02627nas a2200241   4500008004100000022001400041245006100055210006100116260004200177300001000219490000600229520192000235653002402155653003002179653002202209653001802231653001402249653001902263653003202282100001602314700001902330856003602349       2013                        eng d  a1927-032100aKeystone Business Models for Network Security Processors0 aKeystone Business Models for Network Security Processors  aOttawabTalent First Networkc07/2013  a25-330 v33 aNetwork security processors are critical components of high-performance systems built for cybersecurity. Development of a network security processor requires multi-domain experience in semiconductors and complex software security applications, and multiple iterations of both software and hardware implementations. Limited by the business models in use today, such an arduous task can be undertaken only by large incumbent companies and government organizations. Neither the “fabless semiconductor” models nor the silicon intellectual-property licensing (“IP-licensing”) models allow small technology companies to successfully compete. This article describes an alternative approach that produces an ongoing stream of novel network security processors for niche markets through continuous innovation by both large and small companies. This approach, referred to here as the "business ecosystem model for network security processors", includes a flexible and reconfigurable technology platform, a “keystone” business model for the company that maintains the platform architecture, and an extended ecosystem of companies that both contribute and share in the value created by innovation. New opportunities for business model innovation by participating companies are made possible by the ecosystem model. This ecosystem model builds on: i) the lessons learned from the experience of the first author as a senior integrated circuit architect for providers of public-key cryptography solutions and as the owner of a semiconductor startup, and ii) the latest scholarly research on technology entrepreneurship, business models, platforms, and business ecosystems. This article will be of interest to all technology entrepreneurs, but it will be of particular interest to owners of small companies that provide security solutions and to specialized security professionals seeking to launch their own companies.10abusiness ecosystems10abusiness model innovation10acommercialization10acybersecurity10aplatforms10asemiconductors10atechnology entrepreneurship1 aLow, Arthur1 aMuegge, Steven  uhttp://timreview.ca/article/70302096nas a2200241   4500008003900000022001400039245012500053210006900178260004200247300001000289490000600299520135100305653001101656653001701667653003001684653002101714653001401735653003201749653001201781653000901793100001601802856003601818       2012                          d  a1927-032100aMaking Money from Exploiting Schumpeterian Opportunities: John Sanguinetti and the Electronic Design Automation Industry0 aMaking Money from Exploiting Schumpeterian Opportunities John Sa  aOttawabTalent First Networkc05/2012  a18-220 v23 aAccounts of the effect that John Sanguinetti’s two companies had on the market for integrated circuit design languages were used to gain insights on how to profit from the exploitation of Schumpeterian opportunities. This article will be of interest to entrepreneurs who expect to profit from exploiting opportunities that disrupt the status quo. To write this article, the author reviewed the literature on Schumpeterian and Kirznerian opportunities and examined the writings of and about Sanguinetti and his companies, blogs written by industry insiders, and articles in industry trade journals. Sanguinetti’s first company introduced a new technology and his second company introduced a new business strategy and a new technology. Both of Sanguinetti's companies undermined the capital investments of the established incumbents and created new value for customers. The article provides three main insights. First, deep knowledge and experience in the customer domain enable an entrepreneur to recognize and act to profit from a Schumpeterian opportunity. Second, to profit from a Schumpeterian opportunity the entrepreneur needs to combine technology and business model components in a way that adds significant value to customers. Third, large amounts of venture capital may or may not be required to exploit Schumpeterian opportunities. 10aCynLib10aEDA industry10aintegrated circuit design10aJohn Sanguinetti10aSchumpter10atechnology entrepreneurship10averilog10aVHDL1 aLow, Arthur  uhttp://timreview.ca/article/555