Robots come in a vast array of shapes and sizes. By definition, they’re machines that perform automatic tasks and can be operated by humans, but sometimes work autonomously—without human help.
Most of these machines are built for a specific purpose: think of the puck-shaped robot vacuum or a robotic assembly arm in a factory. But recently, human-shaped or humanoid robots have increasingly entered the spotlight.
Humanoid robots are exactly what they sound like—machines with arms, legs, a torso and a head, typically walking upright on two legs. Investment in humanoid robot development has been skyrocketing recently. If you have several thousand dollars, some are already available for purchase.
A robot vacuum is a single-purpose machine. The promise of humanoid robots is they might work as general-purpose platforms, doing multiple tasks in various environments.
That’s because robots similar in shape to humans can potentially better fit into human environments—ones already designed for bodies and physical capabilities such as ours.
A robot vacuum—or any other machine with wheels—can’t climb the stairs. In principle, humanoids would be much more mobile in busy human environments, able to climb stairs, use doors, navigate and reach diverse spaces not just at home, but our workplaces, streets and the outdoors.
Humanoid robots existed in entertainment long before humans actually built one. From Maschinenmensch in Fritz Lang’s 1927 film Metropolis to C-3PO in Star Wars, they’ve influenced our imagination. Of course, these were costumed actors—real humanoid robots didn’t start walking until WABOT-1 in 1972, built in Japan.
A lucrative industry?
Developers, manufacturers and investors have been betting big on humanoid robots and believe they will have an enormous impact on society.
Last year, a Goldman Sachs report estimated the global market for humanoid robots would be US$38 billion by 2035 (A$58 billion), with between 3 million and 27 million humanoid robots installed worldwide. They could be “particularly appealing” for dangerous tasks, potentially saving the lives of human workers who could delegate hazardous jobs to robots.
A 2025 Bank of America report estimates there will be 1 million humanoid robots sold annually by 2030, and a staggering 3 billion humanoid robots in service by 2060—that’s almost one humanoid for every three humans.
Even conservative estimates of the future number of humanoid robots signal a significant shift across nearly all aspects of society.
However, to achieve this impact humanoids would truly need to be everywhere, including entertainment, care, home, services and hospitality.
In reality, the path to a multi-talented, general-purpose robot is still a fair way off.
AI methods such as reinforcement learning are generating more robust walking, running and high-level skills that adjust better to uneven terrain and external challenges like being pushed or bumped.
But machines like those these robot kick-boxers are still under human control when deciding which moves to do, although they can autonomously keep balance even when doing complex kicks and punches.
General logic, situational and socially appropriate awareness are also still rather basic. Robots need help from humans to act appropriately. For example, humanoid robots don’t understand the physical, social and cultural differences in how to appropriately engage with a baby, a child, an adult or an older person.
The game-changer that could give us truly general-purpose humanoid robots would have to be an ability to draw on human knowledge and skills directly. For example, you could show a robot how to wash the dishes and it would then copy your behavior.
To do so, however, robots also need to become more adaptable to different environments—not just the lab they were trained in.
Current predictions for when humanoids will be in your home vary widely. While some robots are already tested in home environments, others suggest consumer applications could be five to ten years away.
Companies such as Boston Dynamics (Hyundai), Tesla, Unitree, Figure AI, Agility, UBTech and many more are now vying for a place in a future market they think could be as big as the car industry and “as ubiquitous as smartphones.”
If humanoid robots really do enter our homes en masse, the future social impact could be enormous and is little understood. It will require concerted leadership from business, government, research and public to see that such a momentous change has a positive impact on people’s lives.
And while this future is not yet certain, it’s one we’ve been collectively imagining for at least 100 years.
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Humans keep building robots that are shaped like us—what’s the point? (2025, August 20)
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Analysis from GlobalData is forecasting that fixed wireless access (FWA) service revenue in Hong Kong is expected to increase at a “healthy” compound annual growth rate (CAGR) of 9.6% between 2025 and 2030.
The latest Hong Kong Total Fixed Communications Forecast set out to quantify current and future demand and spending on mobile services for the special administrative region of China. It noted that growth was being driven by Hong Kong’s extensive 5G network coverage and could also be attributed to local operators’ efforts to expand FWA services and position it as an alternative to traditional fibre broadband services for both residential and commercial sectors, meeting growing demand for high-speed connectivity in areas where extending fibre lines is challenging.
“High-density urban and suburban centres of Hong Kong create a strong business case for FWA services due to their cost-effective and rapid deployments without the complex infrastructure and civil work required for extending fibre-optic lines to such locations,” said Neha Misra, senior analyst at GlobalData.
“Competitive, feature-rich plans from the operators will also help drive its adoption over the forecast period. For instance, HKBN’s 5G Home Broadband Plan provides unlimited 5G broadband data (subject to a 300GB with a fair-usage policy) for HKD118 per month on a 24-month contract, along with a seven-day trial guarantee. The plan also includes a waiver of the HKD28 monthly administration fee and complimentary access to the basic HomeShield security plan.”
In addition to HKBN, the study noted that operators such as 3 Hong Kong and HKT are also using their extensive 5G networks to offer home broadband services, particularly in areas with limited fibre infrastructure. It cited HKT as recently having successfully deployed mmWave-based FWA to deliver ultra-high-speed internet to rural areas and outlying islands.
“Growing demand for FWA provides operators a strong revenue opportunity by expanding home and SME broadband without the high capital intensity of fibre roll-out,” Misra added. “By leveraging nationwide 5G coverage, introducing competitively priced service plans and bundling digital home services, operators can unlock higher ARPU [average revenue per user], accelerate market penetration in underserved areas and diversify beyond traditional revenues.”
GlobalData believes the Hong Kong government’s smart city initiatives will also open new opportunities for FWA, especially 5G FWA, which can deliver high-speed internet to power applications such as the digital economy, digital governance and e-health services, while supporting the city’s dense urban environment and digital transformation goals under the Smart City Blueprint 2.0.
The original blueprint was set out in December 2017, outlining 76 initiatives under six smart areas, namely Smart Mobility, Smart Living, Smart Environment, Smart People, Smart Government and Smart Economy. Blueprint 2.0 puts forth more than 130 initiatives that continue to enhance and expand existing city management measures and services. The new initiatives aim to bring benefits and convenience to the public so that residents can better perceive the benefits of smart city innovation and technology.
And thanks to a mention in Dan Brown’s new novel, The Secret of Secrets, the festival has gained even more global recognition. Just a few weeks after the release of Brown’s new bestseller set in contemporary Prague, viewers were able to see for themselves what drew the popular writer to the festival, which is the largest Czech and Central European showcase of digital art. In one passage, the Signal Festival has a cameo appearance when the novel’s protagonist recalls attending an event at the 2024 edition.
“We’re happy about it,” festival director Martin Pošta says about the mention. “It’s a kind of recognition.” Not that the event needed promotion, even in one of the most anticipated novels of recent years. The organizers have yet to share the number of visitors to the festival this year, but the four-day event typically attracts half a million visitors.
On the final day, there was a long queue in front of the monumental installation Tristan’s Ascension by American video art pioneer Bill Viola before it opened for the evening, even though it was a ticketed event. In the Church of St. Salvator in the Convent of St. Agnes, visitors could watch a Christ-like figure rise upwards, streams of water defying gravity along with him, all projected on a huge screen.
The festival premiere took place on the Vltava River near the Dvořák Embankment. Taiwan’s Peppercorns Interactive Media Art presented a projection on a cloud of mist called Tzolk’in Light. While creators of other light installations have to deal with the challenges of buildings—their irregular surfaces, decorative details, and awkward cornices—projecting onto water droplets is a challenge of a different kind with artists having to give up control over the resulting image. The shape and depth of the Peppercorns’ work depended on the wind at any given moment, which determined how much of the scene was revealed to viewers and how much simply blown away. The reward, however, was an extraordinary 3D spectacle reminiscent of a hologram—something that can’t be achieved with video projections on static and flat buildings.
Another premiere event was a projection on the tower of the Old Town Hall, created for the festival by the Italian studio mammasONica. It transformed the 230-foot structure into a kaleidoscope of blue, green, red, and white surfaces. A short distance away, on Republic Square, Peppercorns had another installation. On a circular LED installation, they projected a work entitled Between Mountains and Seas, which recounted the history of Taiwan.
Software development is associated with the idea of not reinventing the wheel, which means developers often select components or software libraries with pre-built functionality, rather than write code to achieve the same result.
There are many benefits of this approach. For example, a software component that is widely deployed is likely to have undergone extensive testing and debugging. It is considered tried and trusted, mature technology, unlike brand-new code, which has not been thoroughly debugged and may inadvertently introduce unknown cyber security issues into the business.
The Lego analogy is often used to describe how these components can be put together to build enterprise applications. Developers can draw on functionality made available through application programming interfaces (APIs), which provide programmatic access to software libraries and components.
Increasingly, in the age of data-driven applications and greater use of artificial intelligence (AI), API access to data sources is another Lego brick that developers can use to create new software applications. And just as is the case with a set of old-school Lego bricks, constructing the application from the numerous software components available is left to the creativity of the software developer.
A Lego template for application development
To take the Lego analogy a bit further, there are instructions, templates and pathways developers can be encouraged to follow to build enterprise software that complies with corporate policies.
A developer self-service platform provides a way for organisations to offer their developers almost pre-authorised assets, artefacts and tools that they can use to develop code Roy Illsley, Omdia
Roy Illsley, chief analyst, IT operations, at Omdia, defines an internal developer platform (IDP) as a developer self-service portal to access the tools and environments that the IT strategy has defined the organisation should standardise on. “A developer self-service platform provides a way for organisations to offer their developers almost pre-authorised assets, artefacts and tools that they can use to develop code,” he says.
The basic idea is to provide a governance framework with a suite of compliant tools. Bola Rotibi, chief of enterprise research at CCS Insight, says: “A developer self-service platform is really about trying to get a governance path.”
Rotibi regards the platform as “a golden path”, which provides developers who are not as skilled as more experienced colleagues a way to fast-track their work within a governance structure that allows them a certain degree of flexibility and creativity.
As to why offering flexibility to developers is an important consideration falls under the umbrella of developer experience and productivity. SnapLogic effectively provides modern middleware. It is used in digital transformation projects to connect disparate systems, and is now being repositioned for the age of agentic AI.
SnapLogic’s chief technology officer, Jeremiah Stone, says quite a few of the companies it has spoken to that identify as leaders in business transformation regard a developer portal offering self-service as something that goes hand-in-hand with digital infrastructure and AI-powered initiatives.
SnapLogic’s platform offers API management and service management, which manages the lifecycle of services, version control and documentation through a developer portal called the Dev Hub.
Stone says the capabilities of this platform extend from software developers to business technologists, and now AI users, who, he says, may be looking for a Model Context Protocol (MCP) endpoint.
Such know-how captured in a self-service developer portal enables users – whether they are software developers, or business users using low-code or no-code tooling – to connect AI with existing enterprise IT systems.
Enter Backstage
One platform that seems to have captured the minds of the developer community when it comes to developer self-service is Backstage. Having begun life internally at audio streaming site Spotify, Backstage is now an open source project managed by the Cloud Native Computing Foundation (CNCF).
While many teams that implemented Backstage assumed that it would be an easy, free addition to their DevOps practices, that isn’t always the case. Backstage can be complex and requires engineering expertise to assemble, build and deploy Christopher Condo and Lauren Alexander, Forrester
Pia Nilsson, senior director of engineering at the streaming service, says: “At Spotify, we’ve learned that enabling developer self-service begins with standardisation. Traditional centralised processes create bottlenecks, but complete decentralisation can lead to chaos. The key is finding the middle ground – standardisation through design, where automation and clear workflows replace manual oversight.”
Used by two million developers, Backstage is an open source framework for building internal developer portals. Nilsson says Backstage provides a single, consistent entry point for all development activities – tools, services, documentation and data. She says this means “developers can move quickly while staying aligned with organisational standards”.
Nilsson points out that standardising the fleet of components that comprise an enterprise technology stack is sometimes regarded as a large migration effort, moving everyone onto a single version or consolidating products into one. However, she says: “While that’s a critical part of standardising the fleet, it’s even more important to figure out the intrinsic motivator for the organisation to keep it streamlined and learn to ‘self-heal’ tech fragmentation.”
According to Nilsson, this is why it is important to integrate all in-house-built tools, as well as all the developer tools the business has purchased, in the same IDP. Doing so, she notes, makes it very easy to spot duplication. “Engineers will only use what they enjoy using, and we usually enjoy using the stuff we built ourselves because it’s exactly what we need,” she says.
The fact that Backstage is a framework is something IT leaders need to consider. In a recent blog post, Forrester analysts Christopher Condo and Lauren Alexander warned that most IDPs are frameworks that require assembly: “While many teams that implemented Backstage assumed that it would be an easy, free addition to their DevOps practices, that isn’t always the case. Backstage can be complex and requires engineering expertise to assemble, build and deploy.”
However, Forrester also notes that commercial IDP options are now available that include an orchestration layer on top of Backstage. These offer another option that may be a better fit for some organisations.
AI in an IDP
As well as the assembly organisations will need to carry out if they do not buy a commercial IDP, AI is revolutionising software development, and its impact needs to be taken into account in any decisions made around developer self-service and IDP.
Spotify’s Nilsson believes it is important for IT leaders to figure out how to support AI tooling usage in the most impactful way for their company.
“Today, there is both a risk to not leveraging enough AI tools or having it very unevenly spread across the company, as well as the risk that some teams give in to the vibes and release low-quality code to production,” she says.
According to Nilsson, this is why the IT team responsible for the IDP needs to drive up the adoption of these tools and evaluate the impact over time. “At Spotify, we drive broad AI adoption through education and hack weeks, which we promote through our product Skill Exchange. We also help engineers use context-aware agentic tools,” she adds.
Looking ahead
In terms of AI tooling, an example of how developer self-service could evolve is the direction of travel SAP looks to be taking with its Joule AI copilot tool.
When structure, automation and visibility are built into the developer experience, you replace bottlenecks with flow and create an environment where teams can innovate quickly, confidently and responsibly Pia Nilsson, Spotify
CCS Insights’ Rotibi believes the trend to integrate AI into developer tools and platforms is an area of opportunity for developer self-service platforms. Among the interesting topics Rotibi saw at the recent SAP TechEd conference in Berlin was the use of AI in SAP Joule.
SAP announced new AI assistants in Joule, which it said are able to coordinate multiple agents across workflows, departments and applications. According to SAP, these assistants plan, initiate and complete complex tasks spanning finance, supply chain, HR and beyond.
“SAP Joule is an AI interface. It’s a bit more than just a chatbot. It is also a workbench,” says Rotibi. Given that Joule has access to the SAP product suite, she notes that, as well as providing access, Joule understands the products. “It knows all the features and functions SAP has worked on, and, behind the scenes, uses the best data model to get the data points the user wants,” she says.
Recognising that enterprise software developers will want to build their own applications and create their own integration between different pieces of software, she says SAP Joule effectively plays the role of a developer self-service portal for the SAP product suite.
Besides what comes next with AI-powered functionality, there are numerous benefits in offering developer self-service to improve the overall developer experience, but there needs to be structure and standards.
Nilsson says: “When structure, automation and visibility are built into the developer experience, you replace bottlenecks with flow and create an environment where teams can innovate quickly, confidently and responsibly.”