Apple Presentation

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Tim Cook and Jonathan Ives are mentioned as potential successors to Steve Jobs. Apple has a strong cash position with no long term debt, allowing it to invest heavily in R&D, though it spends less than competitors like IBM, Microsoft, and Intel. Apple focuses on a small number of truly important projects using deep collaboration between groups to drive innovation.

• Strong Cash Position • No Long Term Debt

Industry R&D IBM $6.2B Microsoft $7.4B Sun $1.9B Google $2.1B HP $3.6B Intel $5.8B Cisco $4.7B $0.844B

[object Object],[object Object],• March 28, 2009 R&D expenditures increased by 17% over Q2 2008 • Increase due in part to "increase in R&D head count in the current year to support expanded R&D activities" (10-Q)

Possible Acquisitions $700M $6.3B $13.5B $29B

Kindle DX checklist: Touchscreen, Fail. Color, Fail. Affordable, Fail. Screen size, Win. Storage, Win. Design, Meh. Overall: Semi-FAIL. Dwight Silverman (@dsilverman) Houston Chronicle Thoughts on Kindle 2

Technology is rapidly changing, and building true intelligence into an applications is going to have a profound impact on business in the future. Organizations are looking for smarter ways to process data on a massive scale, make smarter decisions and learn from the results. Join this discussion on how Machine Learning is impacting CIOs in every industry, affecting their future thinking and setting the stage for a new level of application.

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We asked LinkedIn members worldwide about their levels of interest in the latest wave of technology: whether they’re using wearables, and whether they intend to buy self-driving cars and VR headsets as they become available. We asked them too about their attitudes to technology and to the growing role of Artificial Intelligence (AI) in the devices that they use. The answers were fascinating – and in many cases, surprising. This SlideShare explores the full results of this study, including detailed market-by-market breakdowns of intention levels for each technology – and how attitudes change with age, location and seniority level. If you’re marketing a tech brand – or planning to use VR and wearables to reach a professional audience – then these are insights you won’t want to miss.

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Developed by students at Stanford University, the Design Thinking approach was created to establish a new way to grow innovative products, processes and services. The Design Thinking process consists of six iterative stages which enable participants to seek flexible solutions and innovations concerning the issue they treat. One important aspect of Design Thinking is the creation and cultivation of ideas within a well-coordinated team. Thus, the team spirit is a decisive element during Design Thinking operations and encourages to produce the best possible results. In addition to the team side of Design Thinking, a flexible and productive environment is crucial to develop inventive ideas and products. The more workable an environment, is the easier it is for employees to visualize and transmit thoughts and new concepts.

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Selling a technology company is a complex process. Where do you begin? The best place to start is with an intensive “launch meeting” with key stakeholders and the deal team from your advisor. During the May edition of Tech M&A Monthly, Corum Group draws back the curtain on their launch meeting process, built from the largest body of tech M&A in history. Who should be in the room? What needs to be covered? What should you leave out? How do you make sure to get the most value from this unique opportunity? Tune in Thursday, May 17, as Corum’s global team of senior dealmakers outlines the best way to kick off the most important transaction of your life.

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As part of Global Entrepreneurship Week (GEW) 2017, the EdTech Network hosted Dr. Ben Amaba, IBM Worldwide Leader for Hybrid Cloud Software, for a presentation on how today’s global innovators, entrepreneurs, and leaders are changing industries, cultures, and practices through digitization. Dr. Amaba explored how IBM is tapping the cloud, mobile, and analytics technology to compete and to harness innovation and knowledge to drive the “art of the possible” in order to achieve results and target new markets in a manner never imagined.

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CHAPTER 3 PROJECT MANAGEMENT THE ESSENCE OF PROJECT MANAGEMENT “First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end.” —Aristotle, ancient Greek philosopher and scientist THE BBC DIGITAL MEDIA INITIATIVE In 2007, the British Broadcasting Corporation (BBC) launched the Digital Media Initiative, an IT project meant to digitize media production and media asset management across the organization. Originally estimated at a cost of £80 million ($128 million), DMI was intended to introduce a tape- less workflow—from raw footage to finished programs—and give BBC staff immediate desktop access to the entire BBC archive. It was predicted that the DMI would save the company 2.5 percent in media production costs per hour, bringing a return of £100 million ($160 million) by 2015. In 2008, the BBC awarded the contract to Siemens, its long-time technology partner; however, that partnership broke down in 2009, with neither company taking direct responsibility for the failure. Rather, the two companies issued a statement saying, “The media environment has changed a great deal since the DMI project began, and both organizations have been in discussions about the way forward. The BBC and Siemens have reached an agreement that allows the BBC to complete the Chapter 3 project in-house.” DMI was dubbed the “Don’t Mention It” project and delegated to the BBC’s chief 62 technical architect and executive producer. Once in-house, however, DMI ran into a series of obstacles. Behind schedule, the IT team struggled to get end users to commit to firm project requirements and priorities. “Throughout the project, the team informed me that the biggest single challenge facing the project was the changes to requirements requested by the business,” said the former chief technology officer John Linwood. The result was a constantly fluctuating project scope. In addition, the technology team sought to adopt an agile development approach, so that the software would be produced bit-by-bit, with the business units exploring each incremental release as it was developed. Linwood claims, however, that the business units did not want to take the time to test the releases. Eventually, the IT team simply developed major system components with minimal business unit testing. Meanwhile, the project was falling further and further behind schedule. In addition, the BBC did not assign anyone the responsibility or the authority to oversee the adoption of the program by the business units, depriving the DMI of effective project integration management. Because the transition from tape-based production and asset management to digital production and asset management necessitated a significant shift in work processes, management of the adoption and integration of the DMI into business units was essential. In May 2013, the B.

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This panel will examine the impact of the growth of the service economy on organizations and information systems from four perspectives: (1) internal changes in organizations, both service providers and service clients, in terms of their structures, processes, and competencies; (2) redefinition of inter-organizational relationships and re-drawing of organizational boundaries and identities; (3) the role of IS in enabling these new collaborative relationships; and (4) the possibility of designing better applications to enhance organizations’ capacity to engage in service exchanges.

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Disruptive Technologies 2014 - Cloud 9 Summit

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This session examines the multitude of disruptive technologies that are destroying some of our clients’ traditional business models while simultaneously creating great new opportunities for others. As a trusted advisor, you need to understand these threats, identify them, and be ready to help your clients not only survive, but thrive in the face of this upheaval. You’ll be amazed (and probably troubled) as we discuss today’s “buggy whip manufacturers”!

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