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Once Friend, now foe...lol
http://www.manufacturing.net/ctl/index.asp?layout=articlePrint&articleID=CA511634
Infinity Plans to Broadcast to Cellphones in U.S.
http://www.extremetech.com/article2/0,1558,1787924,00.asp
ot dd: Sorry, I meant this one: need sleep
http://www.continuitycentral.com/feature086.htm
dd: With regards to existing logistical sensor technologies, there are currently products on the market such as radio-frequency identification tags (RFIDs), total asset visibility/real-time location systems (TAV/RTLS) and data mining tools; each of these products will be discussed. First, RFIDs can be thought of as bar codes that operate at a distance. They can be active or passive and provide a labeling mechanism that allows you to get information — such as serial number, contents of a container, price and location. An active RFID system consists of three components: 1) antenna, 2) transceiver (with decoder) and 3) transponder (tag). The active system emits a signal that can range up to 700 meters, and its transmission is captured by a wireless local area network (WLAN) receiver [4]. A passive RFID system requires that a user scan the tag from a relatively close distance (few meters); a bar code is considered to be the least sophisticated ID system that is a distant cousin (the dumber cousin) from the RFID. RFID has now moved from inventory control and tracking to micro-payments (e.g., Exxon-Mobil's Speed Pass) and homeland security. The uses of RFID will expand dramatically as costs continue to drop, and it is used in combination with other technologies, such as global positioning systems. Some IBM partners in this area of expertise include Intermec, Alien Technologies, Wherenet and FEIG; together, an integrated solution is achieved for the customer [5].
TAV/RTLS products are essentially the databanks wherein RFID sensors and WLANs send their signals. They provide fully automatic real-time data updates (configurable from every few seconds to several minutes), very accurate (within 10 feet) locations and are totally automatic (no labor required). TAV/RTLS improve inventory control measures and in-transit visibility of requisitions; in doing so, this system answers three basic questions:
What equipment and supplies are currently in my inventory?
Where is a particular piece of equipment or item of supply within my warehouse or yard?
What is the status and location of the requisition on order at any given time?
IBM has great depth in this arena to include a current TAV project with the Department of the Navy titled "E-Logistics on Demand."
Finally, the value of data mining tools needs to be addressed. As one might expect, the sheer volume of data that businesses and organizations produce nowadays can easily overwhelm an individual. According to Haeckel, "Data mining tools and methods include a collection of sophisticated mathematical algorithms to so-called neural networks that attempt to find patterns in large aggregations of data." This analysis of the patterns then attempts to find meaning out of apparent noise, which is then used by humans in formulating an appropriate response.
Managing-by-Wire
The concept of managing-by-wire (MBW) is a direct derivative of the fly-by-wire (FBW) concept used during the advent of jet engine technology in the 1950s. To digress slightly, dramatic improvements in jet engine performance during this period increased the speed of fighter planes to a level that made it impossible for pilots to keep up with external events. The response to this technological improvement was to enable the pilots to assimilate information faster through the use of new technology that would allow them to react in time and maintain control of the plane at such high speeds. This new technology took the pilots' actions and translated them into sophisticated software that then allowed the plane to perform myriad intricate commands that magnified a coordinated response from the plane to a level higher than what a human is capable of doing in the same amount of time. In other words, the new technology enabled the pilots to "fly-by-wire."
According to Haeckel, "Today's fighter pilots do not fly airplanes; they fly informational representations of them. This is called 'flying by wire.' It is important to distinguish fly-by-wire, which augments a pilot's function, from autopilot, which automates it. Autopilot systems are much more limited in the number of situations that can be handled and are used only in stable environments. Fly-by-wire systems integrate the pilot's accountabilities and ad hoc activities with software that translates pilot decisions into the instructions that actually modify the plane's behavior. A wide degree of freedom in pilot behavior, including override capability, is a standard feature of such designs" [6].
Now that we've defined FBW, the concept of MBW can be stated as "the capability of managing a business by managing an informational representation of it." Once again, Haeckel provides us with something to ponder:
"Imagine an enterprise design model that defines the behavior of an entire business. Imagine making this model a part of the corporate informational infrastructure, implementing it on technology that connects all relevant sources and users of information and affords maximum sharing among all parts of the firm. Managers could respond to the read-outs appearing on the console, modifying the flight plan en route based on changes in external conditions, monitoring the performance of delegated responsibilities, sending coordinated directions to subsidiary functions, and experiencing exhilaration upon their execution. It constitutes institutional memory and intelligence, which augment management's ability to run the business" [6].
So, the question then becomes, How close are we to managing-by-wire? Let's examine what technologies are currently available in the market now as well as what is being developed.
Autonomic logistics is a broad term used to describe technologies that predict failure in operating systems, monitor stockage levels in consumables, automatically report impending failures and order replacements without human intervention. These technologies could have huge payoffs in both military and commercial logistics, possibly leading to the day when supplies automatically will flow to the consumer and war fighters before they run out. Today, a jet plane monitor can indicate that an engine part has failed, and a message can then be automatically relayed to people on the ground. Subsequently, maintenance personnel are then able to replace the unit when the plane lands. The message from the jet can also trigger a procurement action — the ordering of any spare parts that need to be replaced in the inventory. Thus, the engine sensors "sensed" a failure and the system "responded" to that sensing [7]. This example demonstrates Haeckel's SIDA Loop in action.
There are a number of manufacturers who currently provide this brand of autonomic actions, including Caterpillar and Honeywell. In fact, Honeywell has an interesting proposal regarding autonomic logistics in that it has coined a "one-off" production response for its customers. In other words, they are currently proposing that should a part fail and need replacing, then they will send the part — not out of their inventory stocks — but rather it will come right off the production line and be sent to the consumer within 72 hours of notification [8].
Autonomic logistics can come in other forms such as telematics or remote diagnostics. Telematics deals with transmitting data from vehicles, as well as electronic and mechanical components back to centralized servers for the purpose of logistics, command and control, and anticipating vehicle fleet maintenance requirements. IBM has a telematics device that displays how a user can take an electronic or mechanical device such as a motor or engine, connect it to a diagnostics data output device, then to a laptop PC and monitor performance, as well as the on-board diagnostics and prognostics data of that motor.
The IBM telematics demonstration serves as a prime example of how we can use real-time data to track vehicle location via a geo-positional system and monitor engine performance as well as lifecycle maintenance milestones of that motor, such as routine preventive maintenance, hours operated, miles driven, fuel and oil consumed, engine and oil temperature, oil pressure, tire pressure, emissions, and MTBF (mean time between failure) or even rounds or ammo expended. This technology can then be used by logisticians, planners, motor vehicle operators and maintenance personnel to monitor diagnostics and prognostics anywhere in the world, via a local "ruggedized" PC/laptop or PDA terminal. Moreover, it could also share that data with other organizations (e.g., suppliers or military higher headquarters) through various communications means, including wireless, via local LAN or satellite uplink. In this scenario, telematics data can even be used in a "disconnected" environment where no wireless coverage exists, and then synchronized when wireless coverage is once again regained [9].
To address communications shortfalls experienced by some customers, IBM has packaged a communications suite called Secure Wireless Infrastructure System — previously called First Responder — that is compact, light-weight, encrypted, scalable, ruggedized and loaded with bandwidth. In partnership with companies such as Cryptek, Inmarsat, Intelsat, Cisco Systems and others, IBM's communications solution includes satellite and voice-over-Internet-protocol phones, as well as wireless and wired LANs allowing for secure voice and data communications anywhere in the world. IBM can maintain a cache of terminals built to customer specifications and make the assets available to the customer within 24 hours of notice — "on demand." This communications suite ties in nicely to the telematics tool mentioned previously [9].
Remote diagnostics encompasses using available information technology, sophisticated algorithms and the Internet in order to monitor high-value equipment and machinery around the clock from virtually anywhere. Hospitals currently use this service provided by General Electric in order to keep their CAT scans and MRI machines up and running 24 hours a day, seven days a week. Operators can contact a "hotline" in order for a technician to walk them through fixing the critical machine [7]. Again, both telematics and remote diagnostics fall under the autonomic logistics header and are solid examples of currently available technology that both "senses" and "responds" to technological failures.
Finally, we will explore IT backbones currently being developed by IBM that will make the MBW concept much more ubiquitous in the government and commercial sectors. The autonomic logistics devices mentioned previously are a step in the right direction towards obtaining a sense-and-respond organization. However, they don't take full advantage of institutional knowledge that is available. Haeckel defines the current problem facing many businesses and government today:
"Connecting determines what the firm can institutionally sense. In the 1970s, networks sprang up in multiple places for multiple purposes. As a result, many companies today are criss-crossed by dozens of independent networks that are incompatible technically and thus actually inhibit, rather than promote, information sharing. Separate networks reinforce the tribal mentality that exists in functional hierarchies, with the result that in many organizations the left hand rarely knows what the right is doing. This 'lobotomization' of the corporate intellect remains perhaps the single largest impediment to realizing the potential of technology to help manage large companies" [6].
Software makers are working to imbue supply-chain management tools with artificial intelligence that will allow leaders to make better choices, share information throughout the value chain and learn from past mistakes. Autonomous agents or sensors placed at key nodes throughout the organization will feed into this software in real time, which in turn allows more accurate decisions to be made. This is analogous to how a beehive works wherein hundreds of bees go out into the world and collect pollen to make honey. Programs such as IBM's SAR Blue Enterprise and INFORMS Istanbul 2003 are embedded with artificial intelligence that compares current business conditions to historical ones and then forecasts what's likely to happen next. "It doesn't simply react, but rather it anticipates," states Grace Lin, a former senior manager at IBM's T.J. Watson Research Center [10, 11].
SAR Blue Enterprise can sense a multitude of changes in the business environment, such as market conditions and operational issues, faster than competitors. Before issues become problematic, it can formulate smart responses by adjusting policies, strategies, processes and operations. Similarly, INFORMS Istanbul 2003 combines supply-chain visibility, business process integration and event-based management in a way that optimizes supply-chain management. A prototype of this software will be available later this year, and a commercial version is expected within five years (10).
Becoming a sense-and-respond organization has many aspects to it; the SIDA Loop wherein leaders are able to know earlier and respond more quickly than their competitors is vital to its success. However, the SIDA Loop is only part of the equation to being a sense-and-respond enterprise. Building your business as a system with appropriate coordination and
context-giving leadership helps to avoid suboptimization of the full S&R capabilities. Let's explore this further.
Designing a Business as a System
As we discussed at the beginning of this paper, today's business and battlefield environments are increasingly unpredictable and susceptible to rapid change. The ability to adapt and succeed in this type of environment stems from good systems design of one's organizational structure and not from good process design of its functionality. What does that mean exactly?
Process design requires predicting in advance the inputs, desired output and best way of producing the output. Good process design is also characterized by increases in the speed, accuracy and efficiency of business operations when the inputs and the best ways of doing things are known and sufficiently stable. Yet, inputs are not always known or stable — what then? To further complicate the issue, when one part of the system is improved independent of all other elements, suboptimization occurs, which, although common, can be counterproductive and costly; this is essentially the opposite effect of creating synergy within an organization. Continuous changes in customer preferences, market and battlefield conditions, as well as evolving innovation in available capabilities, dictate that success increasingly depends upon improvisational procedures, which are best done through good system design.
In a sense-and-respond world, organizations must develop and/or adopt new principles, competencies, accountabilities, context and structure in order to survive. It requires the ability to integrate all business functions — at the last possible moment and as close to the customer as possible — in order to create an optimized, efficient and well-coordinated system, which discourages the application of best practices to any specific component and eliminates functional silos and blinders. Consequently, this system is designed as a collection of business functions and elements that produces more than the sum of its parts. Haeckel further analyzes this general system design:
"If a business is designed as a system, it will automatically create synergy. Synergy is something very different from 'more of the same.' Because synergy is a system-level result, it differs qualitatively from the outcomes contributed by any of the parts. The result is a preference-creating experience, a system-level effect, produced by the way products, services and ambience interact with one another and with the customer" [12].
If a business or organization wants to produce synergy with its employees, products and places, it must understand and design the interactions amongst them, rather than the actions of them. In other words, a sense-and-respond organization is an "effects-based" structure that is designed as a "roles and accountability" system. However before we delve into this system design any further, let's first discuss the role that an organization's top leadership has with regards to developing context for the organization.
Context-Giving Leadership
In a sense-and-respond system, senior organizational leadership provides their employees with the proper context in order for the employees to execute their roles; the proper context consists of providing employees with a statement of purpose (or reason-for-being), governing principles (e.g., boundaries), guiding principles and a "role and accountability" structural design. Leaders then populate key roles with competent people and trust in them to run operations without the senior leader's interference or oversight. In this type of structural model, top leaders focus on the interactions between key roles and not on what their specific actions are. While this may sound a bit like taking a page from Machiavelli's "The Prince" in terms of "the ends justify the means," it is, in fact, not that severe. Why? As indicated above, subordinate actions are guided by a common purpose (e.g., the "reason-for-being") established by top leadership along with governing and guiding principles that influence but do not dictate the actions of employees.
The organization's "reason-for-being," or purpose, should be expressed specifically as the primary purpose or the ultimate function of the sense-and-respond enterprise. It should specify how critical elements interact — not specify how work is done — and should state what the system exists to do — not what it must do to exist. A S&R system facilitates widely distributed decision-making and allows each role to design and lead subsystem roles they are accountable for. Coherent behavior is ensured by all in accordance with established "rules of engagement" — sometimes called governing principles or boundaries.
Haeckel elaborates: "In order to compete in an on-demand or S&R business environment, a business model is needed to provide a systems context within which to improvise. This context is what conveys 'know-why' throughout the organization, enabling anticipation, coordination and adaptive coherent responses in unpredictable environments. It is an important insight for business executives to 'know why, not how.' Know-how is procedural knowledge, which is action-centered and based on practice. But it is know-why that distinguishes a business from other talented operations enabling them to better anticipate what will happen next not by projecting historical trends, but by deriving meaning in real time from what is happening now. Such knowledge enables one to react faster not because it increases their speed, but because it decreases the time it takes to adapt to developments. Knowing why makes it possible to know earlier and respond faster. When everyone knows why, it is because leaders have become good architects who articulate and propagate their intent as a system context, rather than as an action plan" [12].
An excellent S&R leader is also a decision-maker who makes organizational decisions that are based on recognizing emerging patterns faster than others. Timely and accurate pattern recognition and interpretation enable one to anticipate and quickly respond to what is happening in an unpredictable environment. The patterns that he or she recognizes are system patterns and not activity sequences. Because of this pattern-recognizing ability to rapidly size up the implications of a given situation, strong S&R leaders know something much more important: they know earlier than anyone else the meaning of what is happening — now.
In a military organization, we might define the "reason-for-being" as the ability of that organization to fight and win wars; perhaps, it also has a flavor of what we define as Commander's Intent — providing the ultimate purpose behind a mission. Guiding principles might look like our joint and service doctrines that influence how we see the battlefield. For example, in "MCDP-1, Warfighting" and "MCDP-3, Tactics," the U.S. Marine Corp's doctrines profess the benefits of maneuver warfare wherein friendly forces bypass enemy strengths and exploit gaps in the enemy's defense by going after enemy command-and-control facilities and logistical chains [13, 14]. These principles guide us but do not dictate or compel our actions. Governing principles or boundaries might surface under operational "rules of engagement" wherein certain restrictions are placed on the military's actions (e.g., adherence to the Geneva Convention). Hopefully, these examples provide some form of context to the discussion.
This discussion on "context-giving leadership" should sound familiar to many in uniform as we look towards the future of warfare and recognize that the likelihood towards more missions concerning urban combat and other asymmetrical threats become more prevalent (Gen. Krulak's Three-Block War discussion comes to mind [15]). The ability to decentralize decision-making to the lowest level, providing subordinates with commonly understood mission statements and a Commander's Intent to guide their actions, and placing competent leaders in accountable roles are characteristically compatible with how the U.S. Marine Corps views its approach to leadership development. Let's examine the roles and accountability design further.
Roles and Accountability
In team sports, each team member has an individual role designed within the system, striving for the same desired and understood organizational outcome. Although the opposition can be inconsistent given a litany of influential factors and levels of competency, each role evolves or adapts to the predictable as well as the unpredictable in order for the team to survive and defeat any adversary. An understanding of each individual's role and their interaction with other roles is paramount to the team's success and in achieving its common purpose — to be both harmonious and victorious. Haeckel elaborates: "In the sense-and-respond model of adaptive business designs, clarity about accountability is achieved by defining the work of persons exclusively in terms of the roles they play. Roles, in turn, are defined exclusively by the outcomes that relate them to other roles" [12].
Each role in the design is accountable for producing outcomes or effects for other roles. In business, every outcome relates a defined customer role to a defined supplier role. The design specifies the interactions between the roles, not their activities. The benefits of this design include ensuring organizational alignment, reduced transaction costs, the inclusion of partners and suppliers in decision-making, preparedness for change, and clarity about accountabilities, authorities and roles.
With universally understood boundaries (e.g., governing principles) and an understanding of individual roles, all of the system's elements function with a common purpose to produce a common outcome. Of course, this type of systems design requires that the organization's top leadership populate roles with competent leaders and managers, as previously stated. Likewise, these roles must have the authority to negotiate and coordinate amongst each other when conflicts arise in order to achieve the desired output.
Semper Fi. http://www.dcvelocity.com/articles/nov2004/roadtripreview.cfm
There's an elephant inThere's an elephant in the room: RFID enters the supply chaiThere's an elephant in the room: RFID enters the supply chainnThere's an elephant in the room: RFID enters the supply chain There's an elephant in the room: RFID enters the supply cThere's an elephant in the room: RFID enters the supply chainhainhe room: RFID enters the supply chain http://www.lionhrtpub.com/orms/orms-8-04/enterprise.html
old dd: Rfid chips are a gamble that business can't resist
http://knowledgemanagement.ittoolbox.com/news/dispnews.asp?i=125142&t=99
An open message to Pope Benedict XVI
I thank the one who put the stars up there in the first place.....Good Luck To You...may I suggest an rfid tag)
Long Live Rock (the Who)
God Bless America.....nite nite
Ampex Licenses Digital Still Camera Patents to Casio and Samsung Techwin
April 06, 2005 09:05:00 AM ET
http://news.moneycentral.msn.com/ticker/article.asp?Feed=BW&Date=20050406&ID=4350818&Sym...
ot: Sorry
No more posts from me, I am on a now what can be called an extended weekend getaway/mini vacation, lol and need to get back to reality....thanks for your understanding and please excuse me while I kiss the sky...
(Where's that confounded bridge?) The Crunge
(Bonham/Jones/Page/Plant)
I wanna tell you bout my good thing
I ain't disclosing no names but--
He sure is a good friend and!
I ain't gonna tell you where he comes from, no!
If I tell you you wont come again! Hey!
I ain't gonna tell you nothin but I do will, but I know, yeah!
I should do but I know now let me tell you bout my girl:
Open up a newspaper and what do I see? Ahh, ah
See my girl, ah, looking at me
Ooh, And when she walks, Ooh, lemme tell ya:
She walks and when she talks, she talks and
When she looks at me in the eye
She's my baby lord I wanna make her mine
Tell me baby what you want me to do!
You want me to love you, love some other man too?
Ain't gonna call me Mr. pitiful, no!
I don't need no respect from nobody...
I ain't gonna tell you nothing I ain't gonna no more, no!
She's my baby let me tell you that I love her so and
And! She's the woman I really wanna love
And let me tell you more, oooh!
She's my baby she lives next door
She's the one a woman the one a woman that I know.
I ain't gonna... tell you one thing that you really ought to know ooh!
She's my lover baby and I love her so and
She's the one that really makes me whirl and twirl!
And she's the kind of lover that makes me me fill the whole world and
She's the one who really makes me jump and shout, ooh!
She's the kind of girl--I know what it's all about!
Take it take it
Excuse me
Oh will you excuse me
I'm just trying to find the bridge... Has anybody seen the bridge?
(Have you seen the bridge?)
I ain't seen the bridge!
(Where's that confounded bridge?) (spoken by Robert Plant)
dd: Change Is In the Air
http://economist.com/science/displayStory.cfm?Story_ID=3713929
http://www.atca.org/singlenews.asp?item_ID=2546&comm=0
I think I once interviewed with this company fwiw..lol http://www.zebra.com/id/zebra/na/en/index/resource_library/case_studies.html I think they made pens and the person that interviewed me was the most courteous of all I ever interviewd with in all my career fwiw imo
http://asia.cnet.com/news/personaltech/0,39037091,39195180,00.htm
http://www.pcw.co.uk/news/1162134
Radio frequency identification (RFID) is another technology being watched closely by the company, although there are currently no plans for its adoption.
'RFID has the potential to revolutionise bag handling, and in due course it will happen,' says Fox. 'It's also relevant for aeroplane spares, a very taxing activity.'
ot dd: http://www.pcw.co.uk/news/1152311
Market-watchers are keenly monitoring the litigation and speculating about who would win to eventually get a huge piece of the royalties pie...
Tokyo and average neom longs are imho monitoring as well...lol
dd: Radio tag business may be nudged into expanding, say analysts ...Posted on : 2005-03-25/ Author : Geoffrey Lewis
The patents dispute between Symbol Technologies and Intermec Technologies seems to be snowballing into something far more significant for the nascent industry of automated data capture technologies. Other players in the radio-tagging industry are keen to know the result. Most see it as an unmistakable sign of the technology maturing into a major business opportunity. An analyst said “These are indications of a niche market growing into mass-market.”
At last count Intermec had sued Symbol for infringing on six major Intermec patents covering key Intermec wireless access, terminal and software technologies. Intermec’s lawsuit is in fact a response to Symbol’s lawsuit against Intermec filed last month accusing the latter of infringing on basic Symbol patents in the wireless networking area, which are more commonly known as Wi Fi.
In their press release of March 24, Intermec explained their position saying that “Symbol’s decision earlier this month to terminate a supply contract (Intermec used to buy laser scanning systems from Symbol) with us and to sue us for patent infringement frees us to defend ourselves against Symbol's claims and to prosecute our own patent infringement claims against Symbol.”
Intermec was determined to stave off every attempt Symbol made to collect royalties for public domain technology and also to stop them from unlawful use of “our patented inventions.” the press release said.
Automated data capture technologies or ADCs are seen as the next step in the evolutionary chain of ‘tagging’ for identification and tracking of products in huge supply chains. From among these ADCs, radio frequency identification (RFID) devices are rapidly growing in popularity and being promoted by the Defense Department as well as leading store chain Wal-Mart and major consumer manufacturers as a far more efficient way to tag and track commercial products compared to bar codes.
Symbol is a leader in bar code systems and has invested heavily in RFID last year by acquiring RFID tag and reader maker Matrix for $230mn who were sued by Intermec a few weeks before.
RFIDs are one of the disputed patents in the Intermec Vs Symbol clash. Intermec appears to be on a sound footing as its claims against Symbol are based partly on a group of patents that it had bought from IBM some time back.
Market-watchers are keenly monitoring the litigation and speculating about who would win to eventually get a huge piece of the royalties pie.
Way ot: A Movie For The Weekend
On being true to yourself and following your dreams wherever they may lead.
rememebr Pixar and Dreamworks and Well, Toho doesnt make sense but you get the jist hopefully.....
".... Lets put things in perspective..cabbie per your request
This was once a Nasdaq stock with a product that nobody wanted...enter the camera phone and Voila, the technology that didn't work becomes a viable product with hardware that almost everyone in the world already owns (the cell phone)....."
While everyone is or is not stressing out over all the stuff everyone is chatting about here, may I suggest a movie or 2 to "take the edge off the day" this weekend??
Mel Brooks..Silent Movie....Then possibly go out into a dlp cinema and Watch Robots, the Current Movie...Pixar...lol
Anyway, somebody stop me....http://www.theconservativevoice.com/modules/news/article.php?storyid=4150
Seems like so much potential, now its up to management to do their part and help deliver the gateway that will bridge the gap with the physical and virtual/internet world...something like that...anwyay, just thinking out loud here...
Over and out,....
ot dd and comment to onthetake
I wonder if this would 'fit into" your proposed discussion as this area possibly takes off in the coming years (iptv and possible public companies that are in it or about to get into what may turn into a battle royal withCable and other traditional network TV type companies.... as it may/may not gain critical mass...and for one small example as in what that one company is currently doing at the big electronics show in Vegas going on now, they are beaming TV over IP/net out of a broadcast van I think to all the hotel rooms)...Maybe someone posted or commented on this before but anyway, hands are full here, just a side thought and DD reading when we get bored here, lol
Here are a few dd links fwiw to get started http://news.google.com/news?q=ip%20tv&hl=en&lr=&sa=N&tab=wn (at least I am going to add it to my weekend reading)
Have to run, have a good week...
dd: I suppose If You Take The Numbers To Heart
One would say it bodes well to see the continued "strong growth" in wireless network "products" through real numbers/earning reports from companies such as LU...being that in a way, aren't we dependent to some degree on wireless growing and data rates increasing via wireless, etc so the very companies that we hypothesize will subscribe to our Paperclick and any other related product line extensions and "partner with us hopefully" will be looking to build out an increasingly efficient wireless infrastructure...something like that...anyway, bear with me, I am rusty and still learning here and will be for a long time I suppose...
Lucent Profit Quadruples on Wireless Demand
April 19, 2005 08:08 AM ET
Telecom equipment maker Lucent Technologies Inc. reported Tuesday that second-quarter earnings quadrupled from a year ago due to strong demand for wireless network products, and said it will combine its mobility and wireline businesses into a single unit.
Net income rose to $282 million, or 6 cents per share, for the three months ended March 31 from $68 million, or 2 cents per share, a year ago. The latest quarter includes a gain of about 2 cents per share from the favorable resolution of certain income tax matters.
Revenue of $2.34 billion rose 6 percent from $2.19 billion last year.
Analysts surveyed by Thomson Financial were looking for profit of 4 cents per share on sales of $2.31 billion in the latest quarter.
"This quarter, we continued to achieve profitable results and further demonstrated our strength in mobility, posting our highest quarterly revenues for wireless since fiscal 2002," said Lucent Technologies Chairman and CEO Patricia Russo. "We also continued to show strength in our services business, with close to half a billion dollars in revenues, and we continue to invest in areas that are critical to our business such as next-gen optical, VoIP and mobile high-speed data, as well as services, government and emerging markets."
Lucent confirmed its expects revenue for fiscal 2005 to increase on a percentage basis in the mid-single digits, which should be at or above the market growth rate.
Separately, the company announced it will simplify operations by combining its mobility and wireline businesses into a single group. Its services business will remain separate.
Cindy Christy, formerly president of Lucent's Mobility Solutions business, will head the combined business that will be called the Network Solutions Group.
OT and ps...I may have to take a closer look next time at spell check in the premium service or not be so lazy and cut and paste my posts first into a word document to check spelling before I post, lol...sorry gang, I'll be more tidy with spelling next time, I am learning here...
Have a good night and GLTA!
fwiw, I have to agree precisely here as if the words came from my mouth, and add a few more tidbits as I close out my position building spree of last week or two...lol:
..."it's not for me to say" You need to decide that for yourself. Not trying to be harsh but it is the truth. The only advice I will give you is that once you have decided to invest in any company, you should only invest up to 100% of what you are willing to lose. Do I think NEOM is a home run?? Yes or I would not be here. Am I going to tell you what to do with YOUR MONEY?? NO..."
Further to that I have always heard and now after several companies and life experiences under my belt that the ol saying taking risks and high risk = potential for high reward seems so darn true to me as one of the commandments for surviving in life...something like that...., all I know is many of us probably go through the same emotions day in and day out like an exciting roller caoster ride now that we are "longs" and are enticed by what we believe to be a nice carrot at the end of the stick...something like that. In any event, I might as well dislose here for the record tht I first got in Mid Februaryish and recently upped my position 10 fold off a somewhat relativeklly speaking small base of ride tickets....I too sold off a 40% nad a 25% dog to buy in here and think my accumulation period in blocks is over for now but will try to add a few here and there as my budget will allow. I swore several years again not to get into otcbb companies and especially ones with a somewhat relatively high float such as Neom, but having worked for the likes at one point for companies such as P&G, and others like them as well as small entrepreneurial ones, I understand enough I think that with a little luck, we can all prosper with this diamond in the rough...thats strictly my gut speaking here and all jmho but it is still up against some odds that appear to me at least (all jmo) to getting better and better as each recent day passes....I suppose that in today’s world a trend can be jumped on and like Liquid Tide got onto the floors and jumped on a trend solidifying it out of the gate so everyone else came in ended up no 1,2,3,4 & 5 by getting in front of consumers first with the then at the time innovation of liquid laundry detergent, they managed to be the frontrunner in that category from day one...now pampers and Folgers were a different story as it took several for pampers and I think about 16 for Folgers, but eventually they became the leaders in their respective categories.....I do know we don’t have years but like the Folgers and Pampers Example but maybe we n bear some resemblance to the Tide example and get out of the gate first and stay there wiht a Virgin win/close to it and a few other significant events, etc maybe not the best one but at least a different one and very similair to the always used Goggle one that shows if you are in the right place at the right time and the window is still open and a company takes some well thought out risks as I see Neom doing here now, the sky is the limit if they get lucky (luck being where preparation meets opportunity imo) during that "rapid growth" stage that usually occurs with a paradigm shifting technology such as what I think I am slowly learning here about this RFID and Physical world conversion to internet world stuff and the Neom solution with their paperclick implementation, etc... maybe we can get lucky and position that we become the gatekeepwers/owners of the bridge and stay there with our tech/patents as all the previous longs have stated much better than I can at this early point of my life at ihub...and then again, maybe we will not, but I felt strong enough about this tech and company and DD here to "buy into" the hysterai that can in fact imo become the norm in due time with RFID, etc and the paperclick possibilities...iow, that even with its otcbb status, I can think back to past business , life and investment experience that swayed me into realizing that life is a gamble and if you do not take risks, you may never experience it to the fullest and I suppose I am striving for a bit more fionancial independence so I can do those things we all dream about...something like that.....iow, to me this is worth a shot to get into an affordable hot trendy rfid play that seems to be building upon a real business plan and working towards realizing that plan.....
So, in closing, I am sitting tight like everyone else and know these somewhat volatile gyrations of recent pps are possibly a result of traders in and out now but hopefully the gaps or whatever all that TA stuff everyone is doing is pointing more and more in our favour for the near future and longer term...and of course the most important indicators that made me decide is a definite "feel" that accumulation is taking place and this is alwasy good I think to build a solid base on and lots of interest slowly building in this as evidenced by decent volumes imo and now real arms and legs (no matter what their experience or background) but real arms and legs now to assist in the execution of the business plan that was put in motion for a while now I think...
...and oh yes, the insatiable and intoxicating feeling to think that we get a positive settlement or anything close with Virgin..
OK, enough from me for now, just happy to be in officially with what I can afford position wise and I suppose which I resign myself to losing in the worst case scenariop(...I am glad to have gotten a seat on whatever ride it is I may be going on with in this Neom sanctioned rfid journey...
Thanks again for all the DD and GLTA!!
This Ones For Lesnshawn:
RFID and the Media Revolution
http://www.creative-weblogging.de/cgi-bin/frames.cgi?url=http://www.rfidjournal.com/article/articlev...
Ot: Something Old, Borrowed and Blue Weekend Reading
In the Palm Of Your Hand
http://research.ua.edu/archive2003/palm.html
Top Ad Spending:
http://www.itfacts.biz/index.php?id=P2998
http://www.findarticles.com/p/articles/mi_hb3237/is_200301/ai_n7926623 (ps unrelated P&G Bought Gillette I think)
RFID's day is coming: Procter & Gamble, Gillette, others look to play role in developing emerging applications. (Wireless review).
MSI, January, 2003 by Fulcher, Jim
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Read the full article with a Free Trial of HighBeam Research »
Some leading manufacturing companies are working together to develop and field test emerging automatic identification (Auto-ID) technologies and applications--most especially, radio frequency identification (RFID) tags. What the use of RFID tags offers is a way to track manufactured goods down to the unit level, through production and distribution, to get precise information about inventory positions and points-of-sale activity. Closing the information loop in this way could have a revolutionary impact on demand, production, and supply chain planning. It could also result in ...
Bonus dd reading:
http://forbes.com/technology/2003/03/04/cx_0304mckinsey.html
Wi Fi Links and Weekend Reads:
http://www.forbes.com/wireless/2004/06/02/cx_0603wifiland.html?chan=t2wifi
Ten O'Clock Tech
Moore's Law Due For Retirement
The observation about improvements in computing power has proved true for 40 years. Will it be true in another ten?
http://www.forbes.com/technology/2005/04/15/cx_ah_0415tentech.html
Ten Must-Read Tech Stories
http://www.forbes.com/technology/2005/04/15/cx_pp_0415blog.html
Bug me out:
http://washingtontimes.com/national/20031214-011754-1280r.htm
Drugs, Drugs and More RFID:
http://rfid.weblogsinc.com/entry/5078642541917387/
Rense.com view on things and RFIDS:
http://www.rense.com/general39/rid.htm
RFID Links Galore:
http://www.rfidjournal.com/
A Must Read After A local Beverage On A Weekend Evening: (jmho):
http://www.rfid-weblog.com/
Ok, disclaimer: DO NOT ATTEMPT TO READ IN ONE SITTING!!!!
New Poster Here and relatively new investor
Thanks to all the longs for the excellent DD, picked up fwiw a few shares since mid February and imo if you read the last several weeks or so DD here, it would apear to be a "no Brainer" that clearly that high risk high/reward scenario is making more and more sense everyday both finacially and in possibly this type of proprietary RFID tech and its offspring as we progress through this most interesting of modern day time paradigmn shifts, Having had the fortnotsofortunate opportunity to learn firsthand many things working for so called fortune 100, 500 and less obscure subfortune 100 entreprenurial companies, I can relate to most of what I am slowly learning here, that this is worth the risk if you have a few bucks to spare but a disclaimer: do not invest unless you can stomach the ride and I do not support investing any amount of money into any stock based on my opinions)..lol
If for nothing else, been a long long time since I personally fwiw have come across such a neet board to learn about current trends from...and also that has spell check:_))
In any event, glta and since I have been babbling here for the past minute, I figured I'd try to earn my keep and post some weekend reading.
http://www.supplychainbrain.com/webzine/09.03.rfid.html
Have a great week...an thanks for having us here
And thanks to all (you know who you are)for spending time keeping this board up and running...