A very interesting development occurred on the way to the neural network economy: The interests of the software vendor and the customer diverged, circled back and then collided, leaving many executives stunned and confused.
The business model in the early years of software was relatively simple. Whether an individual or enterprise, if the customer didn’t adopt the proprietary standard that provided interoperability, the customer was left behind and couldn’t compete. This was a no brainer—we all adopted. By winning the proprietary standard in any given software segment, market leaders were able to deliver amazing improvements in productivity at relatively low cost while maintaining some of the highest profit margins in the history of business. This model worked remarkably well for a generation, but as is often the case technology evolved more rapidly than business models and incumbent cultures could adapt, so incumbents relied on lock-in tactics to protect the corporation, profit, jobs, and in some cases perhaps national trade……. Read More
About a year ago I contacted an old friend at a large multinational enterprise software company who has been following our work for many years with an update on Kyield, and asked what the best method might be to form some kind of alliance. Due to a combination of our emerging technology, macro trends, and discussions with many of their customers and partners, a near perfect match appeared to be forming.
Following is a summarized, accurate description of our attempt to partner with this company with minor narration intended to better communicate reality. Read More
While I rarely seem to have time for book reviews, the timing, content, and match to current needs of Bob Herbold’s new book is even more rare, so I wanted to share some thoughts while fresh. I read the book while on annual vacation in the San Juan Mountains with my wife at the end of September…….
In case after case, he shows us how lack of accountability, fear of negative impact on careers, refusing to take decisive bold action meeting actual needs, and poor cultures for innovation have led to failure in our hyper competitive global economy. We know what works and what doesn’t, the truth is just that what works is quite often very difficult and uncomfortable, not unlike team competition on the football field or climbing mountains. Read More
I am working on multiple articles relating to the patent I was issued last week, at least one of which should be posted here in the next few days, but in the interim I thought some might be interested in the common English part of the patent. I hadn’t visited this portion in some time–this was written in early 2006. Read More
The word disruption has multiple meanings in global business with the most commonly used definition some variation of “the act of interrupting continuity”. Within the context of logistics, supply chain, manufacturing, IT, and other business operations, disruption is obviously an experience managers work diligently to avoid. A good example of a recent operational disruption was caused by the Sendai quake and tsunami, a natural disaster which was unpreventable, but predictable and therefore can be mitigated with careful risk management planning.
In the context of innovation, however, and long-term economic survival, disruption can be paradoxical when “the act of interrupting continuity” of tightly controlled markets, stale products, and outdated business models is not an evil, but rather can be a savior to businesses, ecosystems, and economies, preventing eventual operational disruption, or as we’ve seen in many cases—complete failure. Read More
Baby boomers like myself clearly recall the tumultuous years leading up to the Bicentennial of the United States. The world we grew up in was near the peak of the industrial revolution, dominated by the aftermath of the Great Depression, WW2, and the Cold War. We were raised in a culture that had witnessed first-hand the power of a unified government, which led to the victory of fascism in our parent’s generation, followed by a round trip to the moon in our own. In the childhood of my generation, nothing was impossible with sufficient government power. Read More
Structural integrity in organizations, increasingly reflected by data in computer networking, has never been more important. The decision dimension is expanding exponentially due to data volume, global interconnectedness, and increased complexity, thus requiring much richer context, well-engineered structure, far more automation, and increasingly sophisticated techniques. Read More