. A company might own stations in several different markets and purchase programming from a variety of networks. Radio networks rose rapidly with the growth of regular broadcasting of radio to home listeners in the 1920s. This growth took various paths in different places. In Britain the BBC was developed with public funding, in the form of a broadcast receiver license, and a broadcasting monopoly in its early decades. In contrast, in the United States various competing commercial broadcasting networks arose funded by advertising revenue. In that instance, the same corporation that owned or operated the network often manufactured and marketed the listener's radio. Major technical challenges to be overcome when distributing programs over long distances are maintaining signal quality and managing the number of switching/relay points in the signal chain. Early on, programs were sent to remote stations (either owned or affiliated) by various methods, including leased telephone lines, pre-recorded gramophone records and audio tape. The world's first all-radio, non-wireline network was claimed to be the Rural Radio Network, a group of six upstate New York FM stations that began operation in June 1948. Terrestrial microwave relay, a technology later introduced to link stations, has been largely supplanted by coaxial cable, fiber, and satellite, which usually offer superior cost-benefit ratios. Many early radio networks evolved into television networks.