Micro-, Small and Medium-Sized Enterprises (MSMEs), the core of each economy

Micro-, Small and Medium-Sized Enterprises (MSMEs), the core of each economy

Micro-, Small and Medium-Sized Enterprises (MSMEs), the core of each economy

Monday, August, 10, 2020

Micro-, Small and Medium-Sized Enterprises (MSMEs), the core of each economy

Monday, August, 10, 2020

A Story about Innovators, Entrepreneurs, and Small Business Owners

MSMEs are central in enabling innovation and net-new employment in the majority of economies.  This includes those enterprises listed as formal as well as informal.  The designation of each has been discussed and some measures have been taken to calculate the impact of small businesses, especially for those in the informal sector.   What is not in dispute is the key role that MSMEs must play in their support to being able to achieve the United Nations (UN) Sustainable Development Goals (SDGs).  With less than 10 years to go to reach 2030, the urgency to recognize and support MSMEs has never been greater (Read more…).

SDGs and Humane Entrepreneurship

SDGs and Humane Entrepreneurship

SDGs and Humane Entrepreneurship

Saturday, August 8, 2020, by Ayman El Tarabishy

We as human leaders, employees, businesses, etc. must, in fact, change ourselves and our attention in order for the SDGs to work.

Being the Change, You Wish to See

The United Nations Sustainable Development Goals seem to be the most united and comprehensive guide in which our global community might simultaneously survive and heal its inequalities that have been plaguing our world. Resulting from historical injustices, the world is far from equal. As mentioned earlier in this series, the concept of Humane Entrepreneurship (HumEnt), regarded on a large scale, poses our only survival mechanism to enable the achievement of the United Nations Sustainable Development Goals (SDGs). However, one grand mistake that we are collectively recreating in regards to sustainable change and promotion of the SDGs is that we forget that we as human leaders, employees, businesses, etc. must change ourselves for the SDGs to work.

More clearly, the achievement of the SDGs is not solely a means to create a more just world; however, more so, they are the end, the results of our ability to highlight and focus our attention on the humane, or to care for our fellow humans. Currently, many, but certainly not all, enterprises are focusing on profit. They forget the power of benefit, meaning the potential benefit an enterprise could have on its community, its customers, and the environment. That is why I pose that the SDGs’ success will be determined by our ability to instill, or at least introduce, the principles of Humane Entrepreneurship to our students, mentees, and future leaders in their formative years.

By nurturing future and current entrepreneurs, and in so doing, exhibiting the principles of HumEnt ourselves, we might be able to demonstrate a tangible image of how the Sustainable Development Goals will be achieved. Teaching the Sustainable Development Goals is much more than sharing the 17 goals and understanding how they work interconnectedly with each other; it is about helping learners understand how they both affect and are affected by the Sustainable Development Goals. It is in seeing how we are part of the same system for which the SDGs were created that will ultimately allow us to move beyond accepting the current injustices of the world as just “how it is” and understanding how, by refocusing our values, we might create the world anew.

It is for this reason that ICSB has concurrently launched the SDG certificate program and the ICSB Educator 300. These two programs are dependent on each other. In building the Educator 300, ICSB is committing to gathering a group of educators who are ready to evolve so that entrepreneurship education can adapt to societal changes. However, to prepare educators for the future ahead, training in the study and practice of HumEnt is essential. The SDG certificate program complements this new educator platform as it both helps to provide educators with the necessary knowledge of today while introducing the results of including HumEnt in program design and instruction.

Humane Entrepreneurship is not only for the boardroom. It is a lifestyle choice. To center empathy, equity, enablement, and empowerment in our teaching and leading is a decision that we must make for ourselves. The future is bending towards HumEnt, and we, at ICSB, want to prepare all our members for this mighty change. These changes are right at our fingertips, let’s decide to welcome these future changes, and in turn, be the changes we are so accustomed to studying. The future begins with us. 

Let’s get started.

Article by:

Dr. Ayman El Tarabishy
President & CEO, ICSB
Deputy Chair, Department of Management, GW School of Business

Knowing Knowledge and the Future

Knowing Knowledge and the Future

Knowing Knowledge and the Future

Sunday, July, 26, 2020 By Dr. Ayman El Tarabishy

In a fully connected and ever-changing world, what does knowledge mean?

In a fully connected and ever-changing world, what does knowledge mean? The global public has access to seemingly all the information that one might desire to know. However, despite this possibility, understanding and information are still somehow disconnected from each other. There seems to be only a select few who can decipher data in a way that presents that data. Yet, again, this translation often does not reach the general public or even the practitioners and professionals that might use it.

So, we might take a few steps back and ask ourselves, first, “What is knowledge?” Knowledge is the absolute, indisputable truth that is often provided in the form of information or indicated intuitively. Knowledge is grander than memorization or recollection because it involves a processing phase, one in which an individual or group absorbs specific information in a manner that allows them to heighten their understanding or to earn from such information.

Upon defining the concept of knowledge, we can return to our first question and ask, “What does knowledge mean?” and further, “What does knowledge represent?” An ageless discussion, knowledge is sometimes pursued individual understanding in and of itself, yet more often, knowledge is sought as a means to an end. As a vessel of transportation, knowledge is often necessitated throughout and within the search for solutions. However, in a world where problems are vast and solutions sporadic, a conversation on the obtention and usage of knowledge might be at hand.

Knowledge is absolute; yet, the vast connectedness of our world often makes it difficult to transmit this importance. Our system demands some sort of network for the spread and sharing of knowledge so that our interconnectedness and subsequent delivery of expertise will not be corrupted by political sway nor by personal beliefs. The world has a great need for reliable data and transparent information so that we can create solutions. This need will not be met in a single location nor come from an exclusive mindset.

We must have a more meaningful conversation on Knowledge Management (KM), and more so, a discussion about the platform from which we can appropriately discuss KM. In the age of information, why is knowledge attainment so difficult?

“Knowledge Management is the process of capturing, distributing, and effectively using knowledge” (Davenport, 1994).

Organizations must be given instruction and access to construct and promote their systems of Knowledge Management. This has mostly been the missing step in the process of obtaining information and drawing out knowledge from that information. Therefore, there must be a more significant network that allows individuals, or better pre-existing organizations, who wish to seek and assist in the dissemination of knowledge, to connect with and be supported by each other.

The International Council for Small Business Launches A Knowledge Network

It was off of this basis that the International Council for Small Business (ICSB) launched their Knowledge Hub, or KHub, network. The idea was originated and promoted by the Chair of ICSB, Mr. Ahmed Osman. Operating in collaboration, these KHubs work to promote entrepreneurial missions across the globe. With ICSB functioning in the middle of these centers, they will work to connect and uplift the voices of those who seek real knowledge.

Their KHub structure works similarly to a membership role in that organizations from around the world subscribe to ICSB in the form of KHub members and are thereby given the benefits of individual members and receive support as an organization at large. This bolstering relationship not only connects KHubs to other ICSB members and organizations, but it also provides the KHubs with a platform off of which to operate and with support from the ICSB Senior Leadership. Therefore, organizations that are interested in encouraging a culture of entrepreneurship and the stimulation of small businesses are now capable of developing their organization and their reach even further. Portrayed in the form of monthly access to collaborative mentoring, ICSB Leadership helps and supports KHubs, provides critical reviews of how an organization can advance in its vision, and better supports their organization’s participants.

If KHubs is the solution to connecting individuals and organizations to real knowledge, then the International Council for Small Business has well used the principles of frugal innovation to work to fill the void in the entrepreneurial understanding of knowledge. In hopes of creating more significant opportunities for micro, small, and medium-sized enterprises worldwide as well as for the more significant human population, we might consider the practice of Human Entrepreneurship as a common goal to connect these KHubs. Not only could a virtuous standard of HumEnt be regarded as a motivating factor, however, but KHubs can also aspire to further their Knowledge Management en route to practicing HumEnt. KHubs behold the potential to change the channels of Knowledge Management significantly worldwide toward the attainment of a positive Humane Entrepreneurship status for firms and, potentially, for national Leadership.

To learn about ICSB Knowledge Hubs: https://icsb.org/khubs/

Article by:

Dr. Ayman El Tarabishy
President & CEO, ICSB
Deputy Chair, Department of Management, GW School of Business 

Resources

https://www.academia.edu/36256033/Knowledge_Management_as_an_important_tool_in_Organizational_Management_A_Review_of_Literature

Photonic Tensor Cores Boost Machine Learning Capacity for Optical Feeds and 5G

Photonic Tensor Cores Boost Machine Learning Capacity for Optical Feeds and 5G

Photonic Tensor Cores Boost Machine Learning Capacity for Optical Feeds and 5G

Saturday, July, 25, 2020, by  EE Times

A new approach to performing neural network computations for machine learning using photonic tensor cores instead of graphics processing units (GPUs) suggests 2-3 orders higher performance can be achieved for processing optical data feeds. It also indicates that photonic processors have the potential to augment electronic systems and may perform exceptionally well in network-edge devices in 5G networks.

The work has been published in the Applied Physics Review journal, in a paper, “Photon-based processing units enable more complex machine learning,” by Mario Miscuglio and Volker Sorger from the department of electrical and computer engineering at George Washington University in the United States.

In their approach, a photonic tensor core performs multiplications of matrices in parallel, improving speed and efficiency of deep learning. In machine learning, neural networks are trained to learn to perform unsupervised decision and classification on unseen data. Once a neural network is trained on data, it can produce an inference to recognize and classify objects and patterns and find a signature within the data.

The photonic TPU stores and processes data in parallel, featuring an electro-optical interconnect, which allows the optical memory to be efficiently read and written, and the photonic TPU to interface with other architectures.

“We found that integrated photonic platforms that integrate efficient optical memory can obtain the same operations as a tensor processing unit, but they consume a fraction of the power and have higher throughput and, when opportunely trained, can be used for performing inference at the speed of light,” said Mario Miscuglio, one of the authors.

Most neural networks unravel multiple layers of interconnected neurons aiming to mimic the human brain. An efficient way to represent these networks is a composite function that multiplies matrices and vectors together. This representation allows the performance of parallel operations through architectures specialized in vectorized operations such as matrix multiplication.

Photonic tensor core and dot product engine
(a) The photonic tensor core (PTC) is constituted by a 16-dot product engine that inherently and independently performs row by column pointwise multiplication and accumulation. (b) The dot product engine performs the multiplication between two vectors. The ith row of the input matrix is given by WDM signals, which are modulated by high-speed (e.g., Mach–Zehnder) modulators. The jth column of the kernel matrix is loaded in the photonic memory by properly setting its weight states. Availing light-matter interaction with the phase- change memory, the inputs, opportunely spectrally filtered by micro-ring resonators (MRR), are weighted in a seemingly quantized electro-absorption scheme (i.e., amplitude modulation), thus performing element-wise multiplication. The element-wise multiplications are incoherently summed up using a photodetector, which amounts to a MAC operation (Dij). (Image: Mario Miscuglio and Volker Sorger)

The more intelligent the task and the higher accuracy of the prediction desired, the more complex the network becomes. Such networks demand larger amounts of data for computation and more power to process that data. Current digital processors suitable for deep learning, such as graphics processing units (GPUs) or tensor processing units (TPUs), are limited in performing more complex operations with greater accuracy by the power required to do so and by the slow transmission of electronic data between the processor and the memory.

The researchers showed that the performance of their TPU could be 2-3 orders higher than an electrical TPU. Photons may also be an ideal match for computing node-distributed networks and engines performing intelligent tasks with high throughput at the edge of a networks, such as 5G. At network edges, data signals may already exist in the form of photons from surveillance cameras, optical sensors and other sources.

“Photonic specialized processors can save a tremendous amount of energy, improve response time and reduce data center traffic,” said Miscuglio. For the end user, that means data is processed much faster, because a large portion of the data is preprocessed, meaning only a portion of the data needs to be sent to the cloud or data center.

Making the case for optical versus electrical

The paper presents a case for taking the optical route for carrying out machine learning tasks. It said in most neural networks (NNs) which unravel multiple layers of interconnected neurons/nodes, each neuron and layer as well as the network interconnectivity is essential for the task for which the network has been trained. In their connected layer, NNs strongly rely on vector matrix math operations in which large matrices of input data and weights are multiplied, according to the training. Complex, multi-layered deep NNs require a sizeable amount of bandwidth and low latency to satisfy the vast operation required to perform large matrix multiplication without sacrificing efficiency and speed.

So how do you efficiently multiple these matrices? With general purpose processors, the matrix operations take place serially while requiring continuous access to the cache memory, generating the von Neumann bottleneck. Specialized architectures such as GPUs and TPUs help reduce the effect of these von Neumann bottlenecks enabling some effective machine learning models.

GPUs and TPUs are particularly beneficial compared to CPUs, but when used to implement deep NN performing inference on large 2-dimensional datasets such as images, they can be power-hungry and require longer computation runtime (greater than tens of milliseconds). Smaller matrix multiplication for less complex inference tasks are still challenged by a non-negligible latency, predominantly due to the access overhead of the various memory hierarchies and the latency in executing each instruction in the GPU.

The authors of the paper suggest that given this context, it is necessary to explore and reinvent the operational paradigms of current logic computing platforms, in which matrix algebra relies on continuous access to memory. In this respect, the wave nature of light and related inherent operations, such as interference and diffraction, can play a major role in enhancing computational throughput and concurrently reducing the power consumption of neuromorphic platforms.

They suggest that future technologies should perform computing tasks in the domain in which their time varying input signals lay, exploiting their intrinsic physical operations. In this view, photons are an ideal match for computing node-distributed networks and engines performing intelligent tasks over large data at the edge of a network (e.g., 5G), where the data signals may exist already in the form of photons (e.g., surveillance camera, optical sensor, etc.), thus pre-filtering and intelligently regulating the amount of data traffic that is allowed to proceed downstream toward data centers and cloud systems.

This is where they explore the approach using a photonic tensor core (PTC) able to perform 4 × 4 matrix multiplication and accumulation with a trained kernel in one shot (i.e., non-iteratively) and entirely passively; in other words, once a NN is trained, the weights are stored in a 4-bit multilevel photonic memory directly implemented on-chip, without the need for either additional electro-optic circuitry or off-chip dynamic random-access memory (DRAM). The photonic memories feature low-loss, phase-change, nanophotonic circuits based on wires of G2Sb2Se5 deposited on a planarized waveguide, which can be updated using electrothermal switching and can be read completely optically. Electrothermal switching is enabled by tungsten heating electrodes, which clamp the phase change memory (PCM) wire.

Photonic tensor core performance
Tensor core performance comparison. Electronic data-fed (left column) photonic tensor core (PTC) offers 2–8 × throughput improvement over Nvidia’s T4 and A100, and for optical data (e.g., camera) improvements are ∼60× (chip area limited to a single die ∼800 mm2). (Table: Mario Miscuglio and Volker Sorger)

The authors said this work represents the first approach toward the realization of a photonic tensor processor storing data and processing in parallel, which could scale the number of multiply-accumulate (MAC) operations by several orders of magnitude while significantly suppressing power consumption and latency compared to the state-of-the-art hardware accelerators delivering real-time analytics.

Unlike digital electronics, which rely on logic gates, in integrated photonics, multiplication, accumulation, and more in general linear algebraic operations can be performed inherently and non-iteratively, benefiting from the intrinsic parallelism provided by the electromagnetic nature of the signals and efficient light matter interaction. In this regard, integrated photonics is an ideal platform for mapping specific complex operations one-to-one into hardware, and in some cases algorithms, achieving time complexity.

The Future of Leadership

The Future of Leadership

The Future of Leadership

Saturday, July, 18, 2020

By engaging with the human spirit and, further, embodying this engagement, leaders become servants to the very people that they seek to guide.

As I am transitioning into a new leadership position, I am confronted with the higher truths of leadership and how they unfold within an entrepreneurial orientation and, further, a humane entrepreneurial orientation (as found in the theory and practice of Humane Entrepreneurship, or HumEnt). Leadership grasps the critical importance of creating workplace climate and culture, thus determining the state of the Humane Entrepreneurship at any given enterprise.

Since performance is often considered the result of environmental characteristics and an organization’s internal structure and systems, we must look to the climate and culture creating mechanisms at play within organizations. Leadership is one of significant, if not total, importance. 

Within the examination of leadership, effective leadership most often refers to the “ability of a firm’s top managers to select and apply the ‘correct’ strategic approach or effectively implement an appropriate strategy” (Kim et al. 2018). In motivating employees, or “followers,” to carry out activities determined by leaders, such leadership must provide “desirable rewards for effective performance or undesirable consequences for poor performance” (Hollander 1992). Termed “transactional leadership,” this is typically categorized into “social exchange” (Graen and Uhl-Bien 1995). Conversely, “transformational leadership” works based on inspiring individuals to “perform at exceptional levels” (Bass 1985). In this case, a leader inspires their followers by creating an ecosystem of similar values, beliefs, and goals, so that followers feel a sense of ownership and commitment to their work.

In either case, this top-level leadership determines organizational performance. Leadership within organizations that are humanely and entrepreneurially orientated serves “more complex and difficult roles than traditional leaders” (El Tarabishy and Sashkin 2006). These specific roles involve the typical leading requirements of encouraging employees and followers to engage with their work as well as their own innovative and proactive projects.

Within an entrepreneurial spirit, which itself belongs to the principles of innovation, leadership involves discovering new ways to connect with one’s employees, and therefore, entrepreneurship is deeply seated in the great adventure of connecting to the human spirit. It is this relation, namely, that if successfully fused, it can seamlessly generate a culture of efficacy, empathy, progression, innovation, creativity, and determination.

In understanding this quite spiritual force at play within-firm success, our definition of Humane Entrepreneurship must consider an even greater appreciation of appropriate leadership strategies that will eventually direct us to a type of leadership that functions more authentically and aligns more closely to the human person.

If leaders can be a driving force for organizational performance, we might consider servant leadership as a final solution to our incomplete leadership equation. In understanding that an organization based and, even, created in light of humane entrepreneurship will generate enormous wealth and increase employment opportunities, the role of the leader in this climate and culture-creating effort must also come from a human-focused center.

The servant-leader is the servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions. The difference manifests itself in the care taken by the servant first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?” (Greenleaf 2016).

In my understanding of building a workplace climate and culture that is both cyclical and just, servant leadership seems to be the missing, next step in our high-performance puzzle. Despite society’s desire and sincere belief that followers work most efficiently by submitting to orders, the application of the principles of Humane Entrepreneurship, and specifically those components of servant leadership, flips this idea on its head, by stating that employees will produce higher quality work at greater efficiency when they are lifted as individuals first and as employees second. By engaging with the human spirit and, further, embodying this engagement, leaders become servants to the very people that they seek to guide.

Servant leadership can, then, be thought to be the way of the future. In signaling to our teams and employees that their advancement, autonomy, and growth, both professionally and personally, is of utmost significance in our lives, we might just initiate a new wave of enterprise for our firms, nations, and society at large.

Article by:

Dr. Ayman El Tarabishy
President & CEO, ICSB
Deputy Chair, Department of Management, GW School of Business 

Resources

Bass, B. M. (1985). Leadership and Performance beyond Expectations. New York: Free Press.

El Tarabishy, A, and M. Sashkin (2006). “Entrepreneurial Leadership: Exploration of a New Construct,” Paper presented at the Bi-Ennial Gallup National Leadership Conference, Washington, DC, October.

Graen, G. B., and M. Uhl-Bien (1995). “Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain Perspective,” The Leadership Quarterly 6(2), 219–247.

Greenleaf, K. (2016). “The Servant as Leader,” Center for Servant Leadership. Available at (click here)

Hollander, E. P. (1992). “Leadership, Followership, Self, and Others,” Leadership Quarterly 3(1),43–54.

Kim, K., A. El Tarabishy, Z. Bae (2018). “Humane Entrepreneurship: How Focusing on People Can Drive a New Era of Wealth and Quality Job Creation in a Sustainable World,” Journal of Small Business Management 56(S1), 10–29.