The document discusses the roles and responsibilities of a software architect. It describes architects as explorers who help organizations identify new technology trends for competitive advantage. Architects are also advocates who must listen to stakeholders, observe how systems are used, and think strategically about how design can transform a business. Additionally, architects are designers who must understand engineering principles, translate user needs into functional solutions, and create designs that are pleasing and useful. The document emphasizes that becoming an architect is a journey of learning to envision solutions to problems rather than just implementing them.
The document provides 5 examples of disruptive innovation:
1) Transistor radios disrupted analogue radios by being portable despite lower sound quality.
2) Pocket calculators disrupted desktop calculators through portability despite lower computing power.
3) LCD TVs disrupted CRT TVs initially in mobile applications where lighter weight and battery life were more important than picture quality.
4) Minimills disrupted integrated steel mills by producing cheaper, lower quality steel that captured more segments over time.
5) Mobile phones disrupted landlines by being portable despite lower sound quality and higher costs initially.
This document provides an overview of innovation and different types of innovation. It begins with definitions of innovation and discusses theories on innovation, including waves of innovation proposed by Schumpeter and Kondratiev, seven sources of innovation identified by Drucker, and Rogers' diffusion of innovation theory. It then describes the four types of innovation identified by Henderson and Clark: incremental, radical, modular, and architectural. Examples are given of each type of innovation. The document aims to explain what innovation is and why it is important to understand the different types of innovation.
Innovation is the change in technology. The question is this: how does innovation happen? Many people have believe that new ideas come from brilliant inventors that have lightbulb moments or an epiphany. Greek scholar Archimedes had a Eureka moment, Newton discovered the theory of gravity when the apple fell on his head, and so on. This idea has been popularized, but the truth is quite different. Most discoveries are based on long evaluation - slow hunches, and collaboration.
In this lecture we look at how innovation happens. We look at the slow hunch, the liquid network, and serendipity.
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.
Planning for Rapid Growth and Economic UncertaintyCharles Crouch
Online Retail Logistics Conference, 18-19 November, Sydney, Australia
As James Burke observed in his TV show "Connections," when information spread gradually, change occurred slowly. Today the online world spreads information explosively, and change is a constant. Two business techniques are discussed to address today's rapid change:
• Strategy as Simple Rules. Complex businesses need to simplify to be able to quickly adapt to changes in their marketplace. Using simple rules to describe and operate business processes lets people easily understand how to act when confronted with a new situation.
• Thinking Lean. The lean startup movement focuses on helping small startup businesses use their limited resources efficiently. Small, incremental steps, accompanied by adaptive changes, to a goal are preferred over a massive project which requires immense resources. Even large businesses can apply lean principles when deciding whether to enter a new market.
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.
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.
The document discusses the roles and responsibilities of a software architect. It describes architects as explorers who help organizations identify new technology trends for competitive advantage. Architects are also advocates who must listen to stakeholders, observe how systems are used, and think strategically about how design can transform a business. Additionally, architects are designers who must understand engineering principles, translate user needs into functional solutions, and create designs that are pleasing and useful. The document emphasizes that becoming an architect is a journey of learning to envision solutions to problems rather than just implementing them.
The document provides 5 examples of disruptive innovation:
1) Transistor radios disrupted analogue radios by being portable despite lower sound quality.
2) Pocket calculators disrupted desktop calculators through portability despite lower computing power.
3) LCD TVs disrupted CRT TVs initially in mobile applications where lighter weight and battery life were more important than picture quality.
4) Minimills disrupted integrated steel mills by producing cheaper, lower quality steel that captured more segments over time.
5) Mobile phones disrupted landlines by being portable despite lower sound quality and higher costs initially.
This document provides an overview of innovation and different types of innovation. It begins with definitions of innovation and discusses theories on innovation, including waves of innovation proposed by Schumpeter and Kondratiev, seven sources of innovation identified by Drucker, and Rogers' diffusion of innovation theory. It then describes the four types of innovation identified by Henderson and Clark: incremental, radical, modular, and architectural. Examples are given of each type of innovation. The document aims to explain what innovation is and why it is important to understand the different types of innovation.
Innovation is the change in technology. The question is this: how does innovation happen? Many people have believe that new ideas come from brilliant inventors that have lightbulb moments or an epiphany. Greek scholar Archimedes had a Eureka moment, Newton discovered the theory of gravity when the apple fell on his head, and so on. This idea has been popularized, but the truth is quite different. Most discoveries are based on long evaluation - slow hunches, and collaboration.
In this lecture we look at how innovation happens. We look at the slow hunch, the liquid network, and serendipity.
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.
Planning for Rapid Growth and Economic UncertaintyCharles Crouch
Online Retail Logistics Conference, 18-19 November, Sydney, Australia
As James Burke observed in his TV show "Connections," when information spread gradually, change occurred slowly. Today the online world spreads information explosively, and change is a constant. Two business techniques are discussed to address today's rapid change:
• Strategy as Simple Rules. Complex businesses need to simplify to be able to quickly adapt to changes in their marketplace. Using simple rules to describe and operate business processes lets people easily understand how to act when confronted with a new situation.
• Thinking Lean. The lean startup movement focuses on helping small startup businesses use their limited resources efficiently. Small, incremental steps, accompanied by adaptive changes, to a goal are preferred over a massive project which requires immense resources. Even large businesses can apply lean principles when deciding whether to enter a new market.
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.
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.
For the most time of human history, life was local and linear. Local in the way that anything that happened was close by, a least within a walking distance. Linear in the way that your life was the same as your father and your childs. Nothing changed.
Just like the evolution of man, technology improvements follow an evolutionary progress. New ideas or products are to begin with immature and fragile with slow improvements. Then the progress accelerates until the products become mature and taken for granted. Then the cycle repeats and a new layer of technology is added to the previous. This process is exponential. One such observation of exponential is Moore’s Law.
We will explore what exponential means. We look at Moore´s law and The Law of the Accelerating returns.
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.
Globe And Mail Engineering Energys Next Big Breakthroughqingenuity
Derya Yinanc founded Quantum Ingenuity, a "lean startup" based in Calgary that is developing prototypes for innovations in energy extraction technologies. Some of the prototypes focus on upgrading oil sands, mining techniques, extracting methane hydrates, and biodiesel. Yinanc believes that energy extraction needs to become more technology-focused to drive down costs and compete with lower cost sources. He aims to commercialize innovations more quickly than traditional energy companies and sees opportunities to disrupt the industry through portfolio of prototype technologies.
This document provides information about a workshop on flexible product development to be held on September 26-27, 2011 in Shanghai, China. The workshop is aimed at management professionals from R&D, innovation, product development, and other related fields. It will cover topics like understanding flexibility, modular product architectures, experimentation, set-based design, and project management. The workshop will be led by Preston Smith, an expert in rapid and flexible product development methods with over 20 years of experience consulting with major companies.
This document provides an overview of innovation and innovators presented by Fasasi Abdulafeeez. It defines innovation as the application of new ideas or methods. An innovator introduces changes and new ideas. The document outlines qualities of innovators such as encouraging risk-taking and collaboration. It also discusses how to become an innovator by combining existing skills and technologies to solve problems. Some challenges of innovation mentioned include developing solutions, funding, reproduction, and competition. Notable innovators highlighted include Thomas Edison, Nikola Tesla, Steve Jobs, and Bill Gates. Contemporary innovators mentioned are Jeff Bezos, Elon Musk, and Mark Zuckerberg.
The document summarizes a book review of The Innovator's Dilemma by Clayton Christensen. It provides background on the author and breaks down key concepts from the book. The book examines why successful companies often fail when confronted with disruptive technological change. It uses case studies like the disk drive industry, Toyota entering the US market, and more to show how disruptive technologies can start from the bottom of the market and eventually overtake established industry leaders. The review also summarizes the book's guidance on how companies can manage disruptive technological change to avoid failure.
Modular Lab is a hands-on, collaborative student-driven class where students will experience 3-4 rotations over 12 weeks. They will work in teams to manufacture final products from each module station. The class focuses on gaining 21st century skills through various activities involving topics like aerodynamics, biotechnology, meteorology and others. Students will use hands-on learning, partnerships, and Web 2.0 applications to gain knowledge and experience an endless reward through their journey of discovery and mastery in this collaborative classroom environment.
For the most time of human history, life was local and linear. Local in the way that anything that happened was close by, a least within a walking distance. Linear in the way that your life was the same as your parents and your children. Nothing ever changed.
Just like the evolution of man, technology improvements follow an evolutionary progress. New ideas or products are to begin with immature and fragile with slow improvements. Then the progress accelerates until the products become mature and taken for granted. Then the cycle repeats and a new layer of technology is added to the previous. This process is exponential. One such observation of exponential is Moore’s Law.
We will explore what exponential means. We look at Moore´s law and The Law of the Accelerating returns.
The document discusses how mass collaboration, or "Wikinomics", is altering traditional business models and economics. It provides examples of how open sharing of intellectual property and collaborative problem solving, like with Linux and Goldcorp's gold mining challenge, can drive innovation. The airline industry in particular faces challenges that require new strategies leveraging mass collaboration through shared networks and processes to reduce costs while improving operations. Blue Water Solutions is an aviation consulting firm that helps clients address challenges through collaborative partnerships and leveraging subject matter experts.
The document discusses automation technologies that will enable the transformation of future airspace operations. It describes how advanced flight management systems, high reliability avionics, surveillance technologies like ADS-B, automated ground systems for takeoff, landing and recovery, and automated communication between aircraft and air traffic control can increase automation in air traffic management. The goal is to implement these technologies through programs like NextGen in the US and SESAR in Europe to safely manage both manned and unmanned aircraft operating in shared airspace.
Rob Nelson - Challenge 1 - Virtual Design Master vdmchallenge
Establish a design for the manufacture and launch of Foundation colony ships and the supporting infrastructure. The infrastructure needs to be highly reliable and easy to deploy in future locations to maximize the number of launch facilities. The design emphasizes orchestration and automation to ensure manufacturing processes require minimal human input, increase overall efficiency and decrease defects in the material outputs.
The document provides information about an intern event at the Lockheed Martin facility in Valley Forge including a tour of classified areas working on projects like hypersonic vehicles and details about the engineering challenges. It also introduces Leo Mackay, the Vice President of Ethics and Sustainability at Lockheed Martin, and provides a spotlight on intern Brendon James who is working on various communication projects including mobile device distribution for an upcoming contract negotiation.
The benefits of an organic, more iterative approach to product development. See also “Lessons in Product Design from Modern Warfare—In Pictures”: http://strat.bz/I4Ez4hk.
Presentation on SpaceX given in class EC 728 - Economics of Innovation by my group. It is one of the most fascinating upcoming companies. With an IPO expected in 2013, it will be interesting to see where it heads..
The document provides an overview of the latest issue of the ERIKS publication "Know+How", which focuses on facilities management. It includes several news articles on topics related to facilities management, such as a survey on attitudes towards innovation in FM and new smart thermostats. It also provides an in-depth article describing how ERIKS provided reliable gear drives and inverters for stage props used in a major live stage production broadcast worldwide. The technology update section highlights new products from various manufacturers, such as bearings from NSK and lubricators from Simalube.
The document discusses DARPA's efforts to remake manufacturing through an innovation challenge. It plans to design and build an amphibious tank from scratch in three years through open design competitions. The goal is to produce two vehicles per week using new software to visualize component interactions and involve manufacturing experts early. This approach aims to be five times faster than traditional military procurement methods.
1) The document discusses the role of various trade organizations in the electronics industry such as IPC, CEA, SMTA, and others. IPC represents PCB fabricators and assemblers.
2) It describes changes at IPC in recent years including growing OEM membership and a more vertically integrated approach. However, some trade organizations like IPC and CEA may have competing objectives.
3) The regulation of drones is provided as an example where IPC advocates for more government oversight due to national security concerns, whereas CEA wants to minimize regulation to support industry growth.
This document outlines a 1 hour 15 minute lesson plan on the defense industry landscape. The lesson will compare differences between large, medium, and small defense companies and their product focuses. Students will learn about the evolution of the US defense industry from early arsenals to today's large defense contractors and how budget changes impact company strategies.
The new law prohibits uninsurable broad form hold harmless and duty to defend clauses in engineering and architectural contracts in Georgia. Such clauses previously required design professionals to assume liability for all project damages and defend clients against any claims, even if the design professional was not at fault. However, professional liability insurance did not cover this additional risk. HB 943, signed into law by Governor Deal, makes these types of clauses unenforceable in Georgia as of July 1, 2016, protecting design professionals from taking on uninsurable contractual liabilities. ACEC Georgia led the effort to address this growing issue for the engineering industry.
For the most time of human history, life was local and linear. Local in the way that anything that happened was close by, a least within a walking distance. Linear in the way that your life was the same as your father and your childs. Nothing changed.
Just like the evolution of man, technology improvements follow an evolutionary progress. New ideas or products are to begin with immature and fragile with slow improvements. Then the progress accelerates until the products become mature and taken for granted. Then the cycle repeats and a new layer of technology is added to the previous. This process is exponential. One such observation of exponential is Moore’s Law.
We will explore what exponential means. We look at Moore´s law and The Law of the Accelerating returns.
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.
Globe And Mail Engineering Energys Next Big Breakthroughqingenuity
Derya Yinanc founded Quantum Ingenuity, a "lean startup" based in Calgary that is developing prototypes for innovations in energy extraction technologies. Some of the prototypes focus on upgrading oil sands, mining techniques, extracting methane hydrates, and biodiesel. Yinanc believes that energy extraction needs to become more technology-focused to drive down costs and compete with lower cost sources. He aims to commercialize innovations more quickly than traditional energy companies and sees opportunities to disrupt the industry through portfolio of prototype technologies.
This document provides information about a workshop on flexible product development to be held on September 26-27, 2011 in Shanghai, China. The workshop is aimed at management professionals from R&D, innovation, product development, and other related fields. It will cover topics like understanding flexibility, modular product architectures, experimentation, set-based design, and project management. The workshop will be led by Preston Smith, an expert in rapid and flexible product development methods with over 20 years of experience consulting with major companies.
This document provides an overview of innovation and innovators presented by Fasasi Abdulafeeez. It defines innovation as the application of new ideas or methods. An innovator introduces changes and new ideas. The document outlines qualities of innovators such as encouraging risk-taking and collaboration. It also discusses how to become an innovator by combining existing skills and technologies to solve problems. Some challenges of innovation mentioned include developing solutions, funding, reproduction, and competition. Notable innovators highlighted include Thomas Edison, Nikola Tesla, Steve Jobs, and Bill Gates. Contemporary innovators mentioned are Jeff Bezos, Elon Musk, and Mark Zuckerberg.
The document summarizes a book review of The Innovator's Dilemma by Clayton Christensen. It provides background on the author and breaks down key concepts from the book. The book examines why successful companies often fail when confronted with disruptive technological change. It uses case studies like the disk drive industry, Toyota entering the US market, and more to show how disruptive technologies can start from the bottom of the market and eventually overtake established industry leaders. The review also summarizes the book's guidance on how companies can manage disruptive technological change to avoid failure.
Modular Lab is a hands-on, collaborative student-driven class where students will experience 3-4 rotations over 12 weeks. They will work in teams to manufacture final products from each module station. The class focuses on gaining 21st century skills through various activities involving topics like aerodynamics, biotechnology, meteorology and others. Students will use hands-on learning, partnerships, and Web 2.0 applications to gain knowledge and experience an endless reward through their journey of discovery and mastery in this collaborative classroom environment.
For the most time of human history, life was local and linear. Local in the way that anything that happened was close by, a least within a walking distance. Linear in the way that your life was the same as your parents and your children. Nothing ever changed.
Just like the evolution of man, technology improvements follow an evolutionary progress. New ideas or products are to begin with immature and fragile with slow improvements. Then the progress accelerates until the products become mature and taken for granted. Then the cycle repeats and a new layer of technology is added to the previous. This process is exponential. One such observation of exponential is Moore’s Law.
We will explore what exponential means. We look at Moore´s law and The Law of the Accelerating returns.
The document discusses how mass collaboration, or "Wikinomics", is altering traditional business models and economics. It provides examples of how open sharing of intellectual property and collaborative problem solving, like with Linux and Goldcorp's gold mining challenge, can drive innovation. The airline industry in particular faces challenges that require new strategies leveraging mass collaboration through shared networks and processes to reduce costs while improving operations. Blue Water Solutions is an aviation consulting firm that helps clients address challenges through collaborative partnerships and leveraging subject matter experts.
The document discusses automation technologies that will enable the transformation of future airspace operations. It describes how advanced flight management systems, high reliability avionics, surveillance technologies like ADS-B, automated ground systems for takeoff, landing and recovery, and automated communication between aircraft and air traffic control can increase automation in air traffic management. The goal is to implement these technologies through programs like NextGen in the US and SESAR in Europe to safely manage both manned and unmanned aircraft operating in shared airspace.
Rob Nelson - Challenge 1 - Virtual Design Master vdmchallenge
Establish a design for the manufacture and launch of Foundation colony ships and the supporting infrastructure. The infrastructure needs to be highly reliable and easy to deploy in future locations to maximize the number of launch facilities. The design emphasizes orchestration and automation to ensure manufacturing processes require minimal human input, increase overall efficiency and decrease defects in the material outputs.
The document provides information about an intern event at the Lockheed Martin facility in Valley Forge including a tour of classified areas working on projects like hypersonic vehicles and details about the engineering challenges. It also introduces Leo Mackay, the Vice President of Ethics and Sustainability at Lockheed Martin, and provides a spotlight on intern Brendon James who is working on various communication projects including mobile device distribution for an upcoming contract negotiation.
The benefits of an organic, more iterative approach to product development. See also “Lessons in Product Design from Modern Warfare—In Pictures”: http://strat.bz/I4Ez4hk.
Presentation on SpaceX given in class EC 728 - Economics of Innovation by my group. It is one of the most fascinating upcoming companies. With an IPO expected in 2013, it will be interesting to see where it heads..
The document provides an overview of the latest issue of the ERIKS publication "Know+How", which focuses on facilities management. It includes several news articles on topics related to facilities management, such as a survey on attitudes towards innovation in FM and new smart thermostats. It also provides an in-depth article describing how ERIKS provided reliable gear drives and inverters for stage props used in a major live stage production broadcast worldwide. The technology update section highlights new products from various manufacturers, such as bearings from NSK and lubricators from Simalube.
The document discusses DARPA's efforts to remake manufacturing through an innovation challenge. It plans to design and build an amphibious tank from scratch in three years through open design competitions. The goal is to produce two vehicles per week using new software to visualize component interactions and involve manufacturing experts early. This approach aims to be five times faster than traditional military procurement methods.
1) The document discusses the role of various trade organizations in the electronics industry such as IPC, CEA, SMTA, and others. IPC represents PCB fabricators and assemblers.
2) It describes changes at IPC in recent years including growing OEM membership and a more vertically integrated approach. However, some trade organizations like IPC and CEA may have competing objectives.
3) The regulation of drones is provided as an example where IPC advocates for more government oversight due to national security concerns, whereas CEA wants to minimize regulation to support industry growth.
This document outlines a 1 hour 15 minute lesson plan on the defense industry landscape. The lesson will compare differences between large, medium, and small defense companies and their product focuses. Students will learn about the evolution of the US defense industry from early arsenals to today's large defense contractors and how budget changes impact company strategies.
The new law prohibits uninsurable broad form hold harmless and duty to defend clauses in engineering and architectural contracts in Georgia. Such clauses previously required design professionals to assume liability for all project damages and defend clients against any claims, even if the design professional was not at fault. However, professional liability insurance did not cover this additional risk. HB 943, signed into law by Governor Deal, makes these types of clauses unenforceable in Georgia as of July 1, 2016, protecting design professionals from taking on uninsurable contractual liabilities. ACEC Georgia led the effort to address this growing issue for the engineering industry.
Kiwi Patents Ltd is presenting an investment opportunity focused on a new roofing technology called "flex-mechanism". The technology allows for simple, modular construction of polycarbonate and aluminum roofs. It has potential applications for residential and commercial roofing, as well as other structures. The founder has past success developing and selling patented technologies. The presentation provides an overview of the company's assets, product development progress, market testing, revenue options, and competitive advantages of the new roofing system. Initial focus is on developing and marketing the system under the Flexiroof brand.
History of Governmet Contracting 4 31 jan 12 2Jeran Binning
A survey of government contracting and the evolution of the military industrial complex. Research for a module in a new course being developed by the Defense Acquisition University called Business Acumen.
The document discusses redesigning air traffic control towers for the future using an unmanned air traffic control system. It outlines the current issues with the aging ATC system, including rising costs of maintenance and labor shortages. Industry has proposed solutions like streamlining hiring, but these rely on government funding. The presentation proposes an unmanned system where aircraft and sensors collect data used by AI to provide instructions to pilots. Implementing technologies like NextGen and remote towers could help build the foundation for a fully unmanned ATC system of the future.
This document discusses engineering ethics through case studies. It covers topics like what engineering ethics is, why it's important to study, and provides examples of ethics cases involving a killer robot, structural failures, whistleblowing, and the Challenger disaster. Codes of ethics from Hammurabi's code and ABET are presented. Further real-world cases involving industrial accidents at Bhopal, Three Mile Island, and Chernobyl are also referenced.
SMi Group's Military Space USA 2020 conferenceDale Butler
This document provides an agenda for the 2nd Annual Military Space USA Conference supporting the US military space enterprise. The conference will include presentations from senior leaders in the US Space Force, Air Force, and other allied militaries on topics such as space acquisition reform through SMC 2.0, training the future space warfighting force, and leveraging disruptive commercial space technologies. A separate focus day will explore experimental smallsat capabilities, export controls for space technologies, advanced propulsion concepts, using LEO mega-constellations for bandwidth, in-orbit manufacturing, and accelerating commercial innovation. The event aims to connect disruptors and innovators with government to integrate new technologies rapidly into military space operations.
Innovating from within can be a challenge, and a costly one to boot. Policies and procedures that might otherwise benefit your business operations could actually stifle the innovative process. To find the next big thing, trying new approaches is crucial and failing is inevitable.
The Communitech corporate innovation program is designed to help you harness your innovation potential by taking advantage of external models to supplement internal strategies. It allows you to shift your big brand culture and think like a startup, tap into fresh talent and ideas, create unlikely connections, speed up prototyping and significantly reduce the cost and risk associated with trying new things—all while staying true to your brand.
Are you ready to step out of your comfort zone, and into ours?
Ethics in engineering profession kamal25Kamal Shahi
This document provides an overview of engineering ethics and several case studies. It begins with definitions of ethics and discusses why ethics are important in engineering given past structural failures. It outlines engineering codes of ethics from various organizations and presents four case studies: [1] a killer robot case, [2] the DC-10 cargo door failure, [3] structural issues with the Citicorp building, and [4] the Challenger space shuttle disaster. It emphasizes engineers' responsibilities to safety and considers whistleblowing an important yet controversial topic.
AI in Manufacturing: Opportunities & ChallengesTathagat Varma
AI has significant potential to create value in manufacturing through operational performance improvements, workforce augmentation, and sustainability gains. However, manufacturers often struggle to realize this value due to challenges such as a mismatch between AI capabilities and operational needs, a lack of strategic leadership and communication, insufficient cross-functional skills, and issues with data availability and governance. Addressing these adoption challenges will be key to unlocking the full promise of AI in manufacturing.
The document discusses key lessons learned from the COVID-19 pandemic and ongoing uncertainties. It emphasizes that preparing for future crises requires prioritizing people, culture, and resilience. Organizations need to embrace agility, technology, and interconnection to adapt quickly to changing situations. Leaders must build trust, transparency, and flexibility to inspire their teams during uncertain times. Overall, the document stresses using past crises like COVID-19 as opportunities to strengthen preparations for future uncertainties.
This document discusses leadership agility mindsets needed for successful digital transformations. It notes that the majority of change initiatives and digital transformations fail due to today's fast-paced environment with big, continuous changes. True leadership agility requires mindsets of continuously learning, getting help when needed, trusting one's team over being right, and building great teams through inspiration rather than just authority. Leaders must guide transformations through co-creation rather than just direction or management.
In this talk, I have discussed the issues around the need to recognize the business problem being solved, how to identify that, etc. rather than only focusing on the tech.
The document discusses challenges with developing and deploying AI/ML projects and proposes an agile framework called Data-Driven Scrum (DDS) to address these challenges. DDS integrates elements of Scrum and Kanban to allow for iterative experimentation in AI/ML projects. It supports capability-based iterations of varying length and focuses teams on creating models, observing results, and analyzing learnings. DDS aims to improve upon traditional agile methods that do not always translate well to data science work due to uncertainties in task estimation and the need for flexible iterations around data and modeling tasks.
This document discusses various "cognitive chasms" that can occur during the adoption of artificial intelligence (AI) technologies. It identifies several phases of an AI project where adoption can fall off, such as moving from hype to practical technology implementation, piloting to full production, and initial scaling to achieving business impact. The document provides examples of AI initiatives that failed to progress between these stages due to challenges like unrealistic timelines, lack of data or organizational support, and difficulties demonstrating return on investment or making insights actionable. Overall, the document seeks to examine why many AI projects struggle to move beyond early stages of adoption.
In this talk for the students of IIM Udaipur, I have discussed how AI as technology needs to deliver business value in order for AI as a discipline to be seen as relevant to business. I have also spoken briefly about my own research work.
The document discusses various aspects of nurturing an innovation mindset. It defines innovation and outlines the innovation process. It emphasizes the importance of properly defining problems before attempting to solve them. Organizations need to prioritize problems and consider customers, financial impacts, and time constraints. Fostering an innovation mindset involves being purpose-driven, curious, and willing to take risks and experiment. The document also discusses intrapreneurship and sustaining innovation as ongoing business-as-usual activities through alignment, scaling, continuous integration, and cultural embedding.
What is #ThoughtLeadership? Is it mindless self-promotion, or is it more like some fancy management fad? Is it more like your social media presence, or sharing stories? What is the real deal here? In this talk, I have shared some ideas from others, and also some of my own learning over the years. Hope you find the answers you were looking for...
The document discusses the evolution of project management offices (PMOs) and how increasing complexity affects their performance. It notes that while PMOs were traditionally established to improve project satisfaction through standardized processes, this approach is ineffective in complex, unpredictable environments. As complexity rises from simple to chaotic, linear, mechanistic methods break down. Up to 75% of PMOs fail within 3 years due to not adapting to complexity and focusing only on compliance. A new approach is needed to help PMOs succeed in dynamic landscapes through principles like emergent strategy, learning, and building trust relationships. The Cynefin framework categorizes contexts from simple to complex/chaotic and suggests matching approaches to sensemaking and decision making.
An Introduction to the Systematic Inventive Thinking (SIT) MethodTathagat Varma
This document provides an introduction to Systematic Inventive Thinking (SIT), an innovation method that uses five thinking patterns - subtraction, division, multiplication, task unification, and attribute dependency - to generate creative ideas. These patterns help overcome cognitive biases like functional fixedness that stifle creativity. SIT adheres to principles like the path of most resistance, closed world, and function follows form. It involves defining an existing situation and then applying SIT tools to mentally manipulate the situation and visualize virtual products with novel functions.
The document discusses various frameworks for scaling agile practices in large organizations, including Scrum of Scrums, Nexus, Scrum@Scale, Large Scale Scrum (LeSS), and the Scaled Agile Framework (SAFe). It provides overviews of the key concepts of each framework, such as how they divide work among multiple agile teams, coordinate cross-team efforts, and scale agile principles and practices to the organizational level. The document also discusses some of the challenges of scaling agile and principles that informed the development of these frameworks.
How does one go about blogging? Or, why to even blog in the first place? In this talk, I have shared some of my key learning over last 15 years of blogging
Bridging the gap between Education and LearningTathagat Varma
This document summarizes a presentation about bridging the gap between education and learning in India, specifically for the IT industry. It outlines several problems with the current education system in India including low labor productivity, scientific research output, and number of patents. It also notes that many engineering graduates lack necessary job skills. The presentation identifies challenges such as outdated curriculum, lack of faculty, and fast-changing technology knowledge. It provides recommendations to develop more applied, experience-based education through partnerships with industry and use of new technologies.
This document discusses digital business model innovation and transformation. It begins with an overview of business models and the business model canvas tool. It then covers digital business models, the stages of digital transformation, and frameworks for digital business models. Key components of digital business models are discussed. The document outlines drivers of business model innovation and a framework for digital business model innovation. It also discusses challenges in digital transformation, such as why many initiatives fail. The document concludes with sections on business model innovation opportunities in different areas like resources, offerings, customers, and finances.
25 Years of Evolution of Software Product Management: A practitioner's perspe...Tathagat Varma
How has the role and function of product management evolved over the years? In this talk, I have shared my notes from my personal journey over the last 25 years.
Explore the key differences between silicone sponge rubber and foam rubber in this comprehensive presentation. Learn about their unique properties, manufacturing processes, and applications across various industries. Discover how each material performs in terms of temperature resistance, chemical resistance, and cost-effectiveness. Gain insights from real-world case studies and make informed decisions for your projects.
2. Porter’s Theory of Clusters
In the world where everything’s increasingly online, does
location matter?
Today’s economic map of the world is dominated by what I
call clusters: critical masses – in one place – of unusual
competitive success in particular fields.
Examples – Silicon Valley (Tech), Hollywood
(Entertainment), Wall Street (Finance), Japan (Consumer
Electronics), etc.
Clusters are not unique, however; they are highly typical –
and therein lies the paradox; the enduring competitive
advantages in a global economy lie increasingly in local
things – knowledge, relationships, motivations – that distant
rivals can’t match.
Clusters and the New Economics of Competition, Michael Porter, HBR, Nov-Dec 1998
3. Cluster
Geographic concentrations of interconnected companies
and institutions in a particular field, including suppliers,
channels, customers, manufacturers and government and
other institutions like universities, etc.
Clusters promote both competition as well as cooperation,
and offer advantages of efficiency, effectiveness and
flexibility.
Clusters help in innovation in a field and new business
creation.
California Wine Cluster: 680 commercial wineries +
thousands of grape growers + vendors + university + wine
institute +…
6. Are these Indian clusters?
Movies: Bollywood
TV Serials: NOIDA
Finance: Mumbai
IT Hub: Bangalore
IIT Coaching: Kota,
Super30
Pic: http://www.slideshare.net/tarunramgupta/deloitte-maverick-regional-finals
7. Case Studies
Corporates:
1943: Lockheed’s Skunkworks
1948: 3M’s 15% Program
2004: Google’s 20% Program
2016: Facebook’s Area 404
Government:
Build 20, MIT
Bletchley Park, WW2
Industry:
Silicon Valley
Investors:
Florence, Italy (Medici Effect) – we discussed in an earlier class
Nation:
Israel
India
9. SkunkWorks Origin
In 1943, the U.S. Army’s Air Tactical Service Command (ATSC) met with
Lockheed Aircraft Corporation to express its dire need for a jet fighter to
counter a rapidly growing German jet threat.
One month later, a young engineer by the name of Clarence "Kelly" L.
Johnson and his team of young engineers hand delivered the XP-80 Shooting
Star jet fighter proposal to the ATSC. Quickly the go-ahead was given for
Lockheed to start development on the United States' first jet fighter effort. It
was June of 1943 and this project marked the birth of what would become the
Skunk Works® with Kelly Johnson at its helm.
The formal contract for the XP-80 did not arrive at Lockheed until October
16, 1943; four months after work had already begun. This would prove to be a
common practice within the Skunk Works. Many times a customer would
come to the Skunk Works with a request, and on a handshake the project
would begin, no contracts in place, no official submittal process.
Kelly Johnson and his team designed and built the XP-80 in only 143 days,
seven less than was required.
http://lockheedmartin.com/us/aeronautics/skunkworks/origin.html
10. The name Skunk Works®
It was the wartime year of 1943 when Kelly Johnson brought together a hand-picked
team of Lockheed Aircraft Corporation engineers and manufacturing people to rapidly
and secretly complete the XP-80 project. Because the war effort was in full swing there
was no space available at the Lockheed facility for Johnson’s effort. Consequently,
Johnson's organization operated out of a rented circus tent next to a manufacturing
plant that produced a strong odor, which permeated the tent.
Each member of Johnson’s team was cautioned that design and production of the new
XP-80 must be carried out in strict secrecy. No one was to discuss the project outside the
small organization, and team members were even warned to be careful how they
answered the phones.
A team engineer named Irv Culver was a fan of Al Capp's newspaper comic strip, "Li'l
Abner," in which there was a running joke about a mysterious and malodorous place
deep in the forest called the "Skonk Works." There, a strong beverage was brewed from
skunks, old shoes and other strange ingredients.
One day, Culver's phone rang and he answered it by saying "Skonk Works, inside man
Culver speaking." Fellow employees quickly adopted the name for their mysterious
division of Lockheed. "Skonk Works" became "Skunk Works."
The once informal nickname is now the registered trademark of the company: Skunk
Works®.
http://lockheedmartin.com/us/aeronautics/skunkworks/origin.html
11. SkunkWorks® Approach
What sets the Skunk Works® apart is its unique approach created by
founder Kelly Johnson. ‘Kelly’s Rules’ are still in use today as
evidenced by the small empowered teams, streamlined processes and
the culture that values the lessons learned when you are bold enough
to attempt something that hasn’t been done before.
Our unique organization started in 1943 when visionary Clarence
“Kelly” Johnson got the green light to create an experimental
engineering department to begin work on the secret
XP-80 Shooting Star jet fighter. Johnson and his team designed and
built the XP-80 in only 143 days, seven less than was required. It was
this project that marked the birth of what would become the Skunk
Works with Kelly Johnson at its helm.
What allowed Johnson to operate the Skunk Works so effectively and
efficiently was his unconventional organizational approach. He broke
the rules, challenging the current bureaucratic system that stifled
innovation and hindered progress. His philosophy is spelled out in his
"14 rules and practices.”
http://www.lockheedmartin.co.in/us/aeronautics/skunkworks/skunk-works-approach.html
12. Kelly’s 14 Rules
1. The Skunk Works manager must be delegated practically complete control of his program in all
aspects. He should report to a division president or higher.
2. Strong but small project offices must be provided both by the military and industry.
3. The number of people having any connection with the project must be restricted in an almost
vicious manner. Use a small number of good people (10% to 25% compared to the so-called
normal systems).
4. A very simple drawing and drawing release system with great flexibility for making changes
must be provided.
5. There must be a minimum number of reports required, but important work must be recorded
thoroughly.
6. There must be a monthly cost review covering not only what has been spent and committed but
also projected costs to the conclusion of the program.
7. The contractor must be delegated and must assume more than normal responsibility to get
good vendor bids for subcontract on the project. Commercial bid procedures are very often
better than military ones.
8. The inspection system as currently used by the Skunk Works, which has been approved by both
the Air Force and Navy, meets the intent of existing military requirements and should be used
on new projects. Push more basic inspection responsibility back to subcontractors and vendors.
Don't duplicate so much inspection.
13. Kelly’s 14 Rules
9. The contractor must be delegated the authority to test his final product in flight.
He can and must test it in the initial stages. If he doesn't, he rapidly loses his
competency to design other vehicles.
10. The specifications applying to the hardware must be agreed to well in advance of
contracting. The Skunk Works practice of having a specification section stating
clearly which important military specification items will not knowingly be complied
with and reasons therefore is highly recommended.
11. Funding a program must be timely so that the contractor doesn't have to keep
running to the bank to support government projects.
12. There must be mutual trust between the military project organization and the
contractor, the very close cooperation and liaison on a day-to-day basis. This cuts
down misunderstanding and correspondence to an absolute minimum.
13. Access by outsiders to the project and its personnel must be strictly controlled by
appropriate security measures.
14. Because only a few people will be used in engineering and most other areas, ways
must be provided to reward good performance by pay not based on the number of
personnel supervised.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23. Minnesota Mining and
Manufacturing Co. (3M)
3M was born in 1902 as a small-scale mining venture. The
five founders had a simple goal: to harvest a mineral known
as corundum from a mine called Crystal Bay.
Ultimately, the mine didn’t produce much corundum, but
something more important was born that year: the spirit of
innovation and collaboration that forms the foundation of
today’s 3M. The fledgling company turned to other
materials and other products, building up sales little by
little. Technical and marketing innovations began to
produce success upon success.
Today’s 3M is responsible for 60,000 products used in
homes, businesses, schools, hospitals and more. One third
of 3M’s sales come from products that were invented within
the past five years.
http://solutions.3m.com/wps/portal/3M/en_US/3M-Company/Information/Resources/History/
24. McKnight Principles
William L. McKnight, who served as 3M chairman of the board from
1949 to 1966, encouraged 3M management to "delegate responsibility and
encourage men and women to exercise their initiative."
His basic rule of management was laid out in 1948:
"As our business grows, it becomes increasingly necessary to delegate
responsibility and to encourage men and women to exercise their initiative.
This requires considerable tolerance. Those men and women, to whom we
delegate authority and responsibility, if they are good people, are going to
want to do their jobs in their own way.
"Mistakes will be made. But if a person is essentially right, the mistakes he or
she makes are not as serious in the long run as the mistakes management will
make if it undertakes to tell those in authority exactly how they must do their
jobs.
"Management that is destructively critical when mistakes are made kills
initiative. And it's essential that we have many people with initiative if we are
to continue to grow.”
https://solutions.3m.com/wps/portal/3M/en_US/3M-Company/Information/Resources/History/?PC_Z7_RJH9U52300V200IP896S2Q3223000000_assetId=1319210372704
25. 15% Program
1948: “15%” program was born, allowing employees to
dedicate almost a full day a week to their own projects,
following their ideas and seeing what came of them.
1974: Art fry came up with “Post It” – the most famous
outcome of its 15% program
Many of its 22,800 patents came from this program
It is available to everyone. Who knows who will come
up with the next Post It?
However, the success is not due to the “15%”. It is the
culture – embrace new ideas, tolerate failures.
https://www.fastcodesign.com/1663137/how-3m-gave-everyone-days-off-and-created-an-innovation-dynamo
26. What happened when Six
Sigma came to 3M?
Six Sigma was popularized in the late 1990's and introduced into
3M by former CEO James McNerney, a former GE executive. It
involves a set of process tools designed to eliminate production
defects and wastage, and raise efficiency.
"The Six Sigma process killed innovation at 3M," said Nicholson.
"Initially what would happen in 3M with Six Sigma people, they
would say they need a five-year business plan for [a new idea].
Come on, we don't know yet because we don't know how it works,
we don't know how many customers [will take it up], we haven't
taken it out to the customer yet."
However, the 3M ambassador pointed out he had nothing against
the Six Sigma, but felt it was not ideal for the creative process.
http://www.zdnet.com/article/six-sigma-killed-innovation-in-3m/
27. Building 20, MIT
A temporary wooden structure hastily erected during WW2 on the
central campus of MIT
Housed the radiation lab (“Rad Lab”) and worked on
electromagnetic, microwave, etc. at one time 20% of the physicists
in UR and 9 Noble Laureates work at Building 20
No one department onwed it…it hosted Acoustics, adhesives, Air
Science, flight Control, Nuclear Science, Lighting Design, Plastics
Lab, Radiological Lab, and later…Ice Research, Railroad,
Lingustics, Electronics Photography, Humanities, Atomic Energy,
etc...and eventually... Music, Biotech, Graphic Arts,
Anthoropology, etc...
After WW2, continued as “magical incubator” till it as shut down
in 1998
Amar Bose and Noam Chomsky were among its famous occupants
https://en.wikipedia.org/wiki/Building_20
28. What made it special?
It was the worst building – it leaked, thin plywood walls,
froze in winters, scorching in summers, confusing to
navigate, bad acoustics, poorly lit, had no fire-clearance,
etc…It was only a temporary will WW2 but continued...
But....development of high-speed photography, modern-
theory linguastics, single-antenna radar, microvawes,...
Its “limitations” became its strength for collaboration and
innovation. There were no divisions, no class distinctions,
A 1945 statement by the Department of Defense noted that
the research in the Rad Lab
”pushed research in this field ahead by at least 25 normal
peacetime years.”
http://djcoregon.com/dailyblog/2012/06/19/building-20-what-made-it-so-special-and-why-it-will-probably-never-exist-again/
29. Bletchley Park, WWII
Until 1989, Britain’s best-kept secret from WW2!
Government Code and Cypher School (GC&CS) studied
and devised methods to enable the Allied forces to decipher
the military codes and ciphers that secured German,
Japanese, and other Axis nation’s communications. The
result of which was the production of vital intelligence in
advance of military operations.
Bletchley Park also heralded the birth of the information age
with the industrialisation of the codebreaking processes
enabled by machines such as the Turing/Welchman Bombe,
and the world’s first electronic computer, Colossus.
The most famous of the cipher systems to be broken at
Bletchley Park was the Enigma.
https://www.bletchleypark.org.uk/content/hist/
30. Bletchley Park…
Operation Ultra was designed to break Enigma. German’s cypher
machine Enigma changed the code daily – so there were 159
million million million possible settings!
Starting Aug 1938, the first success came on 23 Jan 1940 when the
German Army administrative key was unravelled, known as “The
Green”
The process of breaking Enigma was aided considerably by a
complex electro-mechanical device, designed by
Alan Turing and Gordon Welchman. The Bombe, as it was called,
ran through all the possible Enigma wheel configurations in order
to reduce the possible number of settings in use to a manageable
number for further hand testing.
Eventually build “Colossus” – world’s first semi-programmable
electronic computer a full two years before Americans built
ENIAC!
http://www.encyclopedia.com/topic/Bletchley_Park.aspx
31. Operation Ultra
Employed 12,000 code breakers and staff! (3/4th were
women)
Heavily recruited from Oxford and Cambridge
Got help from the Polish who has broken some earlier
codes
Led to sinking of Bismarck, the German destroyer
It is believed that the success of Bletchley Park
shortened the duration of WW2 by 2-3 years!
32. Google Founder’s Letter 2004
“Google employees have “20 percent time” -
effectively one day per week - in which they
are free to pursue projects they are
passionate about and think will benefit
Google. The results of this creative effort
already include products such as Google
News, Google Suggest, and Orkut - products
which might otherwise have taken an entire
start-up company to create and launch.”
https://abc.xyz/investor/founders-letters/2004/
33. Google 20%
Key successes: AdSense, Gmail, Google Transit, Google
Talk, Google News, Google Now, Project Cardboard
(“Mockulus Thrift”), Google Sky, Google Art Project,
Google.org, …
Changed in 2012…not killed but made a bit more
stringent? (some people mock it by saying it is 120%
program)
34. Facebook Area 404
“These labs have all served their respective teams well, but over
time we started to see that when engineers from different teams
came together and shared their expertise, we could make even
faster progress on the projects they were working on — engineers
in the Connectivity Lab learned from our experts in failure
analysis to create high-quality prototypes early in the testing
process, the networking team worked with the FSO team on
breakthroughs in wireless transmission of data, and so on. We
wanted to create more opportunities for these teams to come
together; we needed a big, open space to complement our
custom labs. So we built one, and we call it Area 404 — named
for our teams wanting a space just like this one, but one wasn't
found; now it's found, and we lovingly refer to the space as Area
404.”
http://code.facebook.com/posts/561611824036387/inside-facebook-s-hardware-labs-moving-faster-with-more-collaboration/
35. Facebook Area 404…
This new 22,000-square-foot lab is located in our Menlo Park
office, and it's outfitted with state-of-the-art machine tools
and test equipment. With this new space, we can now
handle the majority of our modeling, prototyping, and
failure analysis in-house, decreasing each iteration of the
development cycle from weeks to days. Even more
important, the space has room for all teams, with more than
50 workbenches in the main area. Connectivity Lab,
Oculus, Building 8, and our Infrastructure teams can now
work collaboratively in the same space, learning from one
another as they build.
41. Start-up Nation: Israel
Highest concentration of engineers and R&D spending in
the world
Highest density of startups in the world – 1 per 1,844
Israelis
Per capita venture capital investments were 2.5x of US (and
350x of India)
More patents per person than any other nation
Most scientific papers per capita than any other nation – 109
per 10,000 people.
In 25 years, Israel increased its agricultural yields 17 times.
Start-Up Nation: Dan Senor and Saul Singer, 2009
42. History
Adversities since its creation
Fight for survival was key
Immigration from 70 countries (2x population in first
two years)
Contrary to popular belief, defense and security tech is
less than 5% of Israel’s GDP
43. Culture
Persistence, especially in the face of hostile neighbors,
inclement climate. Perhaps this led to more in telecom and
internet because there was no “border” stopping here.
Informal and nonhierarchical cultures, not very disciplined –
they are educated to challenge the obvious, ask questions,
debate everything, innovate. IDF is deliberately understaffed
at senior levels – leading to more initiative at lower levels.
Cultural tolerance for “intelligent failures” – all
performance, good or bad, are value-neutral
IDF Reservists created a whole new network of people
without class hierarchies – you are not defined by what your
rank is but what you are good at.
44. Culture…
The Israeli military tradition is to become traditionless.
Don’t be wedded to an idea just because it worked in
the past.
Military past is more important than academic past
Thanks to conscription, by the time you come to
workforce, you have already had incredible experiences,
responsibilities, maturity, etc.
Due to military experience, everyone knows everyone!
45. Why not Singapore or Dubai?
Singapore’s leaders have failed to keep up in a world
that puts a high premium on a trio of attributes
historically alien to Singapore’s culture: initiative, risk-
taking and agility
(In Korea) fear of losing face…one should not be
exposed while failing...Israelis seem to be on ther other
side of the spectrum. They don’t care about the social
price of failure and they develop their projects
regardless of the economic or political situation.
Dubai has built large successful service hubs...but not
thriving innovation clusters.
46. “Rosh gadol” vs. “Rosh katan”
Rosh gadol = big head
Following orders but doing so in best possible way, using
judgment, and investing whatever effort is necessary.
Emphases improvisation over discipline, and challenging the
chief over respect for hierarchy.
Rosh katan = little head
Interpreting orders as narrowly as possible to avoid taking on
responsibility or extra work
This behavior is shunned!
Everything in Singapore runs counter to rosh gadol!
Singapore differs dramatically from Israel both in its order
and in its insistence on obedience. Singapore’s politeness,
manicured lawns, and one-party rule have cleansed the
fluidity from its economy.
47. Factors
Kibbutzsim. Tough land. Led to innovations in water
recyling and fish farming!
Immigrants. Law of Return. Many were well-educated.
Immigrants = entrepreneurs. Immigration is a national
priority.
Diaspora, Brain drain => brain circulation
Govt support for startups. Yozma.
Arab block and betrayel by Charles de Gaulle lead to
self-reliance, improvisation, multiskilling,
53. Recap
Creative spaces, throughout history, have been
extremely successful in shaping the economic climate
of those regions.
Clusters create a robust interlock of companies,
universities, markets and talent and catalyse the
innovation and entrepreneurial activities.
Creatives spaces are the force-multiplier that can
significantly boost up and transform creative initiatives
into serious economic clusters.