Last week the BBC reported that the Global internet slows after ‘biggest attack in history’, with a Distributed Denial of Service (DDoS) attack on spam-fighting organization Spamhaus said to be impacting the broader Internet. This was big news across global media until later in the day it became clear that the impact was minimal. Despite naysayers, the attack was in fact substantially the largest in history, and did result in slower Internet performance in the UK, Netherlands, and Germany.
At the height of coverage of the story I was invited into the ABC studios to explain live on the midday news what was happening. You can click on the image below to see the video clip.
As part of the recent Tomorrow-Ready CIO event series run by CIO Magazine and IBM, I was interviewed on the messages I shared in my keynote and the supporting Future of the CIO Framework. The brief video, available on CIO Magazine, is below.
Some of the points I make in the video are:
Continue reading The effective CIOs of the future will be internal and external entrepreneurs
The rise of drones (unmanned aerial vehicles) has been at the forefront of the news over the last months, with issues emerging that range from the remote use of military force to domestic privacy.
However there are many very positive applications of drones. Matternet, spawned from a Singularity University program, envisages creating a network of drones to address developing world problems. Over a billion people are geographically isolated and are often not able to access regular transport and the goods that can travel to them. Rather than building physical infrastructure, drones can cheaply and easily allow drugs, food, and other essentials to get to where they are needed. The video below shows the Matternet Vision.
‘Visionary leadership’ is one of the phrases most bandied about these days, yet it is almost always an aspiration rather than a description.
A vision of what is possible is a prerequisite to visionary leadership. That vision can come from an individual, but more often it is the product of many people.
The vision that underpins visionary leadership is definitely not the ‘Vision’ that is encapsulated in a neat phrase and sits alongside the ‘Mission Statement’ and its ilk.
A vision needs to be something that people can ‘see’ in a way that makes them want to move towards it. There are seven primary characteristics to powerful visions that I identify:
- Compelling. Powerful visions must draw people, attract them, make them want to take action and overcome obstacles to achieve it. It must feel worth achieving, worth putting real effort into getting there.