- BERG London Week 328 — we’re a design company, with a design culture built over 6 years, yet we’re having to cultivate a new engineering culture that sits within it and alongside it, and the two have different crystal grains. It’s good that they do—engineering through a design process can feel harried and for some projects that does not lead to good outcomes. And vice versa. But it throws up all kinds of questions for me: do we really want two domains of engineering and design; what is the common protocol—the common language—of engineering culture, and indeed of our design culture; how do these lattices touch and interact where they meet; how do we go from an unthought process to one chosen deliberately; how is change (the group understanding of, and agreement with a common language) to be brought about, and what will it feel like as it happens. I think more and more businesses will have to explicitly confront the challenge of reconciling design with engineering, novelty with constancy, innovation with repetition. Science is doing something once in a way that others might able to reproduce, however long it takes. Business is doing it the same way a million times, as fast as possible.
- Why We Love The Things We Build — psychological research to look at people valuing the things they build. Lots of interesting findings: participants thought others would value their origami creations highly, despite assigning little value to the amateur creations of others and incomplete items were not valued as highly as completed items. (via BoingBoing)
- Gut Flora Social Network (New Scientist) — although there’s real science behind it, I think it’s mostly a callous play to get web journalists to say “this social network is a bit shit”. (via Dave Moskowitz)
- The Unintended Consequences of Cyberbullying Rhetoric (danah boyd) — actual research on bullying and cyberbullying, indicating that those involved in cyberbullying don’t think of what they’re involved in as bullying, because that implies power relationships they don’t want to acknowledge. Instead it’s all part of the “drama” of high-school.
ENTRIES TAGGED "Innovation"
"MAKE" founder Dale Dougherty was named a "Champion of Change" by the White House.
Dale Dougherty, one of the co-founders of O'Reilly Media, was honored by the White House as a "Champion of Change" for his work on "MAKE" Magazine, MakerFaire and the broader DIY movement.
Brian Kernighan discusses Dennis Ritchie.
I talked on Friday with Brian Kernighan about Dennis Ritchie, who sadly passed away two weeks ago at the age of 70. To a large extent, Ritchie completed what he started.
- How Many Really? — project by BERG and BBC to help make sense of large numbers of people, in the context of your social network. Clever! (via BERG London)
- Why the Best Days of Open Hardware Are Yet To Come (Bunnie Huang) — as Moore’s law decelerates, there is a potential for greater standardization of platforms. A provocative picture of life in a world where Moore’s Law is breaking up. A must-read.
- Ira Glass on RadioLab — fascinating analysis of a product that’s the result of skilled creators with high standards and a desire to do things differently. Lessons for all who would be different. (via Courtney Johnston)
A new health challenge is taking on breast cancer.
A $100-million challenge will pursue new approaches to fighting breast cancer through data, technology and innovation.
In the great Second Coming, when Jobs returned to Apple 1996, he drove the adoption of the open source BSD as Apple's new operating system. This enabled some of the Mac's most popular features.
Even if you have petabyes of data, you still need to know how to ask the right questions to apply it.
Today's big companies are losing to small upstarts simply because those firms ask better questions. To compete, large enterprises need to learn how to harvest the data they have on customers, markets, competitors, and products.
Google+ ushers in the G+ effect, a phenomenon that's unique to our times.
When an entrant quickly yields considerable power in an existing market, and elicits potential for rapid innovation, this is what Jonathan Reichental calls the "G+ effect."
Despite the rapid rate of IT innovation, many enterprises embrace technology at a glacial pace.
The rate of technology adoption at enterprises limits new innovation that can be introduced by technology providers. Were this not the case, I imagine we may already have pervasive teleportation and invisibility cloaks at our disposal.