GoGet, a Malaysian on-demand work platform, announced today that it has raised a $2 million Series A led by Monk’s Hill Ventures. The platform currently has 20,000 gig workers, who are called “GoGetters,” and has onboarded 5,000 businesses, including Lazada Malaysia, IKEA Malaysia, Foodpanda and flower delivery service BloomThis.
While Malaysia has other on-demand work platforms, including Supahands and Kaodim, each has its own niche. Supahands focuses on online tasks, while Kaodim offers professional services like home repairs, catering and fitness training. GoGet is more similar to TaskRabbit, with GoGetters performing errands or temp work like deliveries, moving large items, catering at events, data entry and office administration.
Chief executive officer and co-founder Francesca Chia founded GoGet in 2014. The startup decided to focus on gig workers because there is a labor gap in ASEAN (Association of Southeast Asian Nations) countries, she told TechCrunch.
“Today, the majority of ASEAN’s labor market are low- to middle-skilled, and the majority are not protected with job security, future career paths and financial services such as insurance and savings,” she said. “At the other end of the spectrum, over 70% of employment in ASEAN are from SMEs, who seek to scale without scaling full-time costs, and find it difficult to train and maintain a reliable pool of staff.”
GoGet wants to bridge the gap by connecting businesses with verified flexible workers, she added. GoGetters are able to switch between different categories of work, which Chia said gives the ability to learn new skills. Companies are provided with management features that include the ability to create a list of GoGetters they want to work with again and tools for recruiting, training and payment.
The Series A will be used to expand GoGet in Malaysia. One of the things many companies whose business models revolve around the gig economy need to grapple with as they scale include workers who are frustrated by uneven work, low pay and the lack of benefits they would receive as full-time employees. In California, for example, this has resulted in a political battle as companies like Uber, DoorDash and Lyft try to roll back legislation that would force them to classify more gig workers as full-time employees.
Chia said GoGet’s “vision is to bring flexible work to the world in a sustainable manner.” Part of this entails giving GoGet’s gig workers access to benefits like on-demand savings and insurance plans that are similar to what full-time employees receive. GoGet’s platform also has career-building features, including online trainings and networking tools, so workers can prepare for jobs that require different skill sets.
While GoGet’s short-term plan is to focus on growth in Malaysia, it eventually plans to enter other ASEAN countries, too.
In a press statement about the investment, Monk’s Hill Ventures co-founder and managing partner Kuo-Yi Lim said, “The nature of work is being redefined as companies and workers seek both flexibility and fit. This trend has been accelerated by the pandemic, as businesses are transforming in response and require more elastic workforce. GoGet provides a community of motivated and well-trained workers, but more importantly, its platform extends the corporate people management systems to ensure quality, compliance and seamless workflow.”
Carl Pei, who co-founded the smartphone giant OnePlus in his 20s, has left the company, two sources familiar with the matter told TechCrunch.
Pei played an instrumental role in designing the OnePlus smartphone lineup over the years, including the recently launched OnePlus Nord, which has been the company’s biggest hit to date. Outside Shenzhen, China, where OnePlus is headquartered, Pei has also been the face of the Chinese firm, appearing at trade conferences, interacting with loyal customers and giving interviews to the media.
In the early years of OnePlus, Pei devised various marketing strategies for best positioning the company’s products and creating hype about them. In 2014 and 2015, when OnePlus struggled with scaling its inventories, the company sold its phones through invites and several other clever marketing techniques, including one in which people were required to destroy their current phones to buy a new OnePlus smartphone.
Also in the early years of the company, Pei lived almost exclusively in low-cost hotels in China and India to better understand the market and easily travel to new cities. OnePlus is now one of the most successful premium smartphone makers in India and several other markets.
“We didn’t have proper product management. What we lacked in experience, we made up in hours,” he said in an earlier interview. He talked more about the company’s early days and the state of the smartphone market at Disrupt 2019.
Once he publicly asked Samsung to hire him so that he could learn more about overseeing operations and logistics. “So, Samsung, today I have a proposal for you: let me be your intern. Seriously. I would be honored to learn from your team about how you’ve been able to scale, run, and manage your business so successfully,” he wrote on his personal blog.
Pei reached out to Pete Lau in 2012 through social media. The two started OnePlus a year later. “He said, ‘I want to change the world.’ I thought this kid has ambitious thoughts and dreams. I think it comes from the heart and it’s very important. I think he has tenacity,” Lau recalled in an interview in 2015.
Years before they started OnePlus, Pei collaborated with a friend and sold white-labeled MP3 players in China.
Pei, 31, is not joining Samsung, but has clarity on what he wishes to do next. He is starting his own venture, according to a person familiar with the matter. Pei did not respond to a request for comment early Monday.
OnePlus did not respond to a request for comment.
Alphabet (you know… Google) has taken the wraps off the latest “moonshot” from its X labs: A robotic buggy that cruises over crops, inspecting each plant individually and, perhaps, generating the kind of “big data” that agriculture needs to keep up with the demands of a hungry world.
Mineral is the name of the project, and there’s no hidden meaning there. The team just thinks minerals are really important to agriculture.
Announced with little fanfare in a blog post and site, Mineral is still very much in the experimental phase. It was born when the team saw that efforts to digitize agriculture had not found as much success as expected at a time when sustainable food production is growing in importance every year.
“These new streams of data are either overwhelming or don’t measure up to the complexity of agriculture, so they defer back to things like tradition, instinct or habit,” writes Mineral head Elliott Grant. What’s needed is something both more comprehensive and more accessible.
Much as Google originally began with the idea of indexing the entire web and organizing that information, Grant and the team imagined what might be possible if every plant in a field were to be measured and adjusted for individually.
The way to do this, they decided, was the “Plant buggy,” a machine that can intelligently and indefatigably navigate fields and do those tedious and repetitive inspections without pause. With reliable data at a plant-to-plant scale, growers can initiate solutions at that scale as well — a dollop of fertilizer here, a spritz of a very specific insecticide there.
They’re not the first to think so. FarmWise raised quite a bit of money last year to expand from autonomous weed-pulling to a full-featured plant intelligence platform.
As with previous X projects at the outset, there’s a lot of talk about what could happen in the future, and how they got where they are, but rather little when it comes to “our robo-buggy lowered waste on a hundred acres of soy by 10 percent” and such like concrete information. No doubt we’ll hear more as the project digs in.
Disney is going all-in on streaming media.
On Monday, the company announced a massive reorganization of its media and entertainment business that will focus on developing productions that will debut on its streaming and broadcast services. And Disney’s media businesses, ads and distribution, and Disney+, will now operate under the same business unit, the company said.
Its major reorganization comes just days after activist investor Dan Loeb, a major investor in the company through his Third Point Capital hedge fund, called on Disney to cancel its dividend and redirect more investments into streaming.
Wall Street has already given its seal of approval to Disney’s new move, sending shares up nearly 6% in after-hours trading.
Disney’s announcement follows a significant reorganization of its release schedule to address new realities, including a collapsing theatrical release business; production issues; and the runaway success of its streaming service — all caused or accelerated by the national failure to effectively address the COVID-19 pandemic.
Planned theatrical releases of would-be tentpole films like “Black Widow” have been rescheduled, while other films, including “Mulan” and the upcoming Pixar film “Soul,” are seeing their first runs on Disney’s streaming service, Disney+.
“This reorganization will accelerate our growth in the dynamic direct-to-consumer space, which is key to the future of our Company. The new organizational structure, with content creation distinct from distribution, will enable us to be more effective and nimble in creating what consumers want most, and delivering it in the way they prefer to consume it,” wrote Bob Chapek, Disney’s chief executive officer, in an internal memo announcing the reorganization, seen by TechCrunch. “Under this new structure, our Company’s world-class creative engines will be able to focus wholly on developing and producing great original content.”
Production of new material for Disney’s many provinces of intellectual property will fall under three groups — Studios, General Entertainment and Sports. Leadership of these groups won’t change, with Alan F. Horn and Alan Bergman, Peter Rice and James Pitaro maintaining their respective positions within the organization, the company said.
Overseeing operations for this singularly large new operational structure will be Kareem Daniel, who previously helmed the company’s consumer products, games and publishing operations.
All of the men will report to Chapek.
“Given the incredible success of Disney+ and our plans to accelerate our direct-to-consumer business, we are strategically positioning our Company to more effectively support our growth strategy and increase shareholder value,” Chapek said in a statement. “Managing content creation distinct from distribution will allow us to be more effective and nimble in making the content consumers want most, delivered in the way they prefer to consume it. Our creative teams will concentrate on what they do best—making world-class, franchise-based content—while our newly centralized global distribution team will focus on delivering and monetizing that content in the most optimal way across all platforms, including Disney+, Hulu, ESPN+ and the coming Star international streaming service.”
Studios will run all of the company’s development activities for live action and animated productions coming from Walt Disney Animation Studios, Pixar Animation Studios, Marvel Studios, Lucasfilm, 20th Century Studios and Searchlight Pictures.
General Entertainment will serve the same function for the company’s 20th Television and ABC Signature and Touchstone Television productions, along with its news divisions, Disney channels, Freeform, FX and National Geographic.
Sports will focus on ESPN and sports productions, including live events and original, and non-scripted sports-related material for cable channels, ESPN+ and ABC, the company said.
Overseeing the monetization, distribution, operations, sales, advertising and data and technology infrastructure for all of those groups will be Daniel. A longtime Disney executive, he formerly served as the head of the company’s Imagineering Operations, taking intellectual property and turning it into entertainment for the vast empire of Disney resorts and theme parks, before taking over the consumer products, games and publishing operations at the company.
“Kareem is an exceptionally talented, innovative and forward-looking leader, with a strong track record for developing and implementing successful global content distribution and commercialization strategies,” said Chapek. “As we now look to rapidly grow our direct-to-consumer business, a key focus will be delivering and monetizing our great content in the most optimal way possible, and I can think of no one better suited to lead this effort than Kareem. His wealth of experience will enable him to effectively bring together the Company’s distribution, advertising, marketing and sales functions, thereby creating a distribution powerhouse that will serve all of Disney’s media and entertainment businesses.”
The new structure is effective immediately, the company said, and expects to transition to financial reporting under this structure in the first quarter of fiscal 2021.
The company plans to hold an investor day on December 10th to unveil more of its direct to consumer strategies.
Year after year, a lack of transparency in how ad traffic is sourced, sold and measured is cited by advertisers as a source of frustration and a barrier to entry in working with various providers. But despite progress on the protection and privacy of data through laws like GDPR and COPPA, the overall picture regarding ad-marketing transparency has changed very little.
In part, this is due to the staggering complexity of how programmatic and other advertising technologies work. With automated processes managing billions of impressions every day, there is no universal solution to making things more simple and clear. So the struggle for the industry is not necessarily a lack of intent around transparency, but rather how to deliver it.
Frustratingly, evidence shows that the way data is collected and used by some industry players has played a large part in reducing people’s trust in online advertising. This is not a problem that was created overnight. There is a long history and growing sense of consumer frustration with the way their data is being used, analyzed and monetized and a similar frustration by advertisers with the transparency and legitimacy of ad clicks for which they are asked to pay.
There are continuing efforts by organizations like the IAB and TAG to create policies for better transparency such as ads.txt. But without hard and fast laws, the responsibility lies with individual companies.
One relatively simple yet largely spurned practice that would engender transparency and trust for the benefit of all parties (brands, consumers and ad/marketing providers) would be for the industry to come together and have all parties open their SDKs.
Why open-sourcing benefits advertisers, publishers and the ad industry
Open-source software is code that anyone is free to use, analyze, alter and improve.
Auditing the code and adjusting the SDKs functionality based on individual needs is a common practice — and so too are audits by security companies or interested parties who are rightly on the lookout for app fraud. By showing exactly how the code within the SDK has been written, it is the best way to reassure developers and partners that there are no hidden functions or unwanted features.
Everyone using open-source SDKs can learn exactly how it works, and because it is under an open-source license, anyone can suggest modifications and improvements in the code.
Open source brings some risks, but much bigger rewards
The main risk from opening up an SDK code is that third parties will look for ways to exploit it and insert their own malicious code, or else look at potential vulnerabilities to access back-end services and data. However, providers should be on the lookout and be able to fix the potential vulnerabilities as they arise.
As for the rewards, open-sourcing engenders trust and transparency, which should certainly translate into customer loyalty and consumer confidence. After all, we are all operating in a market where advertisers and developers can choose who they want to work with — and on what terms.
Selfishly but practically speaking, opening SDKs can also help companies in our industry protect themselves from others’ baseless claims that are simply intended to promote their products. With open standards, there are no unsubstantiated, false accusations intended for publicity. The proof is out there for everyone to see.
How ad tech is embracing open source
In the ad tech space, companies such as MoPub, Appodeal and AppsFlyer are just a few that have already made some or all of their SDKs available through an open-source license.
All of these companies have decided to use an open-source approach because they recognize the importance of transparency and trust, especially when you are placing the safety and reputation of your brand in the hands of an algorithm. However, the majority of SDKs remain closed.
Relying on forward-thinking companies to set their own transparency levels will only take our industry so far. It’s time for stronger action around trust and data transparency. In the same way that GDPR and COPPA have required companies to address privacy and, ultimately, to have forced a change that was needed, open-sourcing our SDKs will take the ad-marketing space to new heights and drive new levels of trust and deployment with our clients, competitors, legislators and consumers.
The industry-wide challenge of transparency won’t be solved any time soon, but the positive news is that there is movement in the right direction, with steps that some companies are already taking and others can easily take. By implementing measures to ensure brand-safe placements and helping limit ad fraud; improving relationships between brands, agencies, and programmatic partners; and bringing clarity to consumer data use; confidence in the advertising industry will improve and opportunities will subsequently grow.
That’s why we are calling on all ad/marketing companies to take this step forward with us — for the benefit of our consumers, brands, providers and industry at large — to embrace open-source SDKs as the way to engender trust, transparency and industry transformation. In doing so, we will all be rewarded with consumers who are more trusting of brands and brand advertising, and subsequently, brands who trust us and seek opportunities to implement more sophisticated solutions and grow their business.
In a clean room in Building 23 at the Johns Hopkins University Applied Physics Laboratory (APL) in Laurel, Maryland, a spacecraft called DART was splayed open like a fractured, cubic egg. An instrument called a star tracker—which will, once DART is in deep space, ascertain which way is up—was mounted to the core, along with batteries and a variety of other sensors. The avionics system, DART’s central computer, was prominently attached to square, precision-machined panels that will form the sides, once the spacecraft is folded up. Wires ran from the computer to the radiosystem that DART will use to communicate with Earth. Gyroscopes and antennas were exposed. In a room next door, an experimental thruster system called NEXT-C was waiting its turn. Great bundles of thick tendrils wrapped in silver insulation hung down from the spacecraft and ran along the floor to the control room, where they connected to a towering battery of testbed computers operated by four engineers.
A clock over one of the computers read, “Days to DART Launch: 350:08:33.”
DART—the Double Asteroid Redirection Test—is designed to crash into an asteroid called Dimorphos. The impact will change Dimorphos’s speed by about one millimeter per second, or one five-hundredth of a mile per hour. Though Dimorphos is not about to collide with Earth, DART is intended to demonstrate the ability to deflect an asteroid like it that is headed our way, should one ever be discovered.
Since a Soviet probe called Luna 1 became the first spacecraft to escape Earth’s orbit on January 2, 1959, humanity has sent about 250 probes into the solar system. DART is unique among them. It is the first that sets out not to study the solar system, but to change it.
By 1980, astronomers had determined the orbits of about 10,000 asteroids, including 51 “near-Earth” asteroids (along with 44 near-Earth comets). Today, the numbers have swollen: the Minor Planet Center keeps track of about 800,000 asteroids in total, of which almost 24,000 have orbits that take them close to Earth. The vast majority of these have been discovered since 1998, when Congress gave NASA 10 years to identify every near-Earth object larger than one kilometer (0.6 miles) in diameter. Thanks to statistical analyses, astronomers believe they’ve found about 95% of the big near-Earth asteroids, the kind that would destroy civilization were they to hit our planet.
Earth moves the distance of its diameter every seven minutes. If the arrival time of an incoming object can be changed by more than about 10 minutes, it will miss us. (The details, of course, depend on the particular trajectory; the extra three minutes are to account for the effect of Earth’s gravitational pull.)
Didymos is about a half-mile across. Dimorphos is about 500 feet in diameter—about the size of a small sports stadium. Nobody yet knows what it looks like, because it is too small and far away for detailed observations from telescopes on or near Earth. The two asteroids are about a half-mile apart; Dimorphos orbits the larger asteroid at a speed slower than a person’s walk.
In 2005, Congress gave NASA new orders to catalogue all the near-Earth objects over 140 meters (460 feet) in diameter—objects whose impact would be catastrophic rather than apocalyptic. That work remains ongoing, and in 2016, NASA established the Planetary Defense Coordination Office to coordinate the myriad American and international agencies that would be mobilized if a destructive object were discovered heading our way. DART is the group’s first mission.
“We don’t have to be victims of the cosmos,” says Lindley Johnson, who heads the office. “If we are faced with that situation, we don’t want the first real-world use of asteroid deflection to be a must-succeed kind of thing.” DART’s aims are twofold: to prove that a spacecraft can successfully hit an asteroid, and to measure the effects of the collision.
Earlier proposals envisioned using two vehicles: one to do the colliding, and another, sent in advance, to watch the collision and measure its effects. It seemed like the only option because with an asteroid traveling at 30 kilometers per second, the millimeter-per-second change in speed caused by a collision would be very difficult to measure using telescopes based on or near Earth. But this was expensive: up to $1 billion.
Then, in early 2011, Andy Cheng, the chief scientist studying planetary defense at the Applied Physics Laboratory, had an epiphany. Rather than sending two spacecraft, his plan would send a single craft to crash into a small asteroid orbiting a larger one. Astronomers could then use a clever trick to measure the force of the blow.
“Every 12 hours, it goes around and around, always the same. What we’re doing with DART is whacking the clock.”
This simpler mission would cost only about $250 million—a relative bargain. The change was crucial in getting NASA to approve DART. In the end the Italian Space Agency contributed a shoebox-sized spacecraft called LICIACube to piggyback on DART, which will help with observations without greatly increasing the cost.
Cheng’s target, Dimorphos, was discovered in 2003 orbiting a larger asteroid. After the discovery, the larger body was named Didymos, the Greek word for twin. Its moon was given its name in 2020. As seen from Earth, its orbit sometimes passes in front of and behind Didymos, partly blocking out the larger asteroid on each revolution. Using ground-based telescopes, “you can make a very precise measurement of the orbit by looking at the dips in light,” says Cheng. A similar technique is used to identify exoplanets orbiting distant stars.
“The orbit of Dimorphos around Didymos is just like a ticking clock,” says Tom Statler, the DART mission’s program scientist at NASA headquarters. “Every 12 hours, it goes around and around, always the same. What we’re doing with DART is whacking the clock.” All astronomers have to do is measure how fast the clock ticks before impact, and then measure it again afterward. They expect the orbital period to change by about 10 minutes, or a bit over 1%.
This is enough information to allow them to estimate the figure they care about most: something called the momentum transfer efficiency, typically referred to by the Greek letter β. As the name implies, it’s a measure of how much of the spacecraft’s momentum is transferred to the asteroid (as opposed to, say, knocking chips of rock off it). The bigger β is, the more effective DART will have been in changing Dimorphos’s course.
Ascertaining β is important because to protect against asteroid impacts, we need to be able to predict how much one will budge when a spacecraft hits it. As Cheng and coauthors wrote in a 2020 paper, “The determination of β from DART measurements and modeling is a critically important planetary defense science objective.”
A few assumptions will go into the DART team’s computation of β. Roughly speaking, they will estimate Dimorphos’s size by analyzing pictures DART and LICIACube will take. That number, combined with an educated guess at the asteroid’s density, gives them an estimate for its mass. That number, combined with observations of the change in orbital period, lets them estimate β. (There is, yes, a lot of estimation involved.)
None of this, however, will tell astronomers why β took that particular value for the DART-Dimorphos collision. Asteroids are diverse in size and composition. Not much is known about their internal structure. Nobody knows for sure if DART will make a large crater or a small one. “We expect those factors to be dependent on the topography of where DART hits,” says Andy Rivkin, who leads the DART science team with Cheng.
In other words: Will the spacecraft hit a hillside or flat ground? Will there be boulders? Hard or soft rock? Gravel? Dirt? And as a result, how much ejecta will DART create? Which direction will that ejecta go, and how fast? Ejecta flying off in one direction gives the asteroid a kick in the opposite direction, so the answer affects the ultimate value of β.
The team plans to compare the data DART gathers with computer simulations of similar impacts. This will enable them to improve their models, allowing them to better calculate what kind of projectile it would take to deflect a future asteroid headed for Earth.
To build a spacecraft is to test a spacecraft. Getting to space is expensive; targeting a distant asteroid even more so. Things have to work the first time.
On an August day when I visited APL, Rosanna Smith, DART’s propulsion test lead, sat in the control room overseeing tests of the spacecraft’s hydrazine thrusters. Every component had already been tested—many times—individually. Now they were being tested again, as parts of a whole. DART was plugged into testbed computers that fed it data, making those components behave as though it were in space. The thrusters weren’t firing, but the spacecraft avionics responded as though they had. If an anomaly was detected, Smith explained, the engineers would stop to assess the probe. They might suit up and enter the clean room, attach an oscilloscope to the spacecraft, and see what was going on.
The goal was to get data on DART’s baseline performance. In the weeks to come, engineers were planning on subjecting the spacecraft to vibration tests: shaking it violently, physically approximating the stresses of launch and flight maneuvers, to see what, if anything, broke. They planned to put the spacecraft in a thermal vacuum chamber to simulate space, running it through hot and cold cycles. After each activity, they would perform the day’s tests over again, comparing the results with the baseline to see what did and did not change.
Ordinarily there might be a dozen people in the room running tests. But, like much else, DART’s assembly procedures have changed in response to the pandemic. APL has installed cameras throughout the facility. Those working from home can dial in to see what is happening. Their voices emerged from overhead speakers, and the engineers in the room responded casually, as though talking to ghosts.
The journey from Earth to Didymos takes 14 months. DART will launch on a Falcon 9 rocket from Vandenberg Air Force Base on the coast of California, 130 miles northwest of Los Angeles. The spacecraft will take off to the south, and will circle the sun once before meeting the asteroids a few weeks after their closest approach to Earth, when Didymos and Dimorphos will be about 6.8 million miles away, about 30 times farther than the moon. The trajectory was designed to minimize the energy required to launch DART, and to time the impact for a close approach so that Earth-based telescopes can get their best possible look at the collision.
But first, DART has to find Didymos. Thirty days before impact, the spacecraft will begin collecting optical navigation images while it approaches the twin asteroids at almost 15,000 miles per hour. Astronomers don’t know the asteroids’ orbits to the precision necessary for a pre-programmed impact, and they still won’t when an onboard system called SMART Nav takes over. The mission plan calls for DART to hit no more than 50 feet off the planned target point, but by then the uncertainty about Didymos’s orbit will still be in the thousands of feet, and for the much smaller Dimorphos, it will be even bigger.
Four hours out, “we turn on SMART Nav, and it identifies Didymos and starts searching for Dimorphos, which we are trying to hit,” says Elena Adams, the DART mission’s chief engineer. There is radiation in space and noise in the detector, so the algorithms compare pixels in its field of view. An hour before impact, the software should pinpoint Dimorphos. “After it figures out the pixel that it wants, and that it’s in the right location, and that it makes sense, that’s when it switches from targeting the main asteroid to targeting its moon,” she adds.
Even if astronomers knew the position of Dimorphos with total accuracy, DART could not be pre-programmed to execute the required maneuver with enough precision to hit it. No thrusters are ever perfectly aligned, and no thruster performance is ever perfectly modeled. For every maneuver, a spacecraft needs follow-up correction maneuvers to account for deviations. SMART Nav does that autonomously. Moreover, DART will be using its thrusters to stay pointed in the right direction; this will change its trajectory by several feet. All such deviations will be continuously evaluated and corrected by SMART Nav in the final hours before impact. For typical spacecraft maneuvers executed by humans, in comparison, it usually takes hours or days to compute and execute them, and then to assess performance to design a correction. While making trajectory adjustments, SMART Nav keeps the spacecraft solar arrays pointed at the sun and the high-gain antenna pointed at Earth, sending back images of Didymos and Dimorphos about every two seconds. As the spacecraft approaches the asteroid, the hydrazine thrusters will frequently fire to keep the target within its camera’s narrow field of view.
SMART Nav will stop executing maneuvers about two minutes before impact, and the spacecraft will glide into the asteroid. “We achieve the required resolution of the impact site at about 20 seconds before impact and send the last image to Earth within the last seven seconds of impact,” says Adams. “And then—boom!”
Kinetic impactors like DART aren’t the only way to divert an incoming asteroid. NASA has contemplated detonating a nuclear bomb near an asteroid to deflect it. This releases a lot more energy to push the asteroid away but risks fragmenting it into a lot of smaller projectiles with unpredictable trajectories; some might still hit Earth. Other options include tugs, which would mate to an asteroid and push it off course with slow, steady thrust, or “gravity tractors,” spacecraft that would fly near an asteroid and, over the span of years or even decades, slowly pull it off its collision course by the force of their own gravity.
Both of these alternatives are more technically complicated than a kinetic impactor like DART. But DART is also testing technologies that could be applied to subsequent spacecraft.
For example, it will demonstrate the new ion thruster, NEXT-C. This isn’t necessary for DART’s mission, which will rely primarily on conventional chemical rockets. But ion thrusters, which use electricity to generate momentum, are much more efficient than their chemical counterparts. With a few hundred pounds of propellant they can accomplish what would take tens of thousands of pounds of chemical fuel like hydrazine. Only two spacecraft—Deep Space One and Dawn—have used ion thrusters in deep space, and NEXT-C is about three times more powerful than the ones on those missions.
To generate the electricity to power NEXT-C, DART will also use a new unrollable solar array that is lighter than conventional folding solar panels. By giving would-be planetary defenders more trajectories to choose from, sophisticated propulsion systems would allow impactors to hit incoming asteroids at higher speeds.
The sooner one can detect an asteroid—or other object, like a comet—that is headed toward Earth, the easier it will be to do something about it. Almost all the asteroids that might pose an extinction-level threat to life on Earth have already been found. These are enormous rocks several miles in diameter, and none of the known ones are threatening humanity anytime soon. (The Chicxulub impact that led to the extinction of the dinosaurs is thought to have involved an object on the order of 10 miles in diameter.) But astronomers have not found all the smaller, yet still dangerous, asteroids—like the meteor that exploded above Chelyabinsk, Russia, in 2013, with the force of a medium-size nuclear bomb. The Chelyabinsk object was about 20 meters in diameter; its strike broke windows for 200 square miles in the middle of winter in a highly populated area. Seventeen hundred people were injured, mostly by broken glass.
“Forty years ago, we did not know whether we might be wiped out by a giant killer asteroid a week from next Tuesday. That particular risk of ignorance has been retired,” says Statler, the DART program scientist. But objects smaller than 500 feet, about the size of Dimorphos, are difficult for current observatories, both terrestrial and satellite-based, to spot. (A 500-foot-diameter asteroid would hit with roughly the impact of the largest atomic bomb in history.) Right now, Statler says, maybe a quarter of the total number of potentially dangerous small objects have been identified. “If we don’t know where they are,” he says, “then we don’t have the capability to predict when an impact might occur and when we might have to do a deflection.”
The half-billion-dollar Near-Earth Object Surveillance Mission, an orbital infrared telescope being funded by the Planetary Defense Coordination Office, is set to launch later this decade, and it should help solve that problem. Because it observes in infrared wavelengths, it will have a greater ability than visible-light telescopes to look toward the sun. It will be able to detect objects that are bathed in sunlight, and thus not visible to ground-based telescopes. Additionally, the Vera Rubin observatory, a new telescope being built in Chile, will search for hazardous objects using a 3,200-megapixel camera, the biggest ever used in astronomy. “Our hope in another 20 years is to say, ‘Yep, we have retired that risk too, and we know which ones to keep an eye on,’” says Statler.
The sooner an incoming object is found, the less powerful a human-designed impactor needs to be to do the job. If a dangerous asteroid or comet is spotted at the 11th hour, it will take much more energy to change its course sufficiently.
LICIACube will separate from a compartment atop DART 10 days before impact and deploy its own little solar panels. As the small cubesat hangs back to watch, DART will hit Dimorphos.
The spacecraft will likely be shattered into very small pieces, some turned to powder. Most of its remnants will be blasted out again as ejecta when the crater is formed. It is possible that large structural members might survive, though they will be buried as deep as 10 feet into the asteroid. LICIACube will observe the plume of ejecta as it comes out, and will also photograph Dimorphos’s far side as it goes past. But it won’t have a means of slowing down—LICIACube will continue speeding past Dimorphos into the depths of space.
The European Space Agency is planning a mission called Hera, which is slated to launch in 2024 and to revisit Dimorphos in early 2027 to take more precise measurements of its mass, study its composition, and determine β with even greater precision. Hera will carry two cubesats of its own, and will travel around the Didymos-Dimorphos system for a planned three to six months, gathering far more data.
If all goes well, DART will leave Earth in late July 2021. On September 30, 2022, it will cease to exist—years of effort by hundreds of people transmuted into a nudge, the first of a new era.
Rolando Chang Barrero lives in Palm Beach County, Florida, in what he calls a bipartisan Hispanic neighborhood. He’s an artist and gallery owner who is well known in his community, and he is president of the county’s Democratic Hispanic Caucus. But this election season, he says, neighbors of all political persuasions have been coming to him for fact checks about the upcoming vote.
“They will call me and come by the house and say ‘Is this true?’ and I will explain the nuance,” he says. “There is just such a bombardment of opposing views that it confuses people.”
In fact, he says, the 2020 election has seen more confusing messages aimed at his neighbors than he can recall: it “has been really really bad with fake calls, fake texts, manipulated things.”
This might be the first election in which the Hispanic voting block will represent the largest group of minority voters, with 32 million eligible citizens. Many of the states with the largest Hispanic populations are considered battlegrounds—including New Mexico, Texas, Arizona, Florida, and Nevada—and in other close states such as North Carolina and Pennsylvania, Hispanic votes could provide a “critical boost” to tight races. An analysis by Equis Research showed that Hispanic voters could be the pivotal vote in five states hinging on tiny margins, and that Hispanic voters in a small number of swing counties could determine the entire outcome of the election.
With so much at stake, money and information are being poured into those communities to try to sway the vote. This is especially true on social media, where an array of sophisticated microtargeted messages are focused on changing the minds of Hispanic voters—or persuading them not to vote at all.
Abortion distortion
Disinformation about religion is particularly rife, driven by the fact that 77% percent of Hispanic voters are Christian, and 48% of them are Catholic. Abortion, in particular, is the focus of large amounts of online propaganda.
Within hours of President Trump’s announcing his intention to nominate Amy Coney Barrett to the Supreme Court, messages about her stance on this issue started appearing across Spanish-speaking WhatsApp group chats. Most of the messages were an attempt to appeal to Catholic Hispanics, but some distorted her record.
The disinformation is “using religion as a pull to distort her record, drawing a real divisiveness between what it means to be, as you would call it, a good Christian or a good Catholic,” says Ashley Bryant of Pa’lante, an effort to combat this type of targeting.
Soon progressive groups were trying to combat the narrative, arguing that Barrett’s nomination would be bad for Catholic Hispanics.
More recently comments by Joe Biden about making abortion the “law of the land” triggered a siege of coordinated disinformation across a number of Spanish-language Facebook pages. Repetitive imagery and messaging on the subject are appearing across these groups, such as the false claim that Kamala Harris supports abortion up to minutes before birth. These smaller-scale coordinated actions can avoid the attention and scrutiny that might be given to viral posts or hashtags, making them harder to monitor and catch.
Vulnerabilities of the Hispanic vote
Communities where Spanish is the dominant language are particularly vulnerable to a unique set of challenges related to misinformation and disinformation, according to Jacobo Licona, a researcher at Equis Labs. He says that while there may be more disinformation in English-speaking Hispanic digital spaces, there is also better monitoring.
“Spanish-language content is oftentimes a little bit more concerning just because there’s less accountability,” he says. While Facebook will sometimes flag this false content in English, the same material in Spanish won’t always get flagged. “They often co-opt [disinformation] and spread it quickly in Spanish. And that oftentimes goes unchecked compared to some of the English-language content,” he says.
Nefarious actors have been using social media, radio, and local Spanish-language newspapers to inundate voters with unprecedented levels of disinformation and conspiracy theories. Some Hispanic influencers have also been key spreaders of such content this year, especially with lies about mail-in-voting fraud.
WhatsApp group chats are particularly popular among immigrant communities because the app doesn’t require a US phone number and offers end-to-end encryption that provides some security. But WhatsApp is hard to monitor and fact-check, making it nearly impossible for researchers and activists to monitor disinformation and bad actors. (WhatsApp’s owner, Facebook, has put limits on message forwarding to try to reduce the spread of dangerous information in countries such as Brazil and India.)
Similarly, researchers believe that the service is an incubator for disinformation that spreads organically in private groups of trusted family and friends. A recent report by Politico highlighted how a Republican-moderated WhatsApp group meant to inform Hispanic communities on covid-19 included a post claiming, “Real Catholics can’t be Democrats.”
“Official” messaging
In Florida, where Barrero lives and the population is more than 26% Hispanic, citizens are used to being inundated with ads. It’s a critical swing state, and a regular battleground for both parties.
But things have escalated this year: the presidential campaigns have already outspent 2016’s advertising budgets by $100 million. In particular, there has been a focus on messaging in both English and Spanish to Hispanic Americans about health care, abortion, and immigration. The audience in Florida includes a mix of Cubans, Venezuelans, Mexicans, Haitians, and others, making the Hispanic vote more diverse and contested than the national Hispanic vote, which leans left. The Trump campaign has some support from conservative Cuban-Americans, as well as from Catholic and male Hispanic voters.
In places like Miami-Dade County, one of the most contested and politically expensive districts in the country, Cuban-Americans are being targeted directly by both Trump and Biden. The Trump campaign is feasting on genuine fears of communist rule and attempting to paint Biden as a socialist: a Trump ad campaign called “Progresista” compared some of Biden’s language to that of Hugo Chavez, Fidel Castro, Gustavo Petro, and Nicolas Maduro, with a final screen that displays “Biden = Socialism.” The press release for the advertisement called Biden “anti-Hispanic.”
Meanwhile, Facebook groups for Cuban-Americans have been a hotbed of disinformation and propaganda. Last week, Pa’lante was following a post in the group “Cubanos por Donald Trump” in which Biden was photographed on a trip to the Little Haiti Cultural Center in Miami. The caption “Who wants a Commander in Chief that kneels before foreign leaders?” implied that Biden was capitulating to the Haitian government, even though the people in the photograph were simply Miami locals dressed in traditional Haitian attire. The same post has been shared in a number of Hispanic groups on Facebook by the same unverified user, urging them to “vote red and in person.”
Leftist causes, meanwhile, have compared Trump to some of the same dictatorial figures. Priorities USA, the largest Democratic superPAC, ran an ad campaign in Florida likening him to Latin American “caudillos,” or anti-democratic authoritarian strongmen.
But it’s the right wing where the influence of bots and misinformation is most visible.
Coordinated campaigns
In the middle of July, Robert Unanue, the CEO of Goya Foods, spoke glowingly of President Trump at the White House. Prominent liberal politicians like Alexandria Ocasio-Cortez subsequently supported calls for a boycott of Goya products, only to be met by a blowback from Republicans like Ted Cruz, who claimed that “the Left is trying to cancel Hispanic culture.”
Social-media bots immediately began feasting on the opportunity. In three days, Goya was mentioned almost 125,000 times across social networks, focused in some key Hispanic communities.
One bot tracked by Pa’lante commented about Goya 6,700 times on Facebook. The bot constantly changed its position and language in an effort to create outrage in different communities and then turn attention to Trump’s Hispanic Prosperity Initiative.
Pa’lante determined this bot was a right-wing actor strategically sowing division among Hispanic voters, a common tactic used to reduce a group’s political power.
Some coordinated actors will also spread the same message repeatedly in many different groups, creating a more complex challenge than single viral posts, says Licona: “Oftentimes you’ll see posts with an identical caption and an identical story shared by multiple pages at the same time, which gives it an algorithmic boost and more reach. A post that gets thousands of shares is impactful, but what is more problematic and dangerous is that some of these pages are coordinating with each other to reach more feeds and people.”
What’s next
Combating the problem is challenging. Pa’Lante employs a network of local watchdog groups plugged into the communities it monitors, and creates accurate content that is meant to drown out mis- and disinformation. It’s a fairly effective short-term remedy, though it does nothing to fix the problem structurally or even quickly. In the three short weeks until Election Day, Pa’Lante is expecting a steady deluge of messages that shift away from persuasion and move into intentional suppression by spreading messages meant to confuse and intimidate voters.
The coordinated messaging around mail-in-voting fraud is an example. Licona is already seeing these messages directed to the Hispanic community, and cautions that while there is legitimate confusion, there is a clear intention to create distrust of both political parties and of the system in general in order to depress voter turnout.
Lies about mail-in voting are a form of active suppression, says Bryant.
It’s “a domestic tactic that is just another way of weaponizing digital media against Latinx voters,” she says. “It truly is a voter suppression tactic, but also just simply a threat to our democracy, really being able to suppress the access of marginalized communities, the education that they need to be informed and make informed decisions and be civic participators.”
Correction: An earlier version of this story had attributed the graph of Goya mentions to one bot on Twitter. It has been updated to show that the graph reflects all mentions of Goya across social-media networks by bots and humans.
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