By Richard Bellman
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Additional info for Methods of nonlinear analysis,Vol. 2
These innovations galvanized the industry toward developing a whole new field of services. New consumer devices proliferated in tandem with rising computing power at astonishingly lower prices. The telephone became only one of many different ways of accessing information. To the benefit of us all, the telecommunications industry perceived an opportunity – and an obligation, perhaps – to bring these innovations to the masses. Mike Armstrong, the current CEO and president of AT&T, is overseeing and vigorously pursuing changes to the industry in much the same way that Theodore Vail did a century ago.
Similarly, it should be possible to take a new idea and, after creating the core of the system that offers the actual value of the service, take two developers and two weeks to create a world-class online service. This is not a new challenge. The software industry offers solutions tailored specifically to these challenges. Such solutions unfortunately target very specific vertical markets. The challenge of network middleware is to offer general, lasting solutions for a widerange of services that leverage the emergence of network intelligence.
S. auto industry faced overseas competition during the 1970s and 1980s. The Japanese auto industry refined the production of automobiles, thereby reducing cost and improving quality. S. industry staggered, tens of thousands of auto workers were laid off, and then recovered thanks to an eagerness to change. This change involved close collaboration on the part of the auto industry players and their entire supply chains. It required that the “Big Three” develop new understanding of various corporate roles as they think and act globally1.