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Irene V.

Is Your Brand Ready for Unleashed Workers? | Sustainable Brands - 0 views

www.sustainablebrands.com/...-brand-ready-unleashed-workers

unleashed workers sustainable brand brands work collaboration future

shared by Irene V. on 04 Oct 12 - No Cached
  • Irene V. on 04 Oct 12
     
    "Is Your Brand Ready for Unleashed Workers? by Marc Stoiber  |  keywords: articles, Computers/Electronics/Technology, Business Model Innovation, Employee Engagement, Environmental/Social Issues, Impact Reduction, Org Culture and Processes, Transportation/Logistics Tweet   Video conferencing, courtesy of GoToMeeting. | Image credit: Citrix October 1, 2012- A key element of futureproof brands is the ability to predict the needs of rapidly evolving consumers. This is easier said than done. In hindsight, Facebook makes sense. But few could've predicted the rise of a generation willing to share every intimate detail online. Telecommuting is a similarly cagey concept. For years, we've been trumpeting it as progress toward less pollution and time waste, and greater sustainability. But there's still little indication what this new world of stay-away workers will actually look like, what working anywhere actually means, and how brands will have to adapt to serve this new group. My interest in this area was sparked by a conversation with Kim DeCarlis, VP of Corporate Marketing at Citrix (the folks pushing the virtualization envelope with offerings such as GoTo Meeting). Although DeCarlis agrees it's early days, she believes there are indicators of what brands serving future telecommuters should think about. Hyper Personal Standardization in electronics is still de rigueur in most offices. As DeCarlis says, "Permutation and new gear is anathema to IT departments. Trying to make an office work - and people share information - when everyone has their own platform is an exercise in futility." Virtualization and the Cloud have changed the need for standardization. "I have a computer, tablet and phone that I bought for myself," says DeCarlis. "With virtualized functions like data, applications and desktops delivered via the cloud, my personal gear is 100% usable at work." So what does this mean for the unleashed workers of tomorrow
Irene V.

News Articles | Bunchball.com | Bunchball - 1 views

www.bunchball.com/articles

news articles gamification

shared by Irene V. on 26 May 12 - No Cached
  • Irene V. on 26 May 12
     
    monchos articulos
Irene V.

Collaboration | GigaOM - 0 views

gigaom.com/collaboration

collaboration future work trends

shared by Irene V. on 26 Jun 12 - No Cached
  • Irene V. on 26 Jun 12
     
    must reads articles
Irene V.

Why do some teams gel while others fail at collaboration? - Online Collaboration - 1 views

gigaom.com/...e-others-fail-at-collaboration

teams collaboration online success

shared by Irene V. on 30 May 12 - No Cached
  • Irene V. on 30 May 12
     
    article
Irene V.

Cloud computing et PME, mode d'emploi - LEntreprise.com - 0 views

lentreprise.lexpress.fr/...t-pme-mode-d-emploi_31628.html

cloud computing PMS

shared by Irene V. on 02 Jul 12 - No Cached
  • Irene V. on 02 Jul 12
     
    articles
Irene V.

work-life balance « The Intentional Workplace - 0 views

intentionalworkplace.com/...work-life-balance

balance workplace life

shared by Irene V. on 19 Aug 12 - No Cached
  • Irene V. on 19 Aug 12
     
    articles about work place, life work balance, work flex .....
Irene V.

New Survey Reveals Overwhelming Demand for Virtual Collaboration - News - Wrike - 0 views

www.wrike.com/...mand-for-virtual-collaboration

collaboration virtual trends

shared by Irene V. on 19 Aug 12 - No Cached
  • Irene V. on 19 Aug 12
     
    just an article about how the trend is to virtual work
Irene V.

How to Earn Trust (before you can prove it) - Just Sell®... it's all about sa... - 0 views

www.justsell.com/earning-trust

sales trust

shared by Irene V. on 24 Aug 12 - No Cached
  • Irene V. on 24 Aug 12
     
    article about sales trust, ask questions... gain trust
Irene V.

Infographic: Boost Your Productivity, Reclaim Your Weekends | Finance > Personal Financ... - 0 views

www.allbusiness.com/...16730527-1.html

weekends personal productivity time management time management work style

shared by Irene V. on 24 Aug 12 - No Cached
  • Irene V. on 24 Aug 12
     
    small article work style
Irene V.

Turn Off After-Hours Email? No Way! | Technology from AllBusiness.com - 0 views

www.allbusiness.com/...16769226-1.html

email management

shared by Irene V. on 24 Aug 12 - No Cached
  • Irene V. on 24 Aug 12
     
    article about email 24/7 need opposite to grok
Irene V.

Small Is Beautiful #1: How Small Brands Are Making Sustainability Look Like It's No Swe... - 0 views

www.sustainablebrands.com/...rands-make-susty-look-no-sweat

brands sustainability sustainable small biz business new systems model

shared by Irene V. on 09 Oct 12 - No Cached
  • In this series of blogs I want to concentrate on the smaller, newer businesses that are paving the way for new systems, business models and ways of meeting customer and consumer needs. They’re challenging the old-school models, the ones wrapped up in years of investment (and success) that incumbents are beginning to re-think but are loathe to get rid of.
Irene V.

New Economy Network Members Area | Home - 0 views

www.neweconomynetwork.org

economy network new

shared by Irene V. on 24 May 12 - No Cached
  • Although there is no blueprint for the new economy, if you want to explore key ideas of  visionary thinkers and organizations, please read: Neva Goodwin, Allen White and Richard Rosen, eds., 2012 Principles for a New Economy , Gus Speth, Toward a New Economy and a New Politics, David Korten, Seven Steps for Action toward a New Economy,  The Tellus Institute, The Great Transition, and from the new economics foundation, another version of the The Great Transition. We also encourage you to explore NEN’s Resource pages and the websites of our member organizations.
    • Irene V.
      Irene V. on 24 May 12
       
      trends
Irene V.

Untitled Document - 0 views

www.benkler.org/CoasesPenguin.html

opensource economics collaboration social p2p

shared by Irene V. on 23 May 12 - Cached
  • For decades our understanding of economic production has been that individuals order their productive activities in one of two ways: either as employees in firms, following the directions of managers, or as individuals in markets, following price signals. This dichotomy was first identified in the early work of Nobel laureate Ronald Coase, and was developed most explicitly in the work of neo-institutional economist Oliver Williamson. In the past three or four years, public attention has focused on a fifteen-year-old social-economic phenomenon in the software development world. This phenomenon, called free software or open source software, involves thousands or even tens of thousands of programmers contributing to large and small scale project, where the central organizing principle is that the software remains free of most constraints on copying and use common to proprietary materials. No one "owns" the software in the traditional sense of being able to command how it is used or developed, or to control its disposition. The result is the emergence of a vibrant, innovative and productive collaboration, whose participants are not organized in firms and do not choose their projects in response to price signals.
  • much broader social-economic phenomenon. I suggest that we are seeing is the broad and deep emergence of a new, third mode of production in the digitally networked environment. I call this mode "commons-based peer-production," to distinguish it from the property- and contract-based models of firms and markets. Its central characteristic is that groups of individuals successfully collaborate on large-scale projects following a diverse cluster of motivational drives and social signals, rather than either market prices or managerial commands.
  • this mode has systematic advantages over markets and managerial hierarchies when the object of production is information or culture, and where the capital investment necessary for production-computers and communications capabilities-is widely distributed instead of concentrated. In particular, this mode of production is better than firms and markets for two reasons. First, it is better at identifying and assigning human capital to information and cultural production processes. In this regard, peer-production has an advantage in what I call "information opportunity cost." That is, it loses less information about who the best person for a given job might be than do either of the other two organizational modes. Second, there are substantial increasing returns to allow very larger clusters of potential contributors to interact with very large clusters of information resources in search of new projects and collaboration enterprises. Removing property and contract as the organizing principles of collaboration substantially reduces transaction costs involved in allowing these large clusters of potential contributors to review and select which resources to work on, for which projects, and with which collaborators. This results in allocation gains, that increase more than proportionately with the increase in the number of individuals and resources that are part of the system. The article concludes with an overview of how these models use a variety of technological and social strategies to overcome the collective action problems usually solved in managerial and market-based systems by property and contract.
Irene V.

Social Software: What It Is And How It Impacts Individuals And Organizations - A Report... - 0 views

www.masternewmedia.org/...social_software_what_it_is.htm

web2.0 trends socialsoftware adoption technology change

shared by Irene V. on 11 Jul 12 - Cached
  • Social software is whatever software or online network that enables users to interact and share knowledge in a social dimension, emphasizing the human potential instead of the technology that makes the exchange possible
  • reshaping the way in which collaboration happens
  • new generation organizations.
  • ...26 more annotations...
  • These were 3D or virtual worlds (eg Second Life), photo publishing (eg Flickr), digital storytelling and podcasting
  • empowers individuals to: Make It – i.e. user-driven content Name It – i.e. social bookmarking referred to as folksonomy Work on It – i.e. mass collaboration or crowdsourcing Find It – i.e. online product search generating the new business model, Long Tail.
  • landscape is dynamically changing
  • Innovators: Brave people - pulling the change. Innovators are very important communicators. Early Adopters: Respectable people - opinion leaders, try out new ideas, but in a careful way. Early Majority: Thoughtful people - careful but accepting change more quickly than the average. Late Majority: Sceptical people - will use new ideas or products only when the majority is using it. Laggards: Traditional people - caring for the "old ways", are critical towards new ideas and will only accept it if the new idea has become mainstream or even tradition.
  • little causes have big effects; and changes happen not gradually but at one dramatic moment.
  • estimate target groups for communication purposes as well
  • The characteristics of the exceptional people who start epidemics
  • They are the messengers who spread social messages.
  • Connectors: People with a special gift for bringing the world together, people specialists, know lots of people and are able to make social connections. Mavens: Information specialists and problem solvers with social skills who like to share their knowledge. Salespeople: Have the skills to persuade when we are unconvinced of what we are hearing.
  • creating "contagious" social change
  • enables people to rendez-vous, connect or collaborate through computer mediated discussion and to form online communities. Broadly conceived, this term could encompass older media such as mailing lists but some would restrict its meaning to more recent software genres such as blogs and wikis."
  • intrinsic motivation
  • new challenges and a desire to make things better
  • empowered, professional and extremely resourceful.
  • confidence
  • characteristic of the "blogger"
  • (the early adopters) are ready to engage with social software: "I believe that it is the autonomy and freewill that has caught the attention of the second wave and it is their ability to "do it for themselves" that will be the sustainable feature of their ongoing elearning practices. It is the simplicity and ease of use of these social networking tools that has brought most success in the shortest amount of time during the [Framework] projects run in 2006."
  • it is a learned skill...if we want to communicate, through using blogs, we have to comment ...we have to have the confidence to 'talk' and build a profile. Commenting is a good starting point even if it is just to say 'thank you'."
  • meaning of groups, networks and communities.
  • blurring
  • linking and the forming of networks and/or communities that evolve from its use that many find so attractive.
  • Siemens’ Connectivism theory and is further supported by Stuckey and Arkell (2006) who state that, "The current mantra for knowledge management is connect don’t collect". (p 7)
  • "the importance of communities of practice and their generative knowledge building capacity"
  • The Domain – a shared interest The Community – Engaging in joint activities and discussions, help each other, and share information. The Practice - They develop a shared repertoire of resources: experiences, stories, tools, ways of addressing recurring problems - in short a shared practice.
  • A key element of linking, networking and forming communities of practice is "trust". You need to have trust in the judgments of the people with whom you are connecting. Trust is the basis of all human interactions. Boone in Stuckey and Arkell (2006 p 7) states, "I don’t want raw data, I don’t want information, I want the judgments of people I can trust".
  • Ownership – Fundamental to the whole "revolution" is the fact that individuals can now ‘own’ their own space on the Web – moving from being consumers to becoming contributors and collaborators. Sites that allow individuals to create and maintain their own collections of photos, videos, music and bookmarks online are examples of this. Personalization – the ability to customize the interface of many of these sites is an example of the personalized approach. But personalization goes a lot deeper with this, and includes the ability to actually ‘construct’ the way in which information is represented, where it comes from, how it is used etc. Participation – the move from simply publishing or participation is another hallmark of this software. Even blogs, while being a personal publishing tool, allow for participation – at one level through the comments that can be left, and at another through the communities of interest that develop. Aggregation – the availability of software that makes use of RSS (Really Simple Syndication) demonstrates how information from one source can so easily be integrated into another. Sites that allow individuals to create their personal aggregations of news feeds, blog links, and other feeds, such as NetVibes and PageFlakes, are good examples of this. Other sites such as Technorati illustrate how easily communities of interest can be formed through the aggregation of people’s blog entries.
Irene V.

Groupthink. Last week's top links, Issue 16 / Blog / yaM - 0 views

www.yamlabs.com/...ek039s_top_links_issue_16.html

meeting management collaboration work software

shared by Irene V. on 11 Jul 12 - No Cached
  • The Rise of the New Groupthink
  • now work in teams, in offices where there are no walls, for managers who prize collaboration
  • Groupthink has transformed our offices and our minds
  • ...1 more annotation...
  • When Larry Page took over at Google, the first thing he did was to explain to all employees how to run effective meetings. Google's new online newsletter, Thisnk Quarterly, shared the basic elements of a successful meeting. These basic rules are well-known to all of us, however, are very often disregarded by managers. Patrick Leoncini, the author of the book "Death by Meeting", thinks that people "have failed as a culture because we've come to accept that meetings are just inherently bad". Leoncini suggests breaking meetings up in four formats.  Steve Roesler came up with 5 meetings traps and ways to fix them. Not everyone is able to run an effective meeting, however, everyone can learn how to do it by attending a workshop or a course. If you are a leader, your meeting professionalism is directly linked to your success in the company. A meeting is an expensive process and should only be used to get results.   Do you know how to beat the Meeting Monster? Lifehack does. If you spend too much time in meetings - follow these rules and get the Meeting Monster under control.
Irene V.

Business BootCamp: Starting a Business - 0 views

www.allbusiness.com/...16751636-1.html

business starting list articles

shared by Irene V. on 24 Aug 12 - No Cached
  • Irene V. on 24 Aug 12
     
    series de articulos sobre comenzar 1 business
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