Group items tagged

What do smartphones, tablets, and self-service business information tools have in common? All three are on high-growth trajectories for enterprise adoption. In a new report issued last week by Forrester Research called called TechRadar For Enterprise Architecture Professionals: Technologies For Empowered Employees, Q4 2011, it shows how these and others have taken over the enterprise. It is the classic IT problem. As Gene Leganza writes in the introduction, "Mobile, social, video, and cloud technologies give individuals tremendous access to information and resources. Employees can become the best source of innovation and the breakthrough ideas that CxOs are hungry for. But as employees become empowered, central IT begins losing control of the technology strategy."

Motivating Gen Xers

Room to grow. Offer Gen X employees clear statements of goals

Opportunities to make choices. Since this generation has become accustomed to "fending for themselves," provide options--options for task selection, options for challenges, options to formulate new processes, and options to develop creative yet appropriate conclusions.

Are defined hours of work an anachronism that’s holding us back? Or is the freedom to work whenever we want something still reserved for a select few, and/or a trap that causes us to work more rather than less?

Flexible work is something that seems increasingly popular with programmers and other online workers, for reasons that Zach Holman of the software repository GitHub described in a recent post on the GitHub blog, entitled “Hours Are Bull****.” Holman said that for most of the staff who work on the service, there are no defined working hours whatsoever — everyone is on their own schedule and they work whenever they need to in order to solve the problems that need to be solved. As he puts it:

Hours are great ways to determine productivity in many industries, but not ours. Working in a startup is a much different experience than working in a factory. You can’t throw more time at a problem and expect it to get solved. Code is a creative endeavor… We want employees to be in the zone as often as possible. Mandating specific times they need to be in the office hurts the chances of that.

For disruptive mobile payments startup Square, 2011 was a year of massive growth on many levels. The startup ended the year with over 1 million merchants using the mobile payments platform to accept credit cards (there are only 8 million merchants who accept credit cards in the US). In November, Square announced it was processing $11 million in payments per day (up from $4 million a day in July). Sir Richard Branson, Kleiner Perkins, Visa, and other investors poured over $100 million over the course of the year into Square, with the company’s latest valuation pegged at $1 billion. And Square announced a number of new product innovations, including Card Case, a new iPad app and more. Not to mention the unveiling of  retail deals with Apple, Wal-mart, Best Buy, Radio Shack, and Target. It’s hard to imagine how Square could top such an eventful year. But according to COO Keith Rabois, 2012 will prove to be even more monumental for the mobile payments company.

Square is kicking of 2012 with two new retail deals, OfficeMax and select UPS Store locations. With these new retailer partnerships, Square is now being sold at 10,000 retail locations, up from 9,000 at the end of last year. Square’s credit card readers sell for $9.99 in stores but each purchaser can redeem a $10 credit to their bank account. According to Rabois, retail sales of Square has been a large driver of adoption. In fact, currently 80 percent of U.S. population is within 15 minutes of a Square device sold at a retail location.

Beyond expanding retail deals (there are more to come, he says); Square will also be looking to upgrade the experience of running a business, end-to-end, on the iPad. Last May, the company debuted new iPad app Square Register, a high-powered point of sale replacement for cash registers and point of sale terminals. This year, the startup will add to the capabilities of this software, enabling small businesses to grow and manage their operations off of the device.

Badgeville has been synonymous with gamification, the idea of incorporating game mechanics to motivate employees and consumers to do specific tasks. But the company says it’s not stopping with gamification; it sees a future in shaping behavior through a combination of game mechanics, private social networks and reputation and rank.

building off its Social Fabric technology that allows any website to build a social network out of its community using a new behavior graph. The behavior graph helps track a user’s interaction within a social context on any site, application or product.

provide corporate clients with a suite of services that can help them apply “behavior management” to their own employees or consumers.

Research In Motion has staked its claim as a leader in the mobile payment and Near Field Communications space with the announcement of a new pilot project which will see Telefonica employees at the network operator's Madrid headquarters able to pay for goods in local retailers with their BlackBerrys.

The Telefonica Wallet for BlackBerry project will allow users of the NFC enabled BlackBerry Bold 9900, BlackBerry Curve 9360 and BlackBerry Curve 9380 handsets to pay by touching their device against a reader in participating stores.

The SIM-based NFC technology stores funds and transcation details electronically on the phone's chip while at the front end an application on the device allows user to choose which cards they want to use, as well as get account balances.

there are very few executives, only a fraction, who are actually creating next-generation social experiences for their companies like Jeff Schick. The IBM executive doesn’t just leverage social business solutions, he and his team create them. “We started well over 15 years ago. We’ve been thinking about how to better connect people with people and people with information in terms of IBM itself,” Schick says, “the idea of getting the right person over the right opportunity at the right time to yield the right result was genuinely a business imperative at IBM.”

At Big Blue, the company encourages the use of Twitter, Facebook, LinkedIn, and blogs to support their sales, communication, marketing and recruiting efforts.  While employee’s social interactions are not under a microscope, the experiments in social on a massive scale have led to a set of social business conduct guidelines that govern their employees’ social interactions. Schick advises that you need to establish behavior standards for employees to follow.

So why do they do it? Since they are both an early adopter and creator of social technologies, they’ve learned that content management, business process management, collaboration, commerce and analytics must all be combined with a social layer to create a universal and unified solution.

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:

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.

Here are the 'Nine Commandments' of ROWE:

We do not post office hours or core hours. Our employees know where to be when they need to be there. We don't dictate it. Everybody has complete control over how they spend their time. All the time.

We do not track time for our exempt/salaried workforce. We track work getting done.

Card.io, which was founded by Mike Mettler and Josh Bleecher, has raised $1 million in seed funding.

Card.io is focused on solving a specific part of the mobile payments business — buying things with a credit card on the phone, whether it’s digital goods, like a song, or physical goods from a site like Amazon.

Rather than having to type in the credit card number, users just hold a credit card up to the phone’s camera, which automatically reads the card information and enters the appropriate data.

Gamification describes a series of design principles, processes and systems used to influence, engage and motivate individuals, groups and communities to drive behaviors and effect desired outcomes. Originating from the video game industry, many of these pioneering concepts now play a key role in driving incentive and behavior management for both brands in the consumer world and internal scenarios in the workplace. Enterprise gamification is a user experience (UX) and consumerization of IT (CoIT) trend that will take the market by storm in 2012. Constellation believes that by 2013, more than 50 percent of all social business initiatives will include an enterprise gamification component.

In interviews with 55 early adopters of enterprise gamification, Constellation identifies the three core pillars that include measurable action, reputation and incentives. By creating triggers through both monetary and non-monetary incentives among customers, employees, partners, suppliers and other interested parties, organizations can secure sustainable engagement and drive business outcomes such as improved marketing response from external communities, sustained long-term customer loyalty, increased collaboration among internal teams, or enriched onboarding, delivering success with new hires, partners, and customers.

Enterprise gamification requires an application of psychology and behavioral economics to incentivize outcomes. Because enterprise gamification maps closely to human behavior, organizations will want to follow Constellation’s best practices in appealing to the “Seven Deadly Sins” for gamification design.

Gamification describes a series of design principles, processes and systems used to influence, engage and motivate individuals, groups and communities to drive behaviors and effect desired outcomes. Originating from the video game industry, many of these pioneering concepts now play a key role in driving incentive and behavior management for both brands in the consumer world and internal scenarios in the workplace. Enterprise gamification is a user experience (UX) and consumerization of IT (CoIT) trend that will take the market by storm in 2012. Constellation believes that by 2013, more than 50 percent of all social business initiatives will include an enterprise gamification component.

In interviews with 55 early adopters of enterprise gamification, Constellation identifies the three core pillars that include measurable action, reputation and incentives. By creating triggers through both monetary and non-monetary incentives among customers, employees, partners, suppliers and other interested parties, organizations can secure sustainable engagement and drive business outcomes such as improved marketing response from external communities, sustained long-term customer loyalty, increased collaboration among internal teams, or enriched onboarding, delivering success with new hires, partners, and customers.

Enterprise gamification requires an application of psychology and behavioral economics to incentivize outcomes. Because enterprise gamification maps closely to human behavior, organizations will want to follow Constellation’s best practices in appealing to the “Seven Deadly Sins” for gamification design.

PayPal recently revealed that it was testing an in-store payments technology both via mobile and point of sale systems on a ‘friends and family’ basis at Home Depot. Initially, the pilot was only for 5 stores. Today, on eBay’s earnings call eBay President and CEO (and interim PayPal president) John Donahoe revealed that PayPal will be extending the pilot to 51 Home Depot stores in the San Francisco Bay Area.

PayPal recently revealed that it was testing an in-store payments technology both via mobile and point of sale systems on a ‘friends and family’ basis at Home Depot. Initially, the pilot was only for 5 stores. Today, on eBay’s earnings call eBay President and CEO (and interim PayPal president) John Donahoe revealed that PayPal will be extending the pilot to 51 Home Depot stores in the San Francisco Bay Area.

PayPal recently revealed that it was testing an in-store payments technology both via mobile and point of sale systems on a ‘friends and family’ basis at Home Depot. Initially, the pilot was only for 5 stores. Today, on eBay’s earnings call eBay President and CEO (and interim PayPal president) John Donahoe revealed that PayPal will be extending the pilot to 51 Home Depot stores in the San Francisco Bay Area.

SOLITUDE is out of fashion

Most of us now work in teams, in offices without walls, for managers who prize people skills above all. Lone geniuses are out. Collaboration is in. 

there’s a problem with this view. Research strongly suggests that people are more creative when they enjoy privacy and freedom from interruption. And the most spectacularly creative people in many fields are often introverted, according to studies by the psychologists Mihaly Csikszentmihalyi and Gregory Feist. They’re extroverted enough to exchange and advance ideas, but see themselves as independent and individualistic. They’re not joiners by nature.

The launch of O2’s mobile contactless payment “Wallet” app has been delayed after concerns that it is not yet offering an adequate customer experience.

The operator, which initially said it was planning to launch O2 Wallet in the “second half” of 2011, is choosing to take extra time trialling the service internally before opening up consumer trials and a subsequent public launch

O2 Wallet is currently being trialled by more than 300 O2 employees and this is thought to increase to about 500 staff in the coming weeks as the app becomes compatible with more devices and other O2 services such as its loyalty programme Priority Moments.

PayPal has been a powerhouse in online payments but it hasn’t really cracked the much bigger market for payments for goods in the real world. Now, the company is starting to show off how it can put all of its components and recent acquisitions together to form a broad tool for mobile payments.

PayPal hosted a partner event for retailers yesterday and began explaining how they’ll be able to implement its tools for in-store payments. The big reveal will happen next month at PayPal’s developer conference in San Francisco, but the company showed a glimpse of how it’s marshaling its resources. It’s important for PayPal to step up with a compelling offering because the mobile payments market is getting crowded with options like Square, Google Wallet and upcoming services like Isis from the cellular carriers and digital wallets from credit card companies.

Scott Thompson, president of PayPal, said in a blog post the company is looking to be a one-stop shop for merchants to help them address every part of the shopping lifecycle. OK, that’s a bit of jargon, but it means PayPal is going to help push out targeted advertising, help with in-store discovery and improve transactions with a handful of options.

Advertising and content network operator Adconion this morning announced that it has acquired smartclip, a European digital video advertising startup.

Smartclip’s network of in-stream and connected TV distribution partners stand to increase the volume of inventory available across Adconion’s digital distribution platform, which delivers targeted ads and content across display, email, social and both in-banner and in-stream video.

Adconion says that, with the inclusion of over 500 new publisher sites from the Smartclip portfolio, Adconion will significantly grow its content network (current reach is said to be close to 700 million unique users) and expand its footprint to 17 countries worldwide.

Telefonica Digital staff are to start testing NFC payments using BlackBerry smartphones, RIM announced in a blog post yesterday.

In collaboration with local banks and retailers, 350 Telefonica employees will trial the devices at its headquarters in Spain.

Telefonica CEO Matthew Key is quoted as saying the technology will be rolled out in several markets in 2012.