Published by Robert Scoble
I give you a front-row seat on the future. Focusing most of my efforts now on next-generation augmented reality and artificial intelligence, AKA "mixed reality."
SUBSCRIBE TO MY NEWSLETTER: http://clevermoe.com/scobleizer-news/
BUY OUR NEW BOOK: https://www.amazon.com/Fourth-Transformation-Robert-Scoble/dp/1539894444 "The Fourth Transformation: How augmented reality and artificial intelligence will change everything."
WATCH MY LATEST SPEECHES:
State of VR with Philip Rosedale (done in VR itself, very cool): https://www.youtube.com/watch?v=2zAA1EVGUZU
At GEOINT, June 2017: http://trajectorymagazine.com/glimpse-new-world/
Augmented World Expo, June 2017: https://www.youtube.com/watch?v=l4xHILvLD8E
At Leade.rs, April 2017: https://youtu.be/52_0JshgjXI
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BIO:
Scoble gives you a front-row seat on the future.
Literally. He had the first ride in the first Tesla. Siri was launched in his house. He's been the first to share all sorts of technologies and companies with you, from Flipboard to Pandora to Instagram.
Today he's focusing on mixed reality, AKA "next-generation augmented reality" which will include a new user interface for EVERYTHING in your life (IoT, Smart Cities, driverless cars, robots, drones, etc).
That's based on his view thanks to his past experience as futurist at Rackspace.
Best place to find Scoble? On his Facebook profile at https://www.facebook.com/RobertScoble
He has been a technology blogger since 2000, was one of five people who built Microsoft's Channel 9 video blog/community, worked at Fast Company Magazine running its TV efforts, and has been part of technology media businesses since 1993.
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SPEAKER PITCH:
Apple and Facebook now have revealed their Augmented Reality strategies, which means your business needs one too. Rely on Robert Scoble, the world's top authority on AR, to bring to your conference what businesses should do next.
SPEECH ABSTRACT #1:
TITLE: The Fourth Transformation: What's next in mixed reality (AR and AI) and the future of technology?
Here's an example of this talk at Leade.rs in Paris in April, 2017: https://youtu.be/52_0JshgjXI
Why "the Fourth Transformation?"
Soon we will have phones and glasses that do full on augmented reality. Everything you look at will potentially be augmented. This world is coming in late 2017 with a new iPhone from Apple, amongst other products. Microsoft is betting everything on its HoloLens glasses that do mixed reality and the industry is spending many billions of dollars in R&D and funding new companies like Magic Leap.
This future will be the user interface for IoT, Smart Cities, autonomous cars, robots, drones, and your TV.
This is a big deal and Robert will take you through what mixed reality is and how it will change every business.
Learn more about Robert's speaking style and contact his agent at http://odemanagement.com/robert-scoble/Robert-Scoble.html
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SPEECH ABSTRACT #2:
"The Next Two Clicks of Moore's Law."
Over the next four years, or two clicks of Moore's Law, a ton about our technology world will change. Scoble will bring you the best from his travels visiting R&D labs, startups, and innovators around the world.
He views the world through his rose-colored-mixed-reality glasses, which will be the new user interface for self driving cars, Smart Cities, IoT, and many other things in our world.
He'll send you off with some lessons for companies both large and small.
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SPEECH ABSTRACT #3:
"Personalized Meaning: What is Augmented Reality For?"
As we enter a far more technological world where even cars drive themselves, I predict we'll see a blowback toward the analog, more authentic world.
What role does augmented reality play in both worlds?
Get Scoble's insight into where augmented reality is going, see tons of real-world demos, and understand what he means by 'personalized meaning.'
CONTACT:
If you are looking to contact me, email is best: scobleizer@gmail.com.
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ENDORSEMENTS:
IZEA Top 25 Tech Influencers: https://izea.com/2017/07/07/25-top-tech-influencers/
Time: One of the top 140 Twitterers!
FT: One of the five most influential Twitterers!
Inc. Top 5 on list of Tech Power Players You Need to Know: http://www.inc.com/john-rampton/30-power-players-in-tech-you-need-to-know.html
Next Reality: #4 on top 50 AR influencer list: https://next.reality.news/news/nr50-next-realitys-50-people-watch-augmented-mixed-reality-0177454/
View all posts by Robert Scoble
I realise I don’t have the conversation to base this off of, only the paragraph above, but that question of, “Who sets the deadline” being an indication of a death march seems a bit myopic.
There are plenty of reasons to set deadlines for people to meet. The idiocy (and again this may have been in your conversation) is sticking to deadlines no matter what.
If there is a business driver to meet a date and you tell your people to meet it without asking if it is possible, that is also myopic. It all comes down to negotiation. The business needs a date met, the workerbees should come back with, “Here’s what we can give you by that date.”
If it is everything the business asks for then great. If not, you begin the discussions that will lead the business to either scaling back scope or adding people and money.
Like blogs 😉 it’s all about having the conversations that bridge the blue sky with the what’s possible.
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I realise I don’t have the conversation to base this off of, only the paragraph above, but that question of, “Who sets the deadline” being an indication of a death march seems a bit myopic.
There are plenty of reasons to set deadlines for people to meet. The idiocy (and again this may have been in your conversation) is sticking to deadlines no matter what.
If there is a business driver to meet a date and you tell your people to meet it without asking if it is possible, that is also myopic. It all comes down to negotiation. The business needs a date met, the workerbees should come back with, “Here’s what we can give you by that date.”
If it is everything the business asks for then great. If not, you begin the discussions that will lead the business to either scaling back scope or adding people and money.
Like blogs 😉 it’s all about having the conversations that bridge the blue sky with the what’s possible.
LikeLike
I realise I don’t have the conversation to base this off of, only the paragraph above, but that question of, “Who sets the deadline” being an indication of a death march seems a bit myopic.
There are plenty of reasons to set deadlines for people to meet. The idiocy (and again this may have been in your conversation) is sticking to deadlines no matter what.
If there is a business driver to meet a date and you tell your people to meet it without asking if it is possible, that is also myopic. It all comes down to negotiation. The business needs a date met, the workerbees should come back with, “Here’s what we can give you by that date.”
If it is everything the business asks for then great. If not, you begin the discussions that will lead the business to either scaling back scope or adding people and money.
Like blogs 😉 it’s all about having the conversations that bridge the blue sky with the what’s possible.
LikeLike
Matthew, yeah, that’s the problem with blogs. You can only post so much text and can’t give the context around a conversation.
The thing he was trying to point out is that companies on death marches force everyone to live with a pre-determined deadline without really doing the design work first and without really understanding the scope, or depth of what’s needed. Or the resources needed.
There also isn’t a whole lot of honesty, or understanding of the problem set between executives and developers, he said.
More to come on this one.
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Matthew, yeah, that’s the problem with blogs. You can only post so much text and can’t give the context around a conversation.
The thing he was trying to point out is that companies on death marches force everyone to live with a pre-determined deadline without really doing the design work first and without really understanding the scope, or depth of what’s needed. Or the resources needed.
There also isn’t a whole lot of honesty, or understanding of the problem set between executives and developers, he said.
More to come on this one.
LikeLike
Matthew, yeah, that’s the problem with blogs. You can only post so much text and can’t give the context around a conversation.
The thing he was trying to point out is that companies on death marches force everyone to live with a pre-determined deadline without really doing the design work first and without really understanding the scope, or depth of what’s needed. Or the resources needed.
There also isn’t a whole lot of honesty, or understanding of the problem set between executives and developers, he said.
More to come on this one.
LikeLike
Deadlines are important. It’s important to have commitments on getting stuff done and its important to have *realistic* predictions of when stuff will actually get done. So here is why it’s bad when schedules and deadlines are imposed from the top down: Upper management generally doesn’t have a clue how long tasks will take. When people who don’t really understand the task at hand make a schedule based on marketing and profitability, the result is unrealistic, and either the deadlines get missed or quality suffers. Of courses it is important to consider marketing and profitability in project manangement, but the right way to do it is give people lower down a detailed description of the task and allow them to be part of the planning process. If you can’t make a profitability bar then you may need to reduce the scope of the task.
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Deadlines are important. It’s important to have commitments on getting stuff done and its important to have *realistic* predictions of when stuff will actually get done. So here is why it’s bad when schedules and deadlines are imposed from the top down: Upper management generally doesn’t have a clue how long tasks will take. When people who don’t really understand the task at hand make a schedule based on marketing and profitability, the result is unrealistic, and either the deadlines get missed or quality suffers. Of courses it is important to consider marketing and profitability in project manangement, but the right way to do it is give people lower down a detailed description of the task and allow them to be part of the planning process. If you can’t make a profitability bar then you may need to reduce the scope of the task.
LikeLike
Deadlines are important. It’s important to have commitments on getting stuff done and its important to have *realistic* predictions of when stuff will actually get done. So here is why it’s bad when schedules and deadlines are imposed from the top down: Upper management generally doesn’t have a clue how long tasks will take. When people who don’t really understand the task at hand make a schedule based on marketing and profitability, the result is unrealistic, and either the deadlines get missed or quality suffers. Of courses it is important to consider marketing and profitability in project manangement, but the right way to do it is give people lower down a detailed description of the task and allow them to be part of the planning process. If you can’t make a profitability bar then you may need to reduce the scope of the task.
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Here are some notes in my blog from Cooper’s recent “Ending the Death March” talk.
I didn’t quite get what exactly the “blueprint” solution he recommends would work (and the inner-workings of the “Triad”)… Alan’s response to my questions live here.
I just wish I didn’t have to take a course to get to the bottom of this!
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Here are some notes in my blog from Cooper’s recent “Ending the Death March” talk.
I didn’t quite get what exactly the “blueprint” solution he recommends would work (and the inner-workings of the “Triad”)… Alan’s response to my questions live here.
I just wish I didn’t have to take a course to get to the bottom of this!
LikeLike
Here are some notes in my blog from Cooper’s recent “Ending the Death March” talk.
I didn’t quite get what exactly the “blueprint” solution he recommends would work (and the inner-workings of the “Triad”)… Alan’s response to my questions live here.
I just wish I didn’t have to take a course to get to the bottom of this!
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– So, are you on a death march?
– Yes, I am, but I enojoy having some pressure. How else am I going to get some adrenaline? Anyhow, it is limited pressure. We try to follow SEI’s CMMI guidelines.
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– So, are you on a death march?
– Yes, I am, but I enojoy having some pressure. How else am I going to get some adrenaline? Anyhow, it is limited pressure. We try to follow SEI’s CMMI guidelines.
LikeLike
– So, are you on a death march?
– Yes, I am, but I enojoy having some pressure. How else am I going to get some adrenaline? Anyhow, it is limited pressure. We try to follow SEI’s CMMI guidelines.
LikeLike
Robert, glad I was on the right track. I didn’t think that was something Mr. Cooper would support outright as the quote above (taken solely on its own (caveats understood)) would be the other end of the spectrum.
But one thing to point out, especially to bigger companies, is that there will be multiple areas that practise different strategies to bring concepts to market. Just because one area of the company rushes something to market to meet a date (when they know there are major bugs) doesn’t mean the rest of the company is like that.
In a way, it would be nice to have this situation within a big company. You could start tracking quality produced by the different approaches to see what truly works and why. In my experience, the “deadline or else” metality can only work if the company is committed to supporting what they launch from day -1; continuously and quickly relaunching with improvements. My guess is this is a little cheaper in the software world.
Anyway… 🙂 I could go on and on as figuring out how companies can do better work is of much interest to me.
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Robert, glad I was on the right track. I didn’t think that was something Mr. Cooper would support outright as the quote above (taken solely on its own (caveats understood)) would be the other end of the spectrum.
But one thing to point out, especially to bigger companies, is that there will be multiple areas that practise different strategies to bring concepts to market. Just because one area of the company rushes something to market to meet a date (when they know there are major bugs) doesn’t mean the rest of the company is like that.
In a way, it would be nice to have this situation within a big company. You could start tracking quality produced by the different approaches to see what truly works and why. In my experience, the “deadline or else” metality can only work if the company is committed to supporting what they launch from day -1; continuously and quickly relaunching with improvements. My guess is this is a little cheaper in the software world.
Anyway… 🙂 I could go on and on as figuring out how companies can do better work is of much interest to me.
LikeLike
Robert, glad I was on the right track. I didn’t think that was something Mr. Cooper would support outright as the quote above (taken solely on its own (caveats understood)) would be the other end of the spectrum.
But one thing to point out, especially to bigger companies, is that there will be multiple areas that practise different strategies to bring concepts to market. Just because one area of the company rushes something to market to meet a date (when they know there are major bugs) doesn’t mean the rest of the company is like that.
In a way, it would be nice to have this situation within a big company. You could start tracking quality produced by the different approaches to see what truly works and why. In my experience, the “deadline or else” metality can only work if the company is committed to supporting what they launch from day -1; continuously and quickly relaunching with improvements. My guess is this is a little cheaper in the software world.
Anyway… 🙂 I could go on and on as figuring out how companies can do better work is of much interest to me.
LikeLike