Inside innovation. Year 2. An evaluation of the second year of delivery of a project promoting innovative thinking amongst Prison Service staff

The Inside Innovation programme is the result of a partnership between Media For Development (MFD) and UnLtd. The Inside Innovation programme forms part of MFD’s multi-award winning Inside Job initiative that operates within the criminal justice system in the United Kingdom. MFD staff are responsible for supporting applications to UnLtd for funded awards for good project ideas generated from staff working in the prison sector. In line with equivalent posts at UnLtd, the Development Manager supports Award Winners throughout the lifespan of their projects. During the first year of service delivery, Inside Innovation operated in two prisons, HMP Wandsworth and HMP Downview. During the second year of service delivery, Inside Innovation has been established in two further prisons, HMP Brixton and HMP Highdown

Creating a Relational Distributed Object Store

In and of itself, data storage has apparent business utility. But when we can convert data to information, the utility of stored data increases dramatically. It is the layering of relation atop the data mass that is the engine for such conversion. Frank relation amongst discrete objects sporadically ingested is rare, making the process of synthesizing such relation all the more challenging, but the challenge must be met if we are ever to see an equivalent business value for unstructured data as we already have with structured data. This paper describes a novel construct, referred to as a relational distributed object store (RDOS), that seeks to solve the twin problems of how to persistently and reliably store petabytes of unstructured data while simultaneously creating and persisting relations amongst billions of objects.Comment: 12 pages, 5 figure

A demand based algorithm for rapid updating of replicas

In many Internet scale replicated system, not all replicas can be dealt with in the same way, since some will be in greater demand than others. In the case of weak consistency algorithms, we have observed that updating first replicas having most demand, a greater number of clients would gain access to updated content in a shorter period of time. In this work we have investigated the benefits that can be obtained by prioritizing replicas with greater demand, and considerable improvements have been achieved. In zones of higher demand, the consistent state is reached up to six times quicker than with a normal weak consistency algorithm, without incurring the additional costs of the strong consistency.Peer Reviewe

More than "just shopping:" personalization, privacy and the (ab)use of data

Working draft of the Personalization/Customization GroupEmerging technologies often produce unexpected consequences that existing institutions and policies are unable to deal with effectively. Because predicting the consequences of technological change is difficult, responses to emerging technologies tend to be reactive (if not passive), rather than proactive. Improved understanding of the potential consequences of a particular technology would enable policymakers and analysts to implement appropriate measures more quickly and perhaps even act prospectively. This paper proposes a general approach that can be used to identify potential sources of disruption from emerging technologies in order to enable proactive policy actions to limit the negative consequences of these disruptions. New technologies are often characterized through the use of metaphors and/or comparisons to existing technologies. While such comparisons provide an easy way to generate understanding of a new technology they often also neglect important aspects of that technology. As a result, the use of metaphors and comparisons creates a disconnect between what the metaphor suggests is happening and what is actually taking place. The incompleteness of the metaphors leads to a disparity in the appreciation of the benefits, opportunities, and pitfalls of a new technology. This disparity allows certain aspects of the technology to be ignored and/or exploited, with potentially disruptive social consequences. An analysis of the mismatch between metaphorical characterizations and the actual attributes of a new technology can help identify otherwise overlooked issues and determine if existing institutions and policies can adequately respond. This paper uses a study of personalization technologies by online retailers to demonstrate the potential for disruption caused by failures of metaphor to adequately describe new technologies. Online retailing technologies have equipped firms with tools that allow them to move closer to the ``mass market of one" --- satisfying the demands of a mass market through individually-targeted sales strategies (i.e., personalization). While the metaphors of ``shopping" and ``catalog" have been used to describe online retail ``stores," these metaphors fail to capture several key aspects of online retail technologies such as aggregation, replication, persistence, and analysis of the personal data easily collected by such businesses. As a result, the institutions that exist to protect consumers when dealing with traditional, physical stores may no longer be sufficient. Furthermore, the pervasiveness of the metaphor undermines the ability of consumers to understand or debate the negative consequences of personalization, especially in the areas of privacy and identity.National Science Foundatio

Replicating Hybrid Solutions for Business Customers: A Proposed Framework for Service Infusion Success

abstract: Identifying factors associated with service infusion success has become an important issue in theory and practice, as manufacturers turn to services to advance performance. The goals of this dissertation are to identify the key factors associated with service infusion success and develop an integrative framework and associated research propositions to isolate the underlying determinants of successful hybrid solution strategies for business customers. This dissertation is comprised of two phases. The first phase taps into the experience and learning gained by executives from Fortune-100 manufacturing firms who are managing the transition from goods to hybrid offerings for their customers. A discovery-oriented, theory-in-use approach is adopted to glean insights concerning the factors that facilitate and hinder those service transition strategies. Twenty-eight interviews were conducted with key executives, transcripts were analyzed and key themes were identified with special attention directed to the particular capabilities that managers consider crucial for successful service-growth strategies. One such capability centers on the ability of a firm to successfully transfer newly-developed hybrid solutions from one customer engagement to another. Building on this foundation, phase two involves a case study that provides an in-depth examination of the hybrid offering replication process in a business-to-business firm attempting to replicate four strategic hybrid offerings. Emergent themes, based on 13 manager interviews, reveal factors that promote or impede successful hybrid offering transfer. Among the factors that underlie successful hybrid offering transfers across customer engagements are close customer relationships, a clear value proposition embraced by organizational numbers, an accurate forecast of market potential, and collaborative working relationships across units. The findings from the field studies provided a catalyst for a deeper examination of existing literature and formed the building blocks for the conceptual model and several key research propositions related to the successful transfer of hybrid offerings. The model isolates five sets of factors that influence the hybrid offering transfer process, including the characteristics of (1) the source project team, (2) the seeking project team, (3) the hybrid offering, (4) the relationship exchange, and (5) the customer. The conceptualization isolates the critical role that the customer assumes in service infusion strategy implementation.Dissertation/ThesisPh.D. Business Administration 201

Information Outlook, September 2004

Volume 8, Issue 9https://scholarworks.sjsu.edu/sla_io_2004/1008/thumbnail.jp

Information Outlook, September 2004

Volume 8, Issue 9https://scholarworks.sjsu.edu/sla_io_2004/1008/thumbnail.jp