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September 26, 2003

Comparative advantage

Irving Wladawsky-Berger is vice president of technology and strategy at IBM.

Economists describe this kind of specialization as "comparative advantage," with everyone doing what they do best rather than trying to compete across the board. That's what brought companies such as United Parcel Service and Federal Express into existence.

"We are evolving toward an economy
in which expertise embodied in an enterprise and its people will be its
real advantage and differentiator. Whatever strategic value technology may
have had is shifting to the people and businesses that put it to work in
support of their frame of excellence--this is the expertise that will
define them to their customers, collaborators and competitors."

September 26, 2003 | Permalink | Comments (0) | TrackBack

September 24, 2003

JBoss pushing Aspect Oriented programming

JBoss pushing Aspect Oriented programming

The key benefits of aspect-oriented programming are flexibility and simplicity, according to proponents. AOP is designed to streamline the development process by centralizing the policies that control certain functions that are used in several places within a computer program.

For example, a programmer could define a rule on how a Web server handles the way people log on to a Web site. Rather than having to change those rules for each individual accessing the site--which would involve tweaks in several places--an AOP tool lets a programmer alter the policies for the entire system all at once.

Programmers can also create their own "aspects" that handle certain functions. Analysts note that aspect-oriented programming dovetails well with widely used object-oriented programming techniques.

September 24, 2003 in Emerging Technologies | Permalink | Comments (0) | TrackBack

No quick fix for Silicon Valley

The Silicon Valley Manufacturing Group sees slow job growth for next seven years:

Economic growth in the valley will lag the rest of the nation.

Silicon Valley had 1.49 million workers in 2000. It won't reach that level again until 2010.

The valley will have to focus on improving schools and reducing traffic and building affordable housing

September 24, 2003 in Silicon Valley | Permalink | Comments (0) | TrackBack

Authentic Leadership

Bill George, ex-CEO of famous Medtronic is out with his new book. Which talks about Authentic Leadership

Authentic leaders are those who are committed to a purpose or a mission; people who live by their values everyday and who know the true north of their moral compass. They lead with their heart, not just with their heads, and have compassion for the people they serve. They do so with the discipline and commitment to get great results, not just for their shareholders but for all their stakeholders, their customers, their employees, and their shareholders as well as for the communities they serve. This sounds old fashioned and yet almost revolutionary.

September 24, 2003 in Entrepreneurship | Permalink | Comments (0) | TrackBack

Christensen's new book

Need to buy this one. Sustainable growth and growing importance of innovating in commodity environments.


The Innovator's Solution: Creating and Sustaining Successful Growth by Clayton M. Christensen and Michael E. Raynor (Harvard Business School Press, 2003)

Big Idea: Christensen's The Innovator's Dilemma became the bible of the digital revolution after its 1997 publication. The idea was simple, elegant, and terrifying: the very attributes that give big, established companies their advantage contain the seeds of their destruction. Success blinds incumbents to disruptive technologies and innovative upstarts that come from nowhere.

Today, the fear and paranoia that drove company leaders to cannibalization, creative destruction, and radical reinvention have unwound into a less-sexy, but no less-urgent, agenda: sustainable growth. Christensen and Raynor not only appreciate how hard it is to create new sources of explosive growth -- they understand and unpack why it's so hard. They zero in on the critical hinges of growth: what products you should develop, which customers you should focus on, and what kind of organization and processes you need to shape average business ideas into disruptive strategies that create new markets.

Data Point: If entropy is the ruling dynamic of the natural world, commoditization is the unyielding force that animates the marketplace. In 1992, the first one-gigabyte 3.5-inch disk drives were introduced at prices that offered 60% gross margins. Today, disk-drive companies barely manage 15% margins on products that are 60 times better.

The Last Word: Every dilemma demands a solution. And this book lives up to its promise: More than an engrossing read shot through with Christensen's rigorous thinking and trademark clarity, it's a valuable tool for every aspiring upstart -- whether you're inside a billion-dollar company or have a billion-dollar glimmer in your eye.

September 24, 2003 in Books | Permalink | Comments (0) | TrackBack

September 23, 2003

Creating Intelligent Talking Companion for People


Creating Intelligent Talking Companion for People

The need for communication is deeply ingrained in human nature. At Talkai, we develop intelligent talking software that communicates with people. By using the state of the art of artificial intelligence and natural language understanding techniques, our software products are capable of making conversations with people on various issues. Our software provides companionship, assistance and guidance to people.

September 23, 2003 in Emerging Technologies | Permalink | Comments (1) | TrackBack

September 22, 2003

Re-examining The Infrastructure

James Champy validates what AssuredWeb is attempting to do in the marketplace

Infrastructure is the forgotten backwater of IT. Most line-of-business managers have little interest in such infrastructure components as help desks, data centers, networks, and security systems. They're not interested in where infrastructure sits, what it does, or what it looks like. They just want highly effective performance and the very best cost management. But even disinterested managers are increasing the pressure on their CIOs to demystify the cost sinkhole that infrastructure represents. A lot can be learned by taking a closer look at how your company's infrastructure operates.

September 22, 2003 | Permalink | Comments (0) | TrackBack

Most Storage Startups Flop

Most Storage Startups Flop

And the bad news for VCs investing in storage doesn’t stop there. In order for a VC to achieve its target of at least tripling its investment in a company, the company has to be worth about 10 times the total funding it has received when it enters the public sphere. But of the three out of 10 companies that actually survive, the report shows that only 27 percent achieve a return of 10 times the investment, while 34 percent are worth less than three times the total investment in them.

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So, how can VCs spot the winners in that sea of losers? John Borchers, a partner at Crescendo and co-author of the report, suggests that investors take a hard look at what storage segment a company is playing in.

“There’s an unintentional mis-gearing in the way different storage companies are capitalized,” he says, pointing out that, while the amounts invested in different segments are about the same, the number of companies that actually survive in the different segments varies greatly.

In addition, the report shows that investors should be wary of funding companies offering technologies based on evolving or not yet existent standards. “There’s a lot of naiveté surrounding how long it takes for standards to be adopted,” Borchers says. “Often, companies think the standard’s just two to three years away, but in almost every case over the past 30 years, it has taken six to seven years.”

September 22, 2003 in Economics of IT | Permalink | Comments (0) | TrackBack

WildBlue satellite

Free bandwidth !! If governments in developing world are willing to subsidize it.

WildBlue satellite

WildBlue plans to exploit the Ka frequencies, 20 and 30 GHz, using geostationary (GEO) earth orbit satellites (satellites that are stationed in a fixed position over the earth). This will allow high-speed Internet access nationwide with just one satellite in place. These satellites allow "bandwidth on demand" for WildBlue customers.

To deliver high-speed Internet access virtually no matter where you live or work, WildBlue will utilize a large number of small "spot beams" instead of a single Continental U.S. (CONUS) beam.

September 22, 2003 in Social angle | Permalink | Comments (0) | TrackBack

state of the valley

Valley waiting for the next big thing. Anxiously

Region March 2001 August 2003 Jobs lost
San Jose* 1,048,400 868,300 180,100
San Francisco** 1,087,700 966,300 121,500
Total 2,136,200 1,834,600 301,600
* Santa Clara County
** San Francisco, San Mateo and Marin Counties
Source: California Employment Development Department


September 22, 2003 in Silicon Valley | Permalink | Comments (0) | TrackBack