Regarding the link to Dick Hardt of  sxip, Inc., delivering his introduction to Identity 2.0 and how the concept of digital identity is evolving.

Simple eXtensible Identity Protocol

I mentioned in a previous post here in Module 4 that I have always been trepidatious about putting my personal information on the internet.  My facebook page is an exercise in watching what everyone else is doing…not very valuable in terms of getting any information about me.  I am not part of the twitter movement so that people won’t know exactly when I am going to Costco 😉  (as mentioned in the comment by Ed on their module 4 ning)
I like Dick Hardt’s  analysis that your virtual identity is what a website knows about you. But another website doesn’t have access to that information. So your identity is site centric. This means that you are entering information about yourself to an infinite number of website registry pages.  Not an efficient use of time for the user, nor is it an efficient use of your identity information.
So in the end we aren’t really anonymous in terms of our personal information or identity, so why don’t we have a user centric model where my personal information exists and intersects with the various websites that I interact with?
In our world operating under Web 2.0, Identity 2.0 is inevitable.  I agree with him.
And I know that after signing up for a series of networking sites in the last month, that a better way of navigating my way through the internet HAS to exist…and people will seek it out.

Recombo 2004

CEO Credibility:

Brad McPhee (VP): In this clip, he does not come across as very confident; not quite sure where this company is really going – it is not clearly stated

Management Team:

Says there is a great team, but no description.

Business Model:

The model seems to have many areas of products and services – it feels very scattered.

Competitive Products:

Market size, market share, and selling price were not discussed.

Market Readiness:

The company seems ready for tackling various areas and pathways, but this also means that there is no clear path being laid.

Technical Innovation:

Being able to unlock information from any format and share the content object with others – this seems to be their “edge”

Exit Strategy:

Does not seem to have a clear destination.

Overall Investment Status:

There is an innovative idea, but the path to success is not clear.  They need to have a clearer vision before I would invest.

Recombo 2005

CEO Credibility:

Brad McPhee: Compared to the previous pitch, he is more confident as a speaker; knowledgeable, but still lack a clear vision (always changing throughout the last few years)

Management Team:

Mentions that there are 3 sales, currently 12 people on team, in process of hiring 10 new employees within the next 3 months.

Business Model:

They have moved from a products model to a service (solutions based) model.  Clearer than last year. They plan to be more focused and choose the “right” companies to work with.

Competitive Products:

Brad seems confident in only working with big companies (100 million dollar business) and will turn down smaller ones. Compares the company with IBM.

Market Readiness:

They are in a year of transition, changing their targets. They are willing to sell the business when the time is right.

Technical Innovation:

They have the support of a lighthouse (publisher), which seems to lead them into a bigger network of customers.  This will give them an “edge” into the market.

Exit Strategy:

The business seems to be growing (expanding and doubling in staff size).  Again, the company seems flexible with its path, but this means that they do not have a clear vision of a path.

Overall Investment Status:

Although the company is innovative and always looking for new chances and ways to improve, it is not solid enough – I would be cautious when investing.

Ingenia

CEO Credibility:

Ramona Materi: Confident, although stumbles through her presentation; knowledgeable and has a vision.

Management Team:

Claims to have a team of qualified people with masters and PhD degrees, but does not state exactly in what field.  Also, her presentation (including photos) was more about herself than her team.  There is no “team” presence.

Business Model:

They have done research and have a good argument about their market.  They have experience already in the region.  They have done their homework and understand their competitions (ex. Japan)

Competitive Products:

It seems that there is a market and support from the government; they have a price for investors, but these prices are not specific enough for me to want to invest.

Market Readiness:

The company seems ready and is waiting for investment.

Technical Innovation:

E-learning is not new, but it seems that it is an “edge” in Vietnam.  However, there is not enough evidence about Vietnam’s interest in this market.

Exit Strategy:

She has a clear destination; she seems knowledgeable that there is a market and money to be made in Vietnam.

Overall Investment Status:

She is asking for a large sum of money.  However, 40% of the $100,000 investment is for airfare for 2 people.  On a simple online check, her quote is 4x the amount that is needed.  This makes me wonder: where exactly is all the money going.  I need more convincing before I part with $100,000.

UBC OLT

CEO Credibility:

Michelle Lamberson: Knowledgeable about her work, has a clear vision, confident that her and her team will succeed with the support of UBC; comes across as a good leader with a big team

Management Team:

Have highly qualified individuals on the team

Business Model:

Has a strategic plan. Work with many faculties and faculty members to support them in the projects. Have IT as support to provide the infrastructure.

Competitive Products:

Perhaps there are competition with other institutions; but they seem to run the entire platform system in their own university.

Market Readiness:

Continually tries to improve. Have bought and are hosting wiki’s and blog’s

Technical Innovation:

Innovative – look towards students as knowledge builders, provide framework and tools for individuals to use.  Success comes from blending technology with learning

Exit Strategy:

Driven by faculties and schools.  Provide services.  Will be successful as long as the institution (UBC) supports it.

Overall Investment Status:

Need to prove to UBC that they are valuable.  There is a great leader and this section seems to be successful.

UBC IT

CEO Credibility:

Ted Dodds: A very confident speaker, has a clear and strong vision of where he is going, seems very knowledgeable.

Management Team:

Has a strong team; all of the VPs at UBC (5) are on the team

Business Model:

Knows the importance of having a clear vision. Community based; interactive; have annual town hall meetings. Have partners working at the strategic level. They have an e-strategy framework.

Competitive Products:

They are innovative. Prepared to create and work with other universities.

Market Readiness:

The team seems to be ready to deal with anything that is new on the market

Technical Innovation:

They are innovative and unique in Canada.  Prepared to stay on top with technology (open source, community source, etc.)

Exit Strategy:

Very clear vision and path to success.

Overall Investment Status:

Ted has a very clear vision and knows where this team is going.