Today I gave my JValue Open Data Service talk at USM (University of Sciences, Malaysia, at Penang). I am grateful for the opportunity and the recording.
Abstract: Open data has the potential to create significant practical value for its users through open innovation. Yet, to realize this value, we need an open ecosystem, next to open data, that allows app developers to create that value. In this talk I present my view of this open ecosystem of open data and how it should be structured. I then present the JValue Open Data Service (ODS), an open source software under development at my research group, that provides a key piece of this ecosystem. The goal of the JValue ODS project is to enable open innovation through app developers.
A professor, so my belief, can play an important role in generating startups from University research. Most professors don’t, but some do, and I wanted to summarize my experiences as to what would be the perfect combination in one person.
There are three ingredients to get a university startup set-up and off the ground: (1) team, (2) idea, and (3) seed funding. Team, as anyone in startup-land knows, is by far the most important ingredient, as the others ultimately follow from it.
The continued creation of me-too startup incubators reminds me of the (South Seas’) cargo cult. Richard Feynman tells the story this way: The cargo cult people were natives of the South Seas who, during the world war, benefited from Western civilizations bringing cargo to their land. After the war ended, and the cargo stopped coming, the natives built wooden artifacts that looked like planes in an attempt to bring back the good old days of free supplies. Obviously, it didn’t work.
Open source is a viable business strategy for software vendors to disrupt existing markets and conquer new ones. Just why is it easy in some markets and hard in others? I argue that you need to cut the product in such a way that there is a clear separation between what a never-paying community-user wants and what a commercial customer needs. In addition, you need to tie the commercial features closely to your company’s intellectual property and capabilities to keep competitors at bay. If you can do that, you are in the right place. If you can’t, you may want to get out of there.
My primary goal in becoming a professor was to turn my (hoped-for excellent) research and teaching into startups. For that reason I created the Startupinformatik program and set-up my teaching to support it. Sadly, I’ve been noticing over the years that things don’t seem to get easier but harder. Specifically, “the system” (I’ll explain below) seems to view professors with mistrust rather than as the natural allies they should be when it comes to leading students to create a startup.
A few days ago, I participated in a panel on entrepreneurship in the beautiful but small city of Göttingen, Germany. While a university town, it isn’t exactly the Silicon Valley either, much like my current home town of Erlangen.
Thus, on the panel, I ran into the usual German morals on what makes a good entrepreneur, respectively, how to treat one:
I just returned from a presentation (and panel discussion) about entrepreneurship and Startupinformatik, my structured approach to creating student startups from a computer science Master’s program. Below, please find the slides of my presentation.