Are You a Consortium for Computational Science in Sector - CCSS?

CCSS wants to serve this sector, by promoting the use of computational science, presenting the latest thinking and computational knowledge of this science and bring together academics and practitioners to further develop this ideas and share information, methods and tools? They offer membership providing benefits and resources for an annual subscription?

CCSS wants to shape the future of science through exploration, understating and action, providing expertise in managing and facilitating science-in-sector programs and partnerships.

CCSS is well organized and really happy with the number and structure of academic members but they have lamentable few sector members?

Some challenges I would address to CCSS

You offer things that really matter, but have you focussed on those who care?

Have you recognized that the most important question is not: "Are my subscriptions low enough and do I offer enough benefits and resources?", but "Do they trust us enough to believe our promises?"

Is CCSS presented to get picked or do you choose yourself to set the pace by maybe creating a new context in computational science for the sector?

What resources would enable you to get more sector members for higher subscription?

Do you offer an index or "menus" - asking potential members: "We have this - what do you want to use?" or "I recommend you this"?

Are you aware that members cannot pay you for doing them a favor?

It is vital to understand sponsorship - it might be a way to influence sponsor's internal organization.

Serving the sector community live and virtually

CCSS has its educational programs, research groups and conferences, ... but it may want to include online forums, blogs, magazine, online seminars, event board, bookstore, jobs board,  … and offer sponsor packages, ….

I really believe that such organizations become more important to drive research and open innovation in various sectors. In whatever science that has computational knowledge relevant for whatever sectors.

Many of them misunderstand that marketing and promotion is also important for non-profit organizations.

What I Have Done Wrong - 5 Lessons I Have Learned

The only constant is change, Heraclitus.

Exciting things and changes happened in the recent times. Time to look back a little - analyzing how I failed.

When you start your own business, it's just you and your ideas. My basic idea was: work at the intersection point of mathematics and computer science, build a network of distinguished technology partners and transform the joint knowledge into margins.

You need to add customers. If you are lucky you combine the right product with the right market segments. You need to define the right marketing and promotion mix. What most of the entrepreneurs underestimate: you need to reinvent yourself quite often.

Work on things that matter and for those who care

Unfortunately, it is not that simple. I decided for Open Innovation, do lab work, not industry work, ... but you need a brand promise, and don't forget to develop and maintain a company culture.

Did I get anything right?

Yes, I think I am not too bad in selecting the right technologies and market segment as well as partners.  And I know that I need to learn from turbulences.

Here is what I did wrong in the past and how I changed that

1. Don't diversify in a crisis

First, we decided to focus. Be a computational mathematics company. Focus on quantitative process and financial industries.

You have ups and downs and when the .com bubble bursted and at the beginning of the financial crisis, we suffered from revenue reductions. At the first I thought diversification will help. But if a crisis is caused by a drastic change of market correlations, diversification does not work.

After the financial crises, we focussed. And it worked so well.

2. Don't fall into the eager sellers and stony buyers trap

If you are bursting of ideas and have clever procedures and tools to turn them into products swiftly, you want to release new things often.

But the eager sellers and stony buyers principle tells us that the mismatch is nine to one: sellers overrate  their innovations threefold and buyers overrate threefold what they have.

At UnRisk, we overcame this by making the improvements really big and delivering know-how packages. The UnRisk Academy was established to package know-how.

3. Don't work to get picked - choose yourself

I just refer to one of Steve Jobs' strategic success factors: don't make profits make products.

In search of perfection, we ask ourself "is this the best we can do?". But there is the trap of striving for the perfect competence, leading to industrial work - you forget to disrupt yourself and you miss possibilities.

Work to get picked, is reactive - if you choose yourself, you set the pace. I have really underestimated the power of this view change.

4. Don't forget the numbers

I underestimated the financial side of the business. Even, if you are an estimated innovator, build great products, have selected your target markets right, a well received brand, ... you are still forced to understand the financial impact of your decisions - don't fly blind.

Even as a comparatively small outfit, built a system that tells you daily where you are. (a simple color table of business units across cost structures can do).

5. Don't take care of that all

I have managed an innovative business in an innovative industrial environment before. I reported directly to the board level. And, starting the new company, I thought I need to do it all myself. My first instinct was to not hire a team ...

But management is to achieve your goals through your teams. And an indispensable driving force for innovation is co-creation and co-operation.

I now put energy in communication with the teams. My fear of shifting the status quo is much bigger than the fear to lose time in communication.

We want to continue creating more value than we can capture and I know I will fail again, but we have a real stable foundation.

We will continue helping our clients to conserve capital, build quantitative skills and leverage technology.