DD
MM
YYYY

PAGES

DD
MM
YYYY

spot_img

PAGES

Home Blog Page 6529

Ndubuisi Ekekwe To Keynote A Global Gathering of Project Managers in Ottawa Canada

1

I just accepted the invitation of one of the world’s largest project management professional associations to serve as a Keynote Speaker in their 20th Annual Symposium and 35th anniversary of the organization in Ottawa, Canada. The date is October 20-21 2020 at Ottawa Conference and Event Center. I will be speaking on designing and managing projects in the age of agility where customer needs are constantly evolving, with technology drastically changing the ordinances of market systems. My working topic is Evolve: Beyond Project Output to Value Realization on Project Management. I will share more in the coming weeks as I prepare to co-share with global project management experts, coming from NASA, Harvard, Amazon, Microsoft, Tesla, Goldman Sachs, etc. It is no more innovation; you need symphonic innovation to get leverageable value in project management.

Symphonic Innovation is innovation that is not domain-specific, but is anchored on a unified and harmonious approach in the deployment of technology components to accelerate productivity gains and cushion competitiveness. With Symphonic Innovation, you do not deploy and launch for one technology area like blockchain only to be tripped by AI or big data; you launch with a mindset that these technologies are like extended musical compositions which must be carefully organized to make the orchestra an unforgettable experience.

 

You Need Symphonic Innovation

All Hail The King – Elon Musk’s Rise of Electrons

1

For years, the automakers told the world that making an all-electric vehicle was hopeless and impossible. We accepted it. Then Toyota crawled with a hybrid (electric + petrol). That was a quintessential moment that electrons, not just hydrocarbons, would move cars. But a new era began with the best in his generation – Elon Musk – when he took over, and redesigned the automobile industry. Today, Tesla is worth more than GM and Ford combined. Samuel Nwite goes deeper in this piece on how it all began, and why the future belongs to electrons, and not hydrocarbons, when it comes to moving people from one spot to another.  Tesla is eclipsing competitors by moving beyond customer needs and expectations to customer perceptions. In the mini MBA which begins Feb 10 (register here), participants will read a flash case on Tesla.

Tesla’s Journey to America’s Most Valuable Automaker

0

The year was 1990, an Engineer named Marc Tarpenning was returning home from Saudi Arabia where he was working for a company called Textron. At home in California, his longtime friend, Greg Renda was working for Wyse technology based in San Jose. Tarpenning went into the office on the invitation of his friend to see what he was working on. He saw the terminals that Renda was working on, he also saw Martin Eberhard, an engineer whose personality goes beyond the nuts and screws. He had entrepreneurial and companionship trait that Tarpening didn’t fail to notice.

In the next few days, the duo became bonded in entrepreneurial ideas that would defy the odds that have stifled some automotive inventions and stalled its progress. It was a beginning of a technical adventure that would cause a stir in the future of the automobile.

The first significant product of the duo was “tzero,” an all-electric two-seater, which could go from 0 to 60 in under 4 seconds. That was the beginning, in the days when the future of a company named Tesla Motors was hanging on hope, though it was promising.

In 2003, Eberhard and Tarpenning had pushed the company to the limelight, making Tesla a name that the future of electric cars could count on – Tesla Motors was born. It was at this time that the two friends realized that they needed more hands, more funds, to foster the idea of NEV beyond a garage housing a few cars; although the original idea was to develop electric sports car, it appeared in no time, that the American people will be demanding more of what they have been shown. So they got a brilliant young man with some millions to throw in – the co-founder of Paypal, Elon Musk.

Eberhard was Tesla’s CEO then and Tarpenning, its CFO. With Musk on board, it’s a game on. In 2004, Musk would serve as the Chairman of the new venture, and in the four years that followed, the union gave birth to its first complete electric car, the Roadster. The Roadster was a monster, commanding speed and unprecedented durability. In company’s test, it achieved 245 miles (394 km) on a single charge; it was a record for electric car. Roadster was powered by lithium-ion cells often used on laptop batteries. And like the tzero, it could accelerate from 0 to 60 in less than 4 seconds and could reach a top speed of 125 miles (200 km) per hour.

Without internal combustion engine, the tailpipe emission of Roadster was zero, a feat environmentalists rated high and it put the car on the verge of wide approval. The car’s efficiency ratings were equivalent to a gasoline mileage of 135 miles per gallon (57 km per liter). These features put Roadster at the cost of $109,000, even though it had federal tax credit of $75,000. It was a luxury many couldn’t wait to have. And it defied the logic of challenge and impossibility to pioneer the path that keeps getting better with time.

In 2007, Eberhard resigned as the CEO of Tesla Motors and joined the advisory board. Tarpenning too, who was serving as the vice president of electrical engineering of the company, and was directly supervising the development of electronic and software systems for Roadster, resigned in 2008. Elon Musk became the CEO, and moved to change vehicles on Tesla’s menu from sports to family-friendly sedan. But fund posed a problem, and Musk appealed to the US Government who through the Advanced Technology Vehicle Manufacturing (ATVM) loan scheme, provided the company with a whopping $465 million loan. It was the lifeline the company needed to stay in business and expand its all-electric vehicles business.

Two years later, the result was stated boldly in the stock market. In 2010, there was $226 million Initial Public Offer (IPO) for Tesla. It was another big leap in the journey that humbly started seven years ago.

In 2012, Tesla turned its attention away from the Roadster to concentrate on its new Model S Sedan, the recent addition to the family. Model S came with three different battery options with some changes compared with the Roadster. It has underneath space, creating extra storage space in front because its center of gravity is low. But it shared the same speed performance with tzero and Roadster.

The Tesla autos was spreading quickly across the US and Europe that the company saw a need to build Superchargers, charging stations designed to charge Tesla vehicles free of charge for users. The Superchargers were later renamed Tesla Stations, where services like battery replacement were offered to customers.

In 2014, the autopilot initiative came into play, a semi-autonomous driving idea that was introduced with the Model S, and subsequently, other models. The next year, the Model X came into play with a battery range of 295 miles (475), it was designed with seven seats.

But Tesla cars were expensive and the cost dampens the wish of many to own one, the situation prompted the debut of Model 3 in 2017, a four-door sedan with a range of 220 miles, and the price at $35,000. Well, the Model 3 didn’t break the sales-lock soon, not until 2019 when the order numbers started counting high, changing the financial status of Tesla.

In 2018, a tweet from Elon Musk got him into trouble. He had made a series of tweets about taking Tesla private, claiming that he had secured funding. That didn’t go well with the US Securities and Exchange Commission (SEC), and Musk was charged with fraud. The Commission alleged that he was lying and misleading investors with his tweets. But Tesla’s board rejected a settlement proposed by SEC because Musk threatened to resign, and the situation set the company’s stock crashing, forcing Tesla and Musk to accept $20 million fine, in a less generous deal which includes Musk stepping down as chairman at least for three years, though he was allowed to stay as the CEO.

The 2019 opening of Tesla factory in Shanghai was a milestone in the company’s decade. The demand from the world’s most viable electric vehicle market is adding pillage to the posture of the company. Tesla said it has delivered 112,000 vehicles in the fourth quarter, which exceeds the consensus estimate among analysts.

It is 2020, and Tesla’s market cap has crept all the way up to $85.8 billion, a staggering amount delivered within a decade and a half, which surpassed the combined market cap of GM and Ford; both have existed for decades before the birth of Tesla.

From Elon Musk’s Spacex project to solar panel to Tesla’s Shanghai Factory in China, it has been a decade to be proud of for the company and its 49 year old CEO, who is now the 34th richest person in the world. And with many new projects unfolding eventually, the innovation behind Tesla is yet to be born.

7.0 – Conclusion

0

5G represents a shift from consumer technologies to industrial technologies as it promises to lead to the development of a highly automated and intelligent environment which would revolutionise many industries including automotive, transportation, supply chain, manufacturing, energy and utility services, retail, fintech, e-commerce, agriculture, health, education etc.

It is also clear that 5G networks must be able to provide diversified services, support accesses of multiple standards and coordinates multi-connectivity technologies.

For this to happen, the radio layer is being densified with small cells and in some instances, with technologies of different air interfaces, thus leading to the development of a Heterogeneous Network. All forms of cooperative schemes among radio nodes are been developed to meet the increased demand for bandwidth, at the physical layer.

Besides, a new radio air interface, the 5G NR, has been designed to work within different bands, operate with the various air interface technologies and maximise signal reception using various spatial multiplexing gain techniques.

The core has also been re-designed and evolved towards a service based architectural network. It has been designed such that it is able to respond dynamically and seamlessly to the wide varying needs of the 5G network on the fly. This has thus triggered the development of new business models e.g. Network as a Service, Mobile Virtual Network Operators Slicing etc. and other market opportunities which would no doubt justify the investment in 5G.

This has also facillated virtualization and softwarization within the network and led to the separation of the control plane from the use plane and facillated the use of techniques like slicing, NFV, SDN, MEC etc. to meet the low latency and other requirements of 5G use cases.

Virtualization is also been expanded to the radio interface and equally serving as a means to foster the co-existence of terrestrial and satellites technologies for use within a 5G network

As highlighted in one of the preceding chapters, the heterogeneous nature of 5G networks imply that the spectrum needed for 5G services would be realized in different bands. As such, spectrum harmonization will be of vital importance, if the world is to witness a successful deployment of 5G networks.

There are however risks and issues that need to be addressed before a successful deployment of 5G networks occur worldwide. For example, the different technologies required for the varied requirements must work seamlessly within the 5G network. How do you respect privacy and security concerns during the provision and delivery of slices to various verticals within the same network? How do you prevent IoT devices from being used for spying or eavesdropping on individuals, homes or corporations? Usually regulation plays catch up with technological development, therefore it is important that these risks and ethical questions are given some serious thoughts before deployment.


Back to Table of Contents.

6.0 – Other Technologies and Developments

0
5G network, adaptable business model

This chapter discusses the reader to other technologies and developments relevant to a 5G system.

6.1 Other Technologies

Figure 6.1: Satellites for 5G [31]
There are of course other technologies e.g. Satellites which may have not been mentioned previously but have a key role to play in the deployment of 5G. For example, Satellites (see Fig. 6.1) could be used for backhaul, to offload traffic from base stations, deliver broadband services in underserved areas or emergency regions, safety services and for IoT devices. The integration of terrestrial and satellite domains within the 5G network is all due to Virtualization [20].

6.2 Waveforms and Access Technologies

There is currently research on the development of new waveforms and access technologies e.g. Non-Orthogonal Multiple Access (NOMA), Sparse Code Multiple Access (SCMA), Quadrature Amplitude Modulation Filter-Band Multi-Carrier (QAM-FBMC) etc. for use in a 5G network.

6.3 Security and Privacy

The virtualization of the network raises complex issues for critical services and security.

The heterogeneous nature of the 5G network also means that each layer of the network could be owned and operated by different virtual operators; therefore privacy become a major issue.

Interoperability is key for the different technologies to work within the heterogeneous environment; this also raises important questions on ethics, security and privacy concerns.

6.4 Green Communication Technologies

There is a target within the Communications Industry to reduce energy consumption by 90% without a reduction in performance and cost. For this reason, Green Communication technologies are being researched for implementation within a 5G network to reduce energy consumption and improve energy efficiency [20].


Back to Table of Contents.