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National Geographic has a wealth of information about Bengal tigers, but if the knowledge graph provides just enough information for the searcher, will he or she click on the National Geographic result?

There is currently no “opt out” option for Knowledge Graph. But I would argue that if the knowledge graph result will be showing anyway, wouldn’t you want your brand and your link in it instead of Wikipedia or a competitor as the source? At least if your website is present in the Knowledge Graph, your site may receive clicks via the link to more information in the Knowledge Graph result. Another approach to consider is to fight fire with fire: beat the Knowledge Graph altogether. How? Currently, one type of content that is not appearing in Knowledge Graph yet is video. However, video content, when well-optimized, often realizes more clicks than text entries.  A 2011 study by AimClear demonstrated that video can receive as much as 41 percent more clicks in organic search over text results.

what did Google announce today? A new way to get your company logo within the Google Knowledge Graph box, if Google decides to show one for your company.

Google’s post today says that Schema.org organization markup can be used now as a way for publishers to tell Google what preferred logo they’d like to appear there. Google’s post didn’t make it clear that this was happening only for the Knowledge Graph box, causing us to originally write that this was going to put logos next to search listings. However, Google has since clarified that logos do not show next to search results as with authorship, but rather, in the Knowledge Graph box that sometimes shows for companies. Just using the markup doesn’t guarantee that your logo will be used. It only helps suggest this to Google, which makes the ultimate decision.

for most companies, doing Google+ is going to be a far more effective way to gain logo visibility than using organizational markup. But the option is there, for those who just don’t want to be on Google+.

With contextual search, it's no longer enough to get your business or product listed on the first Web page of results. On a mobile device, as well as in push situations, SEO is really effective only if you can push your results into the top position, or at least into the first few lines.

Wearable devices like Google Glass and the rumored iWatch could put even more pressure on search results. We don't yet know what their interfaces will look like, but it seems safe to assume that there may be even less real estate available to display search results.

This is one reason why the search engines are working so hard to deliver knowledge rather than just Web page links in their results. Google and Bing both now feature "knowledge boxes" that try to encapsulate the pertinent information about a topic in one glance. This "knowledgization" of search results is conducive to mobile search because it parses data into easily displayed and digestible chunks - essential for the smaller screen.

What are the key steps of the invention process? I describe it with my model, the Innovation Engine. First, there's an internal part. People normally start with imagination, being able to conjure ideas up in your mind. You need a base of knowledge with which you can work; if you don't have a base of knowledge, then you don't have a toolbox for your imagination. You also have to have the motivation and drive to solve the problem, because getting beyond the obvious answers requires a tremendous amount of activation energy.You need the imagination, you need the knowledge, and you need the attitude, which is the spark for this process, but there are also a lot of external factors that people do not take into account. What are these external factors?You need an environment where creativity is supported: everything from the physical space you're in, to the people you're with, the rules, the rewards, the constraints, the culture, and the resources present. All of these things have a huge impact on how an individual, a team, or an organization functions from a creative perspective.

How can managers create an environment nourishing to creativity? I've talked to some executives about this question, and they say, "My job as a manager is to create a habitat that fosters innovation." The innovation engine can get sparked anywhere--it's a kind of Möbius cube--there's no beginning and no end. If you're a manager, your job is to create a habitat that stimulates the imagination of your team, of your employees, of your colleagues.

One of the most common things that people say during a brainstorming session is "let me build on that." It’s a great way, even if you're going to take a tangential turn from what someone just said, to validate what they said and come up with an interesting segue to something else. You want to keep moving forward and going beyond the first wave of ideas and the second wave of ideas and keep pushing. The worst way to brainstorm is when everyone has their own ideas and nobody has taken [one another’s ideas] in different directions. Everyone feels a sense of ownership for their own idea, and then when you make the decision about what you're going to do, you have a lot of "Well, I like my idea," "I like my idea."

content-out design4 — the concept of determining how your design should shift for varying displays by focusing not on screen sizes, but on where your content naturally breaks down.

if you want to ready your content to be more flexible and adaptable, then you can’t just look at each page individually. You need to start finding patterns in the content.

Each bit of structure you add gives you options: new abilities to control how and where content should be presented to best support its meaning and purpose.

the specialist era is waning. The future may belong to the generalist.

there appears to be reasonable and robust data suggesting that generalists are better at navigating uncertainty.

Professor Phillip Tetlock conducted a 20+ year study of 284 professional forecasters. He asked them to predict the probability of various occurrences both within and outside of their areas of expertise. Analysis of the 80,000+ forecasts found that experts are less accurate predictors than non-experts in their area of expertise.

Another intriguing theory for strokes of genius coming closer to midlife is due to the "burden of knowledge": science has accumulated so much understanding about the world that there are way more bits of information for a researcher to process before she can start making her own original discoveries.

The thesis of a knowledge-led enlightenment now faces its antithesis, a menacing, secretive techno-centralism, with as yet no synthesis.

This giant revolution in access to knowledge has not dispersed power but rather passed it to new and in many cases sinister oligarchies. In Hannah Arendt's words, these do not appear to be "thinking the unthinkable" but rather just "not thinking".

"The dominant narrative about the use of drones in Pakistan is of a surgically precise and effective tool that makes the US safer by enabling 'targeted killings' of terrorists, with minimal downsides or collateral impacts. This narrative is false," the report, entitled Living Under Drones, states.

The "best available information", they say, is that between 2,562 and 3,325 people have been killed in Pakistan between June 2004 and mid-September this year – of whom between 474 and 881 were civilians, including 176 children. The figures have been assembled by the Bureau of Investigative Journalism, which estimated that a further 1,300 individuals were injured in drone strikes over that period.

US drones hover 24 hours a day over communities in north-west Pakistan, striking homes, vehicles, and public spaces without warning," the American law schools report says

shift toward what is now known as contextual computing

Amazon’s and Netflix’s recommendation engines, while not magnificently intuitive, feed you book and video recommendations based on your behavior and ratings. Facebook’s and Twitter’s valuations are premised on the notion that they can leverage knowledge of your acquaintances and interests to push out relevant content and market to you in more effective ways.

four data graphs essential to the rise of contextual computing: social, interest, behavior, and personal.

Facebook's practice of scanning messages and counting links as likes isn’t a privacy issue. It's common knowledge that what users do online - even in so-called private messaging - is potentially public. Rather, Facebook's activity raises a credibility issue. It shows that the company is fudging the numbers when it comes to advertising.

“It's not in Facebook's best interest to proactively solve this problem," said Tom Corson-Knowles, an online marketer who consults with small-business owners on ways to promote products on social networks. "Facebook's revenue is directly proportionate to the number of pageviews the site gets, and banning one percent of [pageviews] will cost the company a lot of missed ad impressions."

These days, developing a successful online presence requires approaching traditional digital efforts like link-building, web traffic, lead generation, and sales from a decidedly more editorial, content-rich approach: a hybrid marketing and storytelling strategy that drives customer actions by creating, documenting, distributing, and optimizing content. Some companies have created their own internal content development departments or are working with agencies to create everything from infographics to documentaries that highlight where the values, interests, and personality of brand and customer overlap. Coca Cola believes so strongly in the power of content that they are relying on this approach to help them double the size of their business by 2020.

While your office probably looks a lot different than a newsroom, approaching content strategy by thinking like a magazine publisher or a television producer is an effective way to approach content development and promotion. Utilizing influential voices to develop and promote content can help ensure that you meet the first requirement of securing readership and viewers--be interesting.

The people who already create for you: We often hear “write about what you know” because it comes easiest. Identify the talented storytellers within your own walls. Those with an intimate knowledge of company activities are primed to create impactful content, even on a tight deadline. Identify employees who are weekend filmmakers, amateur photographers, poets, and guitar players and invite them to bring these talents to the table.

The news audience is evolving faster than news providers, though. Gingras told us that, only a few years ago, 50% of the inbound audience went to the front page, and the other 50% went straight to stories or other pages. By now, 75% of traffic is going to stories. A minority of visitors ever see a site's front-page curated presentation of the news.

the value of information is not just in the knowledge of it; it's in what you can do with it.

News isn't just about information. It's also storytelling. Anyone can publish text, photos or even video to the Web now. But technology enables new, compelling storytelling techniques that could shine in the hands of dedicated news organizations.

social media is becoming a skill, not a job. Companies like Intel and Dell and IBM are leading the way in broadly distributed social participation, giving thousands of employees the opportunity to win hearts and mind in social and with smart content.

This decentralization of social communication has widespread ramifications for social media management software vendors, as it puts additional emphasis on triage and workflow tools.

The days of one social media manager handling Twitter, Facebook, Linkedin and the rest is coming to a close (as is the era of the one or two person content marketing team) and the same way all of us have a corporate email address and phone number, we’ll all (or nearly all) have a role to play on behalf of the company in social and content marketing, eventually.

Hourly wages and the classic 40-hour work week have trained us to measure our labor by the number of hours we log. However, this mindset is dead wrong when applied to today's professionals. The value of lawyers, consultants, and analysts isn't the time they spend, but the value they create through their knowledge.

when managers judge their employees' work by the time they spend at the office, they impede the development of productive habits. By focusing on hours worked instead of results produced, they let professionals avoid answering the most critical question: "Am I currently using my time in the best possible way?" As a result, professionals often use their time inefficiently.

this manager praised his or her employee not for the value that he added to the meetings that he attended, but merely for his physical presence. Given this structure of rewards, it is no surprise that we keep seeing unnecessary and unproductive meetings.

Traditional marketing — including advertising, public relations, branding and corporate communications — is dead. Many people in traditional marketing roles and organizations may not realize they're operating within a dead paradigm. But they are. The evidence is clear.

First, buyers are no longer paying much attention. Several studies have confirmed that in the "buyer's decision journey," traditional marketing communications just aren't relevant. Buyers are checking out product and service information in their own way, often through the Internet, and often from sources outside the firm such as word-of-mouth or customer reviews.

Second, CEOs have lost all patience. In a devastating 2011 study of 600 CEOs and decision makers by the London-based Fournaise Marketing Group, 73% of them said that CMOs lack business credibility and the ability to generate sufficient business growth, 72% are tired of being asked for money without explaining how it will generate increased business, and 77% have had it with all the talk about brand equity that can't be linked to actual firm equity or any other recognized financial metric.

Curation is the act of individuals with a passion for a content area to find, contextualize, and organize information. Curators provide a consistent update regarding what's interesting, happening, and cool in their focus. Curators tend to have a unique and consistent point of view--providing a reliable context for the content that they discover and organize

Sites like BoingBoing and Brain Pickings are great content curators. And now brands are getting into the act. Harley Davidson's site Ridebook features content in culture, style, music, and travel. And increasingly, curators are emerging as a critical filter that helps niche content consumers find "signal" in noise

anyone who steps up and volunteers to curate in their area of knowledge and passion is taking on a Herculean task. They're going to stand between the web and their readers, using all of the tools at their disposal to "listen" to the web, and then pull out of the data stream nuggets of wisdom, breaking news, important new voices, and other salient details. It's real work, and requires a tireless commitment to being engaged and ready to rebroadcast timely material. While there may be an economic benefit for being a "thought leader" and "trusted curator," it's not going to happen overnight. Which is to say, being a superhero is often a thankless job.

Psychology and economics professor George Loewenstein conducted an in-depth study and discovered that the peak combination for triggering a high level of curiosity included: Violating the right expectations Tickling the “information gap” Knowing when to stop

In both headlines there is something readers may not expect. As a result, disorder is created, which requires investigation to restore sense and meaning. Curiosity headlines are some of the hardest to write, because simply turning something on its head usually isn’t enough to encourage your reader to take action. To create a real desire for your reader to click, read, or sign up, you have to violate the right expectations. Loewenstein discovered that curiosity increased when you highlighted a gap in someone’s knowledge, particularly when it related to a topic that interested them.

It’s not enough to create disorder. You have to stop your reader from thinking, “Oh, that’s probably going to be about X, Y and Z — I bet I already know that.” To sustain curiosity, Loewenstein suggests using feedback to quash this thought before it arises. Tests revealed that most people assume they know more than they actually do, so you definitely want to make sure you’re not losing readers who “think” they know what you’re going to tell them.

Over time, we create an Internet that matches our world view through the click signals we send. We aren’t exposed to different points of view, which Pariser says is a threat to everything from creativity to democracy. Adding to the threat is that the filter bubble usually works behind the scenes: In fact, it must go unnoticed to be effective. So while we make the media that ultimately makes us, we don’t notice that we’re being exposed to certain content because we never see the content we’re missing.

Pariser outlines several ways to address the problem, including building serendipity into search engines and helping users find alternative viewpoints, particularly when it comes to news.