Category Archives: Software

TO BE OR NOT TO BE HACKED?

by William Shakespeare,

alias Moises J. Goldman and John Jonelis

 

William “Moises” Shakespeare

Hamlet—To be or not to be hacked? That is the question. Whether ‘tis nobler to suffer the slings and arrows of outrageous fortune, or to take arms against a sea of phishes, gouged by creatures who boast no scruple, nor affect any purpose higher than foul destruction—and by opposing, end them?

(Editor’s translation—Hackers are a bummer. This is war.)

Or may say ‘tis wiser to remain in dungeons rank and old—to sleep, perchance to dream—ay, there’s the rub. For in that sleep, what dreams may come? The internet makes cowards of us all.

(Editor’s translation—Should I upgrade the robustness of my internal infrastructure and firewalls?)

Horatio—But soft, me lord, to think upon the many turns a kindom make. Betwixt two means shall we choose to take.

(Editor’s translation—There are two good options.)

Hamlet—Ay, the dilemma. To guard against an angry pack of dogs that tear and rent and hack away till strength and blood be spent. How wouldst thou fight, Horatio? I would not hear your enemy say you could do it. Nor shall you do my ear that violence.

(Translation—Don’t feed me a pack of lies. If we encrypt all sensitive data and cyber-secure our network we still can’t achieve fail-safe.)

Horatio—Hear me lord; I make my case: Should bits and bytes habitate high Clouds, and thus free a kingdom’s gold? Yea, no arms, no knights, no castle walls to tug the purse’s string! ‘Stead exult in markets, foul of hogs and sheep and goat? Entice the sorcerer to play in darker arts, in unknown moat? To raise a legion—conquer lands anew beyond the sea? And so extend a kingdom’s reach?

(Option #1: The Cloud is cheap. Save your money for marketing, R&D, and expansion.)

Hamlet —Methinks this boy hath soundly grounded thought. He makes PaaS-ing SaaS at learning dearly bought. It takes no brain to buy his train of thought.

(Good logic—a no brainer. The Cloud. Platform as a Service. Software as a Service.)

Horatio —But soft, me lord, I fear foul play! This Cloud by wild winds be cast astray. It boasts no force to hole the gauze in tumult and in fray, and by doing so, steal the treasury of intellect away. ‘Tis best, to build yon castle walls of stouter stuff, some say. Keep bytes and treasure close and spend on fodder and on hay.

(Option #2: The Cloud is way too vulnerable to attack. Update your in-house network.)

Hamlet —Wouldst thou squeeze gold from a lark? Something is rotten in the state of Denmark. But harken thee—where may best advantage be? What odds see ye?

(That equipment’s expensive! What’s the probability of being hacked either way?)

Horatio —Sorcerers be that wouldst draw straight crook from snarled oaken tree.

(Mathematicians use probability trees.)

Hamlet —O cursed spite that ever I was born to set it right!

(I hate math!)

Horatio —Of haste take not. Outcomes be but three. Take heed of which I shew to thee.

(No big deal. There are only three probable outcomes.)

Hamlet—Hold, varlet! There be a fourth outcome lacked. That one repent, not hacked.

(Hamlet points out a missing variable: An enterprise upgrades internal systems and yet escapes hacking.)

Horatio—‘Tis true M’lord; yet is it moot? Such foes by needs be met; nought ground under heel of boot. Complication wears poorly on thee. There be no guarantee. This outcome we call

1-P3…….(1)

Hamlet—Ha! There are more things in heaven and earth, Horatio, Than are dreamt of in your philosophy.

(I’m not as dumb as I look.)

Horatio —‘Tis sooth, my liege—I seek not to deceive. I shall draft a map that deeper knowledge ye may tap. Yon magic shall appease; thy grace’s ire set at ease.

(I’ll make it simple, so even you can see. Take a look at this probability tree.)

Horatio—M’lord do you see? If systems new and hacking lacking, probability is simply:

1-P3.

(The probability of an internal network not getting hacked.)

Hamlet—What make I of this plunder? To ask a fool is to blunder.

Horatio—Magic formula ye seek, to make right your decision? Fortunately, Shakespeare knows it with precision.

(Be cool. I got this.)

Horatio—Look here, dear Ham, and spy yon enterprise, floating on the Cloud. P’haps never to hack or wound with sharp blade. We dig our likelihood with a spade:

‘Tis thus:

P1+(1-P1)(1-P2)=1-P2(1-(1-P1)………(2)

(The probability of not getting hacked on the Cloud.)

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Hamlet(Aside) Madness in great ones must not unwatch’d go. A screw is loose. He rhymes like Dr. Seuss.

(Horatio’s gone bonkers.)

Horatio —But hark—magicians work dark secrets in a day that mortal man can plumb no other way. I spell it in a cypher and so you see the final answer to this mystery.

(Here dummy, I’ll spell it out for you.)

Hamlet—Indeed, this must I see.

Horatio—Floating on a Cloud, your enterprise two chances be allowed to escape from doom, not hacked asunder. The Cloud foul Russian must attack rapaciously before the knife may reach your back with certainty.

(If your enterprise is on the Cloud, hacking is a two-stage process. The Cloud may get hacked. But even then, your enterprise may escape damage.)

Horatio—To ride the Cloud in skies of blue, equation (1) must be less than (2). Hence:

1-P3<1-P2(1-P1)…….(3)

We boil down that poison thus, and there you have the clue. If the fates should sing this song aloud, my enterprise will float along.

P3>P2(1-P1)

(The absolute condition for an enterprise to go to the Cloud.)

Hamlet—Dost thou think me easier play’d on than a pipe? For ‘tis sport to have the enginer Hoist with his own petard, an’t shall go hard.

Horatio—Dost thou salve the ego with a threat? Is this the way all friends are met? But hear me, Sire, ‘tis plain to do. I will write it out for you. Be ye not a foe to the way the numbers go. Ye shall recall the probability of hacking free be 1-P3. If a wise man, on gauzy Cloud his merit bent, to the tune of 80%, the numbers show thus:

1-P2(0.2)

(Here ya go, Mr. Bigshot CIO—if the probability of not getting hacked on the Cloud—P1—is 80%, then 1-P2(1-0.8) hence 1-P2(0.2)

Hamlet—Still it be Greek to me.

Horatio —Here, my lord, I will unravel the way that ye must sway, to the ending of thy quest. Be in knowledge, not in jest.

(Gotcha!)

Hamlet—Get it over before I die.

Horatio —Here’s an end so ye may rest like bones inside a chest.

If P3>(0.2)P2 be true, to the Cloud get ye hence, else makest equipment new and play yon cards close to thy vest.

(This is how the CIO makes the decision.)

Hamlet(Aside) This be a fellow of infinite jest, of most excellent fancy. He rhymes obtuse like Mother Goose. Yet I shall the effect of this good lesson keep as watchman to my heart.

(Translation—Good! Let’s have a beer.)

(Curtain)

.[DOWNLOAD ARTICLE IN PDF FORMAT]

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NOTE – This example follows similar logic and Decision by Professor J. Sussman used in his lecture to the Engineering Systems Division entitled, DID BELICHICK MAKE THE RIGHT CALL?

[READ BELICHICK PART 1 – PDF]

[READ BELICHICK PART 2 – PDF]

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About the Authors

Dr. Moises Goldman is uniquely involved with STEM (Science, Technology, Engineering, and Mathematics). He is a member of several advisory boards at MIT and is a founding member of the TALENT program at IMSA.

John Jonelis is a writer, publisher of CHICAGO VENTURE MAGAZINE and NEWS FROM HEARTLAND, author of the novel, THE GAMEMAKER’S FATHER. BFA, MBA from Kellogg.

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Photography and Graphics – John Jonelis, MS Office

Chicago Venture Magazine is a publication of Nathaniel Press www.ChicagoVentureMagazine.com Comments and re-posts in full or in part are welcomed and encouraged if accompanied by attribution and a web link. This is not investment advice. We do not guarantee accuracy. Please perform your own due diligence. It’s not our fault if you lose money.
.Copyright © 2017 John Jonelis – All Rights Reserved
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CHICAGO—THE BEST INCUBATOR IN AMERICA?

by Denny O’Malley

Recently, Inc.com published an article about the best cities for early-stage companies. The premise: Chicago is the surprise winner.

Why would that be? San Francisco and New York are both beautiful, thriving cities that dramatically represent the diversity of American ideas. San Fran—younger, more venture-oriented, with beautiful natural vistas. New York—the classic, bustling private and public equity concrete jungle.

What do they have in common? It costs a kidney to pay rent for a closet. Continue reading

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INQUIRY AND INNOVATION

by John Jonelis

What happens when you invite the community into your high school and send your high school students into the community?

Amazing things! You create a THIRD SPACE in people’s lives.

[Britta McKenna is the Chief Innovation Officer at IMSA.]

Britta – “You have your home and you have your work and you have third spaces in your life where you feel comfortable and find a community. Robert Putnam believed in third spaces. He has a book called Bowling Alone 1. It used to be that bowling leagues were that third space. People at the bar. Cheers. We want IN2 to be that third space in people’s lives.”

“Look at the ceiling. Look at the lights. Do you see the pattern?

IN2 – Symbolism in Architecture

It’s that intersection of outside and inside. Community coming together to make this a real learning laboratory experience. We want to come in and work on real-world problems and opportunities.

“People can bring problems and opportunities to us and say, let’s figure out how we can work together. Like the State of Illinois with the hackathon we just did—finding solutions to childhood lead poisoning.

“Think about all the things kids are doing that are not helping. Here’s a great place. I hope IN2 can be a third space in people’s lives.”

[The grandness of the idea and the imaginative scope hit home, but ask Britta how IN2 will implement it.]

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Innovation

“We can’t stand still. Education—if it’s doing the same thing over and over and over—is not moving ahead—it’s falling behind.

“IN2 is the intersection of what we do at IMSA and the community. We’re partnering with Invest Aurora, the Woman’s Business Development Center, the Fox Valley Entrepreneurship Center—they are all resources to help what we’re doing here grow and scale.

Business Mentor

[Britta anticipates my next question and gets even more specific.]

“We’ve opened up a cohort of LINKubators 2 These are actual startup companies.  We have three working in the space as a pilot.  Our students intern with them and our network can help them grow.  Our MENTORS, our IDEA BARISTAS, our SUBJECT MATTER EXPERTS can all help them grow. 

“Next fall we hope to have ten LINKubator startups working in the IN2 space during the day when the kids are in class. We’re trying to see what we’re good at and get a rhythm to the space.

“So whether it’s somebody in the community with an idea or a problem—whether it’s students that want to accomplish something new—whether it’s mentors from the community coming here to help the next generation of learners—whether it’s subject matter experts helping a non-profit grow—we want IN2 to inspire students and community to go on and be entrepreneurs and develop their ideas.

“Our goal at IN2 is to blend in with IMSA and be that resource for students and community beyond the classroom. That’s what this is all about.”

Student Entrepreneur

Inquiry

“I think one of our signature programs is our STUDENT INQUIRY AND RESEARCH program or SIR. That really distinguishes us because we don’t have class on ‘I-DAYS.’ Those are inquiry days—that happens most every Wednesday. Traditional class shuts down. We have class Monday, Tuesday, Thursday, and Friday.

“‘I-DAYS are meant for independent exploration—inquiry or research. On ‘I-DAYS, student go down to 1871 and other locations to intern for startups. Now, with the new IN2 facility, our students can work with entrepreneurs right here as well. Either way, through the SIR program, they’re doing research with mentors and business teams.”

Sue Fricano & Tami Armstrong

[I’m joined by Sue Fricano—IN2 site coordinator, Tami Armstrong—Director of Public Affairs]

Sue – “MONDAY NIGHT LIVE is an event put on by Dr. Carl Heine each week. He brings in speakers and he develops programs for entrepreneurs.

Carl Heine

“He puts external students on his TALENT board—entrepreneurial students coming in to learn the different stages of building a business and different skills used in building businesses.”

Tami – “A lot of the students here are part of that as well as members of the community that come to learn more about entrepreneurship.”

Sue – “At IN2 we are trying to give them the expertise to go out and make the initial steps of developing.”

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[Betty Hart is the Innovation Center Program Manager.]

Betty – “We have girls in the STEM program, which is a mentoring peer-to-peer program for girls in 6th to 12th grade.  We have events such as IMSA DAY OF CYBER, which focuses on encouraging students to seek cyber security careers.” 

Betty Hart

Betty – “We have TEAM STEM CAFE, which is a network of local high school students who host quarterly events focused on STEM related topics. And we have THINK CAFE, which is a community initiative that invites organizations to come in and pitch a problem or an idea.”

Britta – “Our charges really are this: The first is to be a STEM teaching/learning laboratory for our best and brightest students across the state. Then we have the FUSION programs.3 These are after-school programs at schools, grade 4-8, all around the state. And we also have the charge of educating the educators. We bring the teachers in and give them professional development, which helps them in science and math.”

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Bring Back Socrates

[I pose a thorny question:  Why teach entrepreneurship at such an early age, rather than prepare the students for college or jobs?]

Tami – “What we’re doing is launching the students so when they leave here, they’re prepared. There’s a big demand for ideas and innovation. Innovation is valuable, and very coveted. We’re supplying that to the workforce.

“We’re also launching research. How can students advance the human condition and solve the world’s grandest challenges?

“That’s what comes from IN2—the ability to make very difficult innovations. When you can harness them, bring them to a place like this, and connect the students with business and industry, dream and idea become reality.”

[Suddenly I get it. I asked the wrong question and now realize the goal is really quite straightforward—to encourage students to think for themselves—to let them discover how to learn. IMSA does it the same way it was done almost 2,500 years ago—self-directed inquiry and innovation—the Socratic Method.]

Student Entrepreneur

Possibilities

Britta – “People think we’re just this gifted school for 650 sophomores, juniors, and seniors from around the state, but we’re not. And people think we’re a private school and we’re not—we’re public. We don’t want to be the best-kept secret in Illinois.”

“And we have a student team called IMSA ELEMENT that teaches the lean startup methodology. Build—measure—learn. Students developed a whole curriculum and teach it to each other. We’re entertaining possibilities.”

  • “We need to be open to ideas, be able to move quickly, and say YES.”
  • “And have FAST FAILS.”
  • “And move toward SUCCESS and ITERATE.”

“We’re not afraid to do that here. In a world where you’re dealing with high-caliber students who don’t fail often, failure is a difficult concept. But once they get the hang of it, they actually become quite good at fast fails.”

Entrepreneur with a solution

The 17%

Britta – “We’re not looking for the vast majority to really understand this space, because we can’t hold everybody. But about 17% in the world are innovators. That’s who we’re looking for—that 17%. Once we get a few of those, they bring their networks. Those are the early adopters, innovators, and they see things much earlier.”

Those are the people IN2 was built to serve.

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This is the final article in this series.

Go to Part 1 – THE NAME IS IN2

Go to Part 2 – POWER PITCH

 

References

  1. BOWLING ALONE – Robert Putnam
  2. IN2 Launches LINKubator for Fox Valley Startups
  3. IMSA FUSION

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IN2 Contact Info

Address – 1500 Sullivan Rd. Aurora, IL 60506

Website – https://www.imsa.edu/

Carl Heine – heine@imsa.edu

Britta McKenna – bmckenna@imsa.edu

Tami Armstrong – tarmstrong@imsa.edu

 

Chicago Venture Magazine is a publication of Nathaniel Press www.ChicagoVentureMagazine.com Comments and re-posts in full or in part are welcomed and encouraged if accompanied by attribution and a web link. This is not investment advice. We do not guarantee accuracy. It’s not our fault if you lose money.
.Copyright © 2017 John Jonelis – All Rights Reserved
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YOU MIGHT AS WELL DANCE

help-t-ms-officeIT Guys—Stop Playing Defense

by Howard Tullman

Not feeling enough love? Yes, techies are under appreciated until spit hits fan. But if you’re one of them, you’ve got a bigger role to play than you think. Here are three ways to raise your profile.

I feel bad for the guys in our IT department because they suffer the same career issue as the heads of Homeland Security. As we all know, terrorists and other scumbags only need to get it right one time and horrible things happen. Yet our counter-terrorism teams and other law enforcement agencies must try to be right every time. Then, when nothing happens, no one bothers to thank them or offer recognition for their work.

it-guys

People whine about cost, delays, and all the stupid rules. They figure that protecting us is what we’re paying these folks to do. The best the good guys can hope for is a tie. No harm—no foul. And no credit for keeping us safe.

I Don’t Get No Respect

IT departments in almost every business get the Rodney Dangerfield “I don’t get no respect” treatment. They’re taken for granted and get little or no recognition—from anyone—even though the complexity, significance, and risks associated with their responsibilities have multiplied exponentially in the last decade.

Face it, we humans only understand the degree of our dependence on machines and systems when they shut down, data disappears, and systems stop delivering the information we need to proceed.

help-ms-office

The truth is, you can’t do anything intelligent today without solid, timely, reliable, and accurate data. It’s the oil of the digital age and the IT guys are the ones with their mitts on the meters, mechanisms, and measurements. IT infrastructure is the make-or-break gate, tool and tunnel through which everything critical in our data-driven world passes. If they don’t get it right, your business simply doesn’t get done. Relative to your competition, you might as well be in the Dark Ages.

The Tide is Changing

I’ve been spending a fair amount of time with IT teams and I’m encouraged to see a few positive signs.

  • A slowly growing acknowledgement of the importance of IT.
  • Recognition of the turmoil caused by under-investing and under-appreciating the IT team.
  • How neglect exposes your entire company to critical and severe problems.

But time only changes what you don’t change first. I tell all the IT people I meet that they have to be their own best advocates and change agents if they really want to see meaningful improvements and add real value to their businesses.

This is no easy sell. These folks aren’t really built that way.

Selling their ideas is the last thing they ever thought they’d be stuck doing. But the waves of change are coming—and you can swim with the tides or sit still and be submerged.

I’ve found three specific ideas and approaches that senior-level IT folks can focus on to make a serious contribution to the future of their firms.

connected-devices-ms-office

1—Be a Weapon, not a Shield

Playing great defense isn’t enough. The smartest IT players are extracting from the plethora of connected devices and turning the data they develop into “weaponized” information—decision tools that move their businesses ahead by providing better and more timely solutions, both to internal users and outside clients. What gets done is what gets measured. Help your team optimize every aspect of the operation with real-time decision support. That puts everybody in a position to correctly make the most critical calls—like when to double-down on winners and how soon to ditch dogs. Providing increased metrics and visibility is what the best data-driven IT strategies are all about. Money is just expendable ammunition. Data is power and guess who’s in charge of the data?

future

2—Focus on Future

Everything is about the future. We need bridges—not more bandages. The network is the name of the game. Help your team exploit the extensive resources outside of your own shop. Connect your company to critical partners, collaborators, and new technologies that are beyond your four walls. Do it securely, without sacrificing speed, accuracy or ease of access.

Make sure your people are an active and effective part of all the “social” conversations that concern your business because these new channels are changing the way we all confer, compare, communicate, and consume. Unless your products and services are part of the ongoing conversations and decision sets, when the buyers are ready to buy, you’re nowhere.

Holding down the fort isn’t enough; you’ve got to do more than simple maintenance because your business needs a vision and a path forward—not another Mr. Fix-It.

be-the-solution

3—Be In the Room Where It Happens

If you don’t ask, you don’t get. As a senior IT professional, step up and insist that your presence and your input is central to securing the best solutions for the business. If you’re not there, if you don’t have some skin in the game, if you’re just a spectator, then the changes that do happen will happen to you, not through you. It’s not always safe to step up, but it’s the smartest bet you can make. If you don’t believe in yourself and your abilities, who else will? And take my word for it; waiting never gets you to a better result. The world is moving too quickly to give anyone the luxury of time. Just like in racing, you need to understand that no one waits for you.

If it’s any consolation in these tough and troubling times, just remember that they’re going to blame you for anything and everything that goes wrong anyway. So, if you’re already walking on thin ice, you might as well dance.

howard-tullman-double-gulp-t

Howard Tullman is the father of Chicago’s 1871 incubator.

Read his bio on Wikipedia: https://en.wikipedia.org/wiki/Howard_A._Tullman

Check out his websites at http://tullman.com/

and http://tullman.blogspot.com/

Write him at 1871@Tullman

Image credits – Howard Tullman, Getty Images, MS Office

This is an excerpt from an article in INC.

http://www.inc.com/author/howard-tullman

Image credits – Howard Tullman, Getty Images, MS Office

Chicago Venture Magazine is a publication of Nathaniel Press www.ChicagoVentureMagazine.com Comments and re-posts in full or in part are welcomed and encouraged if accompanied by attribution and a web link. This is not investment advice. We do not guarantee accuracy. It’s not our fault if you lose money.
.Copyright © 2017 John Jonelis – All Rights Reserved
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THE HIDDEN DANGER IN YOUR DATA

Howard Tullman B&Wby Howard Tullman

From the Journal of the Heartland Angels

Today, entrepreneurs have tools and technologies to collect, monitor, and document more data than ever before. You’re likely swimming in data, since customers leave a trail of it everywhere to be captured and analyzed in real time. As I’ve often said, in business, what gets measured (and acknowledged and rewarded) is what gets done. I haven’t changed my belief about that, but I have come to see that we are putting too much emphasis strictly on the numbers. Numbers don’t lie, but they never tell the whole story. They can only take you so far before they top out and you need something qualitative and experiential to get to the right conclusions.

Pie Chart Hesitation

Peter Drucker’s dictum “if you can’t measure it, you can’t manage it” has created a whole generation of leaders so focused on perfecting their company’s processes that they lose sight of the company’s purpose. I hear managers all the time talking about the need to get more work out of their people when they should be trying to get the best work out of them. Optimizing (not maximizing) the team’s output is what matters most to the ultimate success of a business. Working smarter and more effectively—not necessarily longer or harder—is how you ultimately move ahead of the competition.

You need to be exceedingly careful these days that you don’t let the ease of access and the ubiquity of massive amounts of quantitative performance data cause you to over-emphasize the math and measurements—and thereby lose sight of the far more important qualitative attributes of what’s going on. Not everything is easy to measure or quantify, but that doesn’t make these things less important; it just makes your job as manager tougher. But when you get so wrapped up in the measurement process that it becomes the goal itself, it loses its effectiveness. It’s easy to confuse movement with progress, but not all motion is forward. And lots of activities that run up the numbers aren’t remotely productive. Measuring is easy; measuring better is tough.

When you let the numbers drive the train, you give up two important advantages that are critical to your success. First, the goal isn’t to be the thermometer; it’s to be the thermostat. It’s not about measuring the heat; it’s about generating and controlling the heat. You don’t want the analytics to lead you; they’re a useful benchmark and a guide for course corrections, but it’s your job to set the direction and move the business forward. Second, when you get so focused on specific and concrete financial results (sales targets, growth rates, etc.) and you direct all your team’s energies toward getting as close to achieving those numbers as possible, you actually limit your ultimate upside because you lose the ability to think and see beyond those immediate goals. When a game-changing opportunity arises or a quantum shift occurs in your sales prospects, your team will likely be so heads-down chasing those numbers that someone else will come along and grab the new brass ring.

Black Hole of Data

Here are three principles that have helped me resist the temptation to get too caught up in the numbers—and focus on what truly matters at my company:

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Elaboration is a form of pollution

Tell your team to keep it simple. No one gets paid by the page, and shorter is almost always better. I’ve found that when people expand and extend their plans, proposals, and presentations, there’s a high degree of likelihood that they’re concerned about the value of their pitch, so they try to bury it in a boatload of facts, figures, charts, citations, and everything else that just hides the hard truth. It’s better for everyone when your people put things right out there—front and center—and take their medicine if that’s what’s called for. If you torture the numbers long enough, they’ll say whatever you like, but that’s not any way to get to the truth or the right result.

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Not everything is worth doing well

Tell your team that everyone’s always on the clock. There’s an opportunity cost associated with everything you do, so choosing what not to do (and how extensively to do the things you need to do) is critical in any startup which has scarce resources and time. Some things just don’t warrant the full-court press, and it’s important to make sure that everyone knows that that’s okay with you. Other things shouldn’t be done at all, and you should never try to do things cheaply that just aren’t worth doing. It’s never easy to turn people down or say, “No,” to marginal choices, but it’s part of the job.

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No one’s ever measured how much the heart can hold

Ultimately, the value of the critical connections your people make every day with your clients and customers can only be roughly approximated by even the best math. But it’s those daily personal and emotional interactions with your empowered employees that build crucial engagement as well as the lifetime value of those buyers for your business. You need to give your team permission to do what’s best for the customer in the moment that the opportunity arises. If they need to consult a rule book or have a calculator handy to do the math, they’ll lose the value of the moment every time. The best businesses don’t worry about the number or sheer volume of moments–they work to make each moment matter.

Ω

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Howard Tullman is a philosopher, investor, and Chicago entrepreneur.   For more from Howard, go to

http://tullman.blogspot.com

www.1871.com/

Read his bio: http://tullman.com/resume.asp

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This article appeared in the following publicatons:

News From Heartland  http://news.HeartlandAngels.com

INC Magazine  http://www.inc.com/

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Graphics: Getty Images, MS Office, H Tullman

Chicago Venture Magazine is a publication of Nathaniel Press www.ChicagoVentureMagazine.com Comments and re-posts in full or in part are welcomed and encouraged if accompanied by attribution and a web link. This is not investment advice. We do not guarantee accuracy. It’s not our fault if you lose money.

.Copyright © 2015 John Jonelis – All Rights Reserved

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INJURIES TREATED BADLY

Team Interval 7

by John Jonelis

Kids are dropping dead on the athletic field. Dead!  These are our kids—those highly cherished and precocious little brats, grades K-12.  Just a few years back we suffered a miserable year—120 deaths according to the Youth Sports Safety Alliance.  Here’s a huge problem waiting to get fixed.

I recall Coach Bodle from my high school years. “Hey kid,” he’d say, “Scrape yerself off da ground. Yuh got yer bell rung is all.  Shake it off!  Da team needs yuh.  Get back out there and gimme a hunert ‘n’ twenty percent!”  An inspiring speech.  Always got results.  Players knew the alternative.  During my moments of serious academic pursuit, I’d draw Coach Bodle in the margins of my textbook. The result always came out looking like the Frankenstein Monster.  This was a guy whose claim to fame was an ejection due to unnecessary roughness in a semi-pro football game.  But I made allowances for his furious temper.  Had no alternative.  Anyway, I figured the guy got his bell run too many times.

That was a different era. Nowadays coaching is a profession.  They know better.  The liability is huge.  People can go to jail.  Eighty percent of athletic injuries happen at the high school level.  Same old/same old doesn’t cut it and the demand for change rings powerful and loud.

Tonight I get to see Tyrre Burks, founder of Team Interval tell us what he proposes to do about it.

BNC 500

The Field of Play

Last time I saw Burks, he was winning the pitch competition at FFF here in Chicago. He probably deserved that win.  When a social entrepreneur presents his company well, he’s gonna get the nod.

But now we’re in the friendly confines of BNC Venture CapitalTeam Interval 3I don’t know if you ever had the pleasure, but month after month, BNC—short for Business Network Chicago—puts on the best show in town.  That is if you like personal confrontation and plenty of drama like I do.  If you want a chance to rake a budding entrepreneur over the coals.   If you enjoy watching grown men turn beet red with anger in their eagerness to ask probing business questions.  Oh yes, there’s always some smart guy that says, “Wait a sec. Go back three slides.  Where’d you get that number?”

The beauty of the system at BNC is Len Bland’s five magic questions. Answer all five and you’ve probably got a sound business plan.  Dazzling the throngs with pizzazz doesn’t cut it here.  You must address the tough stuff.  That keeps everybody in the room at attention because the crowd gets grilled on some of this too.

FFF 9-17-14 JAJ-2169e200The Q&A can get a bit hot. But tonight, through it all, Tyrre Burks remains poised.  Informed.  Confident.  Pretty much indomitable.  He’s tall, fit, and stands proud.  Somehow, the guy manages to seem humble about it too.  I guess professional sums it up.

And why not? This is a man that knows his business.  Burks played Pro Football—a career plagued with injuries—so he understands this problem on the personal level.  He teaches High School, so he knows the weaknesses in the current system.  I see passion, and passion gets results.  The man is on a mission bigger than himself—Full reporting of childhood sports injuries.  And he seems to know precisely how to make it happen.  As he unpacks his plan, I find myself hoping he’s right.

Team Interval 2

Lousy Records

The way we record injuries just stinks. Most go unreported.  Records are sketchy.  Team Interval 4Many teams don’t even hire trainers. Ambulances get called too late.  Disaster strikes and parents bite their nails waiting for information.

Here we are in the mobile information age, surrounded by advanced medical technology. So what do we do?  That’s right—we drop the ball.  Only 18% of sports injuries get documented at all.  Eighteen percent!  There’s no meaningful data from ages 8-18!  I don’t know about you, but statistics like those get my attention.

Consider it from the coach’s perspective. I think we can agree that nobody wants players dropping dead on the field of play.  Don’t you think a coach wants to know if a kid had five concussions since his Pop Warner days?  Or a heart problem?  You better believe it!  What about college programs?  Do you suppose a recruiter would like to review the childhood injury records for prospective scholarship athletes?  Well, d’ya think?

So how do we get that done?

Right here at BNC, Tyrre Burks is giving us his answer. Trainers will log the injuriesIf there’s no trainer on staff, then the coaches.  Trainers? Coaches?  That takes me by surprise and seems to raise the emotional level of the entire room.  Objections get raised right away.

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How to Answer Stupid Questions

Bill Blaire once coached football and wrestling—till they politely asked him to leave. When he stands up to ask a question, his bulk blocks half the room.  His deep rumble rattles the light fixtures: “Dem coaches ain’t dumb,” he says with all sincerity.  “And reportin’ injuries is gonna turn out real dumb fer a coach.”   When asked to elaborate, he indicates in so many words that it opens a guy up to liability.

Team Interval 5Turns out, according to Tyrre Burks, the reality is just the opposite. Nobody wants to get sued.  That’s a huge incentive, especially for trainers and coaches today.  It occurs to me that reporting absolutely everything might just be the best CYA maneuver in the business.  And maybe Burks is right.  Given the tools to do it quickly and immediately, a coach will dutifully log every incident, if not for the player’s benefit, at least to protect the old career.

Sheldon Tommygun looks like he’s about to burst a blood vessel and he finally gets called to speak. “An athletic staff,” he says in his incongruously cultured voice, “isn’t qualified to make a medical diagnosis.”

Turns out, when you think about it, any trainer, any coach knows when a player gets his bell rung or hurts a knee. When follow-up is required, the doctor’s diagnosis will appear on the athlete’s and the school’s records. Mission accomplished.  Burks predicts that we’re moving to legislation to mandate this in 48 months.  If that happens, there’ll be a land grab for the data.  And don’t forget the goal—to save over a hundred lives a year.

Janet Case used to teach school and I’ve been after her to write for this journal. “Coaches are disinclined to fill out detailed injury reports,” she says with admirable precision.  “They are overworked and ill-equipped to carry out such a function.  How do you turn an onerous task into an immediate action?”  Yeah—that’s the question on everybody’s mind, but maybe not quite in those words.

Turns out it’s a simple pictorial interface. FFF 9-17-14 JAJ-2178e200All a coach or trainer needs to do is whip out his phone or tablet and highlight an area of the body where the injury occurred, and add a voice memo.  The system instantly alerts all the right people from parents to administrators to ambulance and doctors.  It’s tied to an electronic tracking system that organizes the records and documents.  This is the first universal health record system for athletic injuries.  Coaches can make informed decisions about the status of individual players and the injuries that accumulate in other sports.  Administrators get a birds-eye view of the health of all their athletes and can analyze trends and re-direct policy using the data driven dashboard.  For college programs, it’s like a CarMax report for players. “Later on,” says Burks, “Insurance companies will get involved.”

Loop Lonagan has the floor. “Yer gonna run into all kindsa privacy issues. This bird ain’t never gonna fly.”

But it turns out Burks system is up and running in 16 school systems.  FFF 9-17-14 JAJ-2177e200He’s deep in negotiation with more.  It’s already built with with role permissions that prevent privacy issues.  This thing is moving and moving fast.

Warren D. Mink calls out, “Go back three slides. What’s that number?”  A lot of time gets spent in a group effort at basic arithmetic.  When the argument finally winds down, I’m too confused to know if their sums are correct.

I walk to the front, congratulate Tyrre Burks, trade business cards, and then escape for my train. Later that week I learn Burks landed another huge contract.  Yes, this is moving very fast.

Team Interval 6

Contacts & Credits

TEAM INTERVAL – www.teaminterval.com

TYRRE BURKS – Tyrre@TeamInterval.com

BNC Venture Capital – www.bnchicago.org

FFF – fundingfeedingfrenzy.com

DATA – www.YouthSportsSafetyAlliance.org

PHOTOGRAPHY – John Jonelis, Team Interval

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Chicago Venture Magazine is a publication of Nathaniel Press www.ChicagoVentureMagazine.com Comments and re-posts in full or in part are welcomed and encouraged if accompanied by attribution and a web link. This is not investment advice. We do not guarantee accuracy. It’s not our fault if you lose money.

.Copyright © 2014 John Jonelis – All Rights Reserved

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THE GIRL WITH THE BLACK LEATHER PANTS

FFF 9-17-14 JAJ-2111-3001by John Jonelis

This is a winner. You wanna wow the judges?  Win the crowd?  Get your game face on, kiddo!  Hit ’em with real passion, overflowing personality and a canon shot of enthusiasm.   State what you want to do with bravado.  With humor.  With intelligence.  With dazzle and power.  While you’re at it, throw in a pair of fitted black leather pants so they’ll sit up and bark.  It never hurts to be feminine and smart.  By the way, she’s an award-winning mathematician from MIT.  Really!

This is Joy Tang and she’s pitching InstanTagThe Social Fashion Network at the Funding Feeding Frenzy in Chicago—a private equity arena with no speed limit in an industry dominated by sweaty men.  Men pack the judging panel.  Men pack the audience.  That doesn’t stop her.

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At FFF

Tang moves forward with authority, hitting every detail and point required of a superb private equity pitch. She plucks an orchestra of human emotions and plays each to her favor.  Curiosity, Compassion. Avarice. Anxiety. Hope—lots of Hope..

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She isn’t tall, isn’t boardroom, and speaks in somewhat broken English.  You think that slows her down?  Guess again buddy!  Tang is stunning, smart, and rivets your attention.  We know nothing about her but make no mistake—she steals the show.  Everyone falls in love with her sizzling energy and she backs it up with a complete business story for as nice a package as I’ve seen in a long while.  She’s not asking for your money, Mr. Investor.  No—she’s demonstrating an opportunity, and she’s ready to sail.

FFF 9-17-14 JAJ-2127-500So I’m thinking, Another social media play?  But this is different—it’s all about fashion—and she’s holding the judges between two dainty fingers.  You think, just maybe she might pull this off?  Yup.  I’m betting Tang will turn a successful business no matter how many times she pivots in this or that ballroom.

FFF 9-17-14 JAJ-2132-300Between pitches, the leadership of three angel groups ask me what companies I like. I like Nano Gas Technologies.  I like Team Interval.  I like Geek Bar.  But most of all, I like InstanTag’s Joy Tang.  Turns out, she’s already at the top of those three lists.

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At BNC

Two weeks later at Business Network Chicago, it’s a reunion of FFF FFF 9-17-14 JAJ-2136B-200speakers. And in a roomful of sweaty men, there’s Tang in her black leather pants, asking the tough business questions—pinning down the speaker and making him squirm—but with such consideration and aplomb!  As the lyrics to the song go, “Don’t change baby, please don’t change.”

And Mr. Investor—catch this boat before it sails. This is the time to bet on the captain, not the ship.

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Contact

InstanTag – The Social Fashion Network

Joy Tang, CEO & Co-Founder   jtang@instantag.com

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FFF 9-17-14 JAJ-2117-200Nano Gas Technologies

Team Interval

Geek Bar

Funding Feeding Frenzy

Business Network Chicago


Photography Copyright © 2014 John Jonelis

Lyrics from the song Bella Donna as performed by Grace Slick

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Chicago Venture Magazine is a publication of Nathaniel Press www.ChicagoVentureMagazine.com Comments and re-posts in full or in part are welcomed and encouraged if accompanied by attribution and a web link. This is not investment advice. We do not guarantee accuracy. It’s not our fault if you lose money.

.Copyright © 2014 John Jonelis – All Rights Reserved

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