The Electronic Portfolio of

Artifact Produced Outside Classroom #3




A. Financial Industry

I. Banks Make Smartphone Connection, The Wall Street Journal, 12 February 2013

The technology will cut down on bank visits and costly customer-service calls. Customers can transfer funds, snap photos of checks, and pay bills via their mobile devices. Possible players in the mobile banking sector include content providers to create the mobile interfaces and security firms to protect vulnerable transactions.

II. Technology and Business Model Innovation Program,


The program works with banks, microfinance institutions, mobile network operators, retail stores, and regulators to deliver financial services through new technologies, such as mobile phones, magnetic stripe or chip cards, and biometric applications. This ecosystem of players is seeking to replace the branch as the primary actor in banking. The model uses this ecosystem approach of connecting and engaging with policy makers, businesses, and funders to try to create the right conditions for branchless banking services to thrive. It collaborates with finance ministries, central banks, and other financial sector authorities to distill and share relevant knowledge.

III. Agility, Efficiency, and Simplified Delivery,


Cloud computing is making its way into banking. Simplifying the on-demand delivery of IT has the ability to create an enriched user experience. A cloud paradigm that efficiently connects people, processes, and technologies is the goal of Cisco in the electronic banking industry.

IV. Straight through processing (STP) in Financial Services,


STP is a vehicle to real-time stock/ trade processing in Financial Service industry, with a seamless integration of components and processes involved in the trading cycle starting from first request to buy/sell interest ending up to trading settlement and reporting. The various players include investors (retail customers), fund managers, brokers/dealers, custodians [?], clearing agents, stock exchange, investment managers, credit rating agencies, electronic transaction networks, information provides, regulatory bodies, and vendors. The specific value offered to customers lies in improving service levels, improving data or information usage efficiency, releasing resources to more core functions, and enhancing processing.

B. Video Game/Entertainment Industry

I. Sony Console to Stream Games, The Wall Street Journal, 16-17 February 2013

The new technology, a result of Sony’s merger last year with a company (Gaikai) that offered online access to “visually intense games,” will allow users to play games delivered over the Internet. The article also cites cloud gaming as a significant industry trend—it keeps costs low for customers and, most notably, allows them to play intricate games on mobile devices. Cloud gaming facilitates gaming across numerous media and geographical boundaries. A barrier to executing this strategy is the consumer habit of buying games on discs, a one-to-one transaction.

II. Mario’s Army Fights Back: With the Wii U, Nintendo faces a vastly changed video game world, The Wall Street Journal, 25 November 2012

Inexpensive, downloadable games made for cellphones and tablets are threatening the classic dominion of gaming over which Nintendo used to rule. Taking into account analyst predictions that say Nintendo and the traditional video game industry won’t return to its erstwhile stature, Nintendo sought to reinvent itself by innovating. Reggie Fils-Aime, president and chief operating officer of Nintendo’s United States unit, acknowledges that mobile games have changed the market, asserting that “it comes down to providing consumers new, unique experiences.” The article cites the various advantages of mobile games, including: bottomless supply of games, cheap price, integration of technology allowing users to buy virtual items to enhance the experience, and instant accessibility online (opposed to waiting for the machine to boot up).

III. Game Makers Push to Make Ratings Consistent Across All Platforms, The Wall Street Journal, 14 November 2012

The Entertainment Software Ratings Board is striving to bring a consistency of its game-rating system to mobile and social-networking games. An “oversight/regulation” bucket within the video game ecosystem is identified by this source.

IV. Apple Moves Closer to Making TV Set, The Wall Street Journal, 12 December 2012

The device would offer users access to Netflix and Hulu through deals struck with these companies. It would also facilitate viewing of some Internet videos. The TV represents horizontal integration and a focus on obtaining access rather than rights to different suppliers. Apple is working with others in efforts spanning multiple entertainment media to co-create a personalized customer experience.

V. Cable Spiffs Up Web Ties, The Wall Street Journal, 8 January 2013

Like the Apple TV, some cable and satellite operators are stepping up their embrace of Web technology. For example, Cox Communications is creating an Internet-enabled set-top box and iPod app with Cisco Systems. The box allows users to search live TV channels as well as third-party online video outlets through a single guide. A cable ecosystem combines content from TV and the Internet to give customers more options and customization. Further, Dish is creating technology to allow customers to download DVR recordings onto their iPads for travel. Dish’s Hopper system will allow customers to watch TV and recorded material on any device and in any place where there’s an Internet connection.

VI. Apple to Lead Next Big Tech Battleground—TV, The Wall Street Journal, 10 December 2012

Smart TVs, integrated with existing mobile ecosystems, will likely be the next big battleground for tech giants. As a shared device the television has the potential to impact the platform choice of an entire household rather than a single individual. Samsung plans to focus on a connected viewing experience by leveraging Facebook as the ultimate complement given its user base. The new platform will marry technology companies and cable companies to create a more user-friendly customer interface or viewing guide. Licenses for an appropriate amount of digital movies and television will have to be obtained. Apple’s iOS software coupled with the millions of cable subscribers has significant potential.

C. Education Industry

I. Moore, Scott. “disruptEd.” The Ann. February 2013.

Prof. Moore sees colleges and universities as accepting online and video as an unexceptional part of higher education. A player in this ecosystem is funding agencies/state governments, which are reducing support of state universities thereby encouraging schools to innovate. The University of Michigan is a founding partner with Coursera in digitizing the classroom. Implementing online courses on a large scale would involve investments in technology and repurposing buildings. The digital revolution in education will give students more choices and variety.

Perturbation: google in ecoysystem with Toyota, makes map, then sensors, then driverless cars, this perturbation transforms the ecosystem in 10 years

These are the players (ecosystem level), then think about perturbations happening

Perturbations in VG eco,

Major Players – Education Industry

  1. Private Enterprise (e.g. Pearson, McGraw-Hill, ProQuest, Scholastic)
    1. Think Equity

i.      Push-pull relationship w/ business

ii.      Focus on factors affecting investment in the industry

iii.      Tech providers

iv.      Market forces- what products/services are in demand

  1. GSV American Revolution

i.      Technology Market Deynamics

ii.      Myriad examples of private education companies/tech groups; focused on companies in the education market

iii.      Private investment (people, product, predictability, potential)

iv.      Charter schools

  1. Webcast

i.      Education/tech firms specializing in

  1. assessment, curriculum & supplemental materials, administrative, professional development, school improvement, tutoring, test prep, intervention, special ed
  2. Government (state & federal)
    1. Think Equity

i.      NCLB- greater fed role in edu

  1. more centralized influence over an industry that has been a locally controlled affair

ii.      High stakes standardized testing

iii.      Accountability, transparency, assessment

iv.      Fed commitment to funding and greater role of technology

  1. GSV American Revolution

i.      Funding dynamics

  1. People within the system
    1. Students & parents

i.      Think Equity

  1. view as consumers with increasing influence over the system
  2. Leadership (e.g. teachers, principals, district leaders, school boards)

i.      Think Equity

  1. most significant factors are those which involve people
  2. most not from edu background and teacher retirement bubble both resulting in new tech savvy hires
    1. result: more integration w/ business world

ii.      GSV American Revolution

  1. School and institutional dynamics
  2. Human capital dynamics

35% education composition of state general spending (05)

state & local govts’ role as implementers of domestic policy has grown.

Larger than feds, about 55% of domestic spending

2001 NCLB vastly expanded the role of the fed govt in the public school

system through increasing K12 funding allocations

-could allow expanded opportunities for private enterprise

While Corporate America is deeply integrated with our public school system in many ways (providing incentive, consequence

and assistance), there remains a pervasive stigma against the concept of a profit-motive playing a hand in

the publicly funded education of America’s youth. In addition, change and innovation (including technology)

is generally difficult to implement in the large, fragmented, unionized and bureaucratic K12 system. As a

result, schools pull business in with one hand and push it out with another. We believe this balance is

shifting toward deeper acceptance and integration of education and business as an evolving school

leadership base becomes more business and technology friendly and as the immediacy of The Problem


tech in the form of individualized instruction, teaching aids

key public concern, most frequently used platform in gubernatorial races

GS Adv pg 205- zero correlation btwen state spending per student &

academic achievement

Buckets: Content channels: schools & teachers, students, book publishers, distributors

Content creators: Kaplan, Pearson, McGraw-Hill, sometimes teachers

Experience enablers: platform devices, digital things

Economic enablers: non-profits, govt, private investors

Ecosystem governance: regulators, edu boards

Do for Friday automobiles, vgs



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