CONTACTS 

SUBJECTS
Future of SDS Business Model Hobby Johnson, Gary
Business Model Explicit Links Make Good Management Attractive Grows
3-layer Architecture SDS Enables Possibilities for Everyone to Work
SDS Opportunity Distribute SDS Record Improve Everybody's Memory on
Goals 2004 Improve Using SDS Learn 8 Steps Using SDS for Communicati
Linking Self-evident Benefit Enables Accurate Memory SDS Technology
Success Business Requires Salesmanship Skills for Lying Embellishmen

2009 -
2009 -    ..
2010 - Summary/Objective
2011 -
201101 - Follow up ref SDS 19 0000. ref SDS 14 0000.
201102 -
201103 - Review seems to show that all that can be done to help Aerospace company has
201104 - been done.  May need to focus on other opportunities.
201105 -
201106 -
201107 -
201108 -
201110 -  ..
2012 -
2013 -
2014 - Progress
2015 -
201501 - Letter to Gary on Future of SDS
201502 -
201503 - Submitted ref DIT 1 0001 linked to the record on 040927 and saying...
201504 -
201505 -    1.  Good discussion on pending issues, limitations and actions we
201506 -        can take to advance the business plan toward revenue.
201507 -        ref SDS 19 0001
201509 -         ..
201510 -    2.  You may not have time, but more in depth analysis is reported
201511 -        on 040829, ref SDS 15 AS4F, covering your review on 040810 -
201512 -        0408912.
201514 -         ..
201515 -    3.  While there is much that can be done, for the next few weeks,
201516 -        we can continue work on getting SDS active in some form on ACE,
201517 -        and then assess how helpful that turns out with limitations
201518 -        discussed recently. ref SDS 19 4K5L
201520 -         ..
201521 -    4.  We also want to push the ASB matter, particularly the Pidcock
201522 -        contact that came out of the recent hearing, with a view toward
201523 -        expanding the circle of advocates. ref SDS 19 VP37
201525 -         ..
201526 -    5.  Getting someone like Woody involved, may lead to figuring out a
201527 -        way for SDS to become active on the corporate intranet,
201528 -        addressing the issue in your letter on 004929 indicating that
201529 -        at this time access is foreclosed under the change in the ASB.
201531 -  ..
201532 - In a call later this evening, Gary feels it would be okay for me to
201533 - call Woody on this matter.
201535 -  ..
201536 - Scheduled this for Monday, 041004.
201538 -  ..
201539 - Letter to Gary continues...
201540 -
201541 -    6.  If we cannot do that, then we have to look for other ways to
201542 -        create visibility beyond Aerospace company, discussed in the record.
201543 -
201544 -
201545 -
201546 -
201548 -  ..
2016 -
2017 -
2018 - Background
2019 -
201901 - On 040724 Gary called to discuss business and revenue planning for the
201902 - future of SDS, based on analysis in his record on 040722. ref SDS 13
201903 - 0001  At that time, review of this issue was scheduled for 040901.
201904 - ref SDS 14 YX5U
201906 -  ..
201907 - On 040724 Gary was asked to add analysis, ref SDS 14 YX5U, to his
201908 - record on 040722, ref SDS 13 0001, that incorporates prior planning
201909 - on....
201910 -
201911 -        Disruptive Technologies.............. 990527, ref SDS 3 KS4O
201912 -        Business model....................... 000802, ref SDS 4 0310
201913 -        Plans & strategy..................... 040102, ref SDS 6 8Q3N
201914 -        Future of SDS........................ 040229, ref SDS 9 5Z4J
201915 -        Grow demand for intelligence......... 040229, ref SDS 9 886M
201916 -        Language Culture Leadership.......... 040508, ref SDS 11 0001
201917 -        Aerospace company Leadership video.............. 040724, ref SDS 14 YX4P
201918 -        Gary's analysis reviewed............. 040829, ref SDS 15 0001
201919 -        Business planning discussed.......... 040927, ref SDS 19 0001
201920 -
201922 -  ..
201923 - Based on this background a general conclusion is that...
201924 -
201925 -    1.  Gary has made great progress and may have achieved a
201926 -        breakthrough getting SDS on the Interanet. ref SDS 0 AY6V  The
201927 -        chance to increase the circle of advocates could be near.
201928 -        ref SDS 0 AZ4V
201930 -         ..
201931 -    2.  Exposure of SDS at Aerospace company may be sufficiently limited by
201932 -        security concerns, and lack of time to perform Com Metrics,
201933 -        that the strategy for pilot testing to discover level of effort
201934 -        and gain experience making a sale at Aerospace company as a model for
201935 -        approaching other customers has significant challenges.
201936 -        ref SDS 0 AZ6P
201938 -         ..
201939 -    3.  Maybe nothing more can be done to help Aerospace company, and we need look
201940 -        for a "second front" to increase the chance of achieving
201941 -        circumstances conducive to making an effective demonstration of
201942 -        Knowledge Space for working intelligently that generates
201943 -        revenue.
201944 -
201946 -  ..
201947 - This conclusion is based on the following analysis...
201948 -
201949 -    1.  Gary's letter on 040916 transmitted analysis on TRIZ problem
201950 -        solving, and seemed to suggest approaching "contradictions" in
201951 -        particular ways that resolve dilemmas would help get SDS more
201952 -        widely distributed faster than "waiting for the water to boil"
201953 -        by giving everybody on the planet experience with SDS.
201955 -         ..
201956 -    2.  We agree that identifying and resolving contradictions is a
201957 -        good method of analysis, shown by case studies listed on
201958 -        040905. ref SDS 16 AH4F
201960 -         ..
201961 -    3.  The dilemma or "contradiction" to solve in moving SDS forward
201962 -        is that people need experience to discover that working
201963 -        intelligently saves time and money at the approximate rate of
201964 -        10:1, depending on the size of the problem, and the degree of
201965 -        variables.  For example, on 961101 Tom Keesling at USACE
201966 -        reported that after getting SDS work product for several months
201967 -        he found that the application and impact of SDS was completely
201968 -        different from what was expected after nearly a year of
201969 -        discussions and getting work product on meetings to consider
201970 -        SDS. ref SDS 1 8888  People who are faced with big problems are
201971 -        usually in big organizations, because small organizations do
201972 -        not get called to address issues with major expenditure.  In
201973 -        big organizations, bureaucracy resists innovation for reasons
201974 -        set out in the record on 040203, ref SDS 7 E44K, where the
201975 -        argument is made that command and control applied to people
201976 -        reduces the ability of people to command and control the work.
201978 -         ..
201979 -    4.  Our solution to this contradiction, or dilemma, is to "deliver
201980 -        the goods" free of charge, or within existing budgets long
201981 -        enough for people to acquire a dependency on "intelligence"
201982 -        support using SDS, applying the principle of relentless
201983 -        pressure through continued exposure.  Once dependency takes
201984 -        hold, then removing support generates demand to sustain it.  In
201985 -        order for people to become dependent, we have to "deliver the
201986 -        goods" in a form that improves the work and makes good
201987 -        management faster and easier within the level of diligence
201988 -        people are willing to expend.
201990 -         ..
201991 -    5.  There are many settings where people will directly recognize
201992 -        they are saving money, typically hard money contracts, reported
201993 -        for example on 981027. ref SDS 2 7315
201995 -         ..
201996 -    6.  Since most people in big organizations are disconnected from
201997 -        financial transactions where they would be aware of actual
201998 -        savings, most of the people in big organizations make judgments
201999 -        about benefits based a general sense about the quality of their
202000 -        work and the time they save in order to do good work shown by
202001 -        examples reported in the annual review on 040102. ref SDS 6
202002 -        OL9Y
202004 -         ..
202005 -    7.  Whereas cost savings can be directly calculated, feelings about
202006 -        "benefits" cannot, and so reaching critical mass where enough
202007 -        people experience and then recognize an actual benefit takes
202008 -        considerable time, both for dependency to occur in the minds of
202009 -        individuals through repetitive exposure (i.e., relentelss
202010 -        pressure), per above, ref SDS 0 XW63, and then more time for
202011 -        faith in repeatable benefits to be communicated across a
202012 -        population group with sufficient clarity and conviction that a
202013 -        market forms within the culture (organization) demanding
202014 -        benefits based on fashion and culture without eveyone investing
202015 -        time to gain experience.  In other words, it takes to make the
202016 -        power of culture work favorably rather than negatively.
202018 -         ..
202019 -    8.  In other words, growing a market takes a long time for both
202020 -        seller and customer to form a market by establishing faith in
202021 -        benefits that drives demand toward willingness to buy.  This
202022 -        takes concentrated experience and support to an initial seed
202023 -        group of early adopters.  Once the bargain is struck, and faith
202024 -        in value takes root, then getting more customers is merely a
202025 -        matter of competing on price and quality.
202027 -         ..
202028 -    9.  How to get early adopters, and how to empower a mass of people
202029 -        to experience benefits for an extended time?
202031 -         ..
202032 -   10.  The Internet provides a means to communicate with a lot of
202033 -        people about general benefits.  However, since the benefit we
202034 -        provide of augmenting intelligence is so startling, demand is
202035 -        significantly restrained due to lack of belief on the one hand,
202036 -        becasue people have become weary of false claims, and so wary
202037 -        of true claims, and further from a feeling that when people
202038 -        observe SDS work product on the Internwt, it seems beyond reach
202039 -        based on using familiar tools in familiar ways with ordinary
202040 -        diligence.  The idea, prospect, concept that SDS tools bring
202041 -        this work product within reach with ordinary diligence
202042 -        overwhelms the imagination, causing disbelief and so denial
202043 -        that the work product would save time and money.
202045 -         ..
202046 -   11.  As a result, the market for "intelligence support" as set out
202047 -        in NWO, ref OF 2 A56M, is, as Gary says, "hidden in plain
202048 -        sight."  These dynamics take time to "prime the pump" of
202049 -        demand.
202051 -         ..
202052 -   12.  The good news is that markets constantly evolve and grow.
202054 -         ..
202055 -   13.  Pressures to succeed by overcoming the debilitating effects of
202056 -        information technology (IT) that make email a "killer
202057 -        application" that kills productivity and earnings presents a
202058 -        huge target of opportunity.  This can be exploited by using SDS
202059 -        to "connect the dots" that enable people to experience a new
202060 -        way of working intelligently.
202062 -         ..
202063 -   14.  Our task is to make the market for working intelligently
202064 -        visible by demonstrating benefits are within reach using the
202065 -        level of diligence people are willing to expend, summarized by
202066 -        the vision...
202068 -         ..
202069 -   15.  Work smarter, not harder!
202071 -         ..
202072 -   16.  Turning homily into reality requires advertising.  We developed
202073 -        realistic plans for retail advertising during the call on
202074 -        040927. ref SDS 19 VI8W  We also discussed delivering work
202075 -        product that adds value to meetings, calls and documents using
202076 -        SDS for intelligence support that "connects the dots" into
202077 -        knowledge of cause and effect.  Giving people constant exposure
202078 -        to intelligence that saves time and money grows dependency that
202079 -        builds demand into a market. ref SDS 19 RH7W
202081 -         ..
202082 -   17.  On the combat improvement project, where events are so diffuse,
202083 -        connecting effects with causes in a way that impacts results
202084 -        takes a long time applying Com Metrics skills persistently;
202085 -        and; even with such efforts, reaching critical mass of
202086 -        awareness in the minds of customers takes much longer, short of
202087 -        a war, as reported on 040829. ref SDS 15 7K8K   This leads to
202088 -        the frustrating challenge of "waiting for the water to boil,"
202089 -        when a "Command Decision" gets made about SDS based on
202090 -        evidence, rather than ignorance, fear, and denial. ref SDS 15
202091 -        KM3I
202093 -         ..
202094 -   18.  Proof of concept that steady exposure to good work product
202095 -        generates demand is the contract to evaluate SDS reported in
202096 -        Gary's letter to the M&S Group on 040402. ref SDS 10 LN7T
202098 -         ..
202099 -   19.  Getting SDS approved, after the bureaucracy stopped use of SDS
202100 -        was a major accomplishment that points up the potential for
202101 -        changing hearts and minds by giving people experience with work
202102 -        product, reported on 040203. ref SDS 7 N03C  The ability for
202103 -        realization of value to grow from experience is further
202104 -        illustrated by your call on 040227, ref SDS 8 RH6K, that led
202105 -        to restoring use of SDS. ref SDS 8 RH77  Recently, Gary's work
202106 -        with the Architecture Committee provides another chance for
202107 -        constructing a path to the future by giving a broad base of
202108 -        people experience that transforms into dependence on support
202109 -        for working intelligently, per above. ref SDS 0 XW63
202111 -         ..
202112 -   20.  Gary's efforts to get SDS on corporate and project intranets,
202113 -        e.g., letters to Cal and Darryl on 040924, ref SDS 17 0001,
202114 -        followed up with movement shown in letters on Wednesday,
202115 -        040929, ref SDS 20 0001, are on the critical path of SDS
202116 -        deployment, because the value of intelligence is greatly
202117 -        magnified by uniform distribution, and this in turn provides
202118 -        visibility which is a predicate to dependency, discussed above.
202119 -        ref SDS 0 XW63
202121 -         ..
202122 -   21.  Gary's effort expanding the circle of advocates to Gil shown by
202123 -        the letter to Cal yesterday is a big step, implementing plans
202124 -        on 040402. ref SDS 10 L39L  Work on Wednesday shows further
202125 -        promise of progress getting others involved to increase
202126 -        exposure for SDS, leading to wider use. ref SDS 20 FU7W
202128 -         ..
202129 -   22.  Gary's letter on Friday showing that the person designated by
202130 -        the AIC board as the contact for designating a component
202131 -        manager on SDS, may be positioned with experience, authority,
202132 -        and expertise to expand the circle of advocates, based on
202133 -        common interest in organizing the record for context
202134 -        management, generally described as managing vocabularly,
202135 -        taxonomy, ontology, and meta-model, ref SDS 18 0001, as shown
202136 -        in the record on 040927 planning the future of SDS. ref SDS 19
202137 -        VP37
202139 -         ..
202140 -   23.  A key part of the equation for speeding up transformation is
202141 -        using a greater share of the 8 steps applying SDS, also, set as
202142 -        a goal on 040402. ref SDS 10 TO8V  The past few months focusing
202143 -        on getting approval for SDS on the intranet to "deliver the
202144 -        goods," has reduced time available to learn a greater share of
202145 -        the 8 steps that convert informatino into knowledge, which is
202146 -        critical to the strategy of steady exposure by "showing the
202147 -        product," reviewed on 040927. ref SDS 19 RJ4U
202148 -
202149 -
202150 -
2022 -

SUBJECTS
Distribution Limited Not Uniform ACE Options SDS Intranet Access Rev
Aggregation Information Research Data Mining Internet Presents Risk
ACE SDS Gary Writes to Cal Cluff at Northrup Gruman Darryl Satten Bo

4105 -
410601 -         ..
410602 -        Data Mining Research Aggregates Information
410603 -        Aggregation Innovation Loop Prevents Working Intelligently
410604 -        Confidentiality Conflicts with Uniform Distribtion
410605 -
410606 -   24.  On Monday, 040927, Gary indicated that achieving uniform
410607 -        distribution of SDS records on the project intranet will not be
410608 -        possible, ref SDS 19 SH9K  On Wednesday he gave a gloomy
410609 -        assessment on prospects for getting SDS records distributed on
410610 -        the corproate intranet. ref SDS 20 TE64  Gary submitted a
410611 -        letter today defining "aggregation," ref DRT 1 0001, using data
410612 -        mining to research the Internet that assembles disparate
410613 -        information into revealing intelligence, and which therefore
410614 -        creates an innovation loop.  Worry about secrecy prevents
410615 -        generating and delivering intelligence that discloses secrets
410616 -        between people attending meetings, explained in POIMS.
410617 -        ref OF 1 V8P1
410619 -         ..
410620 -        Interestingly, "aggregation" was cited as a big problem for
410621 -        accumulating "useless information." ref SDS 12 FF8V  Today, the
410622 -        problem is that "Hey, if people add connections, valuable
410623 -        knowledge is constructed.  At that time, analysis showed that
410624 -        SDS empowers people to work intelligently by "connecting the
410625 -        dots" between disparate events that converts "useless
410626 -        information" into mission critical intelligence in time to
410627 -        avoid mistakes and seize opportunity. ref SDS 12 5T4V
410629 -         ..
410630 -   25.  Gary also indicated yesterday that all of the possibilities are
410631 -        not yet known for distributing SDS on the company intranet, and
410632 -        will only become known with continued work. These conditions
410633 -        never-the-less raise significant doubt about favorable results,
410634 -        and so diminish attractiveness for investing time to create a
410635 -        model for transformation at Aerospace company, by reducing the level of
410636 -        exposure and the opportunity for people to benefit from a
410637 -        connected record. Without access to connections, significant
410638 -        value is lost.  This greatly extends the time required to
410639 -        recognize benefits, per above, ref SDS 0 XW63, and reviewed in
410640 -        depth on 040829. ref SDS 15 ON6H
410642 -         ..
410643 -   26.  This record indicating diminished opportunity to "show the
410644 -        product" and "deliver the goods," essential for transformation,
410645 -        as discussed on 040927, ref SDS 19 RJ4U, seems to require a new
410646 -        strategy concentrating less on Aerospace company, and looking for new
410647 -        targets to develop a viable pilot test for SDS deployment.  We
410648 -        would love to help Aerospace company, including develop a wider circle of
410649 -        advocates, but if Aerospace company cannot be helped, then we have to move
410650 -        on leaving evolution entirely to the vagaries of chance.
410651 -
410652 -
410653 -
410654 -
410655 -
410656 -
410657 -
410658 -
410659 -
4107 -