Virtual reality
The 1990s saw the first widespread commercial releases of consumer headsets. In 1991, Sega announced the Sega VR headset for arcade games and the Mega Drive console. It used LCD screens in the visor, stereo headphones, and inertial sensors that allowed the system to track and react to the movements of the user's head. In the same year, Virtuality launched and went on to become the first mass-produced, networked, multiplayer VR entertainment system. It was released in many countries, including a dedicated VR arcade at Embarcadero Center in San Francisco. Costing up to $73,000 per multi-pod Virtuality system, they featured headsets and exoskeleton gloves that gave one of the first "immersive" VR experiences. "Computer Gaming World" predicted "Affordable VR by 1994".
Mixed reality
3D Models of Manufacturing Assets (for example process manufacturing machinery) are incorporated into a virtual environment and then linked to real-time data associated with that asset. Avatars allow for multidisciplinary collaboration and decision making based on the data presented in the virtual environment. This example of Mixed Reality was pioneered and demonstrated by Kevyn Renner of Chevron Corporation for which a United States Patent 8,589,809, B2 "Methods and Systems for Conducting a Meeting in a Virtual Environment" was granted November 19, 2013.
One of the earliest patents describing mixed reality is shown by Michael DeLuca in United States Patent 6,064,354 "Stereoscopic user interface method and apparatus" granted May 16, 2000.
Mixed reality allows a global workforce of remote teams to work together and tackle an organization's business challenges. No matter where they are physically located, an employee can strap on their headset and noise-canceling headphones and enter a collaborative, immersive virtual environment. Language barriers will become irrelevant as AR applications are able to accurately translate in real time. It also means a more flexible workforce. While many employers still use inflexible models of fixed working time and location, there is evidence that employees are more productive if they have greater autonomy over where, when and how they work. Some employees prefer loud work spaces, others need silence. Some work best in the morning, others at night. Employees also benefit from autonomy in how they work because everyone processes information differently. The classic VAK model for learning styles differentiates Visual, Auditory and Kinesthetic learners.