We are working to promote a culture that rewards unconventional thinking -- a climate where people have freedom and flexibility to take risks and try new things.

Power is moving to the larger system level, while violence is moving downwards to the individual level ...

Transformation is a continuing process ... about creating or at least anticipating the future. This is not just about technology. It is about human behavior. We are interested in concepts of organizations as well as how they interact with each other. We are talking about creating a new competitive space.

The compelling need to transform stems from ... the networking phenomenon and its consequences, which is increasingly a source of power and a source of change.

Most of our doctrine is based on centers of gravity, but with a non-nodal enemy it becomes increasingly difficult to identify centers of gravity.

Networking is about human behavior. Remember that to network is a verb.

If you want to increase the richness of your information you get that by sharing it. The power of information comes in the ability to share it as opposed to the ability to hoard it.

The soldier on the front line needs a network structure and he has to be shown that power comes out of that network structure. He have to institutionalize peer-to-peer and power-to-the-edge. ... If we do that well we find that we step out of the information domain of merely networking and into the cognitive domain where battles are truly won or lost.

David Cronenberg's grim little psychodrama "Spider" is a cinematic maze whose dark, cramped passages spiral toward a terrifying cul de sac. Brilliantly realized but bone-chillingly bleak ... the story corkscrews from a straightforward narrative into a garish Freudian hall of mirrors ...

As in earlier films by the Canadian director, the outside world mirrors the interior climate ... the film's palette is all faded grays, greens and browns. The streets are empty of people and of traffic, the halfway house nearly bare, with sparsely strewn pieces of rickety furniture and crumbling wallpaper.

In this book, Dr. Narain Gehani delivers an insider's chronology and commentary of the birth, life, radical transformation and downsizing of Bell Labs. This former world-class research organization has, over the years, made outstanding contributions to science.

The book would be useful to anyone seeking an inside look and assessment of how one large, pure research, organization operated first in a monopolistic and then a competitive business environment.

I used to love reading Radio-Electronics and Popular Electronics magazines ... [they] were a great introduction to the mysterious workings of the electron. ...

In 1965, the first project I built from those magazines was a theremin. ... I discovered that having both a theremin and a guitar amplifier let me do some interesting experiments.

This document discusses IAB concerns that ongoing research is needed to further the evolution of the Internet infrastructure, and that consistent, sufficient non-commercial funding is needed to enable such research.

... Current funding levels for Internet research are not generally adequate, and several important research areas are significantly underfunded. This situation needs to be rectified for the Internet to continue its evolution and development.

... if commercial funding is the main source of funding for future Internet research, the future of the Internet infrastructure could be in trouble.

... for most of the topics in this document, relying solely on commercially-funded research would not be adequate.

... The net result of reduced U.S. Government funding and profit-focused, low-risk, short-term industry funding has been a sharp decline in higher-risk but more innovative research activities. Industry has also been less interested in research to evolve the overall Internet architecture.

... The DNS system, while it works well given its current constraints, has several stress points.

More than 1,500 public companies, grappling with the slow economy, cut their research and development budgets last year. Tech companies made the biggest cuts, slashing research spending an average 9% from 2001.

The biggest declines were at companies with some of the largest research departments, which had more to cut.

The cuts could slow innovation at corporate research departments that have created the transistor, laser and personal computer.

Lucent budgets about 12% of its revenue for Bell Labs and for other development. But when Lucent's revenue plummeted nearly 50% last year, it trimmed more than $1 billion from research spending.

Lucent rivals Ericsson, Nortel Networks, Alcatel and Motorola have also been battered by the telecom industry's bust, so are making big cuts in many departments -- including research.