Part 1: Software, hubris and collective learning

Hi, Dr. Miller. In February you were inducted into the Silicon Valley Hall of Fame. How do you feel after all these years in regard to Silicon Valley, and what you specifically have accomplished?
My principal feeling is that I am fortunate to be able to continue to apply the experience and knowledge I have accumulated over many years both to education and to business. I feel good about helping create new things, including scientific and engineering contributions, new and creative academic programs, and developing new (young) technical business managers both in the classroom and as a mentor.

First let's talk about software. With all the new sources of information coming into the total corporation, are the conventional approaches of database management going to be able to cope? And if not, what needs to change?
The move for simplification is under way. It can't get here fast enough.

Most database software is still far too difficult to understand for ordinary users. The migration to a true database operating environment can mean real productivity gains, but hiring qualified software consultants or professionals is out of reach for most smaller businesses. Where is the non-techie user friendly bridge to this technology?
We have a ways to go to make it all easy for many users. I think hosted services will get us going in that direction.

Can purchased software packages still be viable in the shareware world? Will subscription-based business software displace the one-time purchased package?
Many companies will still want to control their own software just as many now want to manage their own systems instead of outsourcing their computer operations. But just as we see companies getting more comfortable with outsourcing and learning how to manage securely their various outsourced operations we will see more use of web based hosted services.

In Stockholm 1998 you said, "in the 1980's we (U.S.) learned a lot from Japan." Who do you think the U.S. learned from in the 90's? And, what's the most important lesson learned in regard to Ebusiness?
We continue to learn from many regions. That is because our acquiring new ideas is more broad-based than in the 80's. However in the 90's the US was doing most of the leading and others are learning from us.

I hope we have learned that hubris is a bad thing. We didn't and don't know all there is to know about Ebusiness. I think the most important lesson is that adoption on a mass scale takes time. This has historically been true for earlier new technologies. Many business models that failed because they were too early will be successful in a few years.

Do you believe that in the current state of the ecommerce economy, just as you said in 1998, a "mentoring mentality" can exist among executives, individuals, angels and VC's?
Although, right now, I see more adversarial interactions between VCs and entrepreneurs, that will not last because it is counterproductive and will soon be seen as such by the experienced hands. The VCs, angels and the entrepreneurs all need each other.

Today a company needs many alliances and collaborations. That will increase not decrease as globalization progresses and the world's technology and financial bases become widespread.

You've quoted Bill Hewlett (Hewlett-Packard) as having once said to you in reference to California, "It's ok to change your job, it's ok to fail - not too often, and it's okay to talk to competitors." Does this still hold true?
I believe these three characteristics are still essential for an entrepreneurial region. They bring about collective learning in the region such that everyone gains. It is a positive sum game.

Continued...