Enterprise Technology Quotes

It's funny how after all those years attending youth events with light shows and bands, after all the contemporary Christian music and contemporary Christian books, after all the updated technology and dynamic speakers and missional enterprises and relevant marketing strategies designed to make Christianity cool, all I wanted from the church when I was ready to give it up was a quiet sanctuary and some candles. All I wanted was a safe place to be. Like so many, I was in search of sanctuary.

Technology does not run an enterprise, relationships do

Words like “self-confidence,” “self-reliance,” “initiative,” “enterprise,” “optimism,” etc., play little role in the liberal and leftist vocabulary. The leftist is anti-individualistic, pro-collectivist. He wants society to solve everyone’s problems for them, satisfy everyone’s needs for them, take care of them. He is not the sort of person who has an inner sense of confidence in his ability to solve his own problems and satisfy his own needs.

My faith is with technology and with psychedelics. Politics aren't going to take us much further. We're awakening as a planet to the very good news that all ideology is parochial and culturally defined, like painting yourself blue or scarifying your penis. A culture is a limited enterprise. How could someone be so naive as to imagine that an ideology, a thought system generated by the monkey mind, would be adequate to explain the universe? That's preposterous. It's like meeting a termite who tells you he's a philosopher. What could you do but smile at the very notion.

The bourgeoisie of the third quarter of the nineteenth century was overwhelmingly ‘liberal’, not necessarily in a party sense (though as we have seen Liberal parties were prevalent), as in an ideological sense. They believed in capitalism, in competitive private enterprise, technology, science and reason. They believed in progress, in a certain amount of representative government, a certain amount of civil rights and liberties, so long as these were compatible with the rule of law and with the kind of order which kept the poor in their place. They believed in culture rather than religion, in extreme cases substituting the ritual attendance at opera, theatre or concert for that at church. They believed in the career open to enterprise and talent, and that their own lives proved its merits.

Navigating a complex system of cloud computing with an enterprise cybersecurity strategy is not an easy feat. A complex technological system works when designed correctly. However, adding the human factor as an element to this system is an ever-escalating paradox and a potential cyberthreat.

The science shows that . . . typical twentieth-century carrot-and-stick motivators—things we consider somehow a “natural” part of human enterprise—can sometimes work. But they’re effective in only a surprisingly narrow band of circumstances. The science shows that “if-then” rewards . . . are not only ineffective in many situations, but can also crush the high-level, creative, conceptual abilities that are central to current and future economic and social progress. The science shows that the secret to high performance isn’t our biological drive (our survival needs) or our reward-and-punishment drive, but our third drive—our deep-seated desire to direct our own lives, to extend and expand our abilities, and to fill our life with purpose.

Engage the whole community with a common purpose to build an innovative and sustainable enterprise.

Failure was (is) common. It isn’t because the technology is crap, it is because as an architect, an Enterprise Architect, you are dealing with the most complex system of all: people.

Technology and talent must come together to shape the future of our world. Thus, educators hold an essential role in the transformation of education. In addition, educators will need to encourage students to embrace new technologies and understand how they will be utilised in enterprises of the future. They will also have to prepare young students to utilize artificial intelligence in high-speed environments

Enterprises are filled with technologists who are trying to bring their companies into the digital age and who are focused on achieving business value with technology. And they’re frustrated trying to do so.

We already have the means to travel among the stars. But these technologies are locked up in black projects and it would take an Act of God to ever get them out to benefit humanity. Anything you can imagine, we already know how to do.

Vegas is more than a city, it's the remedy to mankind's ... derailment. The city's economy is a blast furnace, in which can be forged the steel of a new rail line running straight to a new horizon. What is the NCR? A society of people desperate to experience comfort, ease, luxury. A society of customers. Give me 20 years and I'll reignite the high technology development sectors. 50 years and I'll have people in orbit. 100 years and my colony ships will be heading for the stars to search for planets unpolluted by the wrath and folly of a bygone generation. What I'm offering you is a ground floor opportunity in the most important enterprise on earth. What I'm offering is a future - for you, and for what remains of the human race.

A single spear-phishing email carrying a slightly altered malware can bypass multi-million dollar enterprise security solutions if an adversary deceives a cyber-hygienically apathetic employee into opening the attachment or clicking a malicious link and thereby compromising the entire network.

It was intended as an explanation of what would happen to labour, machinery, technology, the size of enterprises, the social structure of the population, the discontinuity of economic growth, and the relations between workers and work, as the capitalist mode of production unfolded all its terrifying potential.

I found an entry for the Beidr, of the Unon Plane, an aggressive and enterprising people with highly advanced material technologies, who have been in trouble more than once with the Interplanary Agency for interfering on other planes. The tourist guidebook gives them the symbols that mean “of special interest to engineers, computer programmers, and systems analysts.”)

As a mutant form of capitalism, neoliberalism transforms workers into entrepreneurs. It is not communist revolution that is now abolishing the allo-exploited working class - instead, neoliberalism is in the course of doing so. Today, everyone is an auto-exploiting labourer in his or her own enterprise. People are now master and slave in one. Even class struggle has transformed into an inner struggle against oneself.

I am embarrassed to admit (don’t tell anybody) that when I first saw the interior doors on the Enterprise slide open automatically as crew members walk up to them, I was certain that such a mechanism would not be invented during my years on Earth. Star Trek was taking place hundreds of years hence, and I was observing future technology. Same goes for those incredible pocket-size data disks they insert into talking computers. And those palm-size devices they use to talk to one another. And that square cavity in the wall that dispenses heated food in seconds. Not in my century, I thought. Not in my lifetime. Today, obviously, we have all those technologies, and we didn’t have to wait till the twenty-third century to get them. But I take pleasure in noting that our twenty-first-century communication and data-storage devices are smaller than those on Star Trek. And unlike their sliding doors, which make primitive whooshing sounds every time they move, our automatic doors are silent.

So identified has the State become in the public mind with the provision of these services that an attack on State financing appears to many people as an attack on the service itself. Thus if one maintains that the State should not supply court services, and that private enterprise on the market could supply such service more efficiently as well as more morally, people tend to think of this as denying the importance of courts themselves. The libertarian who wants to replace government by private enterprises in the above areas is thus treated in the same way as he would be if the government had, for various reasons, been supplying shoes as a tax-financed monopoly from time immemorial. If the government and only the government had had a monopoly of the shoe manufacturing and retailing business, how would most of the public treat the libertarian who now came along to advocate that the government get out of the shoe business and throw it open to private enterprise? He would undoubtedly be treated as follows: people would cry, “How could you? You are opposed to the public, and to poor people, wearing shoes! And who would supply shoes to the public if the government got out of the business? Tell us that! Be constructive! It’s easy to be negative and smart-alecky about government; but tell us who would supply shoes? Which people? How many shoe stores would be available in each city and town? How would the shoe firms be capitalized? How many brands would there be? What material would they use? What lasts? What would be the pricing arrangements for shoes? Wouldn’t regulation of the shoe industry be needed to see to it that the product is sound? And who would supply the poor with shoes? Suppose a poor person didn’t have the money to buy a pair?” These questions, ridiculous as they seem to be and are with regard to the shoe business, are just as absurd when applied to the libertarian who advocates a free market in fire, police, postal service, or any other government operation. The point is that the advocate of a free market in anything cannot provide a “constructive” blueprint of such a market in advance. The essence and the glory of the free market is that individual firms and businesses, competing on the market, provide an ever-changing orchestration of efficient and progressive goods and services: continually improving products and markets, advancing technology, cutting costs, and meeting changing consumer demands as swiftly and as efficiently as possible.

In the field of mass communications as in almost every other field of enterprise, technological progress has hurt the Little Man and helped the Big Man. As lately as fifty years ago, every democratic country could boast of a great number of small journals and local newspapers. Thousand of country editors expressed thousands of independent opinions. Somewhere or other almost anybody could get almost anything printed. Today the press is still legally free; but most of the little papers have disappeared. The cost of wood-pulp, of modern printing machinery and of syndicated news is too high for the Little Man. In the totalitarian East there is political censorship, and the media of mass communication are controlled by the State. In the democratic West there is economic censorship and the media of mass communication are controlled by members of the Power Elite. Censorship by rising costs and the concentration of communication power in the hands of a few big concerns is less objectionable than State ownership and government propaganda; but certainly it is not something of which a Jeffersonian democrat could possibly approve.

Humphrey Not another czar, please, Prime Minister. In the last three years we’ve appointed an Enterprise Czar, a Youth-Crime Czar, a Welfare Supremo, a Pre-School Supremo, an Unemployment Watchdog, a Banking Regulator, a Science and Technology Supremo and a Community Policing Czar. If you go on like this you won’t need a Cabinet. Jim Perfect! Humphrey Perfect? Prime Minister, we even have a Twitter Czar! Bernard His appointment was announced as a Tweet. Humphrey What’s he supposed to achieve? Jim The same as the others: at least twelve column inches in every paper.

In a 2008 retrospective paper on the 1975 Asilomar conference that he co-organized—the conference that led to a moratorium on genetic modification of humans—the biologist Paul Berg wrote,16 There is a lesson in Asilomar for all of science: the best way to respond to concerns created by emerging knowledge or early-stage technologies is for scientists from publicly funded institutions to find common cause with the wider public about the best way to regulate—as early as possible. Once scientists from corporations begin to dominate the research enterprise, it will simply be too late.

Professor Sutton proves conclusively in his three volume history of Soviet technological development that the Soviet Union was almost literally manufactured by the U.S.A. Sutton quotes a report by Averell Harriman to the State Department in June, 1944 as stating:   -> "Stalin paid tribute to the assistance rendered by the United States to Soviet industry before and during the war. He said that about two-thirds of all the large industrial enterprise in the Soviet Union had been built with United States help or technical assistance." (Sutton, op. cit., Vol. II, p. 3.) <-   Remember that this

The organic and inorganic structures supporting human life are changing. Breathtaking technological developments, coupled with rapid advances in medicine, supported a dramatic explosion in the human population worldwide. Increases in human population placed pressure upon the habitat. Lack of foresight and commercial ogres fused to a consumptive consumer mentality fostered a radical reduction in habitat for other creatures and spawned a predictable environmental crisis. Commercial enterprises nimbly renamed the “environmental crisis” the “energy crisis,” effectively downplaying the dramatic cost inflicted upon the ecosystem in the name of preserving cheap energy sources for Americans. We live on the brink of impending disaster. Nonetheless, we must carry on. It is humankind’s greatest challenge to place our self-gratification in check in order to ensure that our species and other creatures survive the violent onslaught raging against the ecosystem. Despite the rapid expansion of new technology, which alters how human beings live and communicate with each other, the fundamental challenge of humanity remains consistent. Every generation must address how to live a purposeful life, one filled with joy and contentment.

Noticing the disturbing similarity between the rhetoric surrounding "open government" and new public management, government expert Just Longo speculates that the former might be just a Trojan horse for the latter; in our excitement about the immense potential of new technologies to promote openness and transparency, we may have lost sight of the deeply political nature of the uses to which these technologies are put... In India, recent digitization of land records and their subsequent publication online, while nominally an effort to empower the weak, may have actually empowered the rich and powerful. Once the digitized records were available for the whole world to see, some enterprising businessmen discovered that many poor families had no documents to prove ownership of land. In most cases, this was not the result of some nefarious land grab; local culture, with its predominantly oral ways of doing business, pervasive corruption, and poor literacy, partly explains why no such records exist... The point here, as with most open-government schemes, is not that information shouldn't be collected or distributed; rather, it needs to be collected and distributed in full awareness of the social and cultural complexity of the institutional environment in which it is gathered.

Asking himself how this had happened and what could be done about it, Peter came to understand that the roots of Western technological achievement lay in the freeing of men’s minds. He grasped that it had been the Renaissance and the Reformation, neither of which had ever come to Russia, which had broken the bonds of the medieval church and created an environment where independent philosophical and scientific inquiry as well as wide-ranging commercial enterprise could flourish. He knew that these bonds of religious orthodoxy still existed in Russia, reinforced by peasant folkways and traditions which had endured for centuries. Grimly, Peter resolved to break these bonds on his return.

free to pursue new options even if such options imply loss of profits for selected industries. The same is clearly true in pharmaceutical research, in the pursuit of alternatives to the internal-combustion engine, and in many other technological frontiers. I do not think that the development of new technologies should be placed in the control of old technologies; the temptation to suppress the competition is too great. If we Americans live in a free-enterprise society, let us see substantial independent enterprise in all of the technologies upon which our future may depend. If organizations devoted to technological innovation and its boundaries of acceptability are not challenging (and perhaps even offending) at least some powerful groups, they are not accomplishing their purpose.

the old broad-gauged, integrative “natural history” began to fragment into specializations. History increasingly began an archival pursuit, carried on by urban scholars; there was less and less dirt on it. Recently, however, that drift toward an unnatural history has run up against a few hard facts: dwindling energy supplies, population pressures on available food, the limits and costs of technology. A growing number of scholars, consequently, have begun to talk about something called “environmental history” … the new history will re-create, though in a more sophisticated form, the old parson-naturalists synthesis. It will, that is, seek to combine once again natural science and history … into a major intellectual enterprise that will alter considerably our understanding of historical processes. What the inquiry involves … is the development of an ecological perspective on history.

Also, even if technocrats provide reasonable estimates of a risk, which itself is an iffy enterprise, they cannot dictate what level of risk people ought to accept. People might object to a nuclear power plant that has a minuscule risk of a meltdown not because they overestimate the risk, but because they feel that the cost of a catastrophe, no matter how remote, are too dreadful. And of course any of these trade-offs may be unacceptable if people perceive that the benefits would go to the wealthy and powerful while they themselves absorb the risks. Nonetheless, understanding the difference between our best science and our ancient ways of thinking can only make our individual and collective decisions better informed. It can help scientists and journalists explain a new technology in the face of the most common misunderstandings. And it can help all of us understand the technology so that we can accept or reject it on grounds that we can justify to ourselves and to others.

The thing about Web companies is there's always something severely fucked-up. There is always an outage, always lost data, always compromised customer information, always a server going offline. You work with these clugey internal tools and patch together work-arounds to compensate for the half-assed, rushed development, and after a while the fucked-upness of the whole enterprise becomes the status quo. VPs insecure that they're not as in touch as they need to be with conditions on the ground insert themselves into projects midstream and you get serious scope creep. You present to the world this image that you're a buttoned-down tech company with everything in its right place but once you're on the other side of the firewall it looks like triage time in an emergency room, 24/7. Systems break down, laptops go into the blue screen of death, developers miskey a line of code, error messages appear that mean absolutely nothing. The instantaneousness with which you can fix stuff creates a culture that works by the seat of its pants. I swear the whole Web was built by virtue of developers fixing one mistake after another, constantly forced to compensate for the bugginess of their code.

Many historians, many sociologists and psychologists have written at length, and with deep concern, about the price that Western man has had to pay and will go on paying for technological progress. They point out, for example, that democracy can hardly be expected to flourish in societies where political and economic power is being progressively concentrated and centralized. But the progress of technology has led and is still leading to just such concentration and centralization of power. As the machinery of mass production is made more efficient it tends to become more complex and more expensive – and so less available to the enterpriser of limited means. Moreover, mass production cannot work without mass distribution; but mass distribution raises problems which only the largest producers can satisfactorily solve. In a world of mass production and mass distribution the Little Man, with his inadequate stock of working capital, is at a grave disadvantage. In competition with the Big Man, he loses his money and finally his very existence as an independent producer; the Big Man has gobbled him up. As the Little Men disappear, more and more economic power comes to be wielded by fewer and fewer people. Under a dictatorship the Big Business, made possible by advancing technology and the consequent ruin of Little Business, is controlled by the State – that is to say, by a small group of party leaders and the soldiers, policemen and civil servants who carry out their orders.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

America is founded on the understanding that wealth can be created through innovation and enterprise. Through the system of technological capitalism, we can go from ten marbles to twenty marbles without taking anyone’s marbles.

leap in the ability to process and data. For the sake of simplicity, this book will focus on the recent past to discuss various stages where information technology, norms, practices, and rules combined to allow for data gathering and sharing within an enterprise and with individuals. Framing and noting the various risks and opportunities within various stages in the Information Age creates a context for the ensuing discussion surrounding the mission and purpose of the privacy engineer and the call to action for the privacy engineer’s manifesto, as presented later in this book.

The fascination with automation in part reflected the country’s mood in the immediate postwar period, including a solid ideological commitment to technological progress. Representatives of industry (along with their counterparts in science and engineering) captured this mood by championing automation as the next step in the development of new production machinery and American industrial prowess. These boosters quickly built up automation into “a new gospel of postwar economics,” lauding it as “a universal ideal” that would “revolutionize every area of industry.” 98 For example, the November 1946 issue of Fortune magazine focused on the prospects for “The Automatic Factory.” The issue included an article titled “Machines without Men” that envisioned a completely automated factory where virtually no human labor would be needed. 99 With visions of “transforming the entire manufacturing sector into a virtually labor-free enterprise,” factory owners in a range of industries began to introduce automation in the postwar period. 100 The auto industry moved with particular haste. After the massive wave of strikes in 1945–46, automakers seized on automation as a way to replace workers with machines. 101 As they converted back to civilian auto production after World War II, they took the opportunity to install new labor-saving automatic production equipment. The two largest automakers, Ford and General Motors, set the pace. General Motors introduced the first successful automated transfer line at its Buick engine plant in Flint in 1946 (shortly after a 113-day strike, the longest in the industry’s history). The next year Ford established an automation department (a Ford executive, Del S. Harder, is credited with coining the word “automation”). By October 1948 the department had approved $ 3 million in spending on 500 automated devices, with early company estimates predicting that these devices would result in a 20 percent productivity increase and the elimination of 1,000 jobs. Through the late 1940s and 1950s Ford led the way in what became known as “Detroit automation,” undertaking an expensive automation program, which it carried out in concert with the company’s plans to decentralize operations away from the city. A major component of this effort was the Ford plant in the Cleveland suburb of Brook Park, a $ 2 billion engine-making complex that attracted visitors from government, industry, and labor and became a national symbol of automation in the 1950s. 102

Paff PR is an award-winning public relations, content studio and digital media agency with experts in San Francisco, New York, and Austin. Our capabilities include media relations, narrative building and content creation across the enterprise and consumer technology space. Our staff has unmatched success and experience in technologies such as cloud, enterprise, social, gaming and wearable technology. The agency was launched as the PR industry enters a renaissance, press releases are no longer the way to reach reporters.

Sales conversations are founded on “seduction”, a form of courtship a seller initiates in order to win the prospect’s trust in conversation before engaging into actual product selling. Marketing resorts to courtship as well when marketers gain their market’s attention with promises of a better future and more satisfactory situations. Whatever our role at work, we are all in sales and marketing, whether we like it or not. This is particularly true of technical performers who intend to hold a pivotal role for aligning technology with business needs. Mobile disposition in its higher form cultivates courtship essential for building strong and trustworthy relationships with other actors in a business enterprise.

When you are microblogging, your posts are addressed to the community, so you never know up front who will read them. With emails, the sender determines who reads their message, whereas in Enterprise Social Networks the reader (community member) determines whether to read it.

For instance, it was reported that Native American Indians on the Caribbean Islands could not see Columbus' ships still on the horizon because they were beyond their knowledge. The observer that they were did not include ships. They had no language for what a ship is.

It is often claimed that knowledge multiplies so rapidly that nobody can follow it. I believe this is incorrect. At least in science it is not true. The main purpose of science is simplicity and as we understand more things, everything is becoming simpler. This, of course, goes contrary to what everyone accepts” – Edward Teller.

The Soviet system had left many valuable legacies—a huge network of large industrial enterprises (though stranded in the 1960s in terms of technology); a vast military machine; and an extraordinary reservoir of scientific, mathematical, and technical talent, although disconnected from a commercial economy. The highly capable oil industry was burdened with an ageing infrastructure. Below ground lay all the enormous riches in the form of petroleum and other raw materials that Gorbachev had cited in his farewell address

The digital IT is no longer an isolated support function. IT should be integral to and knowledgeable of the business, aligned with enterprise objectives, as an enabler, a facilitator, and a digital conductor.

Learning the business is a must for the CIO to come up with the experiential knowledge coupled with information for enabling and empowering the enterprise.

Homo sapiens, she once told me, is an unusually successful species. And it is the fate of every successful species to wipe itself out—that is the way things work in biology. By “wipe itself out” Margulis didn’t necessarily mean extinction—just that something comprehensively bad would happen, wrecking the human enterprise. Borlaug and Vogt might have wanted to stop us from destroying ourselves, she would have said, but they were kidding themselves. Neither conservation nor technology has anything to do with biological reality.

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faster. Now, when new technology is brought in, your coworkers have a different calculus. If they can produce 20 percent more per employee, why not decrease the workweek to twenty-eight hours? (For all sectors, legislation dictates the required workweek cannot exceed thirty-five hours.)13 There is still market competition, and firms still fail, but the grow-or-die imperative doesn’t apply when your enterprise’s goal is no longer to maximize total profits but rather to maximize profit-per-worker. And instead of a race to the bottom, there’s pressure to make sure janitorial and other “dirty jobs” are well compensated. In time, many of these tasks will be automated. People used to fear that machines would bring about mass unemployment, but now you and most others look forward to the social impact of technological innovations.14

Organizations seeking to commercialize open source software realized this, of course, and deliberately incorporated it as part of their market approach. In a 2013 piece on Pando Daily, venture capitalist Danny Rimer quotes then-MySQL CEO Mårten Mickos as saying, “The relational database market is a $9 billion a year market. I want to shrink it to $3 billion and take a third of the market.” While MySQL may not have succeeded in shrinking the market to three billion, it is interesting to note that growing usage of MySQL was concurrent with a declining ability of Oracle to sell new licenses. Which may explain both why Sun valued MySQL at one third of a $3 billion dollar market and why Oracle later acquired Sun and MySQL. The downward price pressure imposed by open source alternatives have become sufficiently visible, in fact, as to begin raising alarm bells among financial analysts. The legacy providers of data management systems have all fallen on hard times over the last year or two, and while many are quick to dismiss legacy vendor revenue shortfalls to macroeconomic issues, we argue that these macroeconomic issues are actually accelerating a technology transition from legacy products to alternative data management systems like Hadoop and NoSQL that typically sell for dimes on the dollar. We believe these macro issues are real, and rather than just causing delays in big deals for the legacy vendors, enterprises are struggling to control costs and are increasingly looking at lower cost solutions as alternatives to traditional products. — Peter Goldmacher Cowen and Company

To survive in the current business environment, you have to be able to take advantage of evolving technology trends, and the one thing that’s been constant the last 10 years—and I believe will continue to be constant the next 20 or 30 years—is that technology is going to continue to change at a rapid pace.

You get the culture you pay for.” As we work on technology migration with enterprises, it’s usually people and processes that are the blockers, not technology problems.

not about a transformation that has a finite end state. It’s about becoming an organization that is capable of quickly deploying technology to meet business needs, regardless of where the technology comes from.

creating a company for acquisition or IPO is different from building a profitable enterprise; it’s about building a sellable enterprise. Startups are not trying to earn revenue (which is a liability); they are setting themselves up to win more capital. They are not part of the real economy or even the real world but part of the process through which working assets are converted into new stockpiles of dead ones. That’s all they have really accomplished with whatever digital fad they’ve foisted onto the market or sold to yesterday’s tech winners. They thought they were engineering a new technology, when they were actually engineering a reallocation of capital. That’s why digital entrepreneurs who do win often end up becoming the next generation of venture capitalists. Everyone from Marc Andreessen (Netscape) to Sean Parker (Napster) to Peter Thiel (PayPal) to Jack Dorsey (Twitter) now runs venture funds of his own. Facebook and Google, once startups themselves, now acquire more businesses than they incubate internally. With each new generation, firms and investors leverage the startup economy more deliberately, or even cynically. After all, a win is a win.

One of the worst disconnects of a business software development effort is seen in the gap between domain experts and software developers. Generally speaking, true domain experts are focused on delivering business value. On the other hand, software developers are typically drawn to technology and technical solutions to business problems. It’s not that software developers have wrong motivations; it’s just what tends to grab their attention. Even when software developers engage with domain experts, the collaboration is largely at a surface level, and the software that gets developed often results in a translation/mapping between how the business thinks and operates and how the software developer interprets that. The resulting software generally does not reflect a recognizable realization of the mental model of the domain experts, or perhaps it does so only partially. Over time this disconnect becomes costly. The translation of domain knowledge into software is lost as developers transition to other projects or leave the company. A different, yet related problem is when one or more domain experts do not agree with each other. This tends to happen because each expert has more or less experience in the specific domain being modeled, or they are simply experts in related but different areas. It’s also common for multiple “domain experts” to have no expertise in a given domain, where they are more of a business analyst, yet they are expected to bring insightful direction to discussions. When this situation goes unchecked, it results in blurred rather than crisp mental models, which lead to conflicting software models. Worse still is when the technical approach to software development actually wrongly changes the way the business functions. While a different scenario, it is well known that enterprise resource planning (ERP) software will often change the overall business operations of an organization to fit the way the ERP functions. The total cost of owning the ERP cannot be fully calculated in terms of license and maintenance fees. The reorganization and disruption to the business can be far more costly than either of those two tangible factors. A similar dynamic is at play as your software development teams interpret what the business needs into what the newly developed software actually does. This can be both costly and disruptive to the business, its customers, and its partners. Furthermore, this technical interpretation is both unnecessary and avoidable with the use of proven software development techniques. The solution is a key investment.

So, of the three major risk areas, execution risk remains the only real issue in building a company. How will the enterprise organize itself to maximize performance from its founders and management team? How will it leverage technology and information to create a unique and sustainable advantage and business model? Answering these questions correctly is the key to building a successful Exponential Organization. For this reason, we need to look more closely at each of the steps in building a powerful and effective team.

Enterprise agility is the foundation for enterprise success in the age of cutting-edge technology enabled disruption.

Peter came to understand that the roots of Western technological achievement lay in the freeing of men’s minds. He grasped that it had been the Renaissance and the Reformation, neither of which had ever come to Russia, which had broken the bonds of the medieval church and created an environment where independent philosophical and scientific inquiry as well as wide-ranging commercial enterprise could flourish.

The Fourth Industrial Revolution comes with digital technologies and platforms, that are now ready for leverage in the way we interact with other people, enterprises, products and services. Technologies like Virtual Reality.

We see that large enterprises with long histories and decades-old technologies also gain significant benefits, such as accelerated delivery and lower costs, through adopting the capabilities we outline in this book.

I’m the office manager for Executive Enterprises for Job Intuitive Technologies, otherwise known as EEJIT.

But traveling faster than light would require infinite energy; it is possible on paper, not in practice. More recently, physicists have theorized other ways that physical travel into the past could be achieved, but they are still exotic and expensive. A technological civilization thousands or more years in advance of our own, one able to harness the energy of its whole galaxy, could create a wormhole linking different points in the fabric of spacetime and send a spaceship through it.8 It is an idea explored widely in science fiction and depicted vividly in Christopher Nolan’s 2014 film Interstellar. But all this is academic for our purposes. For Gleick, what we are really talking about with time travel is a thought experiment about the experiencer—the passenger—in a novel, disjointed relationship to the external world. We can readily perform feats of “mental time travel,” or at least simulate such feats, as well as experience a dissociation between our internal subjective sense of time and the flux of things around us and even our own bodies.9 According to Gleick, part of what suddenly facilitated four-dimensional thinking in both popular writing and the sciences was the changing experience of time in an accelerating society. The Victorian age, with its steam engines and bewildering pace of urban living, increased these experiences of dissociation, and they have only intensified since then. Time travel, Gleick argues, is basically just a metaphor for modernity, and a nifty premise upon which to base literary and cinematic fantasies that repair modernity’s traumas. It also shines a light on how confused we all are about time. The most commonly voiced objection to time travel—and with it, precognition—is that any interaction between the future and past would change the past, and thus create a different future. The familiar term is the grandfather paradox: You can’t go back in time and kill your grandfather because then you wouldn’t have been born to go back in time and kill your grandfather (leaving aside for the moment the assumed inevitability of wanting to kill your grandfather, which is an odd assumption). The technical term for meddling in the past this way is “bilking,” on the analogy of failing to pay a promised debt.10 Whatever you call it, it is the kind of thing that, in Star Trek, would make the Enterprise’s computer start to stutter and smoke and go haywire—the same reaction, in fact, that greets scientific claims of precognition. (As Dean Radin puts it, laboratory precognition results like those cited in the past two chapters “cause faces to turn red and sputtering noises to be issued from upset lips.”11) Information somehow sent backward in time from an event cannot lead to a future that no longer includes that event—and we naturally intuit that it would be very hard not to have such an effect if we meddled in the timeline. Our very presence in the past would change things.

Yet even as the federal government did little to check the breadth of the new slavery, the economic logic of the system weakened. Crude industrial enterprises to which slave labor lent itself so effectively for fifty years were being eclipsed by modern technologies and business strategies. Mechanized coal mining—using hydraulic digging tools, electric lights, modern pumps, and transportation—made obsolete the old manual labor mines of Alabama, packed with thousands of slave workers and mules.

Despite all its difficulties and errors, the country was steadily growing in economic power, cultural vigor, and social stability. In letters and science, the United States was already presenting the world with fruits in which it might take pride. In its economic development, a business enterprise of identifiably American type was beginning to emerge with technologies unlike those of Europe. In a hundred other fields, the initiative, self-reliance, and optimism of the people were writing a record of almost unexampled vigor and color. Energy, versatility, progressiveness — these were the traits of the young republic.

While the lean approach has found great favor in both new and old enterprises, companies fail when they devote all their resources to a single product. As market saturation occurs faster all the time, the capacity to generate new products has become more important than the specialized expertise needed to create just one, no matter how enthusiastically customers embrace it. Focusing every resource on one product, even after it’s clear customers have tired of it, leads to trapped value within the enterprise, where talented developers and smart entrepreneurs miss out on the chance to innovate with the next wave of new technologies. If the market has simply moved on and is waiting for the next innovation, investing core resources in the repeated iterations and course corrections the lean methodology demands

Technology debt represents a key source of trapped value at the enterprise level.

Differences in national economic structures, values, cultures, institutions, and histories contribute profoundly to competitive success. . .While globalization of competition might appear to make the nation less important, instead it seems to make it more so. With fewer impediments to trade to shelter uncompetitive domestic firms and industries, the home nation takes on growing significance because it is the source of the skills and technology that underpin competitive advantage. . .The home base [for successful global competitors] is the nation in which the essential competitive advantages of the enterprise are created and sustained. It is where a firm’s strategy is set and the core product and process technology (broadly defined) are created and maintained. (Porter 1990: 19)

developers — the new kingmakers within the enterprise — are heavily advantaging time to productivity when it comes to technology selection.

But what shall we say of the counter-Luddites, the systematic craft-wreckers, of the machine: the ruthless enterprisers who, during the last two centuries, have in effect confiscated the tools, destroyed the independent workshops, and wiped out the living traditions of handicraft culture? What they have done is to debase a versatile and still viable polytechnics to a monotechnics, and at the same time they have sacrificed human autonomy and variety to a system of centralized control that becomes increasingly more automatic and compulsive. If, two centuries earlier, they had fully succeeded in extirpating the handicraft traditions of the primitive peoples, rubber would not play the part it now does in our advanced technology. Were these craft-wreckers afraid to let handiwork survive lest it join forces, against their financial interests, with the human heart?

In technology, take care not to underestimate or get caught out by the nonlinear pace of change. In culture, evaluate social acceptability and keep testing its boundaries without crossing the “creepy line.” With regulation, innovate because of it or in spite of it, treating it as a potential source of opportunity, not just an obstacle.

all science as a wholly human, no less than an intellectual and technological, enterprise

Oracle 12c Enterprise or Standard Edition – building on Oracle’s unique ability to deliver Grid Computing, 12c gives Oracle customers the agility to respond faster to changing business conditions, gain competitive advantage through technology innovation, and reduce costs.

If rewards come from solving problems and if different people have differing capacities for solving different types of problems, then disputes as to what problems most require solution can only be expected. Engineers and accountants, to take an obvious example, differ widely in the type of problem that they can solve competently. They notoriously disagree on whether the reverse salients blocking the growth of a particular enterprise are financial or technological in nature. Similarly, engineers with different skills and types of experience may also disagree on whether, for example, the technological reverse salients are hardware problems or software problems.

Our concern,” Jimmy wrote in the DU brochure, is with how our city has been disintegrating socially, economically, politically, morally and ethically. We are convinced that we cannot depend upon one industry or any large corporation to provide us with jobs. It is now up to us—the citizens of Detroit—to put our hearts, our imaginations, our minds, and our hands together to create a vision and project concrete programs for developing the kinds of local enterprises that will provide meaningful jobs and income for all citizens. To engage Detroiters in the creation of this vision, DU embarked on a campaign for open government in the city, issuing a series of leaflets calling on citizens to examine the whole chain of developer-driven megaprojects with which Young had tried and failed to revive the city (including Poletown and the People Mover) and to assume responsibility for envisioning and implementing alternative roads of development based on restoring neighborhoods and communities. During the debate over casino gambling Young had challenged his opponents to come up with an alternative, accusing us of being naysayers without any solutions of our own. Jimmy welcomed the challenge. There was nothing he liked better than using crisis and breakdown as an opportunity for renewal and transformation. His forte was devising solutions that were visionary and at the same time so down-to-earth that people could almost taste them. For more than fifteen years he had been writing and talking about the crisis developing in our cities and the need to redefine work, especially for the sake of our young people. In October 1986, at a meeting in Oakland, California, which the Bay Area NOAR sponsored to present “a vision of 21st century neighborhoods and communities,” Jimmy had declared that it was now “idealistic” to expect the government or corporations to do the work that is needed to keep up our communities and to provide for our elementary safety and security. Multinational corporations and rapid technological development have turned our cities into graveyards. “Efficiency in production,” he argued, “can no longer be our guiding principle because it comes at the price of eliminating human creativity and skills and making millions of people expendable.” He continued: “The residue of the last 100 years of rapid technological development is alienation, hopelessness, self-hate and hate for one another, and the violence which has created a reign of terror in our inner cities.

To rebuild Detroit, we have to think of a new mode of production based upon serving human needs and the needs of the.… community and not on any get-rich-quick schemes.… If we are going to create hope especially for our young people, we have to stop seeing the city as just a place to which you come for a job or to make a living and start seeing it as the place where the humanity of people is enriched because they have the opportunity to live with people of many different ethnic and social backgrounds. The foundation of our city has to be people living in communities who realize that their human identity or their Love and Respect for Self is based on Love and Respect for others and who have also learned from experience that they can no longer leave the decision as to their present and their future to the market place, to corporations or to capitalist politicians, regardless of ethnic background. We, the People, have to see ourselves as responsible for our city and for each other, and especially for making sure that our children are raised to place more value on social ties than on material wealth.… We have to get rid of the myth that there is something sacred about large-scale production for the national and international market.… We have to begin thinking of creating small enterprises which produce food, goods and services for the local market, that is, for our communities and our city. Instead of destroying the skills of workers, which is what large-scale industry does, these small enterprises will combine craftsmanship, or the preservation and enhancement of human skills, with the new technologies which make possible flexible production and constant readjustment to serve the needs of local customers.… In order to create these new enterprises we need a view of our city which takes into consideration both the natural resources of our area and the existing and potential skills and talents of Detroiters.… We also need a fundamental change in our concept of Schools. Since World War II our schools have been transformed into custodial institutions where our children are housed for 12 years with no function except to study and get good grades so that they can win the certificates that will enable them to get a job.… We have to create schools which are an integral part of the community, in which young people naturally and normally do socially necessary and meaningful work for the community, for example, keeping the school grounds and the neighborhood clean and attractive, taking care of younger children, growing gardens which provide food for the community, etc., etc.5

Yet the hardest part of these decisions was neither the technological nor economic transformations required. It was changing the culture—the mindset and instincts of hundreds of thousands of people who had grown up in an undeniably successful company, but one that had for decades been immune to normal competitive and economic forces. The challenge was making that workforce live, compete, and win in the real world. It was like taking a lion raised for all of its life in captivity and suddenly teaching it to survive in the jungle.

When it comes to innovation, foreign companies can study how local enterprises constantly update and augment their products and capabilities, making them capable of penetrating and taking over entire high-technology sectors from the bottom up, as Huawei has done.

Fort Huachuca was home to the army Network Enterprise Technology Command (NETCOM), the Military Auxiliary Radio System (MARS), the Joint Interoperability Test Command, the Information Systems Engineering Command (ISEC), the Electronic Proving Ground, the United States Army Intelligence Center, and Libby Army Airfield. The fort covered seventy-six thousand acres of mountains and desert grasslands.

Young had to change the game-by literally giving his software away via free download-to achieve dominant market share and become credible to corporate information technology (IT) departments. In that case, Young decided where to play and how to win, and then built the rest of his strategy (earning revenue from service rather than software sales) around these two choices. The result was a billion dollar company with a thriving enterprise business.

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When you are scaling a sales team, the to-do list is endless. Hiring, training, coaching, pipeline reviews, forecasting, enterprise deal support, leadership development, and cross-functional communication are all part of the day-to-day.

Fundamentally, a mobile strategy needs to be based in the value to the end user and the enterprise.

Algiz Technology provide enterprise it teams best MSI Packaging, Application Virtualization tools including the MSI packager, with the most advanced software packaging tools for deployment with a complete suite of automated customization, testing, MSI packaging and management reporting capabilities.

Digital business will cause deeper business change than Internet technology created in the past. You

Skeptics often treat size, regulation, perceived complexity, legacy technology, or some other special characteristic of the domain in which they operate as a barrier to change.

Integration databases—don’t do it! Seriously! Not even with views. Not even with stored procedures. Take it up a level, and wrap a web service around the database. Then make the web service redundant and accessed through a virtual IP. Build a test harness to verify what happens when the web service is down. That’s an enterprise integration technology. Reaching into another system’s database is just…icky. Nothing hobbles a system’s ability to adapt quite like having other systems poking into its guts. Database “integrations” are pure evil. They violate encapsulation and information hiding by exposing the most intimate details about a system’s inner workings. They encourage inappropriate coupling at both the structural and semantic levels. Even worse, the system that hangs its database out for the world cannot trust the data in the database at all. Rows can be added or modified by other entities even while the owner has objects in memory mapped from those rows. Vital application logic can be bypassed, resulting in illegal or unreachable states.[119]

The Center for Neighborhood Technology pioneered car sharing in Chicago in 2002 with I-GO, which was operated by Alternative Transportation. I-GO was sold to Enterprise in 2013. With NeighborCar, local car owners set their rental rates, and drivers can use the car for a set price and defined time period. Tim Frisbie, a spokesman for the Shared-Use Mobility Center, another group that promotes ride sharing and is involved in NeighborCar, said that a price range has not been set.

As a Principal IT Consultant specializing in back-end enterprise tasks using Java technologies, Dr. Emma Quindazzi leverages her applied application focused doctorate, DSc. in Computer Science, emphasizing Enterprise Information Systems. Beyond her professional roles, she volunteers at the AI Wildlife Research Lab, recognized for her teaching excellence and software engineering prowess. In her leisure, Emma indulges in studying animal behavior, family bonding, sailing, flying, and immersing herself in music and literature.

This book and the DevOps community as a whole have shown time and time again that DevOps practices and processes can take even the most legacy-riddled, old “horse” enterprise organization and turn it into a nimble technology organization.

Unicorns could be seen as a second class of zombie, wrote a correspondent to the Financial Times, ‘whose owners and investors can keep them alive by constant waves of propaganda about their cutting edge technology which has yet to produce a profit (Uber, for example) but are supposedly part of ‘disruption’ culture. This advertising keeps the flow of investments going. These companies are using the talent of engineers and coders, and marketing specialists that could be used in more productive enterprises. The hope that someday they will be profitable does not justify the destruction of useful and profitable business models.39 The large-scale misallocation of resources into loss-making businesses whose profits exist in Never-Never Land is a sign that the cost of capital is too low. Bring down interest rates low enough and even unicorns can fly and, soaring too high, they inevitably crash.

in order to attract private actors to carry through their innovation projects and policies, various components of the NSS have to create, and periodically update, a whole system of incentives and organizational arrangements—ranging from the funding and design of technology development to intellectual property and procurement reforms. Over time, this motivating process draws the NSS further and further into promoting commercial technology from which both sectors can draw benefit. But throughout this process of give and take, the NSS continues to set the goals, make the rules (for example, by setting performance standards), and define the problem sets for industry and university researchers to tackle. The outcome is what I characterize as a system of governed interdependence—neither “statist” nor “free-market” in its approach to inducing transformative innovation.

He decried the perils of separating “the business” and IT. Martin posited that for an organization to reach peak performance in the digital future, it needed to eliminate the gap between its people and its technology—across the enterprise—creating a single cybernetic system.

it will represent a dramatic reversal of recent history, toward more cottage industry, more small enterprises and ventures, and more empowerment for individuals willing to take advantage of the tools that become available. We’re likely to see a movement from the impersonal, imposed means to an end to a more individualized, grassroots way of doing things. In fact, we’re already starting to see that, as many people—laid off or voluntarily departed from big organizations—start small businesses.

The national security state as technology enterprise. First, America’s capacity for transformative innovation derives not merely from the entrepreneurship of its private sector, or simply from the state as such, but from the national security state—a particular cluster of federal agencies that collaborate closely with private actors in pursuit of security-related objectives.

although the security imperative and the NSS to which it gives rise provide the driving force behind transformative technology development, governed interdependence is the obverse of statism (or top-down direction of the economy); it conceptualizes the collaborative and negotiated character of public-private sector relations as NSS components seek to achieve their goals (an example being the increasing emphasis that defense programs place on developing products and services that serve both military and commercial markets). I emphasize that the governed interdependence concept applies to situations in which a government body works with or through private actors and entities to achieve its own objectives, but at the same time maintains control over the goals to be pursued and the rules of participation. This does not mean that outcomes will always yield the results desired or that there will not be spectacular failures.

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A still more sobering social media example of a different kind, one so important that it could well have influenced the presidential election of 2016, was the cooperation between Cambridge Analytica and Facebook. Cambridge Analytica, a political data firm, was largely the creation of Steve Bannon and his billionaire sponsor, Robert Mercer. One former co-executive referred to Cambridge Analytica as “Bannon’s arsenal of weaponry to wage a culture war on America using military strategies.” Cambridge Analytica combined a particularly vicious version of traditional “dirty tricks” with cutting-edge social media savvy. The dirty tricks, according to its former CEO, Alexander Nix, included bribery, sting operations, the use of prostitutes, and “honey traps” (usually involving sexual behavior, sometimes even initiated for the purposes of obtaining compromising photographs) to discredit politicians on whom it conducted opposition research. The social media savvy included advanced methods developed by the Psychometrics Centre of Cambridge University. Aleksandr Kogan, a young Russian American psychologist working there, created an app that enabled him to gain access to elaborate private information on more than fifty million Facebook users, information specifically identifying personality traits that influenced behavior. Kogan had strong links to Facebook, which failed to block his harvesting of that massive data; he then passed the data along to Cambridge Analytica. Kogan also taught at the Saint Petersburg State University in Russia; and given the links between Cambridge Analytica and Russian groups, the material was undoubtedly made available to Russian intelligence. So extensive was Cambridge Analytica’s collection of data that Nix could boast, “Today in the United States we have somewhere close to 4 or 5 thousand data points on every individual…. So we model the personality of every adult across the United States, some 230 million people.” Whatever his exaggeration, he was describing a new means of milieu control that was invisible and potentially manipulable in the extreme. Beyond Cambridge Analytica or Kogan, Russian penetration of American social media has come to be recognized as a vast enterprise involving extensive falsification and across-the-board anti-Clinton messages, with special attention given to African American men in order to discourage them from voting. The Russians apparently reached millions of people and surely had a considerable influence on the outcome of the election. More generally, one can say that social media platforms can now create a totality of their own, and can make themselves available to would-be owners of reality by means of massive deception, distortion, and promulgation of falsehoods. The technology itself promotes mystification and becomes central to creating and sustaining cultism. Trump is the first president to have available to him these developments in social media. His stance toward the wild conspiracism I have mentioned is to stop short of total allegiance to them, but at the same time to facilitate them and call them forth in his tweets and harbor their followers at his rallies. All of this suggests not only that Trump and the new social media are made for each other, but also that the problem will long outlive Trump’s brief, but all too long, moment on the historical stage.

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Words like “self-confidence,” “self-reliance,” “initiative,” “enterprise,” “optimism,” etc., play little role in the liberal and leftist vocabulary.

Steve and Karen extend our view beyond the interrelationships of team, management, and leadership practices, beyond the skillful adoption of DevOps, and beyond the breaking down of silos—all necessary, but not sufficient. Here we see the evolution of holistic, end-to-end organizational transformation, fully engaged and fully aligned to enterprise purpose.

Fifth, design to distribute. In the twentieth century, one simple curve—the Kuznets Curve—whispered a powerful message on inequality: it has to get worse before it can get better, and growth will (eventually) even it up. But inequality, it turns out, is not an economic necessity: it is a design failure. Twenty-first-century economists will recognise that there are many ways to design economies to be far more distributive of the value that they generate—an idea best represented as a network of flows. It means going beyond redistributing income to exploring ways of redistributing wealth, particularly the wealth that lies in controlling land, enterprise, technology, knowledge and the power to create money.

Rather than accept growing inequality as a law of economic development, an inevitability that must be endured, twenty-first-century economists will regard it as a failure of economic design and will seek to make economies far more distributive of the value that they generate. Instead of focusing primarily on redistributing income earned, they will aim to redistribute wealth too—especially the wealth that comes from controlling land, money creation, enterprise, technology and knowledge. And instead of focusing on market and state solutions alone, they will also harness the power of the commons. It’s a fundamental shift in perspective, and it is well under way.