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Keith Everard BT Strategic University Research Keith.Everard@bt

Successful Collaboration for Systems of the Future Embedded Systems for Future Digital Lifestyles EKTN University of Essex 23 September 2008. Keith Everard BT Strategic University Research Keith.Everard@bt.com. Context….the world we live in….

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Keith Everard BT Strategic University Research Keith.Everard@bt

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  1. Successful Collaboration for Systems of the FutureEmbedded Systems for Future Digital Lifestyles EKTNUniversity of Essex23 September 2008 Keith Everard BT Strategic University Research Keith.Everard@bt.com

  2. Context….the world we live in…

  3. Moore’s Law – 1965 - the number of transistors on a chip doubles about every two years…

  4. But what does this really mean? • In general terms.. • The power of electronic devices doubles every 2 years • The cost of devices halves every 2 years • Example Flash Memory – cost per gigabyte • 2002 ~$260 • 2005 ~$35 • 2006 ~$16 • 2007 ~$7 – close to ‘tipping point’ • 2008 ~$2 • The Guardian Thursday August 24 2006 - Flash memory is getting cheaper all the time. Does this mean the end of the hard drive as we know it?

  5. the change in our world… At the last count nearly one and a half billion people (1,407,724,920 - 21.1 %) were connected to the internet, with 73 per cent of North Americans and 48 per cent of Europeans having access to a connection. And these numbers are accelerating every year. (Jun08) In 2008 the UK has nearly 41 million (66 per cent) of people with Internet access. http://www.internetworldstats.com/stats.htm and now the ELONEX too... Peruvian student Justo Miguel Común is in the fifth grade. He got his XO laptop in late April 08

  6. Living in a world of exponential change We are entering a time of unprecedented change in terms of both technology and the way we work. With technology moving at an exponential rate and the web becoming the knowledge repository of the planet, how do we design services in the future?

  7. BT at the Forefront of R&D • BT is the fourth largest R&D investor in the UK(behind GlaxoSmithKline, AstraZeneca and BAE Systems) • BT is the largest R&D investor in the UK Fixed Line Telecoms sector (£1,119m in 2006, 5.5% of sales) • BT is the second largest R&D investor in the Fixed Line Telecoms sector in the world (behind NTT Japan @£1,323M) • BT is the 52nd largest R&D investor in the world(all sectors – 73rd in 2005) Source : Department of Trade and Industry seventeenth annual R&D Scoreboard, published October 2007 http://www.innovation.gov.uk/rd_scoreboard/

  8. Why External Research? “The world of technology and science has expanded so much that it is no longer possible, even for the largest companies, to sustain a research effort that can cover all the disciplines used in their products. Leading research is going on all over the world and it is less and less likely that the important new ideas will emerge in a company's own laboratory. It is better to put in place mechanisms that draw on the global research output.” Lord Broers, President of the Royal Academy of Engineering and Chairman of the House of Lords Science and Technology Committee – Reith Lectures April 2005

  9. Matt Bross – CTO BT “The pace of technological change is relentless and traditional innovation models are becoming outdated. They simply can't deliver results fast enough to keep up with market demand. I believe that in order to succeed today, companies need to innovate at the speed of life - there should never be a gap between what is possible and what a company delivers in the markets it chooses to serve.”

  10. Innovation at the Speed of Life? • Electricity to majority of homes – 50 years • Broadband to majority of homes – <10 years • Cyworld social networking – 5 years (2005) • (to “almost every Korean in their 20s”) • Innovation Big Bang (Chain reaction)

  11. Managing Complexity – Soft Computing

  12. The University Research Programme Engaging with the global science base Public Science/Scientists - There are more scientists alive today than the total number of deceased scientists http://findarticles.com/p/articles/mi_m1510/is_n73/ai_11692017/pg_2

  13. University Research Programme The Objectives • Research.. • Support our internal Research through a portfolio of university relationships which provide us with access to basic research, knowledge and thought leadership which underpins, enhances and challenges our research activities • World Awareness.. • Provide access to global thought leadership, knowledge and information in both technology and business thinking which support our strategic objectives • A Partnership Platform.. • Provide a platform to transform our market presence and enhance our value. Build partnerships with the best in the world which reinforce our leadership in both ICT and innovation.

  14. Academic partners The role of the University Research Programme in the business Old model Research Development Deployment Marketing Sales CUSTOMERS UNIVERSITIES New model Research World Awareness Partnership Platform Research Development Deployment Marketing Sales CUSTOMERS

  15. Internal and External Research Exploits and maintains internal expertise in a wide range of topics

  16. Open Innovation Time-line Internal & External Research 400300 200 Industry & Technology Partnerships University & Science Partnerships BT Research & Venturing People no’s. 0 1 2 3 4 5 Years to realisation

  17. 30 Research RelationshipsUK – 18 Universities International – 12 Universities • Managed by Research Teams non-duplication - consistency - single point of contact client focus - University Research Programme Key PartnershipsCambridge University and Judge Business SchoolMIT and Sloan School of ManagementUCL and London Business School Oxford University Essex University Imperial College • Managed by URP Team • (Establish Framework agreements etc.)

  18. Context - BT University Research Partners (2006/2007) Braunschweig Magdeburg IMD MIT, Boston Milan University Of California, Berkeley Tsinghua, Beijing Columbia, NY ICS Forth Hellas Stanford Jiao Tong, Shanghai Santa Fe Inst Monash, Melbourne

  19. The MIT Media Lab Berkeley, Sather Tower, known as the Campanile Andrea Soppera & Gabriele Corliano Dave Chatting BT’s Presence at MIT & University of California, Berkeley • To facilitate close collaboration, we have placed a permanent person at MIT and visiting researchers at UCB and MIT. • We also encourage our business people to spend time at both locations.

  20. Adastral Park Model As well as putting our people into Universities we also invite Universities to put their departments on our campus. We have...

  21. The Science split • Science % of Funding • Technology/ Engineering64% • Human/Social Science20% • Business/ Management Science16%

  22. From having a deep understanding of Technology To also having a deep understanding of societal and cultural change From Selling Technology to Selling Services…

  23. Understanding people is at the heart of what we do… • Social Science – Essex, Digital Lifestyles Centre (Vic Callaghan et al.) • Social Anthropology – UCL (Daniel Miller) and University of Cambridge (Alan McFarland) • Computer Science – MIT Web morphing…TRUST (Glen Urban)

  24. A Taste of Our Engagement With Essex • Technology • Access Networks • PAEAN: Powering Active Electronics in Access Networks – A study of alternative methods for street equipment powering, Stuart Walker, April 2008 • Home Networks • Fibre to the home • Human Science • Technology and Society (Institute for social and technical research) • UK Market Model provides a bottom-up view of potential consumer spending • Census-based, looking out to 2016 • Spending boundary cases, not product forecasts • User Experience • Business Science • Workforce Management • to develop a simulation environment that models and simulates in detail the dynamics between BT OpenReach workforce and BT work allocation systems. • Business Process Design • Centre for Computational Finance and Economic Agents (Member of City Associates Board)

  25. Our key needs? • Enormous amounts of information and knowledge… • Watch trends so that we can act quickly • Spot early signals of disruptive change • Access to world leading academics (very clever people who are not bounded by our business issues), to discuss what is happening so that we can make sense of it and put it into context for our business leaders • Really bright graduates…

  26. UK Students much more than just ‘research’… People US Insight US UK Technology Jimmy Wales Approach US US Vision US Flexibility Interaction Thinking UK UK Jia-Yan Gu Collaboration US UK Simon Blackburn Malia Kilpinen Strategy

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