Many thanks for a great event – Accelerating the Open Source IOT ecosystem ..

Accelerating the Open Source IOT ecosystem was a great event and completely sold out – even the extra tickets

Here is a note of thanks for the speakers and attendees

Hello all

Many thanks for the amazing day.
Lots of great comments and feedback on twitter as well – which I am still catching up on
As I mentioned, there have been requests to run this event in San Francisco and China. So, it may well be the start of something bigger.
If you have attended events I chair, they are all based on a simple set of ideas
a)  Bring the best thinkers in the industry
b)  Foster an ecosystem
c)  Create a conversation
d)  Intellectual excellence
We have all attended events with speaker after speaker presenting canned ‘PR department sanitized slides’ – and there is little learning,sharing or dialogue.
So, the real secret of a great event is the ecosystem i.e. the speakers and the attendees
Finally, it was always a risk running an event on such a narrow theme ‘Open Source IOT ecosystem’.
But I truly believe in it!
Its an idea whose time has come – as the speakers and the participation testified (the event was fully booked out a week ago and even the extra tickets were gone!)
Finally, thanks to the webinos foundation and Campus London for their support.
I will send presentations next week after checking with speakers
We will send also a publication – when we create it over the next few weeks.
Some of you have already sent ideas (thanks for that!)
We have plans to create a taxonomy for Open Source IOT
Happy to stay in touch on twitter, linkedin and facebook as below
many thanks again
kind rgds

 

Limited edition early version of my new book – The Telco Data Scientist – A case study approach

I have mentioned this book earlier in the year and it reflects a growing focus on Big Data for futuretext
A brief outline below
The book will be available as a limited edition for Feb 2013
Please contact me for pricing for the early limited edition at ajit.jaokar at futuretext.com 
The book is based on real case studies and insights
The ultimate objective will be to prepare you for the role of a Telco Data Scientist
I define a Telco Data Scientist as someone who performs/ aspires to perform the role of a Data Scientist and uses Telco/Mobile data
The Telco Data Scientist – A case study approach 
According to the Harvard Business School, the Role of the Data scientist will be the hottest job in the forthcoming future.
However, every industry will have different considerations for a Data Scientist. Specifically, the Telco industry will have unique considerations and great opportunities.
This book will explore the role and opportunities for a Telco Data scientist
Based on interviews and case studies with Operators and Vendors in this field – the book will provide a practical approach for the Telco Data Scientist
An indicative outline of the Telco Data Scientist 
An introduction to Big Data
The role of the Data Scientist
An overview of the Telecoms Opportunities
Data sets for Telcos
IOT Data
Data monetization and Business models
Case studies and ‘low hanging fruit’
Lessons from early adopters
Monetization strategies
Regulation
Data Quality
Tools and technologies
Understanding and analyzing Telecoms data
Vendor strategies

F6s – a growing community for start-ups which you should join ..

 

 

 

Communities/ networks which grow organically are always of interest

I joined f6s a while ago and over that time get a steady stream of emails like “Your Linkedin friend XXX just joined f6s”

Since these are people I respect, I was intrigued.

The @lisadevaney tweeted an f6s press release  Tech Startup Founders Worldwide Rake in 100 Million Dollars in F6S Startup Card Deal.

Through Lisa, I spoke to Sean Kane – f6s co-founder about it.

The value proposition sounds a bit high (100 million dollars!) but it is seen as a reflection of f6s growth as a simple multiple of its 150,000 members

F6S is the leading global community for startup founders. It is made up of startup founders around the world, over 1,000 supporting companies, more than 3,000 startup programs and thousands of mentors and investors. The F6S community is focussed on helping founders grow through startup events, accelerator programs, community and jobs. The F6S Startup Card deals now drive the world’s largest tech startup deals community. F6S is based in London’s Tech City region, with startup representatives around the world.

Startup founders now have full access to the deals through F6S Startup Card membership

F6S released the following statistics about F6S Startup Card use:

64% of the 31.337 F6S startups have taken at least one deal available through their F6S Startup Card

F6S startups have received $5,272 in value on average from their F6S Startup Card

The most popular five categories for F6S Startup Card holders are cloud services (21%), design (9.75%), hosting (5.95%), analytics (5.95%) and email (5.35%)

I watch this space with interest

With the Nao Robot team in Vilnius – Lithuania

with the Nao Robot team in Vilnius – Lithuania

We are working with Nao @feynlabs

We are huge fans!

If you don’t know Nao – see below

 

 

 

Chairing first day of conference .. Big Data Monetization in Telecoms

 

 

 

 

I chaired and spoke at the Big Data in Telecoms Monetization conference

This was an interesting conference and much aligned to my work on Big Data and Telecoms

I started with a quote – variously attributed to J Paul Getty - The meek shall inherit the earth – but not its mining rights 

In other words, Data will be free and avaialble and Open but some one will make money out of it (which essentially was the theme i.e. monetization)

I will blog about this conference more when I get more from the speakers ..

But there are many facets

Ex – The business case for Big Data in Telecoms  ..

Who owns? IT/Business

Should it come from IT or business

We should be able to prove a hypothesis and then a real business case

What are the quick wins

Inside vs Outside ROI (inside will be more likely for ROI)

Should we set up as a different business?

Do we need hadoop (hadoop allows us to explore new ideas although existing ways)

Should we set up a seperate Data selling company or a mobile apps company

Worth paying for data that can be used internally

Putting loads of data and not figuring what for rarely works

and much more ..

Will need more blogs ..

some gems from twitter

@AjitJaokar via @yifatkafkafi Best quote today: Big Data’s like teenage sex-everyone talks about it, but don’t know how to do it & think everyone else does #BigDataIQ

@AjitJaokar 5 Nov #bigdatatelecoms #bigdataiq – If you torture data for long enough you can make it say anything you want!

 

feynlabs Miami session .. learning to code using Raspberry Pi and Python

The feynlabs miami session was amazing ..

And lots to learn from conducting one of the largest sessions so far on the Raspberry Pi (64 people including parents)

Was hands on and the kids (most who did not know any Python) hacked complex code

see https://www.dropbox.com/s/6tvqghbfjc0v81r/20131025_110712.mp4

This was the objective

One girl made it into ‘many balls’ by creating instances of the ball class in many colours .. very much on her own .. ie was not
planned

I am amazed by the way kids learn and how fast they ‘get’ code in comparison to adults ..

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Policy making 3.0 – Connecting the Futurium to research event

 

 

 

 

 

 

 

 

I have been invited to participate in the session session “Connecting the Futurium to research” at the  ICT 2013 event in Vilnius.

The session is about the “Policy Making 3.0” model, which I have reviewed before on the OpenGardens blog From Landsgemeinde to Policy 3.0 – Paper review – The Futurium—a Foresight Platform for Evidence-Based and Participatory Policymaking and I have followed it with interest as the Futurium platform evolves.

 

Futurium was initially developed primarily for hosting and curating visions and policy ideas but has since turned into a platform on which to experiment with new policymaking models based on scientific evidence and stakeholder participation, referred to in this paper as ‘Policy Making 3.0’.

 

The purpose of this networking session is to:

-          Identify possible features and components that could contribute to expand the Futurium implementation, for instance: to improve the user experience (e.g. gaming, semantic-based search), to address specific foresight needs or to analyse the content co-created by the futurium users (e.g. data mining).

-          Identify prospective use cases of the Futurium model to address specific policy needs, in the context of local, national and international policy making contexts.

You can participate online also via “Connecting the Futurium to research

From the paper a review and summary:

 

  • Rationale for Policy making 3.0 – Due to the rate of change in society and technology, Policy making needs to be dynamic and keep up with the change. Currently, Policy making reacts to emergencies and evolves from there.  However, there is a growing need to improve forward thinking in policymaking practices which goes beyond current trends.

 

  • The challenges can be articulated along two main axes – 1. Evidence about the status of the real world vs. inspiration from longer-term thinking and 2. Delegated leadership vs. participatory leadership

 

  • Evidence vs. Futures balances current trends and short-term forecasts by detecting ‘weak signals’ and exploring alternative paths offered by progress in science and technology may help us to see challenges and opportunities earlier, thus broadening and improving the strategic base of policymaking.

 

  • Representative vs. Participatory Leadership – Balances inputs from participatory channels like social media with Trust, Identity management. It uses Social media to improve the links between policymakers and stakeholders to take a more participatory approach to the design of future policies.

 

  • Policy Making 3.0 is a participatory and evidence-based model designed to provide an answer to the above challenges. It is based on the metaphor of a ‘collective brain’ (or emerging collective intelligence) according to which stakeholders and policymakers form a social network to co-design policies on the basis of two distinct factors:  1) The scientific evidence stemming from the collective wisdom of stakeholders and policymakers. This is the collective and rational contribution of the participants to the policy (the ‘left hemisphere’ of the social network’s brain). Evidence is often elicited from data from and numerical models of the real world (e.g. statistics, data mining etc.).  and 2) The visions resulting from the collective aspirations of stakeholders and policy makers, which are measurable through the social network. This can be considered as the ‘emotional and imaginative’ contribution of the participants to the policy (the ‘right hemisphere’ of the social network’s brain).

 

  • The essential elements of the Policy Making 3.0 process: 1. The implementation of policies co-developed by policymakers and stakeholders has an impact on the real world (individuals, society, economy, environment etc.). 2. The real world is monitored and data are gathered, measured and analysed through knowledge mining and statistical tools, which makes it possible to identify trends, issues and challenges and to elicit scientific evidence. 3. The scientific evidence provides information which stakeholders and policymakers can use to reshape policies. 4. Stakeholders and policymakers interact in social networks where other factors rather than evidence emerge, such as personal opinions, corporate interests, lobbying, ideological values and other ‘non-measurable’ factors (i.e. that cannot be easily sensed and automatically captured). Such factors often prevail over the scientific evidence. There are also boundary constraints that come in the form of values and laws (e.g. constitutional rules). 5. Policies may also be inspired by desirable visions and aspirations that are not necessarily in line with current, short-term trends and can also be considered as part of the ‘emotional’ and intuitive factors that influence decisions.
  • Finally, In order to allow policymakers and stakeholders to work together and co-create in social networks, a common vocabulary of shared concepts (futures, policies etc.) is needed.

I am looking forward to some insightful discussions