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Neil Movold

MIT's Thomas Malone on Collective Intelligence - 0 views

asmarterplanet.com/...n-collective-intelligence.html

Collective Intelligence Thomas Malone Collaborative Learning Collaborative Intelligence

shared by Neil Movold on 23 Jun 13 - No Cached
  • Neil Movold on 23 Jun 13
     
    "Thomas Malone, director of the MIT Center for Collective Intelligence,  is one of the leading thinkers in the realm of anticipating how new technologies will transform the way work is done and leaders lead. His 2004 book, The Future of Work: How the New Order of Business Will Shape Your Organization, Your Management Style, and Your Life, helped thousands of executives and would-be executives see their organizations, and themselves, in startling new ways. As a result, many organizations are becoming more collaborative and democratic. Now, Malone is exploring how social business, data analytics and cognitive computing will transform organizations once again. Here, he talks about the revolution that is coming."
Neil Movold

Social Capital - The Key to Success for the 21st Century Organization - 0 views

gfbertini.wordpress.com/...-the-21st-century-organization

Knowledge Context Contextual Intelligence

shared by Neil Movold on 16 Jul 12 - No Cached
  • The new advantage is context – how internal and external content is interpreted, combined, made sense of, and converted to new products and services. Creating competitive context requires social capital – the ability to find, utilize and combine the skills, knowledge and experience of others, inside and outside of the organization. Social capital is derived from employees’ professional and business networks. T
  • Neil Movold on 16 Jul 12
     
    In the knowledge economy, content is no longer sufficient - everyone has access to a multitude of content. You cannot compete on what everyone knows. As you move up the hierarchy, it becomes more difficult to compete on individual competency - everyone is highly skilled and experienced at the top. It is hard to compete when everyone is so similar. The new advantage is context - how internal and external content is interpreted, combined, made sense of, and converted to new products and services. Creating competitive context requires social capital - the ability to find, utilize and combine the skills, knowledge and experience of others, inside and outside of the organization. Social capital is derived from employees' professional and business networks. The new competitive landscape requires focusing on between-employee factors, the connections that combine to create new processes, products and services. Social capital encompasses communities of practice, knowledge exchanges, information flows, interest groups, social networks and other emergent connections between employees, suppliers, regulators, partners and customers.
Neil Movold

Social Business Index Draws on Social Business Intelligence - And All the Data That Inf... - 0 views

semanticweb.com/of-data-that-informs-it_b21331

Semantic Web Social Business Intelligence

shared by Neil Movold on 11 Jul 11 - No Cached
  • Neil Movold on 11 Jul 11
     
    While there may not be a semantic application that can go to work on every issue that requires grappling with Big Data, it certainly has a role to play in many of them. Throw out outliers such as using power grid data to optimize power distribution, and "the lion's share of big data problems are semantic problems," says Dachis Group CTO Erik Huddleston.
Neil Movold

The age of smart machines - 0 views

www.economist.com/...manual-work-age-smart-machines

Smart Machines Insight Artificial Intelligence

shared by Neil Movold on 06 Jun 13 - No Cached
  • Neil Movold on 06 Jun 13
     
    "Two things are clear. The first is that smart machines are evolving at breakneck speed. Moore's law-that the computing power available for a given price doubles about every 18 months-continues to apply. This power is leaping from desktops into people's pockets. More than 1.1 billion people own smartphones and tablets. Manufacturers are putting smart sensors into all sorts of products. The second is that intelligent machines have reached a new social frontier: knowledge workers are now in the eye of the storm, much as stocking-weavers were in the days of Ned Ludd, the original Luddite. Bank clerks and travel agents have already been consigned to the dustbin by the thousand; teachers, researchers and writers are next. The question is whether the creation will be worth the destruction."
Neil Movold

Transforming the Workplace: Critical Skills and Learning Methods for the Successful 21s... - 0 views

bigthink.com/...successful-21st-century-worker

Social Learning eLearning market research

shared by Neil Movold on 17 Feb 13 - No Cached
  • The fading ranks of middle management have lost their edge, thanks to revolutions in both technology and globalization. Indeed, the latest wave of technology advances—cloud computing, advanced mobile applications and devices, and rapidly expanding social networks to name a few—have greatly eased access to knowledge work. Nowhere is this change seen more dramatically than with the rapidly ascending workforce in high-growth markets outside the United States. Business writer Seth Godin remarks ominously, “If you're the average person out there doing average work, there's going to be someone else out there doing the exact same thing as you, but cheaper.” The game has shifted to a far more competitive, globally-connected field of play, requiring individuals to differentiate themselves in authentic, compelling ways like never before. Godin concludes, “If you're different somehow and have made yourself unique, people will find you and pay you more.”
  • How We Will Learn: Technology-Enabled Informal LearningWhen we talk about fostering agility, curiosity and continuous learning, we’re fortunate because today we have a host of Web-based technologies (including social, mobile, video, games, and personalized portals) that can serve as perfect tools to support the self-directed learner.By utilizing technology-enabled informal learning resources, collaborative learners can easily share and exchange knowledge, and self-directed learners can continuously teach themselves. These tools allow us to gain and share knowledge when, where and how we want it.Technology-enabled informal learning (that is, technology-based learning that takes place outside a formal classroom environment) also makes sense for organizations because we know that people learn in a variety of ways, and they usually like to learn on their own terms. This insight is derived from Howard Gardner, the influential educational thinker, who has argued that all of us have multiple intelligences. Adjusting and adapting to this cognitive norm, Gardner explains, will generally result in greater skill development and sharper problem solving.
  • According to ASTD’s Learning Executive’s Confidence Index for the fourth quarter of 2011, almost 55% of learning executives expect an increase in the use of informal learning and Web 2.0 tools in their organizations over the next 6 months.
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  • According to Nucleus Research, the average sales person spends 3 to 5 hours per week searching for information across five corporate systems, leaving two out of every three searches feeling overwhelmed by the volume of information they must process. Recent research from the University of Texas concludes that a mere 10% increase in information accessibility results in a 14.4% increase in sales.
  • It’s these passionate, self-directed learners who will help drive the 21st century workforce transformation that our global economy requires.
  • The Self-Directed Learner Is an Inspired LearnerSelf-directed learners are intrinsically motivated. They understand that their passion for learning is fundamentally connected to their ability to differentiate themselves and succeed in the workplace. They know where they need to get smarter to add even more value to their organizations and to advance their careers. They take responsibility for their own learning because they are passionate, inspired and curious.
  • Neil Movold on 17 Feb 13
     
    "There are many explanations for today's uncertain economy. But Nobel economist Joseph Stiglitz of Columbia University has advanced an analysis that's starting to resonate. In a recent article, Stiglitz says that our problem is "rooted in the kinds of jobs we have, the kind we need, and the kind we're losing, and rooted as well in the kind of workers we want, and the kind we don't know what to do with." To advance our economy, Stiglitz believes that wrenching, fundamental change is required - no less dramatic than the shifts experienced by an earlier generation during the Great Depression. While Stiglitz and I work in different worlds, I see evidence in all types of organizations that we need to better prepare, train, and inspire successful self-directed learners to meet today's challenges. As I see it, there are two big questions to consider. First, what are the critical 21st century skills that the workforce of tomorrow needs to develop and master today? Secondly, how can we improve our learning methods to enable the self-directed learner to thrive in this new environment?"
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