Telecommunication Technology Quotes

The slow cancellation of the future has been accompanied by a deflation of expectations. There can be few who believe that in the coming year a record as great as, say, the Stooges’ Funhouse or Sly Stone’s There’s A Riot Goin’ On will be released. Still less do we expect the kind of ruptures brought about by The Beatles or disco. The feeling of belatedness, of living after the gold rush, is as omnipresent as it is disavowed. Compare the fallow terrain of the current moment with the fecundity of previous periods and you will quickly be accused of ‘nostalgia’. But the reliance of current artists on styles that were established long ago suggests that the current moment is in the grip of a formal nostalgia, of which more shortly. It is not that nothing happened in the period when the slow cancellation of the future set in. On the contrary, those thirty years has been a time of massive, traumatic change. In the UK, the election of Margaret Thatcher had brought to an end the uneasy compromises of the so-called postwar social consensus. Thatcher’s neoliberal programme in politics was reinforced by a transnational restructuring of the capitalist economy. The shift into so-called Post-Fordism – with globalization, ubiquitous computerization and the casualisation of labour – resulted in a complete transformation in the way that work and leisure were organised. In the last ten to fifteen years, meanwhile, the internet and mobile telecommunications technology have altered the texture of everyday experience beyond all recognition. Yet, perhaps because of all this, there’s an increasing sense that culture has lost the ability to grasp and articulate the present. Or it could be that, in one very important sense, there is no present to grasp and articulate anymore.

Many people object to “wasting money in space” yet have no idea how much is actually spent on space exploration. The CSA’s budget, for instance, is less than the amount Canadians spend on Halloween candy every year, and most of it goes toward things like developing telecommunications satellites and radar systems to provide data for weather and air quality forecasts, environmental monitoring and climate change studies. Similarly, NASA’s budget is not spent in space but right here on Earth, where it’s invested in American businesses and universities, and where it also pays dividends, creating new jobs, new technologies and even whole new industries.

Technologies of the soul tend to be simple, bodily, slow and related to the heart as much as the mind. Everything around us tells us we should be mechanically sophisticated, electronic, quick, and informational in our expressiveness - an exact antipode to the virtues of the soul. It is no wonder, then, that in an age of telecommunications - which, by the way, literally means "distant connections" - we suffer symptoms of the loss of soul. We are being urged from every side to become efficient rather than intimate.

Attend any conference on telecommunications or computer technology, and you will be attending a celebration of innovative machinery that generates, stores, and distributes more information, more conveniently, at greater speed than ever before, To the question “What problem does the information solve?” the answer is usually “How to generate, store and distribute more information, more conveniently, at greater speeds than ever before.” This is the elevation of information to a metaphysical status: information as both the means and end of human creativity. In Technopoly, we are driven to fill our lives with the quest to “access” information. For what purpose or with what limitations, it is not for us to ask; and we are not accustomed to asking, since the problem is unprecedented. The world has never before been confronted with information glut and has hardly had time to reflect on its consequences (61).

The only sustainable approach to thinking today about problems, he argues, “is thinking without a box.” Of course, that doesn’t mean having no opinion. Rather, it means having no limits on your curiosity or the different disciplines you might draw on to appreciate how the Machine works. Wells calls this approach—which I will employ in this book—being “radically inclusive.” It involves bringing into your analysis as many relevant people, processes, disciplines, organizations, and technologies as possible—factors that are often kept separate or excluded altogether. For instance, the only way you will understand the changing nature of geopolitics today is if you meld what is happening in computing with what is happening in telecommunications with what is happening in the environment with what is happening in globalization with what is happening in demographics. There is no other way today to develop a fully rounded picture.

For some hippies, this vision could only be realised by rejecting scientific progress as a false God and returning to nature. Others, in contrast, believed that technological progress would inevitably turn their libertarian principles into social fact. Crucially, influenced by the theories of Marshall McLuhan, these technophiliacs thought that the convergence of media, computing and telecommunications would inevitably create the electronic agora - a virtual place where everyone would be able to express their opinions without fear of censorship. Despite being a middle-aged English professor, McLuhan preached the radical message that the power of big business and big government would be imminently overthrown by the intrinsically empowering effects of new technology on individuals.

think of climate change as slow, but it is unnervingly fast. We think of the technological change necessary to avert it as fast-arriving, but unfortunately it is deceptively slow—especially judged by just how soon we need it. This is what Bill McKibben means when he says that winning slowly is the same as losing: “If we don’t act quickly, and on a global scale, then the problem will literally become insoluble,” he writes. “The decisions we make in 2075 won’t matter.” Innovation, in many cases, is the easy part. This is what the novelist William Gibson meant when he said, “The future is already here, it just isn’t evenly distributed.” Gadgets like the iPhone, talismanic for technologists, give a false picture of the pace of adaptation. To a wealthy American or Swede or Japanese, the market penetration may seem total, but more than a decade after its introduction, the device is used by less than 10 percent of the world; for all smartphones, even the “cheap” ones, the number is somewhere between a quarter and a third. Define the technology in even more basic terms, as “cell phones” or “the internet,” and you get a timeline to global saturation of at least decades—of which we have two or three, in which to completely eliminate carbon emissions, planetwide. According to the IPCC, we have just twelve years to cut them in half. The longer we wait, the harder it will be. If we had started global decarbonization in 2000, when Al Gore narrowly lost election to the American presidency, we would have had to cut emissions by only about 3 percent per year to stay safely under two degrees of warming. If we start today, when global emissions are still growing, the necessary rate is 10 percent. If we delay another decade, it will require us to cut emissions by 30 percent each year. This is why U.N. Secretary-General António Guterres believes we have only one year to change course and get started. The scale of the technological transformation required dwarfs any achievement that has emerged from Silicon Valley—in fact dwarfs every technological revolution ever engineered in human history, including electricity and telecommunications and even the invention of agriculture ten thousand years ago. It dwarfs them by definition, because it contains all of them—every single one needs to be replaced at the root, since every single one breathes on carbon, like a ventilator.

So what are people actually referring to when they talk about "deregulation"? In ordinary usage, the word seems to mean "changing the regulatory structure in a way that I like." In practice this can refer to almost anything. In the case of airlines or telecommunications in the seventies and eighties, it meant changing the system of regulation from one that encouraged a few large firms to one that fostered carefully supervised competition between midsize firms. In the case of banking, "deregulation" has usually meant exactly the opposite: moving away from a situation of managed competition between mid-sized firms to one where a handful of financial conglomerates are allowed to completely dominate the market. This is what makes the term so handy. Simply by labeling a new regulatory measure "deregulation," you can frame it in the public mind as a way to reduce bureaucracy and set individual initiative free, even if the result is a fivefold increase in the actual number of forms to be filled in, reports to be filed, rules and regulations for lawyers to interpret, and officious people in offices whose entire job seems to be to provide convoluted explanations for why you're not allowed to do things. (p. 17)

In this techscape, new values also emerge—often made up of old words with new connotations: automatic, digital, mobile, wireless, frictionless, smart—and new technology adapts to those values. The current meaning of the word wilderness, one could argue, emerged directly from the techscape of industrialism, just as the current meaning of the word network emerged from the world of telecommunications. With the advent of industrial technology we began to see wilderness less as a landscape devoid of agriculture and more as a landscape free from technology—and thus the wild went from being a wasteland to a refuge.

When Dr Sarabhai gave shape to a vision to develop rockets in India, he was questioned, along with the political leadership, on the relevance of such a programme when a vast majority in the country was battling the demons of hunger and poverty. Yet, he was in agreement with Jawaharlal Nehru that India could only play a meaningful role in the affairs of the world if the country was self-reliant in every manner, and should be able to apply advanced technologies to alleviate real-life problems. Thus our space programme was never simply a desire to be one among an elite group of nations, neither was it a matter of playing catch-up with other countries. Rather, it was an expression of the need for developing indigenous capabilities in telecommunications, meteorology and education.

I have found it frustrating at times that so few people know what the space program does and, as a result, are unaware that they benefit from it. Many people object to “wasting money in space” yet have no idea how much is actually spent on space exploration. The CSA’s budget, for instance, is less than the amount Canadians spend on Halloween candy every year, and most of it goes toward things like developing telecommunications satellites and radar systems to provide data for weather and air quality forecasts, environmental monitoring and climate change studies. Similarly, NASA’s budget is not spent in space but right here on Earth, where it’s invested in American businesses and universities, and where it also pays dividends, creating new jobs, new technologies and even whole new industries. The

Here’s an experiment worth conducting. Sneak into the home of a NASA skeptic in the dead of night and remove all technologies from the home and environs that were directly or indirectly influenced by space innovations: microelectronics, GPS, scratch-resistant lenses, cordless power tools, memory-foam mattresses and head cushions, ear thermometers, household water filters, shoe insoles, long-distance telecommunication devices, adjustable smoke detectors, and safety grooving of pavement, to name a few. While you’re at it, make sure to reverse the person’s LASIK surgery. Upon waking, the skeptic embarks on a newly barren existence in a state of untenable technological poverty, with bad eyesight to boot, while getting rained on without an umbrella because of not knowing the satellite-informed weather forecast for that day.

The history of irregular media operations is complex and fractured; generalizations are difficult. Yet it is possible to isolate three large and overlapping historical phases: First, throughout the nineteenth century, irregular forces saw the state's telecommunications facilities as a target that could be physically attacked to weaken the armies and the authority of states and empires. Second, for most of the twentieth century after the world wars, irregulars slowly but successfully began using the mass media as a weapon. Telecommunications, and more specifically the press, were used to attack the moral support and cohesion of opposing political entities. Then, in the early part of the twenty-first century, a third phases began: irregular movements started using commoditized information technologies as an extended operating platform. The form and trajectory of the overarching information revolution, from the Industrial Revolution until today, historically benefited the nation-state and increased the power of regular armies. But this trend was reversed in the year 2000 when the New Economy's Dot-com bubble burst, an event that changed the face of the Web. What came thereafter, a second generation Internet, or "Web 2.0," does not favor the state, large firms, and big armies any more; instead the new Web, in an abstract but highly relevant way, resembles - and inadvertently mimics - the principles of subversion and irregular war. The unintended consequence for armed conflicts is that non-state insurgents benefit far more from the new media than do governments and counterinsurgents, a trend that is set to continue in the future.

fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace

Issues related to the efficient use of frequency spectrum resources 5. Issues related to the establishment of broadcasting and telecommunications technology policies

s s i o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications

o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

The cost of electrons and photons is getting cheaper all the time!

Self-centrism creates another problem on the response side. The problem with commercially motivated technological change is that if it does not make good business, the idea does not see its growth. Sanitation and clean water is still a problem in localities where everyone has 4G connection and mobile wallet accounts. Commercially motivated research is more intensely pursued than socially urgent ones. Technological improvements to ease sanitation, bring clean water and achieve recycling are given less attention than telecommunication and digital financial services which are commercially more profitable ventures.

Derek Lomas, graduate researcher and codirector at the Social Movement Laboratory, California Institute of Telecommunications and Information Technology, University of California, San Diego

Eventually, Berliner’s patent was deemed invalid in favor of Edison’s. Numerous hearings and dozens of lawsuits were launched in the years that followed. Western Union, Edison, Bell and other vital players wrangled with each other for years in the attempt to hold ownership of telephone technology, and eventually, Bell would become the world leader in telecommunications.

Did you know that you can integrate your telecommunications and office network together so you get an email that reads a voicemail message to you? -

Blockchain will be ten times more disruptive to the Telecommunication industry than smartphones were.

For example, AT&T—not known for innovation in the past twenty years—recently created five labs (AT&T calls them “foundries”), each employing forty to fifty interdisciplinary experts. Their task: testing new insights generated inside and outside AT&T. The foundries house marketing experts from the business units, experts in telecommunications technologies, and experts in design thinking. What’s more, AT&T has invited start-ups and established companies from many industries to participate in rapidly developing and experimenting with new technologies. Each new idea is run through a twelve-week project, where a team applies the kinds of tools we describe in this book to produce virtual or physical prototypes.

Indeed, the big point of this chapter is not about technology per se. No technology, no matter how amazing—not computers, not telecommunications, not robotics, not the Internet—can by itself ignite a shift from good to great. No technology can make you Level 5. No technology can turn the wrong people into the right people. No technology can instill the discipline to confront brutal facts of reality, nor can it instill unwavering faith.

If “universal connectivity” remained the goal at Bell Labs—if indeed the telecommunications systems of the future, as Kelly saw it, would be “more like the biological systems of man’s brain and nervous system”—then the realization of those dreams didn’t only depend on the hardware of new technologies, such as the transistor. A mathematical guide for the system’s engineers, a blueprint for how to move data around with optimal efficiency, which was what Shannon offered, would be crucial, too. Shannon maintained that all communications systems could be thought of in the same way, regardless of whether they involved a lunchroom conversation, a postmarked letter, a phone call, or a radio or telephone transmission.

Committee for the Assessment of Foreign Participation in the United States Telecommunications Services Sector—“CAFPUSTSS?” wondered TechCrunch’s Danny Crichton33—this new committee intends to streamline the process for assessing Chinese threats. In

What happened in the nineteen-eighties was something quite different, pressed upon governments from two quite distinct directions. In the first place, accelerating developments in technology—notably in telecommunications and the financial markets—were undermining the old ‘natural’ monopolies. If governments could no longer harness the airwaves, or the movement of money, for their own exclusive use, it made little sense for them to ‘own’ them. There remained a powerful political or social case for the state retaining part of a given sector—a public television channel, say, or the post office; but competition was now unavoidable.

Long-tail returns have always been difficult to generate, and the VC industry has sometimes been chaotic and subject to the destructive ebbs and flows of investment cycles. History shows, however, that the social benefits of venture capital have been immense. By facilitating the financing of radical new technologies, US venture capitalists have supported a large range of high-tech firms whose products, from semiconductors to recombinant insulin, telecommunications inventions, and search engines, have revolutionized the way we work, love, and produce. While technological change can often disrupt labor markets and increase wage inequality, in the long run, innovation is essential to productivity gains and economic growth. The venture capital industry has been a powerful driver of innovation, helping to sustain economic development and US competitiveness.

From essentially zero,” writes Joel Garreau at the Washington Post, “we’ve passed a watershed of more than 3.3 billion active cellphones on a planet of some 6.6 billion humans in about 26 years. This is the fastest global diffusion of any technology in human history…. Cellphones are the first telecommunications technology in history to have more users in the developing world than in the West.

Published in June 1955 in Fortune magazine, ‘Can We Survive Technology?’ begins with a dire warning: ‘literally and figuratively, we are running out of room’.7 Advances in domains such as weaponry and telecommunications have greatly increased the speed with which conflicts can escalate and magnified their scope. Regional disputes can quickly engulf the whole planet. ‘At long last,’ he continues, ‘we begin to feel the effects of the finite, actual size of the earth in a critical way.

The scale of the technological transformation required dwarfs any achievement that has emerged from Silicon Valley—in fact dwarfs every technological revolution ever engineered in human history, including electricity and telecommunications and even the invention of agriculture ten thousand years ago. It dwarfs them by definition, because it contains all of them—every single one needs to be replaced at the root, since every single one breathes on carbon, like a ventilator.