The document discusses how corporations can become more innovative by adopting post-bureaucratic models that allow for emergent and networked behaviors. It argues that intentionally enabling emergence through open source practices, low barriers to participation, and generative systems can produce unanticipated innovation from broad audiences. The key is impedance matching organizations to the decentralized world through policies, architectures, and cultures that enhance long-tail contribution from self-organizing groups.
Devops and Intentional Emergence - Velocity Conferencejstogdill
Presented at Velocity Conference in September in New York City.
The information age is replacing the industrial age and corporations are going through changes as big as their original adoption of bureaucracy as an organizing principle.
This talk describes the notion of "Intentional Emergence" in a corporate setting. The idea that managers and technologists should create conditions for emergent outcomes rather than always focusing on the outcome itself.
DevOps and other mechanisms for a more dynamic IT culture are important to this end.
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.
Living in a Connected, Collaborative but “Dis-integrated” Society - Simone Ci...Simone Cicero
How is digital transformation impacting the potential of collaborative businesses? What does it really mean "collaborative economy"? This is just an expression of the transition towards a post industrial society!
This presentation was given as an opening of the first OuiShare Forum - OuiShare semestrial event for the corporates that want to understand how to transform to cope with the collaborative transformation and become players of change.
The Collaborative Economy is always depicted as a revolution coming from an increasing role of communities and collaboration: in reality, growing technology enablers give individuals totally new possibilities and potential and therefore the collaborative shift should be seen from this alternative, key point of view, that of leveraging the potential of ones, multiplied by platforms and collaborative processes.
In this process, modern capitalism encompasses the whole of te self in a natural evolution that was predicted by Karl Marx already. It's just cognitive capitalism and it's just starting.
The big question is: will this post-industrial capitalism evolve into... post-capitalism?
Context: https://medium.com/@meedabyte/that-s-cognitive-capitalism-baby-ee82d1966c72
[This presentation was originally given for a private event targeting banking and insurance providers]
Future Proof Design and the Platform Design CanvasSimone Cicero
This presentation was given as an introduction of a workshop on the platform design canvas during the Barcelona Design Thinking Week at the Elisava Design and Engineering School.
The objective of the canvas is to help people design Platforms and Ecosystems not only one shot, one feature, linear products.
The canvas itself is derived by the Business Model Canvas of which it tries to overcome the limitations when applied in Platform Design.
The Platform Design Canvas is currently in Live Edit here http://goo.gl/wz615
Context post: http://meedabyte.com/2013/06/26/the-platform-design-canvas-a-tool-for-business-design/
Towards a Cooperative, Small scale, Local, P2P Production FutureSimone Cicero
Blog link here >> http://goo.gl/eoeaf (context/introduction of the presentation)
This is the presentation I used for my talk at the ouishare summit.
I really tried to connect the dots over a bunch of topics, amazing authors and innovators (like John Robb, Michel Bauwens, Douglas Rushkoff, Umair Haque, Las Indias, Kevin Carson, Joe Justice and Wikispeed, Open Source Ecology and much more) and also writings that I've done on my own, available on my blog.
All the material produced on my own is CC-BY-SA (please note that Michael Clinard Joe Justice's pic is not CC)
Open Gets Real - From Software to Manufacturing: how the open, agile and p2p ...Simone Cicero
A presentation I gave at Codemotion Roma 2013 on March the 22nd. This presentation connects the dots between the resource depletion trends (off peak), advancements in digital fabrication, open design, agile and lean manufacturing and shows the potential that an open production ecosystem may mean for ut in the future.
For those interested, here's a strongly related initiative that is also mentioned in the presentation: http://www.opensourcewarehouse.org/
Also, please note this work is strongly based on discussion I had with ouishare, open source ecology, open source hardware association, open knowledge foundation, etc...
In particular I wanted to thank:
- Marcin Jakuboski
- Catarina Mota
- Alicia Gibb
- Massimo Menichinelli
- Joe Justice
Devops and Intentional Emergence - Velocity Conferencejstogdill
Presented at Velocity Conference in September in New York City.
The information age is replacing the industrial age and corporations are going through changes as big as their original adoption of bureaucracy as an organizing principle.
This talk describes the notion of "Intentional Emergence" in a corporate setting. The idea that managers and technologists should create conditions for emergent outcomes rather than always focusing on the outcome itself.
DevOps and other mechanisms for a more dynamic IT culture are important to this end.
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.
Living in a Connected, Collaborative but “Dis-integrated” Society - Simone Ci...Simone Cicero
How is digital transformation impacting the potential of collaborative businesses? What does it really mean "collaborative economy"? This is just an expression of the transition towards a post industrial society!
This presentation was given as an opening of the first OuiShare Forum - OuiShare semestrial event for the corporates that want to understand how to transform to cope with the collaborative transformation and become players of change.
The Collaborative Economy is always depicted as a revolution coming from an increasing role of communities and collaboration: in reality, growing technology enablers give individuals totally new possibilities and potential and therefore the collaborative shift should be seen from this alternative, key point of view, that of leveraging the potential of ones, multiplied by platforms and collaborative processes.
In this process, modern capitalism encompasses the whole of te self in a natural evolution that was predicted by Karl Marx already. It's just cognitive capitalism and it's just starting.
The big question is: will this post-industrial capitalism evolve into... post-capitalism?
Context: https://medium.com/@meedabyte/that-s-cognitive-capitalism-baby-ee82d1966c72
[This presentation was originally given for a private event targeting banking and insurance providers]
Future Proof Design and the Platform Design CanvasSimone Cicero
This presentation was given as an introduction of a workshop on the platform design canvas during the Barcelona Design Thinking Week at the Elisava Design and Engineering School.
The objective of the canvas is to help people design Platforms and Ecosystems not only one shot, one feature, linear products.
The canvas itself is derived by the Business Model Canvas of which it tries to overcome the limitations when applied in Platform Design.
The Platform Design Canvas is currently in Live Edit here http://goo.gl/wz615
Context post: http://meedabyte.com/2013/06/26/the-platform-design-canvas-a-tool-for-business-design/
Towards a Cooperative, Small scale, Local, P2P Production FutureSimone Cicero
Blog link here >> http://goo.gl/eoeaf (context/introduction of the presentation)
This is the presentation I used for my talk at the ouishare summit.
I really tried to connect the dots over a bunch of topics, amazing authors and innovators (like John Robb, Michel Bauwens, Douglas Rushkoff, Umair Haque, Las Indias, Kevin Carson, Joe Justice and Wikispeed, Open Source Ecology and much more) and also writings that I've done on my own, available on my blog.
All the material produced on my own is CC-BY-SA (please note that Michael Clinard Joe Justice's pic is not CC)
Open Gets Real - From Software to Manufacturing: how the open, agile and p2p ...Simone Cicero
A presentation I gave at Codemotion Roma 2013 on March the 22nd. This presentation connects the dots between the resource depletion trends (off peak), advancements in digital fabrication, open design, agile and lean manufacturing and shows the potential that an open production ecosystem may mean for ut in the future.
For those interested, here's a strongly related initiative that is also mentioned in the presentation: http://www.opensourcewarehouse.org/
Also, please note this work is strongly based on discussion I had with ouishare, open source ecology, open source hardware association, open knowledge foundation, etc...
In particular I wanted to thank:
- Marcin Jakuboski
- Catarina Mota
- Alicia Gibb
- Massimo Menichinelli
- Joe Justice
Digital Networks & Platform Business Models (Masterclass)Benjamin Tincq
Slides from a Masterclass I did at WeFab in São Paulo, for business executives and entrepreneurs:
1) Introduction
2) The Long Tail of Production
3) Uberization? No: Platform Economy
4) Open, Collaborative & Decentralized
5) Exercise: The Platform Design Toolkit
Blog link here >> http://goo.gl/Z8P6Q
(context/introduction of the presentation)
This is the presentation I used for my talk at the IDCAMP.
I tried to put together two things:
- an analysis of the new practices we need to create enduring and impacting enterprise in a time of radical change
- a practical 10 rules guide to be adopted.
All the material produced on my own is CC-BY-NC.
In large organisations, digital fluency, confidence and knowledge are still lacking at senior levels, but the answer is not just to appoint a more digital CDO or CTO to fill the gap. Instead, we need practical models for distributing digital leadership among those who understand it and who are involved in development, and we need to clear that ‘digital’ is now everybody’s responsibility.
Change agents and local digital teams are often at the forefront of adopting new ways of working and creating elements of digital strategy, and they should be teaching and guiding traditional leaders, rather than asking for permission and being satisfied with brief moments of attention from above. The greatest challenge for any leader today is transforming their organisational architecture and culture to meet the challenges of the digital age.
This talk will share a practical model for distributed digital leadership, some insights into the challenges and opportunities of this approach, and some thoughts on how digital change agents should take control of the agenda and challenge their leaders to do better.
Innovation in a time of radical changesSimone Cicero
This is the presentation I've made during Joe Justice's Workshop in Rome, for the Wikispeed European Tour organized by Ouishare in Rome, Barcelona and Paris.
Here's a related post http://wp.me/plmpp-px
TOWARDS A CO-CREATIVE WORLD one mobile entrepreneurship lab at a time Franco Papeschi
These slides have been used to support my talk at Africa Gathering London, on the 15th of June 2012.
There, I discussed about how to foster people take an active role in their societies by producing innovative web and mobile services that are relevant for their communities, regions, nations.
Given the audience and the experience that the Web Foundation has in Ghana, Kenya, Senegal and other countries, I discussed specifically about innovation hotspots in Africa.
I also decided to share some of the things we learnt in the past 2 years of our work, and what needs to be done.
On Tuesday the 23rd of October, I had the honor and pleasure to speak on the subject of gLocality and innovation at the Udine’s DITEDI (District of Digital Technologies) born in a corner of Italy where the concentration of companies that are somehow involved in innovation and digital is awesome, one of the largest in Europe.
During my speech, I first introduced the correlation between the digitization of the economy, democratization, cooperation and resilience (in a context of access to resources that will become increasingly problematic in the future) and then moved on to the topic of companies transformation.
Generating a more resilient culture of entrepreneurship, striving for a "Future Proof Enterprise" (I already dealt with this in the past) the very same long term business that Fred Wilson is teaching in the Valley thanks to its "How to stay in business Forever " skillshare class: this is the innovation to look for right now.
This innovation quest, however, passes not only trough the acquisition of new learning tools, (such as lean thinking and agile practice) but also trough a more or less radical cultural change as local administrators have correctly guessed during the introduction.
I finished with three clear rules to be followed:
enable cross-fertlizzation through physically and logically shared creative contexts (such as Coworking, Fablabs or Hackerspaces)
focus on your own unique culture, nurture local, trustable relations and seek for local impact,in the long-term
foster an entrepreneurial mindset and teach job creation rather than job search (“make a job”).
original content on http://meedabyte.com
Discussing the Global Commision on Internet Governance statement, Toward a So...Philip Sheldrake
The Global Commission on Internet Governance (ourinternet.org) published a statement 15th April 2015 for the Global Conference on Cyberspace meeting in The Hague. It calls on the global community to build a new social compact between citizens and their elected representatives, the judiciary, law enforcement and intelligence agencies, business, civil society and the Internet technical community, with the goal of restoring trust and enhancing confidence in the Internet.
This stack frames my contribution to a discussion of the statement at the Web Science Institute event 8th June 2015.
DevOps is not enough - Embedding DevOps in a broader contextUwe Friedrichsen
As the subtitle says, this talk tries to embed DevOps in a broader context. Therefore first briefly is sketched, how the state of IT is perceived by many people in IT. Additionally, DevOps is briefly defined by explaining the three ways as they were described in the book "The Phoenix Project".
After this short introduction the claim of the title is picked up: "Why is DevOps not enough?". In order to explain this claim, the history of economic markets and of IT are briefly explained. The bottomline is that almost all markets supported by IT have drastically changed in the years since IT became relevant for companies. Additionally, IT itself has changed dramatically in this period of time. Therefore, most of the common knowledge and best practices, we stick to in IT became counter-productive meanwhile because they solve a completely different problem, i.e., the problems of the times when the markets and IT itself were totally different.
The conclusion from the short examination of history is that we basically have to re-think IT as a whole, which is discussed briefly in the next section of the talk. This section first has a look at the new drivers that inflict change on IT. Then it derives the new goals of IT and shows some of the building blocks.
Having this new idea of IT at hand, the role of DevOps in it is finally considered. Starting with DevOps and its continuous pursuit of shortening cycle times in order to optimize outcome, DevOps can be used to drive the change of IT. This is exemplarily shown by starting with DevOps and then see, which question arise from that and what solutions it leads to. In the end of the example, many of the building blocks of the new IT are in place - just by starting with DevOps and continuously improving.
This is a very dense talk covering a lot of ground in order to lead to the final observation that DevOps can (and should) be used to drive the required change of IT and many detail have been left out. Also the voice track is missing of course, but I still hope that it provides you with some useful information.
Products And Platforms In The Age Of CommunitiesBenjamin Tincq
A very straighforward presentation about how all stages of product lifecyle are being platformized for greater community interaction. Presentated at Hub Day conference in Paris on June 2014.
The hi:project: empowering you, empowering us, with a more human webThe hi:project
We pioneer the human interface, the successor to the user interface. We celebrate the human not the user, the individual not the worker, the person not the consumer, helping everyone contribute more value to and derive more value from society and the organizations in their lives.
Digital Networks & Platform Business Models (Masterclass)Benjamin Tincq
Slides from a Masterclass I did at WeFab in São Paulo, for business executives and entrepreneurs:
1) Introduction
2) The Long Tail of Production
3) Uberization? No: Platform Economy
4) Open, Collaborative & Decentralized
5) Exercise: The Platform Design Toolkit
Blog link here >> http://goo.gl/Z8P6Q
(context/introduction of the presentation)
This is the presentation I used for my talk at the IDCAMP.
I tried to put together two things:
- an analysis of the new practices we need to create enduring and impacting enterprise in a time of radical change
- a practical 10 rules guide to be adopted.
All the material produced on my own is CC-BY-NC.
In large organisations, digital fluency, confidence and knowledge are still lacking at senior levels, but the answer is not just to appoint a more digital CDO or CTO to fill the gap. Instead, we need practical models for distributing digital leadership among those who understand it and who are involved in development, and we need to clear that ‘digital’ is now everybody’s responsibility.
Change agents and local digital teams are often at the forefront of adopting new ways of working and creating elements of digital strategy, and they should be teaching and guiding traditional leaders, rather than asking for permission and being satisfied with brief moments of attention from above. The greatest challenge for any leader today is transforming their organisational architecture and culture to meet the challenges of the digital age.
This talk will share a practical model for distributed digital leadership, some insights into the challenges and opportunities of this approach, and some thoughts on how digital change agents should take control of the agenda and challenge their leaders to do better.
Innovation in a time of radical changesSimone Cicero
This is the presentation I've made during Joe Justice's Workshop in Rome, for the Wikispeed European Tour organized by Ouishare in Rome, Barcelona and Paris.
Here's a related post http://wp.me/plmpp-px
TOWARDS A CO-CREATIVE WORLD one mobile entrepreneurship lab at a time Franco Papeschi
These slides have been used to support my talk at Africa Gathering London, on the 15th of June 2012.
There, I discussed about how to foster people take an active role in their societies by producing innovative web and mobile services that are relevant for their communities, regions, nations.
Given the audience and the experience that the Web Foundation has in Ghana, Kenya, Senegal and other countries, I discussed specifically about innovation hotspots in Africa.
I also decided to share some of the things we learnt in the past 2 years of our work, and what needs to be done.
On Tuesday the 23rd of October, I had the honor and pleasure to speak on the subject of gLocality and innovation at the Udine’s DITEDI (District of Digital Technologies) born in a corner of Italy where the concentration of companies that are somehow involved in innovation and digital is awesome, one of the largest in Europe.
During my speech, I first introduced the correlation between the digitization of the economy, democratization, cooperation and resilience (in a context of access to resources that will become increasingly problematic in the future) and then moved on to the topic of companies transformation.
Generating a more resilient culture of entrepreneurship, striving for a "Future Proof Enterprise" (I already dealt with this in the past) the very same long term business that Fred Wilson is teaching in the Valley thanks to its "How to stay in business Forever " skillshare class: this is the innovation to look for right now.
This innovation quest, however, passes not only trough the acquisition of new learning tools, (such as lean thinking and agile practice) but also trough a more or less radical cultural change as local administrators have correctly guessed during the introduction.
I finished with three clear rules to be followed:
enable cross-fertlizzation through physically and logically shared creative contexts (such as Coworking, Fablabs or Hackerspaces)
focus on your own unique culture, nurture local, trustable relations and seek for local impact,in the long-term
foster an entrepreneurial mindset and teach job creation rather than job search (“make a job”).
original content on http://meedabyte.com
Discussing the Global Commision on Internet Governance statement, Toward a So...Philip Sheldrake
The Global Commission on Internet Governance (ourinternet.org) published a statement 15th April 2015 for the Global Conference on Cyberspace meeting in The Hague. It calls on the global community to build a new social compact between citizens and their elected representatives, the judiciary, law enforcement and intelligence agencies, business, civil society and the Internet technical community, with the goal of restoring trust and enhancing confidence in the Internet.
This stack frames my contribution to a discussion of the statement at the Web Science Institute event 8th June 2015.
DevOps is not enough - Embedding DevOps in a broader contextUwe Friedrichsen
As the subtitle says, this talk tries to embed DevOps in a broader context. Therefore first briefly is sketched, how the state of IT is perceived by many people in IT. Additionally, DevOps is briefly defined by explaining the three ways as they were described in the book "The Phoenix Project".
After this short introduction the claim of the title is picked up: "Why is DevOps not enough?". In order to explain this claim, the history of economic markets and of IT are briefly explained. The bottomline is that almost all markets supported by IT have drastically changed in the years since IT became relevant for companies. Additionally, IT itself has changed dramatically in this period of time. Therefore, most of the common knowledge and best practices, we stick to in IT became counter-productive meanwhile because they solve a completely different problem, i.e., the problems of the times when the markets and IT itself were totally different.
The conclusion from the short examination of history is that we basically have to re-think IT as a whole, which is discussed briefly in the next section of the talk. This section first has a look at the new drivers that inflict change on IT. Then it derives the new goals of IT and shows some of the building blocks.
Having this new idea of IT at hand, the role of DevOps in it is finally considered. Starting with DevOps and its continuous pursuit of shortening cycle times in order to optimize outcome, DevOps can be used to drive the change of IT. This is exemplarily shown by starting with DevOps and then see, which question arise from that and what solutions it leads to. In the end of the example, many of the building blocks of the new IT are in place - just by starting with DevOps and continuously improving.
This is a very dense talk covering a lot of ground in order to lead to the final observation that DevOps can (and should) be used to drive the required change of IT and many detail have been left out. Also the voice track is missing of course, but I still hope that it provides you with some useful information.
Products And Platforms In The Age Of CommunitiesBenjamin Tincq
A very straighforward presentation about how all stages of product lifecyle are being platformized for greater community interaction. Presentated at Hub Day conference in Paris on June 2014.
The hi:project: empowering you, empowering us, with a more human webThe hi:project
We pioneer the human interface, the successor to the user interface. We celebrate the human not the user, the individual not the worker, the person not the consumer, helping everyone contribute more value to and derive more value from society and the organizations in their lives.
This is my current work and thinking on how to do Scrum within heavily regulated industries like healthcare, government, and finance. For more information join my community at http://scrumandcompliance.com/
DRIVERS AND IMPEDIMENTS TO DIGITAL TRANSFORMATION - THE RESEARCHTom Rieger
In August 2020 EnterpriseDB and Platform 3 jointly asked 1000s of IT professionals their perspectives and priorities. This paper is a detailed view of those results.
Digital Transformation and Application Decommissioning - THE RESEARCHTom Rieger
The resulting research paper from the August 2020 market surveying of 1000s of IT professionals around the current state of affairs and what is happening over the next 18-14 months.
Digital disruption is a top-of-mind issue in the C-suites of every industry. Senior executives of traditional firms are looking over their shoulders and wondering if they are in the crosshairs of a digital insurgent.
Summary of the Book Exponential organizationsGMR Group
Happy Morning
I have made a small attempt to summarize this book after reading this number of times.
In this book Salim Ismail gives a deep dive – Exponential Organizations where he shows how any company, from Startup to a multi-national , can become exponential.
The author unveils years of research learning how organizations can accelerate growth through use of Technology. The goal of the book is to provide you with the knowledge to leverage assets such as big data, communities, algorithms, and new technology to achieve performance ten times better than your competition.
It is good book for entrepreneurs who need a guide for harnessing and strategizing the hyper growth of a company that feeds off of modern technology in the 21st century and beyond.
Because we focus on accelerating technologies and the future we identified an infection point in how we build businesses that has never noticed before.
Most CEOs see innovation as product or service innovation. But there is also process innovation, social innovation, organizational innovation, management innovation, business model innovation etc.
Those business that do not evolve , will not survive
Happy Reading
This slide deck was used at my presentation during PM Labs in Moscow on Nov 18th 2010.
The purpose of this session was to demonstrate best in class practices for IT product and service development. It showed tools and techniques that allow project and product managers to select most promising idea, develop, and successfully launch it in the market
Industries, businesses and business models are being radically changed as a consequence of all the technological developments sweeping the world. I am writing a series of papers that cover the implications of all of this for how boards go about doing their work. The first paper is a general overview of these developments.
Maximising the opportunities offered by emerging technologies within the chan...Livingstone Advisory
The Australian University sector is heading down the path of seemingly inevitable and fundamental change in both its operating model and role within society. The forces at play are numerous and diverse, fueled in part by the capabilities of modern technologies. These include factors such as increasing global competition for tertiary students, the shift towards a self-funded corporate operating model whilst having to retain academic independence and rigor – all in an environment of the increasing commoditisation of knowledge and intellectual property through emerging vehicles such as MOOCs (Massive Online Open Courses).
In the midst of these structural changes, how well Australian Universities navigate through the current swathe of emerging and potentially disruptive technologies whilst mitigating the longer term systemic risks associated with their adoption is not necessarily a trivial exercise.
In this session, Rob Livingstone offered some practical insights into how CIOs of ‘the University of the future’ can play an active part in helping their institutions thrive in the new environment by maximising the upside potential of new and emerging technologies with known cost and risk, whilst simultaneously managing the multiple versions of reality that exist in the new IT environment.
W-JAX Keynote - Big Data and Corporate Evolutionjstogdill
A look at corporate evolution from the industrial revolution to the information age - with a focus on how Big Data will make an impact.
Presented at W-JAX Java Conference in Munich Germany, 11-8-11
Transition from industrial to network age means Army IT isn't just about doing C2 better, it's about enabling internal small world networks and emergence.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
GridMate - End to end testing is a critical piece to ensure quality and avoid...ThomasParaiso2
End to end testing is a critical piece to ensure quality and avoid regressions. In this session, we share our journey building an E2E testing pipeline for GridMate components (LWC and Aura) using Cypress, JSForce, FakerJS…
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/
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
37. Q: So, does the network age
allow us (even require us) to
adopt technology-enabled
post-bureaucratic corporate
models? And build the
technology to support them?
46. “It is no exaggeration to say that if we had had to rely on
conscious central planning for the growth of our industrial
system, it would never have reached the degree of
differentiation, complexity, and flexibility it has attained.
…
Any further growth of its complexity, therefore, far from
making central direction more necessary, makes it more
important than ever that we should use a technique which
does not depend on conscious control.”
Friedrich Hayak, The Road to Serfdom
47. Constructal Law:
For a finite-size system to persist in time (to live) it must
evolve in such a way that it provides easier access to the
imposed currents that flow through it.
-From Design in Nature
More and more of the “currents” imposed on the modern
corporate enterprise are informational and digital.
51. Gall’s Law: A complex system that works is
invariably found to have evolved
from a simple system that worked.
52. Q: Assuming a Normal distribution,
how many developers must have the
opportunity to self select for (or
invent) a project in order to have a
90% confidence that at least 1% of
the actual participants will be 5 σ
above the mean? You know, the
crazy smart ones.
The ones you
want
58. Some things that contribute to generativity
Open
Source
Software
Open
Standards
Runtime
Platforms
Low hurdles
for initial
project start
Small world
networks
Simple
rules
20% time Variable
Cost
Open Data
Open API’s
…
Community
59.
60.
61. Q: At your workplace, what
changes to policy,
architecture, technology, or
culture would enhance long
tail emergence?
62. Q: How can we better
impedance match our
organizations to the
decentralized and emergent
world we are immersed in?
63. Recognizing that the scope of IT has become too great to
effectively centrally plan and manage, information
technology policy makers must work to explicitly enable
emergent development in the enterprise. Emergent
capabilities won’t be expected to replace the systematic
development of core line of business applications, but it
will complement them by enabling locally relevant
innovation. Such a strategy would enable “long tail”
contributions throughout the enterprise and ultimately
would also improve the way large programs are
delivered. The goal is apparent agility even if the
enterprise’s supporting IT substrate evolves at a more
measured pace.
Is open hardware strictlya technology choice? Just a commodity approach to saving money and avoidingvendor lock in?
Or, is it part of a silicon valley’s beachhead inside your organization?
Or, perhaps it is even a culture virus. As you and the people working for you adopt these technologies and participate in their communities will they be avector for silicon valley thinking to enter your company? I suspect both.
The center of gravity of effort is different. This is partially due to legacy requirements embedded in larger organizations, but it’s not the whole story. It’s certainly also about how they approach risk avoidance.
Why does it matter? You’ve probably heard of Boyd’s OODA loop. The organization that can make sense of its surroundings (market, competition, …) and respond more quickly wins. It’s like playing chess where your opponent gets two moves to each of yours.
But it’s not called the OO loop reason. If you can’t follow through to action it’s useless. Slow to code is like a fighter jet with a great radar and no stick for the pilot.With Big Data and all the myriad sensors we can access for data now on the web and elsewhere, we have new ways to Observe and Orient to our world. However, the “act” in often happens in software now. That’s where we make our decisions concrete either in real time or in the next generation of our business, so we need to build systems that are platform for maneuver and open systems / open software contribute to that.
In the military they have this notion of maneuver warfare, and on the battlefield maneuver happens in space and time. But increasingly maneuver in the strategic sense (and even in the tactical sense as it relates to cyber warfare and defense) happens in the rapid development of software.The more our businesses become digital businesses, the more this becomes true for us too.
Of course the easy answer is “Bureaucracy.” And while that might be a bit of a cop out, let’s explore it a bit further.- Idea: Bureaucracy is the perceived antidote to risk in an environment where hurdles are high.
Does your IT/IS department look anything like this? Architecture, development, requirements, program management, operations, maintenance… All of these separations of take a tax on initiative and ensure the continued top down approach to development (and maneuver) continues.. Are they necessary or just vestiges of the past? Are we applying new technologies to these vestigial organizations? Or are we using them to build something new?
And its impact on maneuver is predictable.
This talk, as you’ve probably guessed, really isn’t about technology. It’s about culture and how technology is an enabler to a massive shift in our world. So, since we’ve already gone abstract, let’s go really meta for a bit.
Bureaucracy is much maligned, but it grew up to deal with the organizational challenges of the industrial age. And it was effective at organizing these guys to run …
…this. The scale of these enterprises in terms of labor was enormous and it was an enormous challenge to coordinate their efforts.Btw, I visited the Ford truck plant that currently occupies the upper right hand corner of this picture last week, and while highly automated the people that built this would recognize it.
And that coordination of labor and the industrialization that went with it led to this. While the individual’s experience of bureaucracy may feel like one of those creatures from the Alien series stuck to your face, the industrial revolution and its organizing methods have led to the first sustained growth in individual wealth in the history of humanity.This chart makes me a fan of bureaucracy, but perhaps it’s an idea whose time is passing.
And here’s the really interesting meta point… James Watt and his contemporaries thought they were inventing a form of locomotion. Like engineers everywhere they focused on the practical aspects of their work, but in fact they were also unleashing a number of social gravitational forces.
Their machines and consequent industrialization needed labor – and lots of people left behind their dispersed agrarian lifestyles to concentrate in cities.
And that concentration made radically different kinds of political organization possible. Because in a pre-internet and telephony time they could now communicate and form dense networks. In a sense, the machine led directlyto political movements around the world. Three out of four of our “big” political isms sprang directly from the modernism made possible by all those machines and the bureaucracies that sprang up to organize us around them. Those structures also informed the corporate structures that we operate in.
They weren’t just creating political systems either, they were creating entire new modes of thought … Reductionism, for example, the notion that understanding could come from the decomposition of complexity into component parts came from our understanding of industrial age machine. Today these threads still run through our thinking – they are cognitive filters we probably aren’t even aware of – and probably interfere with our ability to understand complex dynamic systems where many of the “secrets” are in the time-variant patterns rather than fixed state or structure.
Which leads us back to the modernist enterprise that we are gradually replacing. The very large systems integrator I used to work for has spent the last forty plus years digitizing the corporate bureaucracy. From the first corporate payroll system to today they’ve been about the reimplementation of traditional bureaucracy in silicon and copper and every step along the way has been essentially hierarchical, reductionist, planned… Even today it’s in vogue to talk about the “industrialization” of IT – to mean somehow getting it sorted out. When large companies develop software for bureaucracies they do it bureaucratically.
The corporate enterprise, like any system, evolves. And it’s current level evolutionary maturity is probably about at the stage of the nematode; and we’ve been building its neural network. The nematode (or c. elegans) is widely studied because of its simple neural structures, structures that are focused on the very narrow regulation of homeostasis via on stimulus and response. The corporate digitalization of essentially neural processes are at a similar stage – with a focus on corporate homeostasis and the reimplementation of previously human-driven systems with productivity enhancing IT. But in many cases we haven’t changed the fundamental underlying organization or operation, we’ve just digitized them. (Note: there is some over simplification here. Collaboration tools etc. are beginning to make possible shadow organizations and networked modes of interaction, but the fundamental “big systems” like ERP’s are about digitizing former structures).
Some 30 years ago or so Leonard Kleinrock, Lawrence Roberts, Robert Kahn, and Vint Cerf thought they were building a computer network…Actually, given the time, and the reaction to the technocrats running the Vietnam war at the time, I think these guys were more aware of what they were doing in a meta sense than perhaps James Watt and his contemporaries were, but still… they might not have fully understood the implications of their work. However…
Tthe changes they have wrought are every bit is as dramatic as those caused by the steam engine and industrial revolution before it. The network age is ushering in a period of decentralized organizations…
…strained national sovereignty and rule of law
The long tail enablement of markets…
…utterly surprising forms of collective production…
new forms of political and governmental participation…
The emergenceof new kinds of complex non-linear (social) systems…
non-state (or tacitly-state-sponsored) cyber conflict and on and on…
The industrial age informed and created one kind of social fabric, the network / information age is creating another.The network age doesn’t just extend industrialization, it leaves it behind. Modernism and reductionism may be in their final steep decline. They are being supplanted by a new kind of network empiricism that will exert its own gravitational force on our social and organizational fabric. George Bush, with his perfect illustrations of reductionism (“You are with us or against us”) will probably be our last president of the modernist era. Reductionism remains intuitively appealing to us as humans in need of simple narratives of cause and effect but is increasingly out of step with our complex networked world.
And all of this is arriving inside of our traditional bureaucracies and causing them to evolve into hybrid hierarchy / networks. The post-bureaucratic enterprise.Bureaucracy is beginning to give way to other models of organization and some business, particularly on the web and other information focused industries, are beginning to fundamentally change what it means to be a business.
Talk aboutConway’s law
This leads us to a new, and more important, question. And I guess the point of this talk is to encourage us to think of open systems, open software, and open hardware as more than just cheap alternatives to the offerings from tier one vendors. in the context of this shift from modernism to a post-post-modern expansionist mindset. As futures go this one has been happening for a long time, but it’s beginning to happen with vigor inside of corporate organizations.
For example. We are in the habit of thinking of agile methods as in contrast to the waterfall model. But agile software development isn’t a software development methodology, it’s the post-bureaucratic shop floor quality circle applied to software. It’s as much (or more) about post-bureaucratic organizational models as it is about software per se.
Back to this broader question of the impact of the network age on the enterprise. We are used to thinking of the corporate enterprise as nice neat packets of planning immersed in the broader emergent market mediated by price signals. This separation of planned from emergent has worked well, and seems to have a natural balance that shifts with technology, organizational methods etc. But if there weren’t some natural limits to the expansion of planning and control Russia would still be a communist endeavor with a planned economy and General Electric would have stayed on an acquisition path until they owned everything.
So, in a way this means that we are intentionally blurring the boundaries of our organizations. You can see this in the way we participate in open communities now – for example many employees of Yahoo for a long time probably felt more affinity to the Hadoop project than to their employer.
So, here’s the core point of Intentional Emergence, at least as it applies to organizational and IT architecture, design the edge to better “impedance match” with the surrounding ecosystem. This means giving it both planning (intentional) and emergent properties.
As the corporate ecosystem becomes more connected the emergent challenges go beyond price. Increased corporate size and complexity, and more networked post-bureaucratic internal structures are making it very difficult for corporations to deal with all of the complexity they face. In fact, the bureaucratic model is further strained when the complexity exceeds the ability of the strategic corporate leadership to deal with in their decision making. (C is the complexity that management must deal with, C0 is the ability of a single person or small group to deal with complexity). When C is above C0 things come apart. The worst possible case is that C > C0 and you either don’t recognize it or refuse to accept it.
From command and control to act and adapt.
Our jobs in management are to modulate thisschizophrenia, to find the right balance.
Hayak was talking about markets here, but as complexity becomes more and more part of our landscape it seems to be applicable to the internals of the corporate enterprise and the IT systems that enable it.
So, we ask ourselves, how can we promote make it easier for flows of information to develop? For the river delta to form?
The result is a new aspirational enterprise software zeitgeist. Consider how an IT infrastructure approach can support it.
As technologists we have a natural tendency toward reductionist thought. Computers are rational after all. So it is our nature to deal with system failure by trying harder to control things. In technology this can often be counterproductive. More emphasis on governance for example can simply extend timelines and the risk absorbed with longer timelines is greater than the risk reduction you get from the governance. It is possible to squeeze too hard…
So instead of control, let’s focus on facilitation. Gall’s Law gives us a hint about what to facilitate. Building on Gall’s law, since there is no guarantee that simple systems will work, the implication is to build lots of little systems and attempt to facilitate adoption of successful work. Or… “let a thousand flowers bloom.”
It’s just math
If that Gall’s law idea is true, then what we want is lots of starts with an ecosystem of support that leads to adoption. On the web this is enabled with cheap hosting, open source software, ready venture capital, ubiquitous web distribution… Is it possible to replicate a similar ecosystem inside a company in order to achieve a cognitive force multiplier?
Just to be clear, we aren’t talking about eliminating the head of the traditional IT project distribution, but we are talking about intentionally enabling a long tail. A single person with modest skills should be able to start the process of solving his or her own problems in code, and then if the project is adopted and useful it can grow back towards the head.
And how do we do this? Generativity is a nice term used by Jonathan Zittrain to describe a set of attributes that encourage wide contribution.
Leverage: How strongly a system or technology leverages a set of possible tasks, meaning it makes our difficult tasks easier.Adaptability: adaptability to a range of tasks. The ease with which it can be modified to broaden its range of usesEase of Mastery: Compare the mastery that is needed to use an airplane and to use a paperAccessibility / Transferability:The easier it is to obtain the technology, tools and information necessary to achieve mastery - and convey changes to others - the more generative a system is
Recap slide
They aren’t just (or even mostly) about technology. Lots of things from technology to policy and organization contribute. Even something as simple as how time tracking is implemented can have a big impact on how generative a system is. In technology, the “approachability” is critical – for example a runtime mapping api (e.g. openmaps or google maps) is much more generative than a disk with ESRI server code on it.
If you want an example of generativity… Finding inspiration in unusual places. Scratch is inspirational because it has some interesting properties – the IP sharing approach is built in to the IDE (every project goes to a gallery), it is highly social in a way that supports co-learning, the tools are nicely sandboxed and designed for the capability curve…
With Carlos and Paul in mind, we proposed to the U.S. Army that instead of always building end use case systems, that they build a platform called the “battle command innovation platform”, whose end uses would not be known in advance, and provide tools, runtimes, and content to build usable systems in the field. We were looking to do something much more than just a PaaS runtime. There were strong community and content components to the vision that were targeted at the kind of users we expected to find in that “skunk works of one.”
We started with a question. Let’s finish with a couple. I didn’t talk much about the technologies because I wanted to focus on the ideas. The ideas lead to an invisible hand that can operate in your environment.