Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, venture capital
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Lecture 7 - Technology, Innovation and Great Power Competition - SpaceStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space, space force, general Raymond, space command
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
business model, business model canvas, mission model, mission model canvas, customer development, hacking for defense, H4D, lean launchpad, lean startup, stanford, startup, steve blank, pete newell, bmnt, entrepreneurship, I-Corps, JTAC, Computer vision, NSIN
When the Danaher Corporation announced in May 2015 that it would split into two separate enterprises in 2016, it seemed at first like a reversal of the company’s history. Danaher had built itself into a remarkably successful business over four decades by acquiring and integrating new companies into a unified whole, improving them through a group of distinctive management practices known as the Danaher Business System (DBS), then holding onto them. Although it’s sometimes compared to a private equity firm, Danaher is different — it buys and builds companies for the long term, not for rapid fix-up and sale. Divesting is not the Danaher modus operandi.
But from a strategic point of view, the split makes sense. Although these two new companies have a common heritage and management approach, their businesses are distinct enough from each other that they require different capabilities.
One new company, which will retain the Danaher name, will focus on science and technology businesses. Generally, these are enterprises with resilient business models, strong long-term growth, high gross margins, and significant business in aftermarket products, such as replacement parts and upgrades. The other company, Fortive Corporation, will be made up of what Danaher calls its “industrial growth” enterprises. These are industrial end-market businesses with slightly more cyclical markets, high operating margins, and strong cash flow. The split is intended to provide each company with its own focus and to increase capital deployment flexibility, thus providing more opportunities for growth in each company’s distinctive way.
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Lecture 5- Technology, Innovation and Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, JAIC, DIU, Mike Brown,Nand Mulchandani, Jacqueline Tame
The Non-Invasive Data Governance FrameworkDATAVERSITY
Data Governance is already taking place in your organization. The actions of defining, producing and using data are not new. People in your organization have, at a minimum, an informal level of accountability for the data they use. The Non-Invasive Data Governance framework provides a method to formalize accountability based on people’s existing responsibilities.
Join Bob Seiner for this month’s installment of his Real-World Data Governance webinar series where he will provide a detailed framework for how to implement a Non-Invasive Data Governance program. This hour will be spent walking through the five most important components of a successful program described from the perspectives of the executive, strategic, tactical and operational levels of your organization.
In the webinar Bob will share:
The graphic for the Non-Invasive Data Governance Framework
A detailed description of the core program components
The importance of viewing the components from different perspectives
A detailed walk-through of each segment of the framework
How to use the framework to implement a successful program
Data Lake Architecture – Modern Strategies & ApproachesDATAVERSITY
Data Lake or Data Swamp? By now, we’ve likely all heard the comparison. Data Lake architectures have the opportunity to provide the ability to integrate vast amounts of disparate data across the organization for strategic business analytic value. But without a proper architecture and metadata management strategy in place, a Data Lake can quickly devolve into a swamp of information that is difficult to understand. This webinar will offer practical strategies to architect and manage your Data Lake in a way that optimizes its success.
Architecting Agile Data Applications for ScaleDatabricks
Data analytics and reporting platforms historically have been rigid, monolithic, hard to change and have limited ability to scale up or scale down. I can’t tell you how many times I have heard a business user ask for something as simple as an additional column in a report and IT says it will take 6 months to add that column because it doesn’t exist in the datawarehouse. As a former DBA, I can tell you the countless hours I have spent “tuning” SQL queries to hit pre-established SLAs. This talk will talk about how to architect modern data and analytics platforms in the cloud to support agility and scalability. We will include topics like end to end data pipeline flow, data mesh and data catalogs, live data and streaming, performing advanced analytics, applying agile software development practices like CI/CD and testability to data applications and finally taking advantage of the cloud for infinite scalability both up and down.
Webinar - ServiceNow and SolarWinds: Improving IT Operations TogetherSolarWinds
When federal agencies leverage industry leading SolarWinds IT Operations Management and Monitoring solutions, combined with the industry leading IT Service Management solutions from ServiceNow they realize the benefits of increased visibility, improved availability, and better operational agility.
For years, federal agencies have been improving their IT Operations by leveraging SolarWinds and ServiceNow. Therefore, it was natural that numerous integrations and use cases have been developed and successfully operationalized for many federal agencies. Now is a good time to step back and review the most common use cases that deliver the most value to federal agencies and federal systems integrators when using ServiceNow and SolarWinds together.
This webinar covered:
• Common use cases, including:
o How to automatically open ServiceNow incidents with SolarWinds alerts and populate the incident with the data needed to take immediate action
o Automatic incident closure, to help keep your work queue down
o Automatic incident reopening so related alerts produce a single incident with a coherent log, rather than a flood of incidents
• Integrations that enable these additional use cases:
o Synchronization of status including acknowledgements in SolarWinds or ServiceNow, and incident state changes in ServiceNow to avoid overlapping work
o Cross linking for easy navigation between SolarWinds alerts to ServiceNow incidents
• The benefits from the SolarWinds + ServiceNow solution: Faster incident response, quicker access to operational monitoring data for service desk personnel, improved productivity and faster time to resolution
You had a strategy. You were executing it. You were then side-swiped by COVID, spending countless cycles blocking and tackling. It is now time to step back onto your path.
CCG is holding a workshop to help you update your roadmap and get your team back on track and review how Microsoft Azure Solutions can be leveraged to build a strong foundation for governed data insights.
Too often I hear the question “Can you help me with our Data Strategy?” Unfortunately, for most, this is the wrong request because it focuses on the least valuable component – the Data Strategy itself. A more useful request is this: “Can you help me apply data strategically?”Yes, at early maturity phases the process of developing strategic thinking about data is more important than the actual product! Trying to write a good (must less perfect) Data Strategy on the first attempt is generally not productive –particularly given the widespread acceptance of Mike Tyson’s truism: “Everybody has a plan until they get punched in the face.” Refocus on learning how to iteratively improve the way data is strategically applied. This will permit data-based strategy components to keep up with agile, evolving organizational strategies. This approach can also contribute to three primary organizational data goals.
In this webinar, you will learn how improving your organization’s data, the way your people use data, and the way your people use data to achieve your organizational strategy will help in ways never imagined. Data are your sole non-depletable, non-degradable, durable strategic assets, and they are pervasively shared across every organizational area. Addressing existing challenges programmatically includes overcoming necessary but insufficient prerequisites and developing a disciplined, repeatable means of improving business objectives. This process (based on the theory of constraints) is where the strategic data work really occurs, as organizations identify prioritized areas where better assets, literacy, and support (Data Strategy components) can help an organization better achieve specific strategic objectives. Then the process becomes lather, rinse, and repeat. Several complementary concepts are also covered, including:
- A cohesive argument for why Data Strategy is necessary for effective Data Governance
- An overview of prerequisites for effective strategic use of Data Strategy, as well as common pitfalls
- A repeatable process for identifying and removing data constraints
- The importance of balancing business operation and innovation
BMNT's Hacking for Defense - Mission Results 2016BMNT Partners
Born out of a combination of the rapid problem sourcing and curation Pete Newell developed on the battlefields of Iraq and Afghanistan, and Steve Blank’s Lean Startup process, Hacking for Defense (H4D) has set the national security arena afire. H4D projects have earned recognition as the fastest way to bring technological innovations to bear on defense’s thorniest problems,
whether through a BMNT enterprise effort, or a graduate-level course facilitated by Hacking for Defense, Inc (H4Di).
We’ve developed strong partnerships with academics at Stanford, Columbia, and Georgetown Universities; military organizations like DIUx, JIDO and the NGA; and with countless startups throughout Silicon Valley. Through these relationships, we’ve been able to create a vibrant ecosystem passionate about identifying, isolating and solving problems no matter what their form.
We are proud of how far we’ve come in the last year and we are already gearing up for more in 2017. Next year promises explosive growth throughout our ventures and our team is sure that they will continue to deliver the transformative results our national security forces need.
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, venture capital
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Lecture 7 - Technology, Innovation and Great Power Competition - SpaceStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space, space force, general Raymond, space command
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
business model, business model canvas, mission model, mission model canvas, customer development, hacking for defense, H4D, lean launchpad, lean startup, stanford, startup, steve blank, pete newell, bmnt, entrepreneurship, I-Corps, JTAC, Computer vision, NSIN
When the Danaher Corporation announced in May 2015 that it would split into two separate enterprises in 2016, it seemed at first like a reversal of the company’s history. Danaher had built itself into a remarkably successful business over four decades by acquiring and integrating new companies into a unified whole, improving them through a group of distinctive management practices known as the Danaher Business System (DBS), then holding onto them. Although it’s sometimes compared to a private equity firm, Danaher is different — it buys and builds companies for the long term, not for rapid fix-up and sale. Divesting is not the Danaher modus operandi.
But from a strategic point of view, the split makes sense. Although these two new companies have a common heritage and management approach, their businesses are distinct enough from each other that they require different capabilities.
One new company, which will retain the Danaher name, will focus on science and technology businesses. Generally, these are enterprises with resilient business models, strong long-term growth, high gross margins, and significant business in aftermarket products, such as replacement parts and upgrades. The other company, Fortive Corporation, will be made up of what Danaher calls its “industrial growth” enterprises. These are industrial end-market businesses with slightly more cyclical markets, high operating margins, and strong cash flow. The split is intended to provide each company with its own focus and to increase capital deployment flexibility, thus providing more opportunities for growth in each company’s distinctive way.
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Lecture 5- Technology, Innovation and Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, JAIC, DIU, Mike Brown,Nand Mulchandani, Jacqueline Tame
The Non-Invasive Data Governance FrameworkDATAVERSITY
Data Governance is already taking place in your organization. The actions of defining, producing and using data are not new. People in your organization have, at a minimum, an informal level of accountability for the data they use. The Non-Invasive Data Governance framework provides a method to formalize accountability based on people’s existing responsibilities.
Join Bob Seiner for this month’s installment of his Real-World Data Governance webinar series where he will provide a detailed framework for how to implement a Non-Invasive Data Governance program. This hour will be spent walking through the five most important components of a successful program described from the perspectives of the executive, strategic, tactical and operational levels of your organization.
In the webinar Bob will share:
The graphic for the Non-Invasive Data Governance Framework
A detailed description of the core program components
The importance of viewing the components from different perspectives
A detailed walk-through of each segment of the framework
How to use the framework to implement a successful program
Data Lake Architecture – Modern Strategies & ApproachesDATAVERSITY
Data Lake or Data Swamp? By now, we’ve likely all heard the comparison. Data Lake architectures have the opportunity to provide the ability to integrate vast amounts of disparate data across the organization for strategic business analytic value. But without a proper architecture and metadata management strategy in place, a Data Lake can quickly devolve into a swamp of information that is difficult to understand. This webinar will offer practical strategies to architect and manage your Data Lake in a way that optimizes its success.
Architecting Agile Data Applications for ScaleDatabricks
Data analytics and reporting platforms historically have been rigid, monolithic, hard to change and have limited ability to scale up or scale down. I can’t tell you how many times I have heard a business user ask for something as simple as an additional column in a report and IT says it will take 6 months to add that column because it doesn’t exist in the datawarehouse. As a former DBA, I can tell you the countless hours I have spent “tuning” SQL queries to hit pre-established SLAs. This talk will talk about how to architect modern data and analytics platforms in the cloud to support agility and scalability. We will include topics like end to end data pipeline flow, data mesh and data catalogs, live data and streaming, performing advanced analytics, applying agile software development practices like CI/CD and testability to data applications and finally taking advantage of the cloud for infinite scalability both up and down.
Webinar - ServiceNow and SolarWinds: Improving IT Operations TogetherSolarWinds
When federal agencies leverage industry leading SolarWinds IT Operations Management and Monitoring solutions, combined with the industry leading IT Service Management solutions from ServiceNow they realize the benefits of increased visibility, improved availability, and better operational agility.
For years, federal agencies have been improving their IT Operations by leveraging SolarWinds and ServiceNow. Therefore, it was natural that numerous integrations and use cases have been developed and successfully operationalized for many federal agencies. Now is a good time to step back and review the most common use cases that deliver the most value to federal agencies and federal systems integrators when using ServiceNow and SolarWinds together.
This webinar covered:
• Common use cases, including:
o How to automatically open ServiceNow incidents with SolarWinds alerts and populate the incident with the data needed to take immediate action
o Automatic incident closure, to help keep your work queue down
o Automatic incident reopening so related alerts produce a single incident with a coherent log, rather than a flood of incidents
• Integrations that enable these additional use cases:
o Synchronization of status including acknowledgements in SolarWinds or ServiceNow, and incident state changes in ServiceNow to avoid overlapping work
o Cross linking for easy navigation between SolarWinds alerts to ServiceNow incidents
• The benefits from the SolarWinds + ServiceNow solution: Faster incident response, quicker access to operational monitoring data for service desk personnel, improved productivity and faster time to resolution
You had a strategy. You were executing it. You were then side-swiped by COVID, spending countless cycles blocking and tackling. It is now time to step back onto your path.
CCG is holding a workshop to help you update your roadmap and get your team back on track and review how Microsoft Azure Solutions can be leveraged to build a strong foundation for governed data insights.
Too often I hear the question “Can you help me with our Data Strategy?” Unfortunately, for most, this is the wrong request because it focuses on the least valuable component – the Data Strategy itself. A more useful request is this: “Can you help me apply data strategically?”Yes, at early maturity phases the process of developing strategic thinking about data is more important than the actual product! Trying to write a good (must less perfect) Data Strategy on the first attempt is generally not productive –particularly given the widespread acceptance of Mike Tyson’s truism: “Everybody has a plan until they get punched in the face.” Refocus on learning how to iteratively improve the way data is strategically applied. This will permit data-based strategy components to keep up with agile, evolving organizational strategies. This approach can also contribute to three primary organizational data goals.
In this webinar, you will learn how improving your organization’s data, the way your people use data, and the way your people use data to achieve your organizational strategy will help in ways never imagined. Data are your sole non-depletable, non-degradable, durable strategic assets, and they are pervasively shared across every organizational area. Addressing existing challenges programmatically includes overcoming necessary but insufficient prerequisites and developing a disciplined, repeatable means of improving business objectives. This process (based on the theory of constraints) is where the strategic data work really occurs, as organizations identify prioritized areas where better assets, literacy, and support (Data Strategy components) can help an organization better achieve specific strategic objectives. Then the process becomes lather, rinse, and repeat. Several complementary concepts are also covered, including:
- A cohesive argument for why Data Strategy is necessary for effective Data Governance
- An overview of prerequisites for effective strategic use of Data Strategy, as well as common pitfalls
- A repeatable process for identifying and removing data constraints
- The importance of balancing business operation and innovation
BMNT's Hacking for Defense - Mission Results 2016BMNT Partners
Born out of a combination of the rapid problem sourcing and curation Pete Newell developed on the battlefields of Iraq and Afghanistan, and Steve Blank’s Lean Startup process, Hacking for Defense (H4D) has set the national security arena afire. H4D projects have earned recognition as the fastest way to bring technological innovations to bear on defense’s thorniest problems,
whether through a BMNT enterprise effort, or a graduate-level course facilitated by Hacking for Defense, Inc (H4Di).
We’ve developed strong partnerships with academics at Stanford, Columbia, and Georgetown Universities; military organizations like DIUx, JIDO and the NGA; and with countless startups throughout Silicon Valley. Through these relationships, we’ve been able to create a vibrant ecosystem passionate about identifying, isolating and solving problems no matter what their form.
We are proud of how far we’ve come in the last year and we are already gearing up for more in 2017. Next year promises explosive growth throughout our ventures and our team is sure that they will continue to deliver the transformative results our national security forces need.
Confirming PagesLess managing. More teaching. Greater AlleneMcclendon878
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Less managing. More teaching. Greater learning.
INSTRUCTORS GET:
• Interactive Applications – book-specific interactive
assignments that require students to APPLY what
they’ve learned.
• Simple assignment management, allowing you to
spend more time teaching.
• Auto-graded assignments, quizzes, and tests.
• Detailed Visual Reporting where student and
section results can be viewed and analyzed.
• Sophisticated online testing capability.
• A filtering and reporting function
that allows you to easily assign and
report on materials that are correlated
to accreditation standards, learning
outcomes, and Bloom’s taxonomy.
• An easy-to-use lecture capture tool.
Would you like your students to show up for class more prepared? (Let’s face it, class
is much more fun if everyone is engaged and prepared…)
Want ready-made application-level interactive assignments, student progress
reporting, and auto-assignment grading? (Less time grading means more time teaching…)
Want an instant view of student or class performance relative to learning
objectives? (No more wondering if students understand…)
Need to collect data and generate reports required for administration or
accreditation? (Say goodbye to manually tracking student learning outcomes…)
Want to record and post your lectures for students to view online?
INSTRUCTORS...
With McGraw-Hill's Connect® MIS,
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Want an online, searchable version of your textbook?
Wish you could reference your textbook online while you’re doing
your assignments?
Want to get more value from your textbook purchase?
Think learning MIS should be a bit more interesting?
Connect® Plus MIS eBook
If you choose to use Connect™ Plus MIS, you have an affordable and
searchable online version of your book integrated with your other
online tools.
Connect® Plus MIS eBook offers features like:
• Topic search
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• Adjustable text size
• Jump to page number
• Print by section
Check out the STUDENT RESOURCES
section under the Connect® Library tab.
Here you’ll find a wealth of resources designed to help you
achieve your goals in the course. You’ll find things like quizzes,
PowerPoints, and Internet activities to help you study.
Every student has different needs, so explore the STUDENT
RESOURCES to find the materials best suited to you.
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Management Information Systems
FOR THE INFORMATION AGE
NINTH EDITION
Stephen Haag
DANIELS COLLEGE OF BUSINESS
UNIVERSITY OF DENVER
Maeve Cummings
KELCE COLLEGE OF BUSINESS
PITTSBURG STATE UNIVERSITY
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MANAGEMENT INFORMATION SYSTEMS FOR THE INF ...
In keeping with our goal to create an accountable system for innovation, at BMNT we start each year by accounting for our own work. Each January we produce a summary of our previous year's exploits, lessons learned, and successes. Without a doubt this is living proof that the national security innovation insurgency is alive and well!
Case Study: Building a Culture of Analytics in HR at MicronHuman Capital Media
Supporting 30,000 employees worldwide, the Workforce Information team at Micron Technology Inc. has a clear vision: When someone thinks of analytics at Micron, they want that person to think of HR. For most companies today, that seems a tall order to fulfill. And with Micron’s highly technical staff of more than 10,000 engineers, it was a particularly bold aspiration. Over the past two years Micron’s Workforce Information team, working within the HR department, has made significant progress in achieving that goal.
Since implementing Visier Workforce Analytics in late 2013, Micron’s Workforce Information team has rolled out self-service analytics to more than 150 HR leaders and business partners and more than 800 business-area managers globally. As a result, Micron is uncovering new workforce insights that can be used to make decisions that are closely linked to business performance.
For more than 30 years, Micron’s teams of dreamers, visionaries and scientists have redefined innovation — designing and building some of the world’s most advanced memory and semiconductor technologies.
Join 2014 Brandon Hall Excellence in Technology award-winner Tim Long, director of Workforce Information at Micron, as he discusses his team’s journey in enabling HR to “demand evidence and think critically.”
Long will share his team’s experience:
Developing global standards for workforce data.
Implementing a highly scalable solution for workforce analytics on demand.
Fostering a data-driven culture within HR.
Leveraging workforce analytics in HR processes, such as compensation reviews..
Speaker:
Tim Long - Director of Workforce Information Micron Technology INC.
As the director of Workforce Information at Micron Technology Inc., Tim Long leads a team of business intelligence engineers, analysts and data scientists to create insight from workforce data. Long’s team supports Micron’s strategic commitment to data-driven decision making helping to inform people decisions with sound analytics. Long holds a bachelor’s degree in mechanical engineering from the University of Wyoming and a master’s degree in business analytics from New York University’s Stern School of Business
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Canadian Immigration Tracker March 2024 - Key SlidesAndrew Griffith
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Study permit applications experiencing sharp decrease as a result of announced caps over 50 percent compared to February.
Citizenship numbers remain stable.
Slide 3 has the overall numbers and change.
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Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Many ways to support street children.pptxSERUDS INDIA
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Donate Us
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Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
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Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
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This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
2. Policy Impact
& Outreach
Hacking 4
Defense
CONOPS
Development
Defense
Innovation
Scholars
Program
Internships &
Professional
Workforce
Development
National
Security
Education
penitus cogitare, cito agere, think deeply, act quickly
3.
4. Policy Impact
& Outreach
Hacking 4
Defense
CONOPS
Development
Defense
Innovation
Scholars
Program
Internships &
Professional
Workforce
Development
National
Security
Education
Classes
5. Military Mentors
Katharine Beamer
(DOS)
CAPT Lushan Hannah
(USCG)
Col Jennifer Branigan
(USAF)
COL Drew Conover
(USA)
LtCol Michael
Feuquay (USMC)
LCDR Brian Harrington
(USN)
Lt Col Oliver Lause
(USAF)
LTC Keith Miller
(USA)
COL Carol Stauffer
(USA)
Lt Col Brandon
Shroyer (USAF)
6. ● After H4D - first product was NLP
system for foreign docs for
counterterrorism ops
● No product-mission fit – no longer a
“top 3 problem” for DOD
● Relying on H4D’s build-test-learn -
pivoted to apply same tech to peer
competitor data
● Instant user demand to analyze
foreign information for competition /
deterrence
Growing Vannevar Labs from Hacking4Defense
Product
Pivot
(2020)
● Two Stanford MBA founders - fmr DoD
intel analyst and fmr In-Q-Tel investor -
with goal to build defense AI company
● Raised $4.5M seed round in early 2019
from top Silicon Valley VCs
● Formed a H4D team around AI
analytics for intel data sponsored by
ODNI - with 3 comp sci students
● Identified challenges with DOD data
pipelines and network of DOD
‘intrapreneurs’ driving change
Hacking4Defense
(2019)
Vannevar Labs
(2022)
● Launched first China pilot with 5 users
at INDOPACOM in January 2021
● By May - deployed with 60+ more users
in INDOPACOM and SOCOM
● Raised a $12M Series A led by Silicon
Valley VCs based on pilot revenue
● Now deployed across 15+ DOD groups
with hundreds of users
● Current goal is to grow pilots into
larger projects with DoD PMs
7. Mission Readiness Driven by Data
Where we started one year ago…
Jeff Jang
MBA
Jordi Vila
MBA
Jack
Hochschild
MS AA,
PhD CEE
Dilan Nana
BSc/MS CS
“Air Force Fleet Management and Analysis
(FM&A) personnel need a way to quickly and
easily ascertain the functionality of vehicles
across their fleet in order to better prioritize
resources and manage maintenance
workflows.”
150
Interviews
14
Survey Responses
Across 20 USAF
bases
Hours of manual
work
Limited insights
No planning
capabilities
Reactive not
predictive
Outdated data and
reports
Prone to human error
Problem Statement:
“DPAS stores the data, but
doesn’t serve us to
conduct our mission.
That’s why everyone has
these spreadsheets.”
- LRS Commander
“Digesting these
spreadsheets is hell.”
- Vehicle Management
Superintendent
8. Mission Readiness Driven by Data
What was the H4D experience like?
4. MVPs: Fail Fast, and iterate, iterate, iterate
1. Deep focus on Problem and Customer discovery
2. Get out of the classroom
3. When designing a solution, validate it with your end-users
“This tool would save us over 40 hours
a week generating reports and
insights”
- Lead Mechanic
“This is exactly what we’ve been
looking for. How can we help?”
- LRS Commander
9. Mission Readiness Driven by Data
Where we are today
Status quo
1. H4X accelerator - $20k grant
from BMNT and Office of Naval
Research
2. Deployed platform to 4th LRS at
Seymour Johnson AFB
3. Received signed letters of
interest from 29 different USAF
bases across the world.
4. Awaiting results on $1.25M
AFWERX Direct to Phase II SBIR
grant (MOU endorsed by Maj
Gen. Linda Hurry)
5. Won the DoD Chief Information
Officer (CIO) award at the 15th
Air Force Level; nominated to
ACC (MAJCOM) level
6. Won the 2021 Logistics Officer
Association Trailblazer Award
for Small Business Team
Export and share
reports
Identify trends in
maintenance
issues
View statuses of
all vehicle
repairs
Real-time,
at a glance
metrics
Streamline
critical vehicle
repairs
Order parts
ahead of
breakdowns
Predictive
maintenance
Align staffing to
maintenance
jobs
Utilization of full
life of vehicles
Time intensive,
manual
reporting
Lack of
maintenance
insights
Limited vehicle
repair tracking
Static metrics
Inconsistent
repair
prioritizations
No parts
forecasting
(long backlog)
Reactive /
Preventative
maintenance
Manual staffing
assignments
Underutilization
of vehicles
10. Mission Readiness Driven by Data
We are building a wedge to become the Logistics Hub for Fleet
Maintenance across the DoD
10
Our Wedge within the Air Force
Databases
Fleet
Dashboards
Workforce
Planning
Supply Chain
integration
Dynamic
Scheduling
Predictive
Maintenance
AF Network
Compliant
DoD-wide
Fleet Overview
Predictive vehicle and
workforce planning
Reach out at
info@goflip.ai
11. Rebecca Jacobson Angela Smith Alex Nielsen Osman Ghandour Chelsie Hall
MBA 2022 MBA 2022 BA International Relations ‘22 MS MS&E ‘23 Stanford Venture Studios
Management Consulting,
Government, Campaigns
US Army, Special Operations
Civil Affairs
Software Engineering,
International Relations
Strategy, Systems Optimization &
Modeling
Social Analytics and Narratives
Expert
PROBLEM: Social media disinformation identification, analysis, & prediction
Lt. Col (R) Donnie Hasseltine COL (R) Brad Boyd Katie Tobin
Defense Mentor Defense Mentor Business Mentor
TEAM DISINFORMATIX
MENTORS
Lt. Col Steven Raymer
SOCOM- Joint MISO WebOps Center
SPONSOR
13. Policy Impact
& Outreach
Hacking 4
Defense
CONOPS
Development
Defense
Innovation
Scholars
Program
Internships &
Professional
Workforce
Development
National
Security
Education
Classes
15. Policy Impact
& Outreach
Hacking 4
Defense
CONOPS
Development
Defense
Innovation
Scholars
Program
Internships &
Professional
Workforce
Development
National
Security
Education
Classes
16. Technology, Innovation, and Great
Power Competition
INTLPOL 340; MS&E 296
Steve Blank, Joe Felter, Raj Shah, David Hoyt
17. Education - the missing link in the
American semiconductor strategy?
Team ShortCircuit’s Problem Statement: How should the US Government
augment the domestic semiconductor workforce through education and
innovation initiatives to increase its semiconductor sector competitiveness?
April 5, 2022
Miku Yamada
- MIP 23’
- BA Law and Political
Science
Mikk Raud
- MIP 22’
- MA Economics & Mgmt
- BA Law and Politics
David Sprague
- MIP 22’
- BS Systems Engineering
Abeer Dahiya
- BA Economics
- BS Mathematical &
Computational Science
Youngjun Kwak
- MS Management Science &
Engineering
- BSFS International Political
Economy
18. 37 interviews across the ecosystem
Academia Think tanks
Investors Industry
Government
19. Key stakeholders’ risks and priorities
Lack of sufficient
research funding
Loss of high quality
researchers
Academia
Better research
funding & incentives
to work at US
universities &
research orgs
Lack of tax
incentives
Strict immigration
policies
Industry
Talent & workforce
development &
retention
Sparse deal flow
High capex, low
initial RoE, high
B2E/strong IP
Investors
“Priming the
pump”, believable
success of VC model
to hardware
Heavy
manufacturing
dependence on
East Asia
China’s advances
US Govt
Build fabs &
eventually build up
manufacturing
ecosystem
Hardware
coursework less
accessible
Fewer employment
opportunities vs.
software
Students
Develop hardware
curricula encouraging
entrepreneurship &
innovation
20. Our Solution:
Incentivize Hardware Education and
Innovation
K12-STEM
initiatives to spur
early interest
Improving
undergraduate
access to industry
Underwrite
appropriate financial
risk
Design courses to
establish link between
hardware & software
‘Fab in the box’ for
accessible innovation
tools
High school
hackathons and
competitions
Leverage venture
equity for hardware
acceleration
Modernize
hardware curricula,
across the board
Launch fabternships
with TSMC, Intel etc.
Courses linking market
insights with hardware
innovation and
ventures
Expert-led fund, using
public-private money
to generate flow
Experimental lab
classes, like e-waste
teardowns
21. All stakeholders validated our solution
Academia Industry
Investors
YES
But we need
interesting
classes to get
hooked by
hardware
Students US Govt
YES
We need
balanced
curricula that
target a
diverse array
of students
YES
We need a
greater role
for experts in
the VC
process; K-12
education
will bring
young talent
YES
We need co-
location of
industry and
education to
unlock EoS
PENDING
However, the
principal
author of the
CHIPS Act
supports our
discovery
22. Guest Speakers TIGPC Fall 2021
Sec. Jim Mattis
Matt Pottinger
Amb. Mike McFaul Gen. John Raymond
Space Force
Sec. Condoleezza Rice
Mike Brown
DIU
Mark McLaughlin
Palo Alto Networks
Tarun Chhabra
NSC
Michael Sulmeyer
23. Policy Impact
& Outreach
Hacking 4
Defense
CONOPS
Development
Defense
Innovation
Scholars
Program
Internships &
Professional
Workforce
Development
National
Security
Education
Classes
24. Defense Innovation Scholars Program
● Inaugural Cohort of Scholars Selected
● Over 25 students (graduate and undergraduate) selected
across a range of academic programs e.g. Law, MBA, CS, ME,
EE, Econ, MS&E, PoliSci
● Defense Innovation scholars learn to apply the Lean
methodology in a multi-quarter Hacking 4 National Security
project
● Expanding the program to Yale and Harvard this Spring
25. Army Venture Capital Initiative
April 5th, 2022
Leopold van den Daele
BA Product Design ‘24
Sophia Danielpour
BA Economics ‘24
Joshua Vanderlip
GSB MSx ‘21
Andy Yakulis, MAJ
GSB MSx ‘22
26. 26
DoD’s Innovation Ecosystem is Fatally Flawed
Venture Capital firms do not want to invest in DoD-only companies:
investment returns face speed and risk levels that are unacceptable.
DoD attempts to spur innovation have merely created a system of
innovation tourism, focused on early-stage ventures.
The Defense Primes are best suited for the procurement of large
material solutions, not innovative technology.
2002 NDAA attempted a unique solution: AVCI “1.0”received $48m
from Congress over 10 years with ZERO transition technologies
27. 28
After 54 Interviews, Our Team’s Recommendations:
Fund and Leverage “AVCI 2.0” managed by relevant firm via AFC
1
Encourage Larger Investments in Mid-Stage, Dual-Use Companies
2
Propose parallel 501(c)(3) Venture Capital Arms for Each Military
Branch
3
Appropriately Fund and Encourage NSIC (DIU) to Use Existing
Authorities (2019 NDAA) For Equity Investing
4
Create a DoD Funded competitive $750m Venture Capital Evergreen Fund
focused on investing in mid-staged dual use technologies.
28. 29
Our Team’s Next Steps…
We are creating a curated database of crowdsourced information
by defense tech companies for future defense tech companies.
29. Capt. Taylor Applegate
● JD/MIP
● Project: Exploring
adversaries’ surveillance of
Americans through use of
digital spyware on
personal electronics
Defense Innovation Scholars Work on Pressing National Security Issues
Malaina Kapoor
● B.A.
● Project:
Understanding and
disrupting terrorist
recruitment pathways
in South Asia
Sally Egan
● B.A./B.S.
● Project:
Understanding the
PRC’s doctrine of
Cognitive Warfare and
devising potential
U.S. counters
Abeer Dahiya
● B.A./B.S.
● Project: Exploring
India-U.S. military
cooperation on
countering PRC high
altitude drones in the
Himalayas
30. Policy Impact
& Outreach
Hacking 4
Defense
CONOPS
Development
Defense
Innovation
Scholars
Program
Internships &
Professional
Workforce
Development
National
Security
Education
Classes
31. Sunnylands IndoPacific Security Dialogue
December ‘21
Policy Impact & Outreach - National Security Innovation Events
Indonesian Army - Tech &
National Security
September ‘21
SOCPAC
March ‘22
Hedge Strategy Roundtable
March ‘22
Roundtable
March ‘22
XXXX
XXXX
32. Quad Emerging Technology Track 1.5 Conference
Maya Guzdar
● B.A.
● OSD Intern
● Schwarzman Scholar
● GKC worked with NSC’s Tarun Chhabra
and the Hoover Institution to organize
and run Quad’s inaugural emerging
technology track 1.5 conference
● Convened experts on Biotechnology, 5G,
Semiconductors, Standard setting, etc.
● Event advanced the Quad’s agenda
33. Policy Impact
& Outreach
Hacking 4
Defense
CONOPS
Development
Defense
Innovation
Scholars
Program
Internships &
Professional
Workforce
Development
National
Security
Education
Classes
34. Innovation Workforce Story: Jared Dunnmon
● BSE (Duke), MSc (Oxford), MBA (Oxford), PhD
(Stanford), Postdoc (Stanford)
● Experience in engineering, energy, & policy
● Currently Defense Innovation Unit - AI/ML
(Technical Director)
● Soon to head to Office of the Secretary of
Defense
35. Innovation Workforce: GKC INDOPACOM J5 Internship
● Kyle Duchynski (M.S.) interned at the
INDOPACOM J5 working on a mixture of
future strategic challenges
● Deputy J5 Brig Gen Short has advocated
for him continuing his work
● INDOPACOM is now seeking future
Stanford GKC Fellows