Group items tagged

a survey administered by Jive Software that found both executives and knowledge workers believe social software will become a necessary part of doing business — even though the return on investment for this kind of software is still pretty squishy. 

Improving customer loyalty and service levels and driving increased revenue or sales were among the top reasons for using social software mentioned by survey respondents.

they shouldn't become so focused on attaining a hard ROI that they miss opportunities to use social to solve business problems.

Are you a “fast zebra”??? If so, it means you have special insight into navigating informal networks, I suspect there may be herds of them racing around in social media.

former US Ambassador to the United Nations, has a term for people who can quickly absorb information, adapt to new challenges, and get people aligned in the right direction: fast zebras. They are the people who can skirt around or blast through the kind of gridlock found not only in the political spectrum, but in organizations of every stripe.The metaphor is based on the fast zebra on the African savannah who survives a trip to the drinking hole by moving quickly while slower herd members fall prey to waiting predators. Well, organizations are sometimes like the savannah; to the new-comer, they constitute vast, unexplored areas fraught with hidden dangers. The fast zebras in both contexts travel the terrain swiftly to accomplish significant goals while the naïve ones run into the predators of red tape, unaligned incentives, and unmotivated teams.A fast zebra is someone who is singularly focused on achieving performance results, knows how the organization can both hinder and help, and charts their course accordingly. In particular, they are wise about when to use the formal and rational elements of organization (such as hierarchy, processes, and monetary rewards) and when to use the informal and emotional elements (including values, networks, and feelings about the work). Read more at blogs.hbr.org

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.

Any other organization can join them in asking for partners to design a new way of offering accreditation to their own organization.

Individuals can earn badges from multiple organizations, some certifying human skills such as collaboration or even helpfulness, that mean as much to future employers as skills and experience and credentials from traditional institutions.   And an individual can choose to reveal or not reveal an e-portfolio.  YOU own your portfolio.

Some might be games---but most will have nothing to do with games

On the surface, social media and knowledge management (KM) seem very similar. Both involve people using technology to access information. Both require individuals to create information intended for sharing. Both profess to support collaboration. But there's a big difference. Knowledge management is what company management tells me I need to know, based on what they think is important. Social media is how my peers show me what they think is important, based on their experience and in a way that I can judge for myself. These definitions may sound harsh, and biased in favor of social media, and to some extent they are. Knowledge should be like water — free-flowing and permeating down and across your organization filling the cracks, floating good ideas to the top and lifting all boats.

Social media looks downright chaotic by comparison. There is no predefined index, no prequalified knowledge creators, no knowledge managers and ostensibly little to no structure. Where an organization has a roof, gutters and cistern to capture knowledge, a social media organization has no roof, allowing the "rain" to fall directly into the house, collecting in puddles wherever they happen to form. That can be quite messy. And organizations abhor a mess.

Too much trouble The problem with apps, and by this I mean native apps that must be downloaded to your phone, is that they are just becoming too much trouble to organize and maintain. It's just not realistic to have an app for every store you go to, every product you own and every website you visit. This creates an ever increasing set that must be curated, organized and culled. It's a common task we all perform, removing old and unused apps every few months, effectively garbage collecting our phones. Very organized folks relish the opportunity to tidy their burgeoning app menagerie but most can't bother and their home pages scroll into a receding haze of choices.

Movie posters with radio tags such as RFID or NFC will allow me to get an interactive version of the poster on my phone to show me more information 

Any consumer item, such as ketchup or milk bottles, also with radio tags, will allow me to not only get more information on these items just like the poster, but also track usage and even offer to purchase replacement items

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.

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.

Before the American people were protesting the Stop Online Piracy Act and the Protect Intellectual Property Act, the president managed to sign an international treaty which would permit foreign companies to demand that ISPs (Internet Service Providers) remove web content in the United States without any legal oversight. Entitled the Anti-Counterfeiting Trade Agreement (ACTA), the treaty was signed by Obama on October 1, 2011, but it is currently a subject of discussion because the White House is circulating a petition demanding that senators ratify the treaty.

the White House has done some maneuvering — characterizing the treaty as an "executive agreement" — thereby bypassing approval by members of Congress. Concerned by this action of the administration, Sen. Ron Wyden (D-Ore., above left) sent a letter to President Obama in which he declared: It may be possible for the U.S. to implement ACTA or any other trade agreement, once validly entered, without legislation if the agreement requires no change in U.S. law. But regardless of whether the agreement requires changes in U.S. law ... the executive branch lacks constitutional authority to enter a binding international agreement covering issues delegated by the Constitution to Congress' authority, absent congressional approval.

Similarly, TechDirt observes: ... [E]ven if Obama has declared ACTA an executive agreement (while those in Europe insist that it’s a binding treaty), there is a very real Constitutional question here: can it actually be an executive agreement? The law is clear that the only things that can be covered by executive agreements are things that involve items that are solely under the President’s mandate. That is, you can’t sign an executive agreement that impacts the things Congress has control over. But here’s the thing: intellectual property, in Article 1, Section 8 of the Constitution, is an issue given to Congress, not the President. Thus, there’s a pretty strong argument that the President legally cannot sign any intellectual property agreements as an executive agreement and, instead, must submit them to the Senate.

German automotive supplier Continental has announced that it will showcase its new NFC-enabled vehicle access control solution this week at the Consumer Electronics Show in Las Vegas.

According to Continental, the “Simplify your Drive” system uses a virtual key that is stored on the SIM card of NFC-enabled phone. To unlock a vehicle, the user simply taps their handset against the car door equipped with an embedded reader.

In addition to access control, the solution makes it possible to load personalized settings – e.g., seat position, climate control, radio station, GPS directions to common destinations – on the NFC key, so that when you unlock the door your car automatically adjusts to your driving preferences, according to Continental. Drivers can also use NFC to wirelessly charge their cell phone during travel.

Jack Dorsey’s Square was unveiled last December as an innovative way to let people quickly and easily accept physical credit card payments from their mobile phone.

Square is ideal for taking money at political fundraisers for several reasons.

A local flower cart in San Francisco is using Square to take payments from customers. Denim, a jeans store in New York is using Square to take payments from shoppers. We even used Square at this year’s Crunchies to raise money for the UCSF Foundation.

For SMBs, managing banking and payment processes is not as easy — or as secure — as it should be. So, coming out of stealth today is a Boston-based startup called MineralTree that is looking to fix both of these problems. Tomorrow, at the Small Business Banking Conference in Scottsdale, Arizona, MineralTree will officially launch its first product: A cloud-based banking and payment solution designed specifically for SMBs.

Backing the startup in its mission to create an easy payment solution for small businesses is a cool $1.5 million in seed funding, raised from .406 Ventures, which has enabled MineralTree to develop its payments solution and make its initial hires, partnerships, and customer acquisitions. The most notable of which is the startup’s partnership with Silicon Valley Bank in Santa Clara, California — the first financial institution to implement MineralTree’s solution and offer it to its SMB customers.

MineralTree’s Accounting Manager app is a web-based add-on to the SMB’s existing accounting system that businesses can use to manage payables, including entering payment information, associate payments with backup documents, along with the ability to prioritize, recommend and submit payments to the CFO or business owner for approval.

A freely accessible index of 5 billion web pages, their page rank, their link graphs and other metadata, hosted on Amazon EC2, was announced today by the Common Crawl Foundation. "It is crucial [in] our information-based society that Web crawl data be open and accessible to anyone who desires to utilize it," writes Foundation director Lisa Green on the organization's blog.

The Foundation is an organization dedicated to leveraging the falling costs of crawling and storage for the benefit of "individuals, academic groups, small start-ups, big companies, governments and nonprofits." It's lead by Gilad Elbaz, the forefather of Google AdSense and the CEO of data platform startup Factual. Joining Elbaz on the Foundation board is internet public domain champion Carl Malamud and semantic web serial entrepreneur Nova Spivack. Director Lisa Green came to the Foundation by way of Creative Commons.

The Foundation explains the scope of the project thusly. "Common Crawl is a Web Scale crawl, and as such, each version of our crawl contains billions of documents from the various sites that we are successfully able to crawl. This dataset can be tens of terabytes in size, making transfer of the crawl to interested third parties costly and impractical. In addition to this, performing data processing operations on a dataset this large requires parallel processing techniques, and a potentially large computer cluster. "Luckily for us, Amazon's EC2/S3 cloud computing infrastructure provides us with both a theoretically unlimited storage capacity coupled with localized access to an elastic compute cloud."

In September, Wikets, Inc., announced it had raised $1.5 million from venture firms Andreessen Horowitz and Battery Ventures, as well as from six angel investors, to build a new iPhone application that allows users to rate products and share those recommendations with friends. Today, the app has gone live in iTunes.

The resulting product is deceptively simple. You make a recommendation, optionally share it with friends via Facebook or Twitter, and then get rewarded in the form of points that can be later turned in for gift cards at online merchants.

At launch, Wikets lets you recommend products from its featured partners and from 60 major retailers, including iTunes (music and apps), Etsy, eBay, Amazon, Best Buy, The Home Depot, Wine.com, and others, as well as any place you can pull up on Yelp or Foursquare. You can also scan a product’s barcode, if you choose.

Opportunities emerge from the deep semantic web

Economics is the science of incentives. While the promise of searching a huge store of databases may not sound like Saturday social night at the local drive in burger joint, it does by extension, introduce new incentives.  The new technology will drive people to build databases.  A new generation of entrepreneurs will collect, organize, analyze and create – not information – but data.Database of databases of databasesThe first things entrepreneurs will organize are human knowledge data – starting with their own, then relating it to others. Not unlike the human genome project, the vast human knowledge reservoir will be mapped. Entrepreneurs will enter their communities (on line, neighborhood, work, school, church, social networks) and create a database for what other people know and parse the data in any number of important and useful databases.The reason for this is simple; data are collections of human observations.This is the only thing people are willing to pay forRead more at www.conversationalcurrency.com

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.

Today, your iPhone is a gadget, a mere consumer appliance. But your future iPhone will become increasingly human. You’ll have conversations with it. The phone will make decisions, prioritize the information it presents to you, and take action on your behalf — rescheduling meetings, buying movie tickets, making reservations and much more.

In short, your iPhone is evolving into a personal assistant that thinks, learns and acts. And it’s all happening sooner than you think,

Ultimately, however, human beings are hard-wired to communicate with other people, not computers. And that’s why the direction of interface design is always heading for the creation of artificial humans.

Crowdpark, a Berlin-headquartered game developer, announced today that it has raised $6 million in series B financing from top German venture capital firms, Target Partners and existing investor, Earlybird Venture Capital. Waldemar Jantz, partner at Target Partners, will be joining the startup’s board as a result of the investment. The new round of funding brings Crowdpark’s total to $8 million. Why should you care? Well, Crowdpark is aiming to give gamers their fix of legal gambling, er, betting. Using its patented “dynamic betting” technology, Crowdpark enables forecasting in realtime for social gaming in much the same way the brave among us play the stock market. Unlike its social gaming competitors, the German startup allows gamers to compete against each other in betting events using virtual currency. This includes the opportunity to bet on real world events taking place in everything from sports and entertainment to news and technology.

The Dutch consortium of major banks and MNOs which in 2010 signed a letter of intent to jointly introduce mobile payments at the checkout in the Netherlands have taken their initiative one step further.

The partnership, which includes financial services providers ABN AMRO, Rabobank and ING as well as KPN and Vodafone, will notify the initiative for approval to the European Commission in Brussels.

It is expected that the EC will communicate its vision in the first quarter of 2012. After that, the consortium can start the actual execution of the plans. It is expected that Dutch consumers can experience payments with their mobile early 2013.