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D'coda Dcoda

This Is Generation Flux: Meet The Pioneers Of The New (And Chaotic) Frontier Of Busines... - 0 views

www.fastcompany.com/...ration-flux-future-of-business

shared by D'coda Dcoda on 16 Jan 12 - No Cached
  • The business climate, it turns out, is a lot like the weather. And we've entered a next-two-hours era. The pace of change in our economy and our culture is accelerating--fueled by global adoption of social, mobile, and other new technologies--and our visibility about the future is declining.
  • Uncertainty has taken hold in boardrooms and cubicles, as executives and workers (employed and unemployed) struggle with core questions: Which competitive advantages have staying power? What skills matter most? How can you weigh risk and opportunity when the fundamentals of your business may change overnight?
  • Look at the global cell-phone business. Just five years ago, three companies controlled 64% of the smartphone market: Nokia, Research in Motion, and Motorola. Today, two different companies are at the top of the industry: Samsung and Apple. This sudden complete swap in the pecking order of a global multibillion-dollar industry is unprecedented. Consider the meteoric rise of Groupon and Zynga, the disruption in advertising and publishing, the advent of mobile ultrasound and other "mHealth" breakthroughs (see "Open Your Mouth And Say 'Aah!'). Online-education efforts are eroding our assumptions about what schooling looks like. Cars are becoming rolling, talking, cloud-connected media hubs. In an age where Twitter and other social-media tools play key roles in recasting the political map in the Mideast; where impoverished residents of refugee camps would rather go without food than without their cell phones; where all types of media, from music to TV to movies, are being remade, redefined, defended, and attacked every day in novel ways--there is no question that we are in a new world.
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  • Any business that ignores these transformations does so at its own peril. Despite recession, currency crises, and tremors of financial instability, the pace of disruption is roaring ahead. The frictionless spread of information and the expansion of personal, corporate, and global networks have plenty of room to run. And here's the conundrum: When businesspeople search for the right forecast--the road map and model that will define the next era--no credible long-term picture emerges. There is one certainty, however. The next decade or two will be defined more by fluidity than by any new, settled paradigm; if there is a pattern to all this, it is that there is no pattern. The most valuable insight is that we are, in a critical sense, in a time of chaos.
  • To thrive in this climate requires a whole new approach, which we'll outline in the pages that follow. Because some people will thrive. They are the members of Generation Flux. This is less a demographic designation than a psychographic one: What defines GenFlux is a mind-set that embraces instability, that tolerates--and even enjoys--recalibrating careers, business models, and assumptions. Not everyone will join Generation Flux, but to be successful, businesses and individuals will have to work at it.
  • Digital competition destroyed bookseller Borders, and yet the big, stodgy music labels--seemingly the ground zero for digital disruption--defy predictions of their demise. Walmart has given up trying to turn itself into a bank, but before retail bankers breathe a sigh of relief, they ought to look over their shoulders at Square and other mobile-wallet initiatives. Amid a reeling real-estate market, new players like Trulia and Zillow are gobbling up customers. Even the law business is under siege from companies like LegalZoom, an online DIY document service. "All these industries are being revolutionized," observes Pete Cashmore, the 26-year-old founder of social-news site Mashable, which has exploded overnight to reach more than 20 million users a month. "It's come to technology first, but it will reach every industry. You're going to have businesses rise and fall faster than ever."
  • You Don't Know What You Don't Know "In a big company, you never feel you're fast enough." Beth Comstock, the chief marketing officer of GE
  • Within GE, she says, "our traditional teams are too slow. We're not innovating fast enough. We need to systematize change." Comstock connected me with Susan Peters, who oversees GE's executive-development effort. "The pace of change is pretty amazing," Peters says. "There's a need to be less hierarchical and to rely more on teams. This has all increased dramatically in the last couple of years."
  • Executives at GE are bracing for a new future. The challenge they face is the same one staring down wide swaths of corporate America, not to mention government, schools, and other institutions that have defined how we've lived: These organizations have structures and processes built for an industrial age, where efficiency is paramount but adaptability is terribly difficult. We are finely tuned at taking a successful idea or product and replicating it on a large scale. But inside these legacy institutions, changing direction is rough.
  • " The true challenge lies elsewhere, he explains: "In an increasingly turbulent and interconnected world, ambiguity is rising to unprecedented levels. That's something our current systems can't handle.
  • "There's a difference between the kind of problems that companies, institutions, and governments are able to solve and the ones that they need to solve," Patnaik continues. "Most big organizations are good at solving clear but complicated problems. They're absolutely horrible at solving ambiguous problems--when you don't know what you don't know. Faced with ambiguity, their gears grind to a halt.
  • The security of the 40-year career of the man in the gray-flannel suit may have been overstated, but at least he had a path, a ladder. The new reality is multiple gigs, some of them supershort (see "The Four-Year Career"), with constant pressure to learn new things and adapt to new work situations, and no guarantee that you'll stay in a single industry.
  • "So many people tell me, 'I don't know what you do,'" Kumra says. It's an admission echoed by many in Generation Flux, but it doesn't bother her at all. "I'm a collection of many things. I'm not one thing."
  • The point here is not that Kumra's tool kit of skills allows her to cut through the ambiguity of this era. Rather, it is that the variety of her experiences--and her passion for new ones--leaves her well prepared for whatever the future brings. "I had to try something entrepreneurial. I had to try social enterprise. I needed to understand government," she says of her various career moves. "I just needed to know all this."
  • You do not have to be a jack-of-all-trades to flourish in the age of flux, but you do need to be open-minded.
  • Nuke Nostalgia If ambiguity is high and adaptability is required, then you simply can't afford to be sentimental about the past. Future-focus is a signature trait of Generation Flux. It is also an imperative for businesses: Trying to replicate what worked yesterday only leaves you vulnerable.
  • "We now recognize that external focus is more multifaceted than simply serving 'the customer,'" says Peters, "that other stakeholders have to be considered. We talk about how to get and apply external knowledge, how to lead in ambiguous situations, how to listen actively, and the whole idea of collaboration."
Dan R.D.

Three Years of Transforming Businesses with Cloud [17Sep11] - 0 views

www.wired.com/...sforming-businesses-with-cloud

1UE_NS

shared by Dan R.D. on 18 Sep 11 - No Cached
  • In working with thousands of clients, IBM has established that businesses and the world at large have become more interconnected and certainly more intelligent. Just to toss out a few factoids – data is growing at 6 trillion bytes per second, IP traffic will accelerate in 3 years to over a trillion gigabytes, and as of 2010, there were an estimated 30B RFID tags across the global ecosystem. Almost 162 million smart phones were sold in 2008, surpassing laptop sales for the first time. Soon there will be one trillion connected devices in the world, constituting an “Internet of things.” This environment provides both the individual and the organization the opportunity to adapt their thinking and actions to address the challenges of the new world.
  • Clouds are now seen as an element of a transformative process. Organizations spend time looking at their business processes and deciding which ones to change for competitive advantage as they move into the cloud. More efficient workflows that incorporate “outsiders,” such as customers, contractors, and suppliers can be created.
  • The ability to allow outside partners to connect to a legacy application via the cloud is an important consideration.
Marc-Alexandre Gagnon

Business : Digital payments popularity rising - 0 views

www.khaleejtimes.com/...inside.asp

3BT_NFC mobile payments

shared by Marc-Alexandre Gagnon on 04 Feb 12 - No Cached
  • DUBAI — Digital contactless payment has become more popular among UAE travellers as they prefer to make payments and seek information in a visual format on a device, according to a latest global industry study.
  • Around 32 per cent of UAE respondents find using their phone rather than cash or credit cards to pay for things “extremely appealing” as against 24 per cent globally, revealed a major global industry study “From chaos to collaboration: How transformative technologies will herald a new era in travel”.
  • Commissioned by Amadeus, a travel technology partner and transaction processor for the global travel and tourism industry, the new report outlines the way new technologies and social change will transform travel by 2020. The study challenges the industry to overcome the uncertainty and stress of modern-day travel through the application of new innovations.
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  • High mobile penetration in the UAE is cited as a key reason for travellers’ readiness to use mobile applications and devices at payment points. Statistics show that the UAE is expected to lead with 100 per cent mobile broadband penetration in 2012 while the mobile market penetration has already crossed 200 per cent.
  • “Traveller needs are definitely seeing a dramatic change in the UAE with customers preferring advanced mobile applications and devices to conduct transactions. This reflects evolving changes in consumer lifestyle and travel requirements. The travel sector is also beginning to realise that the world is changing and travellers will increasingly expect intelligent information exchange,” said Humayun Baig, Amadeus’ regional market manager in charge of the UAE, Oman and Bahrain. Based on extensive research and input from key industry experts, the study explores six key areas in which future technology and innovation could be deployed
  • According to the study, developed by leading global foresight and futures consultancy The Futures Company, factors such as augmented reality, gamification, intelligent passenger records, long range biometrics and the rise of the wellbeing agenda will drive change in the next decade and beyond, heralding a new era of industry and global travel collaboration.
  • Amadeus’s global report highlighted that travellers in the UAE prefer making payments via mobile rather than using cash or credit card. More than 90 per cent of the UAE respondents found mobile payments “somewhat appealing” as opposed to 78 per cent of the respondents among the other countries surveyed.
  • The study also revealed that 94 per cent of the UAE respondents preferred using visual applications that reflect the physical world on the mobile device. Augmented reality, which is a virtual view on the real world, is experienced in applications such as games, location apps and business cards. Other findings in the study reveal that 56 per cent of UAE respondents cited having a strict boundary between work and personal life, while 66 per cent of Emirati respondents stressed the importance of being reachable and available at all times, much more than the total response rate of 48 per cent.
D'coda Dcoda

PR and Ethics in the Battle for Location-based Data [25May11] - 0 views

blogs.hbr.org/...public_relations_101.html

6GEO

shared by D'coda Dcoda on 26 May 11 - No Cached
  • Micro-targeted ads were only the first step; now companies can easily link anyone's social media profile to their web-browsing habits, and sell that information to anyone who's interested. Google, Apple, Facebook, Microsoft, and others are, predictably, jockeying for lead position
  • Transformations of this magnitude are never confined to the market. Eventually, they spill over into the realm of politics and society. It's a familiar pattern: new technology enables new business practices. These practices, in turn, raise important social, political, and
  • Transformations of this magnitude are never confined to the market. Eventually, they spill over into the realm of politics and society. It's a familiar pattern: new technology enables new business practices. These practices, in turn, raise important social, political, and legal questions
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  • Facebook clearly understands that the media and public opinion form part of the competitive playing field. But they seem to have forgotten Business Ethics 101: Don't do anything that you'd be embarrassed to see on Page 1 of the Wall Street Journal or the Financial Times. That's not just good ethics advice; it's good PR advice, too. Rosanna Fisk, chief executive of the Public Relations Society of America, commented that Facebook's actions were "unethical and improper," adding that the affair had become a "PR nightmare."
Dan R.D.

Smashing The Clock [11Dec06] - 0 views

www.businessweek.com/...b4013001.htm

work time location distance teleworking 1UE_NS

shared by Dan R.D. on 27 Sep 11 - Cached
  • At most companies, going AWOL during daylight hours would be grounds for a pink slip. Not at Best Buy. The nation's leading electronics retailer has embarked on a radical--if risky--experiment to transform a culture once known for killer hours and herd-riding bosses. The endeavor, called ROWE, for "results-only work environment," seeks to demolish decades-old business dogma that equates physical presence with productivity. The goal at Best Buy is to judge performance on output instead of hours.
  • Best Buy did not invent the post-geographic office. Tech companies have been going bedouin for several years. At IBM (IBM ), 40% of the workforce has no official office; at AT&T, a third of managers are untethered. Sun Microsystems Inc. (SUNW ) calculates that it's saved $400 million over six years in real estate costs by allowing nearly half of all employees to work anywhere they want. And this trend seems to have legs.
  • Another thing about this experiment: It wasn't imposed from the top down. It began as a covert guerrilla action that spread virally and eventually became a revolution. So secret was the operation that Chief Executive Brad Anderson only learned the details two years after it began transforming his company. Such bottom-up, stealth innovation is exactly the kind of thing Anderson encourages.
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  • But arguably no big business has smashed the clock quite so resolutely as Best Buy. The official policy for this post-face-time, location-agnostic way of working is that people are free to work wherever they want, whenever they want, as long as they get their work done.
  • "It wasn't hugs and smiles," she says of Ressler's and Thompson's campaign. "Managers in the old mental model were totally irritated." In the e-learning division, many of Wells's older co-workers (read 40-year-olds; the average age at Best Buy is 36) expressed resentment over the change, insisting that work relationships are better face-to-face, not screen-to-screen. "We have people in our group who are like, `I'm not going to do it,'" says Wells, who likes to sleep in and doesn't own an alarm clock. "I'm like, `that's fine, but I'm outta here.'" In enemy circles, Ressler and Thompson are known to this day as "those two" and "the subversives."
  • It seems to be working. Since the program's implementation, average voluntary turnover has fallen drastically, CultureRx says. Meanwhile, Best Buy notes that productivity is up an average 35% in departments that have switched to ROWE.
  • So bullish are Anderson and his team on the idea that they have formed a subsidiary called CultureRx, set up to help other companies go clockless. CultureRx expects to sign up at least one large client in the coming months.
  • `How are you going to measure this so you know you're getting the same productivity out of people?'"
  • Achen could see that not only was his team's productivity up, but engagement scores, or measuring job satisfaction and retention, were the highest in the dot-com division's history.
  • "For years I had been focused on the wrong currency," says Thompson. "I was always looking to see if people were here. I should have been looking at what they were getting done."
  • Achen says he would never go back. Orders processed by people who are not working in the office are up 13% to 18% over those who are. ROWE'ers are posting higher metrics for quality, too. Achen says he believes that's due to the new office paradox: Given the constant distractions, it sometimes feels impossible to get any work done at work.
  • But it's worth remembering that most big companies fail to grow at the rate of inflation. That's true in part because the bigger the company gets, the harder it is to get the best out of each and every employee. ROWE is one of Best Buy's answers to avoiding that fate. "The old way of managing and looking at work isn't going to work anymore," says Ressler. "We want to revolutionize the way work gets done." Admit it, you're rooting for them, too.
Marc-Alexandre Gagnon

Mobile payment apps work to make wallets obsolete - 0 views

www.sfgate.com/...article.cgi

3BT_NFC mobile payments

shared by Marc-Alexandre Gagnon on 06 Feb 12 - No Cached
  • Late last month, I ordered the beverage at Sightglass Coffee in SoMa, grabbed it from the counter and walked out without cracking my wallet.
  • Nobody chased me down because, when I first approached the cafe, the Card Case app on my iPhone detected the store's perimeter and automatically switched on. It broadcast my picture to the barista, who could then tap my pre-entered credit card number to cover the bill. The phone never had to leave my pocket.
  • It felt a lot like buying in the one-click environments of iTunes or Amazon, which is to say it didn't feel like buying at all. Square, the San Francisco startup behind the app, has come close to replicating the frictionless online buying experience in the brick-and-mortar world.
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  • "What we wanted to focus on was removing the mechanics of the transaction and building the relationship between the merchant and customer," said Megan Quinn, director of products at Square, which occupies space at the Chronicle building at Fifth and Mission streets.
  • But, of course, Square isn't the only company working hard to crack the nut of mobile payments - and they all face considerable challenges.
  • Google, Visa, MasterCard, VeriFone, eBay's PayPal division and a joint venture among AT&T, Verizon and T-Mobile are attacking the problem in various ways. In most cases, those businesses are going a different direction than Square, employing near field communications (NFC) technology that allows people to tap their phone near a terminal to make a payment.
  • Done right, mobile payments can accelerate the monetary exchange, while streamlining the issuance, acceptance and storage of receipts, coupons and loyalty cards. Down the road - once consumer and retail use reaches critical mass - the hope is that people will be able to leave their wallets at home altogether.
  • But there's a chicken and egg paradox: Customers won't start using mobile payments in great numbers until they're accepted in great numbers, and retailers don't have a huge incentive to roll these systems out until customers are clamoring to pay this way.
  • There are only about 150,000 retailers nationwide that accept payments over MasterCard's NFC-based Paypass readers. Google's Wallet payment app works with this system, and industry rumors suggest the next iPhone might as well.
  • Square, which has so far focused on small merchants has about 20,000 that accept Card Case.
  • Another big challenge is human inertia. To get people to download apps, key in credit card numbers and transform a habit they're very comfortable with, mobile payments will have to represent more than a little improvement over what they do today.
  • "You have to offer them a compelling reason to do it," said David Mangini, an IBM executive focused on mobile payments. "At a very, very minimum ... it has to be just as convenient, just as broadly accepted and just as safe."
  • One of the big knocks on basic NFC payments is that tapping a phone near a reader doesn't represent a whopping improvement over swiping a card. In addition, merchants have little to gain by replacing one expensive payment infrastructure with another, some observers say.
  • "It doesn't upset the status quo," said Nick Holland, senior analyst at Yankee Group. "It doesn't really change the original business model and it all goes through the same rails."
  • Receipts, deals Google argues that its NFC-based Wallet app is a big step forward for a few reasons. A single tap replaces not just the payment, but also the exchange of receipts, coupons and loyalty points.
  • On top of that, Google believes it's tying together the on- and off-line retail worlds, by allowing consumers to move the deals they spot on the Web into the Wallet app, where they can redeem them in the real world. Google Wallet also advertises nearby deals when users open up the app.
  • "For the consumer, it's really about tap, pay and save," said Osama Bedier, vice president of payments at Google. "On the merchant side, it's about closing the loop on that advertising."
  • This is a critical goal for Google, too, as it experiences slowing growth in online advertising - 93 percent of commerce still occurs offline, according to Forrester Research
  • For its part, Square steers around the limitations of NFC - as well as the various roadblocks of wireless carriers and credit processing networks - by leveraging the powers of the Internet to process payments. The credit card information is stored online, in Square's secure cloud, not on the device itself.
  • Square, which started by providing small attachments that allow merchants to swipe credit cards using mobile devices, acts as the merchant of record for its customers. This allows the businesses to quickly start accepting credit cards without going through the usual drawn out and expensive process of applying for a merchant account. But it also clearly puts more risk onto Square's shoulders.
  • Square turned on the hands-free feature on its Card Case app, which takes advantage of the so-called geofencing capabilities in the latest version of Apple's mobile software, in an upgrade to the app in November. The feature is only available on Apple devices to date
  • Quinn said "automatic tabs" represents an obvious improvement over traditional payments and it's quickly driving user growth (though the company doesn't disclose user numbers).
  • In addition, retailers have seen revenue leap as much as 20 percent since integrating the app. It drives traffic by highlighting nearby establishments, and the ease of payment encourages customer loyalty, the company says. Tips also tend to go up.
  • Is it safe? But the question that has dogged Square - and indeed hangs over much of the mobile payment space - is security.
  • Early last year, VeriFone CEO Douglas Bergeron blasted Square - its attention-grabbing young competitor - for what he called serious security flaws. In an online video, he argued that any bad actor could use the Square dongle and an easy-to-create app to skim credit card numbers.
  • Square CEO Jack Dorsey, also the co-founder of Twitter, defended the company's security practices in a letter. He also highlighted the inherent insecurity of credit cards, noting that any sketchy waiter is equally free to steal your information.
  • Meanwhile, Quinn argued that Card Case is actually more secure than credit cards because it only works if you're in the location and your face matches the picture that pops up on the merchant's screen.
  • The radio technology behind NFC has taken some security lumps, too.
  • Late last month, a security researcher at a Washington, D.C., conference used a wireless reader she bought on eBay to highlight some weaknesses of radio frequency identification, Forbes reported. She pulled the critical data from an RFID-enabled credit card through a volunteer's clothing, encoded that data onto a blank card and put it to use onstage.
  • Holland said that any new form of payment inevitably creates new forms of fraud. The challenge will be to educate consumers and merchants about how to minimize the risks.
  • "Clearly, having a device always with you and connected is a very inviting target for criminals," he said. "Any safe is only as strong as the key."
Marc-Alexandre Gagnon

How Visa Plans To Dominate Mobile Payments, Create The Digital Wallet And More | TechCr... - 0 views

techcrunch.com/...te-the-digital-wallet-and-more

3BT_NFC mobile payments

shared by Marc-Alexandre Gagnon on 06 Feb 12 - No Cached
  • It’s no secret that credit card companies are shelling out big bucks and aggressively forming partnerships and deals to start cashing in on the mobile and digital payments innovations currently taking place. American Express, which recently debuted its own digital payments product Serve, has been particularly aggressive on the partnerships front, striking recent deals with both Foursquare and Facebook. Mastercard has bet on NFC with a partnership with Google for Google Wallet and bought online payments gateway DataCash for $520 million last fall. And Visa has made a number of major moves in the mobile and digital payments space of late; including making an investment (and taking on an advisory role) in disruptive startup Square, buying virtual goods payments platform PlaySpan for $190 million, and acquiring mobile payments company Fundamo for $110 million. We sat down with Visa’s Global Head of Mobile Product Bill Gajda and the company’s Head of Global Product Strategy, Innovation and eCommerce Jennifer Schulz to discuss how the financial company is planning to compete in both mobile and digital payments.
  • In May, Visa announced its plans for the digital wallet. We’ll explain this initiative later in the post, but part of this platform would allow you to access your loyalty points, credit cards and more from your mobile phone at the point of sale. And the third pillar of Visa’s mobile strategy is incorporating value-added services like real-time alerts, contextual services, and offers at point of shopping based on where you are.
  • Gajda explains that Visa is licensing mobile payments applications PayWave for integration with the ISIS wallet and the company is actively looking for other ways to integrate with NFC into the company’s mobile payments structure.
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  • Of course, some aren’t so bullish on NFC, notably eBay (who owns PayPal) CEO John Donohoe, who in a recent earnings call said merchants refer NFC “not for commerce.” And odd statement considering PayPal just dipped its toes in the NFC pool with support for Android.
  • Gajda tells is, “I think for some people NFC will replace the actual physical credit card but it will be a long time before NFC replaces all payments.” He believes that we are going to start seeing more traction by end of this year but says the capability of “taking credit cards and putting them on mobile phones will represent the long tail” in payments. But he adds, “the pieces are in place for NFC to take off.”
  • The second part of the Visa’s mobile strategy involves the digital wallet and the mobile web. Gajda says that as e-commerce ramps up on mobile phones, there is a need for one-click, simple username and password checkout experience in a transaction being made on a mobile device. That’s an area where PayPal has been working hard to dominate in but Visa sees room for other players. Should we expect a PayPal-like, one-click mobile payments technology coming from Visa soon? Perhaps, the company hasn’t been afraid to enter PayPal’s territory in the past, launching a peer to peer payments service earlier this year.
  • Gajda tells us that the biggest challenge of mobile payments in the current market the massive amount of fragmentation in the mobile industry. He explains that with all of the various mobile operating systems, specific manufactured phones, applications and more, keeping up with pace of innovation on the development side is a major challenge for Visa.
  • Visa actually tested a partnership with retailer The Gap earlier this year which alerted customers via SMS of discounts in stores near them. Gajda tells us Visa is working with a number of other retailers and banks on similar deals which will be announced soon.
  • Gajda says there are a number of other factors at play in the mobile payments place that need to be highlighted when talking about mobile payments. International is a huge growth area in mobile payments. He tells is that outside the U.S., there are a large number of people who have mobile phones but don’t have banking relationship or credit card. In fact, he says there are 2 billion people in world that have phone, but don’t have a bank account or credit card.
  • In these markets, Visa’s goal is to bring prepaid accounts, purchasing power and other financial services to basic phones. These could include topping up a mobile phone with airtime, buying transit tickets, peer to peer payments. And this goal was the mean reason behind the purchase of behind the $110 million purchase of Fundamo. The company’s platform delivers mobile financial services to unbanked and under-banked consumers around the world, including person-to-person payments, airtime top-up, bill payment and branchless banking services.
  • MOBILE Gajda explains that there are three prongs to Visa’s mobile payments strategy. One of these is NFC, and focuses on payments using a mobile phone at a physical store. For background, NFC (near field communications) enables people to make transactions, exchange digital content and connect electronic devices with a simple touch. As we’ve seen with Google Wallet, Android phones such as the Nexus S are being built with NFC chips, making your cell phone a mobile wallet. Visa recently joined the ISIS network, a NFC mobile payment network that is a joint venture formed by AT&T, T-Mobile and Verizon. ISIS will soon launch in a number of markets, including Utah and Texas.
  • Connecting with the small business world that don’t yet use credit cards or are new to the system is another area where Visa feels there is strong potential, especially with mobile payments. That’s why the company invested in disruptive mobile payments company Square and took an advisory role in the company. Gajda says that the power of Square is that it is enabling small businesses and independent workers such as doctors, designer and other merchants to start using credit cards and grow their businesses. It would make sense for Square and Visa would somehow work to harness the power of their partnership (As of April roughly two-thirds of transactions using Square’s payments service were through Visa credit cards.), but it’s unclear what the two companies will reveal any new co-produced products soon.
  • Schulz explains that the idea behind the wallet is that consumers want control over their wallet and want to have payment information and access available to them at all times. She believes that the digital wallet will click to buy incorporated on retailers’ sites is essential to the future of e-commerce in both the U.S. and emerging markets.
  • DIGITAL Visa’s digital payments guru Schulz outlined her strategy for digital payments at the company, which centralizes around the creation of the digital wallet. Schulz says that because of the fact that e-commerce is being more easy and convenient with customers, especially with m-commerce, the underlying payments infrastructure has to evolve.
  • And Visa’s answer to this is a new digital wallet initiative. Here’s how it works. Users will have an account, and they can add their credit card numbers (and cards from other credit card companies such as American Express and Mastercard). Visa is partnering with a number of financial institutions to offer this product to their customers.
  • Users can also load their loyalty points and rewards cards, as well as organize their shopping lists. Schulz describes it as a “wallet in the cloud.” But she says the key to the success of the wallet is a seamless, one-click payments experience for the consumers. So Visa has partnered with a number of large-scale retailers (which will be announced soon) to integrate what Schulz refers to as a ‘new acceptance mark’ on a merchant payments page.
  • So there will be a button you can click on, which will prompt you to sign-on and then will sync your digital wallet with the purchase in your shopping cart. So for example, imagine you had a camera in your cart, and Visa offered a 20 percent off at camera’s purchased at BestBuy, the wallet would sync and show the discount in your cart. The same works for loyalty points and more.
  • Visa competitor American Express is also working hard to innovate both at the large retailer level, as well as among smaller retailers, with GoSocial.
  • She compares the digital wallet offering to “two-hand clapping.” ” You can have a digital wallet,” Schulz explains, “but you need a merchant solution of click to buy, and Visa’s going to transform that experience.” And Schulz highlights another recent acquisition, Playspan, has helping drive a simplified commerce experience, a.k.a. click to buy, within game or within app.
  • Of course adding another checkout experience to online retailers’ sites can be a complicated and time-consuming process. But that’s where Visa’s $2 billion acquisition of CyberSource comes in. CyberSource is said to process about 25 percent of all e-commerce dollars transacted in the United States, and operates e-commerce for hundreds of thousands of retailers. Schulz says this relationship has helped speed up the pace of implementation.
  • Creating the digital wallet, both on the mobile and web platforms, is no easy task. Visa has a name for itself in the credit card industry but the fact is that the brand still has to attach innovation to itself in order for people to take these products seriously. Perhaps that’s one of the reasons why Google’s Mobile Wallet news created waves, even though NFC technology is in its early stages.
  • But he says that there is still so much room for innovation around how we pay with mobile phones. “With the rise of smartphone usage, we are already seeing a lot of innovation around commerce,” he explains. “It’s inevitable that this will extend to the payments around the sales in mobile commerce.”
  • While Visa, American Express and others are looking to capitalize on the changes taking place in the payments industry, it is a challenging effort. Local commerce is a big part of this, and everyone is trying to find a way to close the redemption loop. But e-commerce, amongst larger retailers, is also a multi-billion dollar market that Visa hopes to continue to play in with products like a digital wallet. And in-store payments, whether that be through NFC, Square or others, represent another market.
  • I’ve been talking to a number of executives of payments companies and founders of innovative payments startups, and while their objectives are different, they all seem to agree on one thing. It’s early and there is still much more innovation were going to see in the next few years in the online and mobile payments space.
Dan R.D.

Google's Big Bet on the Mobile Future - NYTimes.com [15Aug11] - 0 views

dealbook.nytimes.com/...s-big-bet-on-the-mobile-future

1UE_NS

shared by Dan R.D. on 16 Aug 11 - No Cached
  • Google made a $12.5 billion bet on Monday that its future — and the future of big Internet companies — lies in mobile computing, and moved aggressively to take on its arch rival Apple in the mobile market.
  • The Silicon Valley giant, known for its search engine and Android phone software, rattled the tech world with its announcement that it would acquire Motorola Mobility Holdings, allowing it to get into the business of making cellphones and tablets.
  • The deal, which requires regulatory approval, would also give Google a valuable war chest of more than 17,000 patents that would help it defend Android from a barrage of patent lawsuits.
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  • “Computing is moving onto mobile,” Larry Page, Google’s chief executive, said in an interview. “Even if I have a computer next to me, I’ll still be on my mobile device.”
  • But it is far from clear that Google, a $179 billion business largely built on sophisticated search algorithms and online advertising, can transform itself into a device maker. The business is costly, and the margins are slim, said Jordan Rohan, an analyst with Stifel Nicolaus.
  • “This is an emphatic exclamation point that Google is a mobile company,” said Ben Schachter, an analyst with Macquarie Capital. “It shows how important Android is to Google.”
  • Shares of Google fell 1.16 percent on Monday, to $557.23, while shares of Motorola Mobility added 55.78 percent, to $38.12.
Dan R.D.

Big Data: Cornerstone for the Next Wave of Change [04Jun11] - 0 views

www.formtek.com/blog

5RFID_IOT

shared by Dan R.D. on 12 Jun 11 - No Cached
  • Faster, denser and cheaper hardware is enabling users to create and store incredibly more data than has ever been possible.  Currently, the amount of business data is doubling every 1.2 years.  As of 2010, global enterprises in total stored more than 7 exabytes of business data.  A McKinsey report (McKinsey Global Institute) identifies all this data as being at the source of another upcoming wave of change.
  • Big Data Analytics (BDA) could positively transform our lives.  When applied to applying collected shopper information, big data would give retailers the potential to increase their operating margins by more than 60 percent says the McKinsey report.  When BDA is applied to health care information, the quality of health care could dramatically improve, efficiencies in the health care delivery system would increase, and health care costs could drop as much as 8 percent, creating as much as $300 billion in value annually.
  • The increasing volume and detail of information captured by enterprises, together with the rise of multimedia, social media, and the Internet of Things will fuel exponential growth in data for the foreseeable future.  Data have now reached every sector in the economy.”
  • Dan R.D. on 12 Jun 11
Marc-Alexandre Gagnon

Clover breaks stealth with a powerhouse team to shake up peer-to-peer payments - The Ne... - 0 views

thenextweb.com/...shake-up-peer-to-peer-payments

payments p2p opportunities market apps API qr-codes platform trending

shared by Marc-Alexandre Gagnon on 09 Nov 11 - No Cached
  • The space for mobile payments has heated up really fast over the past couple of years. One thing that we’ve started to see more of lately are applications that focus more on peer-to-peer payments versus something that you’d use to see a business. With PayPal implementing NFC, Dwolla providing software solutions to hardware problems and Venmo firmly in between all of it, the space is getting crowded quite fast.
  • Funds can be added to Clover via any credit card, but not directly from your bank or PayPal.
  • If you want to Pay, there are 2 ways to go about it. You can either pay a contact directly, or you can create a QR code that is then scanned by another Clover user to accept funds from you. This makes it easy to split a bill at a restaurant, for instance, but it also leaves the door open to long-distance transactions. In time, according to some grayed-out options in the UI, you’ll also be able to pay via SMS or email.
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  • Requests for money work the same way. You can choose to ask in person, which creates a QR code, or you can send a request to one of your contacts. Again, SMS and email-based requests appear to be coming at a later time.
  • To withdraw, you can do immediate transfers to your PayPal, or a bank transfer in 2-3 days. Obviously, if you’re using PayPal, you’re going to get a fee tacked onto transactions. Bank transfers might have them as well, depending on your particular bank’s methods.
  • We do know that there’s an API in the works, which will bring payment options to more apps and websites.
  • “…it’s not about what you can’t do with PayPal but rather what you don’t do with PayPal.  Over the past decade, PayPal has done a great job transforming how people think about payments, but most PayPal users don’t routinely use the service to pay each other for lunch, drinks, etc. from their mobile phone.”
  • Presently Clover is sitting on a $5.5 million investment from Andreesen Horowitz, Sutter Hill Ventures and Morado Venture Partners.
D'coda Dcoda

The Next Economic Paradigm;An Innovative Economy Built on Social Media - 1 views

openintelligence.amplify.com/...-economy-built-on-social-media

business transformation conversational currency economic paradigm ingenesist project next

shared by D'coda Dcoda on 24 Apr 10 - Cached
  • Outstanding research group that sees the future in a very different way. The entire site is worth a day’s reading and I’ll probably wind up Amplifying a lot of it here….its that good
  • See more at www.ingenesist.com 
  • D'coda Dcoda on 24 Apr 10
     
    Outstanding research group that sees the future in a very different way. The entire site is worth a day's reading and I'll probably wind up Amplifying a lot of it here....its that good.
  • D'coda Dcoda on 24 Apr 10
     
    testing
Dan R.D.

Next Century's Winners Will Master Machine-to-Object Communication, Leading Observer Sa... - 0 views

www.readwriteweb.com/...m2o_m2m.php

5RFID_IOT

shared by Dan R.D. on 02 Jun 11 - No Cached
  • Mark Roberti, founding editor of the publication RFID Journal, writes in an editorial this month that while M2M communication has great potential, the "real value" for sensor technology lies in machine-to-object communication.
  • "On the other hand, a firm could put passive ultrahigh-frequency (UHF) transponders inside a container at various levels. Since the liquid would interfere with the ability to read the tags, a company could determine liquid levels by ascertaining which tags can and can not be read...you can't put a Wi-Fi transmitter or a cell phone on every box of Tide detergent, bag of Granny Smith apples or Van Heusen shirt. Low-cost RFID tags will, one day, be put on all of these things, enabling M2O communication."
  • Leading wireless industry analyst Chetan Sharma detailed a similar vision to us in an interview earlier this year. (How 50 Billion Connected Devices Could Transform Brand Marketing & Everyday Life.) Sharma talked with us about cereal boxes with sensors inside them.
  • ...2 more annotations...
  • Roberti says this will be a defining opportunity for the rest of the century. "This change - enabling computers to see and understand what is happening in the real world - is enormous. Most people have yet to grasp it, seeing RFID as a more expensive alternative to bar codes. They don't comprehend that when computers can automatically collect information regarding what is happening in the world, new insights and business strategies then become possible. And the companies that leverage these capabilities most effectively will be the big winners in the century ahead."
  • Such a vision raises questions of consumer privacy, data ownership, silos vs. effective cross-company development platforms, corporate vs. consumer power and much more.
  • Dan R.D. on 02 Jun 11
Dan R.D.

The Agile Model comes to Management, Learning, and Human Resources [17Sep11] - 0 views

www.bersin.com/...post.aspx

agility learning management business work 1UE_NS

shared by Dan R.D. on 27 Sep 11 - No Cached
  • This agile model (which is now well known in Silicon Valley and in the software engineering world) has transformed software.  It has many benefits:  it reduces the long cycle times that create risk; it enables engineers to take advantage of the fact that requirements change quickly; and it honors the fact that people perform best when they work on small projects they can finish quickly.
  • Agile is also built on the understanding that people learn in small chunks - so while it may in fact take a year or two to build a highly complex website, no person needs to try to understand the entire engineering program in advance.  And as the image on the right shows, daily work becomes a part of a bigger project in a continuous, dynamic process.
  • Look at where Agile fits in Management and HR:
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  • Traditional annual performance appraisals use an older "waterfall" method - continuous feedback and recognition is an "agile" approach.
  • Traditional formal training and certification is a "waterfall" model -  rapid e-learning and informal learning is an "agile" approach.
  • Top down cascading goals are a "waterfall" approach - rapidly updated "objectives and key results" (sometimes called OKR - widely used at Google) is an "agile" model.
  • Traditional annual rewards and bonuses are a "waterfall" model - continuous recognition and social recognition systems are an "agile" model.
  • The annual employee engagement survey is a "waterfall" model - continuous online idea factories and open blogs are an "agile" model for employee engagement.
  • The annual development planning process is a "waterfall" model - an ongoing coaching relationship is an "agile" model for leadership.
  • The traditional recruiting process is a "waterfall" model - this is being replaced by a continuous process of social recruiting and referral-based recruiting which can be rolled out in a few hours.
  • Consider what has happened to the corporate training industry.  While formal education and training has not disappeared, today people want to learn "on the job" through informal and social networks on a real-time basis.  This is a form of "agile learning"
Dan R.D.

Reframing Flexwork for the New Economy [21Jul10] - 0 views

www.theglasshammer.com/...g-flexwork-for-the-new-economy

agile economy work opportunities transformation business 1UE_NS

shared by Dan R.D. on 27 Sep 11 - No Cached
  • Judith Cherry, Head of Research and Insight at the UK-based organization Opportunity Now and author of the report “Out of Office: Solutions for an Agile Future” [PDF] explained, “We’re moving the debate away from flexwork – because we’ve come to the understanding that we’re all flex workers. What we’re doing now is “agile working.”
  • The distinction is important, she said, because agile working is about more than working from home, or using mobile devices. It’s a whole new system of management.
  • She explained, “Technology allows us to work after hours, across time zones, at home, at the airport – we can manage this, so how come it is so hard to let people work three days out of the week? The psychology of work has not caught up with the technology.”
  • ...1 more annotation...
  • Agile working means “rethink[ing] the way we work. It means shifting focus from individuals and jobs to tasks and teams,” Cherry added.
Dan R.D.

Iota, led T-Mobile Vets, Seeks a Simpler Way to Navigate the 'Internet of Things' [06Ju... - 0 views

www.xconomy.com/...avigate-the-internet-of-things

5RFID_IOT

shared by Dan R.D. on 09 Jul 11 - No Cached
  • With big bets by the titans of technology and consumer finance, 2011 is becoming the year that American business got serious about jumpstarting the “Internet of things“—a broad web of digitally enhanced locations that consumers can navigate the same way they now use smartcards to pay their bus fare or open security doors at work. For Seattle startup Iota, that transformation isn’t happening fast enough. This team of former T-Mobile employees is aiming its considerable experience in the mobile sector at a new type of device that it says is ready to go right now. They believe it can be made cheaper, easier, and more open than expensive new radio frequency ID-enabled smartphones controlled by the big market players. Their mission is to put the futuristic promise of what’s called “near-field communications,” or NFC, into the hands of anyone who doesn’t have a smartphone, or wants to spend less time digging around in a field of apps. The company, based in Seattle’s hip Capitol Hill neighborhood, has raised $1.4 million so far and is currently about $600,000 of the way through a $1 million convertible-note round, founder and CEO Russ Stromberg says.
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