Willy Wonka Wears Google Glass TOO

I can only say that my fascination with Google continues to grow daily. 

Years ago, I used to joke, "What is this G-O-O-G-L-E?"

But now, I know and marvel at how Google is information!

And every type of information from news and facts to shopping and entertainment: 

Research is Google.
eCommerce is Google. 
Entertainment is Google. 

Google this...Google that. 

Archive, index, search, discover, access...learn, grow.

Google has quite literally ushered in a new age of enlightenment, no really!

The focus is on information...Google's mission statement is:

"Organize the world's information and make it universally acceptable and useful."

If you believe that knowledge and learning is one of the core underpinnings for personal growth and global development then you can appreciate how Google has been instrumental in unleashing the information age we are living in. 

Of course, information can be used for good and for evil--we still have free choice. 

But hopefully, by building not only our knowledge, but also understanding of risks, consequences, each other, and our purpose in life--we can use information to do more good than harm (not that we don't make mistakes, but they should be part of our learning as opposed to coming from malevolent intentions). 

Google is used for almost 2/3 of all searches.

Google has over 5 million eBooks and 18 million tunes.

Google's YouTube has over 4 billion hours of video watched a month.

Google's Blogger is the largest blogging site with over 46 million unique visitors in a month. 

But what raises Google as the information provider par excellence is not just that they provide easy to use search and access to information, but that they make it available anytime, anywhere.

Google Android powers 2/3 of global smartphones. 

Google Glass has a likely market potential for wearable IT and augmented reality of $11B by 2018.

Google's Driverless Car will help "every person [traveling] could gain lost hours back for working, reading, talking, or searching the Internet."

Google Fiber is bringing  connection speeds 100x faster than traditional networking to Kansas City, Provo, and Austin. 

Google is looking by 2020 to bring access to the 60% of the world that is not yet online. 

Dr. Astro Teller who oversees Google[x] lab and "moonshot factory" says, "we are serious as a heart attack about making the world a better place," and he compares themselves to Willy Wonka's magical chocolate factory. (Bloomberg BusinessWeek)

I like chocolate and information--and yes, both make the world a better place. ;-)

(Source Photo: here by (a)artwork)

Willy Wonka Wears Google Glass TOO

The Information High

A new article by Andy Blumenthal called "The Information High" at Public CIO Magazine (29 November 2012).

"In addition to being slaves to our things--including technology gadgets--we are also addicted to the data and information they serve up."

Hope you enjoy! ;-)

Andy

(Source Photo: Andy Blumenthal)

The Information High

How Good Is Our DNA

Where do we store the vast and expanding information in our universe? 

These days it's typically in 0 and 1s--binary code--on computer chips. 

But according to the Wall Street Journal (18 August 2012), in the future, it could be encoded in the genetic molecules of DNA.

DNA has "vastly more capacity for their size then today's computer chips and drives"--where a thumb size amount could store the entire Internet--or "1.5 milligrams, about half the weight of a house ant could hold 1 petabyte of data, which equals to 1,000 1-terabyte hard drives."

As opposed to binary code, DNA will store information as strands made up of four base chemicals: adenine (A), guanine (G), cytosine (C) and thymine (T). 

Just like letters in the alphabet make up words, sequencing of these 4 base chemicals can store biological instructions (e.g. 3 billion for a person) or any other information. 

Using DNA for storage involves 4 key steps: 

1) Encoding information into binary code
2) Synthesizing the chemical molecules
3) Sequencing them in a string to hold the information
4) Decoding the molecules back into information

Overall, DNA is seen as a "stable, long-term archive for ordinary information"--such as books, files, records, photos, and more.

Researchers have actually been able to store an entire book of genetic engineering--with 53,426 words--into actual DNA, and "if you wanted to have your library encoded in DNA, you could probably do that now."

With the cost declining for synthesizing and sequencing DNA, this type of data storage may become commercially practical in the future.

And with the amount of information roughly doubling every 2 years, large amounts of reliable and cost-effective memory remains an important foundation for the future of computing. 

Frankly, when we talk about storing so much information in these minute areas, it is completely mind-boggling--really no different than the corollary of imaging all the stars in vastness of sky.

It is almost incredible to me that we have people that can not only understand these things, but make them work for us. 

With NASA's Curiosity Rover exploring Mars over 34 million miles away, and geneticists storing libraries of information in test tubes of DNA coding, we are truly expanding our knowledge at the edges of the great and small in our Universe. 

How far can we continue to go before we discover the limitations to our quest or the underlying mysteries of life itself?

What is also curious to me is how on one hand, we are advancing our scientific and technological knowledge as a society, yet on the other, as individuals, we seem to be losing our knowledge for even basic human survival. 

How many people these days, are proficient on the computer in an office setting, but couldn't survive in the wilderness for even a few days. 

Our skills sets are changing drastically--this is the age of the microwave, but knowing how to cook is a lost art to many. 

So are we really getting smarter or just engaging our minds in a new direction--I hope we have the DNA to do more than just one! ;-)

(Source Photo: adapted from here with attribution to Allen Gathmen)

How Good Is Our DNA

Progressing From Data to Wisdom

I liked this explanation (not verbatim) by Dr. Jim Chen of data, information, knowledge, and wisdom.

- Data: This is an alphanumeric entity and/or symbol (ABC, 123, !@#...)

- Information: This is when entities are related/associated to each other and thereby derive meaning. (Information = Data + Meaning)

- Knowledge: This is information applied to context. (Knowledge = Data + Meaning + Context)

- Wisdom: This is knowledge applied to multiple contexts. (Wisdom = Data + Meaning + (Context x N cases)).

I'd like to end this blog with a short quote that I thought sort of sums it up:

"A man may be born to wealth, but wisdom comes only with length of days." - Anonymous

(Source Photo: here)

Progressing From Data to Wisdom

Capturing It All

Often it seems as if so much of our life is spent memorizing things and then trying to remember what we thought we memorized.

It starts in grade school and continues throughout our education--memorize, spit back, repeat.

Advances in education may actually recognize the need and try to get kids to think now-a-days, but there are still all the "fundamentals" that need to be put to memory, so you can pass the standardized tests like the SAT, GRE, GMAT, LSAT, MCAT, and more.

But we don't just memorize to pass tests, we pride ourselves on what "we know" and we test ourselves and show off our expansive knowledge-base through things like board games such as Trivial Pursuit to game shows such as Jeopardy.

At work too, we hire, retain, and reward people based on their "knowledge, skills, and abilities" and recognize those who are true "subject matter experts."

I remember friends who used to read the encyclopedia to increase their knowledge, and the Almanac with all the facts and figures--is still a best-seller. In Yeshiva, we also spent a good part of our high school years, memorizing from the Talmud.

The challenge for us in the 21st century is that knowledge is growing so fast that we as individuals can barely keep up with the volume and pace of change, so we specialize professionally and seek expert advice from others on areas outside our area of specialization.

Still we memorize and try to remember as much as we can. We read, watch TV, browse the Internet, travel, try new things, and fill our heads with incessant facts, memories, and chatter. And we become frustrated when we can't remember names of people we recently meet, the punch line to a joke, the facts for a presentation at work, the spelling of a simple word, or even what we had for breakfast.

So rather than memorize and forget, people are turning to capturing events from their lives and playing it back when they need to recall information or are feeling nostalgic.

We do this when we take photos, videos, audiocasts, blog, tweet, etc. and then access these from our hard drives or the Internet though services like Flikr, YouTube, Podbeam, Blogger, Twitter, and so on.

Now we starting to move beyond recording just moments in times (i.e. snapshots) and instead capturing it all!

The Futurist (July-August 2011) reports that people are discovering things like Lifelogging--where through cameras, recording devices, and storage media, they record virtually "every instant of their lives." We are nearing at a time, when this is becoming "not only feasible, but possibly even appealing" to the masses.

By recording the events of our life--whether in blogs, photos, audio or video recordings--and combining this with advanced search tools, lifelogging "could provide us with the equivalent of near total recall."

Perhaps the ability to capture more and more of our lives digitally will make it unnecessary in the future to sit and memorize so many useful and useless facts and information.

We don't have to remember everything in our heads, we just need to know how to access the information when we need it.

Learning does not have to be about memorizing but rather can be about critical thinking, and being an expert does not have to be about what you have memorized, as much as your experience and ability to think through problems and find solutions.

(Photo Source: here)

Capturing It All

Know What's Right, Do What's Right

In a conversation with a good friend recently, we got to talking about integrity--the meaning and of course, the importance.

And at one point, he says straight-out, integrity takes two things:

1) Know what's right

2) Do what's right

And I'm loving it!

Straight-forward and simple--know and do what's right.

Then he tells me about Gus Lee, a nationally recognized ethicist (and Chair of Character Development at the U.S. Military Academy, West Point) who wrote this book Courage: The Backbone of Leadership.

I was inspired by what I heard and since went back to learn more about his philosophy on the subject.

Lee believes that "leadership is grounded in high character" and that "we think we are looking for managers, but in fact, we need principled leaders."

To drive our "moral courage", Lee says we have 3 powerful resources:

1) Conscience--"that moral, inner voice."

2) Discernment--this is where you work to discern "the higher right" getting past "fear, feelings, and wishful thinking" and of course, our own self interests.

3) Discerning Advisors--we seek the counsel of "the most courageous, high integrity, high character, and principled person or people" you know.

And I would add a fourth important resource, which is religious teachings that can be a steadfast guidepost (especially when coupled with the others as a personal litmus test of whether you are applying them correctly).

Finally, I like Lee's observation that there are three type of individuals when it comes to issues of integrity:

1) Egotists--those who are self-serving.

2) Pragmatists--those who "serve results" or what I would call serving a specified cause.

3) People of Courage--those who "act in the right regardless."

Doing the right thing is not easy (it means putting aside your own interests)!

That's why it takes tremendous courage to be the type of moral person that we all ultimately admire and respect.

Those leaders who act with moral rectitude, these to me are the few and the amazing!

Know What's Right, Do What's Right

Information: Knowledge or B.S.?

With modern technology and the Internet, there is more information out there than ever before in human history. Some argue there is too much information or that it is too disorganized and hence we have “information overload.”

The fact that information itself has become a problem is validated by the fact that Google is world’s #1 brand with a market capitalization of almost $100 billion. As we know the mission statement of Google is to “to organize the world's information and make it universally accessible and useful.”

The key to making information useful is not just organizing it and making it accessible, but also to make sure that it is based on good data—and not the proverbial, “garbage in, garbage out” (GIGO).

There are two types of garbage information:

1. Incorrect, incomplete, or dated
2. Misleading /propagandistic or an outright lie

When information is not reliable, it causes confusion, rather than bringing clarity. And then, the information can actually result in worse decision making, then if you didn’t have it in the first place. This is an enterprise architecture that is not only worthless, but is harmful or poison to the enterprise.

Generally, in enterprise architecture, we are optimistic about human nature and focus on #1, i.e., we assume that people mean to provide objective and complete data and try to ensure that they can do that. But unfortunately there is a darker side to human nature that we must grapple with, and that is #2.

Misinformation by accident or by intent is used in organizations all the time to make poor investment decisions. Just think how many non-standardized, non-interoperable, costly tools your organization has bought because someone provided “information” or developed a business case, which “clearly demonstrated” that is was a great investment with a high ROI. Everyone wants their toys!

Wired Magazine, February 2009, talks about disinformation in the information age in “Manufacturing Confusion: How more information leads to less knowledge” (Clive Thompson).

Thompson writes about Robert Proctor, a historian of science from Stanford, who coined the word “Agnotology,” or “the study of culturally constructed ignorance.” Proctor theorizes that “people always assume that if someone doesn’t know something, it’s because they haven’t paid attention or haven’t yet figured it out. But ignorance also comes from people literally suppressing truth—or drowning it out—or trying to make it so confusing that people stop hearing about what’s true and what’s not.” Thompson offers as examples:

1. “Bogus studies by cigarette companies trying to link lung cancer to baldness, viruses—anything but their product.”
2. Financial firms creating fancy-dancy financial instruments like “credit-default swaps [which] were designed not merely to dilute risk but to dilute knowledge; after they changed hands and been serially securitized, no one knew what they were worth.”

We have all heard the saying that “numbers are fungible” and we are also all cautious about “spin doctors” who appear in the media telling their side of the story rather than the truth.

So it seems that despite the advances wrought by the information revolution, we have some new challenges on our hands: not just incorrect information but people who literally seek to promote its opposite.

So we need to get the facts straight. And that means not only capturing valuable information, but also eliminating bias so that we are not making investment decisions on the basis of B.S.

Information: Knowledge or B.S.?

Leadership, Change, and Enterprise Architecture

Enterprise architecture is about planning, managing, and measuring change in an organization. To effect change requires true leadership, and this requires multiple skills.

In the book, The Leadership Triad by Dale Zand, three essential forces of leadership are presented—knowledge, trust, and power. These leadership forces guide constructive organizational change.

“Like three horses pulling a chariot, these forces, if coordinated and working together, provide a swift and exhilarating ride. But if one force is mismanaged or pulls against the others, the ride is bumpy and can end in disaster.”

Effective leaders integrate the three forces of knowledge, trust, and power to drive effective change and maintain efficient operations in their organizations: “They know what should be done, they have the trust of their people, and they use power appropriately:

1. Knowledge—“leaders know or can find out what should be done…they have vision and they know how to fulfill that vision. They set clear, challenging goals, and they know what needs to be done to reach the goals…they know how to gain access to the knowledge of others, and they know how to work with people to convert that knowledge into action.”
2. Trust—“people trust effective...leaders, giving them loyalty and commitment… [They] earn trust by disclosing relevant information, sharing influence, and competently using knowledge. They earn trust by fairness in their dealings with others—fulfilling the spirit of their agreements, sharing rewards and hard times and not abusing their power.”
3. Power—“leaders use their power appropriately. They know how to be directive or to delegate. They know how to review and evaluate constructively. They know how to be consultants, providing guidance rather than issuing commands.”

Why not just lead in a command and control fashion like in the military or law enforcement organization?

“The heroic fantasy of one person at the head of a column and followers shouting ‘charge’ as they mount the battlements is outdated. Instead leaders need to learn to use the sensing, searching, and thinking ability of all people within the organization.”

How are these leadership skills similar to those necessary for implementing enterprise architecture?

Knowledge, trust, and power are the cornerstones of an enterprise architecture program.

1. EA makes information transparent and provides information products to distribute knowledge and enable better decision-making. EA information is critical to decision-making, particularly in terms of ensuring sound IT investment management decisions, IT planning, analysis of problem areas—uncovering gaps, redundancies, inefficiencies, and opportunities--driving business process improvement, reengineering, and the introduction of new technologies to the organization.

“In the twentieth century society crossed…into the information age, marked by the emergence of the knowledge organization.”

“Competitive advantage in the information age is in constant jeopardy—knowledge is fluid, and creative thinkers leapfrog over existing knowledge.”

“Knowledge travels with the speed of thought, but can be blocked by the smallest emotional barrier. It can enlighten the entire organization’s operation, yet it can easily be concealed if people do not want leaders to see it. People throughout organizations continually acquire and create important, critical knowledge about customers, [suppliers], products, technology, costs, and competitors. But that knowledge can remain hidden and inaccessible to leaders. In the new world leaders need to liberate knowledge and creative thinking at all levels and in all corners of the organization. To compete, leaders need to move knowledge from where it is to where it can be used to define and achieve appropriate goals.”

EA helps to synthesize information and liberate knowledge to meet strategic goals.

2. EA is based on the trust of business and technical leaders and staff across the enterprise. EA synthesizes business and technology information. It relies on the trust of divisions, departments, and subject matter experts (SMEs) throughout the organization to share (and not hoard) information and build a results-driven, process-oriented, interoperable, standardized, cost-effective organization, rather than a siloed, ineffective one. In an EA-directed organization, siloed functions and management relinquish their own personal interests and perhaps, selfish motives and instead plan for the good of the overall organization. For example, decisions on IT investments are made based on enterprise priorities and cost-benefit-risk-architecture considerations, rather than who has the money to spend.

“Trust regulates the disclosure of information—how open people are with relevant information…trust regulates mutual influence—how receptive people are to each other’s goals and concerns, and trust regulates control—the intention to fulfill the spirit of a decision and willingness to rely on another person to implement her part of the decision.”

“Mistrust causes people to censor, delay, and distort relevant information. Social uncertainty compounds ambiguity, masks difficulties and deprives leaders of the opportunity to make high-quality decisions

3. The EA Board (chaired by the chief enterprise architect) ensures that proposed new IT projects, products, and standards align to and comply with the enterprise architecture. EA must have the power to mandate and enforce alignment and compliance or else the target architecture and transition plan is just a sham that will not yield enterprise results and achieve stated goals. Additionally, EA must have the ability to require SMEs to contribute regularly to the development, maintenance, and use of the EA. The business and technical SMEs are the owners of the EA content and must be partners with the EA team in ensuring that the architecture is kept current, accurate, and complete.

“Power is the ability to influence others so that they do or do not do something.”

“Leaders have legitimate power to determine the process by which decisions will be made.”

Knowledge, trust, and power are three dimensions of leadership that are the foundation for an effective EA program. EA ensures that the information needs of the organization are met in terms of business and technical baseline and target architectures and transition plans. EA relies on the trust of its organizational partners in the business and technical domains to share information and adhere to architectural decision and standards that are in the best interests of the overall organization, rather than any one individual, group, or function. And finally, EA requires the power to ensure alignment to and compliance with the architecture and the decisions of the architecture board or else EA is just a paper tiger and will fail.

Leadership, Change, and Enterprise Architecture