At its inception, Uber touted itself as a shining example of the “sharing economy” described by Jeremy Rifkin, in this now famous book, The Third Industrial Revolution. As time has passed the reality has been radically at odds with a sharing economy. Among the many issues that have emerged has been the legacy of Uber’s ugly corporate culture, secret apps used to confound regulators, and to intimidate journalists, a Justice Department investigation of illegal practices, including 200 Uber employees conspiring together to attack Lyft’s operations. The proverbial chickens have come home to roost, as municipalities around the world have begun to regain control of transportation policy within their jurisdictions, and the inflated valuations of these unicorns begin to deflate.
I am sharing this because of its particular relevance to the ongoing revelations about connections between global tax evasion shell companies and real estate markets: London, Miami, New York City, San Francisco and Vancouver.
Google is driving the deployment of Gigabit Fiber to the Home (FTTH), which holds the promise of orders of magnitude higher bandwidth and dramatically lower cost. But people have asked the question, “what will people do with all of this massive bandwidth?” Now we are seeing actual glimpses into that future, and how Cisco Systems vision for the future of education is already emerging.
I have a UBC Management student who is an excellent coder. He picked up his skills on his own, probably as far back as junior high school. But in talking with him now, he says that he hates coding. I told him that was perfectly normal and acceptable. Not everyone is cut out to be hacker. But I did emphasize to him that his experience and skills in the world of software would serve him well in his management career. It is my firm belief that not enough emphasis is placed on these skills in the Brave New World of management, rapidly morphing into one Big Data, Cloud, and Smart Mobile hairball. We can argue when, where and by whom it should be taught, but I urge all of my students to consider developing some of these skills, as being important to their management success. In the attached HBR Blog Network article below, students were polled as to the usefulness of one Harvard basic undergraduate course in computer science. My most important take away from that poll was the response from many students, that while they could not code and were not particularly technical, taking the course improved their confidence in dealing with engineering types, software development issues, the Web, and technical computing matters generally. I had the great good fortune to begin my career in the early days of Intel, but without any technical training. I thank my lucky stars for the education that Intel provided me. That kind of process is no longer feasible.
Call it whatever you want — big data, data science, data intelligence — but be prepared to have your mind blown. Imagination and technology are on a collision course that will change the world in profound ways. Some people say big data is wallowing in the trough of disillusionment, but that’s a limited worldview. If you only look at it like an IT issue it might be easy to see big data as little more than business intelligence on steroids. If you only see data science as a means to serving better ads, it might be easy to ask yourself what all the fuss is about. If you’re like me, though, all you see are the bright lights ahead. They might be some sort of data nirvana, or they might be a privacy-destroying 18-wheeler bearing down on us. They might be both. But we’re going to find out, and we’re we’re going to find out sooner rather than later. This is because there are small pockets of technologists who are letting their imaginations lead the way. In a suddenly cliché w
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