[alt.hypertext] Doug Engelbart BOOTSTRAP Seminar Announcement

billd@infmx.informix.com (William Daul) (02/18/91)

A Comprehensive Strategy For
BOOTSTRAPPING ORGANIZATIONS INTO THE 21ST CENTURY
 
   Bootstrap Seminar  *  Stanford University
      March 26-28, 1991
       
SEMINAR LEADER:
 
   Dr. Douglas C. Engelbart is a recognized visionary and pioneer of stra-
   tegic frameworks for organizational improvement, groupware, hypermedia,
   outline and idea processing, multiple windows, display editing, and the
   mouse, with integrated prototypes in full operation as early as 1968.
   After 20 years directing his own lab at SRI, 6 years as senior scientist
   at Tymshare (information systems vendor), and 5 years at McDonnell
   Douglas (large end-user org with complex project work), Engelbart
   founded the Bootstrap Institute, where he is working closely with
   industry stakeholders to launch a collaborative Bootstrap Initiative to
   put his strategies into wide-scale practice.  He is invited to speak
   internationally on many related topics, often as keynote speaker, has
   received several awards for outstanding lifetime achievement and
   ingenuity, and is also an associate at Stanford's Center for Design
   Research.
    
PROGRAM OVERVIEW:
 
   A "bootstrapping strategy" for organizational improvement is the basic
   theme of this seminar.  This strategy is based on a pragmatic co-
   evolution of technology and work processes, and leads to strategic
   choices in developing and deploying emergent information technology.  A
   key focus is to improve the collaboration capability, or basic knowledge
   development process, among widely distributed knowledge workers.
    
   The strategy further suggests how special deployment of early advances
   in this capability could yield maximum returns in a long-term investment
   strategy for highest perfomance organizations -- whatever their future
   role, structure and functional dynamics.  This approach anticipates sig-
   nificant changes in the marketplace of information-system products and
   services, and in key components of an organization's winning/survival
   strategy.  Specific interest is growing among a number of organizations
   toward cooperative exploration of this approach.
    
   A New Perspective:
    
      * New paradigms -- stretching our perceptions of the rate, scale, and
         pervasiveness of change;
      * An "A-B-C" model of organizational improvement;
      * The "Co-evolution Approach" -- concurrent improvement of
         prototypical tools and methods.
      * "Organizational Bootstrapping" -- a comprehensive investment strat-
         egy for continuous, cost-effective improvement;
      * Extra leverage potential from early investment in improving group
         knowledge development to reduce both product cycle time and im-
         provement cycle time.

Organizational Issues:
 
   * What is "group knowledge work"? -- understanding the multi-faceted
      knowledge development requirements of complex projects.
   * The life-cycle of a project team's knowledge base -- continuously
      updated plans, specs, documentation, decision trails, status re-
      ports, intelligence material,...;
   * Requirements for knowledge-domain interoperability;
   * The aerospace industry as a case in point;
   * Issues for strategic deployment.
    
Architectural Issues:
 
   * The need for an "open hyperdocument system" (OHS) to support dis-
      tributed knowledge development;
   * Basic design considerations for online creation, exchange, and
      study -- sharing hypermedia files and sharing screens among widely
      distributed knowldge workers;
   * Fundamental issues for an evolvable, inter-operable information
      system architecture;
   * Implications for enterprise integration, CSCW/groupware,
      hypermedia, TQM, CASE, concurrent engineering, CAD/CAM/CALS, ...
   * Implications for industry standards.
    
Explicit Action:
 
   * Bootstrapping your organization -- an explicit strategy for cost-
      effective launching and implementation;
   * Practical recommendations for early investment targets and imple-
      mentation approaches;
   * A case for collaborative exploration;
   * The role of vendors, consultants, user orgs, universities, and
      gov't agencies;
   * Activities already under way.
    
    
The program includes 3 intensive days of lecture, slides, movies, live
demos of augment (an early OHS prototype), with Engelbart's candid
anecdotal experiences woven throughout.  Wrap-up session to include spe-
cial in-depth panel discussion on the practical application of the con-
cepts and strategies presented.  The program, the facility, and the
meals are designed to support open dialog with Engelbart and other par-
ticipants.  Seminar documentation includes over 200 pages of specially
organized diagrams, notes, and recommended readings.
 
WHO SHOULD ATTEND?
 
   Anyone responsible for the strategic planning, product marketing, appli-
   cations development, or organizational implementation of enterprise in-
   tegration, open systems, CSCW/groupware, hypermedia, concurrent engi-
   neering, CASE, CAD/CAM/CALS integrated architectures, interoperability,
   total quality management, program management, continuous process im-
   provement, cross-enterprise collaboration, etc.  A special effort is
   being made to have a well-rounded mix of representatives from large end-
   user organizations, computer vendors, industry consultants, government
   agencies, and academic research.

   *********************************************************
   | "I would encourage you to take part in the Bootstrap  |
   |  Initiative...Engelbart's next seminar is..."         |
   |                             (Patricia Seybold Apr*90) |
   *********************************************************

BACKGROUND:
 
   The complexity and urgency facing today's organizations will increase
   exponentially as we move into the next decade and beyond.  Organizations
   of tomorrow will look dramatically different, operating with an effec-
   tiveness that is well beyond what we know today.  One obvious change
   will be the complete integration of information systems across every
   facet of organizational life.  Vendors and consultants are already
   forging ahead with a wide array of specialized products and services to
   address computer supported cooperative work (CSCW or groupware), com-
   puter aided software engineering (CASE), concurrent engineering,
   CAD/CAM/CALS integrated architectures, cross-enterprise collaboration
   via joint ventures and consortia, and total quality requirements for
   close coordination across departments, customers, and suppliers (TQM).
   Sizable projects have also been launched to address distributed network
   interoperability for enterprise integration.
    
   But considerably more groundwork must be laid before diverse knowledge
   workers can collaborate flexibly online through shared files and shared
   screens, across application domains, vendor platforms, organizational
   boundaries, time and space.  And end-user organizations face tremendous
   challenges in learning how to effectively apply and deploy these capa-
   bilities.  Decades of investment and change should be anticipated.  As-
   suming that the rate of return on wiser investments would be compounded,
   subtle differences in strategy will put some organizations far ahead of
   others in capability and effectiveness.  Where will your organization
   stand?
    
   For example, some organizations will learn to apply the new capabilities
   within their internal improvement process -- to more effectively iden-
   tify needs and opportunities, to design and deploy solutions, and to in-
   corporate lessons learned.  Considering the rapidly shifting challenges
   facing today's organizations, and the restricted resources for coping,
   reducing the improvement cycle time will be just as critical to an orga-
   nization's survival and success as reducing its product cycle time.
   Strategic investments in capabilities which support both goals would
   offer compounded leverage for bootstrapping organizations into the 21st
   century.

*********************************************************
| "Engelbart's contribution to personal computing is    |
|  almost inestimable."                                 |
|              (PC Mag. Lifetime Achievement Award '87) |
|                                                       |
| "I don't know what Silicon Valley will do when we     |
|  run out of Doug's ideas."                            |
|                    (Computer Currents, Feb'90, pg 28) |
|                                                       |
| "It would be difficult to exaggerate Doug Engelbart's |
|  effect on the computer industry."                    |
|                        (Electric Word, Mar'90, pg 21) |
*********************************************************
 
REGISTRATION:
 
   $900 rcvd by Mar 12, $975 after Mar 12, includes continental breakfast,
   lunch, & refreshments Tue/Wed/Thu, reception & dinner Tue/Wed, plus all
   seminar materials.  Refund requests must be made by Mar 12.
    
WHERE & WHEN:
 
   Stanford University, beginning 8:00 am Tue with continental breakfast &
   check-in, ending 5:00 pm Thu (all meals & refreshments included).  Maps
   will be sent with registration confirmation.  PLEASE PLAN TO ATTEND ALL
   SESSIONS AND MEALS.
    
   * Hotel:  For hotel reservations and shuttle info call the Stanford
   Terrace Inn (415)857-0333 and ask for the special Bootstrap Seminar
   rate, and for shuttle info to and from the airport and the seminar.
    
   * Airfare:  For discounted airfare on American Airlines, call Sides
   Travel (415)321-1111 and ask for the special Bootstrap Seminar rate.
   Reservations must be made 7 days in advance.
    
FOR MORE INFORMATION:
 
   Call (415) 713-3550 or info@bootstrap.stanford.edu.
    
      !!! Space is limited !!!

***************************************************************************
HOW TO APPLY:  Send check payable to Center for Design Research with this
form to Bootstrap Institute, 6505 Kaiser Dr, Fremont CA 94555.
Name _______________________________ Title ________________________________
Nickname (for name badge) __________ Dept _________________________________
Org ________________________________ Phone (____)__________________________
Addr _______________________________ Fax (____)____________________________
____________________________________ Email ________________________________
City ________________________ State ____ Zip __________ Country ___________
Special interests (e.g. CSCW, TQM, concurrent engineering,...) ____________
___________________________________________________________________________