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?
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?
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?
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?
History has many examples of great innovators who had difficult time convincing their contemporaries of new technology. Even incumbent and powerful companies regarded new technologies as inferior and dismissed it as "toys". Then when disruptive technologies take off they often are overhyped and can cause bubbles like the Internet bubble of the late 1990s.
In this lecture we look at some examples of disruptive technologies and the impact they had. We look at the The Disruptive Innovation Theory by Harvard Professor Clayton Christensen. This explains that new entrant to a market can challenge established incumbent companies. We also look at the Resources, Processes and Values Theory which explains why incumbent companies find it hard to respond.
Big Bang Disruptions throw many enterprises out of business. Enterprises need to have a strategy to face these disruptive innovations. In this presentation we will go over some such disruptive innovations happened in the past to understand what it is and how some companies have faced these disruptions successfully. We sill also have a look at some of the potential disruptive technologies that are in the making.
This presentation was first delivered at the Monthly Meeting of ISACA, Chennai Chapter.
This presentation is on the theory of disruption by Clayton Christensen. While it is easy to explain why bad companies fail it is hard to understand how good companies, who are supposedly do everything right, fail in the end. The theory of disruption offers different ways of thinking to capture this phenomenon.
I explain the theoretical foundations and present a popular example of a new market disruption (the iphone). In the end the different key points of disruption are summarized.
Innovators Dilemma by Clayton ChristensenSameer Mathur
Using the lesson of successes and failures from leading companies, "The Innovator's Dilemma" presents a set of rules for capitalizing on the phenomenon of disruptive innovation.When it is right not to listen to customers? Get to know the answers to such questions in the book summary
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?
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?
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?
History has many examples of great innovators who had difficult time convincing their contemporaries of new technology. Even incumbent and powerful companies regarded new technologies as inferior and dismissed it as "toys". Then when disruptive technologies take off they often are overhyped and can cause bubbles like the Internet bubble of the late 1990s.
In this lecture we look at some examples of disruptive technologies and the impact they had. We look at the The Disruptive Innovation Theory by Harvard Professor Clayton Christensen. This explains that new entrant to a market can challenge established incumbent companies. We also look at the Resources, Processes and Values Theory which explains why incumbent companies find it hard to respond.
Big Bang Disruptions throw many enterprises out of business. Enterprises need to have a strategy to face these disruptive innovations. In this presentation we will go over some such disruptive innovations happened in the past to understand what it is and how some companies have faced these disruptions successfully. We sill also have a look at some of the potential disruptive technologies that are in the making.
This presentation was first delivered at the Monthly Meeting of ISACA, Chennai Chapter.
This presentation is on the theory of disruption by Clayton Christensen. While it is easy to explain why bad companies fail it is hard to understand how good companies, who are supposedly do everything right, fail in the end. The theory of disruption offers different ways of thinking to capture this phenomenon.
I explain the theoretical foundations and present a popular example of a new market disruption (the iphone). In the end the different key points of disruption are summarized.
Innovators Dilemma by Clayton ChristensenSameer Mathur
Using the lesson of successes and failures from leading companies, "The Innovator's Dilemma" presents a set of rules for capitalizing on the phenomenon of disruptive innovation.When it is right not to listen to customers? Get to know the answers to such questions in the book summary
Software is changing the way traditional business operate. People how have smartphones in their pockets - a supercomputer that is 25,000 times more powerful and the minicomputers of the 1960. This is changing people's behaviour and how people shop and use services. The organizational structure created in the 20th century cannot survive when new digital solution are being offered.
Disruptive technologies get lots of attention for their individually dramatic appearances. But the big picture of disruption is not "news" or "history". Instead, it's almost predictable.
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
In today’s business environment, there is constant need to look for new opportunities. The risk of doing business as usual means failure. How can we take advantage of new emerging technologies? We get overload of new products and services, but it is not easy to see the real trends.
In this lecture we look at how to spot trends and how to recognize shift in people’s behaviour. We also explore some tactics we can apply to find new business models and introduce the Innovator´s Method, a framework for starting a business in a lean way.
La disruption n’est pas seulement un mot tendance. C’est aussi une réalité qui bouscule tous les grands acteurs du marché. Que signifie-t-elle exactement ? Quels sont ses effets positifs et négatifs et comment la gérer ?
Business Analysis & The Impact of Disruptive TechnologiesChristian Kobsa
By the year 2050 the world we live in will be significantly different from now. Not only do technological changes continue to occur, but the rate at which these changes happen is accelerating. In addition, many of the new technologies will revolutionize the we work, socialize and live our lives.
Although Innovation is considered to a very positive thing for a company but it can also be a threat for a company. In this paper, we'll try to see how.
A complete, end-to-end process for coming up with your next big idea. In this video I explain in detail how to leverage market, technology and industry trends to come up with your next big idea.
define of creativity ,define of innovation ,types of innovation ,processes of innovation , source of innovation .importance of innovation ,risk involved in innovation
We are currenlty living in times of great transformation. We have over the last couple of decade seen the Internet become the most powerful disrupting force in the world, connecting everyone and transforming businesses. Now everyday objects - things we use are getting smart with sensors and software. And they are connecting. What does this mean?
In this lecture we explore the Internet of Things, IoT.
The first computer games go back to the 50s when a nought and crosses game was created using an EDSAC computer. An effort at MIT ten years later led to a the multiplayer Spacewar game developed in a PDP-1. Even though these games were primitive, a game industry was born with the first games available in special locations – arcades. Today’s games are produced with modest Hollywood budgets and some are selling more than box-office hits.
Games are powerful. People can spend a lot of time playing games. Games are also great motivators. People do things that don´t even like, if they feel like they are playing game. Gamififcation is the use of game mechanics to motivate people to do stuff they generally would not do.
Software is changing the way traditional business operate. People how have smartphones in their pockets - a supercomputer that is 25,000 times more powerful and the minicomputers of the 1960. This is changing people's behaviour and how people shop and use services. The organizational structure created in the 20th century cannot survive when new digital solution are being offered.
Disruptive technologies get lots of attention for their individually dramatic appearances. But the big picture of disruption is not "news" or "history". Instead, it's almost predictable.
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
In today’s business environment, there is constant need to look for new opportunities. The risk of doing business as usual means failure. How can we take advantage of new emerging technologies? We get overload of new products and services, but it is not easy to see the real trends.
In this lecture we look at how to spot trends and how to recognize shift in people’s behaviour. We also explore some tactics we can apply to find new business models and introduce the Innovator´s Method, a framework for starting a business in a lean way.
La disruption n’est pas seulement un mot tendance. C’est aussi une réalité qui bouscule tous les grands acteurs du marché. Que signifie-t-elle exactement ? Quels sont ses effets positifs et négatifs et comment la gérer ?
Business Analysis & The Impact of Disruptive TechnologiesChristian Kobsa
By the year 2050 the world we live in will be significantly different from now. Not only do technological changes continue to occur, but the rate at which these changes happen is accelerating. In addition, many of the new technologies will revolutionize the we work, socialize and live our lives.
Although Innovation is considered to a very positive thing for a company but it can also be a threat for a company. In this paper, we'll try to see how.
A complete, end-to-end process for coming up with your next big idea. In this video I explain in detail how to leverage market, technology and industry trends to come up with your next big idea.
define of creativity ,define of innovation ,types of innovation ,processes of innovation , source of innovation .importance of innovation ,risk involved in innovation
We are currenlty living in times of great transformation. We have over the last couple of decade seen the Internet become the most powerful disrupting force in the world, connecting everyone and transforming businesses. Now everyday objects - things we use are getting smart with sensors and software. And they are connecting. What does this mean?
In this lecture we explore the Internet of Things, IoT.
The first computer games go back to the 50s when a nought and crosses game was created using an EDSAC computer. An effort at MIT ten years later led to a the multiplayer Spacewar game developed in a PDP-1. Even though these games were primitive, a game industry was born with the first games available in special locations – arcades. Today’s games are produced with modest Hollywood budgets and some are selling more than box-office hits.
Games are powerful. People can spend a lot of time playing games. Games are also great motivators. People do things that don´t even like, if they feel like they are playing game. Gamififcation is the use of game mechanics to motivate people to do stuff they generally would not do.
Did you know that the term "Computer" once meant a profession? And what did people or computers actually do? They computed mathematical problems. Some problems were tedious and error prone. And it is not surprising that people started to develop machines to aid in the effort. The first mechanical computers were actually created to get rid of errors in human computation. Then came tabulating machines and cash registers. It was not until telephone companies were well established that computing machines became practical.
First computers were huge mainframes, but soon minicomputers like DEC’s PDP started to appear. The transistor was introduced in 1947, but its usefulness was not truly realized until in 1958 when the integrated circuit was invented. This led to the invention of the microprocessor. Intel, in 1971, marketed the 4004 – and the personal computer revolution started. One of the first Personal Computers was MITS’ Altair. This was a simple device and soon others saw the opportunities.
In this lecture we start our coverage of computing and look at some of the early machines and the impact they had.
The normal interaction with computers is with keyboard and a mouse. For display a rectangular somewhat small screen is used with 2D windowing systems. The mouse was invented more the 40 years ago and has been for 20 years dominant input. Now we are seeing new types of input devices. Multi-touch adds new dimensions and new applications. Natural user interfaces or gesture interfaces where people point to drag objects. Computers are also beginning to recognise facial expressions of people, so it knows if you are smiling. Voice and natural language understanding is getting to a usable stage. All this calls all types of new applications.
Displays are getting bigger. What if any surface was a screen? If you could spray the wall with screen? Or have you phone project images to the wall.
This lectures explores some of these new types of interactions with computers and software. It makes the old mouse look old.
The ideas for cellular phones were developed in the 1940s. However, it was not until the microprocessor becomes available that practical commercial solutions are possible.
Today there are more than 4.7 billion unique mobile phone subscriptions in the world and of them about 2 billion are smartphones. This device is so powerful that people check it over 40 times a day.
In this lecture we look mobile. We also look at the history of communication since the telegraph and how the moble market developed in the 80s and 90s until the iPhone was released in 2007. That same year Western Union stopped sending telegraph messages.
With the computer revolution digital data has become available. With the Internet and smart connected product, the data is growing exponentially. With all this data, it becomes a platform for something new of its own. In this lecture, we look at what big data is and look at several examples of how to use data.
Over a billion and a half people signed up for Facebook. This site the most used site for people when using the Internet. People are not watching TV so much anymore - they using Facebook, Youtube and Netflix and number of popular web sites.
Some people denote their time working for others online. What drives people to write an article on Wikipedia? They don´t get paid. Companies are enlisting people to help with innovations and sites such as Galaxy Zoo ask people to help identifying images. And why do people have to film themselves singing when they cannot sing and post the video on Youtube?
In this lecture we talk about how people are using the web to interact in new ways, and doing stuff.
Software is changing the way traditional business operate. People now have smartphones in their pockets - a supercomputer that is 25,000 times more powerful and the minicomputers of the 1960s. This is changing people´s behaviour and how people shop and use services. The organizational structure created in the 20th century cannot survive when new digital solution are being offered. Software is changing the way traditional business operate. People now have smartphones in their pockets - a supercomputer that is 25,000 times more powerful and the minicomputers of the 1960s. This is changing people´s behaviour and how people shop and use services. The organisational structure created in the 20th century cannot survive when new digital solution are being offered. The hierarchical structure of these established companies assumes high coordination cost due to human activity. But when the coordination cost drops
The organisational structure that companies in the 20th century established was based on the fact that employees needed to do all the work. The coordination cost was high due to the effort and cost of employees, housing etc. Now we have software that can do this for use and the coordination cost drops to close-to-zero. Another thing is that things become free. Consider Flickr. Anybody can sign up and use the service for free. Only a fraction of the users get pro account and pay. How can Flickr make money on that? It turns out that services like this can.
Many businesses make money by giving things away. How can that possibly work? The music business has suffered severely with digital distribution of content. Should musicians put all there songs on YouTube? What is the future business model for music?
After the computing industry got started, a new problem quickly emerged. How do you operate this machines and how to you program them. The development of operating systems was relatively slow compared to the advances in hardware. First system were primitive but slowly got better as demand for computing power incresed. The ideas of the Graphical User Interfaces or GUI (Gooey) go back to Doug Engelbarts Demo of the Century. However, this did not have much impact on the computer industry. One company though, Xerox, a photocopy company explored these ideas with Palo Alto Park. Steve Jobs of Apple and Bill Gates of Microsoft took notice and Apple introduced first Apple Lisa and the Macintosh. In this lecture on we look so lessons for the development of software, and see how our business theories apply.
In this lecture on we look so lessons for the development of software, and see how our business theories apply.
In the second part we look at where software is going, namely Artifical Intelligence. Resent developmens in AI are causing an AI boom and new AI application are coming all the time. We look at machine learning and deep learning to get an understanding of the current trends.
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.
Local is the Lo in SoLoMo, the buzz word. Local is not only about location, it´s also about your digital track record. Over 70% of Netflix users watch the films recommend. Mining data to understand people´s behaviour is getting to be a huge and valuable business. Advertisers see opportunities in getting direct to their target groups. Predictive intelligence is also about where you will be at some time in the future, and where somebody you know will be.
The world is about to get really scary.
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 community.
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.
The Internet grew out of US efforts to build the ARPANET, a network of peer computers built during the cold war. The two major players were military and academia. The network was simple and required no efforts for security or social responsibility. The early Internet community was mainly highly educated and respectable scientist. In the early 1990s the World Wide Web, a hypertext system is introduced, and soon browsers start to appear, leading the commercialization of Net. New businesses emerge and a technology boom known as the dot-com era.
The network, now over 40, is being stretched. Problems such as spam, viruses, antisocial behaviour, and demands for more content are prompting reinvention of the Net and threatening its neutrality. Add to this government efforts to regulate and limit the network.
In this lecture we look at the Internet and the impact of the network. We will also look at the future of the Internet.
The 20th Century was the century of broadcasting. In this century we as films, books, TV, long play records, cassettes, CDs, DVD etc. The all had few things in common: they were one-way medium, a broadcast from one to many. Producers were limited and became gatekeepers of content. Somebody selected the films to show in theaters, movies to watch on TV etc. The 20th century was the time of movie stars and pop stars.
It turns out all these mediums have one other thing in common: they are based on a model of scarcity, i.e. program directors have to choose the program for you, since there are only finite number of channels and screens. There are only finite space of shelfs for CDs in store. So we needed pop starts. The many consumers had to listen to the same few albums.
With the Internet in the 21st century this model breaks down. We move from the economic model of scarcity to the economic model of abundance. This changes the game completely. In this lecture we will explore this transformation.
History has many examples of great innovators who had difficult time convincing their contemporaries of new technology. Even incumbent and powerful companies regarded new technologies as inferior and dismissed it as "toys". Then when disruptive technologies take off they often are overhyped and can cause bubbles like the Internet bubble of the late 1990s.
In this lecture we look at some examples of disruptive technologies and the impact they had. We look at the The Disruptive Innovation Theory by Harvard Professor Clayton Christensen.
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?
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?
History has many examples of great innovators who had difficult time convincing their contemporaries of new technology. Even incumbent and powerful companies regarded new technologies as inferior and dismissed it as "toys". Then when disruptive technologies take off they often are overhyped and can cause bubbles like the Internet bubble of the late 1990s.
In this lecture we look at some examples of disruptive technologies and the impact they had. We look at the The Disruptive Innovation Theory by Harvard Professor Clayton Christensen.
History has many examples of great innovators who had difficult time convincing their contemporaries of new technology. Even incumbent and powerful companies regarded new technologies as inferior and dismissed it as "toys". Then when disruptive technologies take off they often are overhyped and can cause bubbles like the Internet bubble of the late 1990s.
In this lecture we look at some examples of disruptive technologies and the impact they had. We look at the The Disruptive Innovation Theory by Harvard Professor Clayton Christensen.
Start Innovating Already: 13 Poisons to Open InnovationLisa Thorell
An somewhat irreverant intro to Open Innovation for advanced beginners. The presentation discusses 13 poisons (and their antidotes) to Open Innovation.
Companies covered include AirBNB, Best Buy, LudoBites,Netflix, NPR, Starbucks, Saatchi & Saatchi, RelayRides and Threadless.
Remember Marc Andreesens famous quote "Software is eating the world"? You can see it happening in many industries: Startups are innovating at a rapid pace and are often disrupting established companies. Eventually every industry will be disrupted by digital technology.
Here is what is fascinating:
1. Big corporates have plenty of resources, a huge customer base, experts in market research etc. Why is it that they fail to innovate?
2. Startups most of the time lack resources, a customer base, experts in market research etc. How do they come up with innovative, disruptive and eventually successful business models?
Luckily both questions have been answered. Clay Christensen has described the answer to the first question in his book The Innovator’s Dilemma. Go read it, it is really good.
Steve Blank and Eric Ries have built a framework called The Lean Startup to answer the second question.
This slide deck explains the innovators dilemma, how startups build businesses and what corporates can learn from them. It merely scratches the surface but it is a start for now. Tell me what you think in the comments.
How to Survive in a Fast-Changing World | Business Model InnovationAnja Hoffmann
Business innovation is a hot topic for companies across the world. Business executives are using big data, analytics and emerging technologies to improve customer experiences.
The world is changing at an ever-increasing pace. We need to see the whole picture to understand what to do about it. Industries are going through a disruptive change, a phenomenon that already has transformed the media industry, retailing and transportation.
The CEO of the 21st century need to pay attention to significant industry change. The ability to identify new business opportunities and integrate new business models in their organizations is critical to survive in a rapidly changing world.
How do you compete and WIN in the customer-centered economy? Excellent customer experience is a fundamental driver for growth and business success.
By 2020, more than 30 billion devices will be wirelessly connected to physical things. How will 'The Internet of Things' impact your business model?
Remember: Change is good. Standing still is killing your business.
Fyrirlestur fyrir Félag tölvunarfræðinga og Verkfræðingafélagið þann 18.05.2022
Nýsköpun er forsenda tækniframfara sem eru forsendur framþróunar. Nýsköpun byrjar yfirleitt smátt og þarf margar ítranir til að virka. Frumkvöðlar sem eru að búa til nýjungar þurfa ekki einungis að glíma við tæknina og takmarkanir hennar, heldur einnig skoðanir og álit samtímamanna sem sjá ekki alltaf tilgang með nýrri tækni. Í þessum fyrirlestri skoðar Ólafur Andri nýsköpun og þær framfarir sem hafa orðið. Einnig skoðar hann hvert tækniframfarir nútímans muni leiða okkur á komandi árum.
Ólafur Andri Ragnarsson er aðjúnkt við Háskólann í Reykjavík og kennir þar námskeið um tækniþróun og hvernig tæknibreytingar hafa áhrif á fyrirtæki. Hann er tölvunarfræðingur (Msc) að mennt frá Oregon University í Bandaríkjanum. Ólafur Andri er frumkvöðull og stofnaði, ásamt fleirum, Margmiðlun og síðar Betware. Þá tók Ólafur Andri þátt í að stofna leikjafyrirtækið Raw Fury AB í Stokkhólmi.
Fyrirlestur haldinn fyrir tæknifaghóp Stjórnvísi þann 13. október 2020.
Undanfarna áratugi höfum við séð gríðalegar framfarir í tækni og nýsköpun á heimsvísu. Þessar framfarir hafa skapað mannkyninu öllu aukna hagsæld. Þrátt fyrir veirufaraldur á heimsvísu eru framfarir ekkert að minnka heldur munu bara aukast næstu árum. Gervgreind, róbotar, sýndarveruleiki, hlutanetið og margt fleira er að búa til nýjar lausnir og ný tækifæri. Framtíðin er í senn sveipuð dulúð og getur verið spennandi og ógnvekjandi í senn. Eina sem við vitum fyrir vissu er að framtíðin verður alltaf betri. Í þessu fyrirlestri ætlar Ólafur Andri Ragnarsson kennari við HR að fjalla um nýjustu tækni og framtíðina.
Technology is one of the factors of change. When new disruptive technology is introduced, it can change industries. We have many examples of that and will start this journey it one of the most important innovation that has come in our lifetimes, the smartphone. We will explore the impact of the smartphone and the fate of existing companies at the time when iPhone, the first smartphone as we know them, was introduced to the world.
We will also look at other examples from history. Then we look at the broader picture, past industrial revolutions and the one that we are experiencing now, the fourth industrial revolution. Specifically we look briefly at the technologies that fuel this revolution, for example artificial intelligence, robotics, drones, internet of things and more.
Manlike machines have fascinated humans since ancient times. The modern robots start to take shape with the industrial revolution. In the 20th century robots were mostly industrial machines you would see in factories, like car factories.
Today, robots can have sensors, vision, they can hear and understand. They can connect to the cloud for more information. However, we are still in the early stages of robotics and robots will need to go a long way to become useful as a ubiquitous general purpose devices.
The normal interaction with computers is with keyboard and a mouse. For display a rectangular somewhat small screen is used with 2D windowing systems. The mouse was invented more the 40 years ago and has been for 20 years dominant input. Now we are seeing new types of input devices. Multi-touch adds new dimensions and new applications. Natural user interfaces or gesture interfaces where people point to drag objects. Computers are also beginning to recognize facial expressions of people, so it knows if you are smiling. Voice and natural language understanding is getting to a usable stage. All this calls all types of new applications.
Displays are getting bigger. What if any surface was a screen? If you could spray the wall with screen? Or have you phone project images to the wall.
This lectures explores some of these new types of interactions with computers and software. It makes the old mouse look old.
Local is the Lo in SoLoMo, the buzz word. Local is not only about location, it's also about your digital track record. Over 70% of Netflix users watch the films recommend. Mining data to understand people's behaviour is getting to be a huge and valuable business. Advertisers see opportunities in getting direct to their target groups. Predictive intelligence is also about where you will be at some time in the future, and where somebody you know will be.
It turns out that Facebook and Google know you better than you think you know yourself. The world is about to get really scary.
Over two billion people signed up for Facebook. This site the most used site for people when using the Internet. People are not watching TV so much anymore - they using Facebook, Youtube and Netflix and number of popular web sites.
Some people denote their time working for others online. What drives people to write an article on Wikipedia? They don´t get paid. Companies are enlisting people to help with innovations and sites such as Galaxy Zoo ask people to help identifying images. And why do people have to film themselves singing when they cannot sing and post the video on Youtube?
In this lecture we talk about how people are using the web to interact in new ways, and doing stuff.
With the computer revolution vast amount of digital data has become available. With the Internet and smart connected product, the data is growing exponentially. It is estimated that every year, more data is generated than all history prior. And this has repeated over several years.
With all this data, it becomes a platform for something new of its own. In this lecture, we look at what big data is and look at several examples of how to use data. There are many well-know algorithms to analyse data, like clustering and machine learning.
After the computing industry got started, a new problem quickly emerged. How do you operate this machines and how to you program them. The development of operating systems was relatively slow compared to the advances in hardware. First system were primitive but slowly got better as demand for computing power increased. The ideas of the Graphical User Interfaces or GUI (Gooey) go back to Doug Engelbarts Demo of the Century. However, this did not have much impact on the computer industry. One company though, Xerox, a photocopy company explored these ideas with Palo Alto Park. Steve Jobs of Apple and Bill Gates of Microsoft took notice and Apple introduced first Apple Lisa and the Macintosh.
In this lecture on we look so lessons for the development of software, and see how our business theories apply.
In this lecture on we look so lessons for the development of algorithms or software, and see how our business theories apply.
In the second part we look at where software is going, namely Artificial Intelligence. Resent developments in AI are causing an AI boom and new AI application are coming all the time. We look at machine learning and deep learning to get an understanding of the current trends.
We are currently living in times of great transformation. We have over the last couple of decade seen the Internet become the most powerful disrupting force in the world, connecting everyone and transforming businesses. Now everyday objects - things we use are getting smart with sensors and software. And they are connecting. What does this mean?
We will see the world become alive. Cars will talk to road sensors that talk to systems that guide traffic. Plants will talk to weather systems that talk to scientists that research climate change. Farming fields will talk to the farming system that talks to robots that do fertilising and harvesting. Home appliances like refrigerators, ovens, coffee machines and microwaves ovens will talk to the home food and cooking system that will inform the store that you are running out butter, cheese, laundry detergent and coffee beans, which will inform the robot driver to get this to your house after consulting your calendar upon when someone is at home.
In this lecture we explore the Internet of Things, IoT.
The Internet grew out of US efforts to build the ARPANET, a network of peer computers built during the cold war. The two major players were military and academia. The network was simple and required no efforts for security or social responsibility. The early Internet community was mainly highly educated and respectable scientist. In the early 1990s the World Wide Web, a hypertext system is introduced, and soon browsers start to appear, leading the commercialization of Net. New businesses emerge and a technology boom known as the dot-com era.
The network, now over 40, is being stretched. Problems such as spam, viruses, antisocial behaviour, and demands for more content are prompting reinvention of the Net and threatening its neutrality. Add to this government efforts to regulate and limit the network.
In this lecture we look at the Internet and the impact of the network. We will also look at the future of the Internet.
The Internet grew out of US efforts to build the ARPANET, a network of peer computers built during the cold war. The two major players were military and academia. The network was simple and required no efforts for security or social responsibility. The early Internet community was mainly highly educated and respectable scientist. In the early 1990s the World Wide Web, a hypertext system is introduced, and soon browsers start to appear, leading the commercialisation of Net. New businesses emerge and a technology boom known as the dot-com era.
The network, now over 40, is being stretched. Problems such as spam, viruses, antisocial behaviour, and demands for more content are prompting reinvention of the Net and threatening its neutrality. Add to this government efforts to regulate and limit the network.
In this lecture we look at the Internet and the impact of the network. We will also look at the future of the Internet.
The ideas for cellular phones were developed in the 1940s. However, it was not until the microprocessor becomes available that practical commercial solutions are possible.
Today there are more than 5 billion unique mobile phone subscriptions in the world and of them about 2.5 billion are smartphones. This device is so powerful that people check it over 40 times a day.
In this lecture we look mobile. We also look at the history of communication since the telegraph and how the mobile market developed in the 80s and 90s until the iPhone was released in 2007. That same year Western Union stopped sending telegraph messages.
Did you know that the term "Computer" once meant a profession? And what did people or computers actually do? They computed mathematical problems. Some problems were tedious and error prone. And it is not surprising that people started to develop machines to aid in the effort. The first mechanical computers were actually created to get rid of errors in human computation. Then came tabulating machines and cash registers. It was not until telephone companies were well established that computing machines became practical.
First computers were huge mainframes, but soon minicomputers like DEC’s PDP started to appear. The transistor was introduced in 1947, but its usefulness was not truly realized until in 1958 when the integrated circuit was invented. This led to the invention of the microprocessor. Intel, in 1971, marketed the 4004 – and the personal computer revolution started. One of the first Personal Computers was MITS’ Altair. This was a simple device and soon others saw the opportunities.
In this lecture we start our coverage of computing and look at some of the early machines and the impact they had.
Software is changing the way traditional business operate. People now have smartphones in their pockets - a supercomputer that is 25,000 times more powerful and the minicomputers of the 1960s. This is changing people's behaviour and how people shop and use services. The organisational structure created in the 20th century cannot survive when new digital solution are being offered. Software is changing the way traditional business operate. People now have smartphones in their pockets - a supercomputer that is 25,000 times more powerful and the minicomputers of the 1960s. This is changing people's behaviour and how people shop and use services. The organisational structure created in the 20th century cannot survive when new digital solution are being offered. The hierarchical structure of these established companies assumes high coordination cost due to human activity. But when the coordination cost drops
The organisational structure that companies in the 20th century established was based on the fact that employees needed to do all the work. The coordination cost was high due to the effort and cost of employees, housing etc. Now we have software that can do this for use and the coordination cost drops to close-to-zero. Another thing is that things become free. Consider Flickr. Anybody can sign up and use the service for free. Only a fraction of the users get pro account and pay. How can Flickr make money on that? It turns out that services like this can.
Many businesses make money by giving things away. How can that possibly work? The music business has suffered severely with digital distribution of content. Should musicians put all their songs on YouTube? What is the future business model for music?
Technology evolves in big waves that we call revolutions. The first revolution was the Industrial revolution that started in Britain in 1771. Since than we have see more revolutions come and how we are in the fifth. These revolutions follow a similar path. First there is an installation period where the new technologies are installed and deployed, creating wealth to those who were are the right place at the right time. This is followed by a frenzy, where financial markets wants to be apart. The there is crash and turning point, followed by synergy, a golden age.
In 1908, a new technological revolution started. It was the Age of Oil and Automobile. The technology trigger was Henry Ford´s new assembly line technique that allowed the manufacturing of standardized, low cost automobile. This created the car industry and other manufacturing companies. This also created demand for gas thus creating the oil industry. During the Roaring Twenties the stock prices rose to new levels, until a crash and the Great Depression. Only after World War II, came a turnaround point followed by a golden age in the post-war boom.
In this lecture we look at a framework for understanding technological revolutions. There revolutions completely change societies and replace the old with new technologies. We will explore how these revolutions take place. We should now be in the golden age phase.
We also look at generations.
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 community.
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.
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 community.
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.
When innovators try to envision how people will use their product they often have different ideas on what people want. Products that are of superior technology may fail and inferior succeed, only because the inferior product has some features that people are looking for.
In this lecture we look at how new products or technologies get adopted my markets. We look at the Law of Diffusion of Innovation, which explains how this adoption happens. We also look at what it takes for a new innovation to move from being a visionary idea to a practical product, or crossing the chasm. Finally we explore the hype cycle.
In this lecture we look at how innovation happens. We look at the slow hunch, the liquid network, the hummingbird effect, and serendipity.
At any given time, with all the knowledge we have, new knowledge can emerge. We call this the adjacent possible. It explains why new inventions are invented when they are, and why they are not possible before. Adjacent possible is a very useful term to understand the progress of technology. Technology evolves by using prevailing technologies to improve upon. Thus technology is combinatorial and built in layers. With each layer new ideas can be built upon the previous layers. Thus Gall´s Law says that any complex system that works is built of simpler systems that work.
We will look at the adjacent possible and some ideas that came when all the enabling technologies are available. We also look at an idea that was not possible to build at the time, Charles Babbage engines.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
3. Source: (Christensen, 2000)
The Disruptive Innovation Theory
New organisation can use relatively simple,
convenient, low-cost innovations to create growth
and triumph over powerful incumbents
4. Source: (Christensen, 2000)
Organisations successfully tackle opportunities
When they have the resources to succeed,
when their processes facilitate what needs
to get done, and then their values allow them
to give adequate priority to that particular
opportunity in face of all other demands that
compete for the company’s resources
The RPV Theory
5. Founded in 1880 Noted for their
pioneering technology
“You press the button,
we do the rest”
By 1975 they had 90%
of film and 85% of
camera sales in US
6. Eastman pioneered dry plate technology when
others use wet plate
Introduced the Brownie camera in 1900
Used film rolls
Camera for $1, then sold films
The picture quality was inferior
to begin with, but consumers
loved the convenience
7. In 1935 Kodak introduced Kodachrome,
the first colour film
The picture quality was inferior
to begin with, but consumers
loved colours pictures
Initially available as 35 mm slides
14. Kodak
Kodak knew that digital cameras would take over
In 1981, a team inside Kodak assessed the threat
The report said:
* The quality is not there
* The device is too expensive
* Consumer’s desire for print cannot be replaced
Source: Decisive
15. Kodak
Culture
“suffered from the mentality of perfect products,
rather than the high-tech mindset of
make it, launch it, fix it.”
One company town
No criticism, changing leadership
Failed to capitalise on pharmaceutical assets
Source: Economist
16. Fuji
Plan: to squeeze as much money out of the film
business as possible, to prepare for the switch to
digital and to develop new business lines
Brutal reorganisation
Launched a line of cosmetics and sold it
Source: Economist
17. Fuji
Shaigetaka Komori, Fuji boss, spent around $9 billion on 40
companies since 2000
He slashed costs and jobs
In one 18-month stretch, Fuji booked more than ¥250 billion
($3.3 billion) in restructuring costs for depreciation and to
shed superfluous distributors, development labs, managers
and researchers
Source: Economist
18. Kodak’s Lack of Tripwire
The report said:
* The quality is not there
* Consumer’s desire for print cannot be replaced
* The device is too expensive
Source: DecisiveSource: Decisive
-> We will act when more than 10% of public is pleased with
digital images
-> We will act when more than 5% of public has some kind of
viewing system
19. Kodak’s Dilemma
“Wise businesspeople concluded that it was best not to hurry to
switch from making 70 cents on the dollar on film to maybe five
cents at most in digital.”
- Larry Matteson, former Kodak executive
Source: DecisiveSource: Economist
20. Van Halen’s Brown M&M
During their 1982 world tour the band demanded M&M back
stage but without the brown M&Ms
Source: Decisive
21.
22.
23.
24. Tripwire
The timing is not now - remember the adjacent possible, but the
time will come
Set a tripwire that will tell you when it is time to act
28. The Innovators Dilemma
Should we focus improving our products to
make them higher margin, with more
performance or look at this new technology that
is low performance with low margins?
29. The Innovators Dilemma
When disruptive technology makes it possible to
create products cheaper, should a company
stop making high-margin, high-end product for
their best customers, or use the disruptive
technology to make cheaper products that none
for their current customers are asking for at the
moment.
32. Firms that succeed in one generation of
innovation almost inevitable become
hamstrung by their own success and thus
doomed to lose out in the next wave of
innovation
Source: (Christensen, 2000)
The Innovators Dilemma means
37. Reason for Failure?
If you become wildly successful
because you do everything right,
you're doomed
38. Resources, Processes and Values Theory
Resources (what a firm has),
processes (how a firm does it´s work), and
values (what a firm wants to do)
collectively defines an organisation’s strengths
as well as weaknesses and blind spots
Source: (Christensen, 2000)
The RPV Theory
53. Source: Yang, Harvard
Traditional Concept of
Good Management
"The next Bill Gates will not build an operating
system. The next Larry Page or Sergey Brin won’t
make a search engine. And the next Mark Zuckerberg
won’t create a social network. If you are copying these
guys, you aren’t learning from them."
- Peter Thiel
54. “We listen to our best customers”
The Innovation Trap
55. “Our customer is asking for the
new product, but we don’t have it
and its to late the enter the market”
The Innovation Trap
56. “Our customer are starting to ask
for our new product.”
The Innovation Trap
57. It is very difficult for incumbent
companies to disrupt themselves, so
usually others will do it
61. “Markets that do not exist
cannot be analysed”
- Clayton Christensen
62. Adjacent Possible
...a kind of shadow future,
hovering on the edges of
the present state of things,
a map of all the ways in
which the present can
reinvent itself
Steven Johnson