IEEE CQR-ETR 2018: “Discuss and identify the RAS (Reliability, Availability and Serviceability) challenges, requirements and methodologies in the emerging technology areas like the Cloud Computing, Wireless/Mobility (with focus on 5G technologies), NFV (Network Functions Virtualization), SDN (Software Defined Networking), or similar large-scale distributed and virtualization systems.”
“Discuss the RAS requirements and technologies for mission-critical industries (e.g., airborne systems, railway communication systems, the banking and financial communication systems, etc.), with the goal to promote the interindustry
sharing of related ideas and experiences. Identify potential directions for resolving identified issues and propose possible solution.”
Session Title: A Programmatic Approach for an Artificial Intelligence Code of Conduct.
Today’s DX, Digital Transformation, programs are all the rage, but it takes a fair amount of double clicking and inquisitive questioning to separate facts from vaporware. DX typically involves a wide variety of game changing initiatives intersecting analytics, automation, programmability, software-defined systems, end-to-end integration, service-level composition and controls… all coming together to optimize for Quality as a differentiated and value-based Human Experience. Therefore, Customer Delight metrics (rather than outmoded customer satisfaction ones) are set to redefine the “Q” in CQR, Communications Quality & Reliability in 5G.
While the Telecoms industry rallies toward a zero touch paradigms, which some happen to position as a Human-“OFF”-the-Loop panacea, this session will expose the need for considering, and possibly pivoting, to the kind of Operational Excellence that can only be delivered by fast adapting HMS, Human-Machine-Systems instead. Note the rise of Dataviz (Data Visualization,) ML’s (Machine Learning’s) Collaborative Filtering, AI’s (Artificial Intelligence’s) RecSys (Recommender Systems) and a fresh take on Cybernetics… which are driving innovation in HILT and HOTL (Human-“IN”-The-Loop and Human-“ON”-the-Loop, Computing, as well as delivering effective mass-personalization with Affective Computing powered by Human Dynamics’ analytics.
Once upon a time… Telecoms’ pioneered HFE, Human Factors Engineering: a holistic systems engineering discipline addressing people (culture, workstyle, skills,) processes (procedures, methods, practices,) and technologies (crafts, tools, systems) so that we can best humanize technology and make a compelling difference across the value chain and at all levels. Unfortunately, HCD, Human-Centered-Design, fell out of favor over time while, paradoxically, took off in emerging technology sectors under other disciplines. Lost in oblivion, louder but siloed voices inflicted the sort of self-defeating Technical Myopia that props up complexity and negates differentiated Quality Experiences. Today’s telecoms industry is impacted by disintermediation and commoditization as a result and, equally telling, keeping extremely busy with importing practices from sectors frowned at in a no so distant past.
We are now embarked on a new journey. The sought after outcome of any Digital Service Provider, DSP, is to be instrumental to Digital Citizens’ Quality Experiences with new experimentation, monetization and growth models. This takes agility and dynamic system-wide (horizontal and vertical) behaviors, which prompts effortless operability at unprecedented speed, scale and scope. Our work permeates design, development, delivery and serviceability, as intertwined and continuous lifecycles instead of lock-step waterfalls.
In this context, AI, Artificial Intelligence, enables us, humans, to envision and implement capabilities beyond the reach of legacy systems’ last gasps. By the same token, practices that might have appeared to serve us well in the past, are now becoming dysfunctional and latency-prone barriers. A successful path forward takes augmented Human-Machine Intelligence. Human-Centered-Design’s outcome oriented model calls for a programmatic approach of an AI’s Code of Conduct, so that we can best interface and collaborate… instead of making good on Elon Musk’s well know fears around AI.
“Reflecting the diversity of the agenda, we are thankful for the support of our advisory board. The board is integral to the development and execution of Design Thinking, supporting the strategic positioning of the brand and advising to the content and participants that matter most. Hear from some of the greatest minds in Design Thinking as they shed a light on its mysteries and separate fact from fiction.”
“The world of IoT and connected devices is expanding rapidly. We all carry super computers in our pockets and interact with everything from home automation, cars, consumer electronics, and healthcare devices.”
“In this complex hardware + software environment the product development cycle can be tricky. For example, you can’t just follow agile software practices by the book when you’re building a connected pace maker. So how do we approach product development when the stakes are high and the moving parts are many? During this discussion we’ll be tackling topics such as:”
“How do you roadmap a product which includes both hardware and software components? How does agile development fit in? How does the regulatory landscape affect how we approach development and iteration? How do you build teams around these integrated products? And how do you keep them in sync and working together?”
I’d first like to thank the team at DevMynd for their kind invitation. I am looking forward to joining the panel discussion in Chicago this coming Thursday, February 22. In the meantime, I will welcome any comments and insights as I gear up for this discussion.
I’m working on outlining some of the myths, dilemmas and trade-offs that I have encounter as an Industrial Designer and in Product Management.
From a design perspective, there are two topics worth looking at: Design Thinking as a Human-Centered methodology and its outcomes in terms of: (a) utility, (b) usability, (c) consumability, (d) affectivity and (e) the composite and differential value of the resulting digital experiences that involve software and hardware.
This “new brave world” equips us with the freedom to explore new form factors, cognitive models and, most impoartantly, the development human x technology networks. Some of the specifics come down to design semantics re-defining HMS, Human-Machine-Systems, in the context of multi-modal user interfaces and innovative interactions where Machine Learning and new visualization paradigms happen to surface.
From a Product Management viewpoint, there is a need for also pondering about how to best leverage Design Thinking beyond Industrial Design and Software Development to talkle product and service strategy. Here my focus gravitates toward addressing: (a) success factors and (b) limiting factors under control, as well as (d) other determining factors beyond our area of influence that can impact the difussion of innovations either possitively or negatively. Moreover, I like to couple business model innovation with behavioral economics and information network effects.
This construct really boils down to capturing the essence behind (e) stakeholders’ acceptance criteria and (f) the users’ engagement, adoption and growth rates. This means defining capability and maturity levels and how to best factor for the fact that they adapt and evolve over time. Obviously, this leads to taking a close look at how to best intersect Lean and Agile practies, but not only, so that we can lead and navigate constantly changing environments in “digital time.”
Let’s get down to a more tactical level: end-to-end system design entails a mix of loosely and tightly coupled elements, and a platform approach to operate at speed, scale and wider scope that what black boxes can match. A reality check unveils a hybrid world where decisions on capacity and performance levels, as well as serviceability and dependency levels drive decisions toward optimizing for distributed systems and, therefore, the rising value of end-to-end solutions vs. point solutions only.
In that context, inter-disciplinary teams involving creative technologists and domain experts make our organizations effectively diverse, smarter and innovative. Otherwise, self-defeating arrogance, conflicting silos and technical myopia can make pre-production and production be costlier by promoting unncessary friction and getting everyone to work harder and harder rather than smarter. Typically, that negates productivity, forces a number corrective actions, and significantly shifts and/or downsizex sought after results.
The beauty of the Studio’s human-experience-centered practice is a healthy obssession for delivering “meaning.” The definition of “meaningful outcomes” (rather than churning outputs) makes these organizations behave based on value and impact. We strive to foster not just customer satisfaction and net promoter scores, but measurable customer delight and network effects (superior and service-level performance indicators) which, in turn, set and streamline technical requirements.
Long story short, the Studio’s mindset (critical thinking / wonder & discovery / problem solving) and workstyle (collaborative / experiential / iterative / adaptive) help explain why creative technologysts are instrumental and serial innovation engines for the digital age.
Footnote: the term “team of creative technologysts” was first coined by Nokia Bell Labs back in the 1940s to single out the differentiated value of inter-disciplinary undertakings. In the late forties, Bell Labs’ Clauded Shannon pioneered Information Theory and John Karlin set up the first Human Factors Engineering in industry. That HFE team was formed by a pyschologist, a statistician (the father of quality control visualization,) an engineer, and a physicist.
“Argyle Executive Forum is bringing together senior digital & IT executives from a variety of industry verticals for our biannual CIO Chicago Forum. Throughout a full day of content and networking, we will focus on the most pressing issues facing IT executives with regards to leading the business through digital transformation, with an agenda geared specifically towards Chief Information officers, Chief Data Officers, Chief Digital Officers, as well as Data/ Analytics/MIS VPs, Directors, and Architects in a leading role.
It is worth noticing that this event featured partners who we work with such as HP Enterprise, Thought Leader Sponsor, and IBM, Breakout Session Sponsor.
That talks to the criticality of collaborative undertakings as Digital Transformation becomes a pressing objective across industries, academia, public service and government sectors.
What follows is my notes and personal insights. While all the sessions and discussions were quite relevant, I would like to highlight the opening keynote, which set the tone and narrative of the event.
James P. MacLennan, SVP & CIO at IDEX, discussed “The Five Components of a Great Digital Strategy,” which addressed the fact that “Design Thinking”, “Human Factors” and a collaborative culture involving interdisciplinary workstyles and “Great Teams” have become of the essence.
Moreover, he stated that “a Digital Business” will only succeed when it understands hot to connect with people.” The “human element” and, therefore, “people centered” strategies turn out to be critical success factors.
I would like to add that this entails engineering a continuum of (a) stakeholders, who are all human personas by definition, and to do so across (b) UX (user experience) and CX (customer experience) domains.
This job takes (c) a holistic understanding of customer facing (front end) and resource facing (back end) elements forming a coherent end-to-end system. Otherwise, operational fragmentation will take a toll and will deny the intended DX benefits.
James’ presentation displayed the convoluted UI (user interface) shown in this picture to illustrate the paradox of well intended yet counterproductive implementations that negate transformation initiatives.
Here is another valuable insight coming out of Argyle’s Executive Forum: information technologies (IT) and tech and processes for operations cannot longer be worlds apart, which demands superb cross-functional teamwork.
Cognitive overload, deficient information architecture, and poor usability translates into: human error, risk aversion, costly budget overruns, missing or deviating from goals, so on and so forth.
Any and all of these issues combined can be silently impacting quality or, simply, just lowering the bar for a business to get through noisy and cluttered operational environments. That is hardly the stuff that operational excellence calls for.
Obviously, in the context of CX, customer satisfaction becomes harder and harder to attain and, more specifically, to get that effectively done in a consistent fashion.
Predictability and consistency are key objectives for any Quality Management program. If that scenario alone wasn’t troublesome enough, Customer Delight (rather than just satisfying agreed upon requirements) is Design Thinking’s ultimate performance indicator, which commands a premium clearly beyond reach under those circumstances.
Quality management wise, “satisfaction” is the fulfilment of expected specifications while “delight” is about great pleasure, or great satisfaction if you will. “Satisfaction” can be rationalized and is the acceptance ticket to be in business. “Delight” accounts for human affects (emotions) and is a powerful source of differentiation. Those who think that’s just about splitting hairs should take a pause and think twice because DX is set to enable game changing experiences on all counts and fronts.
Thoughtout the forum and session after session, Jim’s “Design for Humans” principle gained more and more critical mass as presenters and panelists discussed the reasons why we should be mindful of the user journey and how to best improve all touch points along the way.
In one of the panel discussions this became even more evident when the question on aligning people, processes and technologies pointed to difficult prioritization exercises. Note that there was immediate consensus on the need for putting people first and humanizing technology and processes by applying Design Thinking, a human centered methodology that is corner stone to the job of creative technologists.
That means projects that are driven by clear missions and specific experiential outcomes and lifecycles (Goal Directed Design) rather than just an I/O approach. It also means rapid experience prototyping and A/B multivariate testing to explore possibilities since Design Thinking is a serial innovation engine.
Chicago’s NPR station aired a rerun of “The Power of Design” this past weekend. The discussion was centered on “How Can We Design For A Better Experience.”
By the way, TED’s acronym actually stands for the convergence of Technology, Entertainment and… Design.
Interview with Tony Fadell, one of the main designers of the iPod (Apple) and founder of Nest (Google).
“Design begins by also noticing all those little problems that many ignore (…) we we though our lives accepting these design flaws that actually don’t improve our lives.”
“Steve Jobs challenged us to see our products through the eyes of the customer, the new customer, the one that has fears and possible frustrations, and hopes and exhilaration that the new technology can work straight away for them. He called it “staying beginners” and wanted to make sure that we focused on those tiny little details to make things work faster and seamless for the new customers.”
“There is this positive emotional momentum that builds on itself at each step of the process (…) when you hit a brick wall you loose all the momentum (…) and though away an entire great experience.”
“There are to halves to design, just as there are two halves to your brain, the emotional part and the rational part. If you want people to truly adopt your product it has to have an emotional component, something that grabs you (…) that unlocks your curiosity, it also needs to rationally work (…) because people see value beyond the sexiness.”
Interview with Joe Gebbia, Airbnb cofounder.
“Any time that you see duct tape in the world, that’s a design opportunity (…) it’s an indicator that something is broken, that something did not perform the way it was design to and that there is an opportunity to improve it.”
“Design is the key to (Airbnb) success (…) and as a competitive advantage, design is thing that can separate you (…) the next thing that can differentiate you. All things being equal, two comparable products side by side with the same technical features and components… you will be crazy to choose the one that is harder to use.”
“Airbnb’s design decisions not only made the service easy to use but it helped millions of complete estrangers trust each other (…) and open their homes (…) design is more than the look and feel of something, it is the whole experience.”
Thanking Troy Henikoff for a recent1871 walk-thru, which I joined as part of an MIT delegation. We first met at Techstars Demo Day back in 2014. Three years have gone by since, Troy is now a Managing Director with Math Venture Partners, an early to growth-stage fund focusing on entrepreneurial undertakings featuring “an unfair advantage in acquiring and retaining customers to produce outsized returns.” Here is a sample of Math’s portfolio.
1871 is a digital startup incubator and is positioned as Chicago’s premier center for entrepreneurship in the tech sector. Techstars is a startup accelerator and, as pointed out above, Math Venture Partners is an investment firm.
Long story short, 1871 is first and foremost optimized as a community environment. The underlying supporting framework provides collaborative workspaces, training focusing on design, technology and business, which includes senior mentorship, incubators and accelerators. All of these opportunities are available following the under-one-roof collocation practice downtown Chicago.
“What is 1871? The story of the Great Chicago Fire of 1871 isn’t really about the fire. It’s about what happened next: A remarkable moment when the most brilliant engineers, architects and inventors came together to build a new city. Their innovations — born of passion and practical ingenuity — shaped not just Chicago, but the modern world. What started 140 years ago continues to this day. Come to a place where you can share ideas, make mistakes, work hard, build your business and, with a little luck, change the world.” – 1871
Matter is 1871’s neighbor and Chicago’s healthcare startup incubator. As shared in this Chicago Tribune’s article, Chicago has major hospitals, medical schools, pharmaceutical and device companies, a powerful healthcare hub which Matter seeks to galvanize by supporting entrepreneurial initiatives and innovative tech.
Chicago’s area is also home to leading institutions such as University of Chicago, Northwestern University, Loyola University Chicago, The Illinois Institute of Technology, and DePaul University just to name a few. So, academia and industry intersect to take advantage of talent and business opportunities.
My personal interest in environments such as 1871 has to do with a “give & take” experience. Born in Hispania and back in the distant Roman times, Seneca the Younger believed that we are learning even more when we share knowledge that we might already posses. Basically, he was talking about Human Factors and Information Interaction: a virtuous feedback loop kicks in when we strive to articulate thoughts and structure conceptual frameworks to better convey insights. That, in turn, springs new thoughts.
I pride myself about having developed a mix of creative and in-depth expertise on innovation practices thanks to a fortunate interdisciplinary career spanning 20+ years already. That personal belief is backed by specific achievements and, admittedly, some disappointments, both having delivered teachable moments worth reflecting upon.
So, in a “give and take” scenario, my “giving” has to do with sharing know-how and synthesizing relevant advice to entrepreneurs, which I have been able to provide by joining Dr. Moises Goldman’s 1871 mentoring sessions on several occasions.
Going back to Seneca the Younger’s thinking, in exchange for volunteering my time (and whichever insights I can provide) I always get to “take” away valuable experiences back home with me such as:
(1) a sense of great satisfaction and fulfillment that comes from helping others in a meaningful way,
(2) a contagious entrepreneurial spirit that one can instinctively embrace in discussions driven by passion and determination,
(3) their combined positive impact in my own work since they re-energize my thoughts and goals.
My grandma used to remind me about a Spanish saying that translates into “tell me who you walk with and I’ll tell you who you are,” which might equate to “birds of feather flock together” in English. In any case, and leveraging Human Factors again, social and professional networks can be graphically depicted by nodes (individuals) and links (relationships), which can carry information such as reputation and influence levels, as well as information dissemination paths. So, I’m glad to count those who I interact with at 1841 as part of my network and can only hope that this is a mutually beneficial relationship.