Maria is the AI and Digital Technologies Portfolio Manager of the Centre for the Fourth Industrial Revolution at the World Economic Forum, where she oversees the strategy and content of the portfolio of projects and sets the direction for new collaborations.
The Centre sets the global agenda on AI and cutting-edge technologies, harnessing the potential of technological progress for the equitable and human-centred transformation of industries, economies and societies.
Previously she acted as the Platform Curator for the Advanced Manufacturing and Value Chains Centre - and prior to joining the World Economic Forum, Maria worked for United Nations, McKinsey & Company, and University of California, Berkey on the sustainable development, innovation and digital transformation agenda.
Maximizing the potential and avoiding the pitfalls of AI was high on the agenda at the World Economic Forum's Annual Meeting of the New Champions (AMNC24) in China.
Thriving in the future demands a bold reinvention of industrial ecosystems, and depends on three pivotal avenues for growth.
3D printing is producing hearing aids for refugee children, highlighting how advanced manufacturing techniques will be key to more inclusive healthcare.
目前，汽车、货车和其他道路车辆的尾气排放约占全世界交通业总排放量的75%；业界为实现净零排放所做的努力主要体现在加速电动汽车转型上，与此同时，主要市场的法规也必须跟进；在此，我们提出了搭建全球政策桥梁，实现可持续电动汽车转型的三种方式，并且指出了为什么合作至关重要。
Industry efforts to reach net zero are focused on accelerating the electric vehicle transition, and the regulatory landscape in major markets must follow.
制造业必须在变革速度和规模上适应第四次工业革命的发展；公私合作将是全球工业经济未来健康发展的关键；我们认为，制造商要在2023年实现繁荣发展，就必须着重关注以下三个核心领域。
The manufacturing industry must adapt at speed and scale to the Fourth Industrial Revolution. Here are three areas that can help manufacturers thrive.
The Forum, Bain, Ralph Lauren, Vestiaire Collective and EVRYTHNG, have launched a pilot to ensure the authentication of fashion products in second hand markets.
The manufacturing industry must transform in the face of the Fourth Industrial Revolution. This will require leadership support and learning from industry collaborations.
60 supply chain leaders explain what could have been done differently: Some of the biggest lessons centre on new skills and new managerial thinking.
