Fossils discovered in Nevada contain preserved guts from a mysterious creature that lived 550 million years ago.
Neon burst onto the scene at CES 2020 in a flurry of hype, but not much understanding of what the company wants to eventually achieve. It’s a complex vision of the future, where we live alongside digital humans that look like us, move like us, and can think, learn, and remember.
Seeking Delphi podcast host Mark Sackler is joined by panelists Liz Parrish, Aubrey de Grey, David Wood and co-moderator Keith Comito to discuss scenarios for getting to—and dealing with—a post aging future.
Technologies is a trusted partner and innovator in earth intelligence and space infrastructure. Find out who we are and our capabilities.
The company’s latest chips—and the bending gadgets they power—are learning to think for themselves.
The magnitude of the Great Lisbon Earthquake event, a historic and devastating earthquake and tsunami that struck Portugal on All Saints’ Day in 1755, may not be as high as previously estimated.
In his study published in the Bulletin of the Seismological Society of America, Joao F. B. D. Fonseca at the Universidade de Lisboa used macroseismic data—contemporaneous reports of shaking and damage—from Portugal, Spain and Morocco to calculate the earthquake’s magnitude at 7.7. Previous estimates placed the earthquake at magnitude 8.5 to 9.0.
Fonseca’s analysis also locates the epicenter of the 1755 earthquake offshore of the southwestern Iberian Peninsula, and suggests the rupture was a complicated one that may have involved faulting onshore as well. This re-evaluation could have implications for the seismic hazard map of the region, he said.
Samsung’s North American headquarters was designed to integrate into Silicon Valley, not wall employees off from it. Take a tour with WSJ’s Adam Falk as he checks out the workspace, including its elevated, open-air gardens.
Photo: Verus Productions
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City governments, agencies and companies are on high alert for ramped-up cyber activity possibly emanating from Iran. But attacks to a handful of websites across the globe, purportedly in the name of Iranian activists groups, aren’t cause for much concern and can’t truly be attributed to Iran in the short term.
The leadership challenge for all commercial organisations today is one of delivering continuous growth to their shareholders while trying to navigate an increasingly uncertain future and a world being transformed by dramatic advances in science and technology. There is also an underlying sense that we have to do everything faster – perhaps for fear that the opportunities may not last very long. In response, we are seeing the growing use of two key growth strategies — the quest for exponential growth and the growing use of corporate venturing. I discussed exponential growth in Part 1, and in Part 2 I focus on the learning and development implications of the adoption of corporate venturing.
Corporate venturing and intrapreneuring are seen as ways of buying ourselves faster learning and growth. As organisations wrestle with finding the right path to the future, we can expect a growing focus on the use of corporate venturing, or corporate venture capital. This is basically the investment of funds in external start-up companies. Intrapreneuring tends to be used to refer to investment in new venture ideas generated by internal team members. Typically, these venturing approaches are focused on capital and resource investments in firms and internally generated ideas that could enhance the core business, create enterprises in adjacent sectors, or generate ventures that could potentially disrupt and compete with the existing entity.
This business model may become increasingly popular as firms look to these startups to help speed up knowledge acquisition, learn about emerging technologies, accelerate entry to new markets, or access critical skills and resources. Core to the success of such models are intrapreneurs and venture managers who can help the ventures gain the support they need from the core business without the imposition of unnecessary central processes and controls. Alongside these venture management skills, success requires internal leaders and functional heads to have the ability to collaborate with new ventures which might threaten their existing business.
As the desire is typically to launch these venturing and internal incubator units at speed, a level of pre-emptive skills investment is required to establish the required structures and processes to manage the activities. Fast track approaches to learning here would include meeting with a range of such venture units in different organisations. These study tours can provide deep insight into the technical aspects of running venturing and how they have tackled the issues of securing internal support, ensuring accelerated decision making, and dealing with the conflicts that can arise as parts of the business feel threatened by the new initiatives and investments. Secondments to and from established venturing units and venture capital funds can also help with accelerated knowledge acquisition.
Continue reading “Strategies for the Digital Age Part 2 – Corporate Venturing” »
