On August, 18th, 2015, there was an article by Christian Sebald on street construction in the County Munich Section of the SZ:

B 15 maintenance will cost more than twice as much

It said:

“that continuing with the work on the controversial new B 15 will cost more than twice as much as had been anticipated. This can be concluded from a reply by the Federal Traffic Secretary Dorothee Bär (CSU) following a question from the Representative from Landshut Thomas Gambke (Grüne). According to this reply, the nine kilometres between Ergoldsbach in Lower Bavaria and the motorway A 92, will cost around 182 million Euros. Before now, they had estimated 88 million Euros.“

Well, this is more than a hundred per cent increase.

According to the SZ,

“the new B 15 between Regensburg and Rosenheim is one of the most controversial street construction projects in Bavaria. First plans were made in the 1960ies. In those days, it was planned to have 130 kilometres of motorway connecting Regensburg, Landshut and Rosenheim. Later, they modified the project to make it just a Federal Highway.

But with its four lines and two hard shoulders, it is a Federal Highway that looks a lot like a motorway running through the scenery over the 30 kilometres north of Landshut.”

I do not understand why these kinds of projects are still executed. If we invest into streets at all, one would expect the focus to be on the infra-structure we already have.

Our future will not improve by building more streets. The car as a basic means of transportation is becoming obsolete. The structures of our co-existence change. And nor do we, due to the challenges we face in educational and social politics, have the money to build new racing tracks for the die-hard reactionaries. Another reason is the demographic situation – even if today it is mostly the elderly persons you find on the streets with their status symbols. Because this generation will die – and many things will be done in a totally different way by the new generation (at least that is what I hope). I am not even mentioning the climate catastrophe that will also bring quite a bit of change for us.

Neither is the fact that those living close by the streets suffer from the traffic an argument in favour of building new streets. It is easy to come up with plenty of reasons for building streets around something or other! The first thing the communities should do is reduce the “home-made traffic” – which is always a considerable part of the problem, before laying the groundwork for a reduction of the through-traffic.

But let us continue with what it says in the SZ article.

There are several reasons for the cost explosion. First and foremost, the former
estimation is almost ten years old and therefore obsolete. “You have to calculate two to three per cent increase each year”, a speaker of the Autobahndirection Süd, which is responsible for the planning process, says. “This is due to the general inflation”.

This is also something that constantly annoys me. Allegedly, we have no inflation, but for all cost explosions, you give it as a reason.

On the whole, the article is truly worth reading. Just like I am a true fan of the online Süddeutsche Zeitung. As soon as you have access, your login can happen from all places (Android, iPhone, iPad, Windows 8). You no longer have old paper to dispose of and neither do you have to get rid of all the many advertisement before starting to read the SZ.

Consequently, I have no problem doing a bit of advertising for the SZ:

So – if you feel like it, just try it:
Now 14 days free testing under
www.sz.de/apptesten

RMD
(Translated by EG)

Roland Dürre
Saturday January 24th, 2015

#Enterprise Foundation – Hurrah, Let Us Write an App…

Except:

If it were as easy as that, not almost all of them would fail, would they?

Here is a little story:

A start-up team wants to found an enterprise. Based on an APP, it is supposed to realize a profitable business. There is an industrious team and an intensely discussed idea, and the persons involved have more than enough enthusiasm. They are all prepared to really get under way and accept material hardships. Even nights spent working and, if necessary, postponing or even sacrificing goals of life are accepted.

Accidentally, I get involved. They asked for my help because they feel the project has come to a dead end, yet none of the parties concerned is willing to admit it. After only a few sessions, I discover that the project is off course. The team is already in the middle of implementation, which is especially painful.

During my long life, I already witnessed quite a few founders who ran aground – in the truest sense of the word. Consequently, I now have a lot of responsibility. Yet at that moment, I cannot life up to said responsibility, because the founders are trapped in their own ideas and no longer willing or able to listen. It might well be understandable that they no longer wish to hear bad news.

In this case, I give a warning and leave. And a few months later, I hear that they have “run aground”. This is why I will now give founders a few pieces of general advice.

First advice:

You cannot do it without a blueprint
What are you supposed to do in a project if you discover that there is no “shared direction” in a team? Or even worse: if every one of them has his/her own idea of what they want to achieve?

Admiralty carriage mount for a British 18-pounder carronade

Admiralty carriage mount for a British 18-pounder carronade

I would recommend in such a situation that you immediately stop implementing anything and go back to the beginning. In other words: return to the phase of requirement engineering. It will certainly be painful, but it is the only way to save the project. As a consolation, you can remember that you can later benefit from all the experience.

But this time, it must be a modern, agile, empathic and educational requirement engineering! When defining the requirements for new and innovative solutions, you will have to “experimentally learn a technical situation”. If you want to succeed in innovation, you have to ask the right questions. And before you can ask them, you have to find them. Which is not at all easy.

Only after having finished this, you can start with defining your requirement. And only after that, you can think about solutions. You will find solutions by dividing the goal into the “right” user stories. You want to start with one of those and then analyse the underlying use case. They can be analysed and described. But, please, use the “wisdom of the masses”, rather than the “simple-mindedness of the individual person”. Especially when we are talking the future and innovation!

“Learning the market” is only possible if you use “technological empathy”. Yet we have to know the market. After all, it is where we want to sell and use the product. Especially the market of the future must be discovered through trial-and-error and experiments. Against the dogmatic brain concepts of an individual person. This is how you want to keep learning at all times. Using an honest and optimal discourse: open and agile.

If you forget this important initial work, you will program (or build) things nobody wants to buy. Whatever the team thinks will then revolve around a product that is questionable, at least on the market and that – with its technological and other problems – will detract from the main goal and eat up all the combined energy of the team.

The failure of the product is often delayed through missing functionality. Allegedly, all you have to do is even more programming, then the success will come. This is a misconception. When those seemingly so important functions are finally available, nothing changes for the better. The failure will then be attributed to poor sales and marketing. All you need is a few millions for sales and marketing …which you will never get, because there is no potential sponsor you can convince with the already existing results.

Scenarios like these will always happen when the “start-up” has no valid and flexible blueprint to start with. You have no shared interest you actually live up to and consequently you cannot convince anybody. So what you need is a blueprint. In former times, the blueprint was called “specification sheet”. As opposed to the specification sheet, however, the blueprint only specifies the essentials. And it remains active.

The word “requirement engineering” will easily give you the wrong ideas. Just like the term “specification sheet” is not modern, especially if it is understood as following the idea of the “V- model”. Modern “specification sheets” will have to be agile and improve iteratively and incrementally!

If you have a small but nice blueprint, you can test it on the market. It is easy to come up with a good blueprint. It will develop a life of its own and therefore become more and more resistent. Mind you, I would not wish you to misunderstand my argument in favour of the blueprint. I definitely would not wish to speak up in favour of the antiquated waterfall model.

On the contrary: the implementation, too, must begin at an early stage. But only with a simple and important, perhaps extremely small, user story following the blueprint. With a little luck, you can perhaps quickly gain the first “quick win”, which will carry you towards a successful future.

Consequently, founding an enterprise is a linked tightrope walk in many dimensions.

Here are some more recommendations for start-ups:

Find the right target groups

User software (like many other products), if seen exemplarily, will always have at least two target groups – the “technological department” and the users. Incidentally, that is also the difference between user software and purely technological software development, such as the construction of a compiler.
The technological department wants to achieve a simplification and improvement of the necessary processes with the product. The user is supposed to accept this solution. The product must give him a noticeable help. He can do a better job in an agreeable way.

Business Case

It is of central importance. We need a story. If you found the right target groups and have a nice blueprint, then you can develop the business case. You want to wrap it in a good, even a fascinating story. You want to fascinate potential partners, possible sales and marketing routes, multipliers and others. And then you can approach all the many chances the market offers.
Technology

Only after you have a really good blueprint (perhaps supported by the Oldie Rapper vulgo called „dummies”), only after you made the surface and the functions “understandable”, only after you determined the target groups and the business case, only after your prototypes have shown individual functions does it make sense to build the “King Version”. This “King Version” will then have to be developed quickly and goal-orientedy. Directly to the point, without much ado.

And then the agile tire can start rotating. The main purpose of such a “King Version” is to learn through and with it – on all levels. And the idea to advertise the product. Perfection is not important. Developers and engineers have to be careful, because they often think in terms of technology far too soon. That is something you can do later, after knowing what the evolution will actually accept.

Design

You cannot be too early with picking a logo. It will become the symbol of the team and send a message. As a shared team symbol. Consequently, the entire team should be consulted when the logo is determined.

When trying to find a design or a pattern or prototype, you should orientate yourself towards modern applications. Images and pictures will play an important role with the surfaces of the future. Beauty can do no harm, but is only of secondary importance. The product message is the most important thing. This will also be helpful for the founders when they have to coordinate their constructs.

Financing

More often than not, founders think about the financing far too soon. If I want financing, I first have to have something to offer. Meaning more than a business plan – which mostly is no more than a poor profession of faith. I need all the things that have been written down: the blueprint, the business case, the pattern, a beautiful design – all those things have to transport an idea and fascinate the people. Consequently, external money cannot be expected before you build the “King Version”. And that, too, is rather hard – as a general rule, only special friends will help in this kind of situation.

And above all: you have to be a strong team. VCs, SCs, federal financing, but also partner enterprises or private investors are less interested in your actual product. For them, the business case, the story, and above all, the team, are important. Incidentally, a team is only a strong team if the members themselves are truly and still realistically convinced that their product is top quality.

General Notes

There is no “stroke of genius” when it comes to ideas. Such a concept is and has always been a fairy tale. A stroke of genius is a dream which will only too quickly become a nightmare. Visions will often become hallucinations.
The success of start-ups and innovative founders has many parents. Developing a successful product means hard work. The path includes many setbacks and errors. You cannot force success. You just have to try and create the ideal environment for it to come one day.

Actually, it might even make sense – especially if you cannot operate with cost-covering turnover from the outset – to pave the way through the purgatory of a “Business Plan Contest”. As a general rule, you can benefit hugely from the experience. Finding out that a project is not realistic, too, is of huge value. It saves a lot of money and time. Taking part in such a contest can also help to create the “right” networks and find the “right” mentors.

But above all!

A start-up is not an elegant way towards self-actualization. Instead, it is a very risky and massive challenge. What you need is an enthusiastic team where every member is prepared to accept the task and open for change. If this is not the case, you should keep your distance. Because if founding your enterprise were as easy as some seem to think, we would not see so many founders, even in the IKT sector and the world of elegant APPs, ending as a failure.

RMD
(Translated by EG)

P.S.
In this article, I related my personal ideas based on my individual experiences. They do not claim to be the one and only truth. I believe that every founding process is different from the next and they all have their individual stories.
As I see it, there is no general cooking recipe for “successful” founding. However, if you follow my description, you might actually succeed. Whereas you can assume you will fail if you try a different approach!

P.S.1
About the picture: It is from 1808 and titled “Admiralty carriage mount for a British 18-pounder carronade”.
Source: Scanned from Chappelle, Howard I., The History of the American Sailing Navy: The Ships and Their Development, New York: W. W. Norton and Company, Inc., 1949, ISBN 1-56852-222-3, Plate VII, facing p. 152.
Unattributed, apparently from U.S. National Archives

Roland Dürre
Thursday June 12th, 2014

Innovation Means: Creative Destruction

Innovation is praised all over the place. In order to let our economy grow. As a rescue from the climate catastrophe. In order to guarantee our future and save the world.

And how many start-ups do I already know that give everything in order to be innovative.

And they all want to become rich. And how many enterprises come up with innovation programs. In order to preserve their competitiveness. They profile their employees, separating the innovative class from the non-innovative class. Universities, politics, opinion formers and protagonists of all disciplines, and of course also the Sunday preachers: they all want innovation.

And I, too, believe that:
“This is how we always did it!”
is a very dangerous sentence in our language. We certainly should avoid using it. It is better to constantly try new things.

But I still do not know what innovation means. Another sentence comes to mind:

Innovation means creative destruction!

I first heard this sentence from Simon Grand during one of his grand presentations. And it is a sentence that makes sense to me.

Because innovation is a term which describes a fundamental event. It includes a relevant result as a consequence of huge change. Something new develops. Something old is destroyed.

The destruction is a massive one. As with every change. In fact, looking for examples of real innovation, I always find an enormous degree of destruction after innovation has taken place. Not just in technology.

Change and destruction are the two requirements sufficient for innovation actually taking place. However, we can never judge if the state of affairs after the change is really better or worse than what we had before. The components which might make a human life look a success are just too multi-dimensional.

Which is where, again, I have to think of my well-loved friend Bertrand Russell. He said:

»Every increase in technology will cause an increase in wisdom, provided it also means an increase in human happiness.«

Today, I would formulate the sentence as follows:

»If innovation is intent on adding to human happiness, it will also mean the same amount of added wisdom.«

And from this sentence, I would conclude that an increase in wisdom is a necessary dimension of innovation.

Which means I have come to terms with the word: innovation.

RMD
(Translated by EG)

Roland Dürre
Friday March 7th, 2014

IF AGORA and the Knowledge Workers

For several years, I have now nourished the IF AGORA as a market place of knowledge. On this market place, I asked speakers who fascinated me with their presentations to publish their “knowledge opportunity” in order to make it possible for other persons to benefit from this knowledge and experience. Depending on the situation, customers either paid for their service, or it was provided free of charge.

knowledgeworkercamp-w799From left to right: Bernd Fiedler, Thorsten Schlaak and yours truly.

I did it all more or less whenever I had nothing more important to do and every few weeks, I added a new “knowledge opportunity”. There simply was not time to do more than that.

Now three of us decided to let IF AGORA also get a real life. First and foremost, we wish to organise a Knowledge Worker Camp, where hopefully  many persons offering knowledge will participate, along with many other persons who are prepared to take a little responsibility for the future.

But before starting to plan and organize such an event, we want to find out what actually moves us all today. Consequently, we started a survey – and we are quite excited about the result.

As soon as we have the results, we will plan how to structure the event and when it should take place. And we will invite many, many people. We will assume that those who come will be exactly the people we needed.

RMD
(Translated by EG)

Roland Dürre
Wednesday July 24th, 2013

Crowd Sourcing & BahnScout

Last Thursday, the “IF Academy” travelled to the TUM at Garching where we were welcomed as guests. In the afternoon, there was a presentation on Crowd Sourcing at the Konrad Zuse lecture hall.

Felix Köbler gave an outline of how it works and introduced “BahnScout” as a good example. ”BahnScout” is short for the application of an APP providing clean and functioning railway stations. We made two video recordings:

Part 1: Crowdsourcing

Part 2: BahnScout

Enjoy!

RMD

Thursday, InterFace Event at TUM:
Technological Presentations for Computer Scientists
July, 18th,  2013 – earlier than usual: 4 p.m. at TUM!

The next presentation in our series IF Academy – Technological Presentations 2013 will be on July, 18th – as usual on a Thursday. This time, however, we will not remain in the Unterhaching InterFace building. Instead, we will go on tour with our circus and the event and Happy Hour afterwards will be at TU München in Garching. The TUM has reserved the lecture hall “Konrad Zuse” for us.

felis_swThe speaker if Felix Köbler. Felix spent a huge part of his computer science training and research at TUM.

He will tell us what totally new ways of thinking and opportunities have already been realized through the internet and the corresponding technologies – and also how it might go on from there. His topic will be:

Crowdsourcing & RailScout  
An introduction and selected delicacies and crowdsourcing solutions for safe and clean railway stations.

Abstract provided by Felix:

The first part of my presentation will give you an outline of the current technological and socio-technological developments. For example the adoption and use of ubiquitous and mobile technologies which not only are immersed in our daily lives but also make totally new applications possible.

One promising and totally new application is crowdsourcing. It means the outsourcing of tasks or value-creating activities to an un-defined group of voluntary users by an enterprise or institution.

I will discuss the potential and problems of these innovative concepts using various examples beyond the widely known applications and initiatives such as Wikipedia and OpenStreetMap. One of the specialties of crowdsourcing is the extension of existing job-sharing models by the factor motivation, which is often used for applying gamification – that is the use of game elements in non-game contexts –  in its socio-technological application.

The second part of my presentation will be about an actual solution and application: “RailScout”, which belongs to the area of the so-called “Mobile Crowdsourcing” as made possible by the technological development in the field of mobile end devices. “RailScout” is a smartphone application for passengers and gives them the chance to call in problems, like technological or maintenance damage and littering at railway stations and infra-structure buildings, directly to the responsible administration.

My presentation is meant to give you both the current results gained from the experiment still under way and diverse insights in to the craftsman-like process  (Participatory Design/User-centered Design) and conceptual challenges in the field of gamification during the problem solution development phase.

The Speaker

Felix Köbler is a doctorial candidate at the chair for Business Informatics of Munich Technical University. He holds a B.Sc. and an M.Sc. in Information Systems/Business Informatics of Munich Technical University and studied, among other places, at Shanghai Jiao Tong University, Shanghai, China and Technical University of Tampere, Finland and University Tampere, Finland.

His research is mainly on distributed software engineering, social networking, gamification, persuasive technologies and ubiquitous and mobile computing with a strong focus on human-computer interaction. The results of his research has been published in international technological journals, such as AIS Transactions on Human-Computer Interaction and International Journal of Human-Computer Interaction (IJHCI), as well as presented on international conferences, such as the International Conference on Information Systems, European Conference on Information Systems and ACM SIGCHI Conference on Human Factors in Computing Systems.

Besides having established RailScout, he is also active in the fields of User Experience Design and strategic advice, as well as in Business Development at “FELD M” , which is a counselling company for digital marketing. Also, he works as a freelance counsellor.

Here is some information on the event series

At two-month intervals, we invite people to listen to a presentation with some technological, leader-specific or entrepreneurial topic. Our invitations go out to all interested computer scientists living in the area and, of course, especially to all our colleagues at InterFace AG.

The presentations are meant to hand on innovative knowledge and special experience from practice for practice, following the idea of craftsmanship. Our focal point and content is in the fields of programming as a German engineering feat, modern basic know-how, future-oriented technologies, insider knowledge, changes in established technologies, experience from project such as management and leadership and much more.

Usually our speakers take 30 minutes for their presentation, then you have 60 minutes for discussion. And afterwards, there will always be a “Happy Hour”.
The events take place on every third Thursday of the uneven months of the year.

RMD
(Translated by EG)

Roland Dürre
Friday June 28th, 2013

Now Online: All IF Forum Craftsmanship Videos!

A few days ago, I put the first two IF Forum presentations (Vorträge) – held by Wolfgang Menauer and Kristin Block – online. The same is true for the “Software Development Unit” (Softwareentwicklungsblock) by and with Bernhard Findeiss and Dr. Elmar Jürgens.

Consequently, only the last two presentations are still missing. Here they are:

Bernd Fiedler made us understand in an amusing way what exactly it means to be a “master craftsman”:

And then there was Reinhard Büttner! He gave a review of all the day’s findings and added his own experience in the most suitable way.

I already sent the work of art by Wolf Nkole Helzle created during the day as my way of saying “Thank You ” to all speakers and guests.

Let me, once more, thank all the artists and speakers. And I would like to specifically thank all our guests. They gave me so much feedback saying what a wonderful event it was. This gives me courage to continue. We already decided upon a topic for 2014:

Self-Organization in the sense of    
“Self-organization and self-control as a formative model for enterprises and projects”!
As always, I look forward to reading your feedback.

RMD
(Translated by EG)

The work of art by Wolf Nkole Helzle which was created during our IF Forum CRAFTSMANSHIP has already been submitted to all of you as a form of saying “Thank You” (Danke Schön).

Besides, the first two IF Forum presentations (Vorträge) by Wolfgang Menauer and Kristin Block were made available live by me a few days ago. Today, you get the next two!

Firstly, we see Bernhard Findeiss, “Technology Evangelist” at InterFace AG. He tells you about “a day in the life of a software craftsman”:

Dr. Elmar Jürgens of CQSE reports about his own experience and the good team results with Peer2Peer reviews in the interest of quality:

Thanks to Bernd, Elmar and Friedrich!

RMD
(Translated by EG)

Roland Dürre
Tuesday June 11th, 2013

B2 Talk of the Town: Data Security

The US secret service knows everything: can we forget about data security?

That was the title of yesterday’s Bayern2 talk of the town. Let me start with two citations from the Website of the broadcast on June, 10th, 2013:


With its spying program Internet-Prism, the US secret service has access to billions of internet data. Apple, Google and Facebook: they are all tapped into. So can we forget about data security?

The “talk of the town” asked about the role of national data security in this affair. It was also discussed if and how German and European politicians could counteract this spying program.    
…
As a studio guest, they had invited the NDR terrorism expert Joachim Hagen, the computer scientist and author Constanze Kurz was apparently available through a video conference.    
…
she pointed out that the politicians have to make sure we have data security and also that the users have to protect their data through data encryption. The honorary spokesperson of the Chaos Computer Club also told the audience what data are processed for which purpose. It is not just the secret services that are interested in the data pools. Behind the machine-driven selection and collection of data, there are also very real business interests.


Since the expert seemed to be quite open to conspiracy theories and the entire show was also oriented towards inviting people to fight for data security, I thought: why not call them?

So that is what I did. And I also got through on the line and told them my personal opinion. Here it is:


In practice, data security failed. There is no way out of this fact. And we should not fight for more data security, but for more transparency. And I find it outrageous that the citizens get more and more transparent while the federal and business powers continue working secretly.

I demanded in a conclusive way that, instead of calling for more data security, we should demand a symmetrical transparency.


Unfortunately, it seems that the “terrorism expert” did not quite understand what I had intended to say. Because he countered my statement with a short comment about what enterprises would say if they had to disclose all their business secrets.

I was quickly cut off the line. Well, the show was about protection of personal data, wasn’t it? Not about industrial or military secrets. And demanding a symmetrical transparency in this field should, basically, be a matter of course.
In my personal opinion, a transparency for all other (outside personal) data might actually be more beneficial than detrimental for the public good.
During the second half of this “talk of the day”, I listened to what another caller had to say. Like me, he demanded transparency. He actually gave an interesting reason for his demand. Here is roughly what he said:


To be sure, today, we in Germany are still quite well off. But what do you think would happen if dire times hit us? And if, like in Egypt or Turkey, people in Germany were to go onto the streets in masses and protest against the powers that be? What would the state do with all those data if that happened?


So far, so good.

RMD
(Translated by EG)

P.S.
Here are the data for the Talk of the day (Tagesgespräch):
In Bayern2 (Rundfunk) weekdays between 12.00 and 13.00 hours
Tel: 0800 – 94 95 95 5 free of charge from 11.00 hours
E-Mail: tagesgespraech@bayern2.de
Internet: www.br.de/tagesgespraech

Roland Dürre
Tuesday April 2nd, 2013

My Proposed Paper on Knowledge Management

I no longer like the “huge events” where you talk through microphones and loudspeakers from the front end of the lecture room. My preference is towards the free formats where you can exchange knowledge at eye-level. Consequently, I – along with friends – initiated the PM-Camp.  By now, it has turned into a beautiful success story. In June alone, we will organize three local PM Camps in Stuttgart, Vienna and Bad Homburg near Frankfurt. You can expect news from those events pretty soon.

Regardless, I decided to write and send a proposal paper for an old-style event a short time ago. The event I am talking about is the 9th Stuttgart Management Days 
“Knowledge Will Bring Us Together”. It will be from November, 12th to November, 13th, at the Stuttgart Liederhalle. The event is organized by “wissensmanagement – Das Magazin für Führungskräfte”. I know Neusaß (near Augsburg), where the publishing company is situated, quite well from my youth.

I designed the presentation because I think we absolutely should share knowledge and we need transparency and clarity. That is why knowledge must not be locked up in some kinds of systems. It must be set free to reach social areas of humans in enterprises, institutions and society. This is the only way for us to give our knowledge a chance to be applied and achieve something.

If you want to practice “good” knowledge management, it does not really matter what technology you use. Instead, the important thing is a “good” entrepreneurial culture. With this in mind, I wanted to give a presentation before an audience of “knowledge management experts”.

So I booted my last remaining MS computer, accessed the “form to be filled in by applicants” on the website of the “wissensmanagement”, downloaded a terrible word form and spent a nice Saturday afternoon formulating my ideas for the presentation in word (!).

Firstly, I read the deadlines to be met:

April, 30th, 2013 – deadline for submitting papers 


October, 11th, 2013 – deadline for final documentation/slides


November, 12th – 13th, 2013 – congress

😉 And here is the first problem already: How am I supposed to know all the things that will move me between now and November? Even today, I already feel a lot like changing some things in the paper I submitted on March, 23rd. Here are the data I entered on the form to be filled in by prospective speakers:

Speaker


Name: Dürre
First Name: Roland. M.

Academic Title: Dipl. Math. Univ.

Position: Managing Director 
Enterprise: InterFace AG

Postal Address of Enterprise: Leipziger Str. 16, 82008 Unterhaching (www.interface-ag.de)

Telephone Number: 089 – 61049-0
Fax: 089 – 61049-85
Mobile Phone: 0171 48 50 115

E-Mail: roland.duerre@interface-ag.de

Biography


Short CV outlining your professional career – will be published on the internet (max. 500 symbols)

Pioneer of the third computer science and communications technology generation. 
1969: studied mathematics and computer science with F.L. Bauer (TUM). Worked at Siemens UB D as a student until 1979 (developed IT basic technologies) and later as a regular employee (operating systems for big “special projects”). 
After two years at Softlab: founded InterFace Connection GmbH, today InterFace AG with Geldmacher in 1983.

Sideline: blogger and network activist (if-blog.de, duerre.de, pm-camp.org …)

Title of Presentation


”Our Enterprises Need New Knowledge“


Sub-Title


How values and culture can help us to accept and utilize change.

Focal Points


4-6 points that outline the focal issues of your presentation

Humans will be successful if they have education and knowledge, along with courage – and if they enjoy their work.
The success of an enterprise is based on values and trust.
The huge challenge in an enterprise is strategic clarity and communication at eye-level!
The knowledge of an enterprise must not be locked away. Instead, it must be set free!
”Social Media“ can help with more than just change.

Abstract


(max. 500 symbols)

The world changes all the time. Innovation becomes “creative destruction”. Transparency and sharing are demanded.
How does leadership in the 3.0 Enterprise meet this challenge? 
What does a competitive entrepreneurial culture of “today” look like?
How can we make sure to make “the right decision” more often, instead of “the wrong decision”?
How to know the difference between “good” and bad”?

What role do “Social Media” play?

Content


Extended description of content (250 to 500 words)

Change is a logical conclusion of evolution and to be lived and supported by all in our enterprise. The always necessary process of continued improvement will be worked on together. …    
… The people working in our enterprise collaborate closely. Change is nourished by ideas from everyone. The basis for our future is empowering of people“.    
(Citation from our entrepreneurial principles):

Problem or chance?

More knowledge will generate change, change will generate new knowledge. This development seems to gain speed. The requirements our “world” confront us with change quickly. The entrepreneurial knowledge and competence must remain dynamic – it must not become dogmatic.

More and more enterprises will fail because of their “individualistic hierarchies”. On today’s markets, they can only survive with “new ways of thinking”: concepts developed from insights that were gained  through the entity of the enterprise. Popular and important catch-phrases are crowd and swarm. There will be a merging and morphing of individual knowledge into shared knowledge.

Why is that so?

Humans live in “social systems”. Social systems can be NGOs, unions, associations, churches or enterprises.

Enterprises explicitly have an economic goal. It is to provide products and services for the market and thus feed their employees. They are subjected to the permanent change of their environment and must react flexibly.

Where something is deficient, we must find and improve on it. Where you have a special strength, you must identify and utilize it. You must remain aware of risks and chances at all times. Events that seem neutral or outside of potential evaluation might quickly become relevant.

It only makes sense to think about solutions after you have identified the important (correct) questions. “Future management” must become part of your daily routine.

How to achieve it?

Sharing experiences and learning of the “world inside and outside the enterprise” is the basis. Information must be collected by all parties concerned and made available to all parties concerned. Everyone may comment, add to, evaluate and weigh… The “enterprise crowd” will evaluate the relevance, develop the strategy and eventually decide upon operative measures.

What do we need?

Especially in distributed worlds, these kinds of processes can only be managed with supporting IT systems.  They have to be designed like “games” (”Gamification“). The game must guarantee the gain of both the enterprise and the individual employee. Credits gained during the game must become part of a bonus in real “Euros”. Success will increase your reputation inside the enterprise and will become an asset for your future career.

Naturally, this is something you will only be able to do in an open, transparent and free entrepreneurial culture. The enterprise must realize fear-free areas. “Sharing knowledge” must be perceived by all as something advantageous.

Please include a digital picture (Portrait) (JPEG/GIF, 300 dpi)!

Thank you very much.

So far the form I filled in. I immediately processed it via email and photo to the given address.

I did not have to wait long for the reply. It was an invitation to sponsor the Stuttgart Knowledge Management Days.

Well, I am almost tempted. Because if I act as a sponsor, my application might well be taken more seriously. You can hardly refuse a sponsor’s presentation, can you?.

Now I am no longer surprised that the presentations on these kinds of events often sound so much like adverts and self-display. And why, consequently, so many people prefer barcamps.

Well, I decided not to sponsor the event. I am almost sorry I sent my paper. If the presentation will be accepted, I will still go and speak. And I will give my best. I will try not to speak as a front-end orator, but instead, as far as the surrounding will make it possible at all, I will invite the audience to participate.

And if my paper is not accepted, I will present it elsewhere. And I will then have a good warming-up-story.

During this activity of mine, I also discovered the Deutsche Gesellschaft für Wissensmanagement (GfWM). It cooperates with the publishing company of “knowledge management”. I am not yet familiar with the association and lobbyist structure of knowledge management. However, I am assuming that it is quite similar to other associations in the sphere of project and quality management. It is mainly about power and “that funny stuff”.

So now I have the idea of founding a barcamp for “sharing knowledge” (WI-Camp). It would enable us to meet just as nicely for knowledge management and to exchange ideas on knowledge as we are now doing it at the PM camps on topics around project management.  If you are interested, just contact me.

RMD

(Translated by EG)