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AdAlta Ltd (ASX:1AD) CEO Dr Tim Oldham speaks with Proactive after announcing all healthy volunteers in its AD-214 Phase I extension study have successfully received three doses. The milestone allows pharmacokinetic and receptor engagement analysis to be ...

https://www.bing.com/th?id=OVFT.B4XlpEc8fMcxXNbTPnautC&pid=News

AdAlta making material progress on partnering talks

Yahoo Finance

Lead

AdAlta Ltd (ASX:1AD) has been selected for an extended oral presentation at the 11th Molecular Pharmacology of GPCRs meeting to be held in Melbourne from November 15-17, 2023.

AdAlta to present lead product AD-214 at MPGPCR 2023 pharmacology conference

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AdAlta Ltd (ASX:1AD) has received its FY2023 Research and Development Tax Incentive (RDTI) refund of $2,350,940 from the Australian Government. The clinical-stage drug discovery company received ...

AdAlta receives $2.3 million FY23 R&D refund; extends loan repayment terms

Proactiveinvestors UK

AdAlta Ltd (ASX:1AD) has received its FY2023 Research and Development Tax Incentive (RDTI) refund of $2,350,940 from the Australian Government. The clinical-stage drug discovery company received the refund for 43.

AdAlta Ltd (ASX:1AD) has received its FY2023 Research and Development Tax Incentive (RDTI) refund of $2,350,940 from the Australian Government. The clinical-stage drug discovery company received the refund for 43.5% of eligible expenditure. The Research ...

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Proactive Investors

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AdAlta Ltd (ASX:1AD) CEO Dr Tim Oldham speaks with Proactive after receiving the results of dose simulation studies that support the potential efficacy of its i-body drug candidate AD-214 in ...

Adalta Says New AD-214 Dosing Models Enhance Partnering Potential

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Fibrosis

AdAlta Ltd (ASX:1AD) CEO Dr Tim Oldham tells Proactive the company has wrapped up the enrolment of healthy volunteers for its AD-214 Phase 1 extension study, and early indications are that it is ...

Adalta Completes Enrolment For AD-214 Fibrosis Safety Trial

In the dynamic realm of Workday, where talent and expertise are at a premium, the hiring process presents a unique challenge. In the United States, employees typically provide a mere two-week ...

Bridging the Workday Hiring Gap: A cost effective solution.

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What Are the Top Startups in Oceania?

It’s not easy to go the indie route and get a hit product right from the get-go. Although, with so many success stories online, it’s easy for someone to believe that quitting their job, building a software product, and posting about it online is the road to thousands of followers and dollars in revenue. The reality is that there is so much survivorship bias out there, not only in the startup world. That’s one of the reasons why the “build in public” movement became so popular. We like seeing the journey when it’s in progress rather than seeing a special feature pop up in the media “after the fact”. But you only get to that point through iteration and constant progression. Not getting hung up with any particular idea but adapting to the changes of the market, recognizing when a product doesn’t work, and pursuing a different one. These are all part of the journey ahead and we will see how that has worked for some of the folks out there who are constantly building, launching, and sharing their journey online. Every indie creator has a different timeline You know what they say about “overnight successes”, they are several years in the making. You’d be hard-pressed to find someone who “made it” in under a year. And by that, I mean one year of doing it full-time. If you’re starting from scratch, you have to be prepared to go for more than one year without income. https://twitter.com/yongfook/status/1370328316398374920?embedable=true There’s a difference between doing it on the side along the main job and doing it as the main source of income. For instance, has done it for 5-6 years while keeping his main job. Jason Leow And, on the other hand, has done it for more than 2 years now. Ayush Chaturvedi He says: “ ” I started in early 2021, but officially quit my job to go indie in August 2021. In the case of , it’s been a mix of both. Balancing between his own stuff and client projects. Simon Daley “ ” I had a false start you could say in 2019. I left my full-time place of work to go solo but later that year I returned to client work because I had some tempting offers. He flirted with the idea before getting committed and going full-time. “ ” I then made the difficult decision to go full-time indie hacker from March this year So you see, it’s not a clear-cut answer to what works best. I personally quit my job to go solo in 2021, realized how hard that was, and accepted an offer from another company. It wasn’t until February 2022 that I finally quit for real. I’ve been going on my own ever since. If at first you don’t succeed… At the start, the first product is not the “big hit” we think. There are several others along the way until you find one that either brings the most revenue or attracts the most users. These users can then enter the creator's world and discover what else he has built or what’s that he has to offer. In Jason’s case, his most successful product is his . He’s built others before but not to a sizable income level. Products like “GoLifelog” and “Sheet2Bio”. plugins for Carrd For Ayush, his top product is called “ ”, a product he’s collaborating on with an indie dev. It is like everywhere for the Mac. Elephas ChatGPT If you don’t know him yet, he’s the guy who did a crazy challenge. 25 products in 25 weeks You’d think that he was launching SaaS products every week. But you’d be wrong. He started building quick info products that were mostly a curation of resources. Here are some of those: Indie Masterminds Blue Bird Essentials Copy OS Launch Like a Pro Maker Toolkit Although, in his portfolio, not every successful product is measured in terms of money. Ayush mentions this. “ Elephas.app is best in terms of revenue. ” Indie Masterminds is the next best, but it's way more fulfilling because I get to work directly with people. Now if we look at Simon, we’ll see a similar but different situation. His most successful product, , also built by collaboration, is one of his most recent ones. Micro Assets “ ” It’s one of those projects that seemed to resonate with people from the very beginning and subscriber growth doesn’t seem to be slowing. He also built and launched “SaaS Themes” and “Hacker Cabin” before. You see now the trend of getting something that works after a couple of tries and having been doing this for a while already. Every SaaS startup had a first version Iterating is not only useful for finding a “winning” idea. It is also useful for developing and improving the original concept into a product that people need and want to pay for. And when we look at a successful product, it’s too easy to overlook all the processes it took to get there. It’s never a straight path. There’s a great deal of “figuring stuff out”, asking for feedback, seeing the changes in the market, and responding accordingly. Jason’s case illustrates this well. “ ” Plugins For Carrd launched in Dec 2020 as a side project. It started for fun. I was learning to code, learning Vue.js, and made tiny standalone apps that I realized could be embedded in Carrd as a feature. What started as a little project to get some practice in coding, became something more tangible that started taking shape. “ ” I went and created templates for it even before the Seller Program on Carrd existed. I only had free templates at the start, but seeing the reception to the free ones, I then launched my first paid plugin (a mobile navbar) in March 2021. For Ayush, the product started small by solving one specific problem and then it grew from there. “ ” For Elephas, when we started, it was a simple app to access the best AI features on your Mac Because we thought that folks who valued deep work couldn't be on ChatGPT or OpenAI playground all day. And what happened with Simon was what many of us need to take to heart more often; Don’t build a big thing that no one cares about but instead start small and gauge the interest in it. “ …”  “... ” We both agreed clearly right from the beginning to not get too complicated. We just started with a newsletter We could have spent 6 months building a marketplace that nobody wanted but it was important for us to validate the idea. And once you start getting traction and seeing that there’s interest, you can start putting more time and effort into growing the product further. “ ” Now that we have good growth and people approaching us for sponsorships or asking for their projects to be listed, we feel that we are almost at the stage to take some more baby steps into other areas. Not every idea turns into a successful product. And even for successful products, the initial idea is not what makes them successful. It’s only when you keep building it, iterating with feedback, and paying attention to the market around you that your product becomes successful. Case Study: How a failed product can give way to a successful one Knowing when to quit or when to push forward is a tricky skill to develop. There are no “hard and fast” rules to follow. You only get experience by being in the trenches, doing it, failing, and then trying again. That’s even more important in the AI era where everything moves so fast. And to show you how that can happen “in the wild”, here’s an example. is an indie hacker who has built many products. He’s no stranger to launching on ProductHunt. But even when you’ve done it a few times before, there’s no guarantee of success in the future. David Gutierrez He launched a product called “PicAvatar” and announced it on Twitter. It did very well by many people’s standards. After all, having 200 users from an initial launch is not something to scoff at. https://twitter.com/dgut_/status/1657288699372003328?embedable=true But despite that initial traction and getting many people to use the product, it didn’t turn any profit. Some people, when facing a situation like that, would be like “Oh my product is trash, maybe the idea sucked, I’m gonna go build something else”. What he did instead was talk about lessons learned and thank those who supported him in the launch. https://twitter.com/dgut_/status/1657852841376063490?embedable=true From here, one can scrap the project and move on to something else. But that’s where the adaptability part comes in. He not only took lessons from that experience to improve the next products, he did much more than that. In this case, that was repurposing the code and functionalities of the previous product to create another one that solves an actual need. And he went on to launch again on ProductHunt in just 7 days. https://twitter.com/dgut_/status/1659837626780643331?embedable=true Building on the buzz generated from the previous launch, this one did even better. Not only was the launch successful, but the new product outperformed the previous one by a large margin. https://twitter.com/dgut_/status/1660868955718799360?embedable=true This goes to show that “adaptability” doesn’t mean completely pivoting away from the initial idea. It’s about finding what didn’t work and why it didn’t work before moving on. There are still surprises around the corner Even when you have internalized the concepts of adaptability and constant iteration, there are still events that take you by surprise or situations you weren’t expecting. This can happen at any point along the journey, much more often than you’d expect. Sometimes it’s what’s hidden in plain sight, other times it’s when you were expecting a negative and instead found a positive, or you found the type of support you never imagined. For Jason, the unexpected was finding out how a fun project would become one of his most successful products. He says: “ ” I didn’t have expectations for it, yet it went on to do well. It was just a side project. The product was a by-product of me learning to code. I gave it away for free at the start. I didn’t set out with grand ambitions. It’s one of those serendipitous cases where you don’t build something and then go out and find a need. You don’t force it. Instead, you build it while developing a skill and then the opportunity reveals itself. “ ” Product-market fit found it (yes, PMF found it, not the other way around) and it rolled along on its own momentum. In fact, for the first 2 years, I hardly ever marketed it intentionally. Sometimes things work when you don’t try to make them work by any means necessary, you just let them grow organically and they can either blossom further or wither away. “ ” It just kept growing all on its own. In the 2nd year, the revenue doubled. That’s when I knew it had PMF and I was sitting on a golden opportunity all along. In Ayush’s case, the surprise was finding how most of the users came from an online channel he didn’t expect anything good from. He mentions: “ ” We got great responses from places like Reddit and Hackernews. We expected hate there, but instead we got customers. And surprisingly we only got copycats on Twitter. We expected to get customers there, but didn't get any. “ ” We never thought this would happen, it was a great learning experience. And for Simon, it wasn’t so much an unexpected but rather a challenge. “ ” Everything you want to work on, every idea you probably have, someone, somewhere already did it or is about to do it. It can feel like you are constantly about to tread on someone's toes. But even when it feels like it’s too difficult and the competition is too fierce, there are silver linings. “ ” Both times I made the leap, I’ve ended up meeting and working with some great people that I might not otherwise have met. I’ve been supported in many ways by people in different parts of the world - it's such a supportive community. Conclusion There you have it. can be a tough space to be in. But being adaptable, paying attention to the market, and listening to what people say, will get you pretty far. Indie hacking This way of work is not for everyone. Traditional entrepreneurship requires a certain profile that’s not common. Indie hacking is even less common. If you get into it you’ll need greater risk tolerance and capacity for dealing with uncertainty more than usual. But it’s a quite fulfilling way of working and making a living. Simon mentions this. “ ” Anyone who has walked this path knows how tricky and long it can be, but the benefits of controlling my own schedule and working on projects I want, made it the right decision for me. That’s all I have for you this time. Thanks a lot for reading. I hope this was useful and gave you a better perspective on this subject. Consider and don't miss the upcoming articles. following me here on Hackernoon

The Importance of Adaptability for SaaS Startups: Insights from Indie Creators 

The US Defense Advanced Research Projects Agency ( ) is looking to improve traumatic memory consolidation by modulating REM sleep for stress and trauma adaption. DARPA This month, DARPA issued a for a potential research program called “Rapid Eye Movement Restoration and Enhancement for Sleep-deprived Trauma Adaptation” ( ), which “ .” Disruption Opportunity REM REST aims to identify neural mechanisms and demonstrate the ability to modulate REM sleep that improves stress adaptation and traumatic memory consolidation “Targeted Dream Incubation may have applications as a learning tool that can improve memory consolidation” Science Alert, 2020 Connecting post-traumatic disorder (PTSD) with memory consolidation and REM, DARPA says that: stress “Disrupted REM […] is associated with post-traumatic stress disorder (PTSD) and impaired emotional memory consolidation.” Of particular interest to DARPA are “ .” novel applications of existing neuromodulation technologies to target REM sleep and demonstrate the ability to measure and enhance neural mechanisms of stress and trauma adaption According to an MIT Media Lab , “ .” study on dream engineering nearly any sensory stimuli has potential for modulating experience in sleep “We present a novel protocol using a new wearable electronic device, Dormio, to automatically generate serial auditory dream incubations at sleep onset, wherein targeted information is repeatedly presented during the hypnagogic period, enabling direct incorporation of this information into dream content, a process we call targeted dream incubation (TDI)” MIT Media Lab, 2020 Although DARPA’s makes no mention of dreams, the idea of modulating and even artificially implanting dreams is not far off. REM REST After all, most dreams occur during REM. In fact, MIT came up with a hand-wearable electronic device called “to automatically generate serial auditory dream incubations at sleep onset, wherein targeted information is repeatedly presented during the hypnagogic period, enabling direct incorporation of this information into dream content, a process we call (TDI).” Dormio targeted dream incubation While targeted dream incubation may be beyond the scope of , says that there is “a similar experimental method called (TMR), which reactivates specific memories that are triggered by a cue delivered during sleep,” which may prove interesting. REM REST Science Alert targeted memory reactivation For , DARPA is looking for proposals that can “evaluate the mechanistic relationship with stress adaptation, traumatic , and/or other related emotional h resilience outcomes.” REM REST memory consolidation ealth and psychological says that “ .” Science Alert TDI may have applications as a learning tool that can improve memory consolidation With that in mind, could targeted dream incubation like in the movie be among the proposals? Inception “Novel solutions to restoring and enhancing the mechanisms by which REM sleep promotes stress and trauma adaptation could provide important breakthroughs for treating sleep disturbances, improving overall sleep quality, and preventing PTSD and other behavioral health outcomes, such as suicide, associated with disrupted REM sleep” DARPA REM REST, 2023 The US Department of Veteran Affairs says that will experience post-traumatic stress disorder at some point in their lives. seven percent of veterans PTSD, according to some researchers, may be looked upon as a disorder of basic memory function. As one states, “Approaching PTSD as a memory disorder, with a specific focus on (re)consolidation opens up exciting, new ways to think about treatment.” study from 2015 And from the University of Tsukuba and the University of Tokyo recently revealed that “adult-born neurons (ABNs) in the hippocampus, which is a brain region associated with memory, are responsible for memory consolidation during REM sleep.” researchers For , the Pentagon’s research funding arm is looking towards “ ” as this “could provide important breakthroughs for treating sleep disturbances, improving overall sleep quality, and preventing PTSD and other behavioral health outcomes, such as suicide, associated with disrupted REM sleep.” REM REST novel solutions to restoring and enhancing the mechanisms by which REM sleep promotes stress and trauma adaptation Last year, under the premise of identifying people at risk of depression and suicide, the Pentagon’s research funding arm launched the , which focused on “aggregating preconscious brain signals to determine what someone believes to be true.” Neural Evidence Aggregation Tool ( NEAT ) program While mental health among soldiers is a serious issue for the Department of Defense, applications coming out of the program have the very real potential to give governments and corporations the ability to hack human beings at the preconscious level. NEAT This article was originally published by on Tim Hinchliffe The Sociable.

DARPA Seeks to Modulate REM Sleep for Stress and Trauma Adaptation

DARPA স্ট্রেস এবং ট্রমা অ্যাডাপ্টেশনের জন্য REM ঘুমকে সংশোধন করতে চায়

DARPA versucht, den REM-Schlaf zur Anpassung an Stress und Traumata zu modulieren

DARPA busca modular el sueño REM para la adaptación al estrés y al trauma

La DARPA cherche à moduler le sommeil paradoxal pour l'adaptation au stress et aux traumatismes

DARPA तनाव और आघात अनुकूलन के लिए REM नींद को संशोधित करना चाहता है

DARPAはストレスとトラウマの適応のためにレム睡眠を調節することを目指す

DARPA는 스트레스와 트라우마 적응을 위해 REM 수면을 조절하려고 합니다.

DARPA procura modular o sono REM para adaptação ao estresse e trauma

DARPA, Stres ve Travmaya Uyum için REM Uykusunu Düzenlemeyi Amaçlıyor

DARPA tìm cách điều chỉnh giấc ngủ REM để thích ứng với căng thẳng và chấn thương

DARPA 寻求调节快速眼动睡眠以适应压力和创伤

Hey, fellow tech enthusiasts. Are you contemplating and envisioning your autonomous vehicle on the road being able to automatically adjust and adapt as per the traffic scenarios and road conditions ahead, without you having to interfere or be concerned? Well, that has always been the intention of innovators and AI technologists. However, there have been concerning faults and/or rather room for improvement pertaining to self-driving cars. Well, to make self-driving cars all the more safe, sound, and smart, we have the most intelligent technology – Liquid Neural Networks. In this article, we will delve deeper to know how the challenges of safety and longevity identified in . Also, how LNNs make use of already present training datasets self-driving cars to date can be controlled using liquid neural networks What Are Liquid Neural Networks? In a nutshell, NNs are machine learning algorithms that mimic the structure and capability of the human brain. They are used to recognize patterns by analyzing training data. In addition to recognizing faces, understanding natural languages, and predicting the future, neural networks are capable of performing complex tasks without the intervention of humans through their network of interconnected artificial neurons. Liquid Neural Networks VS Traditional Networks Traditional neural networks are regarded as one of the most powerful Artificial Intelligence tools. But it comes along with a few limitations, majorly: Training data, which must be annotated and labeled in a substantial amount. 1. Also, they have been found to be inefficient at utilizing the enormous amount of input data to tackle real-time scenarios, due to the non-sequentiality of their processing 2. In order to overcome these two major challenges, Ramin Hasani and Mathias Lechner were the two researchers in MIT's computer science and AI lab who invented Liquid Neural Networks. They found their inspiration in a 1 mm long work that has an impressive structured nervous system and can perform tasks as complex as searching for food, going off to sleep, and most importantly, learning briskly by observing the surrounding environment. Similarly, LNNs are an advanced type of neural network that learns on the go and takes necessary action on the spot. While most traditional networks perform by the data they are fueled with during the training period, LNNs have proved to be all the more adaptable. LNNs are able to read, learn, and respond on the go, on the spot by ‘OBSERVING’ the impromptu input. Liquid Neural Network Dynamic Architechture Self-Expressive Interpretable, ability to take instant action Ability to learn continuously and on the fly Traditional Neural Network Static Architecture Express only what is taught Non-interpretable, take action as per training input only Limited learning - only during the training period How do Liquid Neural Networks Facilitate Autonomous Vehicles Production? Liquid Neural Networks are undoubtedly an elegant, fast, and reliable alternative to traditional neural networks. It’s like a creature living in real conditions - understands what’s happening at present, can predict the near future, and act accordingly. Liquid Neural Networks for Autonomous Vehicles Uses Cases Imagine getting into a self-driven vehicle without having to worry about the anonymity of the input training data. You know the car will adapt and adjust as per the situation on the road. You can gleefully hop onto your driver-less car and enjoy your ride to your destination: • No worrying about swimming cautiously through the sea of unusual traffic. • Moving through uneven roads and reaching unknown destinations will become easier •Problems like crossing speed limits and getting into a ‘no-Uturn’ area unintentionally, will decline. •Roads, drivers, and driving styles will almost be the same for one and all. •Difference between the rich and poor will decrease, as everyone will automatically follow the same rules. •The camaraderie between insurance companies and can owners will improve as conditions and situations will become transparent. Wrapping It Up Claiming Liquid Neural Networks to be a boon for the industry will not be an overstatement. It will not only increase the production and sales of autonomous vehicles but also make the life of vehicle owners and drivers easy. self-driving vehicle Therefore, self-driving vehicles will not only become more efficient but also gain immense popularity with time.

Liquid Neural Networks: Adept Invention for Adaptable Self-Driving Cars

Redes neuronales líquidas: invención experta para autos autónomos adaptables

Réseaux de neurones liquides : une invention experte pour des voitures autonomes adaptables

लिक्विड न्यूरल नेटवर्क: अनुकूलनीय सेल्फ-ड्राइविंग कारों के लिए कुशल आविष्कार

リキッド ニューラル ネットワーク: 適応可能な自動運転車のための優れた発明

Redes neurais líquidas: invenção especializada para carros autônomos adaptáveis

Mạng thần kinh lỏng: Phát minh lão luyện cho ô tô tự lái có thể thích ứng

液体神经网络：自适应自动驾驶汽车的巧妙发明

"What would you say... you do here?﻿" How often do you get asked some form of this question? I get it all the time. From friends, recruiters, hiring managers, and even randoms at a bar. I am a VP of Engineering at a blockchain startup and I find the question hard to answer without wandering into the weeds. If I am talking to a tech insider I tell them: I build collaborative, highly-functional technology teams﻿. That is an okay elevator pitch, but it does not have much meat on its bones. ﻿It is still too abstract. Hmm, I need to think about this... ...and thus began my journey to uncover the concepts that I could use to create my professional story. Something to give me a narrative that would not cause eyes to roll. Here is a start: I by increasing the reliability and adaptability of the technical team. I by providing them with social support, meaning, and trust. support my organization support my technical team Reliability, adaptability, social support, meaning, trust. These are my core management values. I am a creator. These values are what I want to create. They do not describe I manage. That is, they do not describe management processes or a specific software development methodology. In fact, there may be many different tools, processes, or methodologies that can help that embodies certain values. I would thus argue that it is helpful to have a working set of core values before you adopt specific management processes. Otherwise, how do you know the processes are working? how build a team In this article, I focus on the core values that describe what I believe technology teams should provide to organizations: reliability and adaptability. I begin by outlining why having well-defined core management values is important for technology leaders. Next, I touch on organization theory literature to ground the concepts of reliability and adaptability in previous scholarship. Lastly, I make the argument as to why reliability and adaptability serve as a good foundation for guiding engineering leadership. Core Values are the Foundation of Organizations and Teams Core values serve as standards that inform our decision-making and guide our evaluation of people, actions, or events. They are important in our personal and professional lives. Personal core values influence what jobs we take and whether we adhere to different social norms. distinguish a company’s identity, guide recruiting and retention, and shape organizational culture. Value alignment within organizations can boost effectiveness and is crucial to building . Organizational core values high-performing teams Core values are different from, but are intertwined with, the management methodologies organizations put in place to guide behavior and decision-making. For example, is a methodology that is defined by self-management (people have high autonomy in their domain), wholeness (people are encouraged to bring their "whole" selves and creativity to work), and evolutionary purpose (the organizational focus is on responding to the market versus the bottom line). In this definition, we see the overlap between values and methodologies: wholeness is a value embedded in Teal management. Teal management Does this mean that if you adopt Teal management, you will suddenly increase wholeness across your organization? No. That is putting the cart before the horse. A more logical ordering would be for an organization that cares about wholeness to adopt Teal management practices because those practices align with the organization's core values. That is, organizations should first understand and nurture a set of core values, and then adopt management practices that will serve to elevate those values. Similarly, the core values that guide decision making in organizations and teams are different from the organizational processes that are adopted to improve efficiency and effectiveness and achieve goals. Examples of organizational processes include activities such as the Objectives and Key Results goal-setting framework, , and . Similar to management methodologies, organizational processes should also be evaluated and adopted only if they support existing core values. For example, if employee autonomy is a core value, then adopting a heavy-handed task-tracking tool is likely to create friction. agile development pair programming In summary, it is good to develop a shared set of core values before adopting specific management methodologies or processes. Core values are deep beliefs that affect how we view the world. Certain methodologies may serve to support and enhance different core values, but they cannot, on their own, generate those values. For core values to truly fulfill their purpose, they must be embedded in all areas of an organization's operations. Adaptability and Reliability A central concern of studies of organizations is the relation between the search for new possibilities and the application, and profiting from existing knowledge and technologies. In the field of organizational behavior and decision making this tradeoff has been studied in . March's (1991) theory of exploration versus exploitation refers to activities that require new information that comes from research and investigation such as developing new products or entering new markets.﻿ It includes things captured by terms such as risk-taking, experimentation, discovery, and innovation. Exploration refers to activities where the central goal is to leverage existing knowledge and expertise rather than relying on experimentation. It is captured by terms such as refinement, efficiency, implementation, and execution. Exploitation is a key characteristic of teams wanting to focus on exploration. Adaptable teams are able to quickly respond to unexpected events and adjust their processes to meet new requirements from inside and outside of their organization. For example, adaptability is an attribute of technology startups where the focus is on developing novel software and rapidly innovating based on feedback from early adopters. Adaptability is a key characteristic of teams wanting to focus on exploitation. Building reliable software means creating a product that works consistently, is free of bugs and errors, and meets user expectations. Reliable engineering teams maintain roadmaps and release schedules and have clearly defined development, QA, and release processes. Reliability Ultimately, high-performing organizations must be adaptable reliable. Organizations that focus on adaptability to the exclusion of reliability are likely to find that they suffer the costs of experimentation without gaining many of its benefits. They may exhibit too many undeveloped new ideas and too little distinctive competence. Conversely, organizations that focus on reliability to the exclusion of adaptability are likely to find themselves trapped in suboptimal stable equilibria. In other words, organizations that focus too much on adaptability may never reap the benefits of their work while organizations that focus too much on reliability may remain static and fall behind industry trends (March, 1991). and Adaptability and Reliability as a Foundation for  Engineering Leadership Reliability and adaptability are good core values for a technology team because they are measurable and easily linked to organizational goals. These values provide clear benchmarks for success, making it easier for managers to evaluate the effectiveness of their teams and processes. For example, reliability can be measured in terms of uptime, time to market, bug rates, and customer feedback while adaptability can be measured in terms of time spent on R&D, response time for new features, and new product revenue. Instead of debating release schedules or budget line items, it is more beneficial for a VP of Engineering to engage in conversations with executive teams about reliability and adaptability. Inquiring whether the technology team is viewed as reliable and adaptable by both the executive team and customers should be the primary focus of these discussions. Furthermore, as reliability and adaptability are also critical organizational objectives, engineering leaders can employ these discussions as opportunities to "manage up" and determine if the organization is fully capitalizing on everything that the technology team has developed and provided. For example, startups often engage in a prolonged phase of product development as they strive to create a minimum viable product. Following this, they may spend time building additional features that were not included in the initial release. As an engineering leader it is critical to question whether all of these new features are generating revenue and increasing user adoption. If they are not, then redirecting resources towards initiatives that prioritize reliability should be discussed with the executive team. This could include efforts to simplify developer SDKs or increase product accessibility for larger enterprises. On the other hand, startups that achieve early product success often fall short in keeping up with changing market conditions. Take, for instance, a team that develops a database tool that significantly improves the processing of large volumes of business intelligence data. With satisfied customers, growing revenue, and a competitive edge over their peers, they direct all their technical resources towards enhancing their product's features to keep their advantage. As a technology leader, it is essential to question whether the team is anticipating emerging trends and the requirements of customers outside of their target market. If not, then a discussion should be held regarding the additional allocation of resources to increase adaptability. This could involve initiatives such as setting aside time for technical brainstorming or creating bounties for developing prototypes of new features. Final Thoughts In this article, I make the case for using core values as the foundation for team building. Engineering managers experience a constant barrage of new tools and processes and are faced with increasingly dynamic markets. We cannot afford the time to thrash about experimenting with the latest management trends but instead must be able to quickly evaluate opportunities for improvement. During periods of turbulence, core values provide a grounding point for decision-making. As a VP of Engineering, I prioritize adaptability and reliability. These values provide a foundation for building teams and developing management processes and can be scaled up from individual teams to entire organizations, allowing for a shared framework to assess effectiveness across departments and for the organization as a whole. Future Considerations Adopting adaptability and reliability as the basis for decision-making and team-building raises questions that merit exploration. 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Steam, Its Generation and Use by Babcock & Wilcox Company, is part of the HackerNoon Books Series. You can jump to any chapter in this book . FEED WATER HEATING AND METHODS OF FEEDING here FEED WATER HEATING AND METHODS OF FEEDING Before water fed into a boiler can be converted into steam, it must be first heated to a temperature corresponding to the pressure within the boiler. Steam at 160 pounds gauge pressure has a temperature of approximately 371 degrees Fahrenheit. If water is fed to the boiler at 60 degrees Fahrenheit, each pound must have 311 B. t. u. added to it to increase its temperature 371 degrees, which increase must take place before the water can be converted into steam. As it requires 1167.8 B. t. u. to raise one pound of water from 60 to 371 degrees and to convert it into steam at 160 pounds gauge pressure, the 311 degrees required simply to raise the temperature of the water from 60 to 371 degrees will be approximately 27 per cent of the total. If, therefore, the temperature of the water can be increased from 60 to 371 degrees before it is introduced into a boiler by the utilization of heat from some source that would otherwise be wasted, there will be a saving in the fuel required of 311 ÷ 1167.8 = 27 per cent, and there will be a net saving, provided the cost of maintaining and operating the apparatus for securing this saving is less than the value of the heat thus saved. The saving in the fuel due to the heating of feed water by means of heat that would otherwise be wasted may be computed from the formula: Fuel saving per cent = 100 ( − i)**––––––––––––––––––**H + 32 − i t t t ( ) 1 where, = temperature of feed water after heating, i = temperature of feed water before heating, and H = total heat above 32 degrees per pound of steam at the boiler pressure. Values of H may be found in . has been computed from this formula to show the fuel saving under the conditions assumed with the boiler operating at 180 pounds gauge pressure. t t Table 23 Table 17 Besides the saving in fuel effected by the use of feed water heaters, other advantages are secured. The time required for the conversion of water into steam is diminished and the steam capacity of the boiler thereby increased. Further, the feeding of cold water into a boiler has a tendency toward the setting up of temperature strains, which are diminished in proportion as the temperature of the feed approaches that of the steam. An important additional advantage of heating feed water is that in certain types of heaters a large portion of the scale forming ingredients are precipitated before entering the boiler, with a consequent saving in cleaning and losses through decreased efficiency and capacity. In general, feed water heaters may be divided into closed heaters, open heaters and economizers; the first two depend for their heat upon exhaust, or in some cases live steam, while the last class utilizes the heat of the waste flue gases to secure the same result. The question of the type of apparatus to be installed is dependent upon the conditions attached to each individual case. In closed heaters the feed water and the exhaust steam do not come into actual contact with each other. Either the steam or the water passes through tubes surrounded by the other medium, as the heater is of the steam-tube or water-tube type. A closed heater is best suited for water free from scale-forming matter, as such matter soon clogs the passages. Cleaning such heaters is costly and the efficiency drops off rapidly as scale forms. A closed heater is not advisable where the engines work intermittently, as is the case with mine hoisting engines. In this class of work the frequent coolings between operating periods and the sudden heatings when operation commences will tend to loosen the tubes or even pull them apart. For this reason, an open heater, or economizer, will give more satisfactory service with intermittently operating apparatus. Open heaters are best suited for waters containing scale-forming matter. Much of the temporary hardness may be precipitated in the heater and the sediment easily removed. Such heaters are frequently used with a reagent for precipitating permanent hardness in the combined heat and chemical treatment of feed water. The so-called live steam purifiers are open heaters, the water being raised to the boiling temperature and the carbonates and a portion of the sulphates being precipitated. The disadvantage of this class of apparatus is that some of the sulphates remain in solution to be precipitated as scale when concentrated in the boiler. Sufficient concentration to have such an effect, however, may often be prevented by frequent blowing down. Economizers find their largest field where the design of the boiler is such that the maximum possible amount of heat is not extracted from the gases of combustion. The more wasteful the boiler, the greater the saving effected by the use of the economizer, and it is sometimes possible to raise the temperature of the feed water to that of high pressure steam by the installation of such an apparatus, the saving amounting in some cases to as much as 20 per cent. The fuel used bears directly on the question of the advisability of an economizer installation, for when oil is the fuel a boiler efficiency of 80 per cent or over is frequently realized, an efficiency which would leave a small opportunity for a commercial gain through the addition of an economizer. From the standpoint of space requirements, economizers are at a disadvantage in that they are bulky and require a considerable increase over space occupied by a heater of the exhaust type. They also require additional brickwork or a metal casing, which increases the cost. Sometimes, too, the frictional resistance of the gases through an economizer make its adaptability questionable because of the draft conditions. When figuring the net return on economizer investment, all of these factors must be considered. When the feed water is such that scale will quickly encrust the economizer and throw it out of service for cleaning during an excessive portion of the time, it will be necessary to purify water before introducing it into an economizer to make it earn a profit on the investment. From the foregoing, it is clearly indicated that it is impossible to make a definite statement as to the relative saving by heating feed water in any of the three types. Each case must be worked out independently and a decision can be reached only after an exhaustive study of all the conditions affecting the case, including the time the plant will be in service and probable growth of the plant. When, as a result of such study, the possible methods for handling the problem have been determined, the solution of the best apparatus can be made easily by the balancing of the saving possible by each method against its first cost, depreciation, maintenance and cost of operation. Feeding of Water—The choice of methods to be used in introducing feed water into a boiler lies between an injector and a pump. In most plants, an injector would not be economical, as the water fed by such means must be cold, a fact which makes impossible the use of a heater before the water enters the injector. Such a heater might be installed between the injector and the boiler but as heat is added to the water in the injector, the heater could not properly fulfill its function. The injector, considered only in the light of a combined heater and pump, is claimed to have a thermal efficiency of 100 per cent, since all of the heat in the steam used is returned to the boiler with the water. This claim leads to an erroneous idea. If a pump is used in feeding the water to a boiler and the heat in the exhaust from the pump is imparted to the feed water, the pump has as high a thermal efficiency as the injector. The pump has the further advantage that it uses so much less steam for the forcing of a given quantity of water into the boiler that it makes possible a greater saving through the use of the exhaust from other auxiliaries for heating the feed, which exhaust, if an injector were used, would be wasted, as has been pointed out. In locomotive practice, injectors are used because there is no exhaust steam available for heating the feed, this being utilized in producing a forced draft, and because of space requirements. In power plant work, however, pumps are universally used for regular operation, though injectors are sometimes installed as an auxiliary method of feeding. Table 18 shows the relative value of injectors, direct-acting steam pumps and pumps driven from the engine, the data having been obtained from actual experiment. It will be noted that when feeding cold water direct to the boilers, the injector has a slightly greater economy but when feeding through a heater, the pump is by far the more economical. Auxiliaries—It is the general impression that auxiliaries will take less steam if the exhaust is turned into the condensers, in this way reducing the back pressure. As a matter of fact, vacuum is rarely registered on an indicator card taken from the cylinders of certain types of auxiliaries unless the exhaust connection is short and without bends, as long pipes and many angles offset the effect of the condenser. On the other hand, if the exhaust steam from the auxiliaries can be used for heating the feed water, all of the latent heat less only the loss due to radiation is returned to the boiler and is saved instead of being lost in the condensing water or wasted with the free exhaust. Taking into consideration the plant as a whole, it would appear that the auxiliary machinery, under such conditions, is more efficient than the main engines. About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Babcock & Wilcox Company (2007). Steam, Its Generation and Use. Urbana, Illinois: Project Gutenberg. Retrieved https://www.gutenberg.org/cache/epub/22657/pg22657-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at , located at . www.gutenberg.org https://www.gutenberg.org/policy/license.html

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