Science|Business
The UK venture capital trust, Octopus Ventures Ltd is investing GBP1.25 million into The Key Revolution Ltd. a spin out set up to commercialise technology developed by the mobile phone network operator Vodafone.
Key Revolution’s provides nomadic computer users with secure and cost effective computing, through the use of the Mobiu USB port plug in. The device has an embedded SIM (Subscriber Identification Module) card, that enables users to access standard applications available on any Windows Operating System, browse the internet, secure access to documents held in their MobiVault remote storage, and collaborate with other Mobiu users in secure MobiRoom, from any location, and without leaving any trace on the PC’s hard drive or the operating network residing on it.
To activate the Mobiu key, users insert it into a computer’s USB port and enter a PIN number, which is authenticated against a central database, thus providing the user with the same chip and pin functionality associated with the use of a bank card at an ATM or store checkout.
Once the SIM card has been validated, users are able to create or edit their documents and then store these securely online through the MobiVault, Key Revolution’s secure and remotely hosted server. After the Mobiu key has been removed from the PC no user footprint remains and all data is saved on the device and backed up through the server.
Like mobile phones, lost or stolen Mobiu keys can be deactivated as soon as access is next attempted.
Key Revolution was spun out by Vodafone employees to licence and commercialise the technology, with Vodafone retaining a major share in the business. The company started beta testing in February 2008 and will launch the service this summer.
Alex Macpherson, Chief Executive, Octopus Ventures said, “The Mobiu key is the only product on the market that enables completely secure remote working through the use of a single device, without the costly infrastructure requirements that have traditionally been associated with this process.”
“The uniqueness of Mobiu, combined with the quality of the management team in place and a growing trend towards more flexible working, means that The Key Revolution has the potential to become a major global technology player.”
reak in to your home or office. If you connect to the internet via a broadband connection you will probably be protected by a firewall. Whilst you are connected you are vunerable. If you use hosted space such as BT Workspace, your access is only protected by a username and password. If you travel with a laptop, your vulnerability goes sky-high, because your laptop is much more vulnerable to being stolen.A friend of mine (let’s call him Peter) is “acting up” at a senior level in an organisation so he has just employed a coach.. Good idea – so how come it took Peter 6 months to get around to it?
Maybe he was new to the concept of coaching?
No – Peter had used a coach in a previous post and found it a useful space to reflect and focus on his own agenda.
Was the funding an issue?
No - he’s in an organisational position where he can access and authorise large amounts.
Then it must have been organisational policy?
No – his HR department seemed supportive when he finally got around to asking them to do some research on options.
Obviously, there may well be some factors that are internal to Peter and contributing to “the block”… and that could be an interesting dynamic for Peter to explore in a coaching session!
What other factors might have contributed to the block?
The two organisations were very different. The previous organisation was a “start up” and coaching was arranged for the whole team of directors, and their coaches were allocated so there was no need to choose. In contrast, coaching was not visible in the current organisation and seemed not to be “on the agenda”.
So there are two important organisational factors:
Firstly, the potentially remedial view of coaching; Peter may well have had concerns about his colleagues’ perceptions of the use of a coach? Would they perceive it as “remedial” – signifying a need for support in a bigger job?
And secondly, how to choose a coach?
Peter had many demands on his time. There was enormous choice and real difficulty in differentiating between the companies, let alone individual coaches. Add to this the sense of embarking on a fairly personal relationship based on only paper or electronic information - a bit like an internet date?
The solution was that Peter used a company I recommended and let the company chose the coach.
The experience of seeing a very rational and decisive person get blocked like this has stimulated my curiosity on the dynamics of choosing a coach. I’m starting to gather and analyse descriptions and I’d be really interested to hear about your experience – especially on any factors that supported or impeded your choices.
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