Colin Anderson's 2012 Turing Festival talk on Commercially Sustainable Creativity. Please note images used in this talk do not belong to the author, they have been sourced from the web.
This document provides 5 quotes from successful business leaders about success, teamwork, ambition, and choices. The quotes are attributed to Steve Jobs, Bill Gates, Andy Frisella, Mark Zuckerberg, and J.K. Rowling. They emphasize that great things are accomplished through teams, past success can breed complacency, having ambitious dreams despite criticism, making progress through easier tasks, and that choices define a person more than abilities. The document concludes by promoting a process automation tool from Tallyfy and encouraging the reader to check out their website.
The document discusses how to create the future by disrupting yourself and reframing problems. It notes that in 2002 unemployment due to technological change was 16% but has steadily declined since. To create the future, it advises spending more time understanding the problem than finding solutions, and shares lessons like maintaining structure amidst uncertainty and not exposing concepts too early.
The document summarizes an Italian agile day event focused on using improv games to build effective agile teams. Stefania Marinelli led several improv games and discussions on their benefits. The games helped participants practice focusing, accepting failure, being vulnerable, and building on each other's ideas. Marinelli explained that improv games are most useful before retrospectives to warm up teams and create an enjoyable work environment where learning and creativity can flourish through acceptance and collaboration.
Association For Experiential Education: Conference 2008 PresentationMike Cardus
This document contains contact information for a team building facilitator and links to related websites. It also includes a simple activity where the reader is asked to choose answers from sets of choices related to colors, objects, and other concepts. Questions are then posed about what made the activity easy, how lack of clarity could impact goals, and how aspects of the activity could be applied to organizations.
Netex Seminar LT2016 | Gamification: How to excite and engage your learners i...Netex Learning
The document discusses gamification in learning and development (L&D). It provides statistics on gamification, discusses the current L&D landscape which lacks engagement and clear learning paths, and outlines design principles for gamification including understanding objectives, building around people, creating an environment where people "want to" engage, deploying and measuring. It then introduces learningPlay as a platform for learning content and videos, allowing users to choose channels and access from any device.
The document discusses creativity and innovation at work. It suggests that creativity leads to innovation and asks readers to complete creative thinking exercises by imagining how images could relate to solving problems. Readers are also encouraged to think creatively about why a company like Nokia failed and to consider whether they possess creative traits by describing images of colored shoes.
The document discusses functional data structures. It begins by defining functional data structures as data structures suitable for functional programming languages or for coding in an imperative language using a functional style. Key characteristics include immutability, recursion, garbage collection, and pattern matching. Examples of functional implementations of stacks, sets using binary search trees, and priority queues (heaps) using skew heaps are provided in Haskell and Java. Functional data structures have advantages like fewer bugs due to immutability and increased sharing through lack of defensive cloning. The document discusses the tree-copying involved in operations on functional data structures and provides benchmark results showing improved performance of binary search trees over naive lists for sets.
This document discusses the concept of management. It states that an organization needs management to stay organized and achieve its goals, just as an army needs a general, a team needs a coach, and a nation needs a government. Management is generally defined as the art and science of getting things done through others by planning, guiding, and coordinating their work. The document then discusses several key aspects of management, including that it is goal-oriented, pervasive in all organizations, multidimensional, continuous, involves groups, is dynamic to adapt to changes, and is an intangible force that directs an organization.
This document provides 5 quotes from successful business leaders about success, teamwork, ambition, and choices. The quotes are attributed to Steve Jobs, Bill Gates, Andy Frisella, Mark Zuckerberg, and J.K. Rowling. They emphasize that great things are accomplished through teams, past success can breed complacency, having ambitious dreams despite criticism, making progress through easier tasks, and that choices define a person more than abilities. The document concludes by promoting a process automation tool from Tallyfy and encouraging the reader to check out their website.
The document discusses how to create the future by disrupting yourself and reframing problems. It notes that in 2002 unemployment due to technological change was 16% but has steadily declined since. To create the future, it advises spending more time understanding the problem than finding solutions, and shares lessons like maintaining structure amidst uncertainty and not exposing concepts too early.
The document summarizes an Italian agile day event focused on using improv games to build effective agile teams. Stefania Marinelli led several improv games and discussions on their benefits. The games helped participants practice focusing, accepting failure, being vulnerable, and building on each other's ideas. Marinelli explained that improv games are most useful before retrospectives to warm up teams and create an enjoyable work environment where learning and creativity can flourish through acceptance and collaboration.
Association For Experiential Education: Conference 2008 PresentationMike Cardus
This document contains contact information for a team building facilitator and links to related websites. It also includes a simple activity where the reader is asked to choose answers from sets of choices related to colors, objects, and other concepts. Questions are then posed about what made the activity easy, how lack of clarity could impact goals, and how aspects of the activity could be applied to organizations.
Netex Seminar LT2016 | Gamification: How to excite and engage your learners i...Netex Learning
The document discusses gamification in learning and development (L&D). It provides statistics on gamification, discusses the current L&D landscape which lacks engagement and clear learning paths, and outlines design principles for gamification including understanding objectives, building around people, creating an environment where people "want to" engage, deploying and measuring. It then introduces learningPlay as a platform for learning content and videos, allowing users to choose channels and access from any device.
The document discusses creativity and innovation at work. It suggests that creativity leads to innovation and asks readers to complete creative thinking exercises by imagining how images could relate to solving problems. Readers are also encouraged to think creatively about why a company like Nokia failed and to consider whether they possess creative traits by describing images of colored shoes.
The document discusses functional data structures. It begins by defining functional data structures as data structures suitable for functional programming languages or for coding in an imperative language using a functional style. Key characteristics include immutability, recursion, garbage collection, and pattern matching. Examples of functional implementations of stacks, sets using binary search trees, and priority queues (heaps) using skew heaps are provided in Haskell and Java. Functional data structures have advantages like fewer bugs due to immutability and increased sharing through lack of defensive cloning. The document discusses the tree-copying involved in operations on functional data structures and provides benchmark results showing improved performance of binary search trees over naive lists for sets.
This document discusses the concept of management. It states that an organization needs management to stay organized and achieve its goals, just as an army needs a general, a team needs a coach, and a nation needs a government. Management is generally defined as the art and science of getting things done through others by planning, guiding, and coordinating their work. The document then discusses several key aspects of management, including that it is goal-oriented, pervasive in all organizations, multidimensional, continuous, involves groups, is dynamic to adapt to changes, and is an intangible force that directs an organization.
Bernardo and Francisco, two sentinels stationed outside Elsinore Castle in Denmark, greet each other at midnight during their watch. Francisco is relieved by Bernardo. Horatio and Marcellus arrive and tell Bernardo they have come to watch with him. They have seen a ghost that resembles the late king and want to see if it appears again. At one o'clock, the ghost appears. Marcellus and Bernardo recognize it as the king but Horatio is skeptical until he sees it himself. The ghost then exits without speaking when confronted by Horatio.
The document summarizes the plot of the Dawnguard DLC for Skyrim. An ancient Elder Scroll prophecy foretells the eternal darkening of the sun. Clan Volkihar, led by Lord Harkon, seeks to enact the prophecy by performing a magic ritual with a mythic bow and blood sacrifice. The Dawnguard, a faction of vampire hunters, works to prevent this. Skyrim's Dragonborn must choose whether to join the Dawnguard in stopping the vampires or assist Clan Volkihar in fulfilling their malevolent ambition.
There are 3 main types of volcanoes: composite volcanoes, cinder cones, and shield volcanoes. There are also 5 special case volcanoes: caldera volcanoes, mega-volcanoes, spatter cones, dome volcanoes, and lava plateaus. The document discusses the characteristics of each type of volcano.
This document discusses corporate social responsibility (CSR). It defines CSR as a business's commitment to behave ethically and contribute to economic development while improving quality of life for employees, local communities, and society. The document notes that while some business practices like misleading ads or poor working conditions may increase profits, they have adverse societal effects. For long term success, businesses must act in socially responsible and ethical ways. It provides examples of companies implementing CSR programs around environmental protection, community development, and more.
HIVE: Data Warehousing & Analytics on HadoopZheng Shao
Hive is a data warehousing system built on Hadoop that allows users to query data using SQL. It addresses issues with using Hadoop for analytics like programmability and metadata. Hive uses a metastore to manage metadata and supports structured data types, SQL queries, and custom MapReduce scripts. At Facebook, Hive is used for analytics tasks like summarization, ad hoc analysis, and data mining on over 180TB of data processed daily across a Hadoop cluster.
- The document provides an overview of key elements for crafting effective copy and web content, including motivation, value proposition, incentive, friction, and anxiety.
- It assesses the copy on BetterMeans.com and finds opportunities to refine the navigation, home page copy, "Why" page, and value proposition.
- Recommendations include adding more social proof, using stronger headlines, bullet lists, and calls to action, as well as refining the value proposition to be more clear, concise, and focused on customer benefits.
This talk attempts to cover what the indie scene can learn from the corporate sector, and what the corporate sector can learn from the indie developers.
Based on observations made over 9 years as both an indie developer, game incubation manager and now producer, Emil tries to bring the game industry just a little bit closer to each other.
Talk given at Game Scope Festival, August 26th 2016 by Creative Producer Emil Kjæhr.
Lean Live Ops - Free Your Devs (annotated edition) - Joe RaeburnSimon Hade
Space Ape has become well known Live Ops through the success of it's mobile games Transformers:Earth Wars, Rival Kingdoms and Samurai Siege. Combined these games have generated over $90m in sales from over 35m people. In this GDC presentation, Space Ape's Joe Raeburn talks about how the studio organized itself for Live Ops, to free up the majority of the studio to work on new projects.
For more on Space Ape and Live Ops see: https://tech.spaceapegames.com/2017/03/06/space-ape-live-ops-boot-camp-part-2-gdc-edition/
Are you selling a virtual currency in a game or digital entertainment application? This presentation, from GDC 2015, covers some basic design tips that you should be aware of.
The document discusses principles for designing digital services. It notes that digital alone will not change the world, but services can if they are meaningful and desirable. Several principles are discussed, including that human experiences should resonate loudest, simple solutions last longer, and great services require great teams. The document emphasizes prototyping and iterating services based on measuring real user impacts. Overall, it argues that the focus should be on creating good services, not just digital products, and that innovation is about more than just creativity.
This document outlines an agenda and introduction for a workshop on applying principles of game design to software design. The workshop will cover 9 principles: personalization, progressive disclosure, balancing reward and challenge, small superfluous flairs, exploration encouragement, the open-source factor, interpersonal and adaptive play, functional sneak peeks, and help systems. Each principle will involve a teach/lecture, gameplay demonstrations, group discussion, and exercises applying the principles to software. The goal is for attendees to learn how making software more game-like can increase user engagement.
This document provides an overview of key economic and business concepts related to the video game industry, including:
- It defines common economic terms like costs, revenue, and profit.
- It explains concepts like man-hours, goods and services, markets, and value.
- It discusses different types of capital (financial and personal), discretionary income, and how businesses re-invest profits.
- It covers risks associated with different investments and industries like video games, as well as the golden rule of risk.
- Finally, it examines relationships between laborers/owners, challenges video game developers face, and Sturgeon's Law which states that 90% of creative works are not very good.
Afternoon Keynote: Renewing Your Business Via Strategic Innovationfeitwincities
Afternoon Keynote Speaker Leo Hopf, author of Rethink, Reinvent, Reposition, presents the final session of FORWARD 2011- Renewing Your Business Via Strategic Innovation
This document discusses how startups can "hack" their company culture through coding it explicitly. It recommends writing down the answers to questions about company mission, customers, employees, competitors, etc. to make the implicit culture explicit. This allows the culture to be reviewed, tested and improved. The company Corporate Spring helps startups do this through 37-hour cultural hackathons where they discuss foundations, beliefs and hacks to implement. The goal is to beta test an improved culture code by the end of the hackathon.
TBIZ 2012 - Elementi di un Business Plan Teoria e praticaTechnologyBIZ
The document discusses the importance of ideas versus teams for driving success. It argues that great teams are more important than individual great ideas. A great team can generate average ideas and still succeed, while an average team is unlikely to succeed even with a great idea. The document provides examples of successful companies like Microsoft that were built by great teams initially pursuing average ideas. It also notes that entrepreneurs should avoid prejudging markets and should be prepared to learn through failures.
Bernardo and Francisco, two sentinels stationed outside Elsinore Castle in Denmark, greet each other at midnight during their watch. Francisco is relieved by Bernardo. Horatio and Marcellus arrive and tell Bernardo they have come to watch with him. They have seen a ghost that resembles the late king and want to see if it appears again. At one o'clock, the ghost appears. Marcellus and Bernardo recognize it as the king but Horatio is skeptical until he sees it himself. The ghost then exits without speaking when confronted by Horatio.
The document summarizes the plot of the Dawnguard DLC for Skyrim. An ancient Elder Scroll prophecy foretells the eternal darkening of the sun. Clan Volkihar, led by Lord Harkon, seeks to enact the prophecy by performing a magic ritual with a mythic bow and blood sacrifice. The Dawnguard, a faction of vampire hunters, works to prevent this. Skyrim's Dragonborn must choose whether to join the Dawnguard in stopping the vampires or assist Clan Volkihar in fulfilling their malevolent ambition.
There are 3 main types of volcanoes: composite volcanoes, cinder cones, and shield volcanoes. There are also 5 special case volcanoes: caldera volcanoes, mega-volcanoes, spatter cones, dome volcanoes, and lava plateaus. The document discusses the characteristics of each type of volcano.
This document discusses corporate social responsibility (CSR). It defines CSR as a business's commitment to behave ethically and contribute to economic development while improving quality of life for employees, local communities, and society. The document notes that while some business practices like misleading ads or poor working conditions may increase profits, they have adverse societal effects. For long term success, businesses must act in socially responsible and ethical ways. It provides examples of companies implementing CSR programs around environmental protection, community development, and more.
HIVE: Data Warehousing & Analytics on HadoopZheng Shao
Hive is a data warehousing system built on Hadoop that allows users to query data using SQL. It addresses issues with using Hadoop for analytics like programmability and metadata. Hive uses a metastore to manage metadata and supports structured data types, SQL queries, and custom MapReduce scripts. At Facebook, Hive is used for analytics tasks like summarization, ad hoc analysis, and data mining on over 180TB of data processed daily across a Hadoop cluster.
- The document provides an overview of key elements for crafting effective copy and web content, including motivation, value proposition, incentive, friction, and anxiety.
- It assesses the copy on BetterMeans.com and finds opportunities to refine the navigation, home page copy, "Why" page, and value proposition.
- Recommendations include adding more social proof, using stronger headlines, bullet lists, and calls to action, as well as refining the value proposition to be more clear, concise, and focused on customer benefits.
This talk attempts to cover what the indie scene can learn from the corporate sector, and what the corporate sector can learn from the indie developers.
Based on observations made over 9 years as both an indie developer, game incubation manager and now producer, Emil tries to bring the game industry just a little bit closer to each other.
Talk given at Game Scope Festival, August 26th 2016 by Creative Producer Emil Kjæhr.
Lean Live Ops - Free Your Devs (annotated edition) - Joe RaeburnSimon Hade
Space Ape has become well known Live Ops through the success of it's mobile games Transformers:Earth Wars, Rival Kingdoms and Samurai Siege. Combined these games have generated over $90m in sales from over 35m people. In this GDC presentation, Space Ape's Joe Raeburn talks about how the studio organized itself for Live Ops, to free up the majority of the studio to work on new projects.
For more on Space Ape and Live Ops see: https://tech.spaceapegames.com/2017/03/06/space-ape-live-ops-boot-camp-part-2-gdc-edition/
Are you selling a virtual currency in a game or digital entertainment application? This presentation, from GDC 2015, covers some basic design tips that you should be aware of.
The document discusses principles for designing digital services. It notes that digital alone will not change the world, but services can if they are meaningful and desirable. Several principles are discussed, including that human experiences should resonate loudest, simple solutions last longer, and great services require great teams. The document emphasizes prototyping and iterating services based on measuring real user impacts. Overall, it argues that the focus should be on creating good services, not just digital products, and that innovation is about more than just creativity.
This document outlines an agenda and introduction for a workshop on applying principles of game design to software design. The workshop will cover 9 principles: personalization, progressive disclosure, balancing reward and challenge, small superfluous flairs, exploration encouragement, the open-source factor, interpersonal and adaptive play, functional sneak peeks, and help systems. Each principle will involve a teach/lecture, gameplay demonstrations, group discussion, and exercises applying the principles to software. The goal is for attendees to learn how making software more game-like can increase user engagement.
This document provides an overview of key economic and business concepts related to the video game industry, including:
- It defines common economic terms like costs, revenue, and profit.
- It explains concepts like man-hours, goods and services, markets, and value.
- It discusses different types of capital (financial and personal), discretionary income, and how businesses re-invest profits.
- It covers risks associated with different investments and industries like video games, as well as the golden rule of risk.
- Finally, it examines relationships between laborers/owners, challenges video game developers face, and Sturgeon's Law which states that 90% of creative works are not very good.
Afternoon Keynote: Renewing Your Business Via Strategic Innovationfeitwincities
Afternoon Keynote Speaker Leo Hopf, author of Rethink, Reinvent, Reposition, presents the final session of FORWARD 2011- Renewing Your Business Via Strategic Innovation
This document discusses how startups can "hack" their company culture through coding it explicitly. It recommends writing down the answers to questions about company mission, customers, employees, competitors, etc. to make the implicit culture explicit. This allows the culture to be reviewed, tested and improved. The company Corporate Spring helps startups do this through 37-hour cultural hackathons where they discuss foundations, beliefs and hacks to implement. The goal is to beta test an improved culture code by the end of the hackathon.
TBIZ 2012 - Elementi di un Business Plan Teoria e praticaTechnologyBIZ
The document discusses the importance of ideas versus teams for driving success. It argues that great teams are more important than individual great ideas. A great team can generate average ideas and still succeed, while an average team is unlikely to succeed even with a great idea. The document provides examples of successful companies like Microsoft that were built by great teams initially pursuing average ideas. It also notes that entrepreneurs should avoid prejudging markets and should be prepared to learn through failures.
Help, the hippies have taken my team to play games... or let’s get real we ha...SUGSA
The document discusses the perspectives of different stakeholders involved in an agile software development project. It includes the views of a sponsor who was initially skeptical of agile but became a believer after seeing results. Developers are portrayed as enjoying aspects of agile like retrospectives and tools, but the business stakeholder expresses frustration with a perceived lack of urgency and focus on revenues. There is a need to better communicate how agile practices help deliver business value and manage risks.
Surviving the challenge of self publishing online games vincent vergonjeanneMary Chan
The digital revolution has deeply transformed the video game industry by allowing many studios to self-publish their games. But the reality and the difficulty of building a profitable "free-to-play" game is hitting a lot of studios. I will share with you some best practices that I learned while building Kobojo, one of the French leader in social gaming, and EVERYDAYiPLAY, a leading Mid-Core gaming company based in Krakow, Poland
Intended audience & prerequisites: Game Designers & Marketing team to understand how distribution & game design are tightly coupled in the world of Free 2 Play
Session takeaways: Practical insights to better prioritize the tasks to do before and after your launch and optimize the chance of success of your game
1. The document summarizes a talk given by Shainiel Deo, CEO of Halfbrick Studios, about how they created the globally popular mobile game Fruit Ninja.
2. Deo discussed Halfbrick's process of idea generation where employees pitch game concepts and form teams to prototype ideas. Fruit Ninja was pitched and developed through this process.
3. Deo provided insights into Fruit Ninja's design elements that contributed to its success, such as fast gameplay, universal appeal, and ensuring failure states were low cost to encourage repeated play.
Quick to Market – 1 Game Every 8 Weeks | Jesse DivnichJessica Tams
Delivered at Casual Connect USA 2017. How three AAA Developers Plan To Disrupt the F2P Mobile Market For Indie Devs: We aim to disrupt the mobile market by creating games that look and feel like they had a much longer development cycle than our self-imposed 8 weeks. To achieve these goals, we need to compact everything in a much shorter period. Discover our milestones, creative, monetization, QA and localization strategies, each necessary to achieve these results.
This document provides tips for pitching a business idea or product in 3 sentences or less. It emphasizes telling a compelling story that focuses on solving customers' problems. Key points include explaining the problem and solution in the first minute, demonstrating unfair advantages over competitors, showing an achievable business model and sales strategy, and focusing on the founding team's experience rather than technical details. The overall message is to grab attention quickly and communicate customer benefits simply.
The document discusses using gamification and game elements to drive change in businesses. It recommends identifying a business's "progress loop" of invent, do/make, test & improve, and tell/sell. It also recommends starting change efforts by holding a "GameStorm" workshop to define challenges, objectives, and constructive versus destructive actions through a game-inspired framework. The overall message is that businesses should take an agile, iterative approach and focus on synergizing processes rather than traditional departments and systems to drive progressive change.
The fairytale that is Apple; what can Norwegian firms learn from Apple's success story?
Presentation prepared forStavanger Chamber (Stavanger Næringsforening) Dec. 8th, 2011
Startup DNA: the formula behind successful startups in Silicon Valley (update...Yevgeniy Brikman
[Updated May 5, 2017] "Successful startups are all alike; every unsuccessful startup is unsuccessful in its own way." These are my personal observations on a few traits that make startups successful. You can find a video of the talk at https://www.youtube.com/watch?v=z_D9oXCK2lM and the book at http://www.hello-startup.net/.
Ten dos and don'ts for TV companies making gamesNicholas Lovell
The document provides five dos and five don'ts for developing games. For dos, it recommends knowing your platform, iterating frequently through testing and updates, outsourcing non-core functions, paying attention to market trends, and focusing on retaining rather than acquiring players. For don'ts, it advises against overreliance on licenses, spending too much money or time in development, prioritizing monetization over gameplay, and forgetting the interactive nature of games. The document aims to offer strategic advice for successful game development.
Similar to Commercially Sustainable Creativity (20)
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
Digital Banking in the Cloud: How Citizens Bank Unlocked Their MainframePrecisely
Inconsistent user experience and siloed data, high costs, and changing customer expectations – Citizens Bank was experiencing these challenges while it was attempting to deliver a superior digital banking experience for its clients. Its core banking applications run on the mainframe and Citizens was using legacy utilities to get the critical mainframe data to feed customer-facing channels, like call centers, web, and mobile. Ultimately, this led to higher operating costs (MIPS), delayed response times, and longer time to market.
Ever-changing customer expectations demand more modern digital experiences, and the bank needed to find a solution that could provide real-time data to its customer channels with low latency and operating costs. Join this session to learn how Citizens is leveraging Precisely to replicate mainframe data to its customer channels and deliver on their “modern digital bank” experiences.
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
A Comprehensive Guide to DeFi Development Services in 2024Intelisync
DeFi represents a paradigm shift in the financial industry. Instead of relying on traditional, centralized institutions like banks, DeFi leverages blockchain technology to create a decentralized network of financial services. This means that financial transactions can occur directly between parties, without intermediaries, using smart contracts on platforms like Ethereum.
In 2024, we are witnessing an explosion of new DeFi projects and protocols, each pushing the boundaries of what’s possible in finance.
In summary, DeFi in 2024 is not just a trend; it’s a revolution that democratizes finance, enhances security and transparency, and fosters continuous innovation. As we proceed through this presentation, we'll explore the various components and services of DeFi in detail, shedding light on how they are transforming the financial landscape.
At Intelisync, we specialize in providing comprehensive DeFi development services tailored to meet the unique needs of our clients. From smart contract development to dApp creation and security audits, we ensure that your DeFi project is built with innovation, security, and scalability in mind. Trust Intelisync to guide you through the intricate landscape of decentralized finance and unlock the full potential of blockchain technology.
Ready to take your DeFi project to the next level? Partner with Intelisync for expert DeFi development services today!
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/temporal-event-neural-networks-a-more-efficient-alternative-to-the-transformer-a-presentation-from-brainchip/
Chris Jones, Director of Product Management at BrainChip , presents the “Temporal Event Neural Networks: A More Efficient Alternative to the Transformer” tutorial at the May 2024 Embedded Vision Summit.
The expansion of AI services necessitates enhanced computational capabilities on edge devices. Temporal Event Neural Networks (TENNs), developed by BrainChip, represent a novel and highly efficient state-space network. TENNs demonstrate exceptional proficiency in handling multi-dimensional streaming data, facilitating advancements in object detection, action recognition, speech enhancement and language model/sequence generation. Through the utilization of polynomial-based continuous convolutions, TENNs streamline models, expedite training processes and significantly diminish memory requirements, achieving notable reductions of up to 50x in parameters and 5,000x in energy consumption compared to prevailing methodologies like transformers.
Integration with BrainChip’s Akida neuromorphic hardware IP further enhances TENNs’ capabilities, enabling the realization of highly capable, portable and passively cooled edge devices. This presentation delves into the technical innovations underlying TENNs, presents real-world benchmarks, and elucidates how this cutting-edge approach is positioned to revolutionize edge AI across diverse applications.
Freshworks Rethinks NoSQL for Rapid Scaling & Cost-EfficiencyScyllaDB
Freshworks creates AI-boosted business software that helps employees work more efficiently and effectively. Managing data across multiple RDBMS and NoSQL databases was already a challenge at their current scale. To prepare for 10X growth, they knew it was time to rethink their database strategy. Learn how they architected a solution that would simplify scaling while keeping costs under control.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Trusted Execution Environment for Decentralized Process MiningLucaBarbaro3
Presentation of the paper "Trusted Execution Environment for Decentralized Process Mining" given during the CAiSE 2024 Conference in Cyprus on June 7, 2024.
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
36. "If you give a
good idea to a
mediocre team
they will screw it
up; if you give a
mediocre idea to
a great team they
will either fix it or
throw it away and
come up with
something that
works."
37. “I would take
an A team
with a B idea
over a B
team with an
A idea any
day of the
week.”
38.
39.
40.
41.
42.
43.
44.
45.
46.
47. Quarrel is Word Crunch meets Dice
Wars
Quarrel is a simple, fun WORD GAME
But Quarrel is also more…
There’s one question that’s intrigued me since I first started working in the games industry almost two decades ago.\n
Why are so few of the games we make in our industry commercially successful?  \n\nI feel well qualified to ask this question as I have personally contributed more than my fair share of games that didn’t make money. However, I’ve also made a couple that made loads, so maybe there’s some karmic thing going on there, I’m not sure.\n
Figures vary depending on the source and the specific market segment, but if you average it all out I don’t think many people would disagree with this general assertion: More than 90% of the revenue from game sales is generated by less than 10% of the products. \n\nIs that an inevitability of working in a creative industry like games?  Or is it actually possible to sustain creative success so as to achieve long-term stability?\n
I’ll start trying to answer this by outlining my views on creativity and the creative process, because that’s the foundations for everything to do with creative business.\nThen highlight some examples of businesses from other creative industries that have already delivered consistent hit products.\nThen I’ll look at one of those businesses in more detail\n
And pick out what I consider to be some key observations we should be mindful of in the games industry.\nAnd finally I’ll discuss how an approach designed to help Silicon Valley tech-startups reduce their failure rate could also help our industry make more “hit” games.\n\nAnd if there’s still time after that, and anyone’s still awake, I’ll be happy to answer questions.\n\nBut first, I’d like to start with a confession: I hate magicians.\n
Not the conjurers and illusionists that pull bunnies from hats…\n
…or guess which card you pick.  That’s entertainment - they’re fine.\n
My problem is with the vocal majority of people that confidently claim anything they don’t understand is magical.  Like the creative process itself - a black art we must simply accept and worship rather than understand and utilise.  And they say it proudly, like it’s a good thing.  Well, I for one don’t think it’s a good thing.  I  may work in what is considered a Creative Industry, but I’m a card carrying scientist, so I have another name for this attitude.\n
I call it lazy.  ”The creative process is magic.  There’s nothing we can do about it.  Job done - let’s get on with watching the telly.”  Bollocks - seriously, utter bollocks.  You know why I’m so sure?  Because a few hundred years ago I could have filled this entire room with people who would have said precisely the same about electricity, or magnetism, wireless communication, or luminescence.\n
Fortunately for all of us sitting in this brightly lit hall today there were a few more sceptical and dedicated souls prepared to do the hard work to figure out what was really going on.  So its potential could be reliably harnessed and put to work for the benefit of us all.  So here’s to those early natural philosophers who stepped aside from the baying masses of magicians, astrologers and soothsayers and rejected “it’s magic” as explanation enough.\n\nAt Denki we see the creative process in action every single day, and it may be a lot of things, but it’s definitely not magic.\n
The biggest challenge facing the games industry at the moment is precisely the same challenge facing every creative industry - how do we create more hits? Our industry is obsessed with hits. And why? Because they are literally the difference between life and death for businesses operating in this market.\n\nAnd yet sustainable commercial success of any kind in any creative industry remains elusive. \n
Which rather invites the question: Why Are Sustainable Creative Businesses So Rare?\n
In truth, they’re not quite as rare as they might first seem.  There are actually lots of historical examples of individuals that sustained commercially successful creative careers, especially in the book industry - Charles Dickens, Mark Twain, and Beatrix Potter, and more recently Stephen King, Dan Brown, etc., to name but a few.\n\nBut individuals are able to work intuitively, and that’s not likely to teach us much; so we’re ideally looking to find examples of successful teams.\n
When I turned to the music industry, somewhat to my eternal shame, the first business that came to mind was the self-proclaimed Hit Factory:  “Stock, Aitken & Waterman”.  Now, to be clear, I personally hold SAW responsible for crimes against humanity, but objectively speaking there’s no denying that they were responsible for a large number of commercially successful records by different groups between 1985 and 1990.  So that’s more along the lines of what I’m looking for.\n
Fortunately there’s a much better example in the music industry from two decades earlier - Motown.  Here was a business that had 110 top ten singles in the US between 1961 and 1971.  That’s an average of one a month for an entire decade.  And not just any decade – the 1960s was one of the US’s most tumultuous, with more profound social and cultural change than any other in recent history. \n\nEven better – Motown were critically as well as commercially successful.  So there’s definitely something worth looking at there, though we don’t have time today unfortunately.\n
But it’s within the realm of film that I believe the best example of consistent hit creation is to be found.  Not, as you might expect, in DreamWorks (particularly as so many their hits have largely depended on a single producer - Stephen Speilberg), though they’re certainly not a bad example.  Not even within Disney themselves, although again the period where Walt Disney was in charge himself is clearly worth looking at, along with the successful blip they had in the late 80’s/early 90’s around Little Mermaid, Beauty & the Beast, Aladdin and Lion King.\n
But no, the ideal company to study would be one where there has been consistent hit films, released over the course of (preferably) more than a decade, made by different creative teams, with different creative leaders, and (again, preferably) without relying on sequels.  That’s where we’re likely to find the most interesting and valuable insights.\n
By that criteria, by far the best example is to be found in Pixar Animation Studios.  13 films released since 1995.  Every one of them a commercial blockbuster by any standards.  And almost all critically as well as commercially successful.  Even their flops (by their own standards) outperform most of their competitors’ successes.  At $602m average revenue per film they are the by far the highest earning studio in their industry.  26 Academy Awards, 7 Golden Globes, and 3 Grammies – that’s a lot of critical success too.And, fortunately, they’re pretty open with their processes too.\n
So what do we know about Pixar then?\n
Formed in 1986 by these guys after their Graphics Group was spun out of Lucasfilm. \n
Funded by this guy, who you might recognise from some of his other endeavours.\n
And they were simply Pixar back then, because they were a computer hardware company focused on selling their specialist graphics hardware.  This is what they were making and selling when they started - the Pixar Image Computer.  It was essentially a $135,000 graphics card for the $35,000 dollar workstation needed to run it.  Needless to say, it wasn’t exactly flying off the shelves.\n(Speed: 11.8MHz, Memory: 100Mb, 32-bit)\n
So John Lasseter started making these - short, animated films that demonstrated the potential of Pixar’s $135,000 graphics card.  They won standing ovations at computer graphics festivals, along with all sorts of critical acclaim, awards and accolades.  \n\nBut still nobody was buying any of their computers and even Steve Jobs was tiring of continually having to fund Pixar to the tune of about $5m/year as they had no sustainable source of revenue and no sign of anything changing on the horizon.  They needed to prove they could make money - and soon.\n
Since the hardware business wasn’t showing any signs of improving they decided to investigate how they could use their software and animation skills to generate income.  This was the result: Television Adverts.  Many people don’t realise that between the Academy Award winning shorts like Luxo Jr. and the Academy Award winning features like Toy Story it was something rather less glamorous paying the bills - animating television advertisements.  In the end, between 1989 and 1996 when the division officially closed they created more than 70 adverts for brands as diverse as Listerine mouthwash and Prime Option Credit Cards. \n\nMost of the people who went on to direct features had previously directed commercials, including John Lasseter, Andrew Stanton and Pete Docter.\n
Most people have this impression of Pixar as a successful, creative powerhouse, but that’s only their 2nd decade onwards.  Their first decade is just as interesting, but for different reasons.  During their first 10 years they’d take whatever work was going - just like most creative businesses today.  Other companies could have been crushed by this relentless work-for-hire schedule, but far from being crushed Pixar revelled in it - because they understood the value of it.  Not for a moment did they think “Ugh, commercials - that’s so beneath us”, or anything of the sort.  They recognised an opportunity to prove what they could deliver, make some much needed money and (possibly most importantly of all) build their team and refine their production process.  \n
They knew that by doing that, when the right opportunity came along, they’d be ready to take it.\n
And the rest…\n
…as they say…\n
…is history.\n
They eventually sold to Disney in 2006 for $7.4bn. Well done them!\n\nLet’s stop and think about that. $7.4bn: that’s how much a company that can deliver consistent hit products can be worth. \n\nAnd that’s what Steve Jobs and his Pixar team created in 20 years, from an initial investment of less than $35m\n
So as Pixar, Motown and others have proved, creative businesses clearly *can* deliver hits consistently, it’s just that most don’t.  \n
So the question becomes: Why don’t most creative businesses deliver hits consistently when it’s already been proven possible? \n\nI think an important clue comes from one of the rather unsung heroes of Pixar: their President, Ed Catmull.  Ed’s a really special talent, and worthy of a talk all of his own.  As the linchpin between an exceptionally talented creative team at Pixar, the commercial hawks at Disney corporation, and the legendary entrepreneurial impatience of Steve Jobs I can only imagine the stress this man has had to endure at times, and the fact he did speaks volumes.  \n
One of Ed’s insights is this: he likes to ask audiences a question: “Which is harder to find: great ideas, or great people?” He says it tends to split most audiences 50/50, but that experience has taught him it’s great people that are hardest to find.\n
As evidence he cites Toy Story 2.  \n\nToy Story had already been a huge success both commercially and critically.  John Lasseter’s team from it moved on to A Bug’s Life and a new team was brought in to oversee production of Toy Story 2.  They hadn’t worked as a team making a movie before, but then neither had Lasseter’s original team on Toy Story.  All the individuals were clearly talented enough to have been hired by Pixar and there’s no question they worked very hard on it.  So talent, hard-work and ideas weren’t in short supply. Yet the results were speaking for themselves: 8 months from release it was a complete disaster by all accounts - dull, undramatic, unengaging - basically your classic sequel, and certainly not what Pixar needed.\n
The people were good, the idea was already proven, but The Team was broken.  The collection of super-talented individuals had failed to gel into a productive, creative team.  So 8 months before release they were replaced by the original Toy Story team, who were already burned out from working on Toy Story and A Bug’s Life back-to-back.  Despite being completely exhausted when they started, and facing a task requiring superhuman effort, they turned it around in record time and, as a result, Toy Story 2 stands today as one of the few sequels regarded as “as good” or “better” than the original.\n
Catmull summarises it like this: “If you give a good idea to a mediocre team they will screw it up; if you give a mediocre idea to a great team they will either fix it, or throw it away and come up with something that works.” Great people might be hard to find, but great teams are even harder to find.\n
I recently heard the very same sentiment echoed in the words of George Doriot, former dean of Harvard Business School and “father of venture capitalism”.  He’s quoted as saying, “I would take an A team with a B idea over a B team with an A idea any day of the week.”  Clearly he had learned the same lesson Catmull had at some point too: Businesses, especially creative ones, are not about ideas; they are not even about people; they are about teams.\n
But Pixar also know that just having a great team is not enough on its own to deliver hits consistently.   \n\nAudiences grow more sophisticated every year, and what was once exciting for them quickly becomes passé.  \n
That means adding something the audience hasn’t seen before to your next act. Audiences like what they already know, sure, but they also want to experience something new too.\n
So creative teams need to be capable of constantly improving their act and delivering content that audiences find reassuringly familiar and yet also feels fresh and exciting. \n\nThis cycle of constant improvement never ceases for any business that wants to deliver consistent hits.\n
Pixar’s rule of thumb is if it feels like they’re working within their comfort-zone it won’t be enough to excite and capture an audience by the time the film releases.  They expect to be operating right on the edge of their abilities all the time, and that means there’s always a very high chance of something going wrong.  \n
So failure needs to be survivable.  \n\nEven the most well understood systems in the world aren’t 100% reliable, and the creative process is still far from well understood at the moment.  \n\nSo , my Word-to-the-Wise advice would be – if you ever see a business plan for a creative business and there are no fail-safes designed in to the production process, decline politely and walk away very quickly indeed.\n
To make failures survivable in creative industries it needs to be possible to prove value quickly, and without entering full-production.  Generally speaking, the Games Industry is pretty rubbish at this. Many production systems we use mean we don’t know whether audiences find the game engaging until it’s finished.\n
And by then it’s usually too late.\n\nGames have to develop ways of finding the fun fast.  It’s the foundation upon which everything is built in a game, so building without it is our industry’s equivalent of building tower blocks without foundations.\n\nAnd why is fun so important in games? Because it is the primary mechanism by which audience engagement is created.  Without sufficient engagement it will be almost impossible to sustain any sort of commercial model for the long-term.  \n
That engagement needs to be proven right upfront in games.  What form that takes is still open to debate, but in the film industry we often see Scripts, Sizzle Reels, Screen Tests and Storyboards used to gauge audience interest successfully.  \n
At Denki we’ve defined our own system that works for us, and we used it for our most recent game Quarrel – a word game for iPhone and Xbox360.\n
It’s a series of rapid deliverables, including a High Concept Pitch; \n
Screen Mock-Ups and a Gameplay; \n
An internal Playable Pilot; \n
and a Releasable/Testable Pilot for external audiences\n
The investment in each stage is proportionate to the proof delivered by the previous stage.\n\nOnly if there’s adequate proof of a product’s value at all of these stages do we move it forward into full-production. By then we’ll have proven we can achieve audience engagement in the game’s crude form, which means any improvements we make by adding production polish and sparkle will only increase that.  \n\nWithout proof of engagement before entering full-production, all the production polish in the world won’t hold users beyond their first play session.\n
At Pixar their engagement focus is on the story.  They’ll iterate a story for as long as it takes because they know that putting a poor story into production doesn’t make the story good - it just makes the bits that don’t work even more obvious. \n\nPutting a broken story in to production won’t fix it; it just produces a very expensive broken story.\n
So if the first reason so many games aren’t commercially successful is prioritising ideas ahead of teams, then the second reason is putting those teams in an environment that doesn’t make failure small and survivable. \n\nOur industry hasn’t yet found an effective way to build fail-safes in to the development and production process.  That, in turn, doesn’t afford teams the safe environment to push themselves to deliver products that are both familiar and fresh.\n
What our industry could really do with is adopting a production method that focuses on identifying good teams and empowering them to work in an cyclical way, trying out their assumptions, assessing the results and feeding the lessons back into subsequent versions until they find the fun or run out of time.\n
The system I describe is what we implemented for Denki’s internal prototyping team back in 2007. It proved very successful and produced a portfolio of successful game demos, but we never managed to figure out how to get the process working beyond our prototyping team. It still relied far too much on the intuition and experience of key individuals to be of much use on a wider scale at that time. \n
But last October this guy published a book that I managed to completely overlook at the time. Fortunately my colleague Sean picked up on it and brought to my attention by saying “this guy’s written a book that pretty much says everything you’ve been saying about how to make games; except he’s applying it to web-based startups. And I think he’s figured out the duplication-with-other-teams bit you’ve been struggling with too”.  \n\nNaturally, I was more than curious.\n
His name is Eric Reis, and his book is called The Lean Startup - I’m sure some of you will already be familiar with it.  It’s a scientific approach to creating and managing startup businesses, with the intention of minimising new business failures by identifying and testing the fundamental assumptions they’re based on as quickly and as cheaply as possible.  \n
At its core is a principle almost identical to what we’d independently arrived at Denki but had trouble scaling beyond prototyping - building products iteratively in a continuous loop of prototyping, testing on potential customers, and changing what wasn’t working before building the next version.  In this way Denki was already applying Lean Startup’s core tenet - Build; Measure; Learn.\n
With one big problem of course – your average startup business, doesn’t look much like…\n
…your average game development team. But from Denki’s perspective at least, the overlap is actually quite considerable.\n
Consider, for example:* Both assume they’re starting with an idea for a product people will love* Both choose what features to implement based on gut feeling and past experience* Both spend months or years perfecting that product without getting much feedback from potential customers who might use it\n
And perhaps most significantly of all, both have a success rate of substantially less than 1 in 10\n\nPersonally, I don’t think that’s a coincidence…\n
My takeaway from that is, in a certain light, it’s hard to tell a business startup and a new game project apart.\n\nAnd that’s the key part - once you accept that there’s remarkably little difference between a new business startup and developing a new game project the principles of Lean Startup up can be applied wholesale to whatever game development and publishing process you’re currently using in your creative business.  \n
Quarrel was the first product that applied Denki’s own Lean-ish development process consistently throughout its development process; but not to its publishing process. In retrospect I think that was a mistake. As a result it reviews well with people who play it, but hasn’t gained the wide-spread exposure we wanted to achieve.\n
By comparison Save the Day is our first product that will use The Denki Difference within a Lean Startup framework for both our development and publishing processes.\n
It’s a browser-based arcade save-em-up built using Turbulenz’s HTML5 engine. At this point we don’t yet have compelling evidence of our Lean Startup process in action to share it’s effectiveness with you, unfortunately. It’s just a little too early in the process – hopefully in time for the next Turing Festival though.\n\nHowever, ourselves and our platform partners Turbulenz already have confidence with our initial internal releases that have used this process.  \n
And, in the spirit of Lean Startup principles, today – after only 12 weeks of internal development, we released the first fully-public version of Save the Day. The presentation’s still very rough, but it’s already proving where the fun is. This is precisely what we wanted to do with Quarrel, but weren’t able to for various contractual reason.  \n\nRomana, who is in the audience somewhere today, joined us about a week ago as Denki’s Player Champion, and she’ll be focusing our external customer development activities for the game. \n\nSo if you’re interested in learning exactly how Denki applies Lean Startup principles to game development ‘in the field’ then I’d encourage you to sign up for access to our first browser-based HTML5 game Save the Day at this address: ga.me/save-the-day; and also subscribe to our Denki newsletter, as that’s where we’ll be publishing all our experiments, results and observations.\n
Just go to this website right now and see all the theory I’ve discussed put in to practice for yourself.\n
So that’s all I have to share with you today.  I realise that’s a lot of ground to cover in a very short space of time, so here’s a quick summary of what I consider the key points in case you missed anything:\n
Creativity and the Creative Process are not magic. They are simply not sufficiently understood yet – but Denki’s working on that.\n
There have already been examples of sustainable creative businesses.\n
Motown and Pixar are two businesses worth studying in detail for anyone looking for inspiration with regards sustainable creative development.\n
Creative businesses are not about ideas; they’re about teams.\n\nFocus on building good teams, not finding good ideas. The quality of your team matters much more than the quality of your ideas.\n
Constantly increasing audience demands require creative teams to continually work outside of their comfort zones.\n
Failure is inevitable, and must therefore be survivable. Fail-safe mechanisms need to be designed in to the development process.\n
Engagement must be demonstrated early and often during development, not hoped for in the end.\n
Study Lean Startup principles and consider them as a framework for your Development process and Publishing process . Build products iteratively in a fast “Build, Measure, Learn” loop and feed that out to real customers to prove engagement as fast as possible; measure their effect with real people; learn the lessons from that; refine and repeat.  \n
And if you want to watch Lean Startup principles being applied to game development live, WITH a safety net: sign up for access to Denki’s next game “Save the Day” at this URL\n
Hopefully then that’s provided some food-for-thought for everyone. In conclusion…\n
What I hope I’ve shown is that the answer to that original question, “Why do so few games make money?”, is not a simple one.  But if I had to sum it up, my answer would probably look like this.\n
We don’t yet understand the process of making games well enough to know how to build them efficiently; and that inefficiency shows up as a 1 in 10 success ratio.\n\nI’m not saying that’s actually bad, all I’m saying is I think we can do better and Denki wants to prove it.\n
In my opinion, Lean Startup represents the best opportunity I’ve yet seen for creative businesses to address that 1 in 10 hit ratio. \n\nAnd while I’m not suggesting Lean Startup methods will be the answer to every problem, I’m sure they go someway to addressing the most pressing ones.\n\nIt’s highly unlikely our industry will get to a point any time soon where every product we make will be a commercial success. But in a market where the average hit rate is currently 1 in 10 – there are a lot of opportunities waiting for any teams that can reliably deliver 2 in 10.\n\nAnd that’s something I’m sure every creative business here today can realistically aspire to.\n
Thanks for listening – and let’s talk!\n