Competition, Technology, and Planning: Preparing for Tomorrow s Information Environment with Special Reference to Libra

1. Competition, Technology, and Planning: Preparing for Tomorrow�s Information Environment with Special Reference to Libraries Eric Flower University of Hawai�i-West O�ahu uhwolibrary.com flower@hawaii.edu UHWO/UWS Joint Symposium November 2003 Ala Moana Hotel

2. E. Flower, UHWO/UWS Symposium 2003, 2 Competition, Technology, and Planning Competition Porter�s Five Forces (Old) Technology Moore�s Law, Metcalfe�s Law, Bandwidth Scaling Law Bauwens� Three Laws of the Cyber-Economy Critiques of Porter by Downes (New Forces) and Recklies Planning Corporate Visions of Information Space

3. E. Flower, UHWO/UWS Symposium 2003, 3 Porter�s Five Competitive Forces Acting on the Firm Model was proposed by Michael Porter in Competitive Strategy: Techniques for Analyzing Industries and Competitors, NY: The Free Press, 1980. Threat of new entrants into the industry Threat of substitution Bargaining powers of buyers (customers) Bargaining power of suppliers Rivalry among current competitors

4. E. Flower, UHWO/UWS Symposium 2003, 4 Porter�s Model For Us For today�s presentation, change the word industries to libraries or information environment

5. E. Flower, UHWO/UWS Symposium 2003, 5 Porter�s Five Forces Model Graphics Source: http://www.businessplansoftware.org/porter.aspGraphics Source: http://www.businessplansoftware.org/porter.asp

6. E. Flower, UHWO/UWS Symposium 2003, 6 Threats 1 New entrants Document delivery services of major online services How do you compete with the Microsoft Network�s eLibrary? What if they offered EbscoHost�s Academic Search Premier? For college and university libraries, it�s an institutional threat from online universities and distance/distributed education courses offered by institutions from virtually anywhere What is eLibrary? A: eLibrary is a comprehensive digital archive for information seekers of all ages. Users can do business research, use it for homework, get background materials for term papers, find out about both current and historical events, and more, all in one vast database designed for both depth of content and simplicity of interface. With its one-stop research access, subscribers ask questions in plain English, and eLibrary searches a billion words and thousands of images and quickly returns the information requested. eLibrary aggregates hundreds and hundreds of full-text periodicals, nine international newswires, classic books, hundreds of maps, thousands of photographs, as well as major works of literature, art and reference. What is eLibrary? A: eLibrary is a comprehensive digital archive for information seekers of all ages. Users can do business research, use it for homework, get background materials for term papers, find out about both current and historical events, and more, all in one vast database designed for both depth of content and simplicity of interface. With its one-stop research access, subscribers ask questions in plain English, and eLibrary searches a billion words and thousands of images and quickly returns the information requested. eLibrary aggregates hundreds and hundreds of full-text periodicals, nine international newswires, classic books, hundreds of maps, thousands of photographs, as well as major works of literature, art and reference.

7. E. Flower, UHWO/UWS Symposium 2003, 7 Threats 2 Substitutes Your users can seek information from the Internet, document delivery services, or other libraries that offer virtually the same mix of services and resources as you do Outsourcing: who does what you do and is willing to sell the service?

8. E. Flower, UHWO/UWS Symposium 2003, 8 Threats 3 Bargaining power of customers Library users don�t want to pay for anything; they want free document delivery, free photocopying, free printing, and now free color printing

9. E. Flower, UHWO/UWS Symposium 2003, 9 Threats 4 Bargaining power of suppliers As a single library, how much luck have you had getting a good price from any of the major online database vendors How about bargaining for book prices

10. E. Flower, UHWO/UWS Symposium 2003, 10 Threats 5 Existing competitors Most of the services libraries offer are duplicative, the differences are only in degree, collection content, or in cost Are document delivery services partners or competitors? What if they aggressively sold their products directly to your users without your mediation?

11. E. Flower, UHWO/UWS Symposium 2003, 11 Porter�s Five Forces Model http://www.quickmba.com/strategy/porter.shtml From the QuickMBA.com site. Topic is Strategic Management. http://www.quickmba.com/strategy/porter.shtml From the QuickMBA.com site. Topic is Strategic Management.

12. E. Flower, UHWO/UWS Symposium 2003, 12 Porter�s Model Assumptions Assumes identifiable competitors, business partners, and customers who engage in more or less predictable ways Assumes environmentsremain relatively staticwith occasional disruptivechanges and rare paradigm shifts

13. E. Flower, UHWO/UWS Symposium 2003, 13 Problems with Porter�s Model Assumes relatively static structures Does not fit well with today�s rapid changes in technology Assumes competitors actually compete Does not consider strategic alliances, value chains, virtual enterprises, illegal activities According to John Del Vecchio writing for Fool.com, a value chain is "a string of companies working together to satisfy market demands." The value chain typically consists of one or a few primary value (product or service) suppliers and many other suppliers that add on to the value that is ultimately presented to the buying public. Microsoft and its Windows operating systems, the nucleus of the personal computer desktop for which much business software is developed, is often cited as a prime example of a company and product that drives a value chain. The businesses who buy personal computer software may spend far more on the add-on software than on the essential operating system that is the de facto standard for running the software. To the extent that companies standardize on Windows, Microsoft is said to control a value chain. This particular value chain was reported in a McKinsey study to be worth $383 billion in 1998. Although Microsoft's share of the value chain was reported to be only 4% of the total, that was still $15.3 billion. A company that develops a product or service that engenders a value chain by providing a platform for other companies is considered more likely to increase its market share than a company that tries to provide the entire value chain on its own.  According to John Del Vecchio writing for Fool.com, a value chain is "a string of companies working together to satisfy market demands." The value chain typically consists of one or a few primary value (product or service) suppliers and many other suppliers that add on to the value that is ultimately presented to the buying public. Microsoft and its Windows operating systems, the nucleus of the personal computer desktop for which much business software is developed, is often cited as a prime example of a company and product that drives a value chain. The businesses who buy personal computer software may spend far more on the add-on software than on the essential operating system that is the de facto standard for running the software. To the extent that companies standardize on Windows, Microsoft is said to control a value chain. This particular value chain was reported in a McKinsey study to be worth $383 billion in 1998. Although Microsoft's share of the value chain was reported to be only 4% of the total, that was still $15.3 billion. A company that develops a product or service that engenders a value chain by providing a platform for other companies is considered more likely to increase its market share than a company that tries to provide the entire value chain on its own.

14. E. Flower, UHWO/UWS Symposium 2003, 14 Moore�s Law In 1965 Gordon Moore observed an exponential growth in the number of transistors per integrated circuit and predicted that this trend would continue What it means to us today: computing power doubles about every 18 months

15. E. Flower, UHWO/UWS Symposium 2003, 15 Moore�s Law

16. E. Flower, UHWO/UWS Symposium 2003, 16 Moore�s Law Graphics Source: http://www.intel.com/research/silicon/mooreslaw.htm Graphics Source: http://www.intel.com/research/silicon/mooreslaw.htm

17. E. Flower, UHWO/UWS Symposium 2003, 17 Metcalfe�s Law Coined by Robert Metcalfe, inventor of the Ethernet network architecture The potential value of a network equals the square of the number of nodes connected to it 2 users, potential value of network = 22 = 4 4 users, potential value of network = 42 = 16 8 users, potential value of network = 82 = 64

18. E. Flower, UHWO/UWS Symposium 2003, 18 Metcalfe�s Law

19. E. Flower, UHWO/UWS Symposium 2003, 19 Bandwidth Scaling Law Described by Jack M. Wilson, then Professor of Physics, Engineering Science, Information Technology, and Management, Rensselaer Polytechnic Institute The bandwidth of communication on optical fibers is increasing exponentially just as is the power of the microprocessor This bandwidth doubling will continue into the foreseeable future Paper presented by Wilson in 2001 while he was at RPI. He�s now CEO of UMassOnline, the gateway to the University of Massachusetts' online education system.Paper presented by Wilson in 2001 while he was at RPI. He�s now CEO of UMassOnline, the gateway to the University of Massachusetts' online education system.

20. E. Flower, UHWO/UWS Symposium 2003, 20 Bandwidth Scaling Law Graphics source: http://www.ntia.doc.gov/otiahome/top/conferenceworkshops/2001_outreach_workshops/three_laws.html Graphics source: http://www.ntia.doc.gov/otiahome/top/conferenceworkshops/2001_outreach_workshops/three_laws.html

21. E. Flower, UHWO/UWS Symposium 2003, 21 Moore + Metcalfe + Bandwidth =>Powerful Networks Ubiquitous wired and wireless networks Secure Reliable High speed with Quality of Service Seamless access to data and networked resources once you have been authenticated

22. E. Flower, UHWO/UWS Symposium 2003, 22 Moore + Metcalfe + Bandwidth => Three Laws of the Cyber-Economy Advanced by Michel Bauwens in CMC Magazine, June 1996 1. The Price of Information Will Tend Towards Zero You can only sell goods that are scarce; information is easily found at low or no cost online on the Web Web distribution is cheap The �Information Wants to be Free� cult http://www.december.com/cmc/mag/1996/jun/bauwens.html CMC= �Computer-Mediated Communication Magazine� an online publicationhttp://www.december.com/cmc/mag/1996/jun/bauwens.html CMC= �Computer-Mediated Communication Magazine� an online publication

23. E. Flower, UHWO/UWS Symposium 2003, 23 Three Laws of the Cyber-Economy 2. The Price of Communication Will Tend Towards Zero The Internet provides global reach at little cost Costs are distributed all over the system, not at any single location

24. E. Flower, UHWO/UWS Symposium 2003, 24 Three Laws of the Cyber-Economy 3. The Price of Transactions Will Tend Towards Zero The Internet provides opportunities for the elimination of virtually all human intervention in transactional and shopping and commercial practices (and information gathering activities--EF)

25. E. Flower, UHWO/UWS Symposium 2003, 25 Transaction CostsMay Approach Zero In an online environment, Moore�s Law and the Bandwidth Scaling Law drive transaction costs down They can approach zero in very large organizations with very large numbers of non-mediated transactions In business this means concentration, centralization, or bankruptcy; in libraries this means concentration, centralization, and, we hope, cooperation

26. E. Flower, UHWO/UWS Symposium 2003, 26 Ronald CoaseTransaction Costs and the Firm Coase concluded that firms are created because the additional cost of organizing them is cheaper than the transaction costs involved when individuals conduct business with each other using the market Coase won the Nobel Prize in 1991 for this observation; �The Nature of the Firm� Economica, New Series, v. 4 No. 16, pp.386-405, 1937 Ronald Coase in �The Nature of the Firm� (Economica, New Series, v. 4 No. 16, pp.386-405, 1937)Ronald Coase in �The Nature of the Firm� (Economica, New Series, v. 4 No. 16, pp.386-405, 1937)

27. E. Flower, UHWO/UWS Symposium 2003, 27 �And Then There Were Two At the end of 2002 there were only two full-line PC suppliers, Dell and HP They offer goods for all markets�large and small organizations, enthusiasts, consumers with full lines of servers, desktops, notebooks, handheld devices, peripherals, storage systems, etc. Dell did it through internal growth and managing expenses, HP through innovation and acquisitionMichael Miller, PC Magazine online, January 9, 2003 Relevant excerpt: http://www.pcmag.com/article2/0,4149,813365,00.asp Print full article: http://www.pcmag.com/print_article/0,3048,a=35331,00.asp Broadband Has Arrived, January 9, 2003 By� Michael J. Miller Relevant excerpt: http://www.pcmag.com/article2/0,4149,813365,00.asp Print full article: http://www.pcmag.com/print_article/0,3048,a=35331,00.asp

28. E. Flower, UHWO/UWS Symposium 2003, 28 Fuzzy Economics Online 1 Traditional economics are based on the concepts of scarcity and demand Goods are valuable either because of their use and/or scarcity; use it and lose it Online information is non-rival and non-excludable It can be shared, it doesn�t get used up, and it�s cheap to provide

29. E. Flower, UHWO/UWS Symposium 2003, 29 Fuzzy Economics Online 2 �. . . many readers can use the same digital article without ever "using up" the information; unlike a physical object, information cannot be exhausted. When produced and distributed digitally, information can retain its non-rival, non-excludable form. Information is not a material object, and the explosion of the Web has demonstrated that information is simply evanescent bits of data that are not subject to the conventional laws of economics.��The Future of the Book in a Digital Age,� David J. Staley, The Futurist, Sep/Oct2003, v.37, #5, pp.18-22. Database: Academic Search Premier, AN 00163317

30. E. Flower, UHWO/UWS Symposium 2003, 30 EBSCO Acquires InfoToday Databases 1 EBSCO Publishing (EBSCO) and Information Today, Inc. have come to terms on an agreement whereby EBSCO has acquired two popular databases, Information Science & Technology Abstracts and Internet & Personal Computing Abstracts. This development marks another addition to the growing list of database acquisitions finalized by EBSCO in recent months. EBSCO press release July 9, 2003.

31. E. Flower, UHWO/UWS Symposium 2003, 31 EBSCO Acquires InfoToday Databases 2 �It has become increasingly obvious that users of information services prefer integrated solutions," said Tom Hogan, president and CEO of Information Today, Inc. "They want abstracting and indexing databases to be seamlessly linked to full-text sources. Rather than create yet another full-text aggregator, we chose to find a home for our databases that would better serve the needs of our user community. EBSCO has initiatives in place to provide this sort of integrated service and has a robust sales and customer service organization to take the databases to the next level of market penetration.�

32. E. Flower, UHWO/UWS Symposium 2003, 32 Critiques of Porter�s Model: Three New Forces Critique of Porter�s Forces by Larry Downes in �Beyond Porter,� premiere issue of Context, 1997 Downes describes three forces that are disruptive to existing operations and planning Digitization Globalization Deregulation Text is athttp://www.contextmag.com/archives/199712/technosynthesis.asp in the premier issue Text is athttp://www.contextmag.com/archives/199712/technosynthesis.asp in the premier issue

33. E. Flower, UHWO/UWS Symposium 2003, 33 Digitization 1 �As computing power and communications bandwidth become cheap enough to treat as disposable, you�ll soon have far more information about your competitors, suppliers, and customers. The rise of public networks will make that information more widely available, increasing the possibilities for collaborating and competing. (Continues next slide)

34. E. Flower, UHWO/UWS Symposium 2003, 34 Digitization 2 . . . The result of this information explosion won�t just be more/better/ faster. Instead, the result will be vastly changed markets that involve unfamiliar, unpredictable competitors and partners that mutate even before you get comfortable with them.�

35. E. Flower, UHWO/UWS Symposium 2003, 35 Globalization 1 �The world is rapidly migrating to one very large network, whose attraction is irresistible. Improvements in distribution logistics and communications have allowed many local businesses to become global ones overnight--including discount distributors of everything from contact lenses to bathroom tiles. (Continues next slide)

36. E. Flower, UHWO/UWS Symposium 2003, 36 Globalization 2 . . . It is also now common for companies to draw on a global network of partners and suppliers. Customers, meanwhile, are happy to engage in border-less shopping for everything from entertainment to software to cars and electronics.� (Oh yeah, and information too--EF)

37. E. Flower, UHWO/UWS Symposium 2003, 37 Answers.Google.com �More than 500 carefully screened Researchers are ready to answer your question for as little as $2.50 -- usually within 24 hours. Your satisfaction is completely guaranteed.� (That�s a guarantee I can�t make.)

38. E. Flower, UHWO/UWS Symposium 2003, 38 Amazon.com �Starting today (October 23, 2003), you can find books at Amazon.com based on every word inside them, not just on matches to author or title keywords. Search Inside the Book -- the name of this new feature -- searches the complete inside text of more than 120,000 books -- all 33 million pages of them. And since we've integrated Search Inside the Book into our standard search, using it is as easy as entering a search term in our regular search box.�

39. E. Flower, UHWO/UWS Symposium 2003, 39 Deregulation 1 �The current mania for deregulation reflects a belief by governments and regulated industries alike that the disease (open, international competition) is better than the cure (laws to protect local economies). (Continues next slide)

40. E. Flower, UHWO/UWS Symposium 2003, 40 Deregulation 2 . . .The open market, which adopts information technology more quickly than did industries with a legacy of regulation, is becoming a viable alternative for many activities. The change is contributing to the radical shrinking, outsourcing, and restructuring of traditional enterprises.�

41. E. Flower, UHWO/UWS Symposium 2003, 41 The New Forces and Technology Downes concludes that, �Executives in every department must learn that technology has become far more than an enabler of new business strategies. Technology has become the essential disrupter of markets and operating models. Technology, in other words, isn�t the solution. It�s the problem.�

42. E. Flower, UHWO/UWS Symposium 2003, 42 Disruptive Technologies Technology may be called disruptive because it causes change Technological change may be disruptive, but it need not be bad; witness the following slide which lists technologies that improve data and information flow but may be disruptive when first introduced into an organization

43. E. Flower, UHWO/UWS Symposium 2003, 43 Ten Disruptive Technologiesfrom InfoWorld 01/06/03 10Gigabit Ethernet Digital Identity Mac OS X Office 11 XML Open source/Open standards Self-service CRM technologies Virtualization Weblogs Web services Wi-FiInfoWorld, 01/06/03, p. 16. Disruptive Technologies Platforms: Office 11 XML; Mac OS X; Open source (non-proprietary) Networks: Wireless (WiFi); 10GbE; Virtualization Applications: Blogs; Web services; Digital identity Services: Self-service CRM Disruptive Technologies Platforms: Office 11 XML; Mac OS X; Open source (non-proprietary) Networks: Wireless (WiFi); 10GbE; Virtualization Applications: Blogs; Web services; Digital identity Services: Self-service CRM

44. E. Flower, UHWO/UWS Symposium 2003, 44 Tomorrow�s Business Environment Individualization and personalization of goods generally produced for mass consumption From �10 Myths About PDAs Debunked� Nancy R John and Dennis C. Tucker, Computers in Libraries, March 2003, pp. 24-30. Only three OPAC vendors advertise that their products can be adjusted to fit the displays of handheld devises: 1. TLC/CARL�s YouSeeMore. 2. Cuadra Star�s XML interface can be used by hand-held devices. 3. Innovative Interfaces AirPAC is a catalog interface designed for wireless devices. From �10 Myths About PDAs Debunked� Nancy R John and Dennis C. Tucker, Computers in Libraries, March 2003, pp. 24-30. Only three OPAC vendors advertise that their products can be adjusted to fit the displays of handheld devises: 1. TLC/CARL�s YouSeeMore. 2. Cuadra Star�s XML interface can be used by hand-held devices. 3. Innovative Interfaces AirPAC is a catalog interface designed for wireless devices.

45. E. Flower, UHWO/UWS Symposium 2003, 45 Dagmar Recklies: Beyond Porter Dagmar Recklies notes that �. . . global and networked markets impose new requirements on organizations� strategies. It is not enough any more to position oneself as a price-leader or quality-leader (like Porter suggests in his Generic Strategies model). (Continues next slide) �Beyond Porter�A Critique of the Critique of Porter� at http://www.themanager.org/pdf/BeyondPorter.PDF Source: http://www.themanager.org/pdf/BeyondPorter.PDFSource: http://www.themanager.org/pdf/BeyondPorter.PDF

46. E. Flower, UHWO/UWS Symposium 2003, 46 Recklies: Beyond Porter . . . Rather competitive advantages emerge now from the ability to develop lasting relationships to more mobile customers and to manage far-reaching networks of partners for mutual advantage.�  (italics and underline added for emphasis)(italics and underline added for emphasis)

47. E. Flower, UHWO/UWS Symposium 2003, 47 Porter�s Model Today Use the model as a starting point for further analysis and then factor in changing technologies and computing environments brought about by Moore�s Law, Metcalfe�s Law, and the Bandwidth Scaling Law

48. E. Flower, UHWO/UWS Symposium 2003, 48 Competition: Competitive Forces 1. What competitive forces are acting on your library or information environment? Existing rivals, new entrants, substitutes, customers, suppliers 2. How are you handling the added forces of digitization, globalization, deregulation, and personalization?

49. E. Flower, UHWO/UWS Symposium 2003, 49 Technology:Technological Forces Actingon Your Library 3. Do you plan with Moore, Metcalfe, and the Bandwidth Scaling Law in mind? 4. Who do you connect to, who connects to you, and how fast are your network connections to and from the outside world? 5. Are you going to thrive or merely survive in a digital world?

50. E. Flower, UHWO/UWS Symposium 2003, 50 Planning 1 6. How are you driving down the costs of the information, communications, and services you provide while maintaining quality of service? 7. What technologies and consortial agreements do you use to lower your transaction costs?

51. E. Flower, UHWO/UWS Symposium 2003, 51 Planning 2 8. Do you offer a media-rich Net-centric environment? If not, are you preparing for a media-rich Net-centric environment? Is it wireless? 9. Do you have a strategic plan for information technology? How do you deal with �disruptive� technologies?

52. E. Flower, UHWO/UWS Symposium 2003, 52 Planning 3The Final Question andthe Only One That Really Matters 10. Do you offer the right mix of services, and enter into the kinds of agreements, that will develop and maintain lasting relationships with your clientele and partners?

53. E. Flower, UHWO/UWS Symposium 2003, 53 The Future:Tomorrow�s Computing Environment �Topping the list of trends over the next five or more years is the growing popularity of digital media, the establishment of global networking, a shift to software services delivered over the Web, and the development of smaller, more efficient microprocessors that could lead to consumers owning multiple, powerful, yet low-cost PCs.�Chris Jones, VP of the Windows client team, April 2002. Source: http://news.com.com/2100-1001-885743.html Chris Jones, vice president of the Windows client team in �Microsoft�s Crystal Ball,� CNET News, April 18, 2002, http://news.com.com/2100-1001-885743.html. Source: http://news.com.com/2100-1001-885743.html Chris Jones, vice president of the Windows client team in �Microsoft�s Crystal Ball,� CNET News, April 18, 2002, http://news.com.com/2100-1001-885743.html.

54. E. Flower, UHWO/UWS Symposium 2003, 54 The Future:Moore + Metcalfe + Bandwidth =>Powerful Networks Ubiquitous wired and wireless networks Secure Reliable High speed with Quality of Service Seamless access to data and networked resources once you have been authenticated

55. E. Flower, UHWO/UWS Symposium 2003, 55 Media-rich Net-centric Environments These conditions facilitate development of elaborate networked media-rich working environments like the real world NCSA CAVE and the future visions shown in videos by Apple, Microsoft, and Sun These conditions also facilitate the growth of mobile computing environments that are not tied to place

56. E. Flower, UHWO/UWS Symposium 2003, 56 Media-rich Net-centric Environments Apple�s �Knowledge Navigator� NCSA CAVE (Cave Automatic Virtual Environment) Microsoft�s �Information At Your Fingertips: 2005� Sun�s �Starfire: A Vision of Future Computing� Microsoft�s 3D �TaskGallery� IBM/Steelcase �BlueSpace� collaboration Microsoft�s �BroadBench�

57. E. Flower, UHWO/UWS Symposium 2003, 57 Knowledge Navigator(Apple, 1987) Apple�s system is based on a highly capable interactive smartbot.Apple�s system is based on a highly capable interactive smartbot.

58. E. Flower, UHWO/UWS Symposium 2003, 58 CAVE(NCSA, 1991) The CAVE is an immersive environment for data analysis.The CAVE is an immersive environment for data analysis.

59. E. Flower, UHWO/UWS Symposium 2003, 59 Information At Your Fingertips: 2005(Microsoft,1994) Here wireless networks are secure, high speed, and ubiquitous.Here wireless networks are secure, high speed, and ubiquitous.

60. E. Flower, UHWO/UWS Symposium 2003, 60 Starfire(Sun, 1995) Teleconferencing implies secure high speed networks with Quality of Service (QOS) or packet priority in place.Teleconferencing implies secure high speed networks with Quality of Service (QOS) or packet priority in place.

61. E. Flower, UHWO/UWS Symposium 2003, 61 War Room(The Pentagon, 2003) Whoa. Eerie. Picture scanned from Newsweek, March 31, 2003, pages 22-23. It shows Rumsfeld, Franks, and staff teleconferencing during the war with Iraq. I bet this is a secure environment. Scanned image edited by Stacey Sawa with Photoshop. The square in the middle at the top is a piece of tape used to hold the sheets together when they were scanned. Whoa. Eerie. Picture scanned from Newsweek, March 31, 2003, pages 22-23. It shows Rumsfeld, Franks, and staff teleconferencing during the war with Iraq. I bet this is a secure environment. Scanned image edited by Stacey Sawa with Photoshop. The square in the middle at the top is a piece of tape used to hold the sheets together when they were scanned.

62. E. Flower, UHWO/UWS Symposium 2003, 62 TaskGallery(Microsoft, 1999) A 3-D work environment for two dimensional objects.A 3-D work environment for two dimensional objects.

63. E. Flower, UHWO/UWS Symposium 2003, 63 BlueSpace(IBM/Steelcase, 2001) A 3-D work environment for 3-D objects. This smart office is a collaboration between IBM and Steelcase.A 3-D work environment for 3-D objects. This smart office is a collaboration between IBM and Steelcase.

64. E. Flower, UHWO/UWS Symposium 2003, 64 BroadBench(Microsoft, 2002) How much will that screen cost? It�s the TaskGallery and semi-immersion brought to life. http://www.microsoft.com/presspass/features/2002/sep02/09-26ciw.asp From the Microsoft Center for Information WorkHow much will that screen cost? It�s the TaskGallery and semi-immersion brought to life. http://www.microsoft.com/presspass/features/2002/sep02/09-26ciw.asp From the Microsoft Center for Information Work

65. E. Flower, UHWO/UWS Symposium 2003, 65 EricBench(Eric Flower, 2000) Another 2D workspace for a 3D object to work in. This one has been in production for years.Another 2D workspace for a 3D object to work in. This one has been in production for years.

66. E. Flower, UHWO/UWS Symposium 2003, 66 What I Want: Digicom Corridor(Disclosure, 1994)

67. E. Flower, UHWO/UWS Symposium 2003, 67 What I Want: NYPL 2030(The Time Machine, 2002)

68. E. Flower, UHWO/UWS Symposium 2003, 68 EricBench 2nd ed.(Eric Flower, ca. 2010) Another 2D workspace for a 3D object to work in. This one has been in production for years.Another 2D workspace for a 3D object to work in. This one has been in production for years.

69. E. Flower, UHWO/UWS Symposium 2003, 69 Thank you.