Generalization over contrast and mirror reversal, but not figure-ground reversal, in an "edge-based

Baylis & Driver (Nature Neuroscience, 2001) have recently presented data on the response of neurons in macaque inferotemporal cortex (IT) to various stimulus transformations. They report that neurons can generalize over contrast and mirror reversal, but not over figure-ground reversal. This finding is taken to demonstrate that ``the selectivity of IT neurons is not determined simply by the distinctive contours in a display, contrary to simple edge-based models of shape recognition'', citing our recently presented model of object recognition in cortex (Riesenhuber & Poggio, Nature Neuroscience, 1999). In this memo, I show that the main effects of the experiment can be obtained by performing the appropriate simulations in our simple feedforward model. This suggests for IT cell tuning that the possible contributions of explicit edge assignment processes postulated in (Baylis & Driver, 2001) might be smaller than expected.

The Wrong Kind of Lean: Over-Commitment and Under-Represented Skills on Technology Teams

This paper reports on results from five companies in the aerospace and automotive industries to show that over-commitment of technical professionals and under-representation of key skills on technology development and transition teams seriously impairs team performance. The research finds that 40 percent of the projects studied were inadequately staffed, resulting in weaker team communications and alignment. Most importantly, the weak staffing on these teams is found to be associated with a doubling of project failure rate to reach full production. Those weakly staffed teams that did successfully insert technology into production systems were also much more likely than other teams to have development delays and late engineering changes. The conclusion suggests that the expense of project failure, delay and late engineering changes in these companies must greatly out-weigh the savings gained from reduced staffing costs, and that this problem is likely going to be found in other technology-intensive firms intent on seeing project budgets as a cost to be minimized rather than an investment to be maximized.