Megaport trusts Brocade Innovation to transform Network Services

Megaport is aiming to become a leading provider of network interconnection services across the Asia-Pacific region by leveraging the power of Brocade MLXe Core Routers. The platform, implemented for Megaport by Brocade partner ASI Solutions, features the first delivery of 100 Gbps network services in the region from Brocade. The solution is based on Brocade 100 Gigabit Ethernet (GbE) cards, which provide routing capacity along with cost-effective support.

Bevan Slattery, Chief Executive Officer, Megaport, said,We want to revolutionize the way communications networks connect. Megaport’s offering is based on a massive interconnection fabric designed to allow providers to use a single physical Ethernet interface to seamlessly connect with other parties. We aim to make a significant positive impact towards the operating costs borne by network operators, content hosts and cloud service providers.

Since its launch in July 2013, Megaport, which currently extends to 18 major data centers in Sydney, Melbourne and Brisbane, has connected over 700 Gbps in bandwidth as customers embrace its groundbreaking solutions.

Greig Guy, Country Manager Australia and New Zealand, Brocade, stated, With Megaport publicly stating it is using 100 GbE in its core and providing 100 GbE ports in a very flexible and cost-effective manner, we believe there will be plenty of organizations that will now be influenced to make the leap as well.

Megaport’s strategy is to drive a step-change in the network interconnection industry by rolling out 100 GbE network technologies across Australia before expanding to other locations throughout the Asia-Pacific region, according to Slattery.

Ready Pleated Saris – Dazzling Innovation in Saris World

Ready
pleated saris are an outstanding and a dazzling innovation in the saris
world. No attire can beat the royal saris with its richness and grace.
Keeping in mind the shortage of time and unawareness about draping the
sari among modern era women, designers came up with perfect pleated
saree, that is a ready to wear sari in a couple of minutes.

Saris
are worn by women since ages. This attire is considered to be the apt
one for any formal occasion, a wedding party, festivals, anniversaries,
etc. The attire beholds its position firmly irrespective of going and
coming of various trends, traditions and fashions.

No doubt,
every woman love to done up in saris, but due to complexity of draping a
sari, the modern era women generally step behind and unenthusiastically
chose any other attire. A normal sari essentially takes 15 to 20
minutes to drape up gracefully and that too with an expertise hand. To
form pleats nicely and drape the sari gracefully over your shoulders and
around your waist is an uphill task.

The attire loses its charm
when not donned up well. No matter how expensive the saree is, when not
draped nicely definitely gives an awful look and even the wearer loses
his confidence in carrying it.

Well to solve your problem in a
magnificent way, the fashion designers have given ready pleated sarees,
where you need to spend just few seconds and you find yourself draped up
in sari gracefully and that too with perfect pleats. It’s one of the
easiest ways to look adorable and attractive and yes that too
effortlessly.

In
ready pleated sarees, pleats are already formed up without any
botheration left for you to form them. You just need to wear these ready
pleated saris over your petticoat as a skirt, taking the pallu over the
shoulders and here you are done for any occasion. This is the reason,
this is so called as ready to wear sari.

Ready pleated sarees
come in varied colors and fabrics like silk, georgette, net, crepe.
These are embroidered; other embellishments such as sequins, zari
zardosi, patch work, appliques, thread work, gold work, and lace work
are also used to make these sarees look more appealing.

Colors
are known as the crown of beauty. A royal blue color sari made of
georgette or crepe would look gorgeous and give a two-toned effect.

A Process for Continuous Innovation and Controlled Chaos is Built on a Service

“Now,
more than ever, management is a balancing act – the juggling of
contradictions to try to get the best of attractive but opposing
alternatives. Order is a temporary illusion, strategy a moving target.
Leaders cannot impose authority on a world of constant motion; they can
only hope to steer some of that action toward productive ends.” –
Rosabeth Moss Kanter, Harvard Business School professor, consultant, and
author

Today’s
leading organizations are knowledge creating companies that thrive on
continuous innovation. It’s a big competitive edge. New products and
services can be “knocked off” or copied. But it’s much harder for
competitors to duplicate a management system and corporate culture that
produces a continuous stream of successful product and service
improvements, innovations, adaptations, and extensions.

That
continuous innovation stream comes from controlled chaos. It’s a tricky
process that that has four main stages. The first two stages are
dependent on people or leadership skills. Stages three and four lean
heavily on disciplined management systems and processes.

1. Exploration –
a broad, open search for strategic partnerships, unresolved problems,
latent or unmet needs, new markets and customer segments that
potentially fit the organization’s Context and Focus (vision, values,
and purpose) as well as core competencies.

2. Experimentation –
pilots, clumsy tries, and “mucking around” to test the potential
opportunity for viability and to learn what would be needed to make it
successful.

3. Development – major resources are
now committed to fully developing or refining the few new products,
services, or businesses that are clearly ready to be capitalized on.

4. Integration – the new product, service, or business enters the organization’s mainstream.

Of
course, these four innovation stages aren’t always so neat and orderly.
They run in parallel, overlap each other, and sometimes clash. For
example, stage two often involves field and development people. That
means that stage three work may already be proceeding while the project
is still in stage two. In smaller or centralized companies, the close
involvement of field people in stages two and three mean that many of
them are already trained by the time the company is in stage four.

An
organization’s emphasis on the unstable, chaotic first two leadership
stages or the last two stable and more controllable management stages
tends to pulse. At some point, there may be many exploration and
experimentation activities underway. That entrepreneurial environment is
both exciting and unstable. Too much can be dangerous to the health of
ongoing business and the people who are trying to hold core operating
processes together.

As all those experiments and pilots become
developed, the organization may go through a “settling down” period.
That can be comforting, but dangerously stable. Spend too much time here
and the company won’t have enough exploring and experimenting going on
to ensure future innovations. The challenge is to find a rough balance
between exploring and experimenting while developing and integrating –
and keeping the core business operating everyday. That’s the unsolvable
paradox of controlled chaos. It’s about as easy as changing the tires on
a moving car.

The first two innovation stages are broad and
fairly inclusive. The wider a company’s scope of focus and people, the
higher their chances of “lucking out” on significant breakthroughs that
will soar. But without some limits and controls, an organization can
lose its way exploring every interesting path and side road.

That’s
where a strong and clear Context and Focus (vision, values, and
purpose) is very helpful. It will help everyone more easily assess
whether a potential opportunity should be pursued further or dropped
now. Strong vision, values, and purpose will also “magnetize” and draw
“lucky” opportunities, relationships, or people to the team or
organization.

The cost and determination to never turn back rises steeply in stages three and four.

That underscores the importance of intense learning from high levels of exploration and experimentation.

Open Innovation In The Food Industry

The point of inception for any enterprise, big, small or
medium has been an idea. The thought of coming up with a product,
service or initiative that would be of use to the global consumer, has
resulted in the emergence of numerous brands globally. However, the
success of continuously developing new products and better services does
not only depend on market research and branding activities or new
business development strategies. What is needed is an environment that
is conducive to ideas and knowledge sharing that brings together
multiple views and feedbacks. This too is not just limited to the
organization’s employees, but rather is open to all. This process of
sourcing meaningful ideas is termed as open innovation.

Over the past few years several brands have been
resorting to open innovation and crowdsourcing techniques for new
product development. One of the industry vertical making active use of
this technique is the food industry. Let us look at the multinational
food manufacturing company Kellogg’s (United States). The company
launched a creative initiative that enabled it in creating a new product
variant of Cereal Straws. This initiative originally started in Spain
where children between nine to ten years shared their breakfast concerns
and probable ways to resolve them. The result of from these detailed
discussions was that one should not only drink milkshakes through straws
but eat the straw afterwards that is crunchy and tastes good. The final
outcome was a brand new product named Kellogg’s Cereal Straws with its
target audience defined way before the product released in the market.


Therefore we see that open innovation often helps food brand to have a
clear idea of their target consumer group prior to product release. This
gives the brand the assurance that the capital and other resources
invested in the product development will not go waste. More than that,
it allows the brands to actually come up with products that are a blend
of proper nutrition and taste. Furthermore, innovative ways of mass idea
capture and idea management tactics can not only be used for essential
foods. The same can be applied to fancy food and confectioneries as
well.


This is what the multinational confectionery company Kraft Foods,
United States did by setting up an Idea Cafe along with Insites
Consulting to welcome new ideas. The company was looking for
consolidated ideas that can be incorporated on a day to day process. For
this the company also invited 50 Belgian Kraft consumers to be a part
of this three week idea generation process and Concept Development
Community. The final outcome of this open innovation practice was that
the company gathered more than 60 creative food ideas both for short
term and long term development.

Thus the future of any company
in terms of coming up with better products and meaningful practices
depends on the way idea management tactics are harnessed. Furthermore,
this also helps in setting a deeper audience connect that boosts sales
and results in increased goodwill.

To improve the mining machinery industry, new ways of innovation

Mining machinery manufacturing industry in the current business process design of the case is also relatively weak , except in their own areas of expertise as soon as conditions are good organizational strength into the role, should be taken with foreign companies and domestic professional design institutes to establish different forms of joint , including formation of groups , unions , the introduction of technology, the introduction of talent and other methods, at least to fight to take on the project in a joint design approach , the first intervention to further increase , so that a win-win , and they recklessly to bid mostly ineffective .

Quickly create, complement and complete advantage of specialized applications laboratory , product , manufacturing process and process technology research . This point has been the mining machinery industry weakest link , there is no application technology research data and databases , convince customers to use our products and technology, but also not to mention the truly innovative application of technology . Perfect laboratory shall take due account of high and new start , based on practical, including test theory , test methods, test equipment, pilot scale and control and detection technology, if necessary, should be the introduction of foreign advanced technology .

Domestic and foreign institutions of higher learning , not only the mining machinery training of technical personnel who are mining machinery and basic theoretical and experimental research of the origins, mining machinery application technology research pacesetter . Therefore, the mining machinery industry innovation capability must use its power , and they take different forms of union and cooperation to accelerate the mining machinery industry increased pace of innovation capability .

In recent years, mining machinery industry, the companies have taken to attract and retain qualified personnel , and the talent to “recharge” the more practical measures, and to get a certain effect . The company also has a different financial situation improved, but the situation requires a sense of urgency and opportunity , yet time compression to an unbearable extent . With improved innovation capacity mining machine program , with people , money does not mean that innovation capacity would be increased. Technically speaking , in order to shorten the period of the pilot study . Therefore, the question of time to have a right of measure.