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Here’s Why Google Is Open-Sourcing Some Of Its Most Important Technology

2016 July 27
Larry Page Sergei Brin

We think of art as the most human of endeavors, but in recent years we’ve learned that machines can understand creativity too. There are algorithms that evaluate songs and movies for record companies and movie studios. One music professor even created a program that wrote compositions which drew critical acclaim.

Paradoxically, developing algorithms that can create artistic works pushes the bounds of human capability. Unlike machines that, say, dig holes or build cars, algorithms that produce creative work need to understand things that even humans find difficult to articulate. That’s the idea behind Google’s Magenta project, which is developing machine learning tools for art and music

Magenta is built on top of TensorFlow, the library of machine learning tools that the firm recently released as an open source technology, allowing anyone who wants to download the source code. To get a sense of why Google would open up its most advanced work, which is at the heart of its most important products, I asked company executives about it.

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5 Things I’ve Learned About Creativity

2016 July 24
by Greg Satell
Creativity man and lightbulb

I never planned to be a writer. In fact, it was something I actively avoided. As a publishing CEO, I felt it was important to steer clear of the creative process. When business side people start inserting themselves into creative work, it usually leads to trouble. So I focused on supporting other people’s creativity rather than pursuing my own.

But a strange confluence of events led to a blog, which found an audience and led to me becoming a contributor on Forbes and Harvard Business Review. That, in turn, led to an even bigger audience and, more recently, a book deal. So now, I guess I’m a full fledged writer.

I’m one of the last people you’d expect to become a writer. I wasn’t very interested in writing in school and, to be honest, wasn’t particularly good at it when I first started my blog. Yet the truth is that talent is overrated and anyone can learn to be creative over time. So here’s five things that I’ve learned along the way that can help you unlock your own creativity.

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A Look Inside Four Decades Of Breakthroughs At IBM Research

2016 July 20
by Greg Satell
Bernie Meyerson

American industry has a rich heritage of top-notch corporate labs. Bell Labs created not only the transistor, but also other fundamental breakthroughs, such as the laser and information theory. PARC, developed much of the technology we associate with modern computers, such as the mouse and the graphical user interface.

Both labs have attained mythical status and rightly so. Yet IBM Research has been no less important, developing early breakthroughs such as the first computer language and the relational database, garnering 5 Nobel Prizes along the way. And unlike Bell Labs and PARC, it’s still going strong.

Today, it employs thousands of scientists in 12 labs across six continents and continues to make breakthroughs in areas such as cognitive computing, quantum computing and neuromorphic chips. To get a better sense of what makes IBM Research tick, I talked to Bernie Meyerson, IBM’s Chief Innovation Officer about his 35 years there.

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A New Breed Of Innovation

2016 July 17
by Greg Satell
Giulio Draetta

By the mid-1980’s, the American semiconductor industry seemed like it was doomed. Although US firms had pioneered and dominated the technology for decades, they were now getting pummeled by cheaper Japanese imports. Much like cars and electronics, microchips seemed destined to become another symbol of American decline.

The dire outlook had serious ramifications for both US competitiveness and national security. So in 1986, the American government created SEMATECH, a consortium of government agencies, research institutions and private industry. By the mid 1990’s, the US was once again dominating semiconductors.

Today, SEMATECH is a wholly private enterprise, funded by its members, but its original model is being widely deployed to solve new problems, such as creating next generation batteries, curing cancer and reviving American manufacturing. The truth is that some of the problems we face today are simply too big and complex to be solved by any one organization.

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4 Things Publishers Need To Know To Compete In The Digital Age

2016 July 13
by Greg Satell
Digital Journalism

I recently wrote an article about Tribune Publishing’s reincarnation as Tronc and the poorly thought out video that the company put out describing its efforts. It seemed to be well received and many people, even those who work at Tronc, seemed to think I had gotten it right.

My basic point was that the notion that you can transform a failing media company — or any company in any industry for that matter — by infusing it with data and algorithms is terribly misguided. I stand by that analysis, but I also realize that rather than tell publishers what they should do, I merely spelled out what won’t work.

I also think my article gave Tronc’s management short shrift. The fact is that they are trying to revive a storied icon of American journalism and should be given some credit. As a former publishing CEO who managed a number of digital and print brands, I know how difficult that can be. So here are four things that publishers need to know to compete in the digital age.

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Sometimes Even A Breakthrough Discovery Is Not Enough, You Have To Have The Strength To See It Through

2016 July 10
by Greg Satell
James Allison Breakthrough Prize

We tend to think of innovation as a moment of epiphany followed by an onward march toward disruption. Sure, there are always some twists and turns along the way, but fearless entrepreneurs seem to have no problem adapting, iterating and pivoting their way to incredible success.

That makes for inspiring stories, but the truth is that innovation more often follows a long and twisted path. Chief among the difficulties is the wide chasm—often known as the Valley of Death—that separates the discovery of important new insights and the development of a viable product. Many promising ideas never make it through.

That’s one of the things that makes James Allison’s development of Cancer Immunotherapy so inspiring. Not only is it achieving miraculous results, curing people with terminal cancer who once would have had no hope, but has led others to pursue similar research. The story also shows how hard it is to bring a major discovery to market, even if it’s a miracle cure.

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America’s Distinctive Brand Of Change

2016 July 4
by Greg Satell
Immigrants - Statue of Liberty

A few weeks ago, my friend and former colleague Vitaly Sych reached out and asked me to write an essay about “change in America” for the Ukrainian newsmagazine, “Novoe Vremya.” It is to be published in a supplement to the magazine published in cooperation with the American Embassy in Kyiv this week.

Ukrainians are, for a variety of reasons, intensely curious about the US. They, like most nations, are interested in knowing more about the most powerful country in the world. Our influence in their affairs has grown since the Euromaidan protests and the conflict with Russia that followed. Much of their fate rests in our hands.

So while we are currently viewed very favorably by the former Soviet Republic — by a margin of 69-22 according to Pew — and they welcome our support for their independence, there remains an element of confusion surrounding us, our values and our motives. I wrote this essay for a Ukrainian audience, but I’d also like to share it here on July 4th.

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Summer Reading List: 17 Great Books Every Innovator Should Read

2016 July 3
by Greg Satell
summer reading umbrella

After nearly seven years writing this blog, I’ve decided to start work on a book about innovation. While there is certainly no shortage of great innovation books on the market, I feel strongly that the time has come for a different approach and I think there is much I can add to the discussion.

The problem, as I see it, is that most of the literature tends to be narrowly focused on a particular approach, leaning heavily on either a single organization’s experience or a limited set of case studies. These can be very helpful if they happen to describe a problem you’re trying to solve, but absolutely useless when they don’t

That’s why I’m writing this book, to give managers a more complete account of how to match problems with solutions. To do so, I’ve cast a wide net, talking to a diverse array of executives and researchers about their work. There have also been many books that I’ve found helpful. So for this summer’s list, I’d like to highlight 17 books that I think innovators should read.

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The Data Delusion

2016 June 29

Tribune Publishing, a storied icon of American journalism, recently renamed itself Tronc and released a video to show off a new “content optimization platform,” that its Chief Technology Officer, Malcolm CasSelle, claims will be “the key to making our content really valuable to the broadest possible audience” through the use of machine learning.

As a marketing ploy the move clearly failed. Instead of debuting a new tech-savvy firm that would, in the words of Chief Digital Officer Anne Vasquez, be like “having a tech startup culture meet a legacy corporate culture,” it came off as buzzword-laden and naive. The Internet positively erupted with derision.

Yet what I find even more disturbing than the style is the substance. The notion that you can transform a failing media company—or any company in any industry for that matter— by infusing it with data and algorithms is terribly misguided. While technology can certainly improve performance, the idea that it can replace a sound strategy is a dangerous delusion.

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Managing With A Soul

2016 June 26
by Greg Satell
boy CEO

“Managing without soul has become an epidemic in society. Many managers these days seem to specialize in killing cultures, at the expense of human engagement.” That’s what management guru Henry Mintzberg recently wrote about the current state of corporate culture on his blog.

Too make matters even worse, he points out that many executives are actually trained to operate that way at MBA programs. While business schools teach technocratic skills, such as finance, optimization and resource management, they do very little in the way of strengthening souls.

Sadly, corporate culture discussions usually devolve into buzzwords, like “authenticity.” And while Mintzberg says that after a half century of studying organizations he can get a sense of an one’s soul “in an instant,” he offers little guidance how to develop one. The truth is that you don’t find your soul inside yourself, but by finding your place in the world.

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