Archiv der Kategorie: Innovatoren

NEXT LIST 2017 – 20 TECH VISIONARIES WHO ARE CREATING THE FUTURE

NEXT LIST 2017

20 TECH VISIONARIES WHO ARE CREATING THE FUTURE by WIRED staff

https://www.wired.com/2017/04/20-people-creating-future-next-list-2017/

MICROSOFT WILL BUILD computers even more sleek and beautiful than Apple’s. Robots will 3-D-print cool shoes that are personalized just for you. (And you’ll get them in just a few short days.) Neural networks will take over medical diagnostics, and Snapchat will try to take over the entire world. The women and men in these pages are the technical, creative, idealistic visionaries who are bringing the future to your doorstep. You might not recognize their names—they’re too busy working to court the spotlight—but you’ll soon hear about them a lot. They represent the best of what’s next.

Put Humans First, Code Second

Parisa Tabriz

Browser Boss | Google Chrome

As head of security for Google Chrome, Parisa Tabriz has spent four years focusing on a vulnerability so widespread, most engineers act as if it doesn’t exist: humanity. She has pushed her 52-person team to grapple with problems once written off as “user errors.” They’ve made key changes in how the browser communicates with people, rewriting Chrome’s warnings about insecure network connections at a sixth-grade reading level. Rather than depending on users to spot phishing schemes, the team is exploring machine-­learning tools to automatically detect them. And they’re starting to mark sites as “not secure” if they don’t use HTTPS encryption, pressuring the web to secure itself. “We’ve been accused of being paternalistic, but we’re in a position to protect people,” she says. “The goal isn’t to solve math problems. It’s to keep humans safe.” Tabriz, whose father is Iranian, has also made a point of hiring engineers from other countries—like Iran—where state internet surveillance is an oppressive, everyday concern. “You can’t keep people safe if you don’t understand those human challenges around the world.” —Andy Greenberg

Wall Street Can Run on Collaboration, Not Competition

Richard Craib

Founder | Numerai

Wall Street is capitalism at its fiercest. But Richard Craib believes it can also be a place for friendly collaborations. His hedge fund, San Francisco–based ­Numerai, relies on artificially intelligent algorithms to handle all trades. But the 29-year-old South African mathematician doesn’t build these algorithms himself. Instead, his fund crowdsources them from thousands of anonymous data scientists who vie for bitcoin rewards by building the most successful trading models. And that isn’t even the strangest part.

Ultimately, Craib doesn’t want these data scientists to get overly competitive. If only the best modelers win, they have little incentive to recruit fresh talent, which could dilute their rewards. Competitors’ self-­interest winds up at odds with getting the best minds, no matter who they are, working to improve the fund. To encourage cooperation, Craib developed Numer­aire, a kind of digital currency that rewards everyone when the fund does well. Data scientists bet Numer­aire on algorithms they think will succeed. When the models work, Numer­aire’s value goes up for everyone. “I don’t want to build a company or a startup or even a hedge fund,” Craib says. “I want to build a country—a place where everyone is working openly toward the same end.” —­Cade Metz

Microsoft Will Outdesign Apple

Kait Schoeck

Industrial Designer | Microsoft

Kait Schoeck wasn’t really supposed to end up at Micro­soft. She had enrolled at the Rhode Island School of Design in 2009 with plans to be a painter, or maybe an illustrator. “I didn’t know industrial design actually existed,” she says. That changed in school, where she switched majors and even­tually caught Microsoft’s attention. The company liked her unusual portfolio—there wasn’t much in it about computers. Now she’s one of the designers working on Microsoft’s Surface products, helping the com­pany achieve what for decades has seemed impossible: outdesigning Apple. Because Schoeck and her team aren’t bogged down by decades of PC-­design baggage, they freely break with convention. And because their desks are a few feet from a machine shop, they can build whatever they dream up. “Being able to hold the products we make—that’s when you really know what works,” Schoeck says. Early in her time at Microsoft, she co­invented the rolling hinge that makes the detachable Surface Book possible; her team has also found ways to make touchscreen laptops feel natural, to build tablets that really can replace your laptop, and to turn the old-school desktop PC into something more like a drawing table. Thanks to designers like Schoeck, Micro­soft’s machines aren’t just brainy anymore—they’re beautiful too. —David Pierce

Frugal Science Will Curb Disease

Manu Prakash

Founder | Foldscope Instruments

While visiting rabies clinics in India and Thailand, Manu Prakash made a damning realization: In remote villages, traditional microscopes are useless. Cumbersome to carry and expensive to maintain, the finely tuned machines are often relegated to a dusty lab corner while medical providers diagnose and treat patients in the field. So the Stanford bio­engineer set out to build what he calls “the pencil of micro­scopy”—a high-­performing tool that’s lightweight, ­durable, and cheap. In 2014 his lab unveiled the Foldscope, an origami-like paper microscope that magnifies objects up to 2,000 times but costs less than $1 to produce. “We quickly realized that writing scientific papers about it wasn’t good enough,” Prakash says. He turned his lab into a mini Foldscope factory, giving away microscopes to anyone who asked. Within a year, the lab had shipped 50,000 of them to users in 135 countries, from Mongolia to rural Montana; this year it aims to donate 1 million. An eager army of DIY scientists has used the tool to identify fake drugs, detect diseased crops, spot counter­feit currency, and more. Earlier this year, Prakash’s lab introduced the Paperfuge, a 20-cent centri­fuge inspired by an ancient spinning toy, which can be used to diagnose diseases like malaria. Prakash’s cheap, cleverly designed devices prove that when it comes to public health problems, the high tech (high-cost) solution isn’t always the best fix. Consider his lab’s latest achievement, a method of identifying mosquito species by recording their wing beats. The apparatus required? A flip phone. —Lauren Murrow

TV Ad Dollars Will Get Snapped Up

Jeff Lucas

VP and Global Head of Sales | Snap

In March, Snap’s public stock offering became the third-largest tech IPO of all time, raising $3.4 billion. Now it just needs to make money. As of January 2017, the six-year-old multi­media app had lost $1.2 billion, nearly half of that in 2016 alone. Its growth rate is slowing too: After averaging more than 15 million new daily users in each of the first three quarters of 2016, it added just 5 million in the fourth quarter. So last summer, the company poached media industry veteran Jeff Lucas, former head of sales at Viacom. In the wake of Snap’s IPO, he’s been tasked with backing up the brand’s billion-dollar hype with measurable profits. To do that, he’ll need to ward off copycat competitors like Insta­gram’s Stories and WhatsApp’s Status—direct descendants of Snapchat Stories, a series of snaps strung together chrono­logically—and lure ad spending away from Facebook and TV networks. He’s reportedly in talks with marketing agencies like Publicis Groupe, WPP, and Omnicom Group to land deals of $100 million to $200 million. In a crowded industry competing for advertising dollars, Lucas will be instrumental in getting those gatekeepers to open their coffers for Snap. —Davey Alba

SOURCE: EMARKETER

Encryption Alone Is Not Enough

John Brooks

Programmer | Ricochet

Thanks to messaging services like WhatsApp, Signal, and Apple’s iMessage, end-to-end encryption isn’t just for spies and cypherpunks anymore; it’s become nearly as standard as emoji. But sometimes an unbroken channel of encryption between sender and receiver isn’t enough. Sure, it hides the content of messages, but it doesn’t conceal the identities of who’s writing to whom—metadata that can reveal, say, the membership of an organization or a journalist’s web of sources. John Brooks, a 25-year-old middle school dropout, has created an app that may represent the next generation of secret-sharing tools: ones that promise to hide not just your words but also the social graph of your connections.

His chat app, called Ricochet, builds on a feature of the anonymity software Tor that’s rendered sites on the dark web untraceable and anonymous for years. But instead of cloaking web destinations, Ricochet applies those stealth features to your PC: It turns your computer into a piece of the darknet. And unlike almost all other messaging apps, Ricochet allows conversations to travel from the sender’s computer to the recipient’s without ever passing through a central server that can track the data or metadata of users’ communications. “There’s no record in the cloud somewhere that you ever used it,” Brooks says. “It’s all mixed in with everything else happening in Tor. You’re invisible among the crowd.” And when invisibility is an option, plain old encryption starts to feel awfully revealing. —­Andy Greenberg

Silicon Valley Can Spread the Wealth

Leslie Miley

President, West Coast | ­Venture for America

Silicon Valley generates astronomical levels of wealth. But you’d be hard-pressed to find the spoils of the tech industry extending far beyond the Bay Area, much less to ­Middle America. Leslie Miley wants to change that. Early this year he left his job as a director of engineering at Slack to launch an executive-­in-residence program at Venture for America. The project is designed to foster the building of tech businesses in emerging markets like Detroit and Baltimore. Starting this September, the residency will place Silicon Valley execs in yearlong stints in several of the program’s 18 innovation hubs, where they’ll advise area startups. The idea is that having well-connected leaders in such places may give local talent ties to Silicon Valley and inspire startups to set up shop in those cities. According to Miley, the program was fueled by industry-­wide anxiety following the 2016 election. “Tech enabled people to stay in their echo chambers,” Miley says. “We’re partially responsible.” Not just by building non-­inclusive platforms, he says, but by overlooking large swaths of the country in the hunt for talent. Davey Alba

Our Robots Are Powered by Poets and Musicians

Beth Holmes, Farah Houston, Michelle Riggen-­Ransom

HOLMES Knowledge Manager | Alexa Information team

HOUSTON Senior Manager | Alexa Personality team

RIGGEN-­RANSOM Managing Editor | Alexa Personality team

Behind your high tech digital assistant is a band of liberal arts majors. A trio of women shape the personality of Amazon’s Alexa, the AI-powered device used by tens of millions of consumers worldwide: Michelle Riggen-­Ransom, who has an MFA in creative writing, composes the bot’s raw responses; Farah Houston, a psychology grad specializing in personality science, ensures that those responses dovetail with customers’ expectations; and Beth Holmes, a mathematician with expertise in natural language processing, decides which current events are woven into Alexa’s vocabulary, from the Super Bowl to the Oscars. “The commonality is that most of us have been writers and have had to express humor in writing,” Houston says. Riggen-­Ransom oversees a group of playwrights, poets, fiction authors, and musicians who complete weekly writing exercises that are incorporated into Alexa’s persona. (The bot’s disposition is broadly defined in a “personality document,” which informs the group’s responses.) The content is then workshopped among the team; much of it ends up on the cutting room floor. Alexa’s temperament can swing from practical and direct to whimsical and jokey. The art is in striking the right balance, especially when it comes to addressing sensitive topics. “Our overall approach when talking to people about politics, sex, or religion has been to divert with humor,” Houston says. But thanks in part to her female-led team, the bot won’t stand for insults. “We work hard to always portray Alexa as confident and empowered,” Houston says. It takes a village to raise a fake lady. —­Davey Alba

Hard Data Can Improve Diversity

Laura I. Gómez

Founder | Atipica

Three years ago, Laura Gómez was participating in yet another diversity-in-tech panel, alongside representatives from Facebook and ­Google, when she snapped. “This is not a meritocracy, and we all know it,” the Latina entrepreneur announced. “This is cronyism. A Googler gets hired by Twitter, who gets hired by Facebook. Everyone is appointing their friends to positions of authority.” (As someone who has worked at Twitter, YouTube, and ­Google, she should know.) The breakthrough inspired Gómez to found Atipica, a recruiting software company that sorts job applicants solely by their skill set. That policy may seem obvious, but recruiters are prone to pattern-­matching in accordance with previous hires—giving preference to, say, Stanford-schooled ­Google engineers. Atipica isn’t designed to shame tech CEOs about their uber-white open offices; rather, it presents hard data, judgment-free. The company’s software—which draws on information from public, industry, and internal sources—reveals the type of person most likely to apply for a job, analyzes hiring patterns, and quantifies the likelihood that certain kinds of candidates will accept job offers. It also resurfaces diverse candidates for new job postings they’re qualified for, a strategy that has led thousands of applicants to be recontacted. Last fall, Atipica raised $2 million from True Ventures, Kapor Capital, Precursor Ventures, and others. For Gómez, a Mexican immigrant who was undocumented until the age of 18, the work is personal. “My mother was a nanny and a housekeeper for people in Silicon Valley,” she says. “My voice is the voice of immigrants.” Her company’s success shows that the struggle to diversify tech will be won not by indignant tweetstorms but by data. —Lauren Murrow

Music Will Leave the Studio Behind

Steve Lacy

Musician

Most musicians work in studios, with engineers and producers and dozens of contributors. Steve Lacy works in hotel rooms. Or in his car. One time at a barbershop. Anywhere inspiration strikes, really. And with every unconventional session, Lacy’s proving to the industry that good music doesn’t have to be sparkling and hyperproduced. He dropped his first official solo material in February, a series of songs (he won’t call it an album) made entirely in GarageBand. Lacy plugs his guitar into his iPhone’s Lightning port and sings right into the mic. The whole thing’s a bit shticky, sure, but the point is to show people that the tools you have don’t really matter. He’s no musical lightweight, though. Just 18, he’s already a sought-after producer, making beats with the likes of J. Cole and Kendrick Lamar. Lacy’s own style is a little bit pop, a little bit soul, and a little bit R&B. He calls it Plaid, because it’s a lot of funky patterns you can’t quite imagine together—but somehow it all works. Even he doesn’t always understand why, but he knows it does. Kendrick Lamar told him so. —David Pierce

SOURCE: RIAA

Microbiology Gets a Little Intelligent Design

Christina Agapakis

Creative Director | Ginkgo Bioworks

For a biologist, Christina Agapakis has an unusual role. At Ginkgo Bioworks, a Boston biotech firm that tweaks yeast and bacteria to create custom organisms for everything from fermentation to cosmetics, Agapakis is a bridge between the technical and creative sides of the business. She works with clients like food conglomerates to figure out how they can use engineered microbes to make their products better, cheaper, and more sustainable. Recently, French perfumer Robertet enlisted Ginkgo’s organism designers to create a custom yeast that could replicate the smell of rose oil. To do that, the designers inserted the scent-­producing genes from roses into yeast, which produced floral-­smelling compounds—no expensive rose petals necessary. Agapakis then worked with the company’s perfumers to develop new fragrances using this novel substance. “A lot of what I do is think about what this new technology can enable creatively,” she says. Biotech companies are learning that success requires more than good science—it takes imaginative thinking too. —Liz Stinson

Tech Workers, Not CEOs, Will Drive Real, Positive Change

Maciej Ceglowski

Founder | Pinboard

A tweet by @Pinboard reads, “Silicon Valley lemon­ade stand: 30 employees, $45 million in funding, sells $9 glasses of lemonade while illegally blocking sidewalk.” The account belongs to a bookmarking site founded by Polish-born web developer Maciej Ceglowski. Though he established the handle in 2009 intending to offer product support, Ceglowski now uses the account to gleefully skewer Silicon Valley to 38,700 Twitter followers. Since the presidential election, the developer’s criticism of his own industry has taken a more trenchant tone, energizing a new wave of tech activists. (On Facebook’s refusal to cut ties with Trump supporter Peter Thiel, he tweeted: “Facebook has a board member who heard credible accusations of sexual assault and threw $1.25M at the perpetrator. That requires comment.”) In December, thousands of tech employees signed an @Pinboard-championed pledge at Neveragain.tech, refusing to utilize their companies’ user data to build a Muslim registry. Last year, Ceglowski founded Tech Solidarity, a national group that meets to devise methods of organizing. The effort has become high-profile enough that even C-suite execs, like Facebook’s chief security officer, Alex Stamos, now attend. For all his trademark snark, Ceglowski maintains that his goal is to foster a more conscientious tech indus­try. He hopes that Tech Solidarity can develop an industry-wide code of ethics in the coming months—“move fast and break things” needs an update, he says—and eventually lead employees to unionize. He believes the best way to exert influence over powerful tech companies is from the inside out: by empowering their workers. —Davey Alba

China Will Lead the Tech Industry

Connie Chan

Partner | Andreessen Horowitz

Connie Chan has a master’s degree in engineering from Stanford, where her classmates were Facebook’s future first employees. She thought that she knew what tech’s leading edge looked like. Then she went to China and discovered she had no idea. On massively popular messaging apps like WeChat, people did way more than just talk. They got marriage licenses and birth certificates, paid utilities and traffic tickets, even had drugs delivered—all in-app. Tech companies in the US, she realized, could no longer take it for granted that they led while the world followed; the stereo­type that China’s tech companies are just copycats is obsolete. “If you study Chinese products, you can get inspiration,” Chan says. As a partner at Andreessen Horowitz, she now specializes in helping American startups understand just how much they have to learn as China’s tech industry races ahead of the US in everything from messaging to livestreaming (now a $5 billion market). No matter the protectionist rhetoric coming from the Trump administration, US tech firms see billions of dollars to be made in China, and vice versa. As these two financial giants play overseas footsie, Chan acts as a facilitator. “I spend so much time teaching people what they can’t see,” she says. It won’t stay invisible for long. —Marcus Wohlsen

SOURCES: RHODIUM GROUP; 2016 U.S. DATA: XINHUA NEWS AGENCY

Need Help Choosing a Wine? There’s a DNA-Based App for That.

James Lu

Senior VP of Applied Genomics | Helix

Advances in genetic sequencing mean that labs can now—quickly and cheaply—read millions of letters of DNA in a single gob of spit. Genomics researcher James Lu and his team at Helix (buoyed by $100 million in funding led by Illumina, the largest maker of DNA sequencers) are harnessing that information so you’ll be able to learn a lot more about yourself. How? There’s an app for that. First Helix will sequence and store your entire exome—every letter of the 22,000 genes that code for proteins in your body. (The technology uncovers much more data than genotyping, the process used by companies like 23andMe, which searches only for specific markers.) Then Helix partners will create apps that analyze everything from your cancer risk to, they say, your wine preferences, ranging from a few dollars to a few hundred dollars a pop. “Where one person may be interested in inherited diseases, someone else cares about fitness or nutrition,” Lu says. “We work with developers to provide better products and context for your genetic information.” Helix’s first partners include medical groups like the Mayo Clinic and New York’s Mount Sinai Hospital, which are developing genetic-education and health-­related apps, and National Geographic, which offers an app that uncovers your ancestors’ locations and migration patterns going back 200,000 years. Lu imagines future collaborations with, say, a travel service that plans your vacation itinerary based on your genealogy or a food delivery service that tailors menus to your metabolic profile. The project opens new markets for genetic research—and entirely new avenues of self-absorption for the selfie generation. —Lauren Murrow

SOURCE: NATIONAL HUMAN GENOME RESEARCH INSTITUTE

Techies Should Serve Their Country

Matt Cutts

Acting Administrator | United States Digital Service

Matt Cutts could easily have left his job at the US Digital Service after Inauguration Day—as many other Obama staffers did. His wife wasn’t in Washington, and neither was his main gig as Google’s chief spam fighter. But when the time came, he couldn’t walk away. “My heart says USDS,” he wrote to his wife, who eventually joined him in DC.

As a member of the govern­ment’s tech task force, Cutts oversaw a team that worked on an online portal for veterans. Had he quit in January, he wouldn’t have seen two USDS initiatives—services for the Pentagon and the Army—through to completion. “The organization deserves to have someone who can help preserve its mission,” Cutts says. It also needs someone who can convince Silicon Valley types that managing the president’s Twitter feed isn’t the only tech job in government. Cutts, who avoids talking politics, has begun recruiting friends in the industry, telling them that no matter whom they voted for, “once you see the sorts of issues you can tackle here, it tends to be pretty addictive.” And you really can change the world (slowly). —Issie Lapowsky

Robots Will Make Fast Fashion Even Faster

Gerd Manz

VP of Future Team | Adidas

Cookie-cutter kicks aren’t good enough for Gen Z sneaker­heads. They want custom­ization, and they want it fast. “They get annoyed if it takes three seconds to download an app,” says industrial engineer Gerd Manz, who oversees technology innovation at Adidas. So he is heading up the company’s ambitious new manufacturing facilities—pointedly dubbed Speedfactories—staffed not by humans but by robots. The sportswear giant will start production in two Speedfactories this year, one in Ansbach, Germany, and another in Atlanta, each eventually capable of churning out 500,000 pairs of shoes a year, including one-of-a-kind designs. Thanks to tech like automated 3-D printing, robotic cutting, and computerized knitting, a shoe that today might spend 18 months in the development and manufacturing pipeline will soon be made from scratch in a matter of hours. And though the Speedfactories will initially be tasked with limited-edition runs, Manz, a sort of sneaker Willy Wonka, predicts that the complexes will ulti­mately produce fully customizable shoes. (You’ll even be able to watch a video of your own pair being made.) “It doesn’t matter to the Speedfactory manufacturing line if we make one or 1,000 of a product,” Manz says. The robot factories of the future will fulfill consumers’ desires: It’s hyper-­personalization at a breakneck pace. —Lauren Murrow

Artificial Intelligence Will Help Doctors Do Their Jobs Better

Lily Peng

Product Manager | Google Brain

In 2012, Google built an artificial intelligence system that could recognize cats in YouTube videos. The experiment may have seemed frivolous, but now Lily Peng is applying some of the same techniques to address a far more serious problem. She and her colleagues are using neural networks—complex mathematical systems for identifying patterns in data—to recognize diabetic retino­pathy, a leading cause of blindness among US adults.

Inside Google Brain, the company’s central AI lab, Peng is feeding thousands of retinal scans into neural networks and teaching them to “see” tiny hemorrhages and other lesions that are early warning signs of retinopathy. “This lets us identify the ­people who are at the highest risk and get them treatment soon rather than later,” says Peng, an MD herself who also has a PhD in bio­engineering.

She’s not out to replace doctors—the hope is that the system will eventually help overworked physicians in poorer parts of the world examine far more patients, far more quickly.

At hospitals in India, Peng is already running clinical trials in which her AI analyzes patients’ eye scans. In the future, doctors could work with AI to examine x-rays and MRIs to detect all sorts of ailments. “We want to increase access to care everywhere,” she says. By sharing the workload, machines can help make that possible. —Cade Metz

SOURCE: INTERNATIONAL FEDERATION OF ROBOTICS

Der Kreis derer, die als Chief Disruption Officer überhaupt nur annähernd in Betracht kommen, hat den Radius „null“

Ich bin eine eierlegende WollMilchSau – und der neue Chief Disruption Officer Deiner Firma!

Eierlegende Wollmilchsau

Eierlegende Wollmilchsau

Fotolia #83825279 | Urheber: jokatoons

Herausforderung: die Auftragsklärung

Ein neuer CDO soll bei den Konzernen oft den „Tanker bewegen und in Schnellboote verwandeln“, schließlich hört und liest man ja überall von Startups, Agil, Dynamik, Disruption und stetiger Veränderung. Da stellt sich doch die Frage (typischerweise an HR) wer erstellt den das JobProfil für einen Job, den es noch nie gab und dessen Ziele so faszinierend unterschiedlich, ja widersprüchlich sind. Schließlich wird jeder seine eigene Vorstellung davon haben, was der künftige CDO „endlich“ angehen soll – fragen Sie doch mal Kollegen aus unterschiedlichen Funktionen!

In der folgenden Liste habe ich einmal einige (Achtung Buzzword-Bingo) zusammengefasst:

Typische CDO Erwartungsperspektiven:

  • Neue(s) Business Modell(e) finden, entwickeln und bitte gleich den Return on Investment im ersten Jahr sicherstellen
  • Change Manager (Disruption, Innovation…) der die gesamte Organisation in die neue Arbeitswelt führt
  • Neue Vertriebs- und Finanzierungskanäle – vom Crowdfunding über Crowdstorming, Crowdworking und Social Marketing
  • Digital Mindset / Organisationsentwicklung – nachhaltige Veränderung der Unternehmenskultur
  • Board Coaching / Trainer für die anderen Vorstände
  • Smart Factory – die intelligente Fabrik, digitalisierte, automatisierte und vernetzte Produktionsumgebungen mit neuen agilen Werkzeugen bis zur Losgröße 1 (zugleich stetig wachsender Fokus auf Service-Orientierung stattfindet – also „nicht-produktion“)
  • BigData / Analytics / Predictive – alles was man mit Daten, deren Analyse und Vorhersagbarkeit so treiben kann
  • Rechtsanwalt – Arbeit 4.0, Zusammenarbeit mit Externen, Compliance… siehe unten „illegal“
  • Neues IT Framework – moderne Softwarearchitekturen, Werkzeuge und Apps einführen
  • Digitales Vorbild / Botschafter – Sichtbar werden für neuen Arbeitsstil, Führungskultur – am Besten auch nach außen werbewirksam
  • Digitale Prozesse / Digitale Effizienz – den systemischen Organisationsmotor generalsanieren
  • Social Media extern – von Arbeitnehmerattraktivität über Recruiting (von natürlich Digital Professionals) bis zu Wirkungsverbesserung durch virales Marketing
  • Interne Kommunikation und Zusammenarbeit (Enterprise Social Networking)… – die gesamte Belegschaft, inklusive Fabrikarbeiter mobil, vernetzt, zeit- und orts-unabhängig sowie skallierbar in Arbeit 4.0 führen

Diese Liste an Erwartungen ist sicher alles andere als vollständig, soll aber zeigen, dass es nicht einfach ist, das Profil für diese Position so zu definieren, dass der Inhaber überhaupt eine Chance hat Wirkung zu entfalten. Schließlich gilt es neben den fachlichen Aufgaben auch die bestehende Kultur, Politik, Seilschaften etc. kennen zu lernen und dann nachhaltig zu verändern.

Herausforderung: Woher nehmen, diese CDO – eierlegende WollMilchSau?

Wie einer der Headhunter mal so schön formulierte:

„der Kreis derer, die als CDO überhaupt nur annähernd in Betracht kommen, hat den Radius „null““

Es gibt keine Ausbildung zum CDO, typische Karrierewege erzeugen meist „system-stabilisierende“ Vertreter, wer will einem „jungen Wilden“ die Verantwortung über einen Konzern geben. Die Zahl derer, die in ähnlichen Rollen erfolgreich sind, ist äußerst überschaubar – Nachahmung schwierig- und oft auch nicht einfach übertragbar… auch die großen Consulting Riesen sind hier sicher keine Hilfe, da deren Reifegrad hier ähnlich jungfräulich ist (Es gibt keine Blaupausen, die man aus der Schublade ziehen könnte, keine Beweise, kaum Studien die als Handlungsanleitung taugen)

Also wird nach Kompromissen gesucht, das kann dann z.B. so aussehen:

  • wir nehmen eine(n), der schon Vorstand war/ist … dort findet man kaum Digital Natives (damit ist nicht vorrangig das Alter, vielmehr deren Haltung gegenüber neuen, disruptiven Entwicklungen gemeint, die noch nicht allgemein als erfolgreich, bleibend und wichtig/prägend anerkannt sind), aus Karrieregründen kaum jemanden, der mit Transparenz, Beteiligung und agilen Methoden risikofreudig umgeht
  • wir nehmen eine(n), der IT kann … wohl einer der häufigsten Fehler, Digitale Transformation mit IT zu verwechseln. Wohl ist ein guter Teil (ca. 20%) mit Software, Tools und IT KnowHow verbunden, der Großteil geht aber um völlig andere (oft sehr IT fremde) Themen – es geht sehr viel um Führung! siehe Liste oben
  • wir nehmen eine(n), der schon ein Startup erfolgreich gemacht hat … das führt auf beiden Seiten zu großen Enttäuschungen: Freiheit, Sicherheit, Vorgaben, Rahmenbedingungen, Größe, Internationalität… Assimilation garantiert
  • wir nehmen jemanden, der Karriere machen will und großes Potential zeigt … Wer Karriere machen will ist meist doch recht Regel-konform unterwegs. Wer traut es sich „alles“ in Frage zu stellen bei einem System, in dem er/sie groß werden will? Risikobereitschaft, Fehler machen (dürfen) sind nicht die üblichen Treiber einer erfolgreichen Karriere
  • wir suchen jemanden von Extern – klar, neue Besen kehren gut… wie sieht es aber mit der damit verbundenen sehr langen Anlaufzeit aus. Kann es sich z.B. ein Automobilkonzern in der heutigen Lage leisten jetzt mit jemandem bei null anzufangen, was die internen Kenntnisse, Netzwerke (oder besser Verstrickungen), Politik, Kultur angeht?

Den „fertigen“ CDO zu finden dürfte also ein schwieriges Unterfangen sein – eine Lösung wäre in meinen Augen mit der aktuellen Priorität zu beginnen und zu versuchen die fehlenden Merkmale zu intern zu entwickeln (ideal parallel mit allen anderen). Neben Kultur, Führung ist sicher „neues, konstantes Lernen“ auf allen Ebenen höchst relevant.

aus: https://www.linkedin.com/pulse/der-cdo-wirds-schon-richten-harald-schirmer

15 quotes from self-made billionaires that will change your outlook on money

From investor Warren Buffett to tech mogul Jeff Bezos, here’s what some of the world’s richest men and women have to say about money.

“My goal was never to just create a company. A lot of people misinterpret that, as if I don’t care about revenue or profit or any of those things. But what not being just a company means to me is not being just that — building something that actually makes a really big change in the world.” —Mark Zuckerberg, CEO of Facebook

“My goal was never to just create a company. A lot of people misinterpret that, as if I don't care about revenue or profit or any of those things. But what not being just a company means to me is not being just that — building something that actually makes a really big change in the world.” —Mark Zuckerberg, CEO of Facebook

REUTERS/Robert Galbraith

“When a small business grows like eBay did, it has a multiplier effect. It creates other small businesses that supply it with intellectual capital, goods and services.” —Meg Whitman, CEO of Hewlett Packard Enterprise

“When a small business grows like eBay did, it has a multiplier effect. It creates other small businesses that supply it with intellectual capital, goods and services.” —Meg Whitman, CEO of Hewlett Packard Enterprise

AP

„I will tell you how to become rich. Close the doors. Be fearful when others are greedy. Be greedy when others are fearful.“ —Warren Buffett, chairman and CEO of Berkshire Hathaway

"I will tell you how to become rich. Close the doors. Be fearful when others are greedy. Be greedy when others are fearful." —Warren Buffett, chairman and CEO of Berkshire Hathaway

Mario Tama/Getty Images

„There are very few people in the world who get to build a business like this. I think trading that for some short-term gain isn’t very interesting.” —Evan Spiegel, CEO of Snap Inc., on not selling to Facebook

"There are very few people in the world who get to build a business like this. I think trading that for some short-term gain isn’t very interesting.” —Evan Spiegel, CEO of Snap Inc., on not selling to Facebook

Steve Jennings/Getty

„The reason I’ve been able to be so financially successful is my focus has never, ever for one minute been money.“ —Oprah Winfrey, business magnate

"The reason I've been able to be so financially successful is my focus has never, ever for one minute been money." —Oprah Winfrey, business magnate

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“And I think the more money you put in people’s hands, the more they will spend. And if they don’t spend it, they invest it. And investing it is another way of creating jobs. It puts money into mutual funds or other kinds of banks that can go out and make loans, and we need to do that.” —Michael Bloomberg, CEO of Bloomberg LP

“And I think the more money you put in people's hands, the more they will spend. And if they don't spend it, they invest it. And investing it is another way of creating jobs. It puts money into mutual funds or other kinds of banks that can go out and make loans, and we need to do that.” —Michael Bloomberg, CEO of Bloomberg LP

REUTERS/Tyrone Siu

„If we were motivated by money, we would have sold the company a long time ago and ended up on a beach.“ —Larry Page, Google cofounder and CEO of Alphabet Inc.

"If we were motivated by money, we would have sold the company a long time ago and ended up on a beach." —Larry Page, Google cofounder and CEO of Alphabet Inc.

Kimberly White/Getty Images

„I think frugality drives innovation, just like other constraints do. One of the only ways to get out of a tight box is to invent your way out.“ —Jeff Bezos, CEO of Amazon

"I think frugality drives innovation, just like other constraints do. One of the only ways to get out of a tight box is to invent your way out." —Jeff Bezos, CEO of Amazon

Chip Somodevilla/Getty

“You always hear the phrase, money doesn’t buy you happiness. But I always in the back of my mind figured a lot of money will buy you a little bit of happiness. But it’s not really true.” —Sergey Brin, Google cofounder and president of Alphabet Inc.

“You always hear the phrase, money doesn’t buy you happiness. But I always in the back of my mind figured a lot of money will buy you a little bit of happiness. But it's not really true.” —Sergey Brin, Google cofounder and president of Alphabet Inc.

Steve Jennings/Getty Images

„Today, making money is very simple. But making sustainable money while being responsible to the society and improving the world is very difficult.“ —Jack Ma, executive chairman of Alibaba Group

"Today, making money is very simple. But making sustainable money while being responsible to the society and improving the world is very difficult." —Jack Ma, executive chairman of Alibaba Group

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“Money makes you more of who you already are.” —Sara Blakely, founder of Spanx

“Money makes you more of who you already are.” —Sara Blakely, founder of Spanx

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“I’m a bit tight with money, but so what? I look at the money I’m about to spend on myself and ask myself if IKEA’s customers can afford it… I could regularly travel first class, but having money in abundance doesn’t seem like a good reason to waste it.. If there is such a thing as good leadership, it is to give a good example. I have to do so for all the IKEA employees.” —Ingvar Kamprad, founder of IKEA

“I'm a bit tight with money, but so what? I look at the money I'm about to spend on myself and ask myself if IKEA's customers can afford it... I could regularly travel first class, but having money in abundance doesn't seem like a good reason to waste it.. If there is such a thing as good leadership, it is to give a good example. I have to do so for all the IKEA employees.” —Ingvar Kamprad, founder of IKEA

Heribert Proepper/AP

“The financial markets generally are unpredictable. … The idea that you can actually predict what’s going to happen contradicts my way of looking at the market.“ —George Soros, investor and chairman of Soros Fund Management

“The financial markets generally are unpredictable. ... The idea that you can actually predict what's going to happen contradicts my way of looking at the market." —George Soros, investor and chairman of Soros Fund Management

AP Photo

“I believe that you have to understand the economics of a business before you have a strategy, and you have to understand your strategy before you have a structure. If you get these in the wrong order, you will probably fail.” —Michael Dell, CEO of Dell Inc.

“I believe that you have to understand the economics of a business before you have a strategy, and you have to understand your strategy before you have a structure. If you get these in the wrong order, you will probably fail.” —Michael Dell, CEO of Dell Inc.

Jack Plunkett/AP Images for Dell, Inc.

“I never thought about becoming wealthy. It never crossed my mind. What really motivated me was to try to accomplish something.” —Sheldon Adelson, chairman and CEO of Las Vegas Sands Corporation

Speculation is mounting that Jony Ive has checked out at Apple

Last fall, Apple Chief Design Officer Jony Ive was asked what he would do if he weren’t designing for Apple.

„If I wasn’t doing this, I think I would just be drawing or making stuff for friends,“ Ive said during an interview with Charlie Rose. „Maybe it would just be Christmas tree ornaments, I don’t know.“

Last Sunday, the London hotel Claridge’s unveiled its annual Christmas tree installation.

It was designed by Ive.

Ive’s official Apple bio says he’s „responsible for all design at Apple, including the look and feel of Apple hardware, user interface, packaging, major architectural projects such as Apple Campus 2 and Apple’s retail stores, as well as new ideas and future initiatives.“

But people who know the company well are starting to suggest that Ive has been taking more of a backseat role and may not even be deeply involved in product design anymore, which was where he made his biggest mark on the company.

„I’ve heard that he has lately been checked out or not as directly involved with product design, and that he’s been largely focused on architecture,“ Apple watcher John Gruber told Jason Snell, the former editor of Macworld, during a podcast last week. Ive is mostly working on the new retail stores and working closely with head of retail Angela Ahrendts, Snell said he’s heard.

Gruber later clarified on his blog that he did not mean to imply Ive was on his way out, and that Apple sources have told him „every aspect of every new product remains as much under his watchful eye as ever.“

Apple BookKif Leswing/Business Insider

There isn’t a whole lot of evidence one way or the other. But a new glossy book taking a look back at Ive’s best designs is certainly stoking the speculation.

„Criticizing execs is unpopular, but Ive seems stretched thin, burnt out, and bored,“ Apple blogger Marco Arment tweeted. „I’d love to see some fresh design leadership at Apple.“

The history

ive treeRob Price/Business Insider

During Apple’s meteoric rise from 2000 to 2011, Ive was at Steve Jobs‘ side.

He ran Apple’s industrial design department, which was empowered to imagine products like the iPhone. Ive often gave concepts to Apple’s engineering department, telling them to make the product design possible, which is counter to how industrial design works at other high-tech firms.

Ive considered himself Jobs‘ closest friend, and he is still seen as a critical person for the company. His 20-person team designed every single one of Apple’s iconic products in the past 15 years, from the iPod to the iPhone.

If Ive were to retire officially, it could spook investors.

After Jobs‘ death, it looked as if Ive had received even more responsibility at Apple. He expanded his role from strictly physical industrial design to digital user interface as well.

Then, in the summer of 2015, Ive received a promotion to chief design officer. The news was announced in a British newspaper on a bank holiday Monday.

CEO Tim Cook explained the move in a memo to employees, which was leaked and published on 9to5Mac:

„As Chief Design Officer, Jony will remain responsible for all of our design, focusing entirely on current design projects, new ideas and future initiatives. On July 1, he will hand off his day-to-day managerial responsibilities of ID and UI to Richard Howarth, our new vice president of Industrial Design, and Alan Dye, our new vice president of User Interface Design.“

When Ive left, Harper Alexander, his handpicked lab manager and right-hand man, left the group, too — he now does corporate recruiting for Apple.

Many analysts, such as Above Avalon’s Neil Cybart, still believe that Ive is one of the most important people at the company. „With Jony Ive positioned as overseer of Apple design, his influence on Apple’s product direction cannot be overstated,“ he wrote earlier this month.

But earlier this spring, Apple’s iPhone SE launched without a product explanation from Ive, as most previous Apple products had received. And he kept a low profile at the launch event — only one reporter who attended told us he saw Ive, while many others said they thought he wasn’t there.

Ive contributed voice-overs to the launches of the iPhone 7 and MacBook Pro this fall. But as many have observed, he did more press, including two interviews, for his new book than he did for Apple’s latest products.

Ive is certainly keeping a much lower profile than he did before his promotion.

Impossible to tell

IVE SECSEC

Despite Ive’s clear importance to the company and his role in Apple lore, the company does not list Ive as one of its six most highly compensated executives in Securities and Exchange Commission documents.

(Those execs are CEO Tim Cook, CFO Luca Maestri, Ahrendts, Online Services SVP Eddy Cue, Hardware SVP Dan Riccio, and General Counsel Bruce Sewell.)

The last time Ive was listed on a SEC Form 4, which is required whenever an „insider“ acquires or disposes of stock, was in 2009. It said he owned 28,127 shares of Apple stock at the time. There’s been a 7-1 split since then.

Simply put, nobody outside Apple knows how much Ive makes, even though we know what the rest of Apple’s executive team makes.

Shareholders do not know what Ive makes. It could be massive, or he could already be collecting a nominal salary because he’s effectively retired. It’s impossible to tell.

Making it harder for investors to gain clarity on the situation, Ive has traditionally run a leak-free, extremely secretive ship. Even Snell and Gruber, with their inside Apple sources, realize there is only so much an Apple employee would know, given that Ive’s team has traditionally worked apart from the company, especially the software engineering department.

Former Apple exec Scott Forstall, who developed iOS, could not get into Ive’s lab with his senior vice president ID card, according to a biography of Ive.

The team was small, at fewer than 20 members, although it has grown recently and now includes user interface as well. Few people ever leave the group, although Daniel Coster, a longtime member, was wooed by GoPro.

These team members sit together at lunch and are fiercely loyal to one another. If anyone knows if Ive is no longer showing up to the shop, it’s them, and they’re not talking — to other Apple employees or the press.

Apple did not respond to a request for comment.

The future?

Apple Campus 2Apple Campus 2.City of Cupertino

Of course, Ive could just be head down, working on Apple’s next big thing — the successor to the iPhone that will ensure the company remains the world’s most admired for years to come.

Snell suggests that the Apple Car, now seemingly on the back burner, was an Ive passion project. That’s certainly plausible. One of the reported goals for the Apple Car project was to retain top talent who might be bored working on incremental iPhone improvements.

But it’s much harder to see Ive driving the development behind a pair of smart glasses, or augmented reality, which Apple is currently working on.

Ive told The New Yorker that the face „was the wrong place“ for technology, in a long profile written in the fall of 2014, just before Apple unveiled the Apple Watch. Ive sounded tired:

„He was a few days from starting a three-week vacation, the longest of his career. The past year had been ‚the most difficult‘ he’d experienced since joining Apple, he said later that day, explaining that the weariness I’d sometimes seen wasn’t typical. Since our previous meeting, he’d had pneumonia. ‚I just burnt myself into not being very well,‘ he said.“

A quote from Jobs‘ widow in the same profile hinted at a role change as well:

„He had discouraged the thought that Newson’s appointment portended his own eventual departure, although when I spoke to Powell Jobs she wondered if ‚there might be a way where there’s a slightly different structure that’s a little more sustainable and sustaining.‘ Comparing the careers of her husband and Ive, she noted that ‚very few people ever get to do such things,‘ but added, ‚I do think there’s a toll.'“

Ive’s studio is currently located on the ground floor at 2 Infinite Loop, with a direct passageway to 1 Infinite Loop, where Cook and the rest of his executive team members meet weekly.

When Apple moves into its new „Spaceship“ Campus 2, the industrial design group will get the best location on the ring.

They’ll be on the fourth floor, in a new 30,000-square-foot studio. They will have a view of much of Apple’s campus. It’s a symbol of how important the industrial design group led by Ive has been to Apple.

When the team moves in, will Ive be there, looking at the campus he designed and helped build with them? Or will he be off in England designing retail stores, the Apple Car, or Christmas ornaments for friends?

http://www.businessinsider.de/jony-ive-in-back-seat-at-apple-2016-11

What mobile carriers should do next: Become banks

mobile-banking

If banking is something you do on an app, why shouldn’t your mobile carrier actually be your bank? It’s more than just an idea. Orange, Telenor, and O2 are all building their own operations.

In the UK alone, people use mobile banking apps more than 7,610 times a minute, or 4 billion times a year.

According to the “Way We Bank Now” report by the British Banking Association, they downloaded more than 13.8 million banking apps in 2015, up 25 percent from 2014.

All over the world people are switching away from branch-based banking, and even desktop Internet banking, to manage their financial lives through an app.

Why wouldn’t they? There’s no need to go anywhere. The user interface is typically better than it is on a PC. And the addition of biometrics (typically fingerprint) makes signing in so much easier and safer than passwords.

Of course, banking apps are made by banks. The carriers just provide the data packages that allow people to use use them.

But in the last year, a small number of European carriers have come to a radical conclusion: Let’s do more than just enable mobile banking apps; let’s build our own.

Orange has made headlines recently for just this reason. Earlier this year, it moved to acquire Groupama Banque, enabling it to leverage its banking license and benefit from its existing client network, thereby creating its own banking operation. Now, authorities in France and Europe have approved the deal.

Groupama Banque is currently owned by insurance firm Groupama. When the deal is completed, Orange will own 65 percent of it. Thus, the telco will be able to launch Orange Bank in France in January 2017, with Spain and Belgium to follow.

Actually, Orange already has some experience in the area. In October 2014, it launched Orange Finanse as a joint venture between mBank and Orange Polska. It’s not alone. O2 Germany launched a bank with Fidor in July, while Telenor is two years into its Banka Serbia launch.

Other operators are experimenting. Telefonica Spain announced a joint venture with CaixaBank and Santander, while in the US, T-Mobile launched a Visa card with banking features linked to a smartphone app (though it is now being wound down).

Needless to say, financial services are nothing new for mobile operators. In developing markets, they have launched text-based mobile money systems that have transformed the lives of millions. Vodafone’s M-Pesa has 25 million customers and 261,000 agents in 11 countries.

Meanwhile Orange has its own Orange Money service, which launched in Ivory Coast in 2008 and has 18 million customers in 14 countries across Africa.

In mature markets, the emphasis has been on NFC payments. The typical model was a contactless wallet app, with account credentials stored in the secure element of a SIM card. There were numerous launches — Softcard (US), Valyou (Norway), Buyster (France), SixPack (Denmark), and so on. Most have closed.

So why would operators switch focus to banking? The simple reason is that they believe they can build new and intuitive products. Why? Because they are mobile-first.

The theory goes that banks have a tendency to approach new mobile services by layering them on top of legacy IT systems. By contrast, operators should have the know-how to build much better mobile experiences that are consumer centric.

So O2 Banking customers can, for example, sign up via a video chat session with an agent. They can have a current account with a free MasterCard inside five minutes. They can also earn rewards of mobile data rather than pennies of interest.

Telenor Banka in Serbia launched in September 2014. It carefully targeted “premium” tech-savvy customers and cultivated them as brand ambassadors and to quickly spread the word on social media. By summer 2016, the bank had 180,000 customers (the biggest traditional bank in the country has 500,000 mobile users).

The Telenor Banka app was built around specific “pain points” such as currency transfer. In Serbia, people like to transfer their dinars for euros. Typically, they queue to do so with an agent, then queue again at the bank to deposit the cash back into their accounts. Telenor Banka lets them do the same in two clicks inside the app.

Users can also activate and deactivate their cards from inside the app. This helps people combat online fraud as they can “turn off” their cards apart from when they are actually making a payment.

All these launches are indicative of a dynamic moment in banking. Technology is making it easier for digital-only challenger banks (including mobile operators) to launch rival products. Regulation is helping too. The EU Payment Services Directive 2, coming into force in 2018, mandates that banks must open up APIs so that third parties (with user permission) can have access to account information.

In its Essentials 2020 review, Orange set a target of making €400 million ($435 million) from financial services by 2018. This compares to overall group revenues at Orange of €10.3 billion ($11.2 billion) in the third quarter of 2015 alone.

This is ushering in the idea of “banking as a marketplace,” which operators are keen to leverage. Here, banking apps offer account services but also act as a mini mall in which users can “shop” for foreign exchange, insurance, loans, and so on from specialists.

For telcos, it’s an opportunity to experiment with new customer centric business models while delivering CRM and achieving churn reduction. For banks and other key players in financial services, it’s a call to action to leverage their own assets in a way that creates value for the discerning mobile consumer.

What mobile carriers do next: Become banks

Amazon has a secret plan to replace FedEx and UPS called ‚Consume the City‘

Amazon has been quietlybeefing up its own shipping logistics network lately.

Amazon CEO Jeff BezosAmazon CEO Jeff Bezos

Although Amazon publicly says it’s meant to complement existing delivery partners like FedEx and UPS, a new report by The Wall Street Journal’s Greg Bensinger and Laura Stevens says Amazon has broader ambitions.

Eventually, Amazon aims to build a full-scale shipping and logistics network that will not only ship products ordered from Amazon, but also will ship products for other retailers and consumers.

In other words, Amazon is looking to compete against delivery services like FedEx and UPS, the report says. Internally, some Amazon execs call the plan „Consume the City.“

Here are other new details around Amazon’s logistics plan, according to the report:

  • Amazon recently hired former Uber VP Tim Collins as VP of global logistics.
  • It recruited dozens of UPS and FedEx executives and hundreds of UPS employees in recent years.
  • Test trials for last-mile deliveries are running in big cities like Los Angeles, Chicago, and Miami.
  • The company also experimented with a program called „I Have Space“ to store Amazon’s inventory in warehouses owned by other companies.

On top of that, InternetRetailer.com recently reported that Amazon has hired Ed Feitzinger, the former CEO of UTi Worldwide, one of the largest supply chain management companies, as VP of global logistics. Add that to the fact that Amazon has now built facilities within 20 miles of 44% of the US population, and Amazon is starting to look like a real threat to existing logistics networks.

According to Baird Equity Research, Amazon is looking at a $400 billion market opportunity by launching all these initiatives. They could also help Amazon reduce some of its shipping costs, which have been increasing every year.

People in the industry are starting to take notice, too, according to Zvi Schreiber, the CEO of Freightos, an online marketplace for international freight.

„After dominating e-commerce and warehousing, Amazon is moving farther up the supply chain and eyeing the logistics sector from all angles, particularly looking to leverage technology, capital, and manpower to make logistics more efficient,“ Schreiber told Business Insider.

„Given their track record of disrupting industries — from retail to warehousing and e-commerce fulfillment to cloud computing — the trillion-dollar freight industry is certainly tracking Amazon nervously.“

http://www.businessinsider.de/amazon-secret-plan-replace-fedex-ups-called-consume-the-city-2016-9

These Technologies May Actually Deliver Elon Musk’s Dream of Changing the World

As Tesla founder Elon Musk promises to change the world, starting with a giant battery factory in the Nevada desert, investors from Toronto to Tokyo are quietly developing the next-generation technologies that may actually get him there.

Batteries, especially the lithium-ion variety used in mobile phones and electric cars, are likely to dominate the $44 billion or more spent on energy storage by 2024, according to Bloomberg New Energy Finance. Trouble is, they’re not the solution to all needs.

As well as the environmental impact of mining lithium, which has been blamed for starving flamingos in northern Chile, batteries lose their charge over time. They can balance minute-to-minute shifts in supply. But they can’t absorb solar power generated in summer, say, and deliver it in winter.

“We’re going to need a whole range of solutions to keep the lights on,” said Michael Liebreich, founder of Bloomberg New Energy Finance. “If your problem is that the sun doesn’t shine in winter, are you really going to buy a battery, charge it once a year during summer and use it once a year in winter? I don’t think so. You can’t just jump to batteries as the single solution.”

Storage devices are crucial to expanding the wind and solar industries and curtailing pollution because they allow what’s generated now to be consumed later. Just as refrigeration changed the way we handled food in the 20th century, energy storage will give grid operators and rooftop-solar consumers flexibility about when to use the power they produce — reducing the number of big power plants the world needs.

Here’s the leading energy storage projects on the drawing board that go beyond lithium-ion batteries:

Hydropower

Long before batteries, electricity was stored through plants that pump water uphill to a reservoir and release it through turbines when it’s needed. It’s long-lived enough to be hold solar power generated in the summer for use in the winter. Hydropower is renewable energy’s oldest technology and accounts for well over 90 percent of energy storage, according to the U.S. Department of Energy.

As well as classic hydroelectric stations, tidal lagoons may also offer energy storage in a similar way by holding water for short periods, according to Tidal Lagoon Power Ltd., which is planning to build six lagoons around the U.K. coast line.

Railpower

Trains can double as storage. In April, Advanced Rail Energy Storage won approval from the Nevada Bureau of Land Management for a $55 million project using rail locomotives.

ARES will build a 6-mile uphill rail corridor involving heavily-loaded trains. When power’s cheap, trains will be pushed up a hill. When the power is needed, they’ll be released down, supplying energy back to the grid through an overhead wire.

Chief Executive Officer Jim Kelly reckons the system can be deployed at about 60 percent of the cost of an equivalent pumped-hydro facility. The nine-month construction program is expected to start in the second quarter of 2017. Once complete, it could run for 40 years.

Air storage

Compressed air storage sequesters a gas underground so it can be released later to drive a generation turbine whenever needed.

One project in Toronto sends the air underwater where it’s stored in balloons. When demand for power rises, the air comes back to the surface through a pipe, where it’s converted into electricity.

Compressed air storage requires a specific type of rock formation. The world has a handful of existing projects — one in Huntorf, Germany and another in McIntosh, Alabama. Several large scale projects have been put on ice, including the Iowa Stored Energy Plant near Des Moines and Dresser-Rand Group’s 317-megawatt Apex Bethel Energy Center in Anderson County, Texas.

Power-to-gas

Companies including carmaker Audi are developing power-to-gas technology that turns excess energy into hydrogen using electrolysis. The hydrogen can be directly injected into a gas network, or “upgraded” into methane and used as a substitute for natural gas.

Siemens, the world’s biggest power-equipment maker, is working on an approach that turns hydrogen into a clean ammonia, that could potentially provide emissions-free fertilizer that could be used by farmers everywhere.

Advocates say it can deliver both long and short-term back up power since the gas can be trapped indefinitely. That means it can shift electricity made in summer for use in the winter. It isn’t yet clear whether the economics will stack up.

Flywheels

Flywheels look nothing like a traditional battery. Think of a spinning drum that stores the kinetic energy in a way that can be made into electricity. Power is used to start the wheel turning. Then when electricity is in short supply, the flywheel turns a motor that generates electricity. They can deliver either short bursts or for longer periods.

Railway Technical Research Institute, a Tokyo-based developer of railroad technologies, is working on a flywheel that uses superconducting magnetic bearings that allow the wheel to spin with less friction. Its system also uses a plastic that’s reinforced with carbon fiber, making the flywheel stronger and faster. The bearings allow the flywheel to float without making contact with its housing, reducing energy lost through friction.

Railway Technical is developing the flywheel technology with Furukawa Electric Co. and Mirapro Co. They have set up a flywheel system at a 1-megawatt solar park in Japan’s Yamanashi prefecture. Temporal Power Ltd. and Beacon Power Corp. are also pursuing flywheel systems.

https://www.bloomberg.com/news/articles/2016-09-08/these-technologies-may-actually-deliver-elon-musk-s-dream-of-changing-the-world

MEET MOXIE MARLINSPIKE, THE ANARCHIST BRINGING ENCRYPTION TO ALL OF US

MEET MOXIE MARLINSPIKE, THE ANARCHIST BRINGING ENCRYPTION TO ALL OF US

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8 Powerful Lessons You Can Learn From the Career of Elon Musk

Elon Musk, in the words of one blogger who did a series of in-depth interviews with the Tesla and SpaceX founder, is, basically, „the raddest man alive.“ Who could fail to be impressed by a single entrepreneur who has set his sights on both getting humans to Mars and revolutionizing our energy economy?

Because Musk is so obviously extraordinary, it could be easy to feel like his career is a world apart — the efforts of a visionary that mere mortals like us could never emulate. But while it’s probably true that, for most of us, the ship has sailed on leading the way to interplanetary travel, that doesn’t mean folks with more down-to-earth careers have nothing to learn from the mogul.

When a user of question-and-answer site Quora asked the simple question, „What can we learn from Elon Musk?“ a host of devoted Musk watchers offered thoughtful answers. Among the best was a reply from blogger (and recent New York Times profile-ee) James Altucher, who took the time to listen „to every interview [Musk] ever did and compiled what I think are the most inspirational quotes.“

Here are a few of the 22 essential takeaways he extracted from all that research:

1. Focus on the impact of your dreams, not the odds.

Maybe, like Altucher, your initial reaction to this principle is to worry that your particular dreams might just be impossible. But, as Altucher reminds readers, this advice is coming from a man who wants to colonize Mars. Are you dreams really more of a long shot than that?

2. No one does amazing things for the money.

„I’ve interviewed over 100 people now on my podcast. Each of the 100 have achieved amazing results in their life,“ notes Altucher. „But none of them have done if for the money.“ Neither did Musk, who Altucher quotes as saying: „Going from PayPal, I thought: ‚Well, what are some of the other problems that are likely to most affect the future of humanity?‘ Not from the perspective, ‚What’s the best way to make money?'“

The takeaway: if you want to do great things, focus on the difference you’ll make in the world (or to yourself), not the financial rewards (or the glory).

3. Reason from first principles.

A lot has been written about Musk’s mindset, but Altucher sums up his unusual and incredibly effective approach with this quote: „Boil things down to their fundamental truths and reason up from there.“ In short, to improve your thinking, set received wisdom aside and try to look at the world with fresh eyes, using objective data and clear-headed observation.

4. Persistence pays.

Not all of the lessons of Musk’s career are off the wall and unexpected. Sometimes, he proves that conventional wisdom is right. Like with this quote: „Persistence is very important. You should not give up unless you are forced to give up.“

5. In hiring, talent beats numbers.

Some entrepreneurs tackle difficult problems by trying to throw a whole lot of warm bodies at them. Not Musk.

„It is a mistake to hire huge numbers of people to get a complicated job done. Numbers will never compensate for talent in getting the right answer (two people who don’t know something are no better than one), will tend to slow down progress, and will make the task incredibly expensive,“ Altucher quotes him as saying.

So next time you need to hire your way out of jam, spare a thought for this bit of wisdom and take the time to find the right talent rather than just hoping that brute numbers will save you.

6. Talent can’t compensate for a lousy personality.

According to Altucher, Musk is a late but fervent convert to the idea that great ability can’t compensate for a lousy personality.

Here’s the quote: „My biggest mistake is probably weighing too much on someone’s talent and not someone’s personality. I think it matters whether someone has a good heart.“ So, once more with feeling: don’t hire jerks!

7. Constantly question yourself.

You’d think that someone with Musk’s achievements might be satisfied with his efforts, but that’s not the case. Musk claims he constantly strives to improve himself.

„It’s very important to have a feedback loop, where you’re constantly thinking about what you’ve done and how you could be doing it better. I think that’s the single best piece of advice: constantly think about how you could be doing things better and questioning yourself,“ he said. If Musk isn’t resting on his laurels, neither should you.

8. Finding the right questions is most of the battle.

Apparently, Musk’s favorite book as a teenager was The Hitchhiker’s Guide to the Galaxy. Here’s the biggest lesson he took away from it: „It taught me that the tough thing is figuring out what questions to ask, but that once you do that, the rest is really easy.“

 

http://www.inc.com/jessica-stillman/8-powerful-lessons-you-can-learn-from-the-career-of-elon-musk.html

What can we learn from Elon Musk?

The three fundamentals to Elon Musks success.

1. UPDATING YOUR SOFTWARE

How to constantly build your knowledge and understanding.

An oft asked question of Musk – ‘How did he learn so much?’

Since childhood, he has been a tireless self learner. At the age of 10 he resorted to reading Encyclopedia Britannica after devouring every other book at home.

From interviews and discussions with Musk, its becomes apparent that he views people as computer systems, being made up of hardware (body) and software (mind). Recognizing that your software is one of the most powerful tools that you possess, Musk works tirelessly on updating his, feeding it with more knowledge and information when he wants to understand a problem.

Jim Cantrell, one of the founding team members of SpaceX comments on Musk’s incredibly fast learning ability:

“He literally sucks the knowledge and experience out of people that he is around. He borrowed all of my college texts on rocket propulsion when we first started working together in 2001.”

In 2000, before Musk had even set up SpaceX, he began devouring books on propulsion, avionics and aeronautical engineering. He already knew that his goal was landing people on Mars, now he just needed to upgrade his software with the information and tools on how to accomplish it.

A trait that underpins Musk’s model of thinking is being able to quickly consume and understand complex information, then plan with clarity how to apply it in making progress towards his goal. People are impressed with his deep knowledge across a wide range of technical subjects, from electrical, structural, mechanical, aeronautical, and software engineering through to business strategy and more.

“I think most people can learn a lot more than they think they can. They sell themselves short without trying.

One bit of advice: it is important to view knowledge as sort of a semantic tree — make sure you understand the fundamental principles, i.e. the trunk and big branches, before you get into the leaves/details or there is nothing for them to hang on to.”

Elon Musk

This habit of self learning and forcing himself to understand new concepts, gives him a huge internal database of knowledge that he is then able to run through his internal problem solving tool.

2. REASONING FROM FIRST PRINCIPLE

How to get to the nucleus of a problem and understand the facts.

Aristotle described a first principle as, “[the] first basis from which a thing is known”.

It means basing conclusions on fundamental truths, not on assumption or analogy.

Reasoning from first principles requires mental effort. It means boiling things down to their most basic truths, and reasoning up from those truths. It requires you to actively engage your brain and work ideas through.

The alternative to this is reasoning by analogy. Assuming something is true or correct because it’s similar to something else that has been done before.

Musk is a master of using the scientific method of first principle reasoning, and applying it to problem solving scenarios. Here is one example;

“Historically, all rockets have been expensive, so therefore, in the future, all rockets will be expensive. But actually that’s not true. If you say, what is a rocket made of? It’s made of aluminium, titanium, copper, carbon fiber. And you can break it down and say, what is the raw material cost of all these components? If you have them stacked on the floor and could wave a magic wand so that the cost of rearranging the atoms was zero, then what would the cost of the rocket be? And I was like, wow, okay, it’s really small—it’s like 2% of what a rocket costs. So clearly it would be in how the atoms are arranged—so you’ve got to figure out how can we get the atoms in the right shape much more efficiently.

And so I had a series of meetings on Saturdays with people, some of whom were still working at the big aerospace companies, just to try to figure out if there’s some catch here that I’m not appreciating. And I couldn’t figure it out. There doesn’t seem to be any catch. So I started SpaceX.”

Elon Musk

In our day to day, we make most decisions based on analogy. It would simply take too much mental time and capacity to question every single small decision during the day.

But when it comes to big decisions, it’s important to reason from first principle. Make sure you know the facts, data and figures, don’t just follow the crowd and assume.

3. HARD WORK

How to give your ideas the best chance of success.

Highly intelligent, fast learning, dynamic problem solving ability and lots of money, they’ve all contributed to the success of Musk’s endeavours. But there’s another key character trait to the man which has been critical to his success – an incredible and highly efficient work ethic.

“Work like hell. I mean you just have to put in 80 to 100 hour weeks every week. [This] improves the odds of success. If other people are putting in 40 hour work weeks and you’re putting in 100 hour work weeks, then even if you’re doing the same thing you know that… you will achieve in 4 months what it takes them a year to achieve.”

Elon Musk

The fact is that Elon Musk gets a lot done. Running two separate billion dollar companies requires making a lot of decisions and having eyes on many moving parts. Here are some of the key aspects to Musk’s working process that make him so efficient.

– 100 hours a week – has noted many times that at critical periods in the lifespan of his companies, he has gone from working 80-90 hour weeks up to doing 100 hours a week. It is not unusual for him to work seven days a week, normally rising at 7am and getting to bed around 1am.

– Batching – or multitasking, he combines multiple tasks which can be done together effectively e.g. Emailing while reviewing spreadsheets, meetings over lunch, etc.

– Scheduling – A man as busy as Musk needs to run to a tight schedule to be efficient. He spends Monday and Thursday at SpaceX in LA, Tuesday and Wednesday at Tesla in the Bay Area, and splits Friday between both. His assistant has his planner broken down into five minute slots, and there’s a long line of people trying to get ahold of him for that time. Efficient scheduling is a behaviour pattern seen in many highly successful people.

– Feedback loop – Musk is a strong believer in constructive criticism. He constantly bounces ideas off colleagues and advisors to sense check them. Open and honest criticism should be encouraged to help improve an idea or product. “Constantly think about how you could be doing things better and questioning yourself.” – Elon Musk

– Caffeine – „To get through the day, Musk relies on two stimulants: caffeine and a desire to help humanity colonize Mars. Until he recently started cutting back on the former, Musk consumed eight cans of Diet Coke a day, as well as several large cups of coffee. „I got so freaking jacked that I seriously started to feel like I was losing my peripheral vision,“ he says. If he realizes how crazy this sounds, he doesn’t let on.” – from Inc Magazine.

 

https://www.quora.com/What-can-we-learn-from-Elon-Musk