A breakdown of the mission aiming to turn space into the next layer of digital infrastructure.
Updated
January 8, 2026 6:32 PM
The Hubble Space Telescope, one of the fist space infrastructures. PHOTO: UNSPLASH
PowerBank Corporation and Smartlink AI, the company behind Orbit AI, are preparing to send a very different kind of satellite into space. Their upcoming mission, scheduled for December 2025, aims to test what they call the world’s first “Orbital Cloud” — a system that moves parts of today’s digital infrastructure off the ground and into orbit. While satellites already handle GPS, TV signals and weather data, this project tries to do something bigger: turn space itself into a platform for computing, artificial intelligence (AI) and secure blockchain-based digital transactions. In essence, it marks the beginning of space-based cloud computing.
To understand why this matters, it is helpful to examine the limitations of our current systems. As AI tools grow more advanced, they require massive data centers that consume enormous amounts of electricity, especially for cooling. These facilities depend on national power grids, face regulatory constraints and are concentrated in just a few regions. Meanwhile, global connectivity still struggles with inequalities, censorship, congestion and geopolitical bottlenecks. The Orbital Cloud is meant to plug these gaps by building a computing and communication layer above Earth — a solar-powered, space-cooled network in Low Earth Orbit (LEO) that no single nation or company fully controls.
Orbit AI’s approach brings together two new systems. The first, called DeStarlink, is a decentralized satellite network designed for global internet-style connectivity and resilient communication. The second, DeStarAI, is a set of AI-focused in-orbit data centers placed directly on satellites, using space’s naturally cold environment instead of the energy-hungry cooling towers used on Earth. When these two ideas merge, the result is a floating digital layer where information can be transmitted, processed and verified without touching terrestrial infrastructure — a key shift in how AI workloads and cloud computing may be handled in the future.
PowerBank enters the picture by supplying the electricity and temperature-control technology needed to keep these satellites running. In space, sunlight is constant and uninterrupted — no clouds, no storms, no nighttime periods where panels lie idle. PowerBank plans to provide high-efficiency solar arrays and adaptive thermal systems that help the satellites manage heat in orbit. This collaboration marks a shift for PowerBank, which is expanding from traditional solar and battery projects into the realm of digital infrastructure, AI energy systems and next-generation satellite technology.
Describing the ambition behind this move, Dr. Richard Lu, CEO of PowerBank, said: “The next frontier of human innovation isn't just in space exploration, it's in building the infrastructure of tomorrow above the Earth”. He pointed to a future market that could surpass US$700 billion, driven by orbital satellites, AI computing in space, blockchain verification and solar-powered data systems. Integrating solar energy with orbital computing, he said, could help create “a globally sovereign, AI-enabled digital layer in space, which is a system that can help power finance, communications and critical infrastructure”.
Orbit AI’s Co-Founder and CEO, Gus Liu, describes their satellites as deliberately autonomous and intelligent. “Orbit AI is creating the first truly intelligent layer in orbit — satellites that compute, verify and optimize themselves autonomously”, he said, “The Orbital Cloud turns space into a platform for AI, blockchain and global connectivity. By leveraging solar-powered compute payloads and decentralized verification nodes, we are opening an entirely new, potentially US$700+ billion-dollar market opportunity — one that combines energy, data and sovereignty to reshape industries from finance to government and Web3. PowerBank's expertise in advanced solar energy systems will be significant in supporting this initiative."
This vision is not isolated. Earlier this year, Jeff Bezos echoed a similar idea at Italian Tech Week, saying: “We will be able to beat the cost of terrestrial data centres in space in the next couple of decades. These giant training clusters will be better built in space, because we have solar power there, 24/7 — no clouds, no rain, no weather. The next step is going to be data centres and then other kinds of manufacturing.” His comments reflect a growing industry belief that space-based data centers will eventually outperform those on Earth.
The idea gains traction because the advantages are practical. Space offers free, constant solar power. It provides natural cooling, which is one of the costliest parts of running data centers on Earth. And above all, satellites in low-Earth orbit operate beyond national firewalls and political boundaries, making them more resilient to outages, censorship and conflict. For industries that rely heavily on secure connectivity and real-time data — finance, defense, AI, blockchain networks and global cloud providers — this could become an important alternative layer of infrastructure.
The upcoming Genesis-1 satellite is designed as a demonstration mission. It will test an Ethereum wallet, run a blockchain verification node and perform simple AI tasks in orbit. If the technology works as expected, Orbit AI plans to add several more satellites in 2026, expand into larger networks by 2027 and 2028 and begin full commercial operations by the decade’s end.
To build this system, Orbit AI plans to source technologies from some of the world’s most influential players: NVIDIA for AI processors, the Ethereum Foundation for blockchain tools, Galaxy Space and SparkX Satellite for satellite components, Galactic Energy for launch systems and AscendX Aerospace for advanced materials.
If successful, the Orbital Cloud could become the first step toward a world where part of humanity’s data, computing power and digital services run not in massive buildings on Earth, but in clusters of autonomous satellites illuminated by constant sunlight. For now, the journey begins with a single launch — a test satellite aiming to show that space can do far more than connect us. It may soon help power the systems that run our economies, technologies and global communication networks.
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The new workplace literacy is here, and it’s digital.
Updated
January 8, 2026 6:36 PM
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A group of office worker attending a presentation in a meeting room. PHOTO: UNSPLASH
The modern workplace is powered by technology, and success increasingly depends on how well employees can use it. Digital fluency—the ability to confidently and effectively use digital tools to achieve goals—is no longer a bonus skill; it’s a necessity. It goes beyond basic technical know-how, encompassing the ability to adapt to new technologies, integrate them into workflows, and use them to solve problems and drive innovation.
Yet, despite its importance, many organizations struggle to build digital fluency across their teams. Barriers such as limited access to technology, outdated training programs, resistance to change, and gaps in leadership support often stand in the way. These challenges can leave businesses lagging behind competitors who are better prepared to leverage the potential of the digital age.
Understanding and addressing these barriers is critical for creating a workforce that thrives in today’s fast-changing world. Below, we explore the key obstacles to digital fluency and provide actionable strategies to overcome them.
One of the challenges to digital fluency is the gap between the technology available and employees’ ability to use it effectively. Technology evolves rapidly, but many organizations lag behind in providing relevant, up-to-date training. Employees may receive a one-time introduction to new tools but lack ongoing opportunities to build confidence or master advanced features.
This issue is compounded by the fact that training often takes a one-size-fits-all approach, failing to address the diverse skill levels within a workforce. For example, while some employees may only need a basic overview of a tool, others may require in-depth knowledge to integrate it into their roles effectively. Without tailored and continuous training, even the most advanced tools can go under utilized, leading to frustration and resistance.
Even with proper training, employees may hesitate to adopt new technologies. Resistance to change is a deeply rooted challenge that goes beyond technical skills—it’s tied to fear of failure, skepticism about the value of new tools, or discomfort with disrupting existing workflows.
For example, employees who have been using the same systems for years may feel overwhelmed by the idea of learning something new. They may worry that new technologies will complicate their work rather than simplify it. In some cases, they may even feel their jobs are threatened by automation or digital tools.
This resistance isn’t limited to employees—it can also exist at the leadership level. If leaders themselves are hesitant to adopt new approaches, it creates a top-down culture that stifles innovation.
The lack of organizational alignment is another significant barrier. Digital tools often roll out unevenly across departments, leading to fragmented adoption. For instance, one team might embrace a new project management tool, while another continues to rely on spreadsheets. This inconsistency creates silos, disrupts collaboration, and makes it harder for organizations to achieve the full benefits of digital transformation.
Generational differences can further exacerbate this issue. Younger employees, who are often more comfortable with technology, may adopt new tools quickly, while older employees may struggle to keep up. This divide can lead to frustration on both sides and uneven levels of digital proficiency across the organization.
Leadership plays a critical role in driving digital transformation, but in many organizations, this support is inconsistent or absent. Some leaders fail to prioritize digital fluency as a strategic initiative, while others may not fully understand the tools themselves, making it difficult to set an example for their teams.
Without clear direction from leadership, employees may not see digital fluency as a priority. This lack of alignment can lead to half-hearted adoption, where technology is seen as an optional add-on rather than a fundamental part of the organization’s success.
These barriers don’t exist in isolation—they are deeply interconnected. For example, outdated training practices can fuel resistance to change, while fragmented adoption across teams is often a symptom of weak leadership support. Together, they create a cycle that limits an organization’s ability to adapt, innovate, and thrive in a fast-changing world.
Addressing these challenges is critical for building a workforce that is confident, capable, and ready to embrace the future. By breaking down these barriers, organizations can unlock the full potential of their teams and position themselves for long-term success.
Training should not be an afterthought or a one-time event—it must be a continuous and personalized process. Employees come with diverse skill levels, and a one-size-fits-all training program often fails to address these differences. Organizations should adopt a multi-pronged approach to training, offering workshops for hands-on learners, e-learning modules for self-paced learning, and one-on-one coaching for employees who need more targeted support.
For example, companies like AT&T have invested heavily in workforce retraining initiatives, providing employees with a structured path to build digital skills overtime. These programs not only improve employee confidence but also help organizations fully leverage their digital tools.
Moreover, training programs should evolve to keep up with technological advancements. Employees need regular refreshers to stay current, as even the most advanced tools can become obsolete or under utilized without proper guidance. By making training a core part of the organizational culture, companies can empower employees to adapt to new tools with ease and confidence.
Resistance to change is a major barrier to digital fluency, often fueled by employees’ fear of failure or inefficiency when using new tools. To address this, organizations should foster a culture where employees feel safe experimenting with technologies in low-stakes environments, such as “sandbox environments” that allow for practice without affecting real workflows. When employees are encouraged to test new tools and processes in a low-stakes environment, they become more comfortable with technology over time.
Recognizing and rewarding employees who embrace new tools or suggest innovative ways to use them reinforces this mindset. Early adopters can serve as champions for digital fluency, encouraging others to engage with and explore new technologies.
By normalizing experimentation, organizations can shift employees from resisting change to confidently adopting digital tools as opportunities for growth.
To avoid fragmented adoption, organizations must ensure that digital tools are implemented consistently across teams. This requires clear communication, cross-departmental collaboration, and alignment on how tools will be used to achieve shared goals.
Mentorship programs can help bridge generational divides, pairing younger employees with older colleagues to share knowledge and skills.
Leaders play a pivotal role in overcoming barriers to digital fluency. They don’t just drive the adoption of digital tools—they shape how employees perceive and engage with them. When leaders actively embrace technology, they demonstrate its value and set a standard for others to follow.
Leadership involvement must go beyond symbolic gestures. Employees are far more likely to adopt new tools or processes when they see their leaders using them effectively in day-to-day work. For example, a manager who uses a team collaboration platform to streamline communications or leverages data visualization tools in meetings signals the practical benefits of these technologies. This hands-on engagement builds trust and encourages others to follow suit.
Equally important is leaders’ ability to connect digital tools to broader organizational goals. Employees need to understand how these tools contribute to solving real problems, improving workflows, or driving innovation. When leaders clearly communicate the "why" behind digital initiatives, it helps employees see digital fluency as a shared mission rather than an abstract directive.
Digital fluency isn’t just about mastering tools—it’s about creating a workplace where adaptability, curiosity, and collaboration thrive. It’s about empowering employees to see technology not as a hurdle but as an opportunity to innovate, grow, and solve problems in new ways.
At its heart, digital fluency is a shared effort, requiring leaders who inspire, teams that align, and cultures that embrace experimentation and learning. When organizations commit to breaking down barriers—whether through better training, stronger leadership, or fostering collaboration—they unlock the full potential of their people and their tools.
The future belongs to organizations that don’t just adopt technology but embed it into their culture, enabling their teams to thrive in an ever-changing digital landscape. The question now is not whether we can keep up with change, but how far we can go when we embrace it fully.