February 1, 2010

Great New Posting from Tiffany Von Emmel and DREAMFISH – Reducing Global Suffering with Dreamfish  Comments 

Filed under: Member News — bill_daul @ 8:28 pm

I think so highly of what Tiffany is doing with DREAMFISH I wanted to share this email with NextNow.— –bill

From: —— —Tiffany Von Emmel <vonemmel@dreamfish.com>

Hi dreamfishers, I just wrote this blurb about Dreamfish for an upcoming presentation, and thought you would enjoy. I’ll send you the invite for the event when I get word….

Reduce global suffering with a work cooperative for all:— a humanifesto

We are in a global job crisis. 200 million people in the world are now pushed into extreme poverty. We want work! But, wait! Work is oppressive: Child labor, slavery, sweat shops, cubicles, punching time, The Man. But, we want work!— So, here’s how we work – We build a “work cooperative for all”.— A cooperative is a type of organizational structure, where each person owns 1 share and gets 1 vote. Millions of us can work as solo entrepreneurs while working together. We include everyone we can. We each start and grow a micro-business or NGO with zero capital, exchange stuff in an online marketplace, work together on projects you care about. You hire me for what you don’t want to do. I’ll hire you for what you love to do. We even do some stuff for each other without money, but because it feels great. We give each other a hand up.— We even give hugs. And take naps. We share the co-op profits.

No more unemployment, isolation, or alienation. Let’s just get to work, for ourselves, and for the world.

Hugs!

-Tiff

Twitter: @love2dreamfish


To post to this group, send email to dreamfish@googlegroups.com


Mei Lin Fung’s Blog Post on Doug Engelbart’s 85th Birthday Party last Saturday!  Comments 

Filed under: Member Description,Member News — bill_daul @ 7:12 pm

From:— Mei Lin Fung <mlfung@gmail.com>

http://meilinfung.blogspot.com/2010/02/he-changed-our-lives85th-birthday-of.html

he changed our lives…85th Birthday of the Inventor of the Computer Mouse

I had the pleasure of attending Doug Engelbart’s birthday party celebrated at The Tech Museum of Innovation last Saturday January 30th. Congratulations to Valerie Landau for organizing it, and to The Tech’s online curator, Dr. Rob Stephenson for The Tech’s hosting the star-studded event. The event was supported by Engelbart’s long-serving NextNow community, the Program for the Future organizers, and was attended by Steve Wozniak (co-founder of Apple). Bob Ketner, Virtual Communities Manager at The Tech Museum brought in luminaries from around the country by Internet video … the room fell silent to listen as Ted Nelson – the inventor of hypertext – called in to give a most generous tribute to Engelbart.

On Youtube – a birthday greeting with color, movement and music was posted. http://www.youtube.com/watch?v=yfRZJLYJDTo

“The business case often takes years to make. By the early 1960s, a researcher named Douglas Engelbart had conceived of ways to harness computers so people in different places could interact to solve complex problems.

This had been Engelbart’s longtime passion since at least 1950. But he found little support in academia or among electronics firms, so he turned to the research world. His ideas eventually caught the attention of the Defense Department’s Advanced Research Projects Agency, which gave him cash to organize his own lab at the Stanford Research Institute in Palo Alto, Calif.

His proposals were radical at the time: multiuser online systems, computer displays with multiple windows, software that could process typed words.

Oh, and a clunky hand device used to move a cursor around a computer screen. “Somebody saw that thing with that one button and said, ‘Oh, it looks like a one-eared mouse,’” he recalls.

Industry a late adopter
In 1968, he demonstrated his entire NLS (oN Line System) to a stunned crowd in a San Francisco auditorium. Impressive as it was, industry mostly shrugged. Xerox’s Palo Alto Research Center opened in 1970 and soon had adopted similar concepts for the workplace. But Xerox was primarily interested in office systems to make secretaries more productive. Finally, in 1984, Apple put many of Engelbart’s ideas — the mouse, the windows — into its new Macintosh.
COMPUTER MOUSE
Julie Stupsker / AP file
The first mouse, left, invented by Douglas Engelbart about 40 years ago, sits with its modern day counterpart. Engelbart conceived it not as a standalone device, but as a way to control a whole online system he had developed. Many of his concepts for that system shaped the way we use computers now.

“It seemed to me it was pretty good, because no one had come up with something that was more generally usable,” Engelbart says. But he still found it “terribly restrictive,” like trying to communicate in pidgin English, even after a Redmond, Wash., software maker took the idea and put it on most of the world’s remaining computers. (Said company is a joint partner in MSNBC.)

All the while, Engelbart worked to advance the concept of hypertext — linking between and within documents — and to build out the ARPANet, the Internet’s precursor. His lab, acquired by McDonnell Douglas, was shut down in 1989; currently, he runs the Bootstrap Institute out of the offices of mouse maker Logitech, still focused on how to interactively solve complex problems.

Engelbart is often portrayed as visionary — “radical,” he suggests — but perhaps with a chip on his shoulder about the realities of modern commerce. He insists it’s not sour grapes.

Rather, he argues, firms are good at extracting profits from existing inventions, but not at inspiring new ones. While he acknowledges that the profit motive drives the economy, he dismisses corporate research’s ability to create things with real societal value: “We’ll get a better microwave oven out of it. But that’s not the way we get real evolutionary changes.”

And he has seen other innovations that incorporated his concepts — this little online medium you’re using right now, for one — emerge from the nonprofit research world, only for companies to later claim them as their own.

“You’d never be able to convince me that business prospects could’ve created the Internet or the World Wide Web,” Engelbart says.”


Interview with NextNow member, Ian Gardiner of Viocorp – Investing in failure to create success  Comments 

Filed under: Member News — bill_daul @ 6:06 pm

Investing in failure to create success

http://www.smh.com.au/technology/enterprise/investing-in-failure-to-create-success-20100127-myks.html

LIA TIMSON

February 1, 2010

Risk-takers are winners ... Viocorp chief executive Ian Gardiner.Risk-takers are winners … Viocorp chief executive Ian Gardiner.

Given IT innovation is trial and error, how much should you invest in allowing for errors?

The short answer is a lot. Some IT companies are risking up to 75 per cent of their R&D budget for a winning result.

Others have invested years in seemingly losing ideas that eventually transformed into a winning one.

Viocorp chief executive Ian Gardiner says investing in failure is the only path to true innovation.

“A lot of companies will try a product, fail and think it’s too hard and crawl back in their box. Australia is quite conservative,” Gardiner says.

However, to compete in a global market companies must take risks.

“(US companies) are risk-takers and to compete with them we have to be too.”

In its first incarnation Viocorp was Viomail, a video email service for corporations. But the concept was ahead of its time: corporate deployment was complex and chief executives weren’t screen ready.

“No one had heard of YouTube then. The idea of the CEO recording himself and sending the video off to employees eight years ago just wasn’t in people’s psyche.”

Viocorp sank $1 million and three years refining and marketing the product before transforming it into what it is today, a hosted corporate video system. It now licenses the software, provides the infrastructure, live feeds and even talent coaching.

“We do everything, from filming and content creation, to the delivery to the viewer. If we hadn’t had that horrible process and death-defying experience, we may not have the same attitude to R&D,” Gardiner says.

Colin Cardwell, chief executive of 3RD Sense, maker of corporate games and gaming website www.fizzy.com, says he invests in three losses before arriving at one win.

“Every time we develop a game, we have no idea if it will be a success or not. Only one in four is. So we have to invest in three failures. The good news is, when we get a success it pays for the failures,” Cardwell says.

Tough on staff

Cardwell admits it is an emotional rollercoaster for staff who put their heart into product development.

“We have some depressed people sometimes, but it is the way it is. The very nature of the technology space is that things are only new if they haven’t been done before, so tried and tested is not as valuable. We have to take risks but we also have to be realistic.

“The only thing we can do to prevent failures is to stop R&D and we can’t do that.”

Outsourcing the risk

Fred Davis heads Invetech, an innovation and product development company. It undertakes risks on behalf of clients in various sectors, including health diagnostics, fast moving consumer goods and software engineering. Its clients include Procter & Gamble and Coca-Cola.

Davis says innovation is about minimising risk, being patient and flexible.

“As we progress with an idea, we may discover the solution is quite different to the one we set out with,” he says.

He believes managers today are too focused on immediate results and are reluctant to spend on developing products that will only pay off years down the track. Some will milk proven products in lieu of trying new ones, despite pouring money into research.

“There is evidence there’s a lot of R and not a lot of D happening in our country. It takes entrepreneurship by the big companies to launch new products.”

His advice for companies unsure of investing in new ideas includes:

- Decide what game you are in, then play to win

- Invest in the development team and keep learning so you can discover how you can adapt

- Have lots of tenacity, patience and perseverance. A solution that is very hard to conquer is also very hard to copy, giving its owner an immediate advantage.


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