This document summarizes a technology roadmapping course on roadmapping concepts and applications. It includes sections on technology foresight, scenarios, trends and drivers, products and services, supporting systems, examples of technology roadmaps from various industries, and practical issues in roadmap design. The document also presents two case studies, one on a company's use of roadmapping for various business units and technologies, and another on Korea's national technology roadmapping process.
The lecture discusses important things related to Startup Team Building. Some of the concepts that are being discussed are:
1. Elements of a Startup Team
2. What Makes Team A Great Team?
3. How To Hire For Your Startup?
4. Tips on Hiring Employees for Your Startup
5. Employer Value Proposition
Lecture can be accessed at:
https://youtu.be/fTDVsJaikMQ
Scenario-building enables managers to invent and then consider in depth several varied stories of equally plausible futures. They can then make strategic decisions that will be sound for all plausible futures. No matter what future takes place, one is more likely to be ready for and influential in it if one has thought seriously about scenarios. Scenario planning challenges mental models about the world and lifts the blinders that limit our creativity and resourcefulness.
The lecture discusses important things related to Startup Team Building. Some of the concepts that are being discussed are:
1. Elements of a Startup Team
2. What Makes Team A Great Team?
3. How To Hire For Your Startup?
4. Tips on Hiring Employees for Your Startup
5. Employer Value Proposition
Lecture can be accessed at:
https://youtu.be/fTDVsJaikMQ
Scenario-building enables managers to invent and then consider in depth several varied stories of equally plausible futures. They can then make strategic decisions that will be sound for all plausible futures. No matter what future takes place, one is more likely to be ready for and influential in it if one has thought seriously about scenarios. Scenario planning challenges mental models about the world and lifts the blinders that limit our creativity and resourcefulness.
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
비즈니스모델의 개념이 학자들에 따라 상이하지만 고객가치창출, 고객가치 전달, 돈 버는 구조 등의 공통된 구성요소가 있습니다. 이와 관련하여 Osterwalder(2011)는 이의 내용을 직관적으로 검토할 수 있도록 9개의 구성요소를 정합성있게 연결한 ’비즈니스모델 캔버스(BMC)‘를 제시하였습니다.
또한 BMC의 구성요소는1) BMC의 가치창출 및 가치제안 구성요소가 추정손익계산서상 계정과목과 높은 관련성이 있으며, 2) 국내외 기업체의 신사업계획 실무에서 활용되고 있는 방법론이고, 3) 국내 스타트업 인큐베이팅 현장에서 기본적으로 다루고 있는 기본 프레임워크라 할 수 있습니다.
이렇게 BMC가 기업혁신과 성과관리와 관련된 연구에서 다루어지고 있으며, 특정산업의 새로운 비즈니스모델링을 시도하기 위해 BMC가 활용되고 있지만 해당 연구들에서는 Osterwalder(2011) 가 제시한 단어들의 피상적인 개념을 크게 벗어나지 않아 기업운영 의사결정을 위한 계량적 지표, 특히 ‘가격’요소를 설명하기 어렵습니다.
본 강의에서는 BMC의 구성요소를 수익모델 관점에서 이해하기 위해 각각의 구성요소를 계량적으로 해석하며, 그에 따른 Pricing 및 Product Planning 이슈 등을 다룹니다
Although the concept of a business model differs among scholars, there are common components such as creating customer value, delivering customer value, and making money. In this regard, Osterwalder (2011) presented a 'Business Model Canvas (BMC)' that connects nine components coherently so that its contents can be intuitively reviewed.
The components of BMC are 1) the value creation and value proposition components of BMC are highly related to the account items in the estimated income statement, 2) a methodology used in the practice of new business planning by domestic and foreign companies, and 3) domestic startup incubation It can be said to be the basic framework that is basically dealt with in the field.
BMC is being dealt with in research related to corporate innovation and performance management, and BMC is being used to try new business modeling in a specific industry. It is difficult to explain quantitative indicators for business operation decision-making, especially the 'price' factor.
In this lecture, in order to understand the components of BMC from the point of view of the profit model, each component is quantitatively analyzed, and the resulting pricing and product planning issues are covered.
5 Ps of strategy - strategic management - Manu Melwin Joymanumelwin
Professor Henry Mintzberg of McGill University in Montreal, Canada, articulated what he labeled as “the 5 Ps of strategy.”
According to Mintzberg, understanding how strategy can be viewed as a plan, as a ploy, as a position, as a pattern, and as a perspective is important.
In this lesson you learned about the the challenges of strategic management. You learned that internationalization, e-commerce, knowledge and learning all present unique challenges to strategic management. You also learned that executing strategy is an operationally-driven activity.
Drawing on more than a decade of new work, Kim and Mauborgne show us how to move beyond competing, inspire our people's confidence, and seize new growth, guiding us step-by-step through how to take our organization from a red ocean crowded with competition to a blue ocean of uncontested market space. By combining the insights of human psychology with practical market-creating tools and real-world guidance, Kim and Mauborgne deliver the definitive guide to shift our self, our team, or our organization to new heights of confidence, market creation, and growth. They show why non-disruptive creation is as important as disruption in seizing new growth.
Blue Ocean Shift is packed with all-new research and examples of how leaders in diverse industries and organizations made the shift and created new markets by applying the process and tools outlined in the book. Whether we are a cash-strapped startup or a large, established company, non-profit or national government, we will learn how to move from red to blue oceans in a way that builds our people's confidence so that they own and drive the process.
With battle-tested lessons learned from successes and failures in the field, Blue Ocean Shift is critical reading for leaders, managers, and entrepreneurs alike. You'll learn what works, what doesn't, and how to avoid the pitfalls along the way. This book will empower us to succeed as we embark on our own blue ocean journey. Blue Ocean Shift is indispensable for anyone committed to building a compelling future.
This is the concluding presentation of a two part webinar for Blue ocean strategy.
The presentation introduces the audience to the core principles of Blue Ocean Strategy - which comprise of the six steps viz 1) Reconstructing Market Boundaries 2) Focusing on the Big Picture 3) Reaching Beyond Existing Demand 4) Getting the strategic sequence right 5) Overcoming organizational Challenges 1) Building execution into strategy.
The presentation also focuses on How the Boundaries can be reconstructed with 6 Paths Framework, How one can focus on big Picture by utilizing the visual strategy framework and PMS Maps, How One can reach beyond the existing demand by utilizing the Three tiers of Non Customers framework, How one can get their strategic sequence right by utilizing the buyer utility map, Price corridor of masses and overcoming organization hurdles framework.
The presentation also details on how to overcome the organizational hurdles and ways of building execution into strategy.
This presentation is aimed at explaining the greatness of Blue ocean strategy thinking to general audience through simple means and examples and does not imply distortion of facts and frameworks of the original Authors: Chan Kim, Renee Mauborgne
Intel, founded in 1968, was distinguished for making semiconductors.Today, intel is one of the most valuable brands in the world and has a market share of 80% of PC microprocessors.How did intel grow to be the market leader in microprocessors or rather in technology?It later emerged successful in the market through strategic planning. Its marketing campaigns include Intel inside campaign, dummy people series of ads, unwired campign. Intel aims at making lives simpler in a fun way. Sponsers of tomorrow ad campaign hughlights the role of Intel in changing the future of technology.
These campaigns have captured the right spirit of Intel and who they are.
“You can download this product from SlideTeam.net”
Chart out all your strategies, competitive advantages and give a complete overview of your competitors to your business partners with our competitive analysis PowerPoint presentation slides. This competitive analysis PPT slide lets you list down different competitors, their names and logos. This Competitive Analysis PPT template also allows you to make analysis reports based on different criteria of your competitors, their market positioning, product positioning, market share and company’s growth. This beautifully crafted slide lets you analyze marketing strategy and competitor’s revenue, profits, their market shares, sales revenues, sales developments, performance indicators of sales and revenues. This PowerPoint presentation allows you to visualize strategy based on their facts and figures, to make classification of your competition and see if the competition is internal or external, strategic assessment of their products range and market segmentations. Just download this Competitive Analysis presentation slide and set out your goals and make your strategy for the future. Get your ideas intact with our Competitive Analysis Powerpoint Presentation Slides. Get that feeling of being complete. https://bit.ly/3jWGoN7
Summary of Blue Ocean Strategy and tools. To be used as a quick reference of the concepts and tools. Not a replacement to reading the book (www.blueoceanstrategy.com)
This is a presentation given in the MBS MSc Innovation Management course taught by Prof. Silvia for group assignment to introduce and discuss the paper Dynamic Capabilities and Strategic Management by Teece D., Pisano G., and Shuen A. in 1997.
Seeing Around Corners: How To Spot Inflection Points Before They Happen
Rita’s talk will provide an overview of 8 practices that leaders can utilize to increase their awareness of shifts in the business environment/pending inflection points and help you to capitalize on them.
Having mechanisms for direct, personal experience at the edges when the organization will often try to prevent you from seeing the reality
Having diverse perspectives weighing in on key decisions
Empowering and entrusting smaller agile teams rather than committees
Having mechanisms and resources available to place little bets on experiments
Regularly ‘get out of the building’ to gain perspective rather than being chained to your desk
Structuring incentives that promote truth-telling rather than the opposite
Avoiding denial of negative or disconfirming evidence
William Gibson, a science fiction writer, famously said “the future is already here – it just isn’t evenly distributed yet” – so talk to the future (example: if you want to know what 20 year olds are going to be like in 10 years, talk to 10 year olds today!)
What is a Strategy? Michael Porter - Harvard Business ReviewDonny Sitompul
What is Strategy
Operational Effectiveness Is Not Strategy
Strategy Rests on Unique Activities
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
Dear Colleague,
In the asymmetrical realities of urban combat and mountainous terrain, as
well as in homeland defense areas of border patrol and maritime surveillance,
night vision systems have become crucial assets to maximize operational
advantage. As the US Military enters the seventh year of sustained combat in
OIF/OEF, the ability to conduct surveillance and operations under the cover of night
is of great concern to operators and commanders alike.
IDGA's 4th Annual Night Vision Systems will examine how the military, DHS, and
industry are evolving their technology requirements in this tough and dynamic
environment. It will bring attendees up to date on forward looking sensor technologies,
including a frank discussion on next generation low light level sensors and
imagers as potential successors to the image intensifier tube and the related
technological developments. Topics will include:
• New applications for Electro-Optic/Infrared Sensors
• Component Revolutions: Sensors, Displays, Processors, Optics
• System Capability Trade-Offs: Digital vs. Analog
• Networked Sensors Evolution and Current Status
• Maintaining and Utilizing Night Vision Systems in 24/7 High Intensity Operational
Environments
• Trade Controls: Policy & Procedure
IDGA’s 4th Annual Night Vision Systems will bring solution providers face to
face in one location with DoD & DHS program and procurement influencers to
discuss future night vision requirements and ways to get new systems and
technologies into the field quicker without compromising capability or
interoperability.
Join this discussion! Act now & reserve your place among the top night vision
experts at this critical event. Register today by calling 800-882-8684 or visiting
www.idga.org/us/nightvision.
I look forward to meeting you in July!
V/R,
Dr. Joseph Estrera
Senior VP and Chief Technology Officer
L-3 Electro-Optical Systems
2009 Night Vision Systems Conference Chair
8:00 am – 10:00 am 7:30 am Registration I2CMOS roadmap and options for customization!
Image Intensified (I2) CMOS cameras represent a low-risk technical
solution for digital night vision. I2 CMOS combines two proven and
reliable technologies into a single camera sensor using a common
aperture. This workshop provides system integrators with an
understanding of the technology, its usefulness in various night vision
applications and interface considerations.
What will be covered:
• I2CMOS Technology – principles of operation, how it is manufactured
and expected performance.
• I2CMOS Application – trades analysis and concept of operations.
• I2CMOS Integration – mechanical, electrical, communications, optical,
display, MMI and life-cycle management
• I2CMOS Maturation – plan for enhanced sensor performance and
added features.
How you will benefit:
• Interact directly with I2CMOS subject matter experts, gaining invaluable
insight into the technology, its operation, manufacture and performance
• Receive an analysis of other digital night vision camera technologies
and the strengths and weaknesses of each
• Gain a better understanding of the role I2CMOS can play in mounted,
dismounted, aerial and force protection/security operations
• Receive thorough training regarding the complete integration of
I2CMOS into a higher level assembly or system. Considerations for
integrators will include: mechanical, electrical, software,
communications, optical, display, man-machine interface and life cycle.
• Be presented with the I2CMOS roadmap and options for customization
– performance and form/fit/function
Session Leaders: Dr. Joseph Estrera, Senior VP and Chief Technology
Officer, and John Robinson Advanced Technologies Business
Development Manager, L-3 Electro-Optical Systems
A Primer on I2CMOS and its Applicability to System Integrators
10:15 am – 12:15 pm Understand NV component tech!
Modern combat operations necessitate the use of nig
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
비즈니스모델의 개념이 학자들에 따라 상이하지만 고객가치창출, 고객가치 전달, 돈 버는 구조 등의 공통된 구성요소가 있습니다. 이와 관련하여 Osterwalder(2011)는 이의 내용을 직관적으로 검토할 수 있도록 9개의 구성요소를 정합성있게 연결한 ’비즈니스모델 캔버스(BMC)‘를 제시하였습니다.
또한 BMC의 구성요소는1) BMC의 가치창출 및 가치제안 구성요소가 추정손익계산서상 계정과목과 높은 관련성이 있으며, 2) 국내외 기업체의 신사업계획 실무에서 활용되고 있는 방법론이고, 3) 국내 스타트업 인큐베이팅 현장에서 기본적으로 다루고 있는 기본 프레임워크라 할 수 있습니다.
이렇게 BMC가 기업혁신과 성과관리와 관련된 연구에서 다루어지고 있으며, 특정산업의 새로운 비즈니스모델링을 시도하기 위해 BMC가 활용되고 있지만 해당 연구들에서는 Osterwalder(2011) 가 제시한 단어들의 피상적인 개념을 크게 벗어나지 않아 기업운영 의사결정을 위한 계량적 지표, 특히 ‘가격’요소를 설명하기 어렵습니다.
본 강의에서는 BMC의 구성요소를 수익모델 관점에서 이해하기 위해 각각의 구성요소를 계량적으로 해석하며, 그에 따른 Pricing 및 Product Planning 이슈 등을 다룹니다
Although the concept of a business model differs among scholars, there are common components such as creating customer value, delivering customer value, and making money. In this regard, Osterwalder (2011) presented a 'Business Model Canvas (BMC)' that connects nine components coherently so that its contents can be intuitively reviewed.
The components of BMC are 1) the value creation and value proposition components of BMC are highly related to the account items in the estimated income statement, 2) a methodology used in the practice of new business planning by domestic and foreign companies, and 3) domestic startup incubation It can be said to be the basic framework that is basically dealt with in the field.
BMC is being dealt with in research related to corporate innovation and performance management, and BMC is being used to try new business modeling in a specific industry. It is difficult to explain quantitative indicators for business operation decision-making, especially the 'price' factor.
In this lecture, in order to understand the components of BMC from the point of view of the profit model, each component is quantitatively analyzed, and the resulting pricing and product planning issues are covered.
5 Ps of strategy - strategic management - Manu Melwin Joymanumelwin
Professor Henry Mintzberg of McGill University in Montreal, Canada, articulated what he labeled as “the 5 Ps of strategy.”
According to Mintzberg, understanding how strategy can be viewed as a plan, as a ploy, as a position, as a pattern, and as a perspective is important.
In this lesson you learned about the the challenges of strategic management. You learned that internationalization, e-commerce, knowledge and learning all present unique challenges to strategic management. You also learned that executing strategy is an operationally-driven activity.
Drawing on more than a decade of new work, Kim and Mauborgne show us how to move beyond competing, inspire our people's confidence, and seize new growth, guiding us step-by-step through how to take our organization from a red ocean crowded with competition to a blue ocean of uncontested market space. By combining the insights of human psychology with practical market-creating tools and real-world guidance, Kim and Mauborgne deliver the definitive guide to shift our self, our team, or our organization to new heights of confidence, market creation, and growth. They show why non-disruptive creation is as important as disruption in seizing new growth.
Blue Ocean Shift is packed with all-new research and examples of how leaders in diverse industries and organizations made the shift and created new markets by applying the process and tools outlined in the book. Whether we are a cash-strapped startup or a large, established company, non-profit or national government, we will learn how to move from red to blue oceans in a way that builds our people's confidence so that they own and drive the process.
With battle-tested lessons learned from successes and failures in the field, Blue Ocean Shift is critical reading for leaders, managers, and entrepreneurs alike. You'll learn what works, what doesn't, and how to avoid the pitfalls along the way. This book will empower us to succeed as we embark on our own blue ocean journey. Blue Ocean Shift is indispensable for anyone committed to building a compelling future.
This is the concluding presentation of a two part webinar for Blue ocean strategy.
The presentation introduces the audience to the core principles of Blue Ocean Strategy - which comprise of the six steps viz 1) Reconstructing Market Boundaries 2) Focusing on the Big Picture 3) Reaching Beyond Existing Demand 4) Getting the strategic sequence right 5) Overcoming organizational Challenges 1) Building execution into strategy.
The presentation also focuses on How the Boundaries can be reconstructed with 6 Paths Framework, How one can focus on big Picture by utilizing the visual strategy framework and PMS Maps, How One can reach beyond the existing demand by utilizing the Three tiers of Non Customers framework, How one can get their strategic sequence right by utilizing the buyer utility map, Price corridor of masses and overcoming organization hurdles framework.
The presentation also details on how to overcome the organizational hurdles and ways of building execution into strategy.
This presentation is aimed at explaining the greatness of Blue ocean strategy thinking to general audience through simple means and examples and does not imply distortion of facts and frameworks of the original Authors: Chan Kim, Renee Mauborgne
Intel, founded in 1968, was distinguished for making semiconductors.Today, intel is one of the most valuable brands in the world and has a market share of 80% of PC microprocessors.How did intel grow to be the market leader in microprocessors or rather in technology?It later emerged successful in the market through strategic planning. Its marketing campaigns include Intel inside campaign, dummy people series of ads, unwired campign. Intel aims at making lives simpler in a fun way. Sponsers of tomorrow ad campaign hughlights the role of Intel in changing the future of technology.
These campaigns have captured the right spirit of Intel and who they are.
“You can download this product from SlideTeam.net”
Chart out all your strategies, competitive advantages and give a complete overview of your competitors to your business partners with our competitive analysis PowerPoint presentation slides. This competitive analysis PPT slide lets you list down different competitors, their names and logos. This Competitive Analysis PPT template also allows you to make analysis reports based on different criteria of your competitors, their market positioning, product positioning, market share and company’s growth. This beautifully crafted slide lets you analyze marketing strategy and competitor’s revenue, profits, their market shares, sales revenues, sales developments, performance indicators of sales and revenues. This PowerPoint presentation allows you to visualize strategy based on their facts and figures, to make classification of your competition and see if the competition is internal or external, strategic assessment of their products range and market segmentations. Just download this Competitive Analysis presentation slide and set out your goals and make your strategy for the future. Get your ideas intact with our Competitive Analysis Powerpoint Presentation Slides. Get that feeling of being complete. https://bit.ly/3jWGoN7
Summary of Blue Ocean Strategy and tools. To be used as a quick reference of the concepts and tools. Not a replacement to reading the book (www.blueoceanstrategy.com)
This is a presentation given in the MBS MSc Innovation Management course taught by Prof. Silvia for group assignment to introduce and discuss the paper Dynamic Capabilities and Strategic Management by Teece D., Pisano G., and Shuen A. in 1997.
Seeing Around Corners: How To Spot Inflection Points Before They Happen
Rita’s talk will provide an overview of 8 practices that leaders can utilize to increase their awareness of shifts in the business environment/pending inflection points and help you to capitalize on them.
Having mechanisms for direct, personal experience at the edges when the organization will often try to prevent you from seeing the reality
Having diverse perspectives weighing in on key decisions
Empowering and entrusting smaller agile teams rather than committees
Having mechanisms and resources available to place little bets on experiments
Regularly ‘get out of the building’ to gain perspective rather than being chained to your desk
Structuring incentives that promote truth-telling rather than the opposite
Avoiding denial of negative or disconfirming evidence
William Gibson, a science fiction writer, famously said “the future is already here – it just isn’t evenly distributed yet” – so talk to the future (example: if you want to know what 20 year olds are going to be like in 10 years, talk to 10 year olds today!)
What is a Strategy? Michael Porter - Harvard Business ReviewDonny Sitompul
What is Strategy
Operational Effectiveness Is Not Strategy
Strategy Rests on Unique Activities
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
Dear Colleague,
In the asymmetrical realities of urban combat and mountainous terrain, as
well as in homeland defense areas of border patrol and maritime surveillance,
night vision systems have become crucial assets to maximize operational
advantage. As the US Military enters the seventh year of sustained combat in
OIF/OEF, the ability to conduct surveillance and operations under the cover of night
is of great concern to operators and commanders alike.
IDGA's 4th Annual Night Vision Systems will examine how the military, DHS, and
industry are evolving their technology requirements in this tough and dynamic
environment. It will bring attendees up to date on forward looking sensor technologies,
including a frank discussion on next generation low light level sensors and
imagers as potential successors to the image intensifier tube and the related
technological developments. Topics will include:
• New applications for Electro-Optic/Infrared Sensors
• Component Revolutions: Sensors, Displays, Processors, Optics
• System Capability Trade-Offs: Digital vs. Analog
• Networked Sensors Evolution and Current Status
• Maintaining and Utilizing Night Vision Systems in 24/7 High Intensity Operational
Environments
• Trade Controls: Policy & Procedure
IDGA’s 4th Annual Night Vision Systems will bring solution providers face to
face in one location with DoD & DHS program and procurement influencers to
discuss future night vision requirements and ways to get new systems and
technologies into the field quicker without compromising capability or
interoperability.
Join this discussion! Act now & reserve your place among the top night vision
experts at this critical event. Register today by calling 800-882-8684 or visiting
www.idga.org/us/nightvision.
I look forward to meeting you in July!
V/R,
Dr. Joseph Estrera
Senior VP and Chief Technology Officer
L-3 Electro-Optical Systems
2009 Night Vision Systems Conference Chair
8:00 am – 10:00 am 7:30 am Registration I2CMOS roadmap and options for customization!
Image Intensified (I2) CMOS cameras represent a low-risk technical
solution for digital night vision. I2 CMOS combines two proven and
reliable technologies into a single camera sensor using a common
aperture. This workshop provides system integrators with an
understanding of the technology, its usefulness in various night vision
applications and interface considerations.
What will be covered:
• I2CMOS Technology – principles of operation, how it is manufactured
and expected performance.
• I2CMOS Application – trades analysis and concept of operations.
• I2CMOS Integration – mechanical, electrical, communications, optical,
display, MMI and life-cycle management
• I2CMOS Maturation – plan for enhanced sensor performance and
added features.
How you will benefit:
• Interact directly with I2CMOS subject matter experts, gaining invaluable
insight into the technology, its operation, manufacture and performance
• Receive an analysis of other digital night vision camera technologies
and the strengths and weaknesses of each
• Gain a better understanding of the role I2CMOS can play in mounted,
dismounted, aerial and force protection/security operations
• Receive thorough training regarding the complete integration of
I2CMOS into a higher level assembly or system. Considerations for
integrators will include: mechanical, electrical, software,
communications, optical, display, man-machine interface and life cycle.
• Be presented with the I2CMOS roadmap and options for customization
– performance and form/fit/function
Session Leaders: Dr. Joseph Estrera, Senior VP and Chief Technology
Officer, and John Robinson Advanced Technologies Business
Development Manager, L-3 Electro-Optical Systems
A Primer on I2CMOS and its Applicability to System Integrators
10:15 am – 12:15 pm Understand NV component tech!
Modern combat operations necessitate the use of nig
The presentation supported the speech by Cédric Carbone, CTO at Talend, and Andrea Pianosi, Marketing Programs Manager at Talend Italia, at Eclipse Day 2010 in Rome (5th October 2010). http://www.spagoworld.org/openevents/
Heather Blanchard, Co Founder of CrisisCommons, presents the need for Connecting Data to Operations - The Importance of Data Preparedness, Alternative Resource Support and Surge Capacity. This presentation is based on her testimony to Congress which can be found here: http://crisiscommons.org/2011/07/07/congress_qfr/
Security, Privacy and Dependability in Mobile NetworksJosef Noll
This keynote has the focus on measurable security as a core element of the sensor-driven future Internet. Security is measured through a metrics approach, identifying both potential attack scenarios and the security components of the system.
The keynote was given at the The Second International Conference on Mobile Services, Resources, and Users. MOBILITY 2012, 21.-25. October 2012, Venice, Italy
As global advertisers prepare for the holiday buying season, we’re excited to release the results of IDG TechNetwork’s Consumer Audience Survey – a robust report that examined the way consumers engage with technology news sites at every stage of the purchase funnel.
onePK is an easy-to-use toolkit for development, automation, rapid service creation and more. It enables you to access the valuable data inside your network via easy-to-use APIs.
Build or extend applications across your routers and switches, to servers and new business platforms. Automate current services or create new ones on demand, when and where you need them and faster than ever. onePK makes your network more powerful and flexible while giving you the control you need.
http://ebrahma.com
Indoor multi operator solutions - Network sharing and OutsourcingAmirhossein Ghanbari
Indoor solutions as a part of cellular mobile networks’ planning have been used for years in a way to fulfill the lack of an admissible coverage while subscribers experienced using cellular phones indoors. On the other hand, network sharing is a commonly used solution for mobile operators in order to lower their network capital and operational expenditures; that has also commonly been used for Distributed Antenna System (DAS) solutions in indoor deployments. Besides sharing, outsourcing network operation and maintenance has also been widely accepted by wireless carriers all around the world after that IT outsourcing flow, which started in late 90s, seemed to be quite promising for lowering operational costs.
The raise of new technologies in this domain that always promise higher, better and more to subscribers, little by little started to become worrisome since operators began to experience lower revenues from voice services during last couple of years as well as higher demand of capacity. As a result, operators started considering deploying indoor networks as a part of their planned network, with regard to the fact that during recent years the femtocell technology became the hot topic for smallcell deployments. This way, MNOs could exploit benefits of covering customers indoors efficiently as well as offloading mobile data traffic from macro cellular networks. But a question rose afterwards; why sharing and outsourcing in smallcell networks have not taken off yet? as they have been commonly used in macro cellular networks and DAS solutions?
In this MSc thesis, cooperation between different actors of the shared indoor mobile network ecosystem is studied by investigating both possible sharing models and the concept of outsourcing network operation and management for smallcell networks. This investigation has been done based on femtocells as the most suitable technology both for better coverage and higher capacity. During this process, different roles of actors in the ecosystems, the business relations between them and the main drivers of sharing were studied as well as discussing the main beneficiary of sharing, in order to find different types of cooperation and correlation in the ecosystem.
The main research questions in the thesis revolve around absence of sharing either active or passively in indoor mobile networks as well as outsourcing network operation and management. Eventually, a series of possible deployment models for shared and outsourced indoor mobile networks are presented where they have been tried to be verified by a number of use cases. As a result, this study proposes a set of recommendations for different possible operators in the ecosystem in order to formulate a profitable business model for them. These recommendations are believed to enable taking off sharing and outsourcing in smallcell networks.
Sang-bum Suh will give a talk on the current status and the future direction of Xen ARM. Xen ARM is the first ARM virtualization S/W based on Xen Architecture.
Presentation on "ASEAN Economic Community (AEC) in 2015: Impacts & Benefits to Thailand’s Academic and Technology-based Business Sectors" at Biotechnology Business and Regulations Seminar
overview เรื่องประชาคมเศรษฐกิจอาเซียนที่จะเกิดขึ้นเป็นทางการในปี 2015 ความสำคัญ ผลกระทบ ข้อดี ข้อเสียและ แนวทางการเตรียมการรับมือที่ภาคเอกชนและภาคการศึกษาของไทยควรจะต้องให้ความสำคัญและปรับตัวเพื่อให้ได้รับประโยชน์สูงสุด
33. Visions for Korea’s National Technology Roadmap
1
Building an Information-
Knowledge-Intelligence
Society
2
Aiming at Bio-
5 Improving National
Healthopia Safety Prestige
Visions
for Science and
Technology
in 2012
3 4
Advancing the Upgrading the Value of
Environment/Energy Major Industries of Korea
Frontier Today
Source: National Technology Roadmap (NTRM) Outline, KISTEP (2002)
34. Example: Portfolio Analysis of Visions
Advanced Precision Machining System New Functional Information Materials/Devices
(2010, $ 270 billion) (2010, $ 300 billion)
Very
High Highly Functional Metals/
Ceramics/Polymers/Textile
(2010, $ 800 billion)
Next Generation Manufacturing System
(2010, $ 200 billion)
User-friendly Advanced Construction
(2011, market-scale $ 40,00 billion, saved $110,000 billion)
Nanomaterials
(2010, $ 200 billion) New Automotive System
High (2011, 75 million cars)
New Ocean Transportation System
(2000, domestic $ 5,000 billion)
Economical Effect
Integrated Transporting System
(market-size $ 100,000 billion before 2011, increasing by $20,000 per
year, saved $ 80,000 billion per year)
Medium New Railway System (Korean Type)
(2010, $ 5,000 billion)
Possibility of
Success
Sustainable natural resource and effective development of
:High natural land
(2011, market-scale $ 4,000 billion, saved $2,000 billion)
Low
:Medium
Very
Low
:Low
Very Low Low Medium High Very High
Strategic Importance
35. Example: The Technology Roadmap
Vision IV Upgrading the Value of Major Strategic Products and Functions:
Economical
Industries of Korea Today Next Generation Manufacturing System
Effects
Direction of Development:
Next Generation Manufacturing and Mechatronics Strategic
Importance
•Diversification of demands – customization mass production age
Assessment •An aging society, the lack of technological/technical man power -> intellectual production age
Importance •The protection of the earth environment, environmental restriction -> clean production age
of future •The development and growth of the key industry through the attainment of high efficiency and high value
High low
Integrated CAX solution
Clean based intellectual and virtual process/factory/company
Knowledge based facility Knowledge acquiring inspection facility
Products and Intellectually autonomous industrial robots/industrial facility
Functions AI (Artificial Intelligence) control system
Integrated automatic storage/distribution
Self-maintaining production system Eco production system
R&D strategy Energy reduction type of facilities
Ecology fused reproduction system
basic research 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
applied research Intelligent Self-learning tech.
manufacturing Self-healing tech.
intn’l collaboration
Key technologies
and clean Self-organizing tech.
outsourcing manufacturing Integrated product information system tech.
system and ultra
precision Optimization modeling/ simulation tech.
machining knowledge tech.
system knowledge tech.
technology AI tech.
Eco-design tech.
Eco-product tech.
Remanufacturing.
Supporting Nano technological
Technologies Energy IT Limitation in the level of AI Tech.
•Limitation in the level of AI (Artificial Intelligence) technology
•Level and time in the utilization of the technology for computer, auto-recognition,
Change reasoning and decision
Factor •Environmental restriction, trade restriction and uncertainty in the earth environmental
change
38. Road transport system: key themes
Social Social, economic and
environmental drivers
reflect the three
cornerstones of
Economic Environmental sustainable development
Technology, policy and
infrastructure
Political Infrastructural enable or constrain
progress towards the
social, economic and
environmental goals
Technological
39. Foresight Vehicle technology roadmap:
architecture
+5 years +10 years +15 years +20 years
Now Vision
Market / S Time
T
Industry Trends drivers, key issues and uncertainties
E
E
P
drivers I
Performance T
S
E Evolution of required and desirable functional
measures EP performance of road transport systems of the future
and targets I
Technical Required and desired technological response,
Group areas including research requirements
40. Foresight Vehicle TRM: process
Engine and powertrain (E&PT)
Hybrid, electric and alternatively
fuelled vehicles (HEV)
Market Road
and transport
Planning industry system Advanced software, sensors, Reporting
Consultation electronics and telematics (ASSET) Synthesis
(Oct „01) trends performance (Sept „02)
and measures
drivers and targets
Advanced structures
and materials (FASMAT)
Design and manufacturing
Processes (DMaP)
Co-ordination, facilitation, data collection, analysis and structuring of information
• 10 month duration • More than 130 participants
• 10 workshops • More than 60 organisations
41. Example detailed roadmap content (1 of 28): Social trends & drivers
2002 2007 2012 2017 2022 Vision
80-85% of journeys Growth in personal mobility (70% of Individual 2010: Passenger 2015: 150% 2031: 57% increase in Cheap,
by car 39,40,103 drivers use car for leisure day trips every „time budget‟ numbers through UK increase in UK road traffic, safe,
week or month; 50% expect to be making for travel airports increase by international air compared to 1996 80,103 reliable,
75% of all journeys
more by 2020) 42 remains 50% 30 traffic; 100% clean
are under 5 miles
constant ? increase in 2031: 40% increase convenient,
and 45% are less
Journey times increasing (70% longer domestic, comfortable
than 2 miles 31 2010: 20-50% increase 2012: Bicycle in bus / coach
by 2016 in peak travel periods) 67 journeys compared to vehicle miles, transport
in European road
double 31 1995 1 compared to 1996 1 for all
Increasing passenger and
Nearly one third of Vehicles sold increasingly as
complexity of haulage traffic 13,80
UK households do „lifestyle‟ choices ?
not have a car (13 lives ? Frustration with congestion and public 2022: 70%
million people) 31 transport continues ? increase in journey
Increasing female vehicle purchase / 2010: 10% increase
(journey time no longer predictable) times in many UK
Many different ownership (women are more likely to in bus passenger
describe their cars as „stylish‟, „sporty‟ or Trend towards cities 1996 80
stakeholder groups, journeys 30
„fun‟) 42 career
with different needs
Balance between „downsizing‟ for New working / 2030: population
from transport Legal issues and
People and jobs global, national improved 2010: 50% living patterns in the UK is
system frameworks ?
have moved out of and local lifestyle ? increase in rail forecast to
the city and town solutions ? passenger miles 30 Social increase by 3.3%,
UK car-centric centres 103 Shift from car ownership to 61 million
attitudes
culture Increasing to car access ? 1,39,40,67, after
towards road
Increasing proportion of women in leisure time 39,40 which it will
transport and
1999: UK „leads‟ paid employment (9.9 million in decline to 57
the
world in vehicle 1984 to 12.2 million in 1999) 73 Increased million by 2050 73
Increasing 2010: 25% of UK environment?
theft (twice global use of car 2015: 400 million
average at 2.5%); More than half of drivers exceed speed mobile workforce pools ? people live in
cost of vehicle- limits on motorways, dual carriageways working teleworking at megacities of more 2030: 22- 27% of
related crime and residential roads 66 least two days per than 10 million UK population
£6bn 46,47 week 57 inhabitants 57
More residential traffic calming schemes over retirement
and pedestrianisation of town centres age, compared to
2000: 19% in 1998;
3,500 road traffic 2016: 4 million (25%)
Demand to Shift in social Younger pension costs rise
deaths and 40,000 increase in housing (80%
reduce deaths attitudes to generation more from 4.5-5.5% of
serious injuries in single-person), increasing
Between 8 and and injuries on speeding IT-literate GDP 1,25,39,40
UK, at an estimated demand for travel 1,67
20% of car- roads
cost of £13.3bn
owning
(40,000 deaths and
households 2007: working at home becoming Continued 2016: 25% increase in number 2021: Households
1.7 million injuries in
experience common (currently more than 66% of growth of of UK households, 80% of in South-east
EU, representing a
vehicle-related European organisations with more cities and growth due to single person forecast to grow by
cost of 2% of GDP) Increasing
8,37,39,40 crime each year, than 500 employees already practice towns, mainly households; 1.3% rural land 19% on 2001 levels
concern about teleworking) 28,39,40 41
depending on in South East use predicted to change to
crime, security
region 41 urban land use 39,40
and safety
Mobility & congestion Health, safety & security
Key: Lifestyle & attitudes Demographics
42. Example summary roadmap content:
Social performance measures & targets
002 2007 2012 2017 2022
Aim for 2005: 70% user 2010: 80% user 2020: 85%
„equitable‟ satisfaction with satisfaction with user
mobility all transport all transport satisfaction Vehicle
(same modes (measure modes with all adaptability
price for of „convenience‟) transport
same modes
journey Urban people
for all 2010: Vehicle security (resistance to attack) 5 transport
Society
groups in - Door locks: 5 minutes; Secure storage area in vehicle: 5
society) minutes
- Alarm systems: 5 minutes; Immobilisers: 20 minutes; Window Effective
glass: 2 minutes selling and
customer
2005: Road traffic 2010: Road traffic 2020: Road traffic noise reduced
noise reduced by noise reduced by by 6dBA;
support
3dBA from 1998 4dBA Homologated noise reduction of
levels 4dBA and 8dBA for light and
heavy vehicles, respectively
43. Update: Foresight Vehicle TRM - Round 2
• „Ownership‟ of Foresight Vehicle has shifted to Industry (SMMT)
• Roadmap has become a central „reference point‟ for consortium
• Aims for Round 2:
- Development of efficient low maintenance repeatable process
- Increased (industrial) focus & prioritisation
• 6 half day workshops
• Version 2 of the Roadmap was published in October 2004
62. How NANOTEC Platform TRM will be used
To communicate annual R&D agenda (priority areas of implementation), while
being aware of the next agenda.
As guidance for key NANOTEC’s operations: R&D Funding and call for papers,
Direction of in-house Central Laboratory, and COEs.
To manage Changes that are vital to survival and growth of NANOTEC. For
example,
Direct resources/capability in the key areas, while limit resources in others
Recruit personnel in specific technical areas
Modify internal structure (e.g. phase out some labs and set up new ones)
Tie TRM cycle with NANOTEC's operational cycle and update it constantly, esp. at
Board meetings (← keep it alive!)
This is a living technology roadmap
Still a work-in-progress
Need to be further refined 121
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