By: Dr. Eman AbuKhousa

Professor for Information Technology & Communication

University of Europe for Applied Sciences

In this era of digital transformation, education is approaching a pivotal change, one where learning is not just about consuming knowledge, but experiencing it. Education is the process of designing experiences that help learners acquire knowledge and skills, enabling them to adaptively respond to challenges in their surroundings. In experiential learning, or “learning by living”, learners are “immersed” into real-life situations where they sense, think, interact, and decide the best course of action. The introduction of 5G technology into the educational sector promises a new age of immersive learning, where barriers of distance and access are obliterated, marking personalized and interactive education as the norm, not the exception.

5G is the fifth generation of wireless cellular technology that is much faster and more reliable than the previous networks. This is not just about faster downloads or smoother streaming; it is about creating a fabric of connectivity that is versatile enough to support everything from everyday conveniences to critical, life-saving innovations.

Immersive learning experiences are developed using artificial intelligence (AI), augmented reality (AR) and virtual reality (VR) technologies to model virtual spaces where learners can perform various tasks. These include communicating, and collaborating with others, utilizing digital objects, creating content, and even editing or generating new spaces. By design, the effectiveness of these experiences relies on the motion-to-photon latency—the delay between a user’s action and its impact on-screen— which should be kept to a minimum to maintain learner immersion, a critical factor in engaging learners. This significantly requires access to high-bandwidth networks to support real-time transmission and processing of large amounts of data to achieve seamless and consistent shared experiences across time and space and among large number of learners. The increased capabilities of 5G such as up to 10Gbps data rate, 1-millisecond latency, and the ability to connect up to 100 times more devices per unit area than previous technologies, would highly leverage the use of AI/AR/VR and enable the development of new and improved immersive learning experiences. 

Furthermore, 5G technology enables the integration of a variety of educational technologies, such as interactive e-contents, learning applications and collaboration platforms, all of which can be customized to individual learning needs and preferences. The capability of these tools to deliver immediate support, coupled with instant feedback and assessments fundamentally transforms the learning journey. It enables learners to reflect on their experiences, assess their thoughts and understand the consequences of their behaviors and actions in real time. This in turn, allows them to use the outcomes to adjust their actions and prepare for future experiences. Additionally, 5G empowers educators to evaluate the quality of the learning experience and to adapt the design of future experiences to meet the needs of their learners more effectively. This signifies a major advancement towards more interactive and personalized learning pathways.

The emergence of 5G technology has also considerably contributed to shaping UNESCO’s global initiative “Futures of Education: learning to become”¹ which advocates for education systems that address injustices and leverage technology to broaden human capabilities, aiming for a more inclusive and sustainable world. This effort aligns with the item 4 of 2030 Agenda for Sustainable Development Goals (SDGs): “Quality Education- Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all”². In this context, 5G connectivity is set to enhance educational access and quality not only by facilitating real-time lesson streaming and enhancing access to learning platforms and educational multimedia materials but also, and more importantly, by augmenting the functionalities of assistive technologies in special education.  This implies that robotics designed for learners with physical disabilities could become more responsive. Similarly, real-time transcriptions for learners with hearing impairments would be quicker and more precise, and those with cognitive or physical impairments could engage in virtual worlds alongside their peers, leading to a learning experience that is more inclusive for everyone.

Viewed from another perspective, 5G holds the potential to enhance the efficiency of educational operations and, consequently, reduce the cost in several ways. A 2022 report³ reveals that in OECD countries, annual education spending averages at $9,900 per student for primary education, incorporating both household and governmental expenses. This figure rises to $11,400 at the secondary level and further escalates to $17,600 per student at the tertiary level. The report also highlights how expenditure is allocated in tertiary institutions, with 63% dedicated to core services such as educators’ salaries, infrastructure, and administrative costs. Meanwhile, 33% of funds support research and development (R&D) activities, and a smaller fraction of 4% goes towards ancillary services like meals and transportation.

The ultra-fast speeds, lower latency, and the capacity to connect a vast number of devices with 5G can make remote learning more accessible and reliable. This reduces the need for maintenance and expansion of physical infrastructures, thus lowering operational costs related to buildings, utilities, and on-site resources. For institutions with physical campuses, 5G can support the implementation of “smart campus” technologies, which may include energy-efficient building controls, optimized route planning for campus transport, and predictive maintenance systems. On the other hand, the ability of 5G to support AI, AR, and VR technologies for simulations and laboratory experiences can significantly reduce the need for expensive physical lab equipment and materials, as well as the space required to house them, while providing scalable learning opportunities. Additionally, as mentioned earlier, by enhancing the functionalities of assistive technologies, 5G can reduce the need for specialized, and often more costly, educational arrangements for students with disabilities. It can also decrease the time and labor costs associated with administrative tasks, such as attendance tracking, grade reporting, event scheduling, and resource allocation, through the use of cloud-based services to manage these tasks more efficiently. However, one of the most impactful and promising applications of 5G technology in reducing education costs is its ability to vastly improve the sharing of resources across institutions – a practice I strongly encourage all educational entities to consider. The more efficient sharing of digital resources among institutions, including textbooks, multimedia content, and interactive learning tools, can decrease the per-student cost of educational materials by leveraging economies of scale and reducing the need for physical materials. This also benefits R&D activities, as collaborative research projects can be conducted in virtual environments, allowing experts from around the world to work together more efficiently, regardless of their physical location, while sharing expensive research resources and large databases.

While I understand that the pursuit of competitive advantage among educational institutions often emphasizes unique offerings and resources, I also believe that institutions can rise above traditional competitive barriers. By nurturing an ecosystem of shared growth and mutual benefits, educational entities can become more appealing to the new generation of learners who value the corporate social responsibilities and sustainability practices of modern education institutions.

Bearing this in mind, let’s not overlook the critical ethical questions we face. The key challenge is to balance innovation with integrity. Protecting the privacy of learners’ data is imperative, and we must remain vigilant as digital footprints expand. Bridging the digital divide is a crucial moral obligation; access to this technology should be universal, not a privilege. And while 5G has the potential to transform learning, it must not diminish the human connection that is at the heart of education. In essence, the journey towards integrating 5G in the education sector is not just about technological upgrades but also about ethical stewardship, inclusivity, and socialization where individuals build on each other’s experiences. Let’s not just chase the future; let’s shape it responsibly.

References and Links:

1. UNESCO (2019), Futures of Education: learning to become, UNESCO Digital Library,
2. UN (2015), Transforming our World: The 2030 Agenda for Sustainable Development.
3. OECD (2022), Education at a Glance 2022: OECD Indicators, OECD Publishing, Paris, https://doi.org/10.1787/3197152b-en.: https://www.oecd-ilibrary.org/

Matt O’Neill and Hieu Minh Ngo share their unique story of redemption, as the pair seek to transform global understanding of evolving cybersecurity threats

A former United States Secret Service Agent and a Vietnamese former-hacker-turned-cybersecurity-specialist are set to reunite for the first time at GISEC Global 2024, Middle East and Africa’s largest cybersecurity event, to discuss their unique cat-and-mouse-style chase, which ultimately resulted in an arrest and conviction.

Matt O’Neill, a decorated agent, has dedicated his life to fighting cybercrime

Matt O’Neil is a retired U.S. Secret Service Agent who worked as the Managing Director of Cyber Operations, where he led the service’s global cyber investigative operations, digital forensics, mobile wireless tracking, and critical systems protection portfolio.

Arguably the biggest breakthrough in his career, the Ngo case saw O’Neil develop a plan to lure the hacker out of Vietnam and into Guam, resulting in a conviction and sentencing that led to countless other hackers being brough to justice from Hieu’s ensuing testimonies.

Matt O’Neil remains one of the most decorated agents in the history of the U.S. Secret Service, having received the U.S. Secret Service’s Special Agent of the Year Award and the Department of Homeland Security’s Gold and Silver medals, among others.

Hieu Minh Ngo’s story is one of transformation, redemption, and restoration

Hieu Minh Ngo – widely known by his online persona, Hieu PC – has been recognised as one of the most prolific identity theft hackers in U.S. history, having stolen and sold the data of over 200 million Americans before his arrest in 2013.

Hieu served seven years of his 13-year prison sentence, after which he returned to Vietnam in 2020 and shifted his focus towards improving cybersecurity practices and fighting against fraud.

His redemption story has been acknowledged by leading tech companies, such as Apple and Verizon, who have celebrated Hieu’s work in identifying and resolving security flaws in the global cybersecurity industry.

A historic session between agent and hacker

Hosted during GISEC Global 2024, from 23-25 April at the Dubai World Trade Centre, this will be the first time that agent and former hacker will see each other in person since Hieu’s sentencing in federal court in 2015.

The session will offer an unrivalled inside look at a major cyber-criminal investigation from the perspective of both the hunted and the hunter. It will also provide a platform for Hieu to share his transition from hacker to cybersecurity specialist, using his skills and knowledge of cybercrime to combat evolving threats and educate a new generation of digital professionals. 

Commenting on the opportunity, Matt O’Neil, former U.S. Secret Service Agent, said: “I’m looking forward to sharing more of my experience as a former U.S. Secret Service Agent and my involvement in investigating cybercrime. Sharing findings on what criminals are actually doing – and how they’re doing it – provides a tremendous amount of value to cybersecurity professionals tasked with protecting networks.”

O’Neil added: “I’m confident that this session with Hieu will provide incredible insight into financially motivated cybercrime, as well as the need to develop new ways of sharing information across the industry at scale, in real time, to disrupt the constant evolution of cyber threats.”

Hieu Minh Ngo, Cybersecurity Specialist and former convicted hacker, said: “My journey from being involved in cybercrime to becoming an advocate for cybersecurity signifies the potential for broader redemption across the industry. Taking to the stage with Mr. Matt O’Neill is a historic moment for me, and I’m excited to share more around my new-found passion for fostering an empowered community of cybersecurity professionals around the world.”

Ngo added: “From educating young kids, to addressing the rise of artificial intelligence and machine learning, the cybersecurity industry is complex and demands collaboration that extends beyond country and company borders – and I believe GISEC will provide the platform needed to achieve this.”

Returning for its 13^th record-breaking edition from 23-25 April 2024, GISEC Global will welcome over 20,000 visitors and 750 of the world’s foremost exhibiting companies, such as Huawei, Honeywell, du, Microsoft, Google Cloud Security, Kaspersky, Cloudflare, Qualys, Spire Solutions, and Pentera. More than 350 global cybersecurity speakers, and over 1,000 ethical hackers from 130-plus countries will come together at the Middle East and Africa’s largest and most impactful cybersecurity event.

By Professor Fiona Robson, Head of Edinburgh Business School and School of Social Sciences at Heriot-Watt University Dubai

For many, working in a hybrid model of some working from home and some from organisational premises is seen as a positive scenario. However, it can also be a double-edged sword in terms of blurring the boundaries. Advantages include flexible working options and may open up a new pool of candidates who don’t want to or aren’t able to travel every day. The benefits of hybrid include the cost implications of not having to travel twice a day and not losing productive time when travelling. Not every role would be suitable for hybrid working, for example someone working in customer services or providing a service in the homes of clients. Offering hybrid working options gives the potential to increase employee retention by meeting their needs. It is also important to recognize that hybrid working shouldn’t be perceived as a part time role with part time organizational commitment. Leaders are responsible for developing a culture whereby all eligible employees are encouraged to work remotely for at least some of their working time.

There is research which suggests that employees who are able to work from home are more productive than in the office. This makes assumptions that a) employees don’t mind the blurring of boundaries with their home life b) that they will have appropriate space from which they can work and c) that appropriate technology and infrastructure (e.g. wifi) is available. Depending on the home situation, there may be more distractions when working away from the office if it shared with other people. Ultimately the decision around moving to hybrid working will need the leader to consult and then take all the factors into account to establish the potential impact.

Technology can be used to improve performance throughout an organisation, for it to be successful there are a range of factors which need to be in place. Firstly, selecting the correct technology that can meet the needs of the organisations and their users. Once selected, extensive learning and development support is needed so that users feel confident and competent in using it for their roles. If there is equipment or software which isn’t used regularly, some reminders and an offer of training may be useful. The health and safety of hybrid workers should be considered, ensuring that remote working is organised and carried out in a safe way as part of the leader’s duty of care.

Technology is a good alternative where it isn’t possible for the leader to meet with all their employees. Software such as Teams and Zoom allow information to be shared instantaneously. Whilst there may be specific occasions where in-person is needed, many meetings can be online. Probably the biggest impact of the pandemic was how organisations had to pivot to be able to work remotely. For some employees, this was seen as a very good thing; having previously been told that it wasn’t possible for some roles, it was established that it could work. Hybrid working can also give time flexibility which may make international collaborations easier. Leaders should lead by example and highlight their own hybrid working, ensuring they have maximum visibility.

Potential disadvantages of hybrid working include having a negative impact on team-working and morale which leaders may need to address. Opportunities for valuable ‘water cooler’ conversations are likely to take place less frequently might lead to missed chances for collaboration or process improvement.

Hybrid/remote working does not mean that all networking opportunities are lost; technology now gives us many ways to achieve this – again, learning lessons from the pandemic where many conferences and events were delivered wholly online. Platforms such as LinkedIn allow leaders to connect to people across the globe and build their digital network. Other specialist software encourages leaders and their employees to have some informal online ‘coffee break’ time.

As a leader, a key decision is the extent to which employee performance should be monitored. Technology is available to do this; however, it raises an issue of trust. There may be certain occupations where it is necessary for the organisation to have access to this data for security reasons. Data protection and privacy policies should be adhered to at all times.

Strong leaders recognise the importance of giving and receiving feedback and for this to be built into project plans rather than just at the end of the activity. Where hybrid working means fewer opportunities for face-to-face engagement, technology can be used via software that collects and stores employee feedback. Leaders need to role model good behaviour by visibly seeking and responding to feedback on their own performance.

As a leader it is important that the HR team are briefed to reflect the organisation’s commitment to hybrid working by ensuring that policies and practices do not disadvantage hybrid workers. For example, reviewing internal promotion and performance review criteria to ensure they are appropriate. Updated IT policies should be considered, to reflect the needs of people who work at home and use secure data which would previously not have been available. Leaders should consider some of the sensitive issues around hybrid working, for example does it lead to the introduction of hot-desking. For some of their followers losing the artefact of their own personal space could be negative.

The use of AI in most organisations is still at a relatively early stage where many are only confident to dip their toes into the water. Where women leaders become early adopters of AI this can have a positive impact on the whole organisation. It also potentially provides the leaders themselves with a competitive advantage. Being upfront about the advantages and disadvantages will be useful as well as identifying where and when it might be used. The early inclusion of employees to influence the scope and implementation of AI is a worthwhile investment.

Many organisations collect data on a daily basis but don’t make the best use of it, and this is a missed opportunity. Leaders should invest in new hires who are experts in data analytics and can provide some bespoke use of technology to meet the specific needs of the organization. Importantly these appointments can upskill the existing workforce by learning in ‘real play’ rather than role play.

Whilst AI could lead to some disruption, sometimes that in itself encourages more innovation. Leaders have an ethical responsibility as well as a management one to ensure that AI is used appropriately and in compliance with regulations. Possibly the strongest opportunity at this stage for the use of AI to really make a difference, is collecting data on employee engagement on a continuous basis. This can be used to predict future behaviours and actions for the leadership team.

Leaders can use technology, for example, as part of their recruitment and selection processes so prospective candidates get a personalised experience. Personalisation could also be used as part of an employee engagement strategy. The use of AI isn’t a magic cure, and there will still need to be human interventions, particularly in the early adoption stages, to ensure fair decision-making.

Leaders’ HR teams will have to work with the experts to ensure that any potential negative outcomes of AI can be minimised e.g. if employees all start using Chat GPT for their work. Leaders will need their skills in managing change progress for an organisation that may find change very challenging.