@Awilliams - in this case, I think it will be death by a thousand cuts. bad service coupled with poor performance - added to repetitive mistakes in results (marketing and features) - How long did it take people to complain about Facebook's privacy and yet we all still use it? Eventually, there will be replacement diversions - but nothing new under the sun means we're making the same things/mistakes - just with better toys/tools
@Awilliams or it might require government healthcare and retirement plans as safety nets to function well. But would individuals agree to pay for that? And what would people need in terms of social media if that is their professional branding and marketing? Is what we have today with LinkedIn, Facebook, Twitter and blogs good enough.
@Steve - That Hollywood-IT comparison is not too far off. Having a core team of visonaries and implementors can be very effective. Changing the mindset of employees would take time will take longer - especially since most of our audience hasn't changed jobs more than one or two times.
@Michael, I think my vision could go bad in a bunch of ways. And that was why I asked would it be better or not? But I think your example of AOL points that the trend is starting to occur. And as an innovator I always pay attention to new trends when they are early and then play them out to the extreme. That is a great way to envision innovation opportunities that can exploit a growing trend. What parts do you think are bad? What countermeasures in terms of offerings of services or products would mitigate that? If they are good at mitigating the bad part they can be great innovations.
@Michael we have nearly 200 technical staff and actually are actively recruiting right now to support some recent growth in our business. We have many, many partners on projects. Our policy is to work with the best in the world on key problems - where ever they are.
@Nicole here is a radical far out vision that in some ways has nothing to do with technology but in another way has a lot. It is this. I wonder if the days of people working for a company at all might just go away? Think about how movies are made in hollywood. IT can be $150M production where everybody comes together for 6 months and then goes their separate ways. IN the world of social media, high speed broadband and the breaking of employment for life. Maybe we all jsut become our own brand and we come together for projects and then go our separate ways? Could that work? Would it be better?
@Mary the fundamental namespace in a content centric network is in fact the name of the content. Not the device it happens to be on at the minute. IP addresses are machine names. In CCN the fundamental name is the content. For example it might be internetevolution.today. broadcast. That would specify then today's broadcast. Of course there has to a lookup and name resolution process that scales well and that is where the technology comes in.
On the cloud outages. It is clear that cloud technology is new. The failures modes and the system design rules are still getting figured out. So, there is risk. This looks like electricity distribution systems did 80 years ago and frankly look like today in places like india. But it doesn't mean you don't use electricity. But it does mean two things - for critical resources what is your back up plan and for us innovators what a great innovation opportunity! How can we make the cloud more resilient and reliable? We are working in that area at PARC to some extent and many others are as well.
@Kim you raise a great point on how much in short vs long term investment. My first answer is that the most important is to make sure you think about it. Again, I am not sure there is a one size answer for all businesses but it is a strategic question. The factors to think about are the rate of change in your industry or technology - the faster that is then you better be making more long term investments.
@Awilliams I agree with your point on failure having rewards. It is really true. one way to think about innovation is that it is a learning process. If you knew the answer it wouldn't be innovation.... So failure is always a learning opportunity and embracing that is great.
@Michael on the question of prioritization. It has to consider I think a couple of key things - the first is what do you have to bring to bear? It might be a great area but what does your organization have that will make a real difference? Another competing tension though bears to my point on risk. Never think as a management team that you can predict the future - you have to leave some space for things that don't have a clear future but are just inherently interested and have potential.
@Awilliams you ask a great question on the culture of innovation. But then you talked about structure and I think the focus should be more on culture as you say. One big cultural aspect is how open is your organization to admitting failure? I think that is key. Taking risk means admitting the possibility of failure.
@Awilliams: A dilemma for how any company invests in R&D. How much goes into short-term developments for the existing market, how much into innovation research which may be long term, and which is high risk (might lead nowhere)?
Steve: We are anxious to know your take on the recent cloud outages by Amazon and PSN. How did these happen? Were they to be expected? Do users have to look to backing up clouds with clouds? What gives?
Thanks PARCinc. From your own site, though: Content-centric networking is PARC's vision for taking the next step in data communication — a change in network architecture to make content retrieval by name, not location, the fundamental operation of the network. Our approach is to reuse and build upon successful features of TCP/IP, with the key change of replacing the machine-oriented IP model with a named content model as the basis for the central protocol that connects networks.
On background, Steve's personal research and long-term technology work spans several disciplines including cloud computing, clean-tech, nanotech, mobile, and the Future of Work, as well as advanced printing and mass customization technologies.
You've heard the expression, "Out of the frying pan, into the fire?" Amazon lives in the fire. The e-tailer wins by keeping things hot for its competitors, employees, and itself, according to a new book.
Positec, a manufacturer of power tools for homes and commercial applications, achieves greater customer service flexibility and cuts hold times in half by using a cloud-based service to manage its call center.
Big-data and analytics tools enable marketers to understand customers as individuals, identifying unmet needs and addressing each customer as a "segment of one," says John Kennedy, VP corporate marketing, IBM.
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