Seminar by Doug Engelbart (William Daul)

22 Apr 91 18:45:12 GMT

Informix Software, Inc.

Newsgroups: alt.hypertext,comp.misc For More Information: uunet!TOUCHSTONE.STANFORD.EDU!INFO.BI uunet!TOUCHSTONE.STANFORD.EDU!CHRISTINA A Comprehensive Strategy For BOOTSTRAPPING ORGANIZATIONS INTO THE 21ST CENTURY Bootstrap Seminar * Stanford University June 18-20, 1991 SEMINAR LEADER: Dr. Douglas C. Engelbart is a recognized visionary and pioneer of strategic frameworks for organizational improvement, groupware, hypermedia, outline and idea processing, multiple windows, display editing, and the mouse, with integrated prototypes in full opera- tion as early as 1968. After 20 years directing his own lab at SRI, 6 years as senior scientist at Tymshare (information systems vendor), and 5 years at McDonnell Douglas (large end-user org with complex project work), Engelbart founded the Bootstrap Institute, where he is working closely with industry stakeholders to launch a collaborative Bootstrap Initiative to put his strategies into wide- scale practice. He is invited to speak internationally on many re- lated topics, often as keynote speaker, has received awards for outstanding lifetime achievement and ingenuity, and is also an as- sociate at Stanford University's Center for Design Research. ********************************************************* | "Engelbart has forever changed the way we do business | | in America." | | (Coors American Ingenuity Award '91) | ********************************************************* PROGRAM OVERVIEW: A "bootstrapping strategy" for organizational improvement is the basic theme of this seminar. This strategy is based on a pragmatic co-evolution of technology and work processes, and leads to strate- gic choices in developing and deploying emergent information tech- nology. A key focus for improvement is the collaborative develop- ment of integrated knowledge among widely distributed workers. The strategy further suggests how special deployment of early advances in this capability could yield maximum returns in a long- term investment strategy for highest performance organizations -- whatever their future role, structure and functional dynamics. This approach anticipates significant changes in the marketplace of information-system products and services, and in key components of an organization's winning/survival strategy. Specific interest is growing among a number of organizations toward cooperative explora- tion of this approach. A New Perspective: * New paradigms -- stretching our perception of the rate, scale, and pervasiveness of change; * An "A-B-C" model of organizational improvement; * The "Co-evolution Approach" -- concurrent improvement of prototypical tools and methods; * "Organizational Bootstrapping" -- a comprehensive investment strategy for continuous improvement; * Extra leverage potential from early investment in improving group knowledge development to reduce both product cycle time and improvement cycle time. Organizational Issues: * What is "group knowledge work"? -- understanding the multi- faceted knowledge development requirements of complex projects; * The life-cycle of a project team's knowledge base -- continu- ously updated plans, specs, documentation, decision trails, status reports, intelligence material, ...; * The "concurrent enterprise" -- requirements for knowledge- domain interoperability; * The aerospace industry as a case in point; * New work methods & issues for strategic deployment. Architectural Issues: * The need for an "open hyperdocument system" (OHS) to support collaborative knowledge development; * Basic design considerations for online creation, exchange, and study -- sharing hypermedia files and sharing screens among widely distributed knowledge workers; * Fundamental issues for an evolvable, inter-operable informa- tion system architecture; * Implications for enterprise integration, CSCW/groupware, hypermedia, TQM, CASE, concurrent engineering, integrated CAD/CAM/CALS architectures, ...; * Implications for industry standards. Explicit Action: * Bootstrapping your organization -- an explicit strategy for cost-effective launching and implementation; * Practical recommendations for early investment targets and im- plementation approaches; * A case for collaborative exploration; * The role of vendors, consultants, user orgs, universities, and gov't agencies; * Activities already under way. The program includes 3 intensive days of lecture, slides, movies, live demos of AUGMENT (an early OHS prototype), with Engelbart's candid anecdotal experiences woven throughout. Wrap-up session to include special panel discussion on the practical application of the concepts and strategies presented. The program, the facility, the group participation, and the meals are designed to encourage open dialog with Engelbart and other participants. Seminar docu- mentation includes over 200 pages of specially organized diagrams, notes, and recommended readings. BACKGROUND: The complexity and urgency facing today's organizations will in- crease exponentially as we move into the next century. Unless or- ganizations quickly learn to grow increasingly faster and smarter, they will soon surpass their ability to cope. Decades of unprecedented investment in change should be anticipated. Assuming that the rate of return on wiser investments would be compounded, subtle differences in strategy will put some organizations far ahead of others in capability and effectiveness. Where will your organization stand? Early strategic focus on improving tools and methods for collabora- tive knowledge development offers a special investment leverage. Heterogeneous project teams which can coordinate their work online using highly effective tools and methods would be faster and smarter at identifying needs and opportunities, designing and de- ploying solutions, and incorporating lessons learned -- regardless of geographical distance. These capabilities could be applied in both the product-related activities and the improvement efforts of the enterprise. Considering the rapidly shifting challenges facing today's organizations, and the restricted resources for coping, the ability to reduce the improvement cycle time will be just as criti- cal to an organization's survival and success as reducing its prod- uct cycle time. Strategic investments in capabilities which sup- port both goals would offer compounded leverage for bootstrapping organizations into the 21st century. These generic capabilities would also provide a powerful infrastructure to integrate and support other key improvement ef- forts, such as total quality, enterprise integration, concurrent engineering, CASE, groupware, decision analysis, issue management, online document delivery, records management, integrated CAD/CAM/CALS architectures, and multi-corporate collaboration. ********************************************************* | "Engelbart's contribution to personal computing is | | almost inestimable." | | (PC Mag. Lifetime Achievement Award '87) | | | | "I don't know what Silicon Valley will do when we | | run out of Doug's ideas." | | (Computer Currents, Feb '90) | | | | "It would be difficult to exaggerate Doug Engelbart's | | effect on the computer industry." | | (Electric Word, Mar '90) | ********************************************************* WHO SHOULD ATTEND? Anyone responsible for the strategic planning, design, product mar- keting, or organizational implementation of enterprise integration, total quality, concurrent engineering, groupware/CSCW, hypermedia, CASE, online document delivery, integrated CAD/CAM/CALS architec- tures, open systems, interoperability, program mgt, issue mgt, re- cords mgt, continuous process improvement, cross-enterprise collab- oration, etc. A special effort is being made to have a well- rounded mix of representatives from large end-user organizations, computer vendors, industry consultants, government agencies, and academic research. ********************************************************* | "I would encourage you to take part in Engelbart's | | next seminar..." | | (Patricia Seybold Apr '90) | ********************************************************* REGISTRATION: $900 rcvd by Jun 4, $975 after Jun 4, includes continental break- fast, lunch, & refreshments Tue/Wed/Thu, reception & dinner Tue/Wed, plus all seminar materials. Refund requests must be made by Jun 4. WHERE & WHEN: Stanford University, beginning 8:00 am Tue with continental break- fast & check-in, ending 5:00 pm Thu (all meals & refreshments in- cluded). Maps will be sent with registration confirmation. PLEASE PLAN TO ATTEND ALL SESSIONS AND MEALS. HOTEL & SHUTTLE: For hotel reservations call the Stanford Terrace Inn (415)857-0333 and ask for the special Bootstrap Seminar rate, and for shuttle info to and from the airport and the seminar. FOR MORE INFORMATION: Call (415) 713-3550 or ********************************************************************** !!! Space is limited !!! ********************************************************************** HOW TO APPLY: Send this form with check payable to Bootstrap Insti- tute to: Bootstrap Institute 1035 Waverley St Palo Alto, CA 94301 Name _______________________________ Title ___________________________ Nickname (for name badge) __________ Dept ____________________________ Org ________________________________ Phone (____)_____________________ Addr _______________________________ Fax (____)_______________________ ____________________________________ Email ___________________________ City ________________________ State ____ Zip __________ Country ______ Special interests (e.g. enterprise integration, groupware, TQM, con- current engineering,...) ______________________________________________________________________

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Tim BL