Partnership aims to bridge the digital divide and equip youth with future-ready skills
BEIJING, Dec. 4, 2025 /PRNewswire/ -- UNESCO has signed a partnership agreement with Walnut Coding, a leading digital education platform for young learners, to strengthen global efforts in promoting inclusive and accessible digital learning.
The collaboration aims to advance the International Decade of Sciences for Sustainable Development 2024–2033 (IDSSD) by strengthening international cooperation on digital learning, and promoting the inclusion of young voice and talents within technological innovation.
The UNESCO-Walnut Youth Innovation Project demonstrates this vision by engaging young people and equipping them with the skills and values needed to address global challenges and contribute to a sustainable future.
Through this partnership, Walnut Coding and UNESCO will launch initiatives under the IDSSD framework, including the organization of an international youth coding competition to foster creative digital problem-solving, as well as other awareness-raising activities.
As the world's lead organization on education and science, UNESCO provides an important global platform for promoting sustainable development, setting educational standards, and fostering international collaboration.
Through this collaboration, UNESCO and Walnut Coding will work together to expand access to quality digital education, share best practices, and foster innovation in teaching and learning. The partnership aims to empower young people with the skills needed to thrive in the digital age and contribute to sustainable development worldwide.
About Walnut Coding
Walnut Coding is a leader in coding education in China. Founded in 2017, The Company offers differentiated, fun, and engaging coding learning courses for young learners, covering various subjects including Scratch, Python, and C++. Its courses feature adaptive software products with definitive learning objectives and interactive content for learners, as well as individualized guidance from full-time learning assistants throughout the learning process. As of February 2024, Walnut Coding had 7.2 million cumulative paying users.
About UNESCO
With 194 Member States, the United Nations Educational, Scientific and Cultural Organization contributes to peace and security by leading multilateral cooperation on education, science, culture, communication and information. Headquartered in Paris, UNESCO has offices in 54 countries and employs over 2300 people. UNESCO oversees more than 2000 World Heritage sites, Biosphere Reserves and Global Geoparks; networks of Creative, Learning, Inclusive and Sustainable Cities; and over 13000 associated schools, university chairs, training and research institutions.
"Since wars begin in the minds of men, it is in the minds of men that the defenses of peace must be constructed" – UNESCO Constitution, 1945.
More information: www.unesco.org
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UNESCO and Walnut Coding join forces to advance digital education
SHENZHEN, China, April 1, 2026 /PRNewswire/ -- On March 30, Delonix Group presented two new initiatives at its 2026 strategy conference: Genie AI, embedded in its Betterwood App, and a customer experience framework known as the Heavenly Stems & Earthly Branches Model.
Individually, they resemble product and service upgrades. Taken together, they suggest something more structural: an attempt to replace the logic on which the hospitality industry has operated for decades.
For most of its modern history, the sector has been governed by a simple equation—growth through physical expansion. More rooms, better locations, higher occupancy. Scale was both strategy and moat.
That equation is beginning to break.
Chairman Zheng Nanyan framed the shift not as cyclical, but structural. The convergence of maturing consumer expectations and rapidly deployable AI systems is eroding the effectiveness of asset-led growth. Standardization, once a tool for efficiency, now produces indistinguishable experiences. Capital intensity, long tolerated, is becoming a constraint.
What is emerging in its place is not a more efficient version of the same model, but a different organizing principle altogether: demand, not supply, as the system's point of origin.
From Capacity to Interpretation
In this emerging model, the central problem is no longer how to build and fill capacity, but how to interpret and respond to fragmented, real-time customer intent.
This is where Delonix is positioning Genie AI.
Unlike most applications of AI in hospitality—which tend to sit at the interface level—Genie AI is designed to sit in the middle of the system, between intent and execution. It does not simply respond to requests; it structures them.
A guest interaction—whether through app input or voice—is translated into a sequence of executable tasks, routed through a centralized decision layer, and distributed to the nearest available human resource, before feeding back into the system as data.
The technical architecture is not unprecedented. What is notable is the ambition to make it foundational.
If it works as intended, service ceases to be a function of individual responsiveness and becomes instead a property of the system itself. Variability, historically managed after the fact, is designed out at the level of coordination.
In that sense, AI is no longer augmenting service. It is defining its boundaries.
Standardization Was the Solution. Now It Is the Constraint.
The industry's previous growth model depended on standardization: replicable rooms, predictable services, consistent delivery across locations. This enabled scale, but at the cost of differentiation.
As consumer expectations evolve, that trade-off is becoming less acceptable.
Delonix's response is not to abandon standardization, but to layer variability on top of it—systematically.
The Heavenly Stems & Earthly Branches Model introduces a framework in which products and services are no longer fixed configurations, but evolving modules. Customer interaction becomes an input into how the product itself is iterated over time.
The implication is subtle but significant.
Hotels are no longer static assets with service attached. They become adaptive systems, where the product is continuously reshaped by usage.
For customers, this promises a form of progression—an experience that accumulates rather than resets. For operators and investors, it suggests a shift from one-off capital deployment to ongoing, incremental reconfiguration.
In both cases, the underlying assumption is the same: value is not embedded in the asset, but generated through interaction.
Control Shifts to the System Layer
What ties these elements together is not technology alone, but control.
In the traditional model, control resided in assets—ownership, location, physical scale. In the emerging model, it moves upward, into the system layer that interprets demand, allocates resources, and continuously adjusts the product.
This shift has implications beyond efficiency.
A system that can interpret intent, coordinate execution, and learn from outcomes begins to set the terms of competition. The advantage no longer lies in having more assets, but in having a better system for deciding how those assets are used.
In that sense, AI is not just infrastructure. It is governance.
An Industry at the Edge of Repricing
China's broader push to integrate AI into industrial and consumer systems provides the backdrop for this shift. Policy frameworks such as the State Council's "AI+" initiative are accelerating deployment, but the more consequential changes are happening at the level of business models.
Hospitality is one of the more exposed sectors.
As the marginal return on physical expansion declines, and as customer expectations become more fluid, the industry is moving toward a repricing of what constitutes value. Scale, once the primary moat, is becoming easier to replicate and harder to defend.
What replaces it is still being defined.
Delonix's approach offers one possible direction: treating demand as a continuously generated input, and building systems capable of capturing and compounding it. Whether this model proves durable remains to be seen. But its premise is clear.
The future of hospitality may depend less on how hotels are built, and more on how they think.
About Delonix Group
Delonix Group is a leading international hospitality and experiential consumption group in the Asia-Pacific region. Ranked 14th globally, the Group partnered with Marriott International to launch the world's first dual-branded luxury property: MajesTang Hotel • A Tribute Portfolio Hotel, while independently creating MaisonLee, a Tang-inspired premium business travel brand. As one of the first Chinese hotel groups to expand overseas, Delonix has established a presence in high-potential markets such as Japan and Indonesia, now spanning more than 200 cities worldwide. Its portfolio encompasses Swiss-Belhotel, Artotel, Model J, hotel MONday, and other brands, positioning the Group at the forefront of building a new generation global platform for high-end hospitality and culturally immersive travel.
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When Demand Becomes the System: Delonix and the Rewriting of Hospitality's Operating Logic
