Enterprise Systems


Ponemon Research Institute

Development of Technology Trustworthiness How do you measure/validate trust in the cybersecurity of the enterprise? > Cybersecurity How can big-city police (e.g. Baltimore) and neighborhoods-at-risk rebuild trust in each other? How do you know if someone is trying to win, or lose? Parameters of trust Trust is built over a marriage, a career, a lifetime, but can be lost in a second. sp Confidence Reliability Integrity: trustworthiness over time Privacy Resiliency: Antifragile: Things That Gain from Disorder Taleb Skepticism and Conspiracy Theory Terms of Service: monitoring: docracy | ratings: crowd ratings Truth (correctness) photos: A bullet can kill a man, but a lying camera can kill a nation. lying: There is no defense against lying. sp | white lies vs black lies Technologies of trust big data: cyber-physical systems: terraechos certifications: kikscore drug testing federations: InCommon passwords: keepersecurity products & services relationship mining: intersecting people sp | Relationship Science scoring trust: TrustCloud Fields of Application human-machine relationships marketing: celebrity DBI DBI= 0.6*(Awareness) + 0.4*((Appeal+ Breakthrough+Trend-Setter +Influence + Trust + Endorsement + Aspiration)/7) Societal Risk Management (SRM): graduate program Software: Top 25 Most Dangerous Software Errors in general: advertising: evidon, doubleverify | medical devices: Open Medical Device Research Library omdrl.org | electronic voting: Do electronic voting machines improve the voting process? | Failed States Index: fundforpeace | financial institutions: credit cards, financialtrustindex | internet |sports: Lance Armstrong, research | wellness: Dr. Oz, Food Babe untrustworthy: corporations: Volkswagen | government: NSA | nonprofits: FIFA, Red Cross | politicians: Chris Christie, Hillary Clinton articles, books: ubiquitous: Trust is the glue that holds us together sp | Dare: Accepting the Challenge of Trusting Leadership Weiss | Extreme Trust: Honesty as a Competitive Advantage Peppers | Just How Fragile Are America’s Bridges? Sofge | Likeonomics Bhargava | The Fix: Soccer and Organized Crime Hill Crime

How do you validate trust in the cybersecurity of the enterprise?



RadioShack files for bankruptcy

Development of Technology Innovation  RadioShack files for bankruptcy. Garages are the authentic American fablab. sp | Will Uber’s autonomous cars destroy millions of jobs? Is innovation predictable? Does every innovation begin with a question? What can pirates, terrorists, computer hackers and inner city gangs tell us about the misfit economy?  Where do big ideas come from? Does public scrutiny and high expectations of stock value impede corporate innovation?  Do your innovation teams have a blend of cognitive types? (a) creative’s; (b) detail-oriented; (c) conformists Who is the greatest innovator of the past decade?  How is innovation management handled across the enterprise?  What internal and external resources are used to stimulate and guide innovation?  What percentage of revenues is from new products introduced in the last two years?  Is innovation blocked or stagnated in the company?  Why? (a) too many layers of approval required; (b) bad decisions due to lack of info flow up through the organization; (c) unsynchronized incentive systems; (d) slow response time to customers and market; (e) "not invented here" syndrome; (f) "always done it this way" syndrome; (g) creativity and innovation are driven underground; (h) overall frustration and dissatisfaction; (i) customers are angry and alienated  How fast can a new idea be tried out at the company? Months? Weeks? Days? Hours?  Does the company's new product satisfy the requirements for rapid diffusion into the marketplace? (a) Simple; (b) Compatible; (c) Observable; (d) Trialable  Do we focus our creative efforts toward the creation of value for others?  Do we consistently see opportunity in the face of adversity?  Do we cultivate collaboration through diversity in our social and professional networks?  Do we make the most of our programs for learning and training?  Do we cultivate a healthy work/family balance?  Do we work on becoming good presenters?  Do we have a good understanding of our core competencies and how to focus them on opportunities in the marketplace?  Do we periodically challenge long-held assumptions (assumption busting) to open up possibilities for novel solutions that are rooted in a fundamentally different understanding of the problem? in general: Create a path that makes it easy for good people to do good things, and they will do it. | www.ninesigma.com | digital literacy | conferences: innovation.economist | commercialization: copycats | corporate sponsorship: Shell’s GameChanger | crowd-sourced: openIDEO | design: catapultdesign | digital brainstorming: branddelphi | energy: ARPA-E Energy Innovation Summit | enterprise social innovation: 3ds | federal sponsors: NSF I-Corps | follow the patents | quid | games: disruptus | global innovation index: www.managementtoday.co.uk/news/610009 | government impact: Permissionless Innovation Thierer | incentivization | innovation ecosystem | marketplace: planeteureka | museums: nobelmuseum | on-demand management: acceptsoftware, brightidea | resources: strategos, centricsoftware, ninesigma | product lifecycle management: www.centricsoftware.com, rymatech, www.acceptsoftware.com | states: illinoisinnovation | students: Design for America, hackathon | team building: www.celemi.com | timeline: stages of evolution | ultra high-speed networks: gig-u | young innovators: Disney's Big Hero 6 - XPRIZE Challenge academic research: Research Excellence Framework REF breakthroughs: FAST’s top 50, popular science top 100, Wharton’s 30 over 30 disruption > obsolescence: What added value does your retail outlet offer the customer today vs buying real-time/online? | A Total Disruption | Blackberry | creative destruction: ice > refrigerator | devices: sliderule | education: imagine K12 | gigaomnetwork | publishing: The Great Amazon Debate salon | retail: RadioShack bankruptcy | taxis: Uber |  top 10 | trends: techie xprize: Revolution through Competition | exponential innovation: overview |  xprize.org big ideas | tricorder books, articles, essays, portals: Abundance Diamandis | Closing the Innovation Gap Estrin | Creating Innovators | Epistemology of Innovation Vojak | fastcoexist | Open Innovation Chesbrough | Reverse Innovation Govindarajan | Ten Steps for Innovators Houtman | The 50 Greatest Breakthroughs Since the Wheel Fallows | The Innovator's Dilemma Christensen | The Medici Effect Johansson | The Power of Two Shenk Retail | Jobs | Entrepreneurship

What added value does your retail outlet offer the customer today vs buying real-time/online?

 

On spinning out (commercializing) a university research center

by scott pickard

Sitting there in the meeting this morning and my mind wandering a bit (been doing that since first grade), I thought: “When/if the research grant goes away, what happens?”

Does  the Research Center just go poof, everybody blowing away in the breeze to a new position, some repotted at the University in various departments; some going out to private industry; some retiring?

Then I thought about everything that is inside these walls. If you draw a box around this place and call it “Proprietary Intellectual Property (PIP),” it’s market value as a going concern is substantial when you include:

  • Documents in general
  • Templates
  • Spreadsheets
  • Software
  • Calculators, algorithms, rules-of-thumb
  • Archive of reports
  • Processes and procedures
  • Everything that’s on the web site: content, pictures, videos
  • Curriculum, courseware, workshop and presentation materials
  • Marketing and general collateral materials
  • Database(s) and data
  • Product info, specs, costs
  • The Center’s collective rolodex of professional, industry, governmental contacts
  • The Center’s brand identity and goodwill
  • The Center team and their collective expertise and experience
  • Continuing access to the best students

In a shutdown scenario, who “owns” the PIP?  The University?  The Funding Sponsor?  Would either even be interested?

Engineering and R&D Research and Development What’s likely to be the “next big thing?” What might be the most fertile areas for innovation? Where should countries and companies invest their limited research funds? What technology areas are a company’s competitors pursuing? How are projects chosen for R&D?  What is R&D’s past record for successful completion of projects to budget and schedule?  When does management expect products will reach the market from research projects currently underway?  Is the company working smart to optimize the FDA approval process?  How would management rate the company’s R&D operations against its competitors?  How well does R&D integrate its work with marketing?  End user?  Engineering?  Production?  Is R&D’s major emphasis applied or basic research?  How much do the company’s projected financials depend upon successful new products developed by R&D?  Does the company effectively protect the secrecy of R&D projects?  Is there sufficient federal financing to support R&D at adequate levels?  What is the company’s approach towards capitalization of R&D expenses?  Is management well informed of R&D activities?  Are the company’s research facilities adequate?  How confident is management that R&D’s team and plan will lead to the right product(s) at the right time?  Has management evaluated the cost-effectiveness of shifting some portion of R&D expenditures and operations to external sources? (a) venture capital funds; (b) R&D alliances; (c) government funding such as ATP in general: Chance favors the prepared mind. Pasteur | citations: zotero | crowd funding: experiment | design of experiments: about | electronic lab notebooks: www.intellichem.com | ethics: Integrity in Research and Publication | europe: cordis | www.evaluatingresearchcenters.com | incentivization: prize challenges | magazines: rdmag | matching problems with solutions: www.innocentive.com | molecular imaging: www.visenmedical.com | networks: internet2 | patents: mapping | pharmaceutical R&D: www.teranode.com, wingu | poster template | rent & read: deepdyve | research universities: www.aau.edu | videos: labtv academic: The traditional metric of academic capital is citations. | Should researchers make their source code available when submitting a research paper to a peer-reviewed scientific journal? | bio template: publications.ca | data sharing: figshare | funding opportunity announcements: grantforward | impact: h-index | news: futurity | scientific literature: Action Science Explorer | Association of Research Libraries | open access, peer-reviewed joournals: peerj, plusone.org  | social networking: academia.edu | Search: academic.research.microsoft federal labs: Argonne National Laboratory: www.anl.gov | Idaho National Laboratory: www.inl.gov | Kansas City Plant: www.kcp.com | Lawrence Berkeley National Laboratory: www.lbl.gov | Lawrence Livermore National Laboratory: www.llnl.gov | Los Alamos National Laboratory: www.lanl.gov | National Renewable Energy Laboratory: www.nrel.gov | Oak Ridge National Laboratory: www.ornl.gov | Pacific Northwest National Laboratory: www.pnl.gov | Sandia National Laboratory: www.sandia.gov | Y-12 National Security Complex Heilmeier Catechism: What are you trying to do? Articulate your objectives using absolutely no jargon.  How is it done today, and what are the limits of current practice?  What's new in your approach and why do you think it will be successful?  Who cares?  If you're successful, what difference will it make?  What are the risks and the payoffs?  How much will it cost?  How long will it take?  What are the midterm and final "exams" to check for success? | The Heilmeier Catechism Visits the University sp lab management: workflow management: accelrys | software: quartzy free multidisciplinary research: What are the top ten actions that Congress, the federal government, state governments, research universities and others could take to assure the ability of the American research university to maintain the excellence in research and doctoral education needed to help the United States compete, prosper, and achieve national goals for health, energy, the environment, and security in the global community of the 21st century? Stanford | synthesis centers: science incubators | World Café charrette translation of project results: To what extent do the research issues being pursued relate to challenges along the pathway towards achieving meaningful use?  How effective are the methods used to accelerate translation of research into application(s)?  To what extent has the project identified the salient, potentially breakthrough challenges?  Are innovative research methods being applied to meet the ultimate research agenda?  What problems have been encountered in implementing all of the required features of the project?  What relationships has the project established with industry to facilitate the translation of the research? | funding: action science: definitions | proof-of-concept books and articles: Breakthrough Stefik | Closing the Innovation Gap Estrin | Evaluating Research Centers & Institutes for Success! Tash | Scientists Popularizing Science: Characteristics/Impact of TED Presenters Sugimoto Sustainability | Wellness | Automobile | Innovation | Crowd | Science |The big idea I’m left with is you could develop a business plan for the inevitable and at that time, license out the entire PIP by mutual agreement with the University and/or the Sponsor, and reboot the Center as a commercial enterprise. If you chose to do it big, you could attract some equity capital to fund startup costs for space, equipment, and competitive industry salaries, benefits, etc.

And that begins a whole new story.

sp

On hiring a consultant

A client of mine who has built a successful enterprise software systems development firm over the last 15 years, is now wanting to hire a consultant(s) to help him define some strategic objectives going forward.  He finally has the disposable cash to do this kind of thing.  He had me review the consultant’s proposal, and here was my guidance to him:

I think getting a fresh perspective from the “outside” can be a healthy exercise, but there is also some measure of risk that it can lead you astray. So go into it with eyes wide open.

Here are some due diligence questions to ask yourself before proceeding:

  • Do you like these guys? Are you comfortable with them? Do you respect them? What does your gut tell you?
  • Have you asked for three references that you can call? This is VERY IMPORTANT!
  • What do they know about software and your market? Or, if they have no direct experience, do you think their general experience and skills can yield some valuable insights for your unique situation?
  • Last question is, all things considered, for the price they charge, do you think there is not much to lose, and maybe something valuable to gain?

If you can ask those questions and they pass the test, then I would give it a shot.

sp