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Irene V.

Marketing trends in 2012 | B&T - 0 views

www.bandt.com.au/...marketing-trends-in-2012

marketing trends

shared by Irene V. on 26 May 12 - No Cached
  • Irene V. on 26 May 12
     
    Marketing trends in 2012 25 January, 2012 Madeleine Ross comments "Opportunities go begging in a market ripe for the brave," says Deloitte chief marketing officer David Redhill, and that's certainly the attitude of many marketers looking at the next 12 months. In this year's tough economic climate, with financial trouble plaguing most of Europe and the USA, Australian marketers will be cautious, but that doesn't mean they'll stop spending. Local consumers have grown accustomed to being circumspect and are now looking to do business with reliable institutions. According to Commonwealth Bank's chief marketing and online officer, Andy Lark: "if you're trusted and you've got a good brand, you're in a good position." Reports of flailing foreign economies won't wreak the same havoc they used to on the industry, with agencies and clients now looking towards the  potential downturn as an opportunity to cleverly and cost-effectively win over customers at their most vulnerable. "There is a lot of caution in the market and we are as circumspect as the next business," says Redhill. "But at the same time marketers who invest in brands in downtime are usually the winners because they will emerge stronger as competitors shrink their budgets and reel in their more expansive plans."  The Tontine Group's product development and marketing manager, Lucinda Kew, agrees: "It is actually the brands that invest through difficult times which end up getting the best results because… you're resonating with people and when they get through those difficult times, hopefully you're their brand of choice." More for the same The Commonwealth Bank, bedding manufacturer Tontine and financial advisory firm, Deloitte all plan to maintain their marketing spends this year. That's a relief for agencies, especially in the midst of rumours about a 'race to the bottom' where agencies are fighting for clients and remuneration offers are slumping. But that's not to say brands or agencies can r
Irene V.

5 Reasons Why Responsive Design Is Not Worth It - ManageWP - 0 views

managewp.com/...comment-page-1

design responsive discussion

shared by Irene V. on 04 Aug 12 - No Cached
  • Irene V. on 04 Aug 12
     
    "accessing a web page on my phone, I'm doing it for a different reason than if I was using my laptop. If I'm on the road (aka, not at home and not at work), and I access a website on my phone, usually it's for very specific information that I want to ingest quickly and without much fuss. For example, if I access the USTA (United States Tennis Association) website on my phone, these are my priorities: 1) What channel is the current match on? (15 seconds on site) 2) When's the next match? (15 seconds on site) 3) What does the bracket look like now? (1 minute on site) If I'm at my laptop, these are my priorities: 1) Stream the match live. (potentially 3 hours) 2) See real-time stats. (as long as the match lasts) 3) Watch instructional videos. (5 minutes to 2 hours) So really it's the type of content that changes based on the platform, and therefore the IA of the site should be different based on the platform to accommodate what people want the most based on which platform they are on. My issue with responsive design is that almost all of the examples I've seen have nearly-identical IA. This is ignoring differences in usage behavior which, I feel, is detrimental to the overall satisfaction of users."
  • Irene V. on 04 Aug 12
     
    leyendo sobre responsive design, checando cual si jala y cual no...
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.

Switching off an "Always on" Culture | Leslie Perlow | Big Think - 0 views

bigthink.com/45235

culture think on internet loggedon

shared by Irene V. on 26 Jul 12 - No Cached
  • manage across time zones.
  • external factors causes you to create a culture of responsiveness
  • everyone's on all the time
  • ...15 more annotations...
  • expect it of each other.
  • client service
  • lack of predictability
  • goal i
  • one night a week.  For every individual, it’s a different night of the week.
  • delivering the same 24/7 coverage to the client
  • global initiative
  • they can intervene
  • we also looked at next week’s calendar and we said, "You know, Tom, you’re off on Thursday night, but we have a major deliverable on Friday now.  How are we going to work together as a team to make sure that that’s going to be okay?"
  • measurable impact on people’s experience about both work and work-life.
  •  They experienced work as much more fulfilling.
  •  They experienced their work lives as much more predictable.
  • more control
  • put in place a system where people team.
  • it didn’t just affect the individuals.  It also had a profound effect on the way they were working and taking initiative to do work differently, to prioritize, and it had measurable impact on retention and also the effectiveness and efficiency of the work process itself and ultimately on the work they were delivering to the client.
Irene V.

The Rise of the New Economy Movement by Gar Alperovitz - YES! Magazine - 0 views

www.yesmagazine.org/...se-of-the-new-economy-movement

shared by Irene V. on 24 May 12 - No Cached
  • Public Banking
    • Irene V.
      Irene V. on 24 May 12
       
      tendencias
  • how to put an end to the most egregious social and economically destructive practices in the near term; how to lay foundations for a possible transformation in the longer term.
  • challenge
  • ...23 more annotations...
  • range of economic models that change both ownership and ecological outcomes. Co-ops, for instance,
  • system
  • The broad goal is democratized ownership of the economy for the “99 percent” in an ecologically sustainable and participatory community-building fashion. The name of the game is practical work in the here and now—and a hands-on process that is also informed by big picture theory and in-depth knowledge.
  • real world projects—from solar-powered businesses to worker-owned cooperatives and state-owned banks
  • Many are self-consciously understood as attempts to develop working prototypes in state and local “laboratories of democracy” that may be applied at regional and national scale when the right political moment occurs.
  • The “New Economy Movement” is a far-ranging coming together of organizations, projects, activists, theorists and ordinary citizens committed to rebuilding
  • participation and green concerns
  • Other models fit into what author Marjorie Kelly calls the “generative economy”—efforts that inherently nurture the community and respect the natural environment
  • socially responsible
  • corporation designed to benefit the public
  • responsible banking
  • social enterprises” use profits for social or community serving goals
  • new banking
  • credit union
  • What to do about large-scale enterprise in a “new economy”
  • A range of new theorists have also increasingly given intellectual muscle to the movement. Some, like Richard Heinberg, stress the radical implications of ending economic growth. Former presidential adviser James Gustav Speth calls for restructuring the entire system as the only way to deal with ecological problems in general and growth in particular. David Korten has offered an agenda for a new economy which stresses small Main Street business and building from the bottom up. (Korten also co-chairs a “New Economy Working Group” with John Cavanagh at the Institute of Policy Studies.) Juliet Schor has proposed a vision of “Plentitude” oriented in significant part around medium-scale, high tech industry. My own work on a Pluralist Commonwealth emphasizes a community-building system characterized by a mix of democratized forms of ownership ranging from small co-ops all the way up to public/worker-owned firms where large scale cannot be avoided. The movement obviously confronts the enormous entrenched power of an American political economic system dominated by very large banking and corporate interests. Writers like Herman Daly and David Bollier have also helped establish theoretical foundations for fundamental challenges to endless economic growth, on the one hand, and the need to transcend privatized economics in favor of a “commons” understanding, on the other. The awarding in 2009 of the Nobel Prize to Elinor Ostrom for work on commons-based development underlined recognition at still another level of some of the critical themes of the movement.
  • Social Venture Network
  • Worker Cooperatives
  • Consumer Cooperative Management
  • Business Alliance for Local Living Economies
  • Farmer Cooperatives
  • Community Land Trust Network
  • Sustainable Business Council
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.

In networks, cooperation trumps collaboration. | Social Media Today - 0 views

socialmediatoday.com/...operation-trumps-collaboration

networks cooperation collaboration social social media media systems work enterprises

shared by Irene V. on 21 Jun 12 - No Cached
  • In networks, cooperation trumps collaboration. Collaboration happens around some kind of plan or structure, while cooperation presumes the freedom of individuals to join and participate. Cooperation is a driver of creativity. Stephen Downes commented here on the differences:collaboration means ‘working together’. That’s why you see it in market economies. markets are based on quantity and mass.cooperation means ’sharing’. That’s why you see it in networks. In networks, the nature of the connection is important; it is not simply about quantity and mass …You and I are in a network – but we do not collaborate (we do not align ourselves to the same goal, subscribe to the same vision statement, etc), we *cooperate*We are only beginning to realize how we can use networks as our primary form of living and working
  • form in itself that can address issues that the three other forms could not.
  • network
  • ...3 more annotations...
  • implementing social business (a network mode) within corporations (institutional + market modes). Real network models are new modes, not modifications of the old ones, and cooperation is how work gets done.
  • Wirearchy: a dynamic multi-way flow of power and authority based on information, knowledge, trust and credibility, enabled by interconnected people and technology.Heterarchies are networks of elements in which each element shares the same “horizontal” position of power and authority, each playing a theoretically equal role [wikipedia].Chaordic refers to a system of governance that blends characteristics of chaos and order. The term was coined by Dee Hock the founder and former CEO of the VISA credit card association [wikipedia].
  • Combine the TIMN perspective with the Cynefin framework, and I created this table, looking at how work gets done:Shifting our emphasis from collaboration, which still is required to get some work done, to cooperation, in order to thrive in a networked enterprise, means reassessing some of our assumptions and work practices. For instance:The lessening importance of teamwork, versus exploring outside the organization may change our perceptions about being a “team player”.Detailed roles and job descriptions are inadequate for work at the edge.You cannot train people to be social.Collaboration is only part of working in networks. Cooperation is also necessary, but it’s much less controllable than our institutions, hierarchies and HR practices would like to admit.
  • Irene V. on 21 Jun 12
     
    Este articulo realmente me inspiro, de alguna manera me dio una clave para dar estructura a el caminito hacia el futuro del trabajo y la evolucion de los sistemas y modelos que estamos viviendo. es algo futurista, considerando que lo que hace la punta pasa tiempo hasta que se convierte en mainstream... pero nos habla de procesos y dinamicas y formas realmente diferentes, really open. y eso requiere de evolucion interna , de metas, de emociones, de coportamiento, y de ideas. Creo que ya hay generaciones haciendolo y listas, pero el mundo de las organizaciones y empresas aun esta liderado por gente del viejo mundo, de mi generacion inclusive. Es un reto usar la plasticidad del cerebro para trabajar de nuestro lado enfrente de ls esque mas y patrones aprendidos. De forma que creo que para seguir los pasos de ese caminito hace fata un entrenamiento personal mas alla que la asesoria de estructura. Primer paso: usar las herramientas. -En este punto estamos nosotros ofreciendo apoyo; como planteamos los siguientes pasos?- segundo paso: conocer lo posible tercer paso : trabajar las areas de reto para poder caminar en lo posible (normalmente de proceso personal primero) cuarto paso : entrar a la nueva estructura y navegar en ella, tomar las oportunidades, crearlas, vivirlo.
Irene V.

Horizontalidad: Where Everyone Leads by Marina Sitrin - 0 views

www.yesmagazine.org/...ontalidad-where-everyone-leads

shared by Irene V. on 24 May 12 - No Cached
  • The autonomous social movements in Argentina are part of a global phenomenon. From Latin America to South Africa to Eastern Europe and even in the United States and Canada, people are creating the future in the present. These new movements are built on direct democracy and consensus, and they make space for all to be leaders.
  • Horizontalidad is the word that has come to embody these new social arrangements and principles of organization
  • implies democratic communication on a level plane and involves—or at least strives towards—non-hierarchical and anti-authoritarian creation rather than reaction. It is a break with vertical ways of organizing and relating.
  • ...1 more annotation...
  • goal of creating “power with” one another. They organize themselves in every aspect of their lives, both independently and in solidarity with others. It is a process of continuous creation, constant growth and the development of new relations, with ideas flowing from these changing practices.
Irene V.

The Inevitable Next Economy - 0 views

www.ingenesist.com/...e-inevitable-next-economy.html

economy next trend

shared by Irene V. on 22 May 12 - No Cached
  • Believe it or not, the next economic paradigm will arise from the integration of the tools being developed in the current stage of human development
  • Knowledge The Knowledge age emerged from the integration of tools developed during the information age. The Internet vastly accelerated the amount of information available from which knowledge could be applied as factors of production in physical systems from weather prediction, space travel, medicine, and new ways for people to organize their selves. Innovation The innovation age will emerge from the integration of tools developed by the knowledge age.  So called “social media” is creating thousands of platforms upon which people reorganize themselves around interests, affinities, relationship, and commerce.  As these tools integrate; that is, when the output of one tool becomes the input of another tool (and vice versa), a new economic paradigm will emerge. Wisdom Keep in mind that the agrarian economy and all previous stages are still with us today. Keep in mind that elements of future economies also exist today.  Keep in mind that the US dollar has not always been the currency of trade nor should we expect that it will always be with us in the future. We can assume that the productivity inherent in people and communities is not dependent on the currency, rather, currency is dependent on it.  Time is the only scarce resource and everyone has an equal amount of it.  As such, time is the only true currency.
Irene V.

Value Networks - SENSORICA - 0 views

www.sensorica.co/value-networks

value networks

shared by Irene V. on 23 May 12 - No Cached
  •  value networks, a new way to produce and to distribute value. This section focuses on the second one. We are taking an iterative approach to solve the value accounting problem and to design and implement a sound value system, which allows individuals and small organizations to collaboratively create and distribute value. The main role of the value accounting system is to track different types of contributions, like personal, social, built and natural capital, and to compute a revenue share for all contributors, based on individual contribution. But in order to make value networks self-organize into creative and productive entities we need more than a sound value system. We are in fact developing the entire infrastructure of value networks, which includes communication, coordination and collaboration tools, a reputation system, a role system, an incentive system, a feedback system, a service system, a materials management system, a project/tasks management system, etc. All these components interact with each other and form a humane and empowering environment, in which contributing member can express their passions, exchange and collaborate to create value. We are not just dreaming about this. SENSORICA, which is sustaining a continuous growth in value and in potential since its inception, is a living proof of our model. 
Irene V.

Managing Remote Employees Training - 0 views

www.mcstech.net/...managing-remote-employees.cfm

managing remote employees

shared by Irene V. on 23 May 12 - No Cached
  • Managing remote employees can prove rewarding, liberating and fulfilling…or you can feel like an empty nest parent whose kids don’t stay in touch. Building teamwork, trust and trackability are three cornerstones of effective remote management of virtual employees. Learn how to build credibility and confidence with a virtual workforce. Micro-managing vs. micro-monitoring. Often, the difference between resentment and resilience occurs in the subtleties of remote employee management. If virtual employees feel “Big Brother” is watching, they will naturally tend to become defensive. On the other hand, if they feel supported and know they have a safety net, positive results are likely to follow. This class will help managers learn how to: Motivate remote employees Handle conflicts in virtual settings Communicate convincingly from afar Create a tightly-knit team that stays loose
  • Development of remote employees Training – methods for training remote employees, when to use each Skill vs. talent training On-going mentoring – development as a continuous process Reactionary vs. proactive Socratic coaching How to give good feedback Performance reviews and feedback – frequency, how to conduct and communicate, evaluating team Identifying skills vs talent performance Motivating remote employees Creating leaders and building ownership Empowering employees – enabling employees by giving them decision opportunities. Turning work into play Ways to reward a virtual team No vs. low vs. high cost options Public vs. private reward systems Disciplining remote employees Action plans Key items to include How to deliver How to monitor Handling conflicts between remote team members Hiring remote employees Ideal traits of the remote employee Using the remote employee skill assessment Implementing remote management skills Creating action plans, getting immediate results.
  • Managing Remote Employees Topics Covered Leading a remote team Setting the vision – how to communicate the team vision and keep employees focused on it in their work efforts. Creating expectations – how to clearly communicate and set performance and team expectations to ensure employees move toward common objectives correctly. Communicating WIIFMs – drive employees toward goals by communicating the benefits to them “what’s in it for me.” Communication Quantity and quality – increased communication needed with remote employees Communication vehicles – the different ways to communicate with a distributed workforce and when and how to use them Picking the appropriate option for different situations How and when to have team meetings Accessibility – establishing your credibility through commitments, guidance, and owning decisions Micro-Monitoring vs. Micro-Managing Creating and using tools to enable employees to manage themselves and track their own performance Increasing responsibility to decrease management time Setting goals – how to engage employees in their own development Managing to expectations Monitoring tools What can be monitored & how to monitor What can be managed & how to manage
  • Irene V. on 23 May 12
     
    indice de un entrenamiento
Irene V.

Comments on the social graph: social graph - 0 views

socialgraph.blogspot.mx/...social%20graph

social graph

shared by Irene V. on 26 Jun 12 - No Cached
  • Ideas flow through our culture battling for attention. Successful ideas flow through the social graph from person to person. There is no upper limit on the number of ideas, but there is an upper limit in our capacity to attend to these ideas
  • Metcalfe's Law was originally used to describe how the value of a telecommunications network increased in value exponentially with the number of connections to that network, by n squared. On Wikipedia, they illustrate the idea by talking about the fax: "a single fax machine is useless, but the value of every fax machine increases with the total number of fax machines in the network, because the total number of people with whom each user may send and receive documents increases." Below you'll find Metcalfe's original graph from 1980 used to convince early Ethernet adopters to try networks large enough to exhibit network effects – networks larger than some “critical mass.” This is Hollywood Economics, where the most successful are disproportionally rewarded compared to their competitors.
  • This work reconfirms the fact that the social graph follows economic, political, and cultural ties.
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.

Getting To Scale: Growing Your Business Without Selling Out | New Economy Working Group - 0 views

www.neweconomyworkinggroup.org/...r-business-without-selling-out

shared by Irene V. on 24 May 12 - No Cached
  • Focusing on the unique challenges that socially conscious companies face, Getting to Scale addresses the issues that affect all businesses: * Production and personnel * Access to capital and markets * Changes in organizational structure * Ownership and control * Corporate culture Filled with practical and tested advice, Getting to Scale provides a blueprint for socially responsible entrepreneurs in any industry who want to benefit larger groups of customers, have a greater positive impact on their communities, and maintain their independence by scaling up their enterprises.
    • Irene V.
      Irene V. on 24 May 12
       
      puede ser 1 guia??
Irene V.

SETI@home - Wikipedia, the free encyclopedia - 0 views

en.wikipedia.org/SETI@home

shared by Irene V. on 23 May 12 - Cached
  • SETI@home ("SETI at home") is an Internet-based public volunteer computing project
  • The two original goals of SETI@home were: to do useful scientific work by supporting an observational analysis to detect intelligent life outside Earth, and to prove the viability and practicality of the 'volunteer computing' concept.
  • With over 5.2 million participants worldwide, the project is the distributed computing project with the most participants to date. The original intent of SETI@home was to utilize 50,000-100,000 home computers.[11] Since its launch on May 17, 1999, the project has logged over two million years of aggregate computing time[when?]. On September 26, 2001, SETI@home had performed a total of 1021 floating point operations. It is acknowledged by the Guinness World Records as the largest computation in history.[18] With over 278,832 active computers in the system (2.4 million total) in 234 countries, as of November 14, 2009, SETI@home has the ability to compute over 769 teraFLOPS.[19] For comparison, the K computer, which as of June 20, 2011 was the world's fastest supercomputer, achieved 8.162 petaFLOPS.
Irene V.

Brian Burke - A Member of The Gartner Blog Network - 0 views

blogs.gartner.com/brian_burke

gamification trends burke

shared by Irene V. on 25 May 12 - No Cached
  • The gamification of social networking and location based services as exemplified by Foursquare, Gowalla and SCVNGR are probably the most recognizable with badges, mayorships and rewards offered for check-ins.  Game mechanics has also been applied to engage people, change behaviours and innovate in many different fields including innovation management, health, training, employee performance, and even social issues.
  • engage stakeholders, improve performance and drive innovation
  • The gamification of innovation and enterprise architecture is a natural extension of design thinking as it is a human-centric and engaging means of harnessing the power of the collective to drive innovation and change.  I believe that game mechanics are going to have a huge impact on the way organizations engage stakeholders, innovate and evolve, and we are just now on the leading edge of that trend
Irene V.

Gartner Says By 2015, More Than 50 Percent of Organizations That Manage Innovation Proc... - 0 views

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gamification trends predictions research 2011

shared by Irene V. on 25 May 12 - No Cached
  • By 2015, more than 50 percent of organizations that manage innovation processes will gamify those processes
  • By 2014, a gamified service for consumer goods marketing and customer retention will become as important as Facebook, eBay or Amazon, and more than 70 percent of Global 2000 organizations will have at least one gamified application
  • Gamification describes the broad trend of employing game mechanics to non-game environments such as innovation, marketing, training, employee performance, health and social change
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  • The goals of gamification are to achieve higher levels of engagement, change behaviors and stimulate innovation. The opportunities for businesses are great – from having more engaged customers, to crowdsourcing innovation or improving employee performance.
  • four principal means of driving engagement using gamification: 1. Accelerated feedback cycles. In the real world, feedback loops are slow (e.g., annual performance appraisals) with long periods between milestones. Gamification increases the velocity of feedback loops to maintain engagement. 2. Clear goals and rules of play. In the real world, where goals are fuzzy and rules selectively applied, gamification provides clear goals and well-defined rules of play to ensure players feel empowered to achieve goals. 3. A compelling narrative. While real-world activities are rarely compelling, gamification builds a narrative that engages players to participate and achieve the goals of the activity. 4. Tasks that are challenging but achievable. While there is no shortage of challenges in the real world, they tend to be large and long-term. Gamification provides many short-term, achievable goals to maintain engagement.
  • Where games traditionally model the real world, organizations must now take the opportunity for their real world to emulate games," said Mr. Burke. "Enterprise architects must be ready to contribute to gamification strategy formulation and should try at least one gaming exercise as part of their enterprise context planning efforts this year
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