post @ LinkedIn
slides @ Google
Doug Engelbart “discovered” the foundations of interactive computing @ Stanford Research Institute and presented them to the world on 12/9/1968 in “the mother of all demos”.
This event at the Computer History Museum to recognize the 50th anniversary of “the demo” drew tech luminaries such as Tim Berners-Lee, Vint Cerf, Alan Kay, Ted Nelson, and Andy van Dam. It revives memories of collaborating with Doug at Stanford Research Institute circa 1990. We were collaborating around social computing — a derivative of interactive computing / knowledge management and the predecessor of modern social media. I was at Stanford Research Institute; Doug had founded The Bootstrap Alliance — the predecessor of the Doug Engelbart Institute.
The focus of the alliance / the institute — then and now — was to improve our ways of improving in order to accelerate human / social capabilities. Like Doug — rather meta. This reference identifies Doug’s systematic approach to problem-solving — “an augmentation system for augmenting system development”. In other words — a virtuous cycle / a “flywheel effect”; a precursor of continuous improvement philosophies like lean manufacturing and agile development.
An important distinction that this description indicates: the philosophy and innovation system that Doug’s team used vs. the specific artifacts of their disruptive process. As this story describes — Doug didn’t “invent” interactive computing… he “discovered” it. He discovered it… systematically.
Another important distinction that this reference indicates: the focus on augmenting human intellect / harnessing collective intelligence that drove Doug’s team vs. the physical manifestation of technology.
Doug and his team were practicing “human-centric design” / design thinking — and reaping its benefits — long before those terms were trendy. The typical focus (then and now) tends toward the physical artifacts vs. the cognitive / social drivers; it tends toward random creativity / innovation vs. a systematic approach… rigorous intellectual process / mental discipline (especially at early stage).
The Innovation System of Doug Engelbart
Engelbart on Improving Improvement @ Service Science
The Mother of All Demos @ YouTube
The Mother of All Demos @ Wikipedia
Product / service development in medical technology involves enormous investments and long lead times. In order to realize a substantial return on investment, development efforts need to identify “white space”, or relatively un-exploited territory. They need to identify such white space far in advance of commercialization. Systematic design and innovation can amplify and accelerate that process.
Systematic innovation explores and combines multiple attributes for an ideal or un-discovered product / service configuration. Systematic innovation is an art and a science. The “science” is generation of various combinations of attributes and identification of feasible / relevant configurations. The “art” is identification of relevant attributes as the basis for combinations. Every solution space is unique. A more robust approach can integrate product / service attributes and customer attributes.
We will explore some examples of systematic innovation and we will consider ways that systematic innovation can enhance and accelerate product / service development in medical technology.
Business Architecture Summit 2018 — 12/6/2018
Volatile business environments require dynamic strategy. While conventional approaches to business architecture tend to perpetuate a static mindset, the discipline offers various leverage points for a more dynamic approach. This session will identify some leverage points, provide some design patterns for advancing the practice, and expose indications that the transformation is already in motion.
slides @ Google
Modern industry relies on a continuous flow of innovation… organizations are desperate for innovation as a growth engine. Organizations are organisms and they are subject to the biological maxim — “grow or die”. Synthetic growth is not sustainable; organizational health and prosperity requires organic growth. Innovation is oxygen. But innovation is too slow and too un-predictable. The quantity and quality of innovation is not sufficient.
Organizations don’t need to rely on random and esoteric inspiration. They can accelerate and amplify innovation — they can make it more repeatable, more scalable, and more distributed with a systematic approach. The notion of systematic innovation might sound like an inherent contradiction. We will resolve this apparent contradiction with a combination of art and science. We see opportunity in apparent contradictions and we use systematic innovation to extract value from such contradictions.
Maybe you haven’t heard the theory or history of systematic innovation. Sorry — this session won’t provide theoretical or historical context. We will work some examples with our unique approach. We will provide an opportunity for you to work an example. Join us for this practical introduction to systematic innovation.