ic serv2015 almaden 20150709 v2

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Welcome to IBM Research - AlmadenJim Spohrer, IBM

Director, Global University Programs (GUP) and Cognitive Systems Institute Group (CSIG)ICServ2015, Almaden visit, Thur July 9, 2015

http://www.slideshare.net/spohrer/icserv-almaden-20150709-v2

© IBM 2015, IBM UPward - University Programs Worldwide accelerating regional

development

04/15/2023 © IBM 2015, IBM Upward University Programs Worldwide accelerating regional development

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IBM operates in 170 countries around the globe

Acquisitions contribute significantly to IBM’s growth ; ~120 acquisitions in last decade

Number 1 in patent generation for more than two decades

More than 40% of IBMs workforce does business away from an office

5 Nobel Laureates10 time winner of the President’s National Medal of Technology & Innovation – latest for LASIK laser refractive surgical techniques

The Smartest Machine On Earth

100 Years of Business & Innovation in 2011

New Era in IBM’s Leadership

IBM Growth Initiatives

IBM has ~400,000 employees worldwide


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IBM in Silicon Valley:From Punch Cards….

On August 22, 1943, 105 men, women and children, among them 43 IBM employees, alighted from a special train that carried them across the continent to establish new homes and the new IBM Card Manufacturing Plant Number 5 at 16th and St. John Streets, San Jose, CA.


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IBM in Silicon Valley:To Brain Chips….


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New Materials


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Utility Fog: “The Stuff Dreams Are Made Of”


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Winfried WilckeT-shaped Explorer

From Battery 500 to next generation cognitive systems


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Primary Sector Example

Robin Lougee

Jeff Welser


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What $1000 buys


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IBM

• 1. Big• 2. Historic• 3. Inventive• 4. Acquisitive• 5. Brand

• 6. IBMers• 7. Ups & Downs• 8. Open• 9. Mysterious• 10. Future


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“The best way to predict the future is to inspire the next generation of students to build it better”

Digital Natives Transportation Water Manufacturing

Energy Construction ICT Retail

Finance Healthcare Education Government


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Data: From Resource to ServiceCloud

Social

Internet of Things

Makers

Cognitive

Security

Analytics

Cyber-Physical Systems

Smarter Planet

Smart Service SystemsIndustry 4.0

Mobile

04/15/2023 © IBM 2013 IBM University Programs worldwide accelerating regional development (IBM UPward)

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T-Shaped MakersBreadth & Depth

sector

region/culture

discipline

Helping organizations close their service innovation

skills gap


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My first program…


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“Startups as Cognitive Team Sport”


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New Era of Computing:Cognitive Technologies & Componentry

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Natural Language– Reasoning, Logic & Planning– Symbolic Processing– Natural Language Processing– Ranking of Hypotheses– Knowledge Representations– Domain-Specific Ontologies– Information Storage/Retrieval– Machine Learning, Reasoning– Von Neumann Componentry– OpenPOWER Systems

Pattern Recognition– Recognition, Sensing & Acting– Pattern Processing– Image & Speech Processing– Ranking of Hypotheses– Pattern Representations– Domain-Specific Neural Nets– Information Storage/Retrieval– Machine Learning, Perception– Neuromorphic Componentry– TrueNorth & Corelets Systems

AI for IA: Intelligence Augmentation(Engelbart’s Visiion)

Cognitive Assistants(“Cogs”) that boost creativity and productivity of people in smart service systems.

Cognition as a Service

IBM Cloud Bluemix


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Goals for Talk

• Learn about IBM– “On a mission to build a smarter planet.”– “Platforms for making and scaling

innovations.”

• Learn about Universities– “Best way to predict the future is to

inspire the next generation of students to build it better.”

– “The future is already here at universities, it is just not yet well distributed.”


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Explain external phenomena


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Explain internal phenomena

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• “To our children and children’s children,

to whom we elders owe an explanation of the world

that is understandable, realistic, forward-looking, and whole.”

04/15/2023© IBM 2015, IBM Upward University

Programs Worldwide accelerating regional development

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IBM Almaden Service Research (ASR):Entities, Interactions, Outcomes

Entities(People InsideExperiences)

Interactions (Offerings, and KPIs)

Outcomes(Configurations)

Improve Self (IBM)

A. Improve existing offering (internal/external) C. (Re)shape Portfolio

B. Create new offering (internal/external)

Help Others (Customers, Partners, etc.)

D. Improve existing offering (internal/external) F. (Re)shape Ecosystem

E. Create new offering (internal/external)

For all people, their experiences matter, in service innovation,such as employees, customers, partners, and peripheral stakeholders.

For all the above, IBM Research must also consider:(1) Patents/Intellectual Property and Applications(2) Publications/Create New Knowledge

Brief History of AI

• 1956 – Dartmouth Conference• 1956 – 1981 Micro-Worlds• 1981 – Japanese 5th Generation• 1988 – Expert Systems Peak• 1990 – AI Winter• 1997 – Deep Blue• 1997 – 2011 Real-World• 2011 – Jeopardy! & SIRI• 2013 – Cognitive Systems Institute• 2014 – Watson Business Unit• 2015 – “Cognition as a Service”

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Vision: Augment & Scale Expertise



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Cognitive Assistants - Occupations



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Biochemist/Biochemical Engineer



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Occupations = Many Tasks



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Watson Discovery Advisor



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Simonite, T. 2014. Software Mines Science Papers to Make New Discoveries. MIT. November 25, 2014.URL: http://m.technologyreview.com/news/520461/software-mines-science-papers-to-make-new-discoveries/

User Models



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Conferences• ICSERV, July

– July 7-9, San Jose

• Frontiers, July– July 9-12, San Jose– Deadline Nov 20th

• AHFE HSSE, July– July 26-30, Las Vegas

• HICSS– January 5-8, Hawaii


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Holistic Service Systems (HSS)

04/15/2023© IBM 2013 IBM University Programs

worldwide accelerating regional development (IBM UPward)

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http://www.service-science.info/archives/1056

Nation

State/Province

City/Region

UniversityCollege

K-12

Cultural &ConferenceHotels

HospitalMedical

Research

Worker(professional)

Family(household)

For-profits:Business Entrepreneurship

Non-profitsSocial Entrepreneurship

U-BEEJob Creator/Sustainer

U-BEEs = University-Based Entrepreneurial Ecosystems

“The future is already here (at universities),it is just not evenlydistributed.”

“The best way topredict the futureis to (inspire the nextgeneration of studentsto) build it better.”

“Multilevel nested, networked holistic service systems (HSS) that provision whole service (WS) tothe people inside them. WS includes flows (transportation, water, food, energy, communications), development (buildings, retail ,finance, health, education), and governance (city, state, nation). ”

University Four Missions1. Learning/Teaching2. Discovery/Research3. Engagement

/Customer4. Convergence

/Integration


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Knowledge levels can help make ushealthier, wealthier, and wiser


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Alone in the Wilderness


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Cognitive Limits of Different Types of Service System Entities


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In Summary

“A service scienceperspective considersthe evolving ecology of service system entities, value co-creation andcapability co-elevationInteractions, their capabilities, constraints,rights, and responsibilities.

Cognitive SystemsEntities

Service SystemsEntities Cognitive

AssistantsRights &Responsibilities

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Moore’s-Like Law for Smart Service Systems

Computational System

Smarter TechnologyRequires investment roadmap

Service Systems: Stakeholders & Resources

1. People 2. Technology3. Shared Information4. Organizations

connected by win-win value propositions

Smarter Buildings, Universities, CitiesRequires investment roadmap

04/15/2023 © IBM 2013 IBM University Programs worldwide accelerating regional development (IBM UPward)

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People:From I to T-shape and Beyond!

Many disciplinesMany sectors

Many regions/cultures(understanding & communications)

Deep in one sector

Deep in one region/culture

Deep in one discipline

Thinking About Value• Service as value co-creation

– The application of knowledge for mutual benefits (outcomes) when entities interact

• Service innovations scale benefits– Role of platforms (tech, biz, social)

• Service experience– Expectations, Interactions,

Outcomes

Basics• Service science is the study of service systems and value-cocreation interactions

and outcomes, through the lens of a service-dominant logic (SDL) worldview– All economic interactions are direct or indirect service interactions– Goods are vehicles for indirect service interactions

• SDL (Vargo & Lusch) defines service as…– the application of competence (e.g., knowledge) for the benefit of another entity– slightly more specific, easier to understand

• Service science (Spohrer & Maglio) defines service as…– value-cocreation interactions among service system entities– slightly more general, harder to understand

Service Systems Thinking: ABC’s

A. Service Provider

• Individual• Institution• Public or Private

C. Service Target: The reality to be transformed or operated on by A, for the sake of B

• Individuals or people, dimensions of • Institutions or business and societal organizations,

organizational (role configuration) dimensions of• Infrastructure/Product/Technology/Environment,

physical dimensions of• Information or Knowledge, symbolic dimensions

B. Service Customer

• Individual• Institution• Public or Private

Forms ofOwnership Relationship

(B on C)

Forms ofService Relationship(A & B co-create value)

Forms ofResponsibility Relationship

(A on C)

Forms ofService Interventions

(A on C, B on C)

Spohrer, J., Maglio, P. P., Bailey, J. & Gruhl, D. (2007). Steps toward a science of service systems. Computer, 40, 71-77.From… Gadrey (2002), Pine & Gilmore (1998), Hill (1977)

Vargo, S. L. & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68, 1 – 17.

“Service is the application ofcompetence for the benefitof another entity.”

Example Provider: College (A)Example Target: Student (C)Discuss: Who is the Customer (B)?- Student? They benefit…- Parents? They often pay…- Future Employers? They benefit…- Professional Associations?- Government, Society?

A B

C

Service Science: Conceptual Framework

• Resources: Individuals, Institutions, Infrastructure, Information• Stakeholders: Customers, Providers, Authorities, Competitors• Measures: Quality, Productivity, Compliance, Sustainable Innovation• Access Rights: Own, Lease, Shared, Privileged

Ecology(Populations & Diversity)

Entities(Service Systems, both Individuals & Institutions)

Interactions(Service Networks,

link, nest, merge, divide)

Outcomes(Value Changes, both

beneficial and non-beneficial)

Value Proposition (Offers & Reconfigurations/

Incentives, Penalties & Risks)

Governance Mechanism (Rules & Constraints/

Incentives, Penalties & Risks)

Access Rights(Relationships of Entities)

Measures(Rankings of Entities)

Resources(Competences, Roles in Processes,

Specialized, Integrated/Holistic)

Stakeholders(Processes of Valuing,

Perspectives, Engagement)

Identity(Aspirations & Lifecycle/

History)

Reputation(Opportunities & Variety/

History)

prefer sustainable non-zero-sum

outcomes,i.e., win-win

win-win

lose-lose win-lose

lose-win

Spohrer, JC (2011) On looking into Vargo and Lusch's concept of generic actors in markets, or“It's all B2B …and beyond!” Industrial Marketing Management, 40(2), 199–201.

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Service system entities configure four types of resources

• First foundational premise of service science:

– Service system entities dynamically configurefour types of resources

– Resources are the building blocks of entity architectures

• Named resources are:– Physical or – Not-Physical– Physicist resolve disputes

• Named resources have:– Rights or– No Rights– Judges resolve disputes

Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..

Physical

Not-Physical

Rights No-Rights

2. Technology/EnvironmentInfrastructure

4. SharedInformation/

SymbolicKnowledge

1. People/Individuals

3. Organizations/Institutions

Formal service systems can contract to configure resources/apply competenceInformal service systems can promise to configure resources/apply competence

Trends & Countertrends (Balance Chaos & Order):(Promise) Informal <> Formal (Contract)

(Relationships & Attention) Social <> Economic (Money & Capacity)(Power) Political <> Legal (Rules)

(Evolved) Natural <> Artificial (Designed)(Creativity) Cognitive Labor <> Information Technology (Routine)

(Dance) Physical Labor <> Mechanical Technology (Routine)(Relationships) Social Labor <> Transaction Processing (Routine)

(Atoms) Transportation <> Communication (Bits)(Tacit) Qualitative <> Quantitative (Explicit)

(Secret) Private <> Public (Shared)(Anxiety-Risk) Challenge <> Routine (Boredom-Certainty)

(Mystery) Unknown <> Known (Justified True Belief)

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Service system entities calculate value from multiple stakeholder perspectives

• Second foundational premise of service science

– Service system entities calculate value from multiple stakeholder perspectives

– Value propositions are the building blocks of service networks

• A value propositions can be viewed as a request from one service system to another to run an algorithm (the value proposition) from the perspectives of multiple stakeholders according to culturally determined value principles.

• The four primary stakeholder perspectives are: customer, provider, authority, and competitor

– Citizens: special customers– Entrepreneurs: special providers– Parents: special authority– Criminals: special competitors

Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ. .

Model of competitor: Does it put us ahead? Can we stay ahead? Does it differentiate us from the competition?

Will we?(invest tomake it so)

StrategicSustainable Innovation(Marketshare)

4.Competitor(Substitute)

Model of authority: Is it legal? Does it compromise our integrity in any way? Does it create a moral hazard?

May we?(offer anddeliver it)

RegulatedCompliance(Taxes andFines, Quality of Life)

3.Authority

Model of self: Does it play to our strengths? Can we deliver it profitably to customers? Can we continue to improve?

Can we?(deliver it)

CostPlus

Productivity(Profit, Mission, Continuous Improvement, Sustainability)

2.Provider

Model of customer: Do customers want it? Is there a market? How large? Growth rate?

Should we?(offer it)

ValueBased

Quality(Revenue)

1.Customer

ValuePropositionReasoning

BasicQuestions

PricingDecision

MeasureImpacted

StakeholderPerspective(the players)

Value propositions coordinate & motivate resource access

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Service system entities reconfigure access rights to resources by mutually agreed to value propositions

• Third foundational premise of service science

– Service system entities reconfigure access rights to resources by mutually agreed to value propositions

– Access rights are the building blocks of the service ecology (culture and information)

• Access rights– Access to resources that are owned

outright (i.e., property)– Access to resource that are

leased/contracted for (i.e., rental car, home ownership via mortgage, insurance policies, etc.)

– Shared access (i.e., roads, web information, air, etc.)

– Privileged access (i.e., personal thoughts, inalienable kinship relationships, etc.)

service = value-cocreationB2BB2CB2GG2CG2BG2GC2CC2BC2G***

provider resourcesOwned OutrightLeased/ContractShared Access

Privileged Access

customer resourcesOwned OutrightLeased/ContractShared Access

Privileged Access

OO

SA

PA

LC

OO

LC

SA

PA

S AP C

Competitor Provider Customer Authority

value-proposition change-experience dynamic-configurations

(substitute)

time

Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..

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Service system entities interact to create ten types of outcomes

• Four possible outcomes from a two player game

• ISPAR generalizes to ten possible outcomes

– win-win: 1,2,3– lose-lose: 5,6, 7, maybe 4,8,10– lose-win: 9, maybe 8, 10– win-lose: maybe 4

lose-win(coercion)

win-win(value-cocreation)

lose-lose(co-destruction)

win-lose(loss-lead)

Win

Lo

seP

rovid

er

Lose WinCustomer

ISPAR descriptive model

Maglio PP, SL Vargo, N Caswell, J Spohrer: (2009) The service system is the basic abstraction of service science. Inf. Syst. E-Business Management 7(4): 395-406 (2009)

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Service system entities learn to systematically exploit technology:Technology can perform routine manual, cognitive, transactional work

L

Learning Systems(“Choice & Change”)

Exploitation(James March)

Exploration(James March)

Run/Practice-Reduce(IBM)

Transform/Follow(IBM)

Innovate/Lead(IBM)

Operations Costs

Maintenance Costs

Incidence Planning & Response Costs (Insure)

Incremental

Radical

Super-Radical

Internal

External

Interactions

“To bethe best,

learn fromthe rest”

“Doublemonetize,

internal winand ‘sell’ to

external”

“Try tooperateinside

thecomfortzone”

March, J.G. (1991) Exploration and exploitation in organizational learning. Organizational Science. 2(1).71-87.Sanford, L.S. (2006) Let go to grow: Escaping the commodity trap. Prentice Hall. New York, NY.

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Service system entities are physical-symbol systems

• Service is value cocreation.

• Service system entities reason about value.

• Value cocreation is a kind of joint activity.

• Joint activity depends on communication and grounding.

• Reasoning about value and communication are (often) effective symbolic processes.

Newell, A (1980) Physical symbol systems, Cognitive Science, 4, 135-183.

Newell, A & HA Simon(1976). Computer science as empirical inquiry: symbols and search. Communications of the ACM, 19, 113-126.

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Summary

Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ. .

Physical

Not-Physical

Rights No-Rights

2. Technology/Infrastructure

4.. SharedInformation

1. People/Individuals

3. Organizations/Institutions

1. Dynamically configure resources (4 I’s)

Model of competitor: Does it put us ahead?

Will we?StrategicSustainable Innovation

4.Competitor/Substitutes

Model of authority: Is it legal?

May we?RegulatedCompliance3.Authority

Model of self: Does it play to our strengths?

Can we?CostPlus

Productivity2.Provider

Model of customer: Do customers want it?

Should we?Value Based

Quality1.Customer

ReasoningQuestionsPricingMeasureImpacted

StakeholderPerspective

2. Value from stakeholder perspectives

S AP C

3. Reconfigure access rights

4. Ten types of outcomes (ISPAR)

5. Exploit information & technology

6. Physical-Symbol Systems

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Learning MoreAbout Service Systems…

• Fitzsimmons & Fitzsimmons– Graduate Students– Schools of Engineering & Businesses

• Teboul– Undergraduates– Schools of Business & Social Sciences– Busy execs (4 hour read)

• Ricketts– Practitioners– Manufacturers In Transition

• And 200 other books…– Zeithaml, Bitner, Gremler; Gronross, Chase, Jacobs, Aquilano;

Davis, Heineke; Heskett, Sasser, Schlesingher; Sampson; Lovelock, Wirtz, Chew; Alter; Baldwin, Clark; Beinhocker; Berry; Bryson, Daniels, Warf; Checkland, Holwell; Cooper,Edgett; Hopp, Spearman; Womack, Jones; Johnston; Heizer, Render; Milgrom, Roberts; Norman; Pine, Gilmore; Sterman; Weinberg; Woods, Degramo; Wooldridge; Wright; etc.

• URL: http://www.cob.sjsu.edu/ssme/refmenu.asp

• More Textbooks: http://service-science.info/archives/1931

Reaching the Goal: How Managers Improve

a Services Business Using Goldratt’s

Theory of Constraints By John Ricketts, IBM

Service Management:Operations, Strategy,

and Information Technology

By Fitzsimmons and Fitzsimmons, UTexas

Service Is Front Stage:Positioning services for

value advantageBy James Teboul, INSEAD

http://www.cob.sjsu.edu/ssme/refmenu.asp

http://www.diesel-ebooks.com/cgi-bin/item/0132359472/Reaching-the-Goal-How-Managers-Improve-a-Services-Business-Using-Goldratt's-Theory-of-Constraints-eBook.html

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Service Innovators

• ISSIP = International Society of Service Innovation Professionals

• T-shaped Professionals– Depth– Breadth

• Register at:– ISSIP.org



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Who is responsible for what type of innovation in a large enterprise?

• Role 1: A. CIO (processes, operations) cares about improving internal offerings (KPI focus, internal), as well as creating some new internal offerings … CIO often works with HR on creating new offerings (B.)

• Role 2: B. Research VP and Marketing VP cares about creating new external types/new categories of offerings to existing/new customers (many design and service innovation frameworks focus solely on this aspect of innovation)

• Role 3: A.-E. GBS VP (consulting) cares about the portfolio of offerings, as well as helping customers with their portfolios:

– C. with Finance VP cares about portfolio balance of service offerings (Rickett’s “Reaching The Goal” book)– A. improving individual offerings to customers (KPI focus, external – See Anderson and Naur “Value Merchants), as

well as working with Research on B.– D. and E. Helping customers in different industries with all of the above, requires industry maps with KPIs – key

performance indicators, and industry maturity models), often either technology or talent is the driver• Role 4: A.-E. GTS VP (data centers) cares about – all of the above, but more from a technology-driven view

of service delivery… as the cost of technology changes, so do the offerings, portfolio, and opportunities• Role 5: F. Strategy VP and Marketing VP cares about ecosystems, including divestitures, mergers &

acquisitions, developers, customer co-creators, etc. versus competitors

• Acronyms: CIO = Chief Information Officer; HR = Human Resources; GBS = Global Business Services; GTS = Global Technology Services

• Point: Many executives are responsible for a piece of the service innovation puzzle

Doblin Deloitte:Ten Types of Innovation


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Measuring Impact (2003-2009)• SSME: IBM Icon of Progress & IBM Research Outstanding Accomplishment

– Internal 10x return: CBM, IDG, SDM Pricing & Costing, BIW COBRA, SIMPLE, IoFT, Fringe, VCR• Key was tools to model customers & IBM better• Also tools to shift routine physical, mental, interactional & identify synergistic new ventures• Alignment with Smarter Planet & Analytics (instrumented, interconnected, intelligent)• Alignment with Smarter Cities, Smarter Campus, Smarter Buildings (Holistic Service Systems)

– External: More than $1B in national investments in Service Innovation activities– External: Increase conferences, journals, and publications– External: Service Science SIGs in Professional Associations– External: Course & Program Guidelines for T-shaped Professionals, 500+ institutions– External: National Service Science Institutions, Books & Case Studies (Open Services Innovation)– External: International Society of Service Innovation Professionals (ISSIP)

• Service Research – service innovation methods in each area….– 1. Improve existing offerings (value propositions that can move the needle on KPI’s)– 2. Create new offerings (for old and new customers)– 3. For both of the above, improve customer/partner capabilities (ratchet each other up)– 4. Reshape portfolio and ecosystem, improve outcomes insourcing, outsourcing, acquisitions, divestitures

(interconnect-fission-fusion), across portfolio offerings as well as ecosystem entities– 5. For all four of the above, increase patents and service IP assets (some donated to open forums)– 6. For all five of the above, increase publications and body-of-knowledge (professional associations)

MEA University Programs

Watson Services on Bluemix



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Glossary• Service: Value co-creation entities, interactions, and outcomes; The application of knowledge

for mutual benefits.• Service Innovation: Scaling the benefits of new knowledge globally, rapidly, and sustainably• Service Platform: A means of scaling the mutual benefits of new knowledge: technology (smart

phones), business model (franchise), skills (universal education), etc.• Service system: The systems studied by service science. A dynamic configuration of people,

technology, organizations, and shared resources, connected internally and externally by value propositions. Examples: people, families, universities, cities, states, nations, businesses, hospitals, hotels, etc.

• Service science: The study of the evolving ecology of nested, networked service system entities – complex systems with capabilities, constraints, rights, and responsibilities – and their interactions, including value co-creation and capability co-elevation processes.

• Physical symbol system: The systems studied by computer science. Examples: Turing machines, Computers.

• Cognitive systems: The systems studied by cognitive science. Cognitive system entities have 4 L capabilities: language, learning, levels (of confidence), and limbs.

• Smart service systems: Service systems in which all the people in the systems have access to cognitive assistants.


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More to Read & Watch

• Rapidly Rebuilding Societal Infrastructure from Scratch– Posted by Jim Spohrer on 14 July 2012, 11:55 am – http://service-science.info/archives/2189



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IBM Academic Initiatives Cloud


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Technology:Network Digital Revolution

Cloud

Social

Internet of Things

Mobile

Cognitive Security

Analytics

Cyber-Physical Systems

Smarter Planet

Smart Service Systems Industry 4.0


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History of Computing


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Cognitive Assistants for all occupations are beginning to appear


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Brief History of AI

• 1956 – Dartmouth Conference• 1956 – 1981 Micro-Worlds• 1981 – Japanese 5th Generation• 1988 – Expert Systems Peak• 1990 – AI Winter• 1997 – Deep Blue• 1997 – 2011 Real-World• 2011 – Jeopardy! & SIRI• 2013 – Cognitive Systems Institute• 2014 – Watson Business Unit• 2015 – “Cognition as a Service”

on IBM Bluemix


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Vision: Augment & Scale Expertise


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Cognitive Assistants - Occupations


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Biochemist/Biochemical Engineer


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Occupations = Many Tasks


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Watson Discovery Advisor

Simonite, T. 2014. Software Mines Science Papers to Make New Discoveries. MIT. November 25, 2014.URL: http://m.technologyreview.com/news/520461/software-mines-science-papers-to-make-new-discoveries/


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User Models


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Watson Platform on BlueMix


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CSIG: Cognitive Systems Institute Group

LinkedIn discussion Cognitive-Systems-Institute-6729452

Web site for resource sharing cognitive-science.info

Bluemix ibm.biz/HackBluemix ibm.biz/LearnBluemix $0.07 per GB-Hour (*) * = check online for current pricing info

https://www.linkedin.com/redirect?url=http://ibm.biz/HackBluemix&urlhash=FMhH&_t=tracking_anet

https://www.linkedin.com/redirect?url=http://ibm.biz/LearnBluemix&urlhash=53Uz&_t=tracking_anet


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Smarter, yes

Ken Jennings jokingly wrote: “(I for one welcome our new computer overlords)”


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Smarter, Yes! But Wiser?


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Smarter Service Systems Workshop


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National Science FoundationA feature of a service system is the participation and cooperation of the customer in the service and its delivery. A service system then requires an integration of knowledge and technologies from a range of disciplines, often including engineering, computer science, social science, behavioral science, and cognitive science, paired with market knowledge to increase its social benefit.

Nano-Bio-Info-Cogno

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ISSIP.orgProfessional Development for Service Innovators

• 2015 Conferences– HICSS, Honolulu, HI, Jan 5-8– T Summit, E Lansing, MI, Mar 16-17– ICSERV,San Jose, CA July 6-8– Frontiers, San Jose, CA July 9-12– AHFE HSSE,Las Vegas, NV July 23-27

Professionals Associations & T-Shapes

• ISSIP• INFORMS• IEEE• ACM• AMA (Marketing)• AIS• POMS• TSIA

For more complete list of 24 see: http://service-science.info/archives/1982

http://tsummit2014.org

Journals

For more see: http://service-science.info/archives/2634

Paul Maglio, Editor Mary Jo Bitner, Editor

Readings & Textbooks

See http://service-science.info/archives/2708 http://service-science.info/archives/1931

Recent Report, Funding, etc.

http://california-center-for-service-science.org/nsf-workshop/

http://www.nsf.gov/pubs/2014/nsf14610/nsf14610.htmhttps://www.linkedin.com/groups/NSF-Industry-Academe-Enabling-Smart-5109582

http://web.mit.edu/mitssrc/nsf/index.html


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Conferences

• HICSS (Jan Hawaii) – 1000• AAAI (Jan Austin) – 2000• InterConnect (Feb Las Vegas) - 3000• Service System Symposium (Feb Tokyo) - 100• T Summit (Mar Michigan) – 250• CogSci (May Los Angeles) – 500• Service System Forum (May Venice) - 200• Naples Forum (June Naples) – 150• ICServ (July San Jose) – 120• Frontiers (July San Jose) – 250• AHFE HSSE (July Las Vegas) – 3000



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Guardian of the Genome – P53


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Explain phenomenaand build better tools and systems


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What should service scientists make of all of this kind of talk?


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IBM TrueNorth Chip


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Resilence?


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Jim Spohrer, IBM• Dr. James (“Jim”) C. Spohrer is Director

IBM Global University Programs and leads IBM’s Cognitive Systems Institute. The Cognitive Systems Institute works to align cognitive systems researchers in academics, government, and industry globally to improve productivity and creativity of problem-solving professionals, transforming learning, discovery, and sustainable development. IBM University Programs works to align IBM and universities globally for innovation amplification and T-shaped skills. Jim co-founded IBM’s first Service Research group, ISSIP Service Science community, and was founding CTO of IBM’s Venture Capital Relations Group in Silicon Valley. He was awarded Apple Computers’ Distinguished Engineer Scientist and Technology title for his work on next generation learning platforms. Jim has a Yale PhD in Computer Science/Artificial Intelligence and MIT BS in Physics. His research priorities include service science, cognitive systems for smart holistic service systems, especially universities and cities. With over ninety publications and nine patents, he is also a PICMET Fellow and a winner of the S-D Logic award.

http://en.wikipedia.org/wiki/Jim_Spohrer

http://www.slideshare.net/spohrer/t-shaped-people-20130628-v5

http://www.cognitive-science.info/

https://www.linkedin.com/groups?home=&gid=6729452

http://www.slideshare.net/spohrer/t-shaped-people-20130628-v5

http://issip.org/

http://scholar.google.com/citations?user=7T2Pz1YAAAAJ

http://www.picmet.org/main/fellows.asp

http://www.sdlogic.net/awards-and-recognitions.html


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Professional Roles• Director Global University Programs and Cognitive Systems Institute (2014 - )

– http://cognitive-science.info – Cognitive Assistants for all occupations in smart service systems

• Director IBM Global University Programs (2009 – 2014)– http://www.ibm.com/university – 6 R’s - research, readiness, recruiting, revenue, responsibility, regions)– Universities as “smarter service systems” and startup engines of their regions

• Founding Director of IBM’s first Service Research group (2003 - 2009)– http://www.service-science.info – Service Science (short for Service Science Management Engineering Design Arts Public Policy)– http://www.issip.org– International Society of Service Innovation Professionals (ISSIP)

• Founding CTO of IBM’s Venture Capital Relations Group (1999-2002)• Apple Computer’s (Distinguished Engineer Scientist and Technologist) award (90’s)• Student: Ph.D. Computer Science/Artificial Intelligence from Yale University (80’s)• Researcher: Dialogue Systems/VERBEX – Speech Recognition Startup (1978-1982)• Student: B.S. in Physics from MIT (1974-1978)


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Measuring Impact (2003-2009)• SSME: IBM Icon of Progress & IBM Research Outstanding Accomplishment

– Internal 10x return: CBM, IDG, SDM Pricing & Costing, BIW COBRA, SIMPLE, IoFT, Fringe, VCR• Key was tools to model customers & IBM better• Also tools to shift routine physical, mental, interactional & identify synergistic new ventures• Alignment with Smarter Planet & Analytics (instrumented, interconnected, intelligent)• Alignment with Smarter Cities, Smarter Campus, Smarter Buildings (Holistic Service Systems)

– External: More than $1B in national investments in Service Innovation activities– External: Increase conferences, journals, and publications– External: Service Science SIGs in Professional Associations– External: Course & Program Guidelines for T-shaped Professionals, 500+ institutions– External: National Service Science Institutions, Books & Case Studies (Open Services Innovation)– External: International Society of Service Innovation Professionals (ISSIP)

• Service Research, a Portfolio Approach– 1. Improve existing offerings (value propositions that can move the needle on KPI’s)– 2. Create new offerings (for old and new customers)– 3. Improve outcomes insourcing, outsourcing, acquisitions, divestitures (interconnect-fission-fusion)– 4. For all three of the above, improve customer/partner capabilities (ratchet each other up)– 5. For all four of the above, increase patents and service IP assets (some donated to open forums)– 6. For all five of the above, increase publications and body-of-knowledge (professional associations)


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Dedication: Doug EngelbartFather of the mouse and

augmentation theory


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ic serv2015 almaden 20150709 v2

Education

ibm upward university

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regional development

global university programs

new era

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