- Efficient Algorithms for Public-Private Social Networks — Google Research paper on privacy-respecting algorithms for social networks. From the overview: the models of privacy we’re landing on (nodes or edges in the graph are marked as “private” by a user) mean that enforcing these privacy guarantees translates to solving a different algorithmic problem for each user in the network, and for this reason, developing algorithms that process these social graphs and respect these privacy guarantees can become computationally expensive. The paper shows how to efficiently approximate some of the graph operations required to run a social network.
- Rise of Networked Platforms for Physical World Services (Tim O’Reilly) — the central player begins by feeding its network of suppliers, but eventually begins to compete with it. […] Over time, as networks reach monopoly or near-monopoly status, they must wrestle with the issue of how to create more value than they capture — how much value to take out of the ecosystem, versus how much they must leave for other players in order for the marketplace to continue to thrive.
- Book Recommendations from BLDBLOG — Winslow memorably pointed out how farmers in the Sinaloa region of Mexico had been swept up into the cartel’s infinitely flexible method of production, and that, despite any ensuing role growing and harvesting marijuana or even poppies, the cartel offered them new jobs in logistics, not agriculture. “They didn’t want to be farmers,” Winslow said at Bookcourt, “they wanted to be FedEx.”
- The End of the Internet Dream (Jennifer Granick) — this is all gold. Something resonating with my current meditations: People are sick and tired of crappy software. And they aren’t going to take it any more. The proliferation of networked devices — the Internet of Things — is going to mean all kinds of manufacturers traditionally subject to products liability are also software purveyors. If an autonomous car crashes, or a networked toaster catches on fire, you can bet there is going to be product liability. […] I think software liability is inevitable. I think it’s necessary. I think it will make coding more expensive, and more conservative. I think we’ll do a crappy job of it for a really long time.
Corporate leadership is as much about building people as it is about developing product.
Attend Cultivate, September 28 to 29 in New York, NY. Cultivate is our conference looking at the challenges facing modern management and aiming to train a new generation of business leaders who understand the relationship between corporate culture and corporate prosperity.
I want to call attention to two articles I’ve read recently. First, Rita King’s analysis of Amazon’s corporate culture, Culture Controversy at Amazon, Decoded, is an excellent, even-handed discussion of one of the past year’s most controversial articles about corporate culture. I hadn’t intended to write about Amazon, but King’s article needs to be read.
King doesn’t present a simple “bad Amazon” story. Anyone in the industry knows that Amazon is a tough place to work. King presents both sides of this picture: working at Amazon is difficult and demanding, but you may find yourself pushed to levels of creativity you never thought possible. Amazon’s culture encourages a lot of critical thinking, questioning, and criticism, sometimes to the point of “brutality.” This pressure can lead to backstabbing and intense rivalries, and I’m disturbed by Amazon’s myth that they are a “meritocracy,” since meritocracies rarely have much to do with merit. But the result of constant pressure to perform at the highest level is that Amazon can move quickly, react to changes, and create new products faster than its competitors — often before their competitors even realize there’s an opportunity for a new product.
Without pressure to achieve, and without critical thinking, it’s easy to build a culture of underachievers, a culture of complacency. A culture of complacency is more comfortable, but in the long run, just as ugly. DEC, Wang, and a host of other high-tech companies from the 70s and 80s never understood how the industry was changing until it was too late. HP is arguably in a similar position now. I can’t see Amazon making the same mistake. When you’re making the changes, you’re less likely to be done in by them. Read more…
An analysis of fintech competitions shows a focus on data, payments, lending, and small business.
Request an invitation to Next:Money, O’Reilly’s conference focused on the fundamental transformation taking place in the finance industry.
Fintech hackathons and competitions occur globally. In January 2012, Swift launched the Innotribe Startup Competition as an initiative to bring together disruptive startups and incumbents in financial services. It was one of the first of its kind and has been joined by similar events in subsequent years. Just this year, I counted 18 fintech hackathons and startup competitions — eight of which are happening later this year.
Fintech startups are aiming to disrupt financial institutions with their technology, products, and design. Meanwhile financial institutions focus on secure systems for money transfer, payments, and lending at a global scale. But the two are not necessarily at odds. It’s hard for incumbents to innovate existing businesses in house, and this is where startups thrive: testing new business models and pushing the limits of technology unencumbered by regulations or corporate baggage. Hackathons and startup competitions are where innovative ideas are tested. Read more…
Building the next generation of leaders, for any size organization.
At our recent Cultivate event in Portland, O’Reilly and our partnering sponsor New Relic brought together 10 speakers and more than 100 attendees to learn about corporate culture and leadership. Three themes emerged: diversity, values, and leading through humility.
Almost every speaker talked about the importance of diversity in the workplace. That’s important at a time when “maintaining corporate culture” often means building a group that’s reminiscent of a college frat house. It’s well established that diverse groups, groups that include different kinds of people, different experiences, and different ways of thinking, perform better. As Michael Lopp said at the event, “Diversity is a no-brainer.” We’re not aiming for tribal uniformity, but as Mary Yoko Brannen noted at the outset, sharing knowledge across different groups with different expectations. No organization can afford to remain monochromatic, but in a diverse organization, you have to be aware of how others differ. In particular, Karla Monterroso showed us that you need to realize when — and why — others feel threatened. When you do, you are in a much better position to build better products, to respond to changes in your market, and to use the talent in your organization effectively. Read more…
A look at our unified program for unified creators.
Register now for Solid Amsterdam 2015, our conference exploring the intersections of manufacturing, design, hardware, software, and business strategy. The event will take place in Amsterdam on October 28, 2015.
Creating a great product means knowing something about many things: design, prototyping, electronics, software, manufacturing, marketing, and business strategy. That’s the blend that Solid brings together: over our one-day program at Solid Amsterdam on October 28, 2015, we’ll walk through a range of inspiration and insight that’s essential for anyone who creates physical products — consumer devices, industrial machines, and everything in between.
Start with design: it’s the first discipline that’s called on to master any new technology, and designers whose work has been confined to the digital realm are now expected to understand hardware and connected systems as well.
Design at Solid begins with our program co-chair, Marko Ahtisaari, who was head of product design at Nokia from 2009 to 2013, and is now CEO and co-founder of The Sync Project. We’ll also hear from Thomas Widdershoven, creative director at Design Academy Eindhoven and co-founder of thonik, a design studio whose work specializes in interaction and motion design. Read more…
At Cultivate, we'll address the issues really facing management: how to deal with human problems.
Attend Cultivate July 20 and 21, in Portland, Oregon, which will be co-located with our OSCON Conference. Cultivate is our event looking at the challenges facing modern management and aiming to train a new generation of business leaders who understand the relationship between corporate culture and corporate prosperity.
What does it take to become a manager? According to one article, you should buy a suit. And think about whether you want to be a manager in the first place. You’re probably being paid better as a programmer. Maybe you should get an MBA. At night school. And take a Myers-Briggs test.
There are better ways to think about management. Cultivate won’t tell you how to become a manager, or even whether you should; that’s ultimately a personal decision. We will discuss the issues that are really facing management: issues that are important whether you are already managing, are looking forward to managing, or just want to have a positive impact on your company.
Management isn’t about technical issues; it’s about human issues, and we’ll be discussing how to deal with human problems. How do you debug your team when its members aren’t working well together? How do you exercise leadership effectively? How do you create environments where everyone’s contribution is valued?
These are the issues that everyone involved with the leadership of a high-performance organization has to deal with. They’re inescapable. And as companies come under increasing pressure because of ever-faster product cycles, difficulty hiring and retaining excellent employees, customer demand for designs that take their needs into account, and more, these issues will become even more important. We’ve built Cultivate around the cultural changes organizations will need to thrive — and in many cases, survive — in this environment. Read more…