The document discusses innovation and innovators, including:
1) Experts are no better than chance at predicting the future, as shown in a study of expert forecasts.
2) New technologies often disrupt existing markets, as seen with smartphones replacing devices like cameras, music players, and more.
3) To be innovative, one must be willing to challenge assumptions, think differently than others, and learn from failures through iteration.
The document discusses the difficulty of predicting innovation and the future of technology. It notes that experts are often not as accurate as chance in their predictions, and that truly innovative companies are able to achieve what experts deem impossible or improbable. The document also highlights how industries and leading companies are often disrupted by new innovations and new players that emerge.
Wearable Technology - Learning, Connecting, Monitoring and Posing Seymourpowell
Probably the most discussed technological advancements since the iPhone was introduced, wearable technology embodies the unavoidable and fascinating era of enmeshing computers and advanced electronic technologies onto our selves – through accessories and clothing. In sci-fi speak – it is the biological integration of electromechanical elements for the benefit of the human self. Cyborgs, then.
In this article I will explore four key questions with wearables –
Will wearable technology make us more skilful?
Will it make us more connected?
Will it make us healthier?
Will it be stylish?
In each, I will strive to understand the potential and concern for technology in these areas and explore how effective this tech is at replacing something inferior, or not.
This issue of MIT Technology Review discusses various topics related to technology and its impact. The cover story profiles Buzz Aldrin and discusses how technological progress has failed to solve major problems like providing electricity and clean water to all. Other articles examine challenges like Alzheimer's disease, traffic congestion, education, and more. The issue also includes reviews of how technology is changing art, music, and literary styles. Feedback from readers debates arguments around policies for renewable energy.
10 Breakthrough Technologies 2013, MIT Technology ReviewPedro Moneo
The document discusses MIT Technology Review's annual list of the 10 most important technological milestones from previous years. It provides examples of technologies from past lists that have proven successful like microfluidics in 2001 and data mining in 2001. It also gives examples of technologies that have not yet proven successful like personal genomics in 2004 and nanocharging solar in 2007. The document aims to show the publication's track record of identifying technologies that will have major impacts, both positively and negatively.
This document provides an overview of Singularity University, an organization focused on accelerating technologies like artificial intelligence, robotics, biotechnology, nanotechnology, medicine, and neuroscience. It summarizes Singularity University's programs, including a 10-week graduate program, 7-day executive programs, and 1-3 day custom programs. It also lists some notable faculty and speakers, including founders of companies like Google, Intel, and Synthetic Genomics.
AI needs UI/UX discusses challenges with designing user interfaces for artificial intelligence and autonomous technologies. It notes that as AI capabilities continue advancing, UI/UX designers must find ways to visually support and establish trust in AI. The document presents a 3+1 design philosophy for autonomous vehicles that ensures users understand the vehicle's state and decision-making. It argues that combining UI/UX and AI will allow products to intuitively serve each user's unique needs as these systems grow smarter over time.
Technology is enabling new opportunities and changing the world. WOR(l)D is at the forefront of this change, developing innovative technologies like Helo, a wristband that monitors health in real-time. Helo tracks vitals, sleep, exercise and more using sensors and minerals. It aims to improve quality of life. WOR(l)D is growing rapidly with over 700,000 members in over 100 countries and $150 million in annual sales. The company's compensation plan pays up to 50% commissions on product sales and has paid over $100 million to date.
The document discusses the difficulty of predicting innovation and the future of technology. It notes that experts are often not as accurate as chance in their predictions, and that truly innovative companies are able to achieve what experts deem impossible or improbable. The document also highlights how industries and leading companies are often disrupted by new innovations and new players that emerge.
Wearable Technology - Learning, Connecting, Monitoring and Posing Seymourpowell
Probably the most discussed technological advancements since the iPhone was introduced, wearable technology embodies the unavoidable and fascinating era of enmeshing computers and advanced electronic technologies onto our selves – through accessories and clothing. In sci-fi speak – it is the biological integration of electromechanical elements for the benefit of the human self. Cyborgs, then.
In this article I will explore four key questions with wearables –
Will wearable technology make us more skilful?
Will it make us more connected?
Will it make us healthier?
Will it be stylish?
In each, I will strive to understand the potential and concern for technology in these areas and explore how effective this tech is at replacing something inferior, or not.
This issue of MIT Technology Review discusses various topics related to technology and its impact. The cover story profiles Buzz Aldrin and discusses how technological progress has failed to solve major problems like providing electricity and clean water to all. Other articles examine challenges like Alzheimer's disease, traffic congestion, education, and more. The issue also includes reviews of how technology is changing art, music, and literary styles. Feedback from readers debates arguments around policies for renewable energy.
10 Breakthrough Technologies 2013, MIT Technology ReviewPedro Moneo
The document discusses MIT Technology Review's annual list of the 10 most important technological milestones from previous years. It provides examples of technologies from past lists that have proven successful like microfluidics in 2001 and data mining in 2001. It also gives examples of technologies that have not yet proven successful like personal genomics in 2004 and nanocharging solar in 2007. The document aims to show the publication's track record of identifying technologies that will have major impacts, both positively and negatively.
This document provides an overview of Singularity University, an organization focused on accelerating technologies like artificial intelligence, robotics, biotechnology, nanotechnology, medicine, and neuroscience. It summarizes Singularity University's programs, including a 10-week graduate program, 7-day executive programs, and 1-3 day custom programs. It also lists some notable faculty and speakers, including founders of companies like Google, Intel, and Synthetic Genomics.
AI needs UI/UX discusses challenges with designing user interfaces for artificial intelligence and autonomous technologies. It notes that as AI capabilities continue advancing, UI/UX designers must find ways to visually support and establish trust in AI. The document presents a 3+1 design philosophy for autonomous vehicles that ensures users understand the vehicle's state and decision-making. It argues that combining UI/UX and AI will allow products to intuitively serve each user's unique needs as these systems grow smarter over time.
Technology is enabling new opportunities and changing the world. WOR(l)D is at the forefront of this change, developing innovative technologies like Helo, a wristband that monitors health in real-time. Helo tracks vitals, sleep, exercise and more using sensors and minerals. It aims to improve quality of life. WOR(l)D is growing rapidly with over 700,000 members in over 100 countries and $150 million in annual sales. The company's compensation plan pays up to 50% commissions on product sales and has paid over $100 million to date.
The document discusses the evolution of technology products from a technology-centered focus to a more human-centered approach. In the early days of a new technology, some consumers will adopt it despite flaws because the benefits outweigh the costs. However, as the technology matures, usability and fulfilling real user needs become more important than touting new features. The computer industry is still in an adolescent phase focused on technological improvements rather than providing quiet, competent service.
This document provides an introduction and overview of the MIT Sloan School of Management Reunion Startup Showcase for the Class of 2011. It highlights some of the entrepreneurial activities and startup companies founded by MIT Sloan alumni from the Class of 2011. The document lists 36 startup companies founded by MIT Sloan alumni from the Class of 2011 and provides a brief description for several of the companies, including information on what they do, words of wisdom from the founders, number of employees, funding status, and contact details. It thanks the sponsors who supported the startup showcase event.
The document provides an overview of Apple's structure and ownership as a media company. It discusses that Apple was originally founded by Steve Jobs, Steve Wozniak, and Ronald Wayne and is now a publicly owned company. It also outlines Apple's organizational structure with 10 senior vice presidents and describes its main competitors as Microsoft and Samsung. One controversy discussed is Apple accusing Samsung of copying the iPad design, which led to a UK court ruling against Apple.
This document summarizes key trends in the hardware startup industry and lessons from HAX, a hardware accelerator in Shenzhen. It outlines that building quality hardware has become harder as it requires a wider range of skills from mechanical to software to business. Startups are targeting more specific problems instead of general technologies. Locating in Shenzhen allows startups to prototype and manufacture rapidly. The hardware industry is growing stronger with companies like Xiaomi raising billions and plans to fund 100 startups. Crowdfunding has become a new way to fund startups and get to market faster with less capital. Scaling too quickly without solid unit economics or supply chain experience can lead startups to fail.
This document discusses various perspectives on the role of technology in modern society. It presents extracts from recent articles on how technology is affecting lives, jobs, learning, and more. Both benefits and dangers of technical progress are noted. Opinions are mixed regarding topics like smartphones in the classroom, changing work environments with artificial intelligence, and equitable access to technological advances.
Corporate profile of the Silicon Straits group, an innovation tribe in Asia Pacific that is building a better platform for designers, engineers & entrepreneurs to get together, be inspired, make things and start or grow companies.
Silicon Straits has offices in Singapore, Ho Chi Minh City and Yangon, and oversees investments in the United States, United Kingdom, Hong Kong and Singapore.
In the early days of product development, the technology is inferior and lacking in performance. The focus is very much on the technology itself. The users are enthusiast who like the idea of the product, find use for it, and except the lack of performance. Then as the product becomes more mature, other factors become important, such as price, design, features, portability. The product moves from being a technology to become a consumer item, and even a commodity.
In this lecture we explore the change from technology focus to consumer focus, and look at why people stand in line overnight to buy the latest gadgets.
James Chan is the founder and CEO of Silicon Straits, which aims to build a startup ecosystem in Asia Pacific. Silicon Straits operates at the intersection of ideas, capital, and talent through its venture fund, incubator programs, coworking space in Singapore (CO.LAB), and software development team in Vietnam (SAIGON). While startup ecosystems take decades to develop, Silicon Straits hopes to help accelerate the process in emerging markets through initiatives that bring together entrepreneurs, engineers, designers, investors and advisors. The goal is to provide the necessary platforms, resources and connections for individuals and teams to develop their ideas and start new companies.
How to Manage Conflict: An Inevitable Part of Data GovernanceDATAVERSITY
Conflict is an inevitable part of data governance. The document outlines five steps to manage conflict: 1) Don't react immediately, observe the situation without judgment; 2) See the issue from the other side's perspective; 3) Reframe the problem to find shared interests rather than differing positions; 4) Build a solution where all parties can achieve their objectives; 5) Use reason rather than force or threats to reach a resolution. Managing conflict effectively requires understanding different perspectives and finding cooperative solutions.
Reading a fresh trend report should fill your head with new perspectives on how to transform your business. However, the value of a trend report often hinges on the ability to translate its themes correctly into good ideas. When misunderstood, trends can feel uninspiring, confusing, or just plain weird. Given that there are few standards for how trends should be communicated, the chances of misinterpreting them seems high. Two experiments using ideation sessions showed that sensory language and image-based priming can dramatically improve a person’s ability to translate trend information into relevant ideas. Learn why a “chef-inspired” trend is better than a “gourmet” one, or why “hallucinogenic” properties are better than “mood-altering” ones.
The document discusses how IBM has remained successful over decades of technological change by maintaining connections with customers, embracing openness and business-relevant innovation, and planning financial strategies to exit commoditized businesses. It also examines theories for forecasting technological trends and identifies opportunities by targeting underserved customer needs, pursuing "good enough" solutions, and innovating in ways competitors do not.
This document discusses innovation and the difficulty of predicting the future. It makes three key points:
1) Experts and analysts are often unable to accurately predict new technologies and market shifts. The success of companies like Google, Facebook, and Twitter showed that experts failed to foresee the importance of social media and mobile.
2) Large, established companies tend to focus on incremental improvements to existing markets and products, rather than disruptive innovation. True innovation often comes from startups and entrepreneurs who invent new markets and disrupt existing industries.
3) It is difficult but important to maintain an open and optimistic mindset about innovation and the future. Rapid technological changes will continue to accelerate, so adaptability and a willingness to embrace
IT may provide opportunities for innovation during economic downturns. While hard times present challenges, necessity can drive invention, as seen by successful companies launched during recessions. IT in particular enables high-impact innovations due to its wide-ranging influence and ability to automate tasks and connect people. For Sri Lanka, focusing on open source IT projects through organizations like Apache Software Foundation provides a competitive advantage against larger competitors and has led to economic opportunities.
TDWI Keynote: Outside In - The Future of Business Intelligence innovationmark madsen
The real future of business intelligence rather than the retro future we've been building, and where to look for inspiration and innovation in the future.
Using Data for Decisions TechinAsia Singapore 2015Eli Schwartz
This document summarizes a presentation about avoiding regretful decisions using the example of Western Union passing on the opportunity to invest in the telephone 139 years ago for $100k. It discusses how Western Union decided the telephone was an "idiotic" and "ungainly" device, missing out on its future success. The document then asks the reader to imagine being the CEO of Nokia considering an investment in a new mobile operating system and provides survey results from over 300 respondents suggesting high satisfaction with competitors' products but openness to a smart contact lens, advising Nokia to potentially invest.
The document discusses several topics related to technology, architecture, and consumer needs. It provides advice on balancing enterprise needs with consumer innovation, adopting a consumer-oriented approach to architecture, and understanding human capacity and context to build effective solutions. It also cautions against assumptions that a single solution can last forever or applying technology before understanding the problem.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
WHY DO SO MANY ANALYTICS PROJECTS STILL FAIL?Haluk Demirkan
“KEY CONSIDERATIONS FOR DEEP ANALYTICS ON BIG DATA FOR DEEP LEARNING”
What is Big Data? Big Data, which means many things to many people, is not a new technological fad. In addition to providing innovative solutions and operational insights to enduring challenges and opportunuties, big data with deep analytics instigate new ways to transform processes, organizations, entire industries, and even society all together. Pushing the boundaries of deep data analytics uncovers new.
Big Data is not just “big.” The exponentially growing volume of the data is only one of many characteristics that are often associated with Big Data, such as variety, velocity, veracity and others (6Vs).
By now, we should already have knowledge and experience to have successful data and analytics enabled decision support systems. So why do these projects still fail, and why are executives and users are still so unhappy? While there are many reasons for this high failure rate, the biggest is that companies still treat these projects as just another IT project. Big data analytics is neither a product nor a computer system. It is, rather, a constantly evolving strategy, vision and architecture that continuously seek to align an organization’s operations and direction with its strategic business goals with strategic, tactical and operational decisions.
This document provides a summary of the July/August 2014 issue of the magazine Analytics. The summary includes:
- Key articles in the issue discuss real-time text analytics using social media data, why analytics projects fail, the bright job prospects for data scientists, how IBM has used analytics for transformation, and forecasts of popular analytics software.
- Short descriptions and headlines are provided for additional sections and departments in the magazine including executive interviews, columns on healthcare and other analytics topics, and previews of upcoming analytics conferences.
- Information is given about the magazine's publisher and editorial board. The magazine is published by INFORMS to support the analytics profession and drive better business decisions.
This document discusses how telecommunications companies can survive and prosper in the 21st century. It notes that technology, competition, and customer demands are changing rapidly. Companies that hold onto the past will die. The document recommends that telecom companies recognize changes that have already happened and are still to come, look for big opportunities, and change their business models. It suggests stopping dumb questions and assumptions about things like bandwidth needs, network control, and customer behavior. The document predicts major changes like voice services being killed by VOIP, networks bypassed by wireless, and anyone providing network services. It recommends moving to all-IP networks and fiber deployment to drastically reduce costs. The biggest predictions are positioning systems surpassing communications, sensor networks becoming all
Ps097: RandomHouse Digital Day presentation on Making MagicIan Jindal
Presentation given to the Random House Digital Day in December 2009. A reprise of my Keynote at Econsultancy's Future of Digital Marketing conference, this presentation looks at Marketing Magic from the perspective of digital publishers.
This document summarizes the European Innovation Academy's 4th edition held in 2014 in Nice, France. Over 400 students, speakers, mentors, and professors from 40 countries attended the event. The academy hosted ambitious students and mentors from top universities around the world. The event focused on helping startup teams launch new businesses in 15 days through prototyping, customer validation, and other execution activities. Emerging technologies like 3D printing, big data, and brain-computer interfaces were also discussed in the context of innovation opportunities. The overall goal of the academy was to help participants challenge themselves and learn from both successes and failures in innovating and executing on new ideas.
The document discusses the evolution of technology products from a technology-centered focus to a more human-centered approach. In the early days of a new technology, some consumers will adopt it despite flaws because the benefits outweigh the costs. However, as the technology matures, usability and fulfilling real user needs become more important than touting new features. The computer industry is still in an adolescent phase focused on technological improvements rather than providing quiet, competent service.
This document provides an introduction and overview of the MIT Sloan School of Management Reunion Startup Showcase for the Class of 2011. It highlights some of the entrepreneurial activities and startup companies founded by MIT Sloan alumni from the Class of 2011. The document lists 36 startup companies founded by MIT Sloan alumni from the Class of 2011 and provides a brief description for several of the companies, including information on what they do, words of wisdom from the founders, number of employees, funding status, and contact details. It thanks the sponsors who supported the startup showcase event.
The document provides an overview of Apple's structure and ownership as a media company. It discusses that Apple was originally founded by Steve Jobs, Steve Wozniak, and Ronald Wayne and is now a publicly owned company. It also outlines Apple's organizational structure with 10 senior vice presidents and describes its main competitors as Microsoft and Samsung. One controversy discussed is Apple accusing Samsung of copying the iPad design, which led to a UK court ruling against Apple.
This document summarizes key trends in the hardware startup industry and lessons from HAX, a hardware accelerator in Shenzhen. It outlines that building quality hardware has become harder as it requires a wider range of skills from mechanical to software to business. Startups are targeting more specific problems instead of general technologies. Locating in Shenzhen allows startups to prototype and manufacture rapidly. The hardware industry is growing stronger with companies like Xiaomi raising billions and plans to fund 100 startups. Crowdfunding has become a new way to fund startups and get to market faster with less capital. Scaling too quickly without solid unit economics or supply chain experience can lead startups to fail.
This document discusses various perspectives on the role of technology in modern society. It presents extracts from recent articles on how technology is affecting lives, jobs, learning, and more. Both benefits and dangers of technical progress are noted. Opinions are mixed regarding topics like smartphones in the classroom, changing work environments with artificial intelligence, and equitable access to technological advances.
Corporate profile of the Silicon Straits group, an innovation tribe in Asia Pacific that is building a better platform for designers, engineers & entrepreneurs to get together, be inspired, make things and start or grow companies.
Silicon Straits has offices in Singapore, Ho Chi Minh City and Yangon, and oversees investments in the United States, United Kingdom, Hong Kong and Singapore.
In the early days of product development, the technology is inferior and lacking in performance. The focus is very much on the technology itself. The users are enthusiast who like the idea of the product, find use for it, and except the lack of performance. Then as the product becomes more mature, other factors become important, such as price, design, features, portability. The product moves from being a technology to become a consumer item, and even a commodity.
In this lecture we explore the change from technology focus to consumer focus, and look at why people stand in line overnight to buy the latest gadgets.
James Chan is the founder and CEO of Silicon Straits, which aims to build a startup ecosystem in Asia Pacific. Silicon Straits operates at the intersection of ideas, capital, and talent through its venture fund, incubator programs, coworking space in Singapore (CO.LAB), and software development team in Vietnam (SAIGON). While startup ecosystems take decades to develop, Silicon Straits hopes to help accelerate the process in emerging markets through initiatives that bring together entrepreneurs, engineers, designers, investors and advisors. The goal is to provide the necessary platforms, resources and connections for individuals and teams to develop their ideas and start new companies.
How to Manage Conflict: An Inevitable Part of Data GovernanceDATAVERSITY
Conflict is an inevitable part of data governance. The document outlines five steps to manage conflict: 1) Don't react immediately, observe the situation without judgment; 2) See the issue from the other side's perspective; 3) Reframe the problem to find shared interests rather than differing positions; 4) Build a solution where all parties can achieve their objectives; 5) Use reason rather than force or threats to reach a resolution. Managing conflict effectively requires understanding different perspectives and finding cooperative solutions.
Reading a fresh trend report should fill your head with new perspectives on how to transform your business. However, the value of a trend report often hinges on the ability to translate its themes correctly into good ideas. When misunderstood, trends can feel uninspiring, confusing, or just plain weird. Given that there are few standards for how trends should be communicated, the chances of misinterpreting them seems high. Two experiments using ideation sessions showed that sensory language and image-based priming can dramatically improve a person’s ability to translate trend information into relevant ideas. Learn why a “chef-inspired” trend is better than a “gourmet” one, or why “hallucinogenic” properties are better than “mood-altering” ones.
The document discusses how IBM has remained successful over decades of technological change by maintaining connections with customers, embracing openness and business-relevant innovation, and planning financial strategies to exit commoditized businesses. It also examines theories for forecasting technological trends and identifies opportunities by targeting underserved customer needs, pursuing "good enough" solutions, and innovating in ways competitors do not.
This document discusses innovation and the difficulty of predicting the future. It makes three key points:
1) Experts and analysts are often unable to accurately predict new technologies and market shifts. The success of companies like Google, Facebook, and Twitter showed that experts failed to foresee the importance of social media and mobile.
2) Large, established companies tend to focus on incremental improvements to existing markets and products, rather than disruptive innovation. True innovation often comes from startups and entrepreneurs who invent new markets and disrupt existing industries.
3) It is difficult but important to maintain an open and optimistic mindset about innovation and the future. Rapid technological changes will continue to accelerate, so adaptability and a willingness to embrace
IT may provide opportunities for innovation during economic downturns. While hard times present challenges, necessity can drive invention, as seen by successful companies launched during recessions. IT in particular enables high-impact innovations due to its wide-ranging influence and ability to automate tasks and connect people. For Sri Lanka, focusing on open source IT projects through organizations like Apache Software Foundation provides a competitive advantage against larger competitors and has led to economic opportunities.
TDWI Keynote: Outside In - The Future of Business Intelligence innovationmark madsen
The real future of business intelligence rather than the retro future we've been building, and where to look for inspiration and innovation in the future.
Using Data for Decisions TechinAsia Singapore 2015Eli Schwartz
This document summarizes a presentation about avoiding regretful decisions using the example of Western Union passing on the opportunity to invest in the telephone 139 years ago for $100k. It discusses how Western Union decided the telephone was an "idiotic" and "ungainly" device, missing out on its future success. The document then asks the reader to imagine being the CEO of Nokia considering an investment in a new mobile operating system and provides survey results from over 300 respondents suggesting high satisfaction with competitors' products but openness to a smart contact lens, advising Nokia to potentially invest.
The document discusses several topics related to technology, architecture, and consumer needs. It provides advice on balancing enterprise needs with consumer innovation, adopting a consumer-oriented approach to architecture, and understanding human capacity and context to build effective solutions. It also cautions against assumptions that a single solution can last forever or applying technology before understanding the problem.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
WHY DO SO MANY ANALYTICS PROJECTS STILL FAIL?Haluk Demirkan
“KEY CONSIDERATIONS FOR DEEP ANALYTICS ON BIG DATA FOR DEEP LEARNING”
What is Big Data? Big Data, which means many things to many people, is not a new technological fad. In addition to providing innovative solutions and operational insights to enduring challenges and opportunuties, big data with deep analytics instigate new ways to transform processes, organizations, entire industries, and even society all together. Pushing the boundaries of deep data analytics uncovers new.
Big Data is not just “big.” The exponentially growing volume of the data is only one of many characteristics that are often associated with Big Data, such as variety, velocity, veracity and others (6Vs).
By now, we should already have knowledge and experience to have successful data and analytics enabled decision support systems. So why do these projects still fail, and why are executives and users are still so unhappy? While there are many reasons for this high failure rate, the biggest is that companies still treat these projects as just another IT project. Big data analytics is neither a product nor a computer system. It is, rather, a constantly evolving strategy, vision and architecture that continuously seek to align an organization’s operations and direction with its strategic business goals with strategic, tactical and operational decisions.
This document provides a summary of the July/August 2014 issue of the magazine Analytics. The summary includes:
- Key articles in the issue discuss real-time text analytics using social media data, why analytics projects fail, the bright job prospects for data scientists, how IBM has used analytics for transformation, and forecasts of popular analytics software.
- Short descriptions and headlines are provided for additional sections and departments in the magazine including executive interviews, columns on healthcare and other analytics topics, and previews of upcoming analytics conferences.
- Information is given about the magazine's publisher and editorial board. The magazine is published by INFORMS to support the analytics profession and drive better business decisions.
This document discusses how telecommunications companies can survive and prosper in the 21st century. It notes that technology, competition, and customer demands are changing rapidly. Companies that hold onto the past will die. The document recommends that telecom companies recognize changes that have already happened and are still to come, look for big opportunities, and change their business models. It suggests stopping dumb questions and assumptions about things like bandwidth needs, network control, and customer behavior. The document predicts major changes like voice services being killed by VOIP, networks bypassed by wireless, and anyone providing network services. It recommends moving to all-IP networks and fiber deployment to drastically reduce costs. The biggest predictions are positioning systems surpassing communications, sensor networks becoming all
Ps097: RandomHouse Digital Day presentation on Making MagicIan Jindal
Presentation given to the Random House Digital Day in December 2009. A reprise of my Keynote at Econsultancy's Future of Digital Marketing conference, this presentation looks at Marketing Magic from the perspective of digital publishers.
This document summarizes the European Innovation Academy's 4th edition held in 2014 in Nice, France. Over 400 students, speakers, mentors, and professors from 40 countries attended the event. The academy hosted ambitious students and mentors from top universities around the world. The event focused on helping startup teams launch new businesses in 15 days through prototyping, customer validation, and other execution activities. Emerging technologies like 3D printing, big data, and brain-computer interfaces were also discussed in the context of innovation opportunities. The overall goal of the academy was to help participants challenge themselves and learn from both successes and failures in innovating and executing on new ideas.
Presentation to LBi in a "Truman" session - an informal show/tell/provoke session of 22 minutes, delivered in February 2010.
Building on previous themes of marketing magic, epiphenomenology, data and the Obama-Preedy Pricing Principle, this presentation is a swift run-through of the key concepts to stimulate discussion.
Over the course of 9 weeks, the team went through multiple pivots to find product-market fit:
1. They started with facial recognition for smart door locks but learned their solution did not fully address parent concerns.
2. Their second pivot was to enterprise access control but customers said tailgating was a bigger problem.
3. Recognizing tailgating risks required surveillance, they pivoted again to surveillance software.
4. After failing to find problem-team fit, they did a complete restart and developed an AI assistant for streamlining similar work tasks. Customer feedback was positive and they identified a potential market of 500k ML professionals.
The slides present some of the research from a new book, The New Polymath - which is excerpted and reviewed at www.thenewpolymath.com . Polymath is Greek for Renaissance Person good at many disciplines. It's about how enterprises are learning to put together 3,5, 15 strands of infotech, cleantech, biotech etc to create compound innovations - new algorithms, new energy and new medicine
Where to find better ideas? +10 categories to explore with examplesBoard of Innovation
This document provides tips for finding creative ideas as a team. It suggests getting inspiration from problems users face, observing how people workaround frustrations, exploring your company's existing unused assets, tracking trends, researching history and old ideas, observing extreme users, and browsing sources randomly for Eureka moments. The overall message is that being open to diverse sources of information can trigger novel ideas.
The document summarizes an event at the Tallinn University of Technology in Tallinn, Estonia focused on innovation from 1918 to 2018. It discusses topics like entrepreneurship, new customer trends, solving problems, new technologies, and the importance of failure in innovation. Speakers discussed challenges like defining problems, using data for targeted marketing, and how 90% of new products and services fail. The event brought together students and speakers from 30 countries to discuss innovation across many disciplines.
MeasureWorks - 5 startups lessons to build better products fasterMeasureWorks
This document provides a summary of lessons for growing better products faster. It discusses (1) running experiments everywhere and iterating rapidly to find product-market fit, (2) using a positioning statement to frame the product and target market, and (3) building a frictionless product through a focus on user experience and page load times. It also covers (4) using analytics to identify the most important metrics and run experiments to optimize the product, and (5) how sales and funding are connected through building a revenue model. The overall message is that companies need to embrace experimentation, iteration, and a data-driven approach to innovation in order to adapt and survive in a changing market.
Algorithm Marketplace and the new "Algorithm Economy"Diego Oppenheimer
Diego Oppenheimer discusses the rise of algorithm marketplaces and the new "algorithm economy". Key points include:
- Advances in machine learning, computer vision, speech recognition and natural language processing are enabling algorithms to interpret unstructured data at scale.
- Algorithm marketplaces allow algorithms to be hosted, discovered, monetized and composed modularly to address a wide range of use cases across many industries.
- The algorithm economy will lower barriers to applying machine intelligence and foster innovation as algorithms become reusable assets that creators and users can both benefit from.
Prompt Engineering - an Art, a Science, or your next Job Title?Maxim Salnikov
It's quite ironic that to interact with the most advanced AI in our history - Large Language Models: ChatGPT, etc. - we must use human language, not programming one. But how to get the most out of this dialogue i.e. how to create robust and efficient prompts so AI returns exactly what's needed for your solution on the first try? After my session, you can add the Junior (at least) Prompt Engineer skill to your CV: I will introduce Prompt Engineering as an emerging discipline with its own methodologies, tools, and best practices. Expect lots of examples that will help you to write ideal prompts for all occasions.
This session is based on my research and experiments in Prompt Engineering and is 100% relevant for cloud developers who investigate adding some LLM-powered features to their solutions. It's a guide to building proper prompts for AI to get desired results fast and cost-efficient.
4. Mckinsey : US mobile subscribers Source: American Heritage Magazine - http://www.americanheritage.com/articles/magazine/it/2007/3/2007_3_8.shtml forecast actual 1986 forecast for 2000
6. the folly of predictions: tetlock study hundreds of experts. 80,000+ “expert” forecasts & 20+ years results: experts about the same accuracy as dart-throwing monkeys Source: http://www.newyorker.com/archive/2005/12/05/051205crbo_books1
7.
8. "Cynics never do the impossible, achieve the improbable, take on the inadvisable. Hope is only path to extraordinary success." INSPIRATIONAL TWEET:
19. example: high oil prices Standard solution: drill, baby, drill Three line solution: cellulosic ethanol One line solution: renewable crude oil
20. example: data center power Standard solution: faster and more powerful servers One line solution: 80% less power purpose built low power servers 3 line solution: server cpu virtualization
21. example: battery life Standard solution: Make bigger batteries One line solution: 10x more efficient “amped” wireless 3 line solution: low power wireless
22. … and 2004: Facebook 2006: Twitter 2007: Iphone 2008: Smart grid What else to come: Four Square….?
23.
24. Source: Clay Christenson “Untangling Skill and Luck” (7/15/2010); Michael Mauboussin, Legg Mason Capital Management; Steven Johnson disruptive innovation & disruptors Low-End Segment Strategy Create a new market… Amazon.com / Netflix… Google / iPhone / iPad / Facebook Twitter… Invent the market Disrupt the market … move up market with lower cost New-Consumption Strategy Create a new experience iPod / iTunes/Kindle/Netfllix Online Invent by design Re-invent Consumption Strategy introduce a low-end loss leader… a product that hasn’t existed use design to re-invent product
25. iPhone + Android Apps – fundamental disruption Landline phone Standalone radio Portable DVD Low-end Cameras/ camcorders MP3 players GPS Portable gaming Voice recorders Translator/ dictionary Iphone Ipad Android Existing static products… Multi-function platform just first phase of disruption?
27. “ The fine line separating the delusional from the visionaries amongst us is often not foresight, but rather hindsight.” Ben Semel
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32. “ It is not because things are difficult that we do not dare, it is because we do not dare that they are difficult.” - Seneca “Try and fail, but don't fail to try.” - Stephen Kaggwa “Courage is doing what you're afraid to do. There can be no courage unless you're scared.” - Eddie Rickenbacker “Only those who dare fail greatly can achieve greatly.” - Robert F. Kennedy “You will face many defeats in your life, but never let yourself be defeated.” - Maya Angelou The willingness to fail gives us the freedom to succeed
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34. “ Tried that before and it doesn’t work” Accumulated experience restrains/constrains thinking Assumptions change all the time Reexamine everything
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36. Evaluate but don’t follow input? “ In 1885, Yale students who were getting ‘more light than they relished’ chopped down an electric pole erected at the corner of the campus…” 7,000,000 90 93 95 99 Source: When Old Technologies Were New Connections in London
46. sks “ can a for-profit venture do well by doing good?”
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50. Being Right is Insufficient Be Wrong Be Right ✗ ✔ Join Bandwagon Be Contrarian ✗ ✗
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52. What’s next? ??????? ???????? Landline phone Standalone radio Portable DVD Low-end Cameras/ camcorders MP3 players GPS Portable gaming Voice recorders Translator/ dictionary Iphone Ipad Android Existing static products… Difficult to predict the future, when innovation is the name of the game
53. sensors medicine NFC privacy & authentication payments gadgets social Advertising/Commerce steve jobs personalization Voice recognition Everything everywhere Anticipate needs (agents) Read “wellness” Group-sourced innovation
54. winners take (almost) all =investment viability 5 years out, the group’s market cap has grown… Starting Industry Structure But leaders far exceed the also-rans
55. Value Transitions follow Technology Transitions Mainframe to PC Transition Capital fled legacy systems New winners emerged Source: Thomas Weisel Partners This time the stakes are larger!
56. Apple Google Apple Google Ebay Yahoo JP Ebay Yahoo 2004 2010 Top 15 cap: $262B Top 15 cap: $667B Things change quickly Top Global 15 Publicly Traded Internet Companies by Market Value – 2004 vs. 2010 Source: Morgan Stanley Amazon Yahoo Yahoo JP Baidu Tencent Prediction is impossible: this is only public companies… Facebook,Twitter, Groupon & Zynga aren’t even on here!
57. New Computing Cycle Characteristics 1960 1970 1980 1990 2000 2010 2020 Devices / Users (MM in Log Scale) Computing Growth Drivers Over Time, 1960 – 2020E Note: PC installed base reached 100MM in 1993, cellphone / Internet users reached 1B in 2002 / 2005 respectively; Source: ITU, Mark Lipacis, Morgan Stanley Research. 1 10 100 1000 10,000 100,000 1,000,000 Minicomputer 10+ PC 100+ Mainframe 1+ Mobile/Gadget Internet 10000? Desktop Internet 1000+
58. The old don’t innovate – the new “create the future” Mainframes 1960s Personal Computing 1980s Desktop Internet Computing 1990s Mobile Internet Computing 2000s Mini Computing 1970s New Winners New Winners New Winners New Winners Note: Winners from 1950s to 1980s based on Fortune 500 rankings (revenue-based), desktop Internet winners based on wealth created from 1995 to respective peak market capitalizations. Source: Factset, Fortune, Morgan Stanley Research. Microsoft Cisco Intel Apple Oracle EMC Dell Compaq Google AOL eBay Yahoo! Amazon.com Digital Equipment Data General HP Prime Computervision Wang Labs IBM NCR Control Data Sperry Honeywell Burroughs New Winners Facebook Twitter Apple (exception?) ?? ??
59. as surely as... 1985: NOT a PC in every home 1990: NO email for grandma 1995: NOT the internet 2000: NO pervasive mobile 2005: NO facebook / iphone 2008: NO Goldman/Morgan near bankruptcy? 2010+: reason for optimism
60. to predict the future, invent it! -Alan Kay [email_address]
Editor's Notes
The idea that fever can be beneficial dates to the time of the Greek physician Hippocrates, 2400 years ago. Ironically, it was the emergence of modern medical science during the mid-19th century that led to fever being seen as harmful. The volte-face had its origins in a key concept of medicine: homeostasis. The idea was developed in the 1860s by the French physician Claude Bernard (pictured). It concerns the body's ability to maintain itself within the narrow range of conditions needed for health. Deviations from these ranges were deemed in need of correction. The most obvious deviation was fever - whose severity could be measured with impressive precision by a nifty new gadget: the small, mercury-filled clinical thermometer. Not surprisingly, doctors seized on new antipyretics like paracetamol and aspirin, which rapidly lowered soaring temperatures. Notwithstanding a fashion in the early 20th century for "pyrotherapy" (see "Fever as cure") , fever has come to be seen as something that should be fought at all costs. Could this be a mistake? There has, however, been one randomised trial. This was in patients in intensive care, for whom protection from soaring temperatures might be thought to be most important. In 2005, researchers at the University of Miami, Florida, studied 82 critically ill patients who did not have head injuries or other problems that make a high temperature risky. Patients were randomised to get either the standard treatment of antipyretics if their temperature went past 38.5 °C, or only receiving the drugs if their temperature reached 40 °C. As the trial progressed, there were seven deaths in people getting standard treatment and only one in those allowed to have fever ( Surgical Infections , vol 6, p 369 ). Although this difference was not quite large enough to be statistically significant, the team felt compelled to call a halt, feeling it would be unethical to allow any more patients to get standard treatment. "We struggled with whether to stop the trial or not, but our safety board all agreed it was the right thing," recalls critical care specialist Carl Schulman, who led the research.