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The solution to continuous disruption requires new ways to think about, organize, and build and deploy national security people, organizations and solutions. Here are our thoughts about how to confront the Red Queen trap and adapt a government agency to infuse continuous innovation in its culture and practices. Inevitably, while all of our defense and national security agencies will tell you that innovation is one of their pillars, innovation actually is an ill-defined and amorphous aspirational goal, while the people, budget and organization continue to flow to execution of mission as per guidance.

There is no guidance or acknowledgement that in our national security agencies, even as we execute our current mission, our capabilities decline every year due to security breaches, technology timing out, tradecraft obsolescence, etc. And there is no explicit requirement for creation of new capabilities that give us the advantage. Solution 1 : Extend agency guidance to include the requirements to create a continuous innovation process that a resupplies the continual attrition of capabilities and b creates new capabilities that gives us a mission advantage.

The result will be agency leadership creating new organizational structures that make innovation a continual process rather than an ad hoc series of heroic efforts. These Horizons also apply to government agencies and other large organizations. Agencies and commands need to support all three horizons. Problem 3: Risk equals failure and failure is to be avoided as it indicates a lack of competence. We want to take risks in Horizon 3.

An innovation process embraces and understands the different types of failure and risk. Problem 4 : Innovators tend to create activities rather than deployable solutions that can be used on the battlefield or by the mission. Accelerators, hubs, cafes, open-sourcing, crowd-souring, maker spaces, Chief Innovation Officers, etc. Great demos are shown and there are lots of coffee cups and posters, but if you look at the deliverables for the mission over a period of years the result is disappointing.

Most of the executors and operators have seen little or no value from any of these activities. Solution 4 : What we have been missing is an innovation pipeline focused on deployment not demos. The Lean Innovation process is a self-regulating, evidence-based innovation pipeline. It is evidence based, data driven, accountable, disciplined, rapid and mission- and deployment-focused. The canonical innovation pipeline:. These can come from hackathons, research groups, needs from operators in the field, etc.

It also seeks to identify legal issues, security issues, and support issues. This process also helps identify who the customers for possible solutions would be, who the internal stakeholders would be, and even what initial minimum viable products might look like. This phase also includes building initial minimal viable products MVPs. Some ideas drop out when the team recognizes that they may be technically, financially, or legally unfeasible or they may discover that other groups have already built Cold Call - various - Fifteen For Fifteen: Victoria Oddities 2015 (CDr) similar product.

Prioritization : Once a list of innovation ideas has been refined by curation, it needs to be prioritized using the McKinsey Three Horizons Model. Once projects have been classified, the team prioritizes them, starting by asking: is this project worth pursing for another few months full time? This prioritization is not done by a committee of executives but by the innovation teams themselves.

This six- to ten-week process delivers evidence for defensible, data-based decisions. For each idea, the innovation team fills out a mission model canvas. Everything on that canvas is a hypothesis. The framework has the team talking not just to potential customers but also with people responsible for legal, support, contracting, policy, and finance.

It also requires that they think through compatibility, scalability and deployment long before this gets presented to engineering. There is now another major milestone for the team: to show compelling evidence that this project deserves to be a new mainstream capability. Alternatively, the team might decide that it should be spun into its own organization or that it should be killed. Incubation : Once hypothesis testing is complete, many projects will still need a period of incubation as the teams championing the projects gather additional data about the application, further build the minimum viable product MVPand get used to working together.

Incubation requires dedicated leadership oversight from the horizon 1 organization to insure the fledgling project does not die of malnutrition a lack of access to resources or become an orphan continue to work with no parent to guide them. Integration and refactoring : At this point, if the innovation is Horizon 1 or 2, its time to integrate it into the existing organization. Horizon 3 innovations are more likely set up as their own entities or at least divisions.

Trying to integrate new, unbudgeted, and unscheduled innovation projects into an engineering organization that has line item budgets for people and resources results in chaos and frustration. In addition, innovation projects carry both technical and organizational debt. This creates an impedance mismatch between the organizations that can be easily be resolved with a small dedicated refactoring team.

Innovation then becomes a continuous cycle rather than a bottleneck. And much like large companies they are being disrupted by forces outside their control. They wrote the book on how to collaborate read Team of Teams or adopt new technologies see the Rapid Equipping Force. Part of the reason is that large agencies are run by leaders who tend to be excellent Horizon 1 managers of existing people, process and resources but have no experience in building and leading Horizon 3 organizations.

The solution is to understand that an innovation pipeline requires different people, processes, procedures, and metrics, then execution. Problem 6: How to get started?

How to get leadership behind continuous innovation? Solution 6: To leadership, incubators, cafes, accelerators and hackathons appear to be just background noise unrelated to their guidance and mission. Part of the problem lies with the innovators themselves. Lots of innovation activities celebrate the creation of demos, funding, new makerspaces, etc. Now they are starting to use the Lean Innovation process see here and here to turn ideas into solutions.

The result will be defense innovation with speed and urgency. After the war, the U. Since ONR has funded basic and applied science, as well as advanced technology development, in universities across the U. He wanted to build an innovation pipeline that would allow the Navy to:. Today ONR has taken the Lean Innovation processadapted it for their agency, and is running pilots for defense innovation teams.

Lean Innovation is a Process The Lean Innovation process is a self-regulating, evidence-based innovation pipeline. It is a process that operates with speed and urgency. It is a process from start to deployment. The ONR pipeline has all the steps of the canonical innovation pipeline :. They also seek to identify legal issues, security issues, and support issues.

This process also helps identify who the customers for possible solutions would be, who the internal stakeholders would be, and even what initial minimum viable products MVPs might look like. This phase also includes building initial MVPs. Horizon 3 is the creation of new capabilities to take advantage of or respond to disruptive opportunities or disruption.

We added a new category, Horizon 0, which refers to graveyard ideas that are not viable or feasible. The framework has the team talking not just to potential customers but also with regulators, and people responsible for legal, contracting, policy, and finance support.

Incubation : Once hypothesis testing is complete, many projects will still need a period of incubation as the teams championing the projects gather additional data about the application, further build the MVP, and get used to working together. Incubation requires dedicated leadership oversight from the horizon 1 organization to insure the fledgling project does not die of malnutrition a lack of access to resources or become an orphan no parent to guide them.

BMNT and Hacking for Defense serve as the essential crosslink for tying together the assets already available in DoD to implement the Lean Innovation process for defense innovation.

Get the Podcasts for Free. Blog at WordPress. WP Designer. Secret History. Steve Blank. Email Subscription Enter your email address to subscribe to this blog and receive notifications of new posts by email. Joinother followers. See more how to Startup videos here. Lecture 1: This post describes our lecture slides below. Slide 17 The takeaways were that: National power is ephemeral China is the only nation that declined in national power and eventually recovered it — though it took half a millennium The rise of the United States as a national power was incredibly steep, however its trend over the last two decades is not heading in the right direction and is about to intersect with the rise of China While the class is focused on how new technologies will shape new weapons and doctrine, the national power of a country its influence and footprint on the world stage is more than just its military strength.

Part two does a deep dive on AI, machine learning, autonomy, cyber and space and will touch on biotech, microelectronics, quantum and hypersonics and how each can be applied in the service of national security. The third part of the class gives students hypothetical problems and asks them use 21st century technology to create operational concepts and doctrines that can solve them.

Slides Unlike incremental technology improvements. Slides A glimmer of hope is occurring across the DOD. It has to be built into a weapons system. In its attempt to minimize financial risk it has metastasized into a process that cannot field a major weapon system in less than a decade The process does not differentiate between programs that are incremental improvements, versus those that are disruptive The pushback to do something different i.

Like this: Like Loading We began the summit with five of us sharing our experience of how we dealt with the online challenges of: teaching an existing Lean program i. Hacking For Defense creating and teaching new Lean classes i. What solutions have you tried? What was most effective? Do you want them to test the entire Canvas or … Do you want them to work on product market fit? Have the students and mentors use chat during team presentations to share contacts, insights Dial back the radical candor— take the edge off as the students are already stressed Offer longer office hours for teams All the Cold Call - various - Fifteen For Fifteen: Victoria Oddities 2015 (CDr) session slides are here.

The video of the entire summit can be seen here Share this: Print Email. What a year. Share this: Print Email. As the pandemic forces companies and individuals to tighten their belts, entrepreneurs need to focus their efforts on solving customer needs, rather than creating opportunistic products.

In what feels like a paradox, economic downturns have developed a reputation for giving rise to companies with enormous staying power. The logic, though, makes perfect sense: Businesses born in recessions address fundamental needs, which makes them more durable. These ecosystems help facilitate innovation by making capital, human resources, mentorship, and office space readily available to entrepreneurs.

Increasingly, entrepreneurs are also taking advantage of remote resources that connect them with other like-minded people, such as virtual coworking spaces and Slack channels for entrepreneurs. A physical environment is ideal, but stitching together an online-only ecosystem is the next best thing for today's entrepreneurs.

The primary business effect of the pandemic has been to accelerate several existing trends. Nowhere has that been more true than in the world of digitizationor the transition of services from in-person to machine-facilitated. Every service that has historically required in-person interaction is ripe for disruption, a transition now being fueled by health precautions rather than innovation for novelty's sake. The archetype of the entrepreneur is changing, from radical outsider to socially conscious innovator.

Especially amongst Ginsberg's students, who are primarily Gen-Z, the concept of entrepreneurship has grown increasingly attached to a sense of social responsibility.

COVID has hastened this shift. In response, Ginsberg and other professors at NYU Stern have adjusted their class offerings to include more about the ethics of entrepreneurship. Other professors across the country are doing the same, Ginsberg said.

Entrepreneurship changes constantly, as its practitioners must always keep a finger to the wind and adjust accordingly. Industries rise and fall in prominence, jargon comes and goes, and companies thrive and falter. But the demeanor of a successful entrepreneur remains largely unchanged.

There is a reason people use the term "entrepreneurialism," rather than just "entrepreneurship," Ginsberg said. Here's what today's top talent want to do with their degrees. President Donald Trump's longtime adviser Roger Stone appeared to use a racial slur during an interview with a Black radio host on Saturday. Stone, who was spared a prison sentence this month by President Trumpappeared on "The Mo'Kelly Show" to discuss his conviction. At one point in the conversation, the radio show's host, Morris W.

O'Kelly, asked Stone about his relationship with Trump. Hell, your number just happened to come up in the lottery. I'm guessing it was more than just luck, Roger, right? Stone, who seemed to believe he couldn't be heard on-air, muttered in response: "I don't really feel like arguing with this Negro. When O'Kelly responded by saying: "I'm sorry what was that Roger? After second of silence and being asked Cold Call - various - Fifteen For Fifteen: Victoria Oddities 2015 (CDr) repeat himself, Stone insisted that he didn't use any racial slur, telling O'Kelly: "You're out of your mind.

A few hours later, however, he took to Twitter to address the incident, writing: "Hey everyone. I heard what I heard. The audio is the audio Hey everyone. The audio is the audio. I will address in Hour 2. We're blowing out the second half of the show. Stone was spared 40 months in prison in June after President Trump signed an executive order to commute his sentence.

In a statement published at the timethe White House said Stone was "a victim of the Russia Hoax that the Left and its allies in the media perpetuated for years in an attempt to undermine the Trump Presidency. After the sudden death of her husband inSuzanne McKenzie decided to launch the Ucal Breakaway Foundation in his honor. She began working in her local Boston community and took on creative projects that eventually included the launch of her offshoot brand, Able Made, in Today, Able Madewith a team of 15, is a powerhouse sustainable brand known for its eco-friendly product lines and collaborations with brands like S'well and Public School.

In an interview with Business Insider, McKenzie talks about launching her business, founding her company, and her successful cold-call to Anna Wintour. I started my career at Arnold Worldwide in Boston, where they had a lot of amazing clients and really stellar staff. I really got to build a lot of incredible relationships Cold Call - various - Fifteen For Fifteen: Victoria Oddities 2015 (CDr) such creative people over there.

I started as a project manager but got promoted into their creative department, in the design group. I was there for a total of eight years. I decided I wanted to do more social-impact based work, so I began my own design consulting business.

He passed away playing a game of soccer, of sudden cardiac arrest. He was just 32 — really healthy and didn't have any family history of heart issues. So it was completely shocking. He lived a very healthy lifestyle. We had been together for like 10 years, all through college and everything. We started the Ucal McKenzie Breakaway Foundation in his honor, partnering with Nike and Whole Foods, and we were able to put together a summer camp with really high-level content for kids.

We focused on underserved communities, including children from lower-income households or children of single parents. We actually celebrated our year anniversary last year.

I did a collection with Nike and I also designed a poster calendar where I leaned on my design network and community and they contributed to original art pieces. I worked with everyone from folks at Apple to people at design studios. And all of these incredible artists donated original pieces, from fine arts to graphic design to photography. Based on the success of those [collections], I ended up going to Vogue and having a meeting there.

That's one thing I live by. A lot of the collaborations I have are because of cold calls or because of an email — I was given someone's email, wrote a note introducing myself and my idea. You have to get past the nervousness or hesitation to ask if someone will work with you. I will say pretty much nobody has said no. I mean, that's the reason I had a meeting with Vogue in the first place — because I cold-called Anna Wintour's office.

I'm very grateful that I took the approach I did and grew slower, carefully, and more concisely, and I learned a lot. Now, I'm razor sharp on where my customer lives, who they are, what they want from us, and what our categories are. And that's actually how we give back our proceeds. We don't do a one-for-one model. We don't only donate products. We donate to charities and to nonprofits.

We prioritize education, to include building initiatives that can empower people to lift themselves up and be the best that they can be, and give them the opportunities we feel they should have.

And I'm hoping this is giving us all the opportunity to either reset or more deeply commit to sustainability and really look at the impact that is having on the environment. There's always going to be some sort of environmental impact no matter how you try to address sustainability. But there are definitely better practices that can be put in place, and I'm hoping that people can really take that in.

Switch Editions? Latest Popular Top Rated Trending. Channel: Business Insider. Mark channel Not-Safe-For-Work? Are you the publisher? Claim or contact us about this channel. Previous Article Next Article. But it's a car you actually want to spend time sitting in because it's wildly comfortable and luxurious. It has a lot of nice touches and thoughtful convenience features. Visit Business Insider's homepage for more stories.

It was priced like a luxury car, but you do get what you pay for. The gigantic moonroof extends all the way to the middle row and lets in a lot of light. On really sunny days, it can get hot, though. It turns the inside of the car into a greenhouse. Even the windows are double-pane. The door speakers feature an attractive design. In fact, Lincoln hired the Detroit Symphony Orchestra to record the car's six unique musical alerts.

The dashboard has a very horizontal-oriented design and pretty wood trim. You can see that wood inlay elsewhere. The gear selector system is a little strange, though. The first time I got into a new Lincoln, I couldn't figure out how to take it out of "Park. The front-seat center console has cubbies and cup holders for all your needs.

A secondary, deeper cubby has smart-phone storage, too. The steering wheel feels like it should be bigger to steer such a big vehicle. The bezel-free rear-view mirror gives things a modern feel. They recline, slide, have armrests, and offer tons of legroom.

My loaner also came with contrast-stitching. Middle-row passengers can also control their own climate and the radio. There are also charging ports. And a V AC socket. For whatever you need to plug in. Privacy screens offer some relief from both the sun and unwanted attention. The optional middle-row center console has additional cup holders and rubber-lined cubbies.

The big cubby slides shut. The third row folds down to make the trunk even bigger. You can do this manually or use the buttons on the right side of the trunk. Even with the third row up, the trunk is still pretty cavernous. The seats are comfortable and the leather is good quality. To get out, you can push this button on the middle seat to move it forward and make a space. The Aviator has an extensive camera system. Lincoln says the forward-facing camera can see the road almost 50 feet ahead.

Another neat feature are its heated wiper blades. The gauge cluster is all digital and features little animations when you switch drive modes. In Preserve EV mode, the car charges the battery while it's driving. Excite mode is for when you want a little more sportiness.

Conserve mode is for fuel-efficient driving. Normal is what the car starts up in. Slippery is for slick, icy, or loose surfaces. And Deep Conditions are for the truly muddy and slippery situations. The Baylander Steel Beech opened for business in early July offering Manhattanites a reprieve from the standard outdoor bars that have popped up across the island. Here's what it was like dining on a former aircraft carrier turned restaurant. I first noticed the Baylander while driving down the West Side Highway earlier in the month and saw tables, umbrellas, and what appeared to be an outdoor bar.

After finishing work on Wednesday, a few friends and I decided to make the trek down from th Street to the West Harlem Piers, located off th Street. And we discovered the Baylander open for business! As an aviation reporter and food lover, it was clearly a match made in heaven to be having dinner and drinks on an aircraft carrier. As we approached the ship, a bouncer checked our IDs to make sure we were of legal age.

The menu was incredibly simple with classic options like hamburgers, fried clam strips, and lobster rolls. The drink menu also had a mixture of specialty cocktails. Despite the outdoor setting, masks still had to be worn unless sitting and social distancing was required. The name, Baylander Steel Beach, is in reference to the Navy parties held on the decks of aircraft carriers, known as steel beaches.

We had great weather and were expecting smooth sailing as we walked aboard. Before we were given permission to come aboard, the hostess took our temperatures to ensure we didn't have a COVIDrelated fever, with hand sanitizer available also upon request.

With New York City still restricting indoor dining, the outdoor bar was the perfect environment to hang out in rather than a bar with a makeshift and unprotected outdoor seating section along a busy avenue.

Seating on the main deck included a mix of picnic tables and counters with bar stools along the ship's edge. Umbrellas also provided a slight reprieve from the sun as it set. Social distance signage lined the ship with reminders to wear masks and stay six feet apart.

To avoid crowding in line, the bar had installed placards on the ground telling patrons where to stand while waiting to order. Here's the main bar near the ship's bow from where food and drinks are ordered. The bar featured a beer draft system fashioned from ship pipes with a Titanic-style engine telegraph for decoration. The cool cocktail was refreshing and tasty. Located in West Harlem, though, the barge also provided great views of the nearby George Washington Bridge to the north.

Instead of table service, patrons were given a buzzer for food orders and picked them up at a window in the back of the ship. As I waited for my food, my friends received their order of fried clam strips, buffalo wings, and french fries.

It was mouth-watering, to say the least. I ordered the fish and chips tacos, an interesting take on the English dish. It took all of two bites to finish one. It was definitely tasty but did not do anything to quash my appetite after a full workday.

After wrapping up the meal, we took a walk around the miniature aircraft carrier. There was additional seating behind the bar for those who wanted to enjoy the views of New Jersey. But the real treat was the upper deck that offered neardegree views. This was arguably the best seat in the house.

The views of the river were unbeatable, especially as the sun was setting. Back down on the main deck, there are still some holdovers from the ship's time in the Navy. There's also an additional seating area near the ship's stern with more picnic tables. And those wanting to see some of the ship's inner workings need look no further than the restroom, where there's some leftover equipment.

Come fall, the Baylander will serve the scores of Columbia University students and faculty in the area, with the main campus just a few blocks south and some university buildings visible from the ship. After venturing back onto dry land, I found myself still hungry.

Luckily, there was an old familiar bar waiting at the end of the pier, Burger Shot Beer, where we could get some cheap hamburgers for the block walk back. True to name, the burgers were only a dollar. While the Baylander did provide a unique and enjoyable atmosphere, I think next time I'll fill up before getting on board. Private jet charter operator ExecuJet just took delivery of the first Bombardier Global in late-June, flying it back to its new home in Zurich, Cold Call - various - Fifteen For Fifteen: Victoria Oddities 2015 (CDr).

The world's newest private jet is an upgrade to the existing Global but boasts a greater range and maximum speed thanks to new Rolls-Royce engines. The world's newest private jet has arrived at its new home and is ready for action. Here she is, the very first Global to roam the skies.

Switzerland's ExecuJet has the honor of being the first to fly the Globalusing it for private charter operations based in Zurich. The jet is painted in the red, white, and blue colors of the Luxembourgish flag as ExecuJet is a subsidiary of the Luxaviation Group, based in the tiny but incredibly wealthy European country of Luxembourg.

The Global has the same build as its predecessor, the Globalbut the improvements are in the aircraft's engine, speeds, range, and interior cabin. The interior cabin features three living areas with an open concept configuration in the forward sections. The Global can seat up to 16 but ExecuJet opted for a passenger configuration. The first communal section is the club suite, with two pairs of seats facing each other on each side of the cabin.

It's the quintessential space found on nearly all wide-cabin private jets, ideal for sitting during take-off and landing. The jet features the new Nuage seat offered by Bombardier that uses a new tilt system to offer a deep recline. It can also go fully flat for sleeping and rotate to different angles. Each seat pair has a retractable table that's stored in the sidewall and can be used in-flight for enjoying drinks, eating meals, doing work on a laptop, or even a one-on-one card game.

The next section is the dining and conference area, similarly with two pairs of seats that face each other. It's located at the center of the jet directly over the wings. The large dining room table is ideal for use during mealtimes and is another staple of wide-cabin jet travel.

The adjacent counter can also hold food items for a cabin attendant to easily serve the passengers or put out a spread of food for passengers to enjoy in-between meal services.

When not being used for meals, the table can also be used as a conference room table to hold business meetings. The final passenger compartment is the private suite in the very back of the jet. The enclosed space usually features a pair of divan couches that face each other but can be converted into beds for longer flights.

With a range of 5, nautical miles, the Global is easily capable of flights over 10 hours in duration, making the beds useful. The jet can sleep seven passengers in total across six beds with each couch and seat pair able to be converted into a bed. The "executive" style is another option for the private suite that includes a couch opposite another seat pair.

Individual aircraft owners tend to prefer this configuration as it acts almost like a private office while also offering the couch as a bed. Charter operators prefer the dual-divan couch configuration at is allows for a higher seat count while also offering more beds.

The Global also offers pilots a modern cockpit with an advanced avionics suite. Bombardier calls this cockpit the Vision flight deck. Heads-up displays also give the pilots additional information when flying thanks to cameras and sensors located in the aircraft's nose. The business end of the jet offers high-definition displays and traditional W-shaped control yokes for pilots.

The new jet can fly at a top speed of Mach. Bombardier also claims that the new wing design gives the Global the "smoothest ride" out of other aircraft in its class. Contending with the Global is the Gulfstream G, one of the American manufacturer's newest offerings.

The Gulfstream jet can fly just slightly faster at Mach. But Bombardier bests the Gulfstream is cabin width and length, with the Global offering a 7-foot, inch cabin.

ExecuJet also allows pets onboard its Global The teardrop trailer-inspired Carapate is produced in an eco-friendly manner and built primarily out of marine plywood. Its maker offers a series of optional upgrades — what it calls "backpacks"— that allows the trailer to be semi-customizable.

The trailer has exterior dimensions of It also stands at about 5. Natural light enters the trailer through three sliding windows and a skylight, the later of which has blackout blinds and a mosquito net. Blackout blinds, insulating curtains, and a tinting treatment for the other windows are included in the moon and sunglasses backpack. There are several standard storage drawers that can be accessed from both inside and outside the trailer, as well as a folding shelf, compartments, and cupboards.

Carapate's modular foam mattress comes in three parts, allowing it to double as a sofa during the day. And for added safety while lounging around in the trailer, its builders included a fire extinguisher and a smoke and carbon monoxide detector.

Its exterior and interior colors can be customized according to Carapate's color chart. The company also included a black license plate holder, matching rims, and updated tires in the style backpack for those who want appearance changes in the exterior details of the van. The lightning backpack includes outlets and power connection points, while the sparkle backpack allows the trailer to go off-grid while providing LED lights, sockets, and an 90 amp-hour battery, to name a few perks of the two backpacks.

For those who want a more organized interior, the pelote backpack sets up four leather storage compartments, three canvas storage bags, and a canvas storage net on the walls of the trailer.

And for clients who want a kitchen in their tiny home, the marmiton backpack comes with a foldable sink, stovetop with two gas cartridges, and a liter water source with a tap and handle.

The marmiton backpack can be used in conjunction with the corkscrew backpack — which includes cookware, cutlery, tableware, and storage sets — and the icicle backpack, which has a liter cooler. Carapate also included two backpacks aimed at protecting the trailer.

The first is the carapace backpack, which provides a waterproof cover, and the second is the shield backpack, which includes removable UV and weather protection fabric.

The Trump administration is seeking to cut funding to boost coronavirus testing from a new relief bill, reported The Washington Post. The White House is also reportedly seeking to exclude funding for measures to fight the pandemic at the Centers for Disease Control and Prevention, Pentagon, and the State Department. Trump has falsely claimed that increased testing is why infection rates are rising in the US, but public health experts say this is false and testing is measuring a real increase in cases.

Space Perspective is building a balloon that can transport passengers and research equipment to the "edge of space" in a round trip. A ride on the Space Neptune will take around six hours total: four hours to travelfeet and back, and two hours of leisure time at the destination. According to Space Perspective, only 20 people have reached similar heights before.

Source: Business Insider According to Space Perspective, Spaceship Neptune offers the ability to further research in astrobiology, atmosphere science relative to the climate and air, and astro and solar physics.

The startup signed a lease deal with Space Florida that allows Space Perspective to use NASA's Shuttle Landing Facility, although the company also has a second launch location in Florida and is planning to open more sites around the world. Loon just launched balloon-powered internet in Kenya, in partnership with Telkom Kenya.

Loon is part of Alphabet, Google's parent company. The high-altitude balloons act as "floating cell phone towers. Here's how the balloons work. Launches that were once done by hand are now done by two foot-tall automated machines. They can launch a balloon up to 60, feet high every 30 minutes.

Helium and pressure are used to steer the balloons, directed by machine learning algorithms. The balloons are specifically to bring internet connectivity to a 50, square kilometer region of Kenya filled with mountains and sometimes inaccessible terrain that makes traditional connectivity methods difficult. We rotated the teams through the main room and breakout sessions.

The second change was the addition of guest speakers. But this year we realized that our students had been staring at their screens all day and it was going to fry their heads.

But in true Hacking for Defense practice we were going to deliver it in the form of edification and inspiration. This was followed by an 8-minute slide presentation describing their customer discovery journey over the weeks. By the end the class all of the teams realized that the problem as given by the sponsor had morphed into something bigger, deeper and much more interesting.

I want to make my community, country or world a better place, while solving some of the toughest problems. And that there was no entrepreneurship class that combined experiential learning with the Lean methodology. Our goal was to teach both theory and practice. The same year we started the class, it was adopted by the National Science Foundation to train Principal Investigators who wanted to get a federal grant for commercializing their science an SBIR grant.

The class is now taught in 9 regional locations supporting 98 universities and has trained over science teams. Goals for the Hacking for Defense Class Our primary goal was to teach students Lean Innovation while they engaged in a national public service. Few consider opportunities to make the world safer with the Department of Defense, Intelligence Community or other government agencies. And while doing so, teach our sponsors the innovators inside the Department of Defense DOD and Intelligence Community IC that there is a methodology that can help them understand and better respond to rapidly evolving asymmetric threats.

Mission-driven in 35 Universities What started as a class is now a movement. And to help businesses recover from the pandemic the teaching team will be offering a Hacking For Recovery class this summer. When they graduate, the Stanford students on these teams have the pick of jobs in startups, companies and consulting firms.

Recognizing the ability of these teams to produce real results, 38 members of the venture and private equity community dialed in to these presentations.

Every year they fund several teams as they launch companies. This year a record 6 of the 8 teams Anthro Energy, AV Combinator, Election Watch, Helmsman, Omniscient and Seawatch have decided to continue with their projects to build them into dual-use companies — selling both to the Dept of Defense and commercial businesses.

Student Feedback While Stanford does a formal survey of student reviews of the class, this year we wanted more granular data on how remote learning affected their class experience. While we had heard anecdotal stories about how the class affected the students perceptions of the Department of Defense we now had first hand evidence.

The same was true for the life-changing experience of actually doing customer discovery with people. Student feedback on the class is here. It Takes a Village While I authored this blog post, this class is a team project.

The teaching team consisted of myself and:. Smyth -State Dept. And of course a big shout-out to our problem sponsors. Be sure to check out the other Hacking For Defense classes in universities in the U. Thanks to everyone! The Covid virus is not politically correct.

It discriminates against the old and the unhealthy. The biggest risk factor in dying from the virus is age. In the early days of the virus epidemiologists, who believed that the virus would equally kill the young and old, predicting a million or more deaths in the U. The result has crashed our economy. They both may be missing the obvious. If the data about the demographics is correct, it may be possible to dramatically reduce cases and deaths if we shelter those at greatest risk and pay them to stay sheltered until a vaccine is available.

This would allow those with dramatically lower risk to get back to work and bring a faster economic recovery. Compounding the age risk factor are chronic health problems i. In addition, racial and ethnic minorities seem to have been at greater risk. A good visualization of the fatality rates by age is below. The relative fatality rates by age in the U. Today, federal and state plans to reopen the economy focus on reducing the density and duration of exposure to the virus equally, across all ages.

But little emphasis has been on focusing resources to keep safe the actual people who get sick and die. We Got it Backwards — Protect the Old Versus Everyone The consequences of mixing young, largely asymptomatic and much lower risk, with the old who are at significantly higher risk seems like a deadly game of whack-a-mole.

As states loosen shelter-in-place restrictions, mixing young versus old as we reopen restaurants, live entertainment theaters, concerts, sports venues, crowded office buildings etc. As a thought experimenthow would we design a recovery that protected the old but required minimal restricting of our economy and a rapid return to normal? Here are some ideas.

But it exists. Shape a plan to protect the most vulnerable and let everyone else get back to work. Get the Podcasts for Free. Blog at WordPress. WP Designer. Secret History. Steve Blank. Email Subscription Enter your email address to subscribe to this blog and receive notifications of new posts by email. Joinother followers. See more how to Startup videos here.

Lecture 1: This post describes our lecture slides below. Slide 17 The takeaways were that: National power is ephemeral China is the only nation that declined in national power and eventually recovered it — though it took half a millennium The rise of the United States as a national power was incredibly steep, however its trend over the last two decades is not heading in the right direction and is about to intersect with the rise of China While the class is focused on how new technologies will shape new weapons and doctrine, the national power of a country its influence and footprint on the world stage is more than just its military strength.

Part two does a deep dive on AI, machine learning, autonomy, cyber and space and will touch on biotech, microelectronics, quantum and hypersonics and how each can be applied in the service of national security. The third part of the class gives students hypothetical problems and asks them use 21st century technology to create operational concepts and doctrines that can solve them. Slides Unlike incremental technology improvements. Slides A glimmer of hope is occurring across the DOD.

It has to be built into a weapons system. In its attempt to minimize financial risk it has metastasized into a process that cannot field a major weapon system in less than a decade The process does not differentiate between programs that are incremental improvements, versus those that are disruptive The pushback to do something different i.

Like this: Like Loading The results? We began the summit with five of us sharing our experience of how we dealt with the online challenges of: teaching an existing Lean program i.

Hacking For Defense creating and teaching new Lean classes i. What solutions have you tried? What was most effective? Do you want them to test the entire Canvas or … Do you want them to work on product market fit?

Have the students and mentors use chat during team presentations to share contacts, insights Dial back the radical candor— take the edge off as the students are already stressed Offer longer office hours for teams All the breakout session slides are here. The video of the entire summit can be seen here Share this: Print Email.

What Can A Startup Do in 5 days? Share this: Print Email. In sum, whatever business model you had at the beginning of the year may be obsolete. And how they may do it. And why the world just got a lot more dangerous. There are two types of companies in the chip industry. Companies like Intel, Samsung, SK Hynix and Micron design and make their own products microprocessors and memory chips in factories that they own There are also foundries, which fabricate chips designed by consumer and military customers; TSMC in Taiwan is the largest of these in the world The chips that TSMC makes are found in almost everything: smartphones i.

The outcome could depend on the timing of Chinese actions. When Might China Take Action? If the matter cannot be solved by negotiation, China may perceive the restrictions as economic warfare and rapidly escalate, potentially threatening Taiwan It is not at all clear that Washington has thought through the consequences of its actions here, or that the current administration has considered chip supply as part of a wider supply chain security and national industrial policy.

What a year. Continue sheltering in place adults over 60 or some other age that the data shows most elevated riskplus those with chronic health risks as well as other affected populations Open up the economy to everyone else Offer everyone over 60 and those with chronic health problems whose job can be done remotely the option to work at home.

Pay for their computer, network, etc. This would allow everyone to make comparative informed decisions. All of these are avoidable, but as a society we decided that we are not shutting down our economy to solve these problems.

We made different decisions in those pandemics. We may want to think about why. Remove all business restrictions for workers and customers under a certain age. As a thought experimentimagine restaurants serving only those under 40 carding at the door.

They would have no distancing requirements. Or that business rate themselves based on how age appropriate their virus safety is. Imagine movie theaters with special distancing showings for those over 60, nightclubs for under 30 or over Same for sports and entertainment venues.

Those who do attend will understand that the risks are not zero, but within the range of those they live with today. Same with offices. Create special hours and venues stores, restaurants, workplaces, etc.

Offer businesses who cater to them large financial incentives. Create special mass transit options with over 60 subways cars, buses, etc. Post to Cancel. Post was not sent - check your email addresses! Sorry, your blog cannot share posts by email.


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