Showing posts with label Accuracy. Show all posts
Showing posts with label Accuracy. Show all posts

October 29, 2019

Robot Warriors Kick Human A*s


This is one incredible parody video of what robotic warriors of the future will be able to do. 

The robot takes an incredible beating and never misses a shot!

They even hit him numerous times with a battering ram for Pete's sake. 

Also, amazed that none of the actors in this video ended up taking a bullet or two. 

Wow, the future is going to be amazing. ;-)

(Thank you to my wonderful son-in-law for sending this to me)
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July 21, 2018

Israel On Fire

Please see my new article in Times of Israel, "Israel Must Fight Fire With Fire."

When the Hamas terrorist's from Gaza are trying to burn the State of Israel, Israel needs to make sure it's the terrorists are the ones getting burnt.  ;-)

(Source Photo: Andy Blumenthal)
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June 9, 2017

Drones Vs. Man

I took this photo of this man and drone in Florida. 

Look how close this machine is flying to his head!

Aside from the surveillance capabilities and offsetting privacy issues, these are bringing some dangerous fighting capabilities anywhere and everywhere.

Just today, I read about how the U.S. shot down an armed Syrian drone--presumably made and deployed by Iran!

I guess it's not proprietary technology anymore!

As drones and robots become better, faster, and cheaper and ubiquitous on the battlefield and on main street, who will be (relatively) safe anymore? 

Unless of course, my drones are stronger than your drones!

It's going to be a war of technology and machines more than ever before. 

Small ones like insects, swarms of them like engulfing locust, and large ones like Godzilla. 

What was once human flesh against a steel blade, arrow, and then bullet is now going to be an superfast artificially intelligent, armed to the hilt "man of steel" (and they don't miss) against just regular everyday people.

Don't hurt your hand punching that Robot in the face. ;-)

(Source Photo: Andy Blumenthal)
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April 25, 2017

Check The Clock

So it should be so easy...

We manage time by the hours and minutes--and moments of life. 

This sign was hilarious though:
Breakfast 6 am - 10 am
Lunch 11 am - 2 pm
Dinner 4 pm - 7 pm
We are here to serve you any time.
Really, if you're here to serve us any time, then isn't that mean around the clock--24/7--and not just the total 10 hours listed?

What a ridiculous contradiction!

It reminded me of another crazy story of the person who when you ask what time it is, they tell you how to make the watch.

Yes, the point has definitely been missed by the other person.

Their explanation may be very detailed and even accurate on how to make a watch, but frankly they missed the point altogether, which was simply what time is it!

We need to pay attention to our communications and be honest and actually say what it is, and not beat around the 24-hour bush. ;-)

(Source Photo: Andy Blumenthal)
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October 24, 2013

Performance and Transparency - 2gether 4ever

Really liked this performance measurement and transparency at Home Depot.

Here are their store performance measures prominently displayed.

Not a high-tech solution, but every measure has its place and metrics. 

- Looks at friendly customer service.

- Tracks speed of checkout.

- Measures accuracy of transactions.

This lines up well with the management adage that "you can't manage what you don't measure."

Some pointers:

- Identify, collaboratively, your key drivers of performance

- Determine whether/how you can measure them efficiently (i.e. qualitatively, quantitatively)

- Set realistic, stretch targets for the organization

- Communicate the goals and measures, 360 degrees

- Regularly capture the measures and make the metrics transparent

- Recognize and reward success and course correct when necessary

- Reevaluate measures and goals over time to ensure they are still relevant 

Wash, rinse, repeat for continuous improvement. ;-)

(Source Photo: Dannielle Blumenthal)
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October 2, 2013

A Typo, Right?

Looking for a job...

Check out the title for this position (advertised in the Washington Post).

Just imagine you can be a Virtual Executive A*s--and not even get paid. 

What's particularly funny is that people often complain that executives (the bad ones) are indeed the "A" word. 

Some typo in the ad that is--it is a typo, right? ;-)
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September 7, 2013

Rethinking How Blood Work Is Done

The Wall Street Journal has a fascinating interview today with Elizabeth Holmes, the founder of a new company that has rethought how we do blood work for medical diagnosis.

Her company, Theranos, has certified phlebotomists for taking patient's blood, but instead of taking vials and vials of blood, they just take a pinprick worth--1/1,000 of a typical draw--from the tip of your finger.

Moreover, unlike with conventional blood work testing, "only about 62% of tests that doctors order are ultimately carried out,"partially because there is still not enough blood drawn, but with Theranos the tests are able to be done with only small drop sample sizes. 

With advanced, patented technology, Theranos does the tests (blood, urine, other) faster--in 4 hours or less, rather than in days, so you, the patient, can get the results quicker, and treatment for your condition sooner.

Moreover the results are said to be more precise to within a 10% variation--in contrast to typical labs tests that are within plus-or-minus 30% allowable error--a 60% error range!

With faster and better technology, Theranos helps your doctor to make a more accurate diagnosis and provide targeted treatment. 

The testing results are provided securely and electronically to the doctors in this very cool dashboard (pictured above) in which blood measurements can be quickly and easily seen on a scale of low-to-high, as well as whether something is deficient, insufficient, or at toxic levels. 

Also, Theranos provides trending of results over time, so the physician can quickly see whether the patient's condition is worsening or improving, and can make treatment decisions accordingly. 

And when the doctor releases the results, you'll be able to logon and see them for yourself as well. 

Further, Theranos is committing to conduct the blood work at a 50%-off discount on Medicare fees--they are saying, "we want to bill you at less than you're willing to reimburse."

I really like when someone bold and bright like Elizabeth Holmes comes along and breaks the old broken paradigms--really rethinking how something could/should be done better. 

In general, it often seems that the medical field is change/risk adverse (like with adoption of electronic health records), but Ms. Holmes has brought a better, faster, and cheaper testing and diagnostic process to all of us.  

I noticed that Theranos has a very impressive roster on it's board, including former Secretary of States Henry Kissinger and George Schultz and former Secretary of Defense, William J. Perry to name just a few. 

Theranos seems to be the company to watch in this medical diagnostic laboratory field. 

No more scary big needles--just a pin-prick and a few drops of blood...that's blood worth taking and testing. ;-) 

(Source Photo: Theranos Website)
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October 12, 2012

Cloud $ Confusion

It seems like never before has a technology platform brought so much confusion as the Cloud.


No, I am not talking about the definition of cloud (which dogged many for quite some time), but the cost-savings or the elusiveness of them related to cloud computing.

On one hand, we have the Federal Cloud Computing Strategy, which estimated that 25% of the Federal IT Budget of $80 billion could move to the cloud and NextGov (Sept 2012) reported that the Federal CIO told a senate panel in May 2011 that with Cloud, the government would save a minimum of $5 billion annually.

Next we have bombastic estimates of cost savings from the likes of the MeriTalk Cloud Computing Exchange that estimates about $5.5 billion in savings so far annually (7% of the Federal IT budget) and that this could grow to $12 billion (or 15% of the IT budget) within 3 years, as quoted in an article in Forbes (April 2012) or as much as $16.6 billion annually as quoted in the NextGov article--more than triple the estimated savings that even OMB put out.

On the other hand, we have a raft of recent articles questioning the ability to get to these savings, federal managers and the private sector's belief in them, and even the ability to accurately calculate and report on them.

- Federal Computer Week (1 Feb 2012)--"Federal managers doubt cloud computing's cost-savings claims" and that "most respondents were also not sold on the promises of cloud computing as a long-term money saver."

  - Federal Times (8 October 2012)--"Is the cloud overhyped? predicted savings hard to verify" and a table included show projected cloud-saving goals of only about $16 million per year across 9 Federal agencies.

  - CIO Magazine (15 March 2012)--"Despite Predictions to the Contrary, Exchange Holds Off Gmail in D.C." cites how with a pilot of 300 users, they found Gmail didn't even pass the "as good or better" test.

- ComputerWorld (7 September 2012)--"GM to hire 10,000 IT pros as it 'insources' work" so majority of work is done by GM employees and enables the business.

Aside from the cost-savings and mission satisfaction with cloud services, there is still the issue of security, where according to the article in Forbes from this year, still "A majority of IT managers, 85%, say they are worried about the security implications of moving to their operations to the cloud," with most applications being moved being things like collaboration and conferencing tools, email, and administrative applications--this is not primarily the high value mission-driven systems of the organization.

Evidently, there continues to be a huge disconnect being the hype and the reality of cloud computing.


One thing is for sure--it's time to stop making up cost-saving numbers to score points inside one's agency or outside.

One way to promote more accurate reporting is to require documentation substantiating the cost-savings by showing the before and after costs, and oh yeah including the migration costs too and all the planning that goes into it. 

Another more drastic way is to take the claimed savings back to the Treasury and the taxpayer.

Only with accurate reporting and transparency can we make good business decisions about what the real cost-benefits are of moving to the cloud and therefore, what actually should be moved there. 

While there is an intuitiveness that we will reduce costs and achieve efficiencies by using shared services, leveraging service providers with core IT expertise, and by paying for only what we use, we still need to know the accurate numbers and risks to gauge the true net benefits of cloud. 

It's either know what you are actually getting or just go with what sounds good and try to pull out a cookie--how would you proceed? 

(Source Photo: Andy Blumenthal)

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November 15, 2008

Speed versus Accuracy and Enterprise Architecture

What’s more important speed or accuracy when it comes to developing and implementing a enterprise architecture?’

On one hand, if your target architecture and transition plans are inaccurate, then you are leading your organization down the wrong business and IT path. One the other hand, if your architecture is not timely, then you are serving up outdated plans and strategy to the organization to no avail.

The Wall Street Journal, 12 November 2008, has an interesting article on an innovative Google “Flu-Bug Tracker” that I think sheds some light on this issue.

Google has a free web service at www.google.org/flutrends that “uses computers to crunch millions of Internet searches people make for keywords that might be related to the flu—for instance ‘cough’ or ‘fever’. It displays the results on a map of the U.S. and shows a chart of changes in flu activity around the country.”

The Google Flu Trend data is meaningful because of strong correlation found between those searching flu related keywords and those actually coming down with the flu as reported by the Center for Disease Control and Prevention (CDC) one to two weeks later.

“In any given year, between 5% and 20% of Americans catch the flu.”

By getting advance warning of flu trends out to CDC and the public, Google may help provide an early warning for outbreaks. “For epidemiologists, this is an exciting development, because early detection of a disease outbreak can reduce the number of people affected. If a new strain of influenza virus emerges under certain conditions, a pandemic could emerge and cause millions of deaths (as happened, for example, in 1918).” (http://www.google.org/about/flutrends/how.html)

So speed of information is crucial here to early warning—helping people and saving lives. However, the Google Flu Trend information, based on tracking keyword searches, is not as accurate as capturing actual cases of the flu confirmed by laboratory testing.

So like with enterprise architecture, you have a trade-off between speed and accuracy.

With the Flu Trends data, “what they lose in accuracy, the site may make up in speed…reducing that time is crucial for combating influenza, which can manifest itself one to three days after a person comes into contact with the virus.”

Ms. Finelli of the CDC stated: “If you get data that’s not very timely one or two weeks old, it’s possible that the outbreak has already peaked.”

So is there a lesson here for enterprise architects?

Speed and agility is crucial in the making valuable decisions for the organizations in the marketplace, as it is in helping people in their healthcare. Trying to get all or completely accurate information to do an enterprise architecture or strategic plan is like trying to get 100% confirmed cases of the flu—if you wait until you have complete and perfect information, it will be too late to respond effectively.

It’s sort of like the adage “analysis paralysis”—if you keep analyzing and mulling over the data never making a decision, you are essentially paralyzed into non-action.

So it is crucial to get good-enough data that allows you to extrapolate and make decisions that are timely and effective. Of course, you can always course correct as you get more and better information and you get a clearer picture. But don’t wait till everyone in the enterprise has a confirmed case of the proverbial flu to start taking reasonable action.


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