Tuesday, October 07, 2014

11..13-Nov-2014: Meet me at Hong Kong AVCJ Forum

For 27 years, the AVCJ Forum has brought together leading investors from across the globe for three days of high-level dialogue, debate and networking. In a programme that combines strategic and tactical issues, you'll hear from some of the world's most successful deal makers as they share their insights on the opportunities for private equity investors going forward.

 AVCJ Forum 11-13 November 2014








"The AVCJ Forum will continue its tradition of offering intellectually stimulating discussions. This year, we will dive deep into some of the most pressing issues Asian private equity currently faces. This will include the creation of a long-term private equity model for Asia; the industry's ever-changing relationship with regulators and how venture capital is coming back in a big way.'' - Allen Lee, Publisher, Asian Venture Capital Journal.

This year's Forum is made up of four Summits which are being held between 11, 12 & 13 November 2014 at the Four Seasons Hotel in Hong Kong.

Prof. Yesha Sivan will be part of the Venture Capital Summit.
One-day interactive programme addressing the key trends affecting the venture capital industry across Asia.

On November 11, 2014 at 2:00pm I will be talking about
Finding entrepreneurs that will define the next era of innovation.

Sourcing business founders with fantastic ideas that are scalable and commercial is challenging. VC's have to search through a myriad of ideas and often battle with their competitors to strike a deal and invest during the early stage. So how do seasoned venture capitalists source and predict technologies that will align with consumer behaviours in the future and become the next Facebook or Alibaba, and what hubs outside of Silicon Valley are currently viewed as the regions for innovation?

  • Do you need to diversify and employ a broader approach to investible industries to match the markets and cultures you are targeting?
  • Are high seed-stage valuations making it difficult for start-ups to raise Series A? Are valuations unduly inflated?
  • In spite of soaring valuations, are we likely to avoid another crash because of the larger global opportunity that now exists for cloud computing, mobile tech and the Internet?
  • How are corporate VCs accelerating growth through early-stage investments that align with their core business?
  • How have accelerators, incubators, cluster groups and government initiatives in Asia helped to develop a community of start-ups and entrepreneurs?


Sunday, October 05, 2014

The Digital Leader: Master of the Six Digital Transformations




(Use the Promotion Code SIVANTRANSFORMATIONS to download the full 14 page report).

The purpose of the accompanying Executive Report is to define the nature and impact of “digital transformations” in the eyes, minds, and hands of CIOs and other CxO leaders: “eyes” in the sense of recognizing six concrete transformations; “minds” in the sense of understanding the meaning of these transformations for the organizations; and “hands” in the sense of driving some actions.
Much has been said about innovation. The argument is twofold. 
  1. On the positive side, consider innovative companies like Facebook, Google, Apple, Amazon (hard-core IT innovation), or companies like Walmart, Dell, CEMEX (Mexican cement global leader), and Progressive Insurance (“regular” firms that use IT). We can easily see and appreciate how they invent new products, services, and ways to conduct business.
  2. On the negative side, we have firms like Kodak (lost to the digital photo market), Nokia and BlackBerry (replaced by the smartphone), Microsoft (some say missed the tablet market), Borders (killed by Amazon Kindle), Tower Records (defeated by MP3 and iTunes), Blockbuster (lost to Netflix), and many more. These are firms that were once masters of their domain, yet killed by others through innovation, usually disruptive innovation (Christensen, Clayton M. The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business Review Press, 1997.)
As it turns out, digital technologies have become the foundation of the new economic order. Understanding these technologies and managing them for the benefit of the firm is a daunting task. In the report, we offer a practical tool in the form of six digital transformations as a mental framework to master these changes.

AN HISTORICAL PERSPECTIVE


Wherever we look, we see and use digital technologies: at work, at the mall, on the train, at the theater, in our pockets, while we learn, while we collaborate, and so forth. Almost every device today has embedded digital technology. Some products have become fully digital (e.g., music, books, maps, navigation tools), while others have been enhanced with digital technologies (e.g., cars, airplanes, TVs). Some services have been transformed into self-services powered by digital technologies, while other services are being delivered to customers over digital channels (e.g., call centers, websites, self-service kiosks).

Digital technologies completely change the business landscape, including the way businesses craft their strategies and envision their business models, how they create and implement competitive advantage, how they operate their value chains, how they engage and collaborate with all stakeholders (i.e., customers, employees, vendors, and business partners), how they structure and organize, how they divide work among business partners, and much more. In other words, digital technologies alter every aspect of the business environment.

To put it bluntly, organizations that do not recognize and act upon the digital transformations are destined to die. The death may be fast, or relatively slow, but likely to occur. In fact, due to the rate of transformation, opportunity grows quickly but so, too, does the danger. Lack of action causes a spiral of decline, a harbinger of demise. CIOs who do not innovate will be replaced, demoted, or simply lose their organizational relevancy.

THE SIX DIGITAL TRANSFORMATIONS


The six digital-driven transformations are neither technologies nor business models per se; rather, they define the connecting tissue between digital technologies and business strategies. The first three are external transformations that describe how digital technologies are changing the market:
  1. From atoms to bits. The first transformation involves converting physical products and services into digital products and services.
  2. From places to spaces. The second transforms physical marketplaces into digital and virtual market spaces.
  3. From products to services. The third transforms physical products into digital services. 
The next three are internal transformations that describe how digital technologies have altered the models and tools we use for strategy and business model formulation:
  1. From sustainable competitive advantage to transient competitive advantage. Organizations must understand the dynamics of the new environment. Indeed, they must become more agile and responsive and operate in a world of short-term/transient competitive advantage.
  2. From disruptive innovation to “killer” innovation. When it comes to the digital landscape, the wellknown process of disruptive innovation, which in the past could sometimes take years to disrupt, has accelerated into a matter of months, or even weeks.
  3. From classical business models to digital business models. Digital technologies have augmented the standard business model and transformed it into a digital business model. 
These six transformations will provide CxOs a solid foundation to capture how digital technologies completely change the business environment. We assert that organizations and managers will have to devote considerable time and resources to evaluate how they will leverage these six transformations to create new value for their customers and new competitive advantage for their business — and, in parallel, thwart the threats and risks of digital technologies.

SUMMARY


The six transformations present huge opportunities and challenges for business leaders. As such, all senior stakeholders from the board to the CEO, CIO, and all other CxOs must adapt and adopt new leadership skills and styles. The known CIO role, which by itself has changed several times over the years, is now undergoing a major transformation. CIOs must refocus and reshape their skills, mindset, and approach in order to embrace digital technologies. Due to the rapid pace of the digital age, these leaders can’t be passive; they must be proactive in leading their organizations to exploit digital opportunities, create new value for customers, and successfully deal with disruptive threats.

The report presents the turbulence created by digital technologies. Almost every aspect of the business is changing rapidly. Companies must understand the roots of this turbulence and ensure that they remain on the top of the tsunami waves. The six transformations described affect every facet of the modern business environment. Thus, organizations and their leaders must learn how to leverage the opportunities and, in parallel, avoid the threats. Remember, only the paranoid survive.

SOURCE

Sivan, Y. & Heiferman, R. (2014). The Digital Leader: Master of the Six Digital Transformations. Cutter Consortium Report: Business Technology Strategies (17) 2.

Tuesday, September 16, 2014

JVWR 2nd Call for Editors: Real Virtual Hardware Issue





Journal of Virtual Worlds Logo




 
2nd Call for Editors: Real Virtual Hardware

September 16, 2014


We are looking for a Prime Editor and 1-2 co-editors (you can join as a group) to lead this “Real Virtual Hardware” issue due to be published 2015Q3. If you have an interest and background in the field, as well as experience in academic editing, please send us your CV and a cover letter explaining why you are the perfect person to the task. Email the lot to info@jvwresearch.org.

These days’ news is all about technology: Apple WatchSamsung’s Gear VR headset for smartphones; Oculus Rift acquisition by Facebook; and more. This period is therefore a timely occasion to examine the importance of Virtual Reality hardware and its current and future presence in the market.

Virtual worlds are now being augmented with hardware that includes: We are looking for research papers on and not limited to:
  • Description of current and new hardware
  • Research on new interfaces
  • New market analyses that stems from new hardware
  • Users perception & insights
  • Market impacts
  • And more
Final decision about the editor will be made by end of October or earlier based on the information we get.

For more details about editors’ role and requirements see JVWR site --> About JVWR --> For Editors.
Publication is planned for Q3 of 2015.
Potential authors are invited to think about these subjects. An official call will be placed by the issue editor, once selected.

Further Information:
The Journal of Virtual Worlds Research (http://www.jvwresearch.org/) is an online, open access academic journal that engages a wide spectrum of scholarship and welcomes contributions from the many disciplines and approaches that intersect virtual worlds’ research. The field of virtual worlds’ research is a continuously evolving area of study that spans across many disciplines and the JVWR editorial team looks forward to engaging a wide range of creative and scholarly work.

For any further information regarding this call, please contact: tzafnat.shpak AT jvwresearch DOT org We are looking forward to your proposals for an intriguing new issue,


Prof. Yesha Y. Sivan                            Tzafnat Shpak
Editor In-Chief                                       Coordinating Editor

TheJVWR - The Journal of Virtual Worlds Research
http://jvwresearch.org


Like 2nd Call for Editors: Real Virtual Hardware on Facebook


Apple-Watch on JVWR call



 
  

© 2014 Journal of Virtual Worlds Research All rights reserved.

 

Tuesday, September 09, 2014

Should I move from Microsoft Watch to Apple iWatch (10 min movie about iWatch)

This is my watch today (it is 20 years old).  The top of the line of Microsoft and Timex. It had a sensor, memory, connectivity... and lots of "coolness".  Now iApple





See this video.  10 min. of it... I just grabbed it from YouTube...



Should I switch?

Join the Digital Innovation Challenge of the London School of Economics and Political Science (LSE)

The Digital Innovation Challenge of The London School of Economics and Political Science (LSE) is an annual essay competition for students to explore how digital innovations influence business and society.

Visit LSE Challenge website for more details.


Two separate prizes one for last year undergraduates and one for Master students. Take the opportunity to explore a new interesting topic or develop your current work further to win great prizes!

The challenge is open for final year undergraduate and master’s level students in any field.

1. Choose an area of interest (i.e. Social media and democracy, e-Government, Open Source, Privacy & Security, Big Data; e-Businees, Organisational forms, business models, etc etc) and discuss a specific phenomenon of Digital Innovation

2. Review related body of work: academic journals, practitioner literature such as industry websites and other reliable sources.

3. Construct an argument where the main ideas and concepts from the literature are clear and well organised.

Each participating university will in December 2014 nominate one winner for each category (undergraduate and master students) to enter the global competition.

Visit LSE Challenge website for more details.

Eligibility & Rules.

The Prize
If your essay is nominated by your university and also be one of the two overall winners then....

You will be invited to visit one of the leading centers in Digital Innovation at the London School of Economics and Political Science for one week
(yes, travel & accommodation expenses are covered!)

You will have the opportunity present and discuss your ideas with faculty and staff at the LSE and join the global debate by attending lectures and seminars!


Thursday, September 04, 2014

How Do Fictional User Interfaces Influence Today’s Motion Controls?

Source: Alex Colgan http://blog.leapmotion.com/fictional-uis-influence-todays-motion-controls/

The Leap Motion Controller doesn't exist in a vacuum. Across fiction, gaming, and art, we can see a rich history of motion control concepts and devices, and understanding what makes them successful is hugely important to building the next generation of real-world interfaces.

In this two-part video, we look at some of the most compelling interfaces in modern fiction – from Minority Report and Matrix Reloaded to The Avengers and Ender’s Game.

Part 1

Part 2

Read more about it here.

what you need to know about fictional user interfaces (FUIs):

Power and mastery. Future user interfaces aren't always realistic, but the best ones reflect our innermost desires and create expectations on a cultural level. We want motion control to make us feel powerful and in control of our environment.

Immersion and flow. Human beings crave immersion and “flow,” where we feel a sense of exhilaration when our bodies or minds are stretched to their limits. Time stands still and we feel transported into a higher level of reality. But to sustain flow, our skills must meet proportionately complex challenges in a dynamic system. When we push our skills to meet each rising challenge, we achieve flow.

Immersion and anti-immersion. What happens when the interface meets the road? Developers and designers use motion controls for different things, and while immersion is often a major goal in gaming, sometimes it works and sometimes it doesn't. As designers, we can play with many of these expectations to create new experiences. You can never ignore them, but you can subvert them.