Software Failures and Lack of Runtime Visibility Prevent Engineering Teams from Trusting Coding Assistants and AI SREs 

NEW YORK, April 14, 2026 — Lightrun, the leader in software reliability, today released its State of AI-Powered Engineering Report 2026, based on an independent poll of 200 SREs and DevOps leaders (Directors, VPs, and C-levels at Enterprises in the US, UK, and EU). The report reveals that, until AI-powered engineering tools have live visibility of how code behaves at runtime, they cannot be trusted to autonomously ensure reliable systems. 

Lightrun’s report reveals that a major volume of manual work is required when AI-generated code is deployed: 43% of AI-generated code requires manual debugging in production, even after passing QA or staging tests. Furthermore, an average of three manual redeploy cycles are required to verify a single AI-suggested code fix in production.

As the volume of AI-generated code is rapidly increasing, it is essential to close this verification loop. As a result, engineering teams are turning to AI SRE (site reliability engineering) tools. These agents reason over existing observability, codebase changes, and infrastructure signals to propose incident causes and recommend fixes. However, the report found that 77% of engineering leaders lack confidence in current observability stacks to support automated root cause analyses and remediations. 

Lightrun’s report, conducted with independent research firm Global Surveyz, captures the perspectives of senior engineering leaders on the AI-powered SDLC. It explores several timely issues, including: 

● AI-Generated Code Reliability Concerns: 88% of companies require 2-3 manual redeploy cycles just to confirm an AI-generated fix actually works in production.

● Wasted Developer Time: Developers spend an average of 38% of their week (two days) on debugging, verification, and troubleshooting.

● The Runtime Visibility Gap: 60% of SRE and DevOps leaders identify a lack of runtime visibility as the primary bottleneck in resolving incidents. This is underscored by the fact that, in 44% of cases where AI SREs or APM tools investigations failed, it was due to the necessary execution-level data not being captured.

● AI SREs: The Trust Wall: 97% of engineering leaders say AI SREs operate without significant visibility into what’s actually happening in production. And, 54% of resolutions to high-severity incidents still use tribal knowledge rather than diagnostic evidence from AI SREs or APMs. 

This represents the core challenge of AI-accelerated engineering. Today’s AI agents operate using probability, reasoning their way toward conclusions. To ground that reasoning in reality, the report makes clear they need real-time visibility into what’s happening, including variable states, memory usage, and how requests move through a system. 

“Engineering organizations need runtime visibility to embrace the possibilities offered by AI-accelerated engineering. Without this grounding, we aren’t slowed by writing code anymore, but by our inability to trust it,” said Ilan Peleg, CEO of Lightrun. “When almost half of AI-generated changes still need debugging in production, we need to fundamentally rethink how we expect our AI agents to solve complex challenges.” 

The report is available online at http://lightrun.com/ebooks/state-of-ai-powered-engineering-2026.

The AdClarity AI Suite combines an AI-powered chatbot that acts as a personal data science expert with proactive AI Insights, covering up to 85% of analyst work in seconds across digital, CTV, and linear TV channels. 

New York, NY, April 14, 2026 – BIScience, the company behind AdClarity, the cross-media ad intelligence platform serving more than 2,000 brands including Adidas, Amazon, Booking.com, Disney, Shell, Sony, and Wix, today launches the AdClarity AI Suite. BIScience is the first ad intelligence provider to introduce these capabilities, making competitive insights effortless and accessible to every team member.

The launch represents a fundamental change in methodology, not just a new feature. Until now, ad intelligence platforms have operated as static data repositories, requiring companies to spend significant time, money, and manual effort building reports. BIScience has redesigned this workflow entirely: instead of requiring users to find answers in data, the AI Suite delivers answers and intelligence directly to them across digital display, social, online video, CTV, and linear TV channels.

The suite offers two complementary sides of a single solution. One side helps users clearly define what they need and get precise answers on demand. The other guides them forward, proactively uncovering what matters even when they are not sure where to start, since many teams do not even know which questions they should be asking.

AdClarity AI Chatbot functions as a personal data science expert. Users type questions in natural language and receive structured answers in seconds, drawn exclusively from AdClarity’s own cross-media data. A user can ask “Who’s winning in CTV in 2026 in the US?” or “How did my competitor’s channel mix shift last quarter?” and receive a clear response with key findings, detailed analysis, and supporting tables and charts. Users can drill deeper with follow-up questions and export executive-ready summaries directly from the interface.

AI Insights takes a complementary approach, proactively surfacing important findings inside Brand Reports and key widgets. Rather than waiting for a user to ask the right question, AI Insights automatically generates clear narratives explaining what changed in the competitive landscape and why, updating as users change filters and selections. 

“The AdClarity AI Suite represents a fundamental shift in how teams interact with market intelligence,” said Dorit Kaplan, VP of Product and Strategy at BIScience. “By embedding an AI data science layer directly into the platform, we’ve automated the heavy lifting of complex analysis. What used to require hours of manual work is now delivered in seconds, effectively handling 85% of the analytical pipeline instantly. With AI Insights, we’re moving beyond reactive searching to a proactive model that surfaces critical trends before they even appear on a team’s radar.” 

Both capabilities operate entirely within the AdClarity platform and draw on BIScience’s full ad intelligence dataset, covering $393 billion in annual ad spend across 52 markets. To learn more or request a demo, visit: https://adclarity.com

Empowering women entrepreneurs and nurturing youth innovation at the grassroots is crucial for building an inclusive and self-reliant Telangana: Shri D. Sridhar Babu 

Hyderabad/Peddapalli | Apr 14: In a significant step toward strengthening the entrepreneurial ecosystem in Telangana, WE Hub, the Government of Telangana’s nodal agency for promoting and supporting women entrepreneurs, has launched its first Center of Excellence (CoE) in Peddapalli district. The initiative is being implemented with the support of HP and the District Administration of Peddapalli.

Minister for Information Technology, Electronics & Communications, Industries & Commerce, and Legislative Affairs, Telangana, Sri. D. Sridhar Babu launched it in the presence of Peddapalli MLA and Govt. Whip, Sri. Vijaya Ramana Rao, Ramagundam MLA, Sri, Makkan Singh Raj Thakur, District Collector and Magistrate, Sri. Koya Sriharsha, IAS, and WE Hub CEO, Smt. Sita Pallacholla and other key stakeholders, reflecting strong institutional support for fostering entrepreneurship, innovation, and inclusive economic growth in the region.

Speaking at the launch, Hon’ble Minister Sri D. Sridhar Babu said: “Empowering women entrepreneurs and nurturing youth innovation at the grassroots is crucial for building an inclusive and self-reliant Telangana. Initiatives such as this Center of Excellence will not only create sustainable livelihood opportunities but also inspire a new generation of entrepreneurs from our districts.”

Sita Pallacholla, CEO of WE Hub, expressed confidence in the initiative’s impact, stating:“This Center of Excellence marks an important milestone in WE Hub’s mission to take entrepreneurship support deeper into districts and closer to communities. Women entrepreneurs and youth innovators in Peddapalli will now have greater access to skilling, mentorship, networks, and opportunities that can help transform their ideas into sustainable enterprises. We are proud that Peddapalli is the first district where WE Hub has established such a centre, and we hope this becomes a model for many more districts across Telangana.”

Through this initiative, WE Hub aims to create a vibrant entrepreneurial ecosystem in Peddapalli district, enabling women and youth to build sustainable businesses, generate livelihoods, and contribute meaningfully to the economic development of Telangana.

The Center of Excellence aims to empower women entrepreneurs, nurture youth innovation, and enable grassroots enterprises to access technology, market opportunities, and structured capacity-building support. The centre will serve as a hub for skill development, incubation support, digital enablement, and enterprise acceleration, particularly for women and youth from rural and semi-urban regions.

The CoE will provide structured programs including entrepreneurship training, digital skilling, business mentoring, market linkages, and innovation support to help aspiring entrepreneurs transform ideas into viable enterprises. Special focus will be given to women-led enterprises, youth innovators, and emerging sectors such as technology-enabled services, manufacturing, creative industries, and sustainable MSMEs.

The Center of Excellence is expected to serve as a catalyst for innovation, enterprise creation, and inclusive economic growth, reinforcing the Government of Telangana’s commitment to strengthening district-level entrepreneurship ecosystems across the state. The launch also marks an important milestone, as Peddapalli becomes the first district where WE Hub has established a Center of Excellence, paving the way for similar models of entrepreneurship

The launch also highlighted the strong local demand for entrepreneurship infrastructure in the region, with public representatives expressing the need for expanding similar support systems to other locations in the future.

With this initiative, WE Hub reaffirms its commitment to advancing inclusive entrepreneurship, women’s economic empowerment, and district-level innovation-led development across Telangana.

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Epson introduces the ENGINEERED FUTURE 2035 Long-Term Corporate Vision and Mid-Term Business Plan, Phase 1

SYDNEY, Apr 14 – Epson has unveiled ENGINEERED FUTURE 2035, a Long-Term Corporate Vision that maps out the company’s strategy to 2035, along with a new Mid-Term Business Plan (2026-2028) that represents the first phase of work under the vision. In line with this plan, Epson will use ROIC as a management metric to optimise capital allocation, redesign its business portfolio, and focus resources on strategic growth domains. By transforming the earnings base and leveraging its precision technologies to expand in growth domains, the company aims to sustain corporate value growth.

Long-Term Corporate Vision ENGINEERED FUTURE 2035
Refining our technologies, engineering the future and delivering real-world value

Epson sees the next decade as one in which volatility is the norm. Environmental and geopolitical risks will rapidly change, resources and energy will be increasingly constrained, and demographic changes will result in labour shortages worldwide. In developed economies, the labour pool continues to shrink. Meanwhile, emerging economies face critical challenges to develop foundational capabilities such as skills, education and infrastructure.

Under these conditions, the sustainability of society and industry will increasingly depend on how effectively Epson can use limited resources, energy, and human potential. It is not enough to evolve technology itself. Driving advances in the technology itself will not be enough. The ability to design and optimise technology so that it genuinely functions within society is becoming increasingly critical. It is precisely because of the many constraints that Epson believes the future should not be left to chance but must be methodically engineered, starting with technology that is conceived in the field and continuously refined and implemented in the real world.

That is why Epson seeks to leverage the efficient, compact, and precise technologies and philosophy it has developed over more than eight decades, building on the foundation of “Sho-Sho-Sei,” to create value that supports the transformation of society and industry through real-world implementation. The essence of Epson lies not in advancing technology for its own sake, but in translating advanced technology into things that are genuinely useful in the real world. Engineering is the force that connects the philosophy of efficient, compact and precise innovation to meaningful social implementation.

Epson will deliver new value to the world by combining its efficient, compact, and precise technologies with designs optimised for real-world uses. From industry and across learning, working, and living, Epson will enhance productivity and reliability and expand the world’s possibilities. So that people and the planet can continue to advance together, Epson will simultaneously raise both social value and corporate value. That is the future that Epson envisions in ENGINEERED FUTURE 2035.

Mid-Term Business Plan, Phase 1 (2026-2028)
Achieving both growth and capital efficiency by optimising capital allocation based on disciplined ROIC management
Epson’s Mid-Term Management Plan, Phase 1 (2026-2028), is the first stage of the company’s journey toward realising the ENGINEERED FUTURE 2035 long-term vision.

Until now, Epson’s business structure has been highly dependent on mature markets, presenting challenges in terms of resource allocation to growth areas, execution speed, and capital efficiency. In Phase 1, Epson will confront these challenges head-on, transforming the earnings base and focusing resource allocation on growth domains. Management will emphasise capital efficiency, using ROIC as the primary management metric. By exercising disciplined ROIC-based management, Epson will aim to achieve a ROIC of 8% by fiscal 2028 and to build a solid foundation for sustainable growth.

Specifically, Epson will review its fixed cost structure and asset efficiency, redesign global operations and the supply chain, and strengthen sales in emerging markets. It will simultaneously expand and enhance recurring business and solutions. These efforts will enable Epson to reduce invested capital while enhancing the earning power of its businesses. At the same time, the company will prioritise the allocation of the cash generated to future growth domains, accelerating the transformation of its business portfolio. Capital will be optimally allocated, with investment and business decisions made based on disciplined ROIC.

Cash created through this transformation of the earnings base will be actively deployed, under disciplined capital allocation, to projects that maximise long-term value creation. In addition to strategic investments in things such as mergers and acquisitions, Epson will invest a total of ¥280 billion over the three-year period in growth domains, including in the Precision Innovation segment as the primary growth engine and the Industrial & Robotics segment, which will be a key growth driver for the next phase.

Throughout the period of the mid-term business plan, Epson will reinforce its management discipline and execution capabilities to sustain growth and increase corporate value, while driving structural transformation toward 2035.

Apr 14 (BNP): India has emerged as a major target for cybercriminals, becoming the Asia-Pacific hotspot for ransomware attacks, with the manufacturing sector among the worst affected, according to a recent industry report.

The study highlights that a significant share of impacted organisations in India’s manufacturing sector were forced to pay ransom demands in 2025, underscoring the growing financial and operational risks posed by cyberattacks.

Experts note that ransomware groups are increasingly targeting industrial operations, where disruptions can halt production, impact supply chains, and cause large-scale financial losses.

The report also points to a rising trend of extortion-based attacks, where data is stolen and companies are pressured into paying to prevent its release or to restore access.

India’s rapid digitalisation and expanding industrial base have made it an attractive target for global cybercriminal networks, particularly those focusing on high-value sectors like manufacturing.

Security experts warn that unless organisations strengthen cyber defences and invest in advanced threat detection systems, such attacks are likely to continue rising in frequency and severity.

Punjab , 14 April 2026 : 

In homes across India, knee pain is often accepted as an inevitable part of ageing. It begins quietly—difficulty climbing stairs, discomfort while sitting or standing—but gradually starts limiting mobility and independence. For decades, the treatment pathway has remained largely unchanged: when medicines, physiotherapy, and injections fail, knee replacement becomes the next step. But what if that approach needs rethinking? 

Dr. N.K. Aggarwal, a veteran orthopaedic surgeon with over 50 years of experience and among the early pioneers of knee replacement surgery in India, once firmly believed in that solution. Having trained and worked at leading centres in India, the UK, Europe, and the United States, and served as Professor and Head of Orthopaedics at Christian Medical College, Ludhiana, he has performed thousands of procedures over his career. His patients often regained mobility. Yet, over time, a concern began to take shape.

After 15–20 years of performing knee replacements, Dr. Aggarwal observed a pattern that many surgeons worldwide were also beginning to acknowledge. Even when surgeries were technically successful—with complication rates below 5%—nearly 20–25% of patients remained dissatisfied. Pain persisted, stiffness lingered, and mobility did not fully return to expectations. Technological advancements such as robotics and computer navigation improved surgical precision, but they did not significantly improve patient satisfaction. The question became difficult to ignore: were surgeons addressing the disease itself, or only its most visible outcome?

A Personal Turning Point

The shift in perspective was not driven by research alone, but by personal experience. Around a decade ago, Dr. Aggarwal’s wife, herself a doctor, began suffering from severe knee pain. Her condition worsened to the point where walking became difficult, and travel required the use of a wheelchair. Like many patients, she was advised knee replacement by leading specialists.

However, Dr. Aggarwal hesitated. His years of clinical experience had shown him that even a technically successful surgery did not always guarantee a satisfactory outcome. This moment prompted him to look beyond conventional solutions and re-examine the underlying causes of knee pain. 

A deeper exploration of global research led to a crucial insight: knee osteoarthritis is not merely a result of mechanical wear and tear. Increasingly, it is understood as part of a chronic, low-grade inflammatory process associated with ageing—often referred to as “inflammaging.” This gradual inflammation affects not just the cartilage, but also ligaments, muscles, and surrounding tissues.
In this context, knee pain is not just a localised joint issue, but a manifestation of a broader systemic condition. Treating only the joint, therefore, may not address the root cause of the problem.

The Shift to Regeneration & Birth of the Ludhiana Protocol

Building on this understanding, Dr. Aggarwal began integrating a range of established, non-surgical treatments that had previously been used in isolation. These included joint lavage (cleaning of the joint), lubrication therapies, platelet-rich plasma (PRP) and growth factor-based treatments derived from the patient’s own blood, as well as orthobiologic interventions using fat or bone marrow.

Alongside these, he incorporated systemic measures aimed at reducing overall inflammation through medication, supplements, and lifestyle modifications.

This integrated approach, known as the Ludhiana Protocol, focuses on reducing inflammation, improving the joint environment, and supporting the body’s natural healing processes—shifting the emphasis from replacement to regeneration. 

His wife was among the first to undergo this treatment and experienced significant improvement over time. Encouraged by these results, Dr. Aggarwal extended the approach to other patients. Since then, hundreds have been treated, with over 95% reporting improvement in pain and mobility. Many who had been advised knee replacement are now managing without surgery.

The procedure itself is minimally invasive. It typically does not require hospital admission, major anaesthesia, or prolonged bed rest. Patients are often able to walk in and walk out on the same day.

Not a Miracle, But a Realistic Path Forward

While the results are promising, Dr. Aggarwal emphasises that regenerative treatment is not a universal substitute for surgery. In advanced cases, particularly where the knee is severely deformed, replacement may still be necessary. However, in early to moderate stages, timely intervention can help delay or even avoid surgery.

Improvement is gradual rather than immediate—patients may notice changes within weeks, with more significant benefits developing over two to three months.

A Growing Public Health Concern

Knee osteoarthritis is a significant and growing health concern in India. Studies indicate a high prevalence among individuals aged 60 and above, with women more commonly affected. Sedentary lifestyles, obesity, and longer life expectancy are contributing to an increasing number of cases, even among younger populations.

In this context, approaches that focus on early intervention and preservation of natural joints may play an important role in reducing long-term burden.

Dr. Aggarwal’s journey reflects a broader transition in orthopaedic care—from replacing damaged joints to understanding and treating the underlying disease.

Now based at the N.K. Aggarwal Joints & Spine Centre in Ludhiana, he continues to advocate for early diagnosis and informed decision-making. As he puts it, “We cannot stop ageing, but we can control its painful effects on the knees. The earlier we begin treatment, the better the chances of preserving the natural joint.”

He still performs knee replacement, when necessary, but considers it a last resort rather than the first line of treatment.

For patients, the message is clear: knee pain should not be ignored, nor should surgery be the only option considered. With evolving medical understanding, a more balanced and patient-centric approach is now emerging—one that prioritises preservation, function, and long-term quality of life.

New Delhi, Apr 14 (BNP): Union Home Minister Amit Shah on Tuesday said the Women’s Reservation Bill is a crucial and timely reform, stressing the need for its swift implementation.

In a post on social media platform X, Shah highlighted that the bill is aimed at strengthening women’s participation in policymaking and ensuring greater representation of “Nari Shakti” in governance.

He described the proposal as an important step toward empowering women and said it reflects a broader commitment to inclusive decision-making in the country.

Shah further stated that the reform should be implemented without delay, calling it essential for enhancing democratic participation.

The Women’s Reservation Bill is widely viewed as a significant initiative to improve gender balance in legislative bodies and increase women’s role in political leadership.

Apr 14 (BNP): Kerala has issued a heat alert as temperatures are expected to rise sharply in the coming days across several districts.

Chief Minister Pinarayi Vijayan warned that Palakkad may record temperatures close to 40°C, while Kollam could reach around 39°C. Most other regions are likely to experience temperatures between 36°C and 37°C.

The State Disaster Management Authority has advised residents to take precautions, especially during peak afternoon hours. People have been urged to avoid direct sunlight between 10 am and 3 pm, stay hydrated, and take necessary steps to prevent heat-related illnesses such as sunstroke.

Authorities have also asked vulnerable groups, including children, elderly citizens, and outdoor workers, to remain cautious during the intense heat conditions.

The advisory comes amid a steady rise in summer temperatures across the state, signalling a continuing heatwave-like situation in several parts of Kerala.