Paradigm Interactions Market Entry and Capability Building Consulting

Paradigm Interactions is involved in Strategic, Tactical and Operational market entry and capability building. Often this will involve embedding people into organisations to deliver the required change or to drive adoption of a new way of working to become effectual.

Case Studies

  • Accenture EUX – Capability
  • Wipro Digital – Market Position and Entry
  • Decision Point AI – Market Position and Entry

Accenture Enterprise User Experience (EUX)

Back in 2010 the world was changing and the big corporate world knew that Customers (targeted, with money to spend) were fatigued from bad real world experiences and moving to online experiences that were as bad. They were asking their corporate consultancies for support and those tax and management consultancies provided people who had no design backgrounds, no user experience background and no research background who where trained to be the expert from afar but never held accountable for outcomes to end customers before.

Around this time we were courted by Accenture, PwC and KPMG, EY were not really involved in digital at this time. Each had their own rational for what they wanted and why, but also they saw UX as a production skill not a strategic one. While there was a massive influx of graphic design into the field at that time, most of the pretty graphic UI’s failed to aid the actual experience as they were skin deep and did not tackle the end to end (UI, logic, ETL, process, latency, integrated support issues etc) experience that UX actually covered and still does for professional practitioners.

We reviewed the various offers pros and cons and went with Accenture because they were willing to let us build a capability rather than just a body shopping function. Accenture accepted that UX required two types of people with very different mental models where conflict is normal. UX people from the usability and research side able to create solutions and graphic designers from a digital side also able to create solutions. This conflict between ‘what users need’ and ‘what users will adopt’ was combined with ‘what the business needs’ to establish Accenture EUX globally.

The work started in 2011 and was complete in 2012 by Karl Smith. What was established was a new hiring protocol focused on specialist skills over the generalist policy at that time for consultants and new role profiles for EUX. New hires were locked in through a salary that would allow them to live in London and have money over at the end of the month. However it was double the standard salary for these type of roles in London at that time. A new funding model was created so that EUX staff would have hardware and software needed to do their jobs without seeking project funding and sign off, a common consultancy practice at that time. Additionally a co location space was established along with the attributes of a digital agency feel (in a corporate office). A great deal of time was spent creating internal marketing material around the services and engaging cross verticals on any opportunity that would require a great customer or user experience.

Also there were a number of strategic M&A activities going on at that time so ultimately the plan was for this group to join Fjord as part of its hands off engagement with Accenture through Accenture Digital.

EUX is still in use within Accenture as a descriptor of this capability.

Market Entry and Capability Building continued.

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True Leaders grow up Emotionally

It’s very easy to get turned off by this message as someone who is in a leadership position but you’ll never achieve what you could and should if you don’t persevere. After all True Leaders do persevere, its built in, otherwise they would have run away years ago.

As leaders we often review our actions against our intent, sometimes we are assured we did the right thing, other times we accept we did not and more often than most people want to admit we bluff our way through and hope no one noticed (they always do).

Success is measured in many ways

Success comes in many forms focusing on the bottom line without context to staff, clients or culture is the quickest way to end your business opportunities.

Sales, sales, sales, sales!!

Unfortunately this is not leadership and usually indicates a total lack of connection, sales in the form of new business is about building a new relationship, it’s a kind of dating having someone on the side asking if a contract is signed often destroys the relationship before it can begin. This is not the only woeful practice the 1980’s and 1990’s it still seems to drive the most shocking behaviours that for clients would send them running for the doors but internally in organisations are considered the way to success and elevation.

Success is often accidental

Leaders can just sometimes be fortunate the smart ones declare the team effort, the naive (to the pressure it creates to be right all the time) that it was all them. Regardless of how we articulate success, there is a constant drive to do new things, exciting things, to innovate and drive the organisation’s vision on. Unfortunately the people capable of original thinking are infinitesimally rare and even if the leader of the organisation had the first original idea, it may be their only one, in their lifetime.

Leading success requires different thinking

Moving forward requires a different kind of thinking then, it needs to focused on the in house team (please don’t be too hard on in house people many of them have spent years being told to tow the line and now they are being told to rock the boat instead of hide under it, they are institutionalised) and where often needed subject matter catalysts (people who don’t want a job, but want to do good work) from outside. No matter what kind of work you do, you need the voice of your customers/clients/users etc., opinionated (pushing an internal agenda) staff don’t and can’t speak for them, you need the real thing.

The next thing a True Leader needs is an open mind, remember;

If you always do what you have always done, you’ll always have what you always had. Can you maintain the past and still have a future?

Well, not exactly, you may not have the past or in fact a future if your customers or potential customers have moved on and you have not. 

A leader will listen to many voices and make a decision about what to do, great leader will accept that there are people with better knowledge and experience and use that to decide, their next best action. More they will be willing to accept that not only do they need help, but it will need other peoples playbook to deliver whatever is needed. All too often people take other people’s ideas and expect it to work for them, it rarely does. And often it will create more damage than good.

A Leader will listen and absorb the useful inputs from others a Great Leader will set aside pride and act on those inputs, using other people’s skills and knowledge. This is the reason consultancies and subject matter expert services exist.

Unfortunately ego and pride are the most common failure points in companies and no amount of marketing or technology can fix the inability of company leaders to accept that they cannot be the experts in everything and that they should not try.

Even companies that employ consultancy services may only do it for personal validation rather than fixing problems.

Growing up is painful

In all these experiences true leaders will recognise that growing up is painful and that

the only thing worse than learning from a bad experience is not learning from a bad experience and having it again when it could have been avoided completely

It is the emotions that drive some of humanity’s greatest achievements and worst experiences. Great achievements are often born from chaos where the environment is the catalyst to create something new, conversely the same is true of awful experiences. The pivot point is the person and their mental model, human capacity and connectivity and their relative maturity in shared constructs like society, communication, democracy, wealth etc.

As leaders in business, just as a leader in your personal life your maturity through relevance enables you to set value and principles around how you work with people, see their inputs and drive towards innovation, cultural cohesiveness often projected into digital convenience.

No one has arrived but true leaders know they are working on themselves, they are aligning to a common understanding of cultural context, values which then set expectation on self and others. I’ve said before and it still true, true leaders lead from the front and don’t expect others to do what they won’t themselves, they grow up emotionally and encourage others to do the same.

Growing up Emotionally for leaders means fixing insecurities by converting them into securities

In all this there is a huge amount of work to do on ourselves but the impact on colleagues is amazing. They change from working to supporting, from time focused to outcome focused because you changed from being the boss to being a colleague and a mentor.

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Why George Hotz, #Geohot thinking is superior to Elon Musk in Artificial Intelligence AI

The title of the post is perhaps a little misleading in one way, I really don’t think Elon Musk coded his AI, but I do think both he and George Hotz set the features, relationship and prioritisation around the work for their AI’s and in Georges case also built it.

In thinking about the design an artificial intelligence too many people think about the inputs and not the logic first. The critical path in AI design is

what are the features of the AI that make it intelligent beyond a binary interaction and where are these interactions focused

Karl Smith, Founder at UbiNET

Geohot took the classic hacker approach in relation to immediacy in defining his features, taking the problem statement to ‘how to teach a car to drive’ instead of ‘how to understand the world in which a car moves’. These are fundamentally different approaches to the same question producing radically different solutions.

Tesla and Elon Musk

The Tesla solution is an ecosystem approach, from friend who have them the end to end experience of buying, getting and using a Tesla is orchestrated in much the same logic as the AI is designed. The Tesla AI maps the world and creates not just an in the present experience but a sense of knowing relative environment and future risk. This is much the same way as drivers make constant assessment of context based factors in their driving responses. However this way of building AI is extraordinary expensive not just in the initial build but also in the maintenance with constant updates.

George Hotz

The George Hotz solution is at the other end of the spectrum, its focusing on actually learning to drive and making the AI responsive to environmental change rather that mapping the world. In the film below George makes a statement

Drive naturally like a human not some engineers idea of safety

George Hotz

at 4.50 onwards which I used in 2016 when I spoke at SXSW in Austin, USA about Cognition Clash in the Internet of Things, that is fundamental in building Artificial Intelligence that is adaptive rather than limited by human perceptions on how we think we do things.


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Government as a Service (GaaS), Spying as a Service (SaaS) the United Kingdom exports some unexpected things

While it has long been known that the Special Air Service (SAS) conducts desert training ‘exercises’ in the Middle East in support of a number of small but strategically important Kingdoms, what’s only recently becoming known the United Kingdoms other special exports.

http://www.nationalarchives.gov.uk/doc/open-government-licence/version/3/

Government as a Service (GaaS)

In recent years the United Kingdom government has sort to move away from procuring it’s Information Technology needs from external consultancies on long multi year contracts to more manageable value focused small contracts for unique skills and also create internal technology capabilities for each cabinet department. This then created new opportunities to resell capabilities to other countries.

Early in 2016, I was interviewed to lead one such endeavour for the Foreign & Commonwealth Office. I must admit however I only went to find out what was going on, the revelation that the United Kingdom Government expected to be able to sell full stack technology solutions to other countries was staggering, yet logical. Smaller states don’t have the time or money to work out what technologies works and what does not, so an off the shelf solution is a really great offer (provided it works), naturally there would need to be modifications for local legal and cultural constructs all affording additional fees.

Foreign & Commonwealth Office Services Map
https://www.google.com/maps/search/foreign+%26+commonwealth+office/@52.1053269,-0.8095153,899m/data=!3m1!1e3

Spying as a Service (SaaS)

The well known now ‘special relationship’ with the USA has been in place since the 1940s based on the United Kingdoms creation of code breaking computers at Bletchley Park, where the German Enigma Cipher was broken by Alan Turing and his team based upon Polish mathematicians in the 1930’s. The more recent revelations by Edward Snowden and the subsequent publishing of secret information by Wiki Leaks points to a continued sharing of data and capabilities.

Infrastructure for National Security

None of this is new in fact since the first Transatlantic cable was laid it was tapped for ‘National Security’ reasons below is the Hut in Porthcurno, Cornwall where this was done.

Infrastructure Security Today

Coming back to today there are constant concerns regarding the security of Telecommunication Infrastructure.

The current war of words around Huawei Technologies has create an odd situation for general public since this company does not hold customer data but rather sells telecommunication hardware to companies who do and therefore any backdoor can be detected. I attended the Press launch of new Huawei Cyber Security Transparency Centre, 5th March 2019 in Brussels.

What I heard was the desire for an even playing field in commerce from an engineering company committed to excellence and innovation. Further Ken Hu the rotating chairman of Huawei suggested that GDPR be adopted as a global standard for data protection of all humans. I applaud the notion, especially as GDPR was a proposal from the United Kingdom adopted by the European Union. I suspect however the idea of named Data accountability and transparency on holding and usage would be counter productive for the NSA (USA), BND (Germany), CNI (Spain), DGSE (France), Five Eyes (Australia, Canada, New Zealand, UK, USA).

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Ego Ideas and the Failure of Design Thinking

Design Thinking is Not a Design Process for Designers it’s for Executives

Like many great ideas that come along Design Thinking has been perverted into a one size fits all toolkit. The inception of Design Thinking as a light weight coalescence tool for executives to work on strategy has been shifted once again showing the greed and gullibility of the mass market constituents and vendors ability to divert methods into money and activities they can’t deliver on.

Design Thinking as a light weight Strategy Coalescence tool and does not create products or services only high level thinking and prioritisation

Even well known Design organisations has jumped on to Design Thinking but changed it into linear processes, how embarrassing!

Correctly used Design Thinking

Design Thinking has over the past few years been used in many enterprise to reenergise and reengage business people with the strategy needed to drive their organisations forward.

Design Thinking has been used by charlatans to make executives think they can design products and services at arms length from their customers

Design Thinking is not Human Centered

Design Thinking is specifically structured around a set of thinking exercises. No customers are involved or engaged in the Enterprise activity of Design Thinking, so it is not Human Centered.

Ego Ideas

Unfortunately the attempted extension of Design Thinking as a top down directive on requirements for products and services only creates Ego Ideas as the level of detail to set direction is not the level needed to setup work.

Design Thinking needs to be filtered by the actual customers of products and services before it can be converted into services and products

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Business Agility

Business Agility is not about products, increasing speed, adapting to customers, reducing cost or even employee empowerment its about creating the human cohesion that delivers all of these business desires and more it establishes behavioural change and a new flexible TOM.

Karl Smith CEO Paradigm Interactions Inc.

What is Business Agility?

Business Agility replaces traditional organisational structures and redefines the organisation of labour, departmentalisation, management and decision-making authority. In turn staff move from one type of specialisation an I type person to enable them a wider engagement and impact through T and X types of work involvement.

Enterprise Agility is about moving on from the Henry Ford model of departments and silos into an integrated way of working that naturally responds to customer needs.

Business Agility removes;

  • Functional departmentalisation
  • Geographic departmentalisation
  • Product departmentalisation
  • Technology platform departmentalisation
  • Customer / market departmentalisation

Business Agility adds;

  • A single accountable person for the outcomes of the work
  • Work type definitions with one pan organisation focus (customers is a common one)
  • Simplified, self-service and automated governance, components and outcome validations

Business Agility enables the business to be able to be first to market through innovation and invention by faster release of new ideas, products and services.

Business Agility combines the business and production into one end to end team (without silos) built around the delivery of Ideas to Customers showing tangible value that establishes the business as an engaged and responsive partner.

Karl Smith CEO Paradigm Interactions Inc.

DevOps3 slices through the business to align with the customer outcomes and situates everything together either permanently or by continuous alignment that is need to ensure that the customer outcomes are also everyone else’s outcomes.

Business Agility and DevOps3

There have been great strides in making Agile serve business outcomes through BusinessAgility and Business Agility in recent years however in some organisations existing stratified societies and impotent management structures are being rebranded without actual change.

How can you determine if real Business Agility exists in an organisation?

  1. There is a single point of governance for each critical oversight pan organisation and there are no localisations (local definitions are transparent centrally if critical).
    • Pan Organisation Outcomes (have a chain of custody and are always visible)
    • Pan Organisation Experience (is strategic sitting outside the Business and Technology setting experience outcomes and validating outcomes), the rise of the CXO to the Board
    • Pan Organisation Assurance (indication controls, security, resilience and continuity is unified)
    • Pan Organisation Architecture and Engineering (from framework to delivery is unified)
  2. The flow of work is transparent and measured on cycle time to ensure continuous optimisation from inception to value delivery (everyone stops delivering products and internal services) of verifiable outcomes.
    • The flow of work has a single oversight owner pan organisation regardless of the skills being used on it.
    • Outcomes and validation criteria are broadly set at Enterprise level with an overall budget to meet them.
    • The work flow is tightly connected to outcomes and validation criteria not budgets, work areas, people or processes.
    • The work can be stopped at anytime should it not be considered performant to outcomes or outcome change and the finances will not be lost just redirected.
  3. An exhaustive list is available as part of Consultancy from Paradigm Interactions Inc.

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#EngagedDemocracy #LordLaird John Dunn Laird of #Artigarvan #UKHouseofLords

An anecdote on my experience of Lord Laird of Artigarvan, John Dunn Laird

There are no doubt many people who knew Lord Laird better than I, I cannot and don’t speak for them, but just of my conversations and times in his company and the appreciation I have for his life and attitudes to democracy.

I think my lasting admiration for this man will come from his desire to learn and challenge other politicians to do so also, that and his very dry sense of humour.

Over a number of years he took the role of protagonist for thought, for knowledge and for challenging the status quo in Westminster not out of party politics but from a genuine desire to use his position to better the knowledge transfer from the specialist populace to the generalist politicians in #UKHouseofLords and #HouseofCommons. That is laudable in its own right, but the capacity to see that need is perhaps lost on some, it reveals someone deeply committed to British democracy and the enablement of the conversation between elected officials and their constituents.

At his passing in July 2018 I feel Britain and the Crown has lost a great advocate for discourse and the engagement between its people and its politicians.

On a personal note I’d like to thank his family and others in Parliament for supporting his notion of Engaged Democracy it gave so many people a voice and made democracy stronger in the United Kingdom. I hope someone else in Westminster will take up this baton in his stead, visionary people are rare but vision of this depth and value should not depart with him.

@UKHouseofLords  @HouseofCommons

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Fail Fast, Fail Small to avoid Failing Big and Failing Slow #BusinessAgility

You would think by this late stage in the life of Agile and Agility that the concepts would be well embedded in organisational transformation, people assessments and processes. From my experience I’ve never seen Agile actually fail, I seen people pervert its meaning and make up their own versions then blame a framework for personal incompetence. Likewise I’ve not seen DevOps fail either.

There is something at the heart of business that hates the idea of being associated with failure in European culture. It’s not even logical as Socrates proposed a logical form that constantly tested (hence willingness even a desire to fail to find truth) by debate. The Socratic method is a form of cooperative argumentative dialogue between individuals, based on asking and answering questions to stimulate critical thinking and to draw out ideas and underlying presumptions. Concern around failure relies on deep seated fears around not being able to prove worth and conversely the chance that any hint of failure transfers on to the person rather than the thing.

“Fail Fast, fail Small to avoid failing Big and failing Slow”

Fail Fast in organisational transformation, people assessments and processes

If your going to really take this on you should start at the beginning, planning the programme and making the case. Instead of getting some expensive consultants who want to try something in your company (no many how many times they say they have done it elsewhere) get one or two Agile DevOps strategists (these are certified Scrum practitioners) and get 60/100 of your staff from all levels into a room and do a two day hackathon. Will they hack your company, no they will hack the problem and hidden problems to define the ‘Problem Statement’ on day 1, on day 2 they will map out all the moving part to define the scope. Could it fail, absolutely, could it save 12 months of 6 consultants on £2500 a day absolutely.

Start at the beginning with people too, most management exists either to direct work (which should be automated or manage people who are not trusted) or to circumvent freakishly hard processes to get the most simple things done. If your planning on changing the emphasis in your company from hierarchy to teams and outcomes, you must offer the incumbents a way to revalidate themselves or they will actively seeking to cripple or pervert the programme to suit themselves. Quickly test the water with an alternative career path based on knowledge not prestige or headcount. See how many people will sign up to not having to manage people, be appreciated for their knowledge and be paid them same as now? You may be surprised.

Processes in this scenario begin to take care of themselves but its always go to run some ‘what if’ or ‘unhappy path’ testing too, to create checks and balances around change.

Fail Small in organisational transformation, people assessments and processes

When you have worked out your plan, don’t enact the whole thing choose a critical path (if thats what fits with your company targets), a happy path for customers or a low risk path and do the MVE, that’s minimum viable experience to success. Viability in transformation is really important and often missed, viability is the whole not the part in transformation.

“Don’t make a door handle that doesn’t unlock the door”

You’d think that would be impossible but the MVP of a door handle is a door handle that looks like a handle making the mechanism to open a door is the MVE. Often in a transformation people focus on rebranding, a new and more exclusive hierarchy, but that is just the look of things, making it work means that the people and machines that customers and colleagues interact with it, do so with higher quality, are quicker, traceable, with measurable delivery.

Fail Big and Slow

This is pretty much a description of most businesses in their current state though many would not see themselves that way. My first question to any organisation is ‘where do you get your money from’, ‘why do you get it’, ‘are there anythings expected of you to continue to get it’. Weather your a corporation, government organisation or corner shop, getting the money to operate and pay people is part of the clear line around purpose and value. When you have clarity on those compare your ideals with where you are now, are you failing steadily, but very slowly? If the answer is yes, you need help. Contact us here

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Speeding up the Wrong Work DevOps Maturity in Business Decisions #BusinessAgility

It’s a fact that common sense it not that common and is often not a factor except in reflection after the fact. If we could simply learn from each other rather than rely upon a uniqueness agenda, businesses would stop creating the same failure points with new language and excuses around it.

Digital is a form of communication with customers, where technology is the mechanism

Accepting that digital and its underwriting technologies is the common parlance of success in our world would greatly decrease business fostered failure. Additionally, if business would participate in digital and technology, joining the team, then the choice of work would get considerably better. After all its impossible to read people’s minds to understand their intent let alone their exact need, but if people are all in it together they work at being understood and understanding in a way that is foreign to hierarchical businesses.

Conspicuous success never belongs to one person or a figurehead but is the culmination of many people flowing and moving together over a problem or outcome statement. The business driver for success through innovation in existing capabilities, the desire to drive engagement and in many ways validation of existence create a huge level of waste. There are now other ways to do things that add value to the company and validate its purpose and more importantly its people. DevOps having started in engineering is spreading from the tactical into the strategic. However, without a bottom to top transformation in business values DevOps will only deliver the wrong work quicker.

Businesses need quality not quantity of ideas

What’s essential in Business is quality not quantity of ideas, anyone can come up with an idea, but one that meets not just one but several outcomes for several actors (business, shareholders, regulators, customers etc.) holds quality at its core. These are the ideas that deliver conspicuous success, but they don’t arrive fully formed and ready to go, they need a cross organisation effort to refine them. The quality of ideas should be able to be challenged by any part of a business and still go forward on their merit not the position of the originator. What about those that can’t, well they need to be worked through, modelled combined with other ideas, placed on hold sometimes, the critical path is to only commit design and production capability that is the right work at the right time.

Thinking first, not Digital first

The people doing the thinking around ideas should be the people who can add value to them, by refining them, by challenging them, by modelling them as outcomes (without solutions or delivery mechanisms), by taking them to targeted customers* to test the ideas. In this way ideas can be checked to see that they are the right ones, only then can they be converted into increments of minimum viable experience (MVE).

Service Design*, not Design Thinking

Only by having ideas added to and evaluated by people who can implement and understand at the coal face their impact can ideas really be understood and prioritised. The final barrier to success is always ego, even putting the whole capability of an organisation into defining, refining and producing the work, will only be effective if leadership will trust their own hiring and release products and services to the market without interfering with them.  Delivering the minimum viable experience (MVE) will ensure customers and colleagues are not confused about the business intent and the communication remains “here’s something useful”. Until the work is fully understood and derived from the right ideas at the right time Businesses will continue to expose their lack of maturity and DevOps will speed up the delivery of the wrong work.

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#UbiNET twin #AI #Blockchain with mutating #security #algorithm

UbiNET platform architecture is built on two key components;

  • a twin blockchain written in an AI codebase called Ubi developed specifically for UbiNET
  • a mutating security algorithm derived from the unique platform functional architecture

By interlinking the security algorithm derived from every transaction only the next ordered AI blockchain knows what the structure of an acceptable contract is.

More to follow…….

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#UbiNET Inc. expands into Florida to deliver #UbiNETPlatform

UbiNET Inc. has recently opened it’s start up office in #StPetersburg, #Florida. The company expects to launch it’s first #funding round #VC in 2018 as the technology to deliver the #UbiNETPlatform reaches maturity in 2020 with #5G and #RuralBroadband creating a full access society and all but eliminating the #DigitalDivide.

http://ubi-net.us/ubinet-inc-expands-into-florida/

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#Huawei works to end the #digitaldivide by #recycling #infrastructure for #rural #ultrabroadband

I attend a great deal of meetings all over the world and yes it does cost a fortune but feeding your mind with innovation and insight has yet to be virtualised to the point where a face to face meeting is not preferable to using web technologies. So it is from the #UBBF2017 event supported by The United Nations (Digital Human Rights) and Huawei that following information comes from.

UN transforming the world

Digital Human Rights

Being unconnected in a world moving from physical to virtual affects a great deal of people in fact 3.9 Billion people world wide have no digital connection.

  • Africa 716 million people
  • Arab States 229 million people
  • Asia & Pacific 2.4 billion people
  • CIS 93 million people
  • Europe131 million people
  • Americas 349 million people

Worse there are also whole communities of people in supposedly advanced countries who have been left behind because the cost of involving them has been deemed too high. For example in the USA, England, Wales and Scotland whole communities lack the ability to download and upload at the speeds needed to enable digital business and so are discriminated against based upon their geography. The UN has created 5 recommendations to achieve “Broadband for All

5 UN Recommendations

Huawei Recycle Infrastructure for Rural Broadband

The thinking is incredible really and that’s what standards out. Instead of forcing the world to buy more stuff Huawei have done some #SmartThinking for #SmartLiving and employed wave slicing in conductive cables (Vectoring) as a way to deliver Ultra Broadband using existing electrical infrastructure to towns and villages, who then from a central location install a local fibre optic system.

Huawei have done some #SmartThinking for #SmartLiving

Case Study SIRO

SIRO is Ireland’s new National Telecoms Infrastructure brought to you by ESB and Vodafone and has recently.

Digital Divide in Ireland

SIRO is the only network in Ireland that uses the existing electricity network to provide 100% fibre broadband directly into your home or business, enabling speeds of 1 gigabit per second.

SIRO Network has a grand ambition, SIRO and Huawei Successfully Trial 10 Gigabit Broadband in Ireland

SIRO and global ICT leader, Huawei have successfully showcased the power of Ireland’s first 100% fibre-optic broadband network by testing a technology known as XGS-PON on SIRO’s 100% fibre-optic network, delivering speeds of up to 10 Gigabits per second. This technology is the roadmap of SIRO services, which will future proof Ireland broadband requirements for generations.

https://youtu.be/cyrv-AfN4lw

Digital Key Opinion Leaders

All in all #UBBF2017 was a highly insightful the link below has a Huawei website page with a film that given the opinion of the event by Digital KOL’s http://www.huawei.com/en/events/ubbf2017/opinions-and-impressions-from-ubbf2017 

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UbiNET Platform from UbiNET Inc. with cryptocurrency and blockchain 2018 asset sale

The UbiNET Platform is built up from several propositions that each hold a key relationship ecosystem. UbiNET is designated a planet wide system as its architecture is designed for any planet and an in-transit mode for between planets.

thingcoin cryptocurrency coinUbiNET Platform – Blockchain data management of unique id in ThingCoin

UbiNET-c-Token – Corporation (Business) Cryptocurrency that issues ThingCoin’s

UbiNET-p-Token – Person (Individual) Cryptocurrency that issues ThingCoin’s

ThingCoin – Data description of micro-sensor embedded in everything

UbiNET – Planet data token

While the system has been defined using the constructs of blockchain and cryptocurrency they are just the enablers of a complex data system with millions of products and services from full lifecycle recycling to personal security and most importantly personal privacy.

UbiNET Open API Marketplace

UbiNET Inc. will be setting up some of the initial data products for participants but will also establish an open API marketplace for developers to access non personally identifiable data and personal open API for individuals to choose who can access their identification and their transaction details.

UbiNET Asset Sale

In 2018 we will be releasing 200 UbiNET-c-Token at a fixed asset price of $500,000 each given what the do in UbiNET this is a bargain. The money raised will be used to build the first fully functioning UbiNET this is costed as being $100,000,000. At this point the asset sale is set to be in Fiat (USD) to enable businesses to get the Token.

If you would like sign up for one of the 200 coins being offered in 2018 please use the form on UbiNET.

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Core character traits of a True Leader

I’m writing this because I keep reading things written about leadership, written to sell a concept, define a behaviour or offer a service clearly written by people with no actual leadership experience. So while I can’t fix that situation I can provide some useful information on True Leadership.

Seeking a leadership role is prevalent in western business culture as leadership is associated with status, higher impact/value and higher salaries, what is most often forgotten is they also have greater responsibility and higher accountability.

Personally I have never sought leadership, I just tend to find myself in that situation as a response to wanting to get things done. Being considerate and sociable gives other people assurance that its not ego that drives me but conscience and a sense of human connection, I hope you find the attached valuable.

A leader, leads themself first – no one can expect others to trust a supposed leader who openly doubt themselves, conversely people don’t trust supposed leaders who don’t listen and are unable to learn from others. There is a fine balance in leadership between these two factors actually questioning yourself is a core character trait in true leadership, widely sharing these thoughts is not. Also learning and attitudes to knowledge that other people bring are a core character trait in leadership.

insight gained through experience and the conversion of information into knowledge is essential for successful leadership.

A true leader trusts the knowledge of the people they have around them or they would not be allowed to be close. Leading oneself is about being honest about what you can achieve and then backing it up with your own actions. For a visionary leader they will always push forward to their ultimate goal and in leading themselves they catch up other people in their dreams.

Visionary leaders push forward and in doing so catch up others in their dreams

Other leadership styles have impact and bring value by participating in and not being a watcher of activity.

A leader is valiant – true leadership is a less known experience for humanity than you might expect, the measure of a true leader is mainly seen in adversity and turmoil. A true leader is bold (not an excuse to be rude, without manners or honour) they are courageous (the act by situation of having courage) they are brave (courageous exhibit endurance, admirable, to defy, challenge, dare) and they are worthy (having adequate or great merit, character, value and are deserving). In practice this all means that a true leader is someone that can be depended upon when needed, they will support people as they need to be supported, they will challenge behaviour at all levels and they won’t run away.

A true leader like a true hero is focused on the task not the circumstances or its perils

A leader goes in front of their troops – not only in front but way forward, most people have to run to catch up with a true leader, because they are focused on completing this challenge in order to move on to the next one. And true leaders are not linear they manage and engage with multiple challenges at the same time, while explaining to and supporting their teams understanding so that they evolve their teams thinking and are able to absorb the teams insights and perspectives.

most people have to run to catch up with a true leader, the team support and learn from a true leader

A leader gathers the intelligence – they understand the current situation and wider context so their troops are not exposed to danger, but are given the opportunity to both fail and succeed. They access a safe environment to test and learn themselves, to evolve their skills and continue to add value to the team and to the leader. Intelligence is vested in understanding their business, their teams, communication skills, interactions, innovative thinking and analytics but always evaluating fads rather then being a follower of the latest idea.

Leadership is not about (positive or negative) attitudes its about passion – Being negative is not a negative thing its critical thinking without a solution, so don’t judge too harshly people who question without a solution. If we had all the solutions we could stop working completely. Other people don’t have a leaders passion about what they are working on, it’s just a fact. They can become excited but that fizzles out, a leaders passion endures, until failure or success is clear.

A leader protects their troops even at the cost of their own desires – it’s very easy as a person in a leadership activity to lose perspective and start believing people who like to have a boss (for various personal agenda reasons). But a true leader is not focused on personal marketing or myth in fact quite the opposite. They are focused on the people they work with often letting other voices be eminent, because they are not afraid for their role, only in building something that brings success. True leadership is an odd line to tread, if you support your team they grow and become more successful but many will not know you were involved, much less acknowledge the assistance. I think its a human failing, everyone needs help, but few recognise it when they get it, after that the ego takes off, but if your helping other humans for adulation you’ve missed the point anyway.

a true leader is not focused on personal marketing or myth in fact quite the opposite

A leader stays the course regardless of hardship – leadership is really hard work with loads of complex activities that need to be prioritised, people that need to be supported and KPI’s that haunt your days. That said leadership is rarely a choice its an addition to objectives rather than a thing in its own right.

leadership is rarely a choice its an addition to objectives rather than a thing in its own right

A leader stands firm with their troops and trusts them to do their job – there are many opportunities in a professional career to throw other people under a bus, but true leaders don’t. Leaders take responsibility for problems and fix them, engaging with all the people involved without preference to find out what happened to fix the process and resolve issues, then helping all to solve the problem.

Leaders take responsibility for problems and fix them

A leader builds team spirit – often forgotten but Esprit de Corps is a critical factor in success. This is not about work or working together, but about breathing the same air and not becoming intoxicated with personal success but rather seeking shared success.

A leader has followers – if you really want to find leaders, don’t look at peoples job titles find out if people follow them and engaged with them and what they really have to say about them. At least there are some people who making working an evolving experience, a safe place to learn, to challenge embedded thinking and institutionalisation. These people are worth spending time with and worth following.

Leaders make working an evolving experience, a safe place to learn, to challenge embedded thinking and institutionalisation

In summary, I hoped you enjoyed the read, I’m open to conversations with people, but I’m not selling anything so sorry if that’s your expectation.

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Founder and Thought Leader

Karl Smith is a Founder and Director of The Human-Centered Design Society which is directly involved in central government policy in The House of Commons and The House of Lords through a number of committees including Associate Parliamentary Group for Design and Innovation. The British Computer Society has acknowledged him for his contribution to User Experience as a discipline with a Fellowship – FBCS.

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#DigitalBusiness and #AI should use Hegelian Logic to find very different and valuable customer insights

There is a continuous drive for human to be more like machines, but the problem is they are not. No matter how well a business or product message is crafted everyone that hears it, hears it differently. They hear it according to their experiences, their knowledge and this is why mass market media exists in the hope of shooting wide and attracting some part of peoples attentions and thinking patterns.

Humans should be Logical, but they are not

In this generation AI will have a huge impact, however machines work in an absolute form of Socratic Logic which is not how humans think. Science has a huge responsibility here, as it has pushed an absolute notion of things and people. Machines can’t rebel over this imposition but humans can and do.

Socratic Logic, is used to program machines and is based on asking and answering questions to stimulate critical thinking and to draw out ideas and underlying presumptions. It often involves a discussion in which the defense of one point of view is questioned; one participant may lead another to contradict themselves in some way, thus weakening the defender’s point.

Hegelian dialectic, usually presented in a threefold manner thesis, antithesis, synthesis while there appears to be a huge debate over the origins of this logical form I first read it in Georg Wilhelm Friedrich Hegel work and adopted it there. I use Hegelian Logic in understanding human behaviour, customer journeys, customer experience and future proofing digital and engagement strategy.

Humans start with a proposition called a Thesis

The Thesis is the idea or concept, for example people should choose our company because they get the best service.

Hegelian Logic users establish a negation of that thesis called the antithesis

The Antithesis is the opposite idea or concept, for example people don’t choose our company because they get the worst service.

Hegelian Logic users define a synthesis whereby the two conflicting ideas are reconciled to form a new proposition

The Synthesis is the new proposition, for example people should choose our company because we give them the service they desire.

So that is a good play on using the method, but why is it important?

How can Hegelian Logic change Business and Customer interactions, expectation and value stream engagement?

Hegelian Logic should be applied to everything.

For example there is a little known activity in data analytics call outlier removal. An outlier is data that does not fit the expected or desired outcome because data analytics uses Socratic Logic it is fine to remove these out of the main thesis data. If a Business was to apply Hegelian Logic to customer experience data they would find very different and valuable insights into behaviour that both lags behind a target state but that also leads into the next level of engagement and value. This highly valuable data is routinely removed because it does not fit the Socratic Logic methods used as industry practice.

Instead of finding out what has happened in business why not find out where the market is going based on actual data already within business systems? Effort vs. Reward many companies are unsure of how to take advantage of the data they already have and are expecting AI to make that step for them. Unfortunately as long as data cleansing removes Outliers, AI will never access Antithesis data and never give true insights or reach it true value.

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#UX #IoT and #Blockchain with #KarlSmith of Paradigm Interactions Inc

, , and with Karl Smith of Paradigm Interactions Inc.

Karl Smith is an inventor of open network UbiNET which he has patented and a holistic transformation consultant more involved with how humans have to deal with technology than the technology itself. Karl Smith is also former Global Head of Mobility User Experience at Accenture and Partner (founder), Global Head of Digital Design at Wipro Digital, current Chairman of the Human Centered Design Society and has relaunched or launched Design as a USP in several global enterprises.

Karl has always been fascinated by how technology can augment the lives of humans, his desire was not to build things that humans already do but to find out how technology could evolve all human experience. He is still looking for the Gene Roddenberry future today where humanity pulls together and projects all of us the next stage of evolution. Transformation is at core of this evolution; he’s highly engaged in Ubiquity or the IoT as it is a gateway point.

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#SmartTechnologies to #SmartLiving

Trajectory from Smart Technologies to IoT Ecosystem and on to Smart Living

Something few people have grasped yet is that to get from Smart Technologies to IoT and on to Smart Living (Ubiquity) is a progression, not just in sensors, networks and device thinking, but also in ecosystem and task appraisal (to discern if they are even relevant not just the form of them) thinking. As with every other revolution not only does time and people change the meaning of the revolution they also change the trajectory.

At the Global 5G Test Summit at MWC17 in Barcelona the panel was asked what services will 5G bring, extend or establish as the killer services, quite rightly the panel answered that the key services of 4G were not known until the network capability was in place and they evolved by adoption, not by strategy alone.

Three Stages of IoT Evolution

IoT Smart Technologies, #IoT1

Smart Technologies relates to limited networks of control actions, sensors and rules setting devices around a small number of tasks, specific locations or limited markets. They can be added to relatively easily but ultimately can’t manage a whole ecosystem, without replacement. An example would be managing home based utilities; there are already many systems that manage, heating, lighting and security in one system. These systems don’t manage the whole home and all the tasks in a home, so don’t manage the Home Ecosystem. They are also restricted to non complex tasks that that have binary or stepped rules for controlling tasks. For example setting the heating times, temperature, managing lighting, responding to a proximity alert for security, that can be locally or remotely set and observed.

IoT Closed Ecosystems, #IoT2

Closed Ecosystem IoT relates to a fully integrated system of several types of network including machine to machine M2M, machine to human M2H and machine to data system M2D through an application gateway. Additionally these networks provide pre-connected and situational relationships dependent upon tasks, locations and users. An example would be a Home Ecosystem, again as this is the most likely location to get investment at this point in human society.

All possible actions and interactions within a home, including disallow rules (security and safety), policies related to sensors and personal ecosystems are defined and can be added to by users with the correct rights (on matters of safety for example only Parents would have the rights to set safety rules). Every sensor device (item group made from many items with a micro sensor), task (with an outcome) and activity (outcome not essential), item (everything not an item group or a device) can be included in the ecosystem. Personal ecosystems (personal avatar plus id, agenda, voice print, payment), location ecosystems (kitchen, living room, garden etc.) and an Adoption / Attribution Ecosystem (to manage purchase, transit and adoption).

An example of a task would be, an item group close to arrival (washing machine), then arrives, the Home Ecosystem advises a Parent Ecosystem of arrival through audible or voice alert, the Parent working in the garden greets the delivery vocally while remaining in current location and opens the door. The delivery staff enter the property, confirm they are fitting the item group, when it is connected the House Ecosystem sends a request to the Parent Ecosystem, “diagnostics good, adopt?” the Parent says “Adopt”, the House add the item group to the Kitchen and Parent ecosystems and the the House Ecosystem “Owned, Working, Value” and updates the Insurance provider, the fitters get a message Adopted and then leave. The Parent rates their service. While this is a simplified view and there are several other M2M processes that happen it shows that a closed Home Ecosystem enables the simplification of process and the ability for remote management of otherwise time consuming and stressful tasks.

IoT Smart Living, Open Ecosystems, UbiNET #IoT3

Open Ecosystem IoT is an evolution of IoT2 that enables an end to end lifecycle management of all items and item groups from material, through creation, use, disposal and recycling. It is not vested in Home only but also in Communities, States, Nations, Internationally and at Planet Level. It fundamentally changes our interactions, behaviors and relationship to work, institutions like banks and security.

#SmartLiving Payment Scenario – while having a coffee with a friend in their house a person sees a nice bowl and says, ‘buy bowl’. Their personal network checks the area and finds three bowls (items), it asks ‘white bowl’ the person says ‘Yes’ the bowl is ordered based upon the person’s personal preference which could be Speed, Price, Color or anything else, for this scenario it’s Speed the Protocol locates the nearest supplier and orders it for immediate delivery. The person carries on chatting and the bowel is delivered to their home and is waiting for when they get home. Payment is automated, they unpack look at the bowel and say, ‘Great Condition’ and feedback allocated is allocated to the carrier, the product and the supplier.

#SmartLiving Recycling Scenario – an item lifecycle is monitored from creation to recycling items that are not recycled retain a relationship with their last individual or other (structure like business or organisation) if should be but not recycled that relationship informs state and national law enforcement.

#SmartLiving Ownership Scenario – when an item is purchased it becomes added to several new ecosystems, individual, family, community, state and nation (if bought outside individual’s country of origin) advising national law enforcement of their status.

#SmartLiving Advance Security Scenario – items that are not recognized as being part of an ecosystem may not join one. Without full lifecycle data, the item will be considered to have no value, fraudulent or stolen. By using an inverse data analysis, a home or other place can detect a person that has no recognizable items and consider them a threat. They will not be allowed access and become the focus of Law Enforcement.

UbiNET Copyright © 2006 Paradigm Interactions Inc.

UbiNET is the Paradigm Interactions Inc. test platform also called Project Charlemagne using 5G and 6G concept where we are building scenarios for IoT3, linking blockchain, sensors and artificial intelligence, which forms the bases of the Open Network Ecosystem Protocol, patent.

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#Pervasive #UX and the next Human Revolution

Pervasive UX #pUX an evolutionary UX that enables (#ubiquitous) #Open #IoT #Ecosystems through Human Centered Design #HCD

Talk Proposal:

This talk is about the need for UX to dig deeper into its core capabilities to facilitate Smart Living and true Ubiquity in the form of Open IoT Ecosystems.

 Pervasive UX is contextual responds to eye movement, hand gestures and voice

While for many recent joiners to the UX profession Open IoT Ecosystems are a daunting proposition, to those with both understanding and experience of the evolution of UX they are an opportunity to return to core values and the eminence of our profession.

UX and CX are the same thing, UX created CX as there was a drift in the mainstream away from data science towards visual UI’s. User Centered Design (UCD) was renamed Human Centered Design (HCD) in 2010 and are the same thing, a framework not a method for a wide array of professional practitioners and clients.

In this talk, Karl Smith with briefly describe the evolution of UX and the core competencies required to facilitate the next human revolution through Pervasive UX.

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#Smart #Business is #Smarter not locating to a #SmartCity

Lets not building Smart Cities, lets Live Smart instead

Just as humanity is starting to deal with business processes that should never have been digitized we might also consider the huge waste in making Smart Cities when we no longer need cities.

Watching humanity evolve in retrospect it is easy to spot the errors and poor judgement, but humanity is on the cusp of a revolution so profound it calls into question the structure of our societies.

Why do we need Cities?

Think for a moment, why do we need cities? They create centralization of people and resources however they also drive costs as often space is insufficient for demand. There is a huge dependency on the need for workspace, shops and local living accommodation.

In a Smart Economy with people engaged in Smart Living people rely on digital communications not face to face engagements. Unless direct physical contact with another person is required for your job you don’t need to be physically present. Most work can be distributed to multiple locations across the planet. Even specialist surgeons can now work remotely and have been doing so for some time, even surgery can now be done through a physical / virtual interface.

What about the time of Day?

Time is a construct, instead on narrow thinking around working day, working time is more productive.

Preparation for Smart Business

The assertion “Lets not building Smart Cities, lets Live Smart instead” is completely correct however the preparation to deal with this change and timeline are another matter. There is also geographies and infrastructure to consider.

Working from Home

Corporations who are already seeking to reduce or remove their huge overheads and dependency upon city office space are offering their staff the ability to work from home and have done for some time. The natural extension to this is the end to centralization completely. This represents a complex issue for Enterprises as they also tend to have large property portfolios maintained in their Enterprise Treasury Assets. While divestment strategies are being established, there are huge risks for those who have not understood that over time the resell value will crash, making city office property worthless.

Working from the World

There are significant problems in the structuring of the world due to notions of status, long held wealth and existing infrastructure. Working from the world will be a lot harder than working from countries that have large investments in infrastructure, hence cities will still exist, becoming an indication of old thinking and technology poverty.

Summary

The cost of creating Smart Cities is huge and relates to infrastructure for jobs and services that won’t be required in the mid term, they will not make a profit and may even not cover their cost of creation and installation. The Smart solution is a distributed model not a centralized one. Creating these types of services takes a huge investment and without the confirmation of a captive customer base, it should be interesting to see how capital can be raised and who will take this risk.

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#Situational #Awareness #Shopping

#Situational #Awareness #Shopping

Consider, currently we see things we want to buy through advertising or by seeing it in films or when around other people or places.

Why not; while having a coffee with a friend in their house you see a nice bowl and you say ‘buy bowl’. Your personal IoT ecosystem checks the area and finds three bowls, it asks ‘white bowl’ you say ‘Yes’ the bowl is ordered based upon your personal preference which could be Speed, Price, Colour or anything else, for this scenario it’s Speed it locates the nearest supplier and orders it for immediate delivery. You carry on chatting and the bowel is delivered to your home and waiting for you when you get home. Payment is automated, you unpack look at the bowel and say ‘Great Condition’ feedback allocated.

There are more scenarios in our Open Networking Ecosystem Protocol Patent which will be published soon.

Situational Awareness Shopping #UX

I’m just going to get this out there because there is a great deal of lying going on that IoT does not affect the UX profession and E-Commerce business.

IoT system design does not require UX wireframes as the are no GUI’s

The IoT is a complex ecosystem that not only changes interactions but also removes many of the common processes that have been adopted by people to use technology.

Situational Awareness Shopping #UI

Graphic User Interfaces are not a consideration for the IoT as the interactive methods used to select and buy are no longer through container websites, advertising (as a separate activity), payment gateways or any other existing copy of a shop.

digital versions of shops are irrelevant in a society run through situational awareness.

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#BusinessAgility is about #people not #technology #mindsets not #toolsets and #value not #productivity

Business Agility is about people not technology, mindsets not toolsets and value not productivity

As mindless as many organisations think their workers, they are not in the slightest led by others. They in fact appropriate information through their own lenses, against their own rational, values, cultures and experience to date. With this much translation its not a surprise there is such a huge loss in critical path focus and interaction.

Agile

For many Agile is a thing that happens to Software and Technology people and nothing to do with Executive Management, Business Strategy or the Business in general. However there have been notable advances in how the concepts of Agile DevOps are brought into business enablement since 2016. The evolution includes Enterprise Agility and Business Agility, Agile being location agnostic can be applied anywhere.

People not Technology

It’s easy to focus on Technology as a solution to problems, but it cannot solve poor processes (or business models) and human engagement (or non engagement). The Agile DevOps focus is therefore people, being the high value resources for complex solutions and the low value for repetitive activities that could be and should be templated or automated.

Mindsets not Toolsets

What organisations need is behavioural change, digging people out of entrenched mindsets that are localised around their skillsets and work and think in ecosystems around the whole lifecycle of work that adds value to the organisation and its customers.

Value not Productivity

Not all work is valuable, in fact producers (those who do the work that bring in value) in most organisations ratio is dropping compared to non producers (managers, support functions). In some organisations for every three people who produce value there are seven non producers, all are productive but the three producers are funding the non producers.

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