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Irene V.

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

www.gartner.com/...page.jsp

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
  • ...3 more annotations...
  • 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
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.

15+ Amazing Project Management and Collaboration Tools - 0 views

www.1stwebdesigner.com/...management-collaboration-tools

project project management management collaboration tools

shared by Irene V. on 20 Jun 12 - No Cached
  • Pros and Cons of Project Collaboration Tools Online project management lets you collaborate with project resources, manage project users, analyze risks, assign tasks, coordinate schedules and make your project a success from anywhere in the world. These project management apps are here to save you time, but they can also be very time-consuming and not intuitive. If you have a team who works with you remotely, then this is the right choice. Project management process and its approach Projects were generally managed by creative architects and engineers themselves. Major process steps are initiation, planning or development, production or execution, monitoring and controlling . To handle these process number of approaches are there like: Traditional approach Critical chain project management Extreme project management Event chain methodology Prince2 (Structured approach) Process based management.
  • Irene V. on 20 Jun 12
     
    ??? interesantes comentarios... de hace 2 años y cacho... como ha cambiado! pero esas eran las necesidades y supongo que siguen siendo!
Irene V.

» The Field-Process-Model - IPG Blog - 0 views

blog.partizipativ-gestalten.de/...the-field-process-model

process design dynamics system permaculture model generative

shared by Irene V. on 07 Jun 12 - No Cached
  • Bibliography Alexander, Christopher, A Pattern Language. New York: Oxford UP, 1977. Alexander, Christopher: Timeless Way of Building. New York: Oxford UP, 1979. Alexander, Christopher, The Nature of Order: the process of creating life. Berkeley: Center for environmental structure, 2002. Bortoft, Henri: The Wholeness of Nature. New York: Lindisfarne, 1996. von Foerster, Heinz: On constructing a reality. In P. Watzlawick (Ed.), Invented reality (pp. 41-61).  New York: Norton. Lewin, Kurt: Kriegslandschaft (The landscape of war). Zeitschrift für angewandte Psychologie 12/5-6, 1917. Mollison, Bill: A Designers Manual. Tyalgum: Tagari, 1988. Piontzik, Klaus: Das Magnetfeld der Erde; http://www.pimath.de/magnetfeld_der_erde/dipolfeld.html Scharmer, Otto: Theory U. San Francisco: Berret-Koehler, 2009
  • Irene V. on 07 Jun 12
     
    sobre los modelos de procesos para diseñar . buena reflexion
Irene V.

How We Changed the Agile Development Process to Work for Gist | Gist - 0 views

blog.gist.com/...pment-process-to-work-for-gist

development process methodology agil

shared by Irene V. on 04 Aug 12 - No Cached
  • Irene V. on 04 Aug 12
     
    mas detalles de la metodologia de desarrollo adaptada a management
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.

Technology-organization-environment framework - IS Theory - 0 views

istheory.byu.edu/...nization-environment_framework

framework theory technology organization environment information systems

shared by Irene V. on 13 Jul 12 - No Cached
  • The process by which a firm adopts and implements technological innovations is influenced by the technological context, the organizational context, and the environmental context (Tornatzky and Fleisher 1990). The technological context includes the internal and external technologies that are relevant to the firm. Technologies may include both equipment as well as processes. The organizational context refers to the characteristics and resources of the firm, including the firm’s size, degree of centralization, degree of formalization, managerial structure, human resources, amount of slack resources, and linkages among employees. The environmental context includes the size and structure of the industry, the firm’s competitors, the macroeconomic context, and the regulatory environment (Tornatzky and Fleisher 1990). These three elements present “both constraints and opportunities for technological innovation” (Tornatzky and Fleisher 1990, p. 154). Thus, these three elements influence the way a firm sees the need for, searches for, and adopts new technology.
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.

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 Future of Work Platforms: An Overview - GigaOM Pro - 0 views

pro.gigaom.com/...-of-work-platforms-an-overview

collaboration online work future

shared by Irene V. on 23 May 12 - No Cached
  • The enterprise collaboration space has entered an exciting new phase of collaboration. New software and applications are coming to market, as are new concepts for how to work and communicate in the knowledge age. From consumer-grade apps like those from Box.net and Huddle to software from long-established players like Microsoft and Oracle, these tools are taking collaboration technology past the traditional IT decision-making process and changing the way we approach the workday. Additional companies in this report include Skype, Huddle, Jive, Moxie and Yammer.
  • Irene V. on 23 May 12
     
    solo es una intro al articulo pues no estoy inscrita a este medio...
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.

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.

Harvard Business Review:The Future of Work & Social Business Leadership Gamification | ... - 0 views

webtechman.com/...siness-leadership-gamification

harvard business future social leadership gamification social media media web 2.0

shared by Irene V. on 25 May 12 - No Cached
  • This progressive path of innovation in the Enterprise is leading us to the next level of deeper Engagement through Gamification to support real Social Business.
  • how games will transform work, from repetitive call-center jobs to high-level teams who must collaborate with members dispersed around the globe. The authors show why you must begin building a game strategy now
  • strategy that includes a focus on engagement in the process of accomplishing business objectives will help achieve higher levels of success
  • ...10 more annotations...
  • exponential value
  • game theory
  • game mechanics
  • unlock deeper meaning
  • is easier though collaboration
  • will reduce risk and increase the return on investment
  • Game Elements can make Leadership easier today.
  • gamifying” their work environments in order to improve the quality of leadership — not in the future but right away
  • e benefits of network effects
  • beyond supporting internal collaboration, to include external partners and customers
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.

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
  • put in place a system where people team.
  • 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
  • global initiative
  • 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.

What's Your Workstyle? | Gist - 0 views

blog.gist.com/...whats-your-workstyle

gist future style work trends

shared by Irene V. on 04 Aug 12 - No Cached
  • 10 characteristics of the New Workstyle:
  • The New Workstyle blends the latest technologies and tools with our daily activities allowing us to accomplish more in both personal and professional endeavors, accelerate ideas of our own, and lead more productive lives. Unlike workflow which is defined by scripted and static process for everyone to follow, workstyle is unique to the individual who calls upon information, technology, and connections as needed.
  • Irene V. on 04 Aug 12
     
    pequeño blog sobre los valores de trabajo en esta empresa, y hablan de una lista concisa de caracteristicas del trabajo en estos tiempos.... justo lo que queremos transmitir de una forma muy simple...
Irene V.

Community resilience and adaptation - 0 views

learningforsustainability.net/...resilience.php

community resilience adaptation

shared by Irene V. on 09 Aug 12 - Cached
  • A number of other sections in the site follow-on naturally from a consideration of resilience. Two useful tools for resilience-building in complex socio-ecological systems are structured scenarios and adaptation and adaptive management. People use scenarios to envision alternative futures and the pathways by which they might be reached. By envisioning a range of alternative futures and actions that might achieve or avoid certain outcomes, communities can identify and choose resilience-building policies. Active adaptive management can be used as an approach that views policy as a set of experiments designed to reveal processes that build or sustain resilience. It requires, and facilitates, a social context with flexible and open institutions and multi-level governance systems that allows for social learning.
  • The resilience perspective embraces the dynamic character of communities and human-ecosystem interactions and sees multiple potential pathways within them. It provides a powerful way of understanding how a community’s positive response to change can be strengthened and supported.
  • A high level of social capital means that they have access to good information and communication networks in times of difficulty, and can call upon a wide range of resources
  • Irene V. on 09 Aug 12
     
    Para hablar dentro de la metodologia o dentro de las practicas, la estrategia o el marco, o los lineamientos... de RESILENCIA. herramientas para construir resilencia. Esenarios estructurados ayudan a desarrollar políticas en este sentido. La Administración adaptativave esas politicas como experimentos diseñados para revelar procesos que puedan o construir o sostener la resilencia. Contexto flexible, abierto, con direccion distribuida en multiples niveles que dan espacio y permiten el aprendizaje social.
Irene V.

Our Facilitation Style & Shared Resources « TreeYo Permaculture - 0 views

treeyopermaculture.com/...faciltiation

permaculture resources core model system process thinking dinamics flow design

shared by Irene V. on 07 Jun 12 - No Cached
  • Irene V. on 07 Jun 12
     
    aqui viene el modelo en el cual se basa el diseño de la permacultura, hechale un ojo al diagrama del proceso!
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