1. Prof. Yechiam Yemini (YY) Computer Science Department Columbia University (c) Copyrights; Yechiam Yemini; 2004-05 Lecture 1: Course Introduction Should I Consider This Course? Version: 2.00 5/20/05

2. (c) Copyrights; Yechiam Yemini; 2004-052 Can Technology Innovation Be Learned? Is it about creativity? Is it just common sense? Is it just luck? Is it just thinking-out-of-the-box? Isn’t “technology driven” a bad idea? Is it market-driven?

3. (c) Copyrights; Yechiam Yemini; 2004-053 Example: “IP Router” 1990  LANs provided client server connectivity sharing file-server, print-server  Rapid diversification of LAN technologies  Need: interconnect LANs Token ring LAN File server PC Workstation Ethernet LAN

4. (c) Copyrights; Yechiam Yemini; 2004-054 Bridges Were The Established Paradigm  Bridges provided layer-2 interoperability Interconnected a growing range of layer-1-2 standards (interfaces) and wire speeds Admitted a growing range of higher layer stacks and applications of multiple vendors  Bridges involved lower complexity & cost than routers A simple spanning-tree routing protocol Hardware transformations between standardized interfaces.  Bridges commanded broad market support Token ring LAN File server PC Workstation Ethernet LAN Bridge

5. (c) Copyrights; Yechiam Yemini; 2004-055 1990: The IP Stack Was “Academic”  LANs were dominated by Novelle/Xerox stack, not IP  The Internet: academic network  The IP stack: technology-driven academic research  The OSI stack was a widely heralded “standard”  Interop attracted ~1500 participants Any market-driven logic would conclude: IP-routers are a bad idea (Leading LAN vendors rejected internal “technology-driven” proposals to develop routers)

6. (c) Copyrights; Yechiam Yemini; 2004-056 “IP Router” 1995  IP routers replaced bridges as the interconnection paradigm Bridges disappeared (absorbed into Layer-2 switches) LAN vendors were skidding towards disappearance Cisco became the leading networking company  The IP stack was rapidly replacing all other stacks OSI vanished without trace InterOp attracted some 80k participants  The Internet was growing at an exponential rate WHAT WAS WRONG WITH THE LOGIC OF 1990? Are there principles (another logic) that could have predicted this in 1990?

7. (c) Copyrights; Yechiam Yemini; 2004-057 ATM Technology: 1990-95  Organize networks into cell-transfer virtual circuits Cell = small packet (53 bytes); The ISDN grail; (Last ditch effort to contain the “IP threat”)  Support voice and data traffic uniformly  Universally promoted by the telecom industry Are there principles that could have predicted this? Any market-driven logic would have proven: ATM-switching is a great idea But, like its ISDN predecessor, it died on arrival

8. (c) Copyrights; Yechiam Yemini; 2004-058 Course Goals  Underlying Hypotheses: Innovation is driven by technology paradigm changes These changes are guided by fundamental principles These principles may be learned and applied  Goal 1: discover these principles  Goal 2: develop the skills to apply them  Goal 3: practice them through class projects  Goal 4: have fun

9. (c) Copyrights; Yechiam Yemini; 2004-059 But First Disclaimers  This is an experimental course It is the second time I am teaching it There are no textbooks, not even other courses to “plagiarize” from Expect glitches/changes/controversial/unproven-ideas  It is not a standard CS/Technology course The “principles” we will uncover are not scientific (Think of these as a “meta” and “macro” explorations of technology)  It is not a business school course I am not a businessman The driving focus is technology innovation; (business impact is a result of innovation value) I will teach elementary mechanics of translating innovation to business (e.g., business plan) but this is not the course essence

10. (c) Copyrights; Yechiam Yemini; 2004-0510 Course Projects: Stage an Innovative Startup  Project teams of 3-4  Teams will pursue early staging of start-up Focus on technology innovation  Project reviews: learn to handle due-diligence Vote through “investment” Measure your “ROI” (return on investment)  Grading will be based on project results/contributions

11. (c) Copyrights; Yechiam Yemini; 2004-0511 Schedule: Three Tracks  Class: I do the talking  Workshops: discussion (exercise)  Projects: you develop and present mini-business- plan DateClassesWorkshopsProjects 5/23 1. Course intro 2. Intro to paradigms Organize teams 5/24 3.The power of scale 4.The power of interoperability 1.The innovation plan 5/25 5.From innovation to business;2. Product engineering 3. Business planning-I Team guidance sessions Complete innovation plan 5/26 Team Presentations of Innovation plans 4. Business planning-II 5. Protecting innovation 5/30 Team Presentations of BP 6.From business to leadership Complete mini-BP

12. (c) Copyrights; Yechiam Yemini; 2004-0512 Books  Recommended T.S., Kuhn, “The Structure of Scientific Revolution” C.M., Christensen; “The Innovator’s Dilemma” G.A., Moore, “Crossing the Chasm”

13. (c) Copyrights; Yechiam Yemini; 2004-0513 Should I Take This Course?  Cons: Projects will be demanding This course is meta-technical This is not a fully baked course with a 20 years history …..  Pros: an opportunity to explore/discover/learn How to identify and pursue innovative opportunities Base skills to build a technology start-up + fun…