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In the Business901 podcast, What Political Campaigns can teach business, part 1 of 2 we looked at a more strategic view. In today's podcast, we looked at the more tactical practices and how they related not only to a political campaign but to a typical marketing campaign. Derek A. Pillie has served public and political candidates for over 15 years. He has served on the staff of Indiana’s Third Congressional District, most recently as District Director for just over a decade. In that role, he oversaw Indiana operations of the office; including constituent outreach and helping taxpayers solve problems with federal agencies. He also worked on crucial economic development projects and was heavily involved with advising the office on online media and marketing decisions. After his federal service expired Derek started working at Cirrus ABS, an online marketing and technology development company. He currently manages their business development efforts. Cirrus ABS has added political campaigns to the portfolio of industries they serve since Derek joined the team, and he continues volunteer efforts on behalf of candidates he supports. Related Information: Preview of Political Campaign Marketing Podcast Political Campaigning – Strategy Update What political campaigns can teach business Lean Six Sigma for Government

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.

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

“Eventually we want to make a version of the Obama Square application available to everyone from within the App Store,” Katie Hogan, an Obama re-election campaign spokesperson told The New York Times. “Someone who is a supporter of the campaign can then download the app, get a Square attachment and can go around collecting donations.” The app will collect information such as the donor’s name, address, occupation and employer.

A representative of Republican presidential hopeful Mitt Romney told the Times that Romney’s campaign will begin beta-testing Square during Tuesday’s primary election in Florida.

“We’re going to be testing it in Florida tomorrow night to see how it works and then hope to roll it out to the rest of the country,” Zac Moffatt, the Romney campaign’s digital director said. “Anything that reduces the barrier to donate is going to help us with our supporters.”

Just what might be possible is hinted at in this fascinating post by Andrew Fisher, entitled "Towards a sensor commons": For me the Sensor Commons is a future state whereby we have data available to us, in real time, from a multitude of sensors that are relatively similar in design and method of data acquisition and that data is freely available whether as a data set or by API to use in whatever fashion they like. My definition is not just about “lots of data from lots of sensors” – there is a subtlety to it implied by the “relatively similar in design and method of data acquisition” statement. In order to be useful, we need to ensure we can compare data relatively faithfully across multiple sensors. This doesn’t need to be perfect, nor do they all need to be calibrated together, we simply need to ensure that they are “more or less” recording the same thing with similar levels of precision and consistency. Ultimately in a lot of instances we care about trended data rather than individual points so this isn’t a big problem so long as an individual sensor is relatively consistent and there isn’t ridiculous variation between sensors if they were put in the same conditions.

What this boils down to, then, is trends in freely-available real-time data from multiple sensors: it's about being able to watch the world change across some geographical area of interest -- even a small one -- and drawing conclusions from those changes. That's clearly a huge step up from checking what's in your fridge, and potentially has major political ramifications (unlike the contents of your fridge).

Become dispersible

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.

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

The Meaning of Being There is Related to a Specific Activation in the Brain Located in the Parahypocampus

Social Presence in Virtual World Surveys

Moderating Effects of Social Presence on Behavioral Conformation in Virtual Reality Environments: A Comparison between Social Presence and Identification

Post-revolution Egypt is in a state of flux overlooked by outsiders. New political parties are forming while various factions hustle for power. As Egypt gears up for free elections, tech-savvy geeks are betting that their projects will have a major impact on how people will vote.

A combination of academics and entrepreneurs recently worked with Egyptian activists on a “Hackathon for Egypt” that provides some interesting--and fascinating--clues.

Participants in the hackathon were organized by Cloud to Street, a project dedicated to aiding Egyptian activists through technology. Cloud to Street is headed up by a loose group of primarily Canadian scholars and diplomats. Approximately 75 programmers took part, as well as Egyptian activists who attended both in person and via teleconference

Bill Keller of the New York Times has just written a provocative piece lamenting that new technologies are eroding essential human characteristics. I would certainly agree that almost all technologies, especially those with a cognitive element, transform the way we organize, value and manage our intellectual and social lives–-indeed, such complaints were raised, most famously by Plato about how writing was emptying words of their soul by disconnecting them from their living speakers. However, Keller makes not one but at least three distinct claims in his piece. I want to primarily discuss the one that he makes least explicitly and perhaps has never formulated directly himself.

first, let’s clarify the other two which are explicit.

First Keller talks about how we no longer need to remember everything and how his father used to use a slide rule and now there are calculators and who knows their multiplication table anymore… This is a familiar argument from cognitive replacement and I believe it is worth discussing not necessarily because there is something inherently wrong with machines making certain cognitive tasks easier, but I do deeply worry about what this means for valuing humans. Cheaper computers increasingly capable of taking over human tasks means that we face a profound human problem: how will we deal with the billions of people who will be potentially redundant if the only way of measuring a human’s worth is their price on the labor market? For me, this is an important political question rather than a technological lament. It’s not about what machines can do, it’s about the criteria by which we judge the worth of our fellow human beings, and how advances information technology increasingly leads us to devalue each other

A common mistake for those seeking to cope with this profound disruption is to confuse technology with innovation. Algorithms, apps and search tools help make data useful but they can’t replace the value judgements at the core of journalism.

Genuine innovation requires a fundamental shift in how journalists think about their role in a changed world. To begin with, they need to get used to being ‘curators’; sorting news from the noise on the social web using smart new tools and good old fashioned reporting skills.

I find it helps to think of curation as three central questions: * Discovery: How do we find valuable social media content? * Verification: How do we make sure we can trust it? * Delivery: How do we turn that content into stories for a changed audience?

The internet of things, as the ultimate version of the smart grid is often described, could bring with it one of the downsides of today’s internet: hacker attacks.

the possibility that someone with bad intent and networking know-how could tap into the metering infrastructure and determine, for example, when a household is typically unoccupied and easier to break into.

The more connected our systems become, the more opportunities there will be for someone to exploit the various parts of it … as researchers studying the vulnerabilities of on-board computers in cars have already discovered.

"The ongoing debate over the supposed dangers posed by mobile phone usage and wireless signals has exploded once again. An influential European committee has called for a ban on mobile phones and Wi-Fi networks in schools – the GSM Association has denounced the report as an 'unbalanced political assessment, not a scientific report.' The report made its recommendation to reduce mobile and wireless use in schools, despite admitting that there is a lack of clear scientific and clinical proof. However, it said the lack of proof was reason enough to restrict use, just in case, comparing mobile phone radiation to other things whose dangers were once unknown, such as asbestos, leaded petrol and tobacco."

Paul Bradshaw, visiting professor, City University and founder of helpmeinvestigate.com used the principal of toys to give ideas on developing the data story and explained the importance of  “future proofing the information we are gathering”, saying “that’s one of the big commercial imperatives”.

Conrad Quilty-Harper, data mapping reporter at the Telegraph, explained how creating maps adds to a story by using the example of a map on bike sharing schemes he created (though did not publish) using “Google Fusion Tables and a bit of javascript”. He recommends Google Maps and says the trailblazer of a news site using Google Fusion tables is the Texas Tribune.

My proudest example” was a live interactive Royal Wedding map which “worked brilliantly for three hours”. It showed some of the best tweets and were geolocated on the map. “We’ve got the data and we’re going to analyse it and do something with it in the future,” he said. “It tells you what people in specific locations were thinking”. The Telegraph would like to use the technology in a crisis news story, such as an earthquake or conflict.

With the goal of creating a more powerful “prediction engine,” for forecasting everything from the price of gas in the U.S. to the nuclear capabilities of Iran, Stone’s research team is looking for individuals to contribute their knowledge in topic areas such as politics, the military, economics, science and technology, and social affairs. “This kind of enhanced predictive analysis capability will help the intelligence community provide early warning and leading indicators of events,” said Stone, who has published studies on the nature of expertise and how to make well-calibrated, non-overconfident judgments. “The idea is to combine individual judgments from a lot of people who all know a little to provide a tremendous amount of information.  Unlike the current process, our procedure captures, shares and combines expert opinions in a manner to make forecasts as accurate as possible.” The ACES process provides opportunities for anonymous sharing and deliberating before making forecasts and will provide participants feedback on their contributions and predictive successes.

According to ACES Principal Investigator Dr. Dirk Warnaar, “Some people know important details that can make the future predictable in many cases. They often do not share their insight with others. Our project is designed to find out what people know, have them share this knowledge with others, and ask them to make a prediction based on what they and others know.”

Cities are experimenting with releasing more public data, engaging with citizens on social networks, adopting open source software, and finding ways to use new technologies to work with their citizens. They've been doing it through the depth of the Great Recession, amidst aging infrastructure, spiraling costs and flat or falling budgets. In that context, using technology and the Internet to make government work better and cities smarter is no longer a "nice to have" ... it's become a must-have.

That's the kind of "citizensourcing" smarter government that Tolva is looking to tap into in Chicago.

"This is as much about citizens talking to the infrastructure of the city as infrastructure talking to itself," he said. "It's where urban informatics and smarter cities cross over to Gov 2.0. There are efficiencies to be gained by having both approaches. You get the best of both worlds by getting an Internet of things to grow."

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.