We think we have something pretty special here and we want to really stay focused. We’ve not spent lots of time nurturing those conversations because we’re so busy trying to execute on our mission and there’s an awful lot of work that went into creating what we have. Q: Are others wanting to duplicate the Collaboratory?Ī: Yes, we have seen that. They see the kinds of work we’re doing and they say, ‘Wow, I’d kind of like to be part of that.’ We’ve attracted people from OSU on the analytics side and data-science capacity. There’s also an attractiveness to kids that are coming out of school on the analytics side. ![]() Q: How are you finding the talent you need?Ī: We’ve recruited folks from all over the county because they think this is such a cool thing. They aren’t competing with one another, and that creates a certain amount of magic in these conversations that just would not materialize if we were organized around a vertical industry. A lot of this collaboration occurs because the companies are not threatened by each other. And there you start to lose the benefit that we’ve created. They don’t have maybe the same diversity of industry, or you go the other extreme and you go to the large, large cities and there you just have so much it’s difficult to pull together such collaboration without maybe specializing in an area like bio or some other vertical industry. Q: What about central Ohio makes it good place to do what you do?Ī: I don’t really think the same scenario is as practical to implement in other geographies, either because it’s smaller, they don’t have the companies that have the same scale. ![]() That is really only possible when you have a critical mass of players. It starts with human, human to human relationships, and then the information flows start and then you start to ask questions like, well how can I make it more efficient or more automatic, and that’s where technology comes in. Because we have these seven companies and because they have the scale that they do, it was more economically viable for us to formalize sharing cyberthreat intelligence across those companies and then to support it with technology. But there isn’t a lot of horizontal sharing there’s some but not a lot. There’s one in energy, there’s one in health care, and on and on. In the financial-services industry they have an organization called FS-ISAC. Q: How unusual is your collaborative approach?Ī: (With) cybersecurity threat intelligence, the industry today is structured largely around vertical industry sharing. So as we generate revenues then that will help to enhance the operations of the company and the whole ecosystem that results from that really creates a scale economy. This is a part of fulfilling that piece of our mission. The original intent was really to help the companies recognize the synergy that comes from collaborating together on common areas of challenge and then to create a sustainable company so that it can endure in the region and survive on its own. ![]() Q: Will this make your work self-supporting?Ī: Yes. The cycle was we started with these collaborations, that progressed into some level of product or prototyping engagement, which then fed a library of IP, which is now being progressed into one or more products, and we are packaging combinations of our services and products together for commercial offering. Q: Where has your work led the Collaboratory?Ī: A library of (intellectual property) has resulted from those engagements, outputs from the engagements themselves where the member companies are deriving internal benefits from using them, a core set of services that the company itself now has and an emerging set of products that are now under development that have directly resulted from those collaboration efforts. … That has led to numerous project engagements with our members as well as product-development efforts. ![]() Our focus is primarily advanced analytics and cybersecurity, and we’ve done that. The beginning, we really wanted to establish multiple collaborations where the various practitioners from the companies could get together, share ideas and best practices around topics of interest in strategic areas of IT. He talked with Columbus CEO about the Collaboratory’s progress and future opportunities.Ī: What you’re seeing now is we’re starting to enter the next phase, where we’re competing the cycle. … I think the bigger news is we’re expanding commercially as well,” Wald said. “We have the same seven (founders) but we are in the process of expanding the company. Phase one of the Columbus Collaboratory was to help seven non-competing major employers in central Ohio address common data and tech issues, but where the unique company goes from here is wide open, CEO Matt Wald says.
0 Comments
Leave a Reply. |
Details
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |