Using the Molonglo Observatory Synthesis Telescope (MOST), astronomers have detected a glitch in the radio pulsar PSR J0908−4913. The finding, detailed in a paper published December 18 on the arXiv preprint server, could be helpful in shedding more light on the properties and nature of this pulsar.
Extraterrestrial sources of radiation with a regular periodicity, known as pulsars, are usually detected in the form of short bursts of radio emission. Radio pulsars are generally described as highly magnetised, rapidly rotating neutron stars with a lighthouse beam of radiation that produces the pulsed emission.
Glitches are sudden changes of the pulsar’s spin rate. The exact cause of the glitches is still unknown, however, they are believed to be caused by an internal process within the pulsar. The most popular hypotheses suggest that the glitches can originate from either a transfer of angular momentum from the core to the crust via the unpinning of superfluid vortices or cracking of the star’s crust. Identifying and studying new glitches could therefore be crucial to improve our understanding of their origin and the nature of pulsars in general.
If all goes to plan, this mission will be just the first of as many as 20 Starlink launches this year as SpaceX builds up a constellation of satellites in low-Earth orbit to provide global Internet service. SpaceX may begin to offer “bumpy” service by the middle of this year to some consumers.
Following this next launch, scheduled for 9:19pm ET Monday (02:19 UTC Tuesday), SpaceX will have a constellation of nearly 180 satellites in low-Earth orbit, each weighing a little more than 220kg. This will make the company simultaneously the world’s largest private satellite operator (eclipsing Planet Labs), while also being the most active private launch company.
Chinese officials marked the one-year anniversary of the Chang’e 4 mission’s historic first soft landing on the far side of the moon Friday with the public release of data collected by scientific instruments and cameras on the lunar lander and rover.
The Chang’e 4 lander and Yutu 2 rover landed together on the lunar surface Jan. 3, 2019, marking the first time a spacecraft has ever safely touched down on the far side of the moon.
Around 12 hours after touchdown, the Yutu 2 rover drove down a ramp to disembark from the Chang’e 4 mission’s stationary landing platform to begin exploring the barren lunar landscape.
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.
