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Confidential ©NDS Ltd 2007. All rights reserved. “NDS need to focus about Today & Tomorrow and doesn’t need not worry about the Future” Abe Peled, NDS.

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Presentation on theme: "Confidential ©NDS Ltd 2007. All rights reserved. “NDS need to focus about Today & Tomorrow and doesn’t need not worry about the Future” Abe Peled, NDS."— Presentation transcript:

1 Confidential ©NDS Ltd All rights reserved. “NDS need to focus about Today & Tomorrow and doesn’t need not worry about the Future” Abe Peled, NDS CEO & Technion Graduate

2 Confidential ©NDS Ltd All rights reserved. The Day after Tomorrow Presentation for the Technion Conference June, 07 Yossi Tsuria

3 Confidential ©NDS Ltd All rights reserved. Agenda NDS Innovation & Big Organization The Dams NDS & Innovation Summary

4 Confidential ©NDS Ltd All rights reserved. NDS

5 Confidential ©NDS Ltd All rights reserved. NDS & News Corporation Limited News Corporation Pty. (Australia/ Asia) News Corporation Pty. (Australia/ Asia) News International Plc. (UK) (UK) News America Inc. (U.S.) (U.S.) NDS Group Plc Plc NDS Group Plc Plc NDS Tech. Israel Ltd. NDS Americas Inc. NDS Ltd. (UK) NDS Asia Pacific Pty THE TIMES 80% OrbisVisionik

6 Confidential ©NDS Ltd All rights reserved. NDS Global Presence NDS Americas

7 Confidential ©NDS Ltd All rights reserved. NDS Subscriber Growth & TV Revolutions Subscribers (Millions) Modern Pay TV Digital Pay TV Interactive TV PVR Broadband TV

8 Confidential ©NDS Ltd All rights reserved. Innovation

9 Confidential ©NDS Ltd All rights reserved. Avinoam Kolodny

10 Confidential ©NDS Ltd All rights reserved. Innovation ושלשת החטאים של ארגונים מצליחים

11 Confidential ©NDS Ltd All rights reserved. The Basic Innovation Formula

12 Confidential ©NDS Ltd All rights reserved. The Need "*** נכנעה לקללת המנצחים, הם לא ראו את המתחרים" ציפורה כץ, מנכלית אורקל גאווה Hubris

13 Confidential ©NDS Ltd All rights reserved. The Effort e = individual’s effort, c= individual’s competence In large organization it is much harder to align the vectors שנאת חינם

14 Confidential ©NDS Ltd All rights reserved. סכום ביניים בארגונים מצליחים מרכיב ה " גאווה " עולה ולכן אין די הכרה בצורך בארגונים לא הומוגניים מרכיב ה " שנאת חינם " עולה ולכן המאמץ, לא בא לידי ביטוי – גופו של אדם מול גופו של עניין ארגונים לא ממוקדים סובלים מבעיית ה " עבודה זרה " ( עיקר ותפל ) ולכן היצירתיות, גם אם היא קיימת - לא מנותבת לאפיקים הנכונים

15 Confidential ©NDS Ltd All rights reserved. The Dam story (Innovation in big organization)

16 Confidential ©NDS Ltd All rights reserved. The Dam Story In short: The Allies needed a way to destroy Nazi damns and no ordinance of the time was sufficient for the purpose. Barnes developed a way to drop a bomb, on water, several hundred yards from the damn, and have the bomb, weighing several tons, bounce (that’s right) it’s way on the surface until it reached the damn wall. It’s an amazing story of technology, inspiration, frustration, politics, persistence and eventual success. Sir Barnes Neville Wallis

17 Confidential ©NDS Ltd All rights reserved. The Dam Story and the Innovation Process The ‘Need’ was there (although there were many other more urgent ‘needs’) The ‘Effort’ was there (although, it worked better in a very small team) And Sir Barnes concentrated on the ‘Important ’

18 Confidential ©NDS Ltd All rights reserved. NDS & Innovation

19 Confidential ©NDS Ltd All rights reserved. Existing FieldsNew Fields Incremental Innovation Need: Customer Effort: Customer N/A Step Function Innovation Need: Effort: Need: Growth Effort: Buy Startups NDS & Innovation

20 Confidential ©NDS Ltd All rights reserved.

21 21 Conditional Access Customers

22 Confidential ©NDS Ltd All rights reserved. The CA Market – NDS & Innovation The NEED: –Pirates = function of our success NDS protects $35BN –It’s easy for us to adopt the “Only Paranoid Survive” –Black Hat Team (here, in Haifa) The Effort: –Co-located, very talented & focused team –Few strong key people that have both – knowledge and authority

23 Confidential ©NDS Ltd All rights reserved. NDS Middleware Customers

24 Confidential ©NDS Ltd All rights reserved. STB SW Innovation. How to generate NEED? Till recently we relied on Internal Competition… –But see next slide (Aligned Effort) Plus some push from the Top… Currently we are relying on Internet TV as a threat to our Echo System in order to push people to be more innovative

25 Confidential ©NDS Ltd All rights reserved. STB SW Innovation. How to Aligned our Effort? The issue with Internal Competition –It works up to a point, but because no region had critical mass, those innovation didn’t become real products

26 Confidential ©NDS Ltd All rights reserved. Can you innovate as a process? Greenhouse Demos Product BusDev Launch First/Nth Customer Greenhouse Projects (Phase 0) Feature Enhancements True need only becomes clear (Phase 3) Select small no. of projects (Phase 1) Product Pipeline

27 Confidential ©NDS Ltd All rights reserved. STB SW Innovation. How to Aligned our Effort? The issue with Internal Competition –This work up to a point, but because no region had critical mass, those innovation didn’t become real products We are now trying different method of cross- regions single group that has a single manager

28 Confidential ©NDS Ltd All rights reserved. EU RoW Israel India Global Innovation/Research Primary Development Resource Innovation Technologies Project Resources On Secondment Hit-squads On Secondment Product Marketing / Commercial Leadership CTO/Strategy Agenda VP Global R&D VP R&D New Innovations

29 Confidential ©NDS Ltd All rights reserved. STB SW Innovation. How to Aligned our Effort? The issue with Internal Competition –This work up to a point, but because no region had critical mass, those innovation didn’t become real products We are now trying different method of cross- regions single group that has a single manager –Too early to judge We will still rely on Few, Strong Individuals…

30 Confidential ©NDS Ltd All rights reserved. Summary

31 Confidential ©NDS Ltd All rights reserved. Time Innovation The Minimum Threshold גאווה עיקר ותפל שנאת חינם

32 Confidential ©NDS Ltd All rights reserved. סכום הכרת החטאים : גאווה, שנאת חינם וחוסר מיקוד מציאת דרך תשובה ) ייחודית לכל ארגון ) ניצול משברים לחזרה לדרך הנכונה

33 Confidential ©NDS Ltd All rights reserved. Thank You

34 Confidential ©NDS Ltd All rights reserved. British scientist Barnes Wallis invented the spinning cylindrical bomb - a bomb in a barrel - to blow up German dams. The German dams provided hydroelectric power, water supply and control of canal levels; thus a blow to the dams would be devastating to the Germans war effort. A regular bomb would do no harm to the dams; the water would just cushion the impact unless the bomb was right up next to the dam. Torpedoes would not work because of nets around the dam to prevent such an attack. But if a bomb could be dropped from an airplane and then skip/bounce along the water right up to the dam, it could work. Barnes Wallis performed many experiments to determine if it could work at all, the size of the bomb, and how far from the dam it needed to be dropped.Barnes Wallis Finally, Wallis worked out that a barrel bomb had to be dropped at a speed of 230 mph and a height of 60 ft. This is of course dangerously low flying, but at night, near enough suicidal. A special squadron of British pilots was gathered by Wing Commander Guy P. Gibson to do the job, the 617 Squadron (later called the Dam Busters or the Dam Raiders). Their targets were the Mohne, Eder, and Sorpe Dams on the Ruhr in Germany. They successfully breached the Mohne and Eder Dams, devastating Germany, but lost fifty-three men in the process.

35 Confidential ©NDS Ltd All rights reserved. Sir Barnes Neville Wallis Barnes Wallis was born in Ripley, Derbyshire and educated at Christ's Hospital School in Horsham, leaving school at sixteen to start work in a shipyard. He originally trained as a marine engineer but turned his hand to airship design and then aircraft design. He worked for Vickers and its successor companies (including British Aircraft Corporation) from 1913 until his retirement in His many achievements include the first use of geodesic design in engineering, in the gasbag wiring of the R100, in 1930 the largest airship yet designed. He also pioneered the use of light alloy and production engineering in the structure design of R100. Despite a better-than-expected performance and a successful return flight to Canada in 1930, the R100 was broken up following the tragedy that befell its "sister" ship, the R101 (which was designed and built by a separate Government-led team); the later crash of the Hindenburg led to the abandonment of airships as a mode of mass transport. (Wallis was not involved with either of these airships.) Wallis's pre-war aircraft designs included the Vickers Wellesley and the Vickers Wellington, both also employing a geodesic design in the fuselage and wing structure. The latter was one of the most robust airframes ever developed, and pictures of its skeleton largely shot away, but still sound enough to bring its crew home safely, still astonish today. The geodesic construction offered a light and strong airframe (compared to conventional designs) with clear space within for fuel tanks, payload etc. On 1 September 1939, Germany invaded Poland and the Second World War began. Wallis saw a need for strategic bombing to destroy the enemy's ability to wage war, leading him to develop the bouncing bomb, immortalised in the Paul Brickhill's 1951 book The Dam Busters and the 1954 film with the same name. Wallis designed the Tallboy (6 tonnes) and Grand Slam (10 tonnes) deep penetration ("earthquake") bombs used to attack V1 rocket launch sites, submarine pens, and other reinforced structures, as well as the Tirpitz battleship. These two bombs were the fore-runners of modern bunker-busting bombs, and could enter the earth at supersonic velocity. The Tallboy should not be confused with the 5 tonne "blockbuster" bomb, which was a conventional blast bomb. Wallis first superlarge bomb design came out at some ten tonnes, far larger than any current plane could carry. This led him to suggest a plane that could carry it, the "Victory bomber", rather than drop the idea.The Dam Busters Wallis did much pioneering engineering work to make the swing-wing concept functional (though he did not invent the concept). However, despite very promising wind tunnel and model work, his designs were not taken up. His early Wild Goose (late 1940s) hoped to use laminar flow, but when this was shown to be unworkable, he developed swing-wing further for the Swallow (mid 1950s) which could have been developed for either military or civil applications. The UK government instead adopted the BAC TSR-2 (which Wallis did not work on, though one of his sons did) and Concorde. The BAC TSR-2 project was ignominiously scrapped in the mid 1960s in favour of the American F-111 (which had swing wings), though this order was also subsequently cancelled.Concorde Wallis also proposed using large cargo submarines to transport oil undersea, hence avoiding surface weather conditions. This idea was put into practice on a tactical level by the Germans, with their milch cows.submarines During the 1960s and into his retirement, he developed ideas for an "all-speed" aircraft, capable of efficient flight at all speed ranges from subsonic to hypersonic. The story described in The Dam Busters reflected a trend throughout his lifetime, that his ideas were rejected by those in authority (and who controlled funding sources). Following the terrible death toll of the aircrews involved in the Dambusters raid, he made a conscious effort never again to endanger the lives of his test pilots. He also became a pioneer in remote control of aircraft. Wallis became a fellow of the Royal Society in 1945 and was knighted in 1968.


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