Dinner presentation - Open Parallel

Multicore World 2013 - Dinner presentation

Transcript

1. “New Zealand is better prepared for what will happen in the following 10 – 20 years” “This is the time of New Zealand” “The best and the brightest want to live here” David Houle (Futurist, Innovest 2011, Auckland)
2. We are about to witness a new revolution in IT “...as big as the PC or the internet...” Craig Mundie (Microsoft)
3. The last thing that you need to be doing at this stage -and in this economy, is to buy everything from the same vendor
4. There is no isolated expertise end to end in multicore
5. “If you get locked in a platform, you're screwed” Tim Mattson, 19 Feb 2013
6. -do you want to partner to build a dedicated multicore group / practice / solution? Where is the team in the world to build that?
7. “No matter who you are, most of the smartest people work for someone else” (Sun Microsystems' co-founder Bill Joy)
8. Open Parallel is a Solution Provider
9. We work on projects at any level
10. “If you have everything under control, you are simply not going fast enough” Mario Andretti Formula 1 World Champion
11. Open Parallel is a company with a purpose New Zealand to become a global hub in multicore and parallel computing (Paul Callaghan's “100 companies”)
12. Demand for engineering is up in Silicon Valley and all over the planet. New Zealand is NOT competitive in price Things in Silicon Valley are moving faster than in New Zealand
13. Open Parallel is a Solution Provider What motivates a client to engage us?
14. - The viability to put together the best team worldwide - Engage with client at any point of the value chain - We bring value at the top end, understanding business goals
15. Open Parallel is an identifiable influencer
16. We have been deeply involved in multicore for years Already engaged by the likes of Intel, ARM, Sun Microsystems Take step 2 and hire Open Parallel
17. How can Open Parallel help? You are not alone
18. The Kiwi Attitude
19. As companies tend to innovate faster than their customers’ needs evolve, most organizations eventually end up producing products or services that are actually too sophisticated, too expensive, and too complicated for many customers in their market. Companies pursue these “sustaining innovations” at the higher tiers of their markets because this is what has historically helped them succeed: by charging the highest prices to their most demanding and sophisticated customers at the top of the market, companies will achieve the greatest profitability. However, by doing so, companies unwittingly open the door to “disruptive innovations” at the bottom of the market. An innovation that is disruptive allows a whole new population of consumers at the bottom of a market access to a product or service that was historically only accessible to consumers with a lot of money or a lot of skill. Characteristics of disruptive businesses, at least in their initial stages, can include: lower gross margins, smaller target markets, and simpler products and services that may not appear as attractive as existing solutions when compared against traditional performance metrics. Because these lower tiers of the market offer lower gross margins, they are unattractive to other firms moving upward in the market, creating space at the bottom of the market for new disruptive competitors to emerge.