LAS VEGAS, NEVADA
NOVEMBER 13, 2000
"THE EVERYDAY ACTS OF MANY"
© Copyright 2000 Hewlett-Packard Development Company, L.P
All rights reserved. Do not use without written permission from HP.
View a video
webcast of this speech. You must have Windows
Media Player installed to view the webcast.
If any of you have heard the news this morning, you might
be aware that it has already been somewhat of a long morning
for HP. This morning we announced that while we exceeded our
top-line growth objectives for the fourth quarter, we missed
on the bottom line. So before I get started, I have one question
for you: Do CEOs get to ask for a recount?
So now let's get our heads into Comdex. For all of you Comdex
veterans who faithfully attend these keynotes year after year,
for those of you who walk the show floor with your eyes practically
closed, this year I'd like to do something different. Keynoters
typically stand upon the stage and talk about the future of
technology, but usually only so far as it applies to the next
rev of their product. And while all of that is well and good,
it seems to me that we could all benefit from a broader perspective.
And so, with that in mind, I'd like to start today not by
looking forward, but by looking backward - 500 years. Yes,
backwards. Because I think in an industry that believes it
can outrun history, sometimes the most valuable lessons are
the enduring ones. That's a lesson I've subscribed to for
a very long time.
Some of you may know that I've studied medieval history.
And what drew me to that subject was a curiosity about what
triggered the transformation from the medieval era to the
Renaissance, what caused the shift from medieval thinking
to enlightened thinking, from a local focus to a focus beyond
geographic boundaries; most importantly, what sparked a century
of sustained and enduring human achievement.
When Galileo and Copernicus and Levenholt turned the theory
of an earth-centered universe on its head, they forced people
to rethink religion, politics, commerce, individual responsibility.
Hundreds of years of dogmatic parochial thinking gave way
to curiosity and possibilities. Leaders began looking at how
governments could benefit everyone, not just themselves. Artisans
were given freedom to create. Scientists and engineers were
given license to question and to experiment. Invention flourished.
But perhaps the most compelling thing about this era was
that the Renaissance wasn't triggered by a single act of bravery
or ingenuity. It was a collection of acts by individuals of
many different talents. It was not fueled by the bold acts
of a few but by the everyday acts of many.
Now, of course, there are hundreds of parallels we can draw
to the current period we live in. In an era where technology
is liberating imagination, removing barriers, connecting us
all whether we are in Laos, or Lyons, or Las Vegas. And I
would argue that we are at the beginning of a second Renaissance,
the Digital Renaissance. And once again, millions of ideas
and inventions are coming to market.
Now while some may say that the Digital Renaissance is all
about technology, I began to look to history for lessons.
In the transformation from the medieval era to the Renaissance,
it was actually belief in human potential that represented
the greatest shift - the notion that an open society is what
fuels progress. Now, of course, there is a different type
of lesson to Renaissance history that teaches us what's truly
at stake here.
And that lesson has to do with individuals and companies,
patrons of this Digital Renaissance and the role that we play
in keeping this second Renaissance going. Because the first
Renaissance did come to an end, and it came to an end because
of a return to dogmatic, parochial, dare I say it, closed
and proprietary, ways of thinking.
As you listen, ask yourself how the decisions you make,
the actions you take, the technologies, the standards, you
support affect the long-term trajectory of what has been one
of the most intellectual, stimulating and economically prosperous
periods in recent history.
So, let's move forward in history a bit. Let's think about
past Comdex shows. Remember when it was all about the next
killer app. Then, not too long ago it was about browsers and
portals. Now it's about Linux and Bluetooth and mobility.
And notice how the conversation has shifted over the years.
The innovations and inventions we pay homage to are less and
less defined by a few big companies and more and more defined
by many individuals and companies working together.
Last year here at Comdex I talked about HP's vision of where
the Internet heads next. We said that in order for the Net
to become truly useful, it would have to become invisible
and pervasive. It would have to become more personal, more
friendly. I talked about a world where you wouldn't have to
work the Web, instead the Web would work for you. I talked
about the emerging technology landscape and how, in order
for business leaders to create lasting value for their customers
and shareowners and employees, we need to focus on solutions
that address the intersection: simple, easy-to-use information
appliances giving access to useful e-services over an always-on
Internet infrastructure. And I said last year that we would
rev up HP's inventive capabilities and point them at this
intersection of information appliances, e-services and an
always-on Internet infrastructure.
One year later, the intersection of these three forces of
technology is where the most meaningful change is being shaped
and where the most innovative, useful and significant invention
is happening. Because a new Net is emerging - a Net that is
no longer bound by proprietary technologies or closed computing
architectures or the classic PC or even electricity. We are
witnessing a Net that is being shaped and defined more by
the people and businesses that use it than the technology.
Today we're going to take a look at how the Net is evolving
as a populist tool. That is, a tool that goes beyond the ability
to not only transform business, but also to transform society
and even to transform our daily lives. We're going to talk
about the Net through the context of how it fosters personal
creativity, business transformation, mobility, how it can
enable a do-it-for-me world and how the intersection powered
by the underlying open standards of the Net will ultimately
enable us to solve societal problems using the collective
power of all the world's people.
At HP we're finding that inventing at the intersection can
foster better personal experiences, because when you and business
leaders are thinking about this intersection, you're thinking
hard about how people experience your product, your company,
your services. Are they useful, is it reliable, is it simple,
is it convenient?
In essence, thinking in this way will enable you to help
customers concentrate on the things that matter most to them,
while technology does the rest. It is about optimizing the
Net so people can unleash their personal creativity, and I
mean personal creativity in the broadest sense: achieving,
learning, communicating, and creating to their heart's delight.
I'd like to tell you a story that underscores this point.
It's about a hundred people in countries across the world.
Now many of these folks didn't see themselves as particularly
creative. Most only had a passing interest in technology.
But a team within HP wanted to prove just how empowering technology
could be. And so we sent 100 of our digital cameras, PCs,
and printers to 100 people around the world. We didn't care
to impress them with technology or impress them with reliability,
although I have to admit that one guy in Canada did tell us
that his camera froze in transit so he put it in his oven
for ten minutes and it worked perfectly.
But we didn't ask them to evaluate the cameras, we didn't
ask them to rate the speeds and feeds. Instead we gave them
very simple instructions: Take lots of pictures. Now these
are some of the images that came back. These are the photos
of a Tibetan monk taken while he was on a bus leaving Tibet.
He knew very little about cameras, which is why his photos
are upside-down and a little bit offset, but I think you'll
agree that they're absolutely compelling.
Or these pictures, taken by Calvin Ng, age 11, who lives
in Singapore. He used his remarkable photographs to gain some
status with the boys in school. I love this one in particular,
the caption he gave it reads: It looks like the sky needs
a haircut. Or these, by Leslie Hirsch, a 40-something cab
driver in San Francisco who wanted to document the adventures
of her day-to-day life. Or Joseph Ole Simel, a leader of the
Masai in Kenya, whose photos help us understand a culture
that most of us may never see up close.
The 100 Cameras Project demonstrates what happens when the
Net and technology serve the greater interest of connectedness
between people. People took pictures of everything. They printed
them out, they emailed them in, they shared them with others,
and along the way, their talent surprised their friends, their
family, and in many cases, they even surprised themselves.
At HP, we were inspired.
This symbolizes what's possible when you make technology
so easy to use and so reliable, so intuitive, that it fades
to the background and creativity comes to the foreground.
It underscores the importance and relevance of the open standards
of the Net, which make it possible for all of us to experience
these digital photographers' world and in the process learn
something about our connection to other human beings. By the
way, I encourage you to see this
project for yourself at our Web site when you get a chance.
So, let me get back to how all this relates to the intersection
that we talked about - this philosophy of putting people and
their experience first. This is the key strategic imperative
if you want to capitalize on the intersection. It's what we're
doing in our own business to drive customer loyalty.
It's why our new PhotoSmart cameras use great technology developed by HP Labs that make
it virtually impossible to take a bad picture. It's why we're
putting smart chips on our ink cartridges so that they can
alert you when you're running low on ink and automatically
trigger an e-service to order more. It's why we built great
features into our Jornada
Pocket PC, like MP3 music capabilities so even while you're
checking mail you could be logging onto a music e-service
to create your own personal sound track.
What we're learning is, to help make the Internet useful,
meaningful, indispensable, you have to start with people,
not with technology. Now hold that thought. Because we're
going to build on it. Let's examine the flip side of great
experiences. Because behind every solution that puts people
first, is a business that thinks differently. Let me explain.
Over the past five years, conversation about Internet technology
has centered on making business processes more efficient.
E-commerce was essentially about making the process of interacting
and transacting with customers more efficient. E-business
was about making back-end systems and processes more efficient.
And this is why most of today's e-business and e-commerce
implementations are little more than automated extensions
of traditional processes.
At HP we see the world differently. We see e-services as
the truly transformational framework for business. In an e-services
world, we think of your business as a set of independent services:
e-mail, accounting, inventory, management, HR - independent
services that you would list and pay for only when you need
them, rather than expensive business infrastructures that
you must support and maintain.
With e-services, you could reach your customers wherever
they are, even when they're on the move, because anything
with a chip in it becomes a platform for the delivery of services.
In an e-services world, all things become revenue opportunities
- capital assets, material assets, key competencies, know-how,
a world-class process. They all can be delivered as an e-service
over the Net, generating new revenue.
In an e-services world, business processes can be formed
dynamically on the fly to complete a task or to fill an order.
The lesson here is that real transformation comes from an
understanding of the linkages, the relationships, the intersection.
And it's by understanding the relationships between these
that businesses master the key drivers of competitive success
- namely, first, how to transform a customer experience. Second,
how to transform value creation and finally, in the process,
transform entire industries.
Let me make this a little more concrete. At HP, we spend
a lot of our time thinking about how to improve the customer
experience. What if we could respond to their needs instantly?
What if we could extend the customer experience beyond the
traditional boundaries of interaction? For example, at HP,
we're turning printers into smart Internet appliances. Thanks
to Stamps.com, your HP printer is now your local post office.
Thanks to Encryptix.com, your HP printer is now a ticket office
for movies, for sporting events, to the theater. We're announcing
a number of alliances and offerings at this show that will
make it possible for you to walk up to an HP printer with
your cell phone and print your e-mail messages or your customer
Now all of this, of course, requires new technology. HP
intellectual property is in both the printers and in the underlying
infrastructure. Now, let's talk about how e-services can transform
the value-creation process. Collaborative trading communities
and exchanges have the potential to wring all the inefficiencies
out of manufacturing and supply chain management processes,
to create perfect markets - markets where everything happens
in real time and response times go to zero, where information
flows freely so that all participants have access to the information
they need, where all goods and services are traded, creating
spot market for everything.
In HP we're participating in online auctions to sell excess
inventory and buy parts in short supply. And in this process,
we've been able to trim our inventory cost by 30%. We free
up working capital, which can then be poured back into R&D
and product development, which improves the value creation
process. We're learning that by participating in and mastering
this new supply chain model we can transform the way we create
and deliver value. The point of all this is that all you need
is one company in an industry to catch on to the power and
the potential of inventing at the intersection, and they become
the tipping point for their entire industry. For example,
if one car manufacturer masters the model of turning cars
into mobile portals, all other automakers will have to follow.
The first broadcast company to link printing to television
content in a meaningful way will transform this medium, creating
value for viewers, for advertisers, for broadcasters.
So that's just a very quick view of what I see as the transformational
power and opportunity of the next Internet era. What we need
to keep in mind is that in this new world, transforming customer
experience, transforming the value-creation process and transforming
industries are all interrelated. One triggers the other.
Think about how you might use e-services to catalyze business
transformation in your own company or for your own customers.
So, to continue building my argument, put people first and
embrace the intersection in your strategy. And now let's open
up our lens even wider. Let's venture around the world to
Finland, to Japan, to Singapore - three places where e-services
are delivering what people want when and where they want it,
and transforming how businesses profit, all in the context
Now we believe there's a lot to learn from these countries
and so we've been conducting street-level research to really
get at what people's aspirations are for living life in motion.
We met Kako, a housewife in Japan, who uses mobile technology
to regain freedom, because with her mobile phone and messaging
services, she can be anywhere and still fulfill her responsibilities
as a mom.
Anari, a doctor who chooses to be available 24 x 7 and balances
work and life by using mobile messaging to receive everything
from information about his patient's EKG to his son's morning
reading. And Mishi, Ataki and Suiko - these are Junior High
School students who use mobile phones to expand their network
of friends by playing online games and exchanging messages.
By studying these people and hundreds more, we've learned
how truly mobile cultures work.
We've learned how in a mobile culture the concept of community
gets reinvented. Mobile technology allows people to interact
with others near and far and manage social networks in new
ways. We've learned how in a truly mobile culture, the concept
of time gets reinvented. Mobile cultures tend to live more
in the moment, more impulsively, more spontaneously. And we've
also learned how in a mobile culture, the concept of communication
gets reinvented. It, too, becomes more spontaneous, more intimate,
In mobile cultures, turning your phone off in a restaurant
or in a meeting is bad form. And you might turn off the ringer,
but you're still receiving messages all the time. Always-on
access is, in fact, the norm. It's expected.
Here, in North America we may think we're a mobile culture,
but if you take a trip to Tokyo or Helsinki, it becomes immediately
apparent that we are not - at least not in the same way. In
the U.S., we talk about the next step in mobility as bringing
today's Web site to PDAs and to phones or shrinking the Net
experience so that you can carry it around in your pocket.
But in fact, that is a PC-centric view of mobility.
When you study people and what they want to do when they're
on the move, a different set of requirements emerge. Mobile
e-services enable customers to conduct short-session, information-driven
transactions that can be completed very quickly, while people
are on the go. And in the work we've been doing through our
mobile e-services bazaars in Finland, Singapore and Japan,
we're playing a significant role in inventing the first generation
of mobile e-services that have come to market, including transactional
services like banking and travel reservations, information
services like checking the sports scores and real-time news,
search services including things like yellow pages or translation
services, entertainment services like custom-ringing tones
or games, personal services like calendaring and your address
book, and communication services like short messaging and
Now all of these services represent huge revenue opportunities.
SMS alone, Short Messaging Services, now represents about
8% of the total mobile revenue in Europe - $10 billion and
that figure is growing exponentially. So far, more than 200
partners have worked with us to bring mobile e-services to
market. Our goal is to bring the inventions and lessons learned
in our mobile e-services bazaars to our work with customers
here in the U.S. and beyond.
Everything we're learning in the bazaars is guiding our
investment in mobile technology. Together with partners, we're
giving devices Bluetooth capability so that those devices
can engage in spontaneous communication with other Bluetooth-enabled
devices. We think we're in a unique position to help proliferate
the standard, because of the sheer volume of products we ship.
We're bringing Bluetooth capability to our Omnibook notebooks
and to HP printers. HP Labs is also inventing ways to view
streaming media, including live video, on a PDA across today's
And we've optimized our Internet infrastructure offerings
to enable service providers to develop, deliver, manage and
build for mobile services. At HP, we're taking a holistic
approach to the mobile market. It expands our partnership
to telco leaders and our commitments to standards-based technologies
as the connectivity fabric in our appliances, our always-on
Internet infrastructure solutions, and our deep research into
mobility - not just mobile technology, but mobile lifestyles.
I'm hoping that you're starting to see that at each level
of magnification my story is building. With the open standards
of the Net, you can think about people first, not technology,
and deploy e-services to deliver the experiences people want
- and deploy them over mobile and fixed appliances that work
together to transform the way we work, the way we live, the
way we play. And so let's carry that world view one step further.
Because a true mobile solution isn't about putting the Internet
in your pocket. It's about using the Internet to deliver the
services you need based on where you are, whatever context
you're in - your car, your office, in someone else's office,
in a hotel, running through the airport. It's not only about
delivering mobile e-services to your appliance, it's about
letting that appliance take full advantage of the resources
in the world around it.
Now what do I mean by that? What I mean is that a new model
of computing is rapidly emerging. It's about the physical
and digital world being intertwined to deliver what you need
based on where you are and what you want. Appliances, infrastructure
and e-services will be brought together, connected and harnessed
spontaneously to perform tasks and then disconnected when
the task is complete and they no longer need each other. We're
talking about federated architectures that will couple together
everything from technology resources, like processor cycles,
storage, IO, memory, and devices, to application-level business
and consumer services, like messaging, travel, financial services.
Let me give you some examples. First, let's talk about appliance-to-appliance
federation. There's an opportunity here if you look at how
your mobile appliance links up with other appliances in a
given environment to complete a task. After all, every day
you move through environments that are full of information
appliances like PCs, printers, ATM machines, televisions,
door locks and toll booths, and increasingly all of these
are becoming Net-connected.
Every device in that environment can become a resource or
a service to anything else in the environment by connecting
to an open standards-based always-on Internet infrastructure
to access e-services. Imagine being able to see the real-time
ETA of your bus, or a user interface for every light switch,
temperature control or piece of AV equipment in a conference
room, all on your PDA.
At HP we've created the technology to enable the interactions
that I just described, and we're working with partners to
bring them to life now - not some time in the future next
year. At the heart of all this capability is our suite of
Last year while I was here, I talked about this. CoolTown
is a vision of the world where everyone and everything is
connected to the Web through wired or wireless links. It's
a world where humans are mobile, appliances are connected,
services are everywhere and everything has a Web page.
The CoolTown architecture is built on open Web standards
and includes Web and application servers for embedded systems,
software that allows appliances to connect simply and quickly
in spontaneous interaction and a dynamic framework for creating
location-aware, context-aware applications. That's right -
Web servers don't have to be big. Our CoolTown software is
the underlying fabric that will enable an exciting new way
of delivering mobile Web services.
So, in this world that I'm describing, everything and anything
with a microchip in our CoolTown software suite can become
a platform for the delivery of e-services. We're taking device
connectivity to the Net, building on the power of Internet
and Web protocols that are already ubiquitous. And every person,
every place and everything can have a Web presence.
In this new world, some appliances will require extraordinary
computing power. These appliances may not actually rely very
much on the Net, except maybe for software updates. Other
appliances will actually require very little resident intelligence.
They will draw on the resources and capabilities of the Net
to get things done. The printer ink cartridges that I mentioned
earlier are smart enough to order more ink when they run low,
but that's it. That's enough.
Other appliances are going to be somewhere in between, using
resident intelligence and the resources in e-services made
available on the Net. So, the picture I'm painting is not
a world of smart everything, but rather a world of useful
things - appliances and environments that are smart enough
to perform tasks of all types. And thanks to the open architecture
of the Net, these systems, which often know little or nothing
about each other in advance, can be smart enough to collaborate
when they need to, to deliver the experience you want - no
detailed device profiles needed, no frustrating incompatibility
issues for us to deal with.
Now this idea of devices working in concert over the Net
is also reflected in a partnership we're announcing today,
a partnership with a leading brand in the mobile space, Nokia.
Together with Nokia, we're enabling Nokia phones to connect
with printers and print anything that lives on the Web. Anything
- directions, coupons, basketball game tickets, messages.
In a world where Web servers can be embedded in anything,
this partnership is an early step for the distributed services-based
computing model where appliances can link up to deliver services.
Let me turn now to the second part of computing at the intersection:
the vision of traditional PCs or workstations federating together
to tackle a specific challenge. This is what most people actually
think of when they think of peer-to-peer computing.
Our technical computing group has worked with customers
to implement the infrastructure needed to make this happen.
Imagine coupling together hundreds of ordinary desktop computers
on a regular basis, like maybe every night, to make your excess
capacity available as a service. This is what services-based
computing is about.
And we've extended this station so that applications can
share the full set of resources typically available on a powerful
workstation, CBU, memory, IO, and storage. And the same model
can be implemented across the Internet, securely in addition
to within a corporate Internet.
solution has taken this notion to market. It is the world's
first plug-and-play Internet data center. It allows apps on
tap, storage and compute capacity on demand by renting it
out in a totally secure way. And to hammer on a theme here,
e-utilica supports our commitment to openness. It supports
multiple architectures: HP-UX on PA RISC, and Windows and
Linux on IA32.
So there's device connectivity and systems connectivity,
and now let's talk about connectivity between application
services. In this case, multiple applications in different
locations, maybe even living in different places on the Net,
combine to create a task-specific capability or higher-level
service. These next-generation applications will be characterized
by how they deliver custom experiences for the individual
users and by their ability to integrate process logic and
relevant information from across the Net to deliver an answer.
Consider virtually integrating a company's financial management
system with a third-party market and credit data service -
all designed to monitor balance sheet and refinancing opportunities.
Or, envision that every time you arrive in a new city, a whole
new set of location-specific services - services that you've
expressed an interest in - will make themselves available
to you and to your mobile device. Mobile e-services relevant
to Las Vegas is what you want when you're here, but when you're
in New York, you may want e-services that point you to the
best new restaurant in midtown.
This is what services-based computing is all about. Now,
doing all this requires a new set of technologies, like massively
scalable and flexible naming systems, security approaches
that enable truly faithful interaction between anonymous devices
and systems, and advertisement and discovery modules to let
different resources and systems find each other. We've designed
and developed that capability at HP. It's called e-speak.
It's our software specification framework for locating and
While others chose the local area network and remote method
invocation models as their design center, e-speak was built
from the ground up for Internet-based application services.
It can scale to tens of millions of nodes, it has a tremendously
flexible naming system and at its core, it understands that
these types of architectures demand an XML message-based approach.
As an aside, you may have read about our acquisition of
Bluestone software. By adding Bluestone's highly acclaimed
XML-based Web application server and tools to our portfolio,
we're creating the richest development platform for the service
interaction model that I'm describing. We believe that in
order to enable this next-generation services-based computing
model, a vendor-neutral, standards-based approach must be
applied to the new technologies that are emerging. Incidentally,
this is why we asked for very substantial changes to the charter
of the UDDI consortium - namely, equal voting rights for all
members as a condition for our participation.
And it's also why we're contributing our e-speak open source
technology to the effort. So now that I've gone to great lengths
to describe the world we're focusing on at HP, I want to underscore
a key philosophy that I have mentioned a couple of times today.
And that has to do with open standards, open systems and open
architecture. At HP we were advocating openness long before
it was popular or vital. But now that the technology landscape
I outlined today is unfolding, we are evangelizing openness
in our industry with increased vigor. And that's because economic
vitality, business transformation, personal creativity - true
meaningful progress in all of these are dependent on open
Why? Because in a world that's fueled by open standards,
actions become cumulative. When your invention can add to
the inventions of others, you get the network effect. If the
world is built on open standards, developers can be free to
focus on delivering the best possible experience and rely
on the works of others to round out a solution.
But most of all, open standards provide a way to solve some
of the deepest challenges we face as a global society. So
my final story focuses on these challenges. We've spent most
of our time today talking about solutions that serve the one
billion or so people on the planet that have access to technology.
And so I'd like to turn our attention to the four billion
people on the planet who currently don't have access to technology
or the social and economic opportunities of the digital age
- the four billion people who live in impoverished areas in
Africa, Asia, Latin America, parts of Central Europe, as well
as the U.S.
HP recently announced a world
e-inclusion strategy, but it's about making the four billion
rural poor an integral part of our business focus. It stems
from the belief at HP that it is not enough for HP scientists
to be focused on the future of computing five to ten years
out. We also need to be thinking about the future of markets
five to ten years out - where will new ideas come from, where
will new business models come from, where will talent come
from, where will our customers come from?
If you believe like I do that we are living in an era that's
defined by the power of ideas, the power of connections to
people, to knowledge, to information, and if you believe like
I do that really smart people are everywhere in the world,
then you need to acknowledge that there is an untapped market
of four billion people out there - people brimming with ideas.
This is not about helping people cross the Digital Divide
by giving them technology handouts and hand-me-down PCs. This
is about coming up with new people-centered, sustainable approaches
in the partnerships to solve the problems of the world's uneven
distribution of information technology, economic resources
Now for some, inclusion may mean access, for others choice,
and for others, it means commercial opportunities. HP's approach
is anchored in our belief that now that the traditional barriers
to technology are being removed by cost, bandwidth, literacy,
electricity, we can think in very inventive ways about solving
problems in education, in medicine, in commerce and in employment
in these rural villages. The solution might be as simple as
a transistor radio-like device that would send a weather report
e-service off the Net, allowing a small fishing village to
get weather alerts. That can help fishermen steer clear of
There are solutions like a Linux-based shareable device
that costs around $150 and can be funded by the content that
flows through it, making technology deployable in areas of
the world where it wasn't economically feasible to do so before.
Or, they might be as elaborate as a telecenter that HP and
15 other partners have put together in Costa Rica. It's equipped
with Net-connected PCs, learning tutorials and medical services.
It's fully self-sufficient, capable of running on solar power
and can serve a village for decades.
In San Marco, Costa Rica, a coffee cooperative that previously
got $1 per pound of coffee, which sold in Europe for $15 per
pound, is now using a telecenter to get up to $6 a pound.
Last month, HP announced its world
e-inclusion program and goals for 2001.
We know this effort will create social benefit, but we also
expect that reaching out to these people will contribute to
our financial growth. We believe it is important to explore
new ways to tap into the potential of four billion people.
It is an extraordinary opportunity, full of complexity and
challenge. In the words of the University of Michigan professor
C.K. Prahalad, there is no lack of opportunity, just a lack
Together with our partners we are intent on proving that
imagination and invention can go a very long way. So if you're
interested in getting involved, please make sure that you
visit us in our booth today. Many of the leaders of our e-inclusion
initiative will be there to talk with you in person.
We've talked about five different ways the Net is evolving
and the underlying frameworks and technologies that make it
A Net for personal creativity. This Net teaches us that
all meaningful advancements start by focusing on people and
what they want. A Net that's optimized to transform business
teaches us that business strategy and technology implementation
are inextricably linked and that by focusing on the intersection
of services, appliances and always-on infrastructure, true
transformation happens and exponential value can be created.
The mobile Net shows what happens when you make those e-services
available anywhere and everywhere by way of mobile appliances
- virtually everything on earth where the physical and the
digital world are intertwined to deliver what you need, based
on where you are and what you want. This is about applying
the power of the Net to unleash the inventiveness and economic
power of four billion more people in the world.
If we as an industry expect to achieve a world that works
in this way - where mobile and fixed devices can federate
and deliver e-services, where embedded computing makes devices
smart enough to accomplish that, where a focus on what people
want supercedes a focus on technology for technology's sake,
where the contributions of four billion more minds fuel the
world economy - it is going to require a change in the way
we think and in the way we behave. This world will require
companies and leaders who support open standards, open systems
and open architectures in their solutions and in their business
The Internet, which started out as an organic standard invented
by a public institution, has become the engine of growth for
economies around the world. The next phase of growth will
be exponential, but only if every solution that you contribute
can connect with every other solution on the planet. Anything
less holds everyone back. It is medieval thinking.
As an industry, our first forays on the Net have largely
been about inventing new ways of doing old things. But our
next forays on the Net are about inventing things that have
never existed before.
And so when you leave this room today I want you to think
about what you will do to fuel and accelerate this great next
Renaissance, to support the open standards making it possible
to apply your own inventiveness towards contributing to the
solution, to liberate the people of your own company to invent
solutions that change the world, to trust others to add their
own inventiveness to your solution. Ask yourself these questions
and then remember that this Renaissance, like the first, will
be about the everyday acts of many.
Thank you very much.
Back To Top