04.09.2017 Recap

April 10, 2017 by Wesley Pennington in Recap

Uber’s self-driving cars are back on the road after Arizona accident

Introducing Station F, Paris' newly constructed startup hub

And Neuralink
Elon looks to develop brain-computer interface. Incredibly fascinating work with many implications.

Here's more - The case for neural lace: Elon Musk enters the world of brain-computer interfaces

Adapting ideas from neuroscience for AI

Stripe opens Atlas business creation toolkit to U.S. entrepreneurs
Big ups to Stripe for this project -- happy to see it expand stateside. 👍

Cars and second order consequences

Tech community "dumbfounded" by Mnuchin's dismissal of AI impact on jobs

Meanwhile, Six jobs are eliminated for every robot introduced into the workforce, a new study says

How Aristotle Created the Computer

Volkswagen doubles down on China with $180M investment in smart technology for cars

Dyson Is the Apple of Appliances (and Just as Secretive)

DARPA Hierarchical Identify Verify Exploit (HIVE) Program (next-gen processor)

IEEE Global Initiative Aims to Advance Ethical Design of AI and Autonomous Systems

Hacking DNA: The Story of CRISPR, Ken Thompson, and the Gene Drive

Toyota is using AI to hunt for new battery materials

Facebook plans a free version of its Slack competitor

Google's former self-driving car guru raises cash for his own startup

London trials driverless shuttle service

Mercedes-Benz speeds up the launch timeline for 10 new electric vehicles

The Social Impact of Innovation

April 29, 2015 by Wesley Pennington

The future is predicated not by time, but by innovation. If all things remain as they are, the world would look the same in fifty years as it does today. In this way, innovation transforms society. It pushes the boundaries of what we know and works to shape the world into what it can be. It creates new things -- technologies, processes, organizations, systems, knowledge, and thinking...

The Discipline (and Paradox) of Innovation

April 07, 2015 by Wesley Pennington

In his article, The Discipline of Innovation (HBR 2002), Peter Drucker notes how, "...Innovation is real work, and it can and should be managed like any other corporate function." Indeed, innovation is real work. And, yes, it must be managed. However, the paradoxical nature existing between innovation and corporate structure warrants further discussion as it is unlike any other corporate function. Existing as a complex process that is both dynamic and mutable, innovation must be understood, supported, and directed at the firm level providing room for both formality and discretion. Recognizing and executing within this paradoxical relationship is imperative for successful and sustained innovation at the firm level.