INDUSTRIAL REVOLUTION 4 : special china thanks: BRI Belt Road IQ -need custom guide rsvp DC hot-text 240 316 8157
Main reason for optimism is leapfrogging - thats when a society/place that was excluded from industrial age networks leapfrogs an old system to a new one thanks to 1000 times more COMstech than 1946; about a third of the world never had wired telephone lines, now almost all have mobile (text version); more than a quarter of the world never had electricity grids, now microsolar is linking in;. Prior to 2017 only Jim Kim open spaced this debated in DC: let's hope all parents and youth do now from usa to china to Rome, from Scotland to Argentina, from Bangalore to Haiti. from . G1 G2. Join and QBG -does your place have a JYK to celebrate global youth? futures of Liberty 1 & education 1
1:08 #2030now 3.19
0:39 0.31 1:40 1:02 1.21 jk search 1........ co
Which is your top 100 jim kim video vote for end-poverty tedx wcg..Jim Kim2030nowjimkim2transcripts.doc2030nowjimkim.doc, where world demands women manage poverty why not development? Sources for millennials Happy 2015 dialogues of pih on 1 Ebola 2 how to leverage technology to radically engage patients on health care; UN is 2015 year of all change to sustainability goals... support

Friday, November 9, 2012

extracts from tours of mit as the number 1 job creatingalumn network in world

extract 1 student entrepreneur competitions
MIT job-creation meta-hub of 21st C

over 25 years the competition (and all its sister competitions) and the patient capital partners it attracts have been pivotal to mit strategy of being number 1 job creating alumni network in world- pretty well any best app of open source connects through mit; if you walk 800 meters in any direction of kendall metro in boston you see all sorts of industries of the future you can see in no other square mile. MIT seems to offer an antidote to every kind of trap other universities chain students to - reference for book that guides you round emerging future industries which mit webs - see sorcerer's apprentice

currently accelerator phase is on home page of overall web  - if its not still there choose accelerator on the tab choices across top of page

extract 2 - if you could bring down degrees of separation between the personal networks that most shape the productivity of your lifetime and one person - who would you choose- while i would be happy to choose from several people at MIT as each would bridge the other - my current target is joi ito- the japanese and net generation multi-win modeling connection with myfather's lifetime work at The Economist is uniquely valuable to me; the (digital) media lad was born around the most exciting education app of $100 laptop though these days most of mit's development entrepreneurs see the ubiquity of mobile in developing world as the platform to innovate the most heroic breakthroughs their lives are capable of colaborating around

here are a few browses of joi ito

Joi Ito Director of Media Lab MIT

MIT Media Lab 77 Mass. Ave., E14/E15 Cambridge, MA 02139-4307 USA

wired story further down is exciting i think, chris

Media Lab director Joi Ito is a leading thinker and writer on innovation, global technology policy, and the role of the Internet in transforming society in substantial and positive ways. A vocal advocate of emergent democracy, privacy, and Internet freedom, Ito is board chair (and former CEO) of Creative Commons, and sits on the boards of the Knight Foundation, Mozilla Foundation, WITNESS, and Global Voices. In Japan, he was a founder of Digital Garage, and helped establish and later became CEO of the country’s first commercial Internet service provider. He was an early investor in more than 40 companies, including Flickr, Six Apart,, Kongregate, Kickstarter, and Twitter. Ito’s honors include TIME magazine’s "Cyber-Elite” listing in 1997 (at age 31) and selection as one of the "Global Leaders for Tomorrow" by the World Economic Forum (2001). In 2008, BusinessWeek named him one of the "25 Most Influential People on the Web." In 2011, he received the Lifetime Achievement Award from the Oxford Internet Institute. In 2012, he was named to the boards of directors of both the John D. and Catherine T. MacArthur Foundation and The New York Times Company.

Open university: Joi Ito plans a radical reinvention of MIT's Media Lab

By David Rowan

15 November 12

Related features

This article was taken from the November 2012 issue of Wired magazine.

Joi Ito, 46-year-old director of MIT's Media Lab since last September, has just selected the faculty's newest outpost: the troubled streets of downtown Detroit. "I was in a rough neighbourhood there yesterday, where there are miles and miles of bombed out buildings, and it just blows your mind to see a bunch of kids building urban farms," he says back in his office in Cambridge, Massachusetts. "They have no streetlights. If you connect a streetlight to the grid, it gets controlled by the city and regulated. So they're thinking, how can we create solar-powered low-cost streetlights, as that will lower crime? They have a maker space in a church, a place where the kids can learn how to build a computer, a bike shop where they can learn how to do repairs. The kid who runs this place, Jeff Sturges, is awesome.We're sending a bunch of Media Lab people to Detroit to work with local innovators already doing stuff on the ground."

Welcome to Ito's vision for opening up the 27-year-old Media Lab, one in which -- for example -- urban agriculture might be researched in Detroit; the arts in Chicago; coding in London; and in which any bright talent anywhere, academically qualified or not, can be part of the world's leading "antidisciplinary" research lab. "Opening up the lab is more about expanding our reach and creating our network," explains Ito, appointed director in April 2011. His prior career spans venture capital and angel investing, Creative Commons and the Mozilla Foundation, nightclub DJing and cofounding the first Japanese internet service provider -- but he never actually earned an academic degree. Although, as Ito sees it, the formal channels of academia today inhibit progress. "In the old days, being relevant was writing academic papers. Today, if people can't find you on the internet, if they're not talking about you in Rwanda, you're irrelevant. That's the worst thing in the world for any researcher. The people inventing things might be in Kenya, and they go to the internet and search. Funders do the same thing. The old, traditional academic channel is not a good channel for attracting attention, funding, people, or preventing other people from competing with you.

"Being open, you're much less likely to have someone competitive emerge and you're also much more likely to find somebody who wants to come to work with you. Innovation is happening everywhere -- not just in the Ivy League schools. And that's why we're working with you guys [at Wired] too -- in the old days, academics didn't want to be in popular magazines. Openness is a survival trait."

By opening up the Media Lab, Ito hopes to move closer towards his goal of "a world with seven billion teachers", where smart crowds, adopting a resilient approach and a rebellious spirit, solve some of the world's great problems. His is a world of networks and ecosystems, in which unconstrained creativity can tackle everything from infant mortality to climate change. "We want to take the DNA [of the lab], the secret sauce, and drop it into communities, into companies, into governments," he says. "It's my mission, our mission, to spread that DNA. You can't actually tell people to think for themselves, or be creative. You have to work with them and have them learn it themselves."

The lab, opened in 1985 by Nicholas Negroponte and former MIT president Jerome Wiesner as part of MIT's School of Architecture and Planning, was intended from the start to foster antidisciplinary thinking. It was, according to a 1984 briefing document by Negroponte, "designed to be a place where people of dramatically different backgrounds can simultaneously use and invent new media, and where the computer itself is seen as a medium -- part of a communications network of people and machines -- not just an object in front of which one sits." The same document -- written the year the Apple Mac was born -- stated: "Today, computers are awkward, if not debilitating, to use. The average so-called personal computer arrives with unreadable documentation, the bulk and weight of which usually surpass that of the machine itself." So how does the lab remain relevant in an era of sentient, voice-recognising and multi-sensor-embedded smartphones?

To Ito, that role is not about creating spun-out products -- although celebrated products spawned by the lab includeGuitar Hero, the Kindle, the XO laptop, LEGO Mindstorms, and the foldable CityCar. As Ito sees it, the lab's mission "is to come up with ideas that would never be able to occur anywhere else because most places are incremental, directed and disciplinary". And that means turning the lab into a platform rather than a physical place. "Nicholas comes from a slightly top-down, design-led background. I come from a very unorthodox community-building place --Creative Commons, Mozilla, Witness, Global Voices -- which are all about creating movements. To me there's a science to community building. If you extend the Media Lab as a network, and bring in different types of partners and nonprofits, and create more diversity, the lab itself could become a mission, a movement. People think of the lab as a lot of smart people in a really cool-looking building making really cool gadgets. But
 I want it to have a much stronger normative political message -- a lot of the kids at the Media Lab today don't want to make more money, don't want to become immortal, they just want to figure out how to fix this unhealthy system we have. There are lots of kids who are not happy with this massive consumerism, this unsustainable growth, but who have really smart science and technology values. That's a type of person we can draw into what I think will become a movement."

And that will come from pursuing distinctly unconventional research goals. "We aim to capture serendipity. You don't get lucky if you plan everything -- and you don't get serendipity unless you have peripheral vision and creativity. [Conventional] peer review and scholarship play by predetermined rules -- that five other people agree that what you're doing is interesting. Here, even if you're the only person in the world who thinks something's interesting, you can do it. Our funding model allows our students to do anything they want without asking permission. It's like venture capital: we don't expect every experiment to succeed -- in fact, a lot are failures. But that's great -- failure is another word for discovery. We're very much against incrementalism -- we look for unexplored spaces, and our key metrics for defining a good project are uniqueness, impact and magic."

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