Physicist and biotech entrepreneur Safi Bahcall argues in Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industriesthat the secret to creativity as actually organizational structure versus anything else. To Bahcall, the goal is to create a structure where you get people motivated and incented to go for “loonshots,” crazy ideas that ultimately turn into big innovations.
Companies need to separate the “artists” who do primarily creative work from the “soldiers” who focus on operations and execution.
“The Innovation Equation,” which offers four parameters companies can use to tilt the balance in favor of innovation and away from politics. The parameters are:
Equity Fraction:the fraction of compensation tied to project outcomes vs. tied to rank
Fitness Ratio:the ratio of two measures–how well employee skills are matched to their projects, and how much politics matters to promotion decisions
Management Span:the number of direct reports that executives of the company have
Salary Growth:the increase in salary with promotion
Loonshots also advocates for a new executive position: The Chief Incentives Officer.
We are looking for a Product Engineering Leader in Shenzhen, China to drive key aspects of the product engineering operations and technology for the enterprise and datacenter platforms including GeForce, Quadro and Tesla product lines. This person will manage several teams focusing on product engineering and technology development and will bring deep knowledge and experience in datacenter products, GPU and/or CPU development with background in microarchitecture, design, architecture, as well as key technologies such as high-speed interconnects, memories (HBM2, GDDR5, etc.), system reliability, and server RAS features.
What you’ll be doing:
Serve as a key member of the Board Product Development Engineering Operations staff, representing the Shenzhen NVIDIA Board Product Development Engineering Operations teams.
Develop a solid collaborative working relationship with product, business and engineering management to drive the most efficient execution processes possible for all products at the site.
Define, establish and drive key process indicators and deploy efficient processes for product development and execution.
What we need to see:
Major in EE, CS. BS or above.
10+ years experience with enterprise platforms, high speed interconnects, memories, board development concepts, operations and program management,
Plenty of venerable media empires aspire to be players in the streaming wars. None is better positioned than Disney, which retooled its organization to deliver its own video services rather than license content to Netflix. “We’ll do a better job than others,” says direct-to-consumer chief Kevin Mayer. “We know [our] brands viscerally.”
11 Target
One room is full of sequins and kids’ clothes. Another has lamps and tables, and yet another houses beakers of various dishwashing detergents. This is Target’s Minneapolis-based design lab, where Julie Guggemos, the company’s senior VP of product design, leads the creation of hundreds of thousands of items for the company’s in-house brands.
15 Alibaba group
Chinese commerce giant Alibaba’s Hema Xiansheng stores are the showpiece of what it calls “New Retail,” the seamless blending of the digital and physical experience. “Consumers don’t think about the world online versus offline,” says Alibaba Group president Michael Evans. “Neither should brands and retailers.”
17 Apple
Apple’s most impressive new product of 2018 wasn’t a phone or a tablet, but a chip: the A12 Bionic. Debuting in last fall’s iPhones, it’s the industry’s first processor based on a seven-nanometer manufacturing process. The A12’s 6.9 billion transistors deliver dramatically faster performance, lower power consumption, and more raw muscle for intensive applications.
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Most members own BOSE products, and the noise cancellation head sets have become an essential travel companion. In our hero powered network we wondered “How does BOSE maintain it’s leadership position and continues to develop great products?”.
Here are some clues we found;
BOSE website; “But maybe the most important principle we live by is that innovation is not a destination, but a journey requiring new ideas from new players. So we invite creators, inventors, dreamers and talented people from all walks of life to bring their big ideas, passion and enthusiasm to Bose. See how you can be part of our innovation.”
The origin of the company lies with the founder’s passion to create better sound, Dr. Bose: “1956: The passion for better sound begins Dr. Bose celebrates earning his PhD by buying himself a new hi-fi. Though he chooses the system based on his analysis of specifications, the sound quality of the winning design disappoints him. His curiosity about the discrepancy compels him to study and research acoustics at MIT in his spare time.“
Chitose Suzuki | AP, Dr. Amar G. Bose, founder of the Bose Corporation.
Bose headphones are worn today by professional pilots and have been worn by space shuttle astronauts. Its car audio systems have been factory-installed in luxury brands such as Maserati and Maybach. And it still sells updated versions of its first product, the Bose 901 speaker.CNBC
One way the company achieved it’s technology leadership position is by staying a private company; “Bose was fond of saying that if he had been a public company CEO, he would have been fired several times over.
He once said, “If I tell you that ‘better’ inspires fear — that even in the corporate world, people are scared of something better, you’d say that’s ridiculous; everybody wants something better. Well, something better is always different. It isn’t possible to make something better that isn’t different. Whatever it is, if it’s exactly the same, it isn’t better. So it’s the ‘different’ that scares people. When something’s different, it’s a heck of a gamble. And that’s where ‘courage’ comes in.” CNBC
1) R&D overdrive: To date, Boseremains a privately held companythat enjoys the freedom of unparalleled R&D advantage, unlike its rivals that are more often than not accountable to share markets, venture capitalists and federal regulators. This enabled Boseto plow its profits back into R&D, capital investments and product developments to ensure company growth, contrary to what a listed company would do.
2) Maverick ideas: Boseremains uncompromising in taking to market maverick ideas, not pursued by competition, to create products of style with exceptional quality. This is evident from its Bose® Direct/Reflecting® technology, Acoustic Waveguide® technologyand the more recent Bose® Suspension Systemfor luxury cars. The focus was clearly on well-understood breakthrough technologies. In addition, the company itself started with a few MIT students and went on to hire people who believed steadfastly in technology. Passion and honesty in the workforce helped Bosedrive away fear from competition and concentrate on winning technologies.
3) Understanding consumers’ unspoken motivation: Where products are typically created to meet perceivedcustomers’ needs, Bosetook the leap to figure out what people would love to have but never even thought to ask and then went ahead to find the technology, develop the product and bring it to market so that people know about it and appreciate it.
4) Advertising lifestyle, not product:Boseprides itself in its differentiated communications approach to advertising and marketing its products/technologies. Instead of boasting of what it has, the advertising materials are focused on the message of something different and special inside the product, aimed at getting people’s attention.
5) Simplicity:A key differentiator in Bose’systems is the discernible simplicity – easy to understand what it does, not how it does it and easy to use – departing from myths such as more buttons and knobs, complicated wiring and multi-component systems. Inevitably, Bosetargets a niche market willing to pay a premium price for its products. Yet, within this segment, in order to have lots of people use the product, it had to make the products usable by lots of people.
Gerard Salvador is project manager at SIEMENS, tech lover and author. Gerard is also member of RIZE CLUB a global hero network – This is a book about the new era that is going to change our societies and our perception of technology, work and self-worth as human species. I noticed a hole in the media surrounding technological innovation. Plenty of authors were putting out books about their personal favorite technology of the future, but none of them could be taken as a true guide to decisions about our future because none of them gave a comprehensive view of it as a whole. The impact of the technologies itself is broader than what you think!
To solve the problem of soul-destroying traffic, roads must go 3D, which means either flying cars or tunnels. Unlike flying cars, tunnels are weatherproof, out of sight and won’t fall on your head. A large network of tunnels many levels deep would fix congestion in any city, no matter how large it grew (just keep adding levels). The key to making this work is increasing tunneling speed and dropping costs by a factor of 10 or more – this is the goal of The Boring Company. Fast to dig, low cost tunnels would also make Hyperloop adoption viable and enable rapid transit across densely populated regions, enabling travel from New York to Washington DC in less than 30 minutes.
The Boring Company is proposing a project in Los Angeles, CA, that would transport baseball fans and concertgoers directly to the Dodger Stadium from the Los Feliz, East Hollywood, or Rampart Village neighborhoods.
