Group items tagged

some of the principles of the Internet culture are actually becoming critical in creating successful organizations

the Internet culture is setting the foundation for a different way of generating economic and social value.

set of values that I believe are relevant for all organization wishing to reinvent their model to be more successful, attract talent and be more sustainable.

Resilience

more chances to successfully face complexity, speed and unpredictability

Bouncing back is more valuable than being tough.

resources from your network, from outside, rather than stocking them.

establish a circle of trust

Compasses (instead of maps)

through clear principles and transparency.

groups of people can produce a better outcome than single individuals.

post-sale structure

Portfolios (instead of planning)/ Practice (instead of theory)

Prototype, and leverage the ecosystem to fail fast (or scale rapidly).

testing less than perfect products into a receptive and responsive ecosystem

Systems (instead of objects)

the social components, and the interdependence of people, groups and objects.

a new set of currency that will merge the intrinsic value with the extrinsic social components associated with it.

Pull (instead of push)/ Smart crowd (instead of experts)

planning everything excludes the unexpected

keeping the eyes open

Encourage rebellion (instead of compliance)/Constant learning (instead of education)

asking questions and not accepting the traditional answers as given

structurally encouraged to question in order to guarantee future development and innovation

A class can have subclasses that represent concepts that are more specific than the superclass.

Here we discuss general issues to consider and offer one possible process for developing an ontology. We describe an iterative approach to ontology development: we start with a rough first pass at the ontology. We then revise and refine the evolving ontology and fill in the details. Along the way, we discuss the modeling decisions that a designer needs to make, as well as the pros, cons, and implications of different solutions.

In practical terms, developing an ontology includes: �         defining classes in the ontology, �         arranging the classes in a taxonomic (subclass–superclass) hierarchy, �         defining slots and describing allowed values for these slots, �         filling in the values for slots for instances.

We can then create a knowledge base by defining individual instances of these classes filling in specific slot value information and additional slot restrictions.

Slots describe properties of classes and instances:

some fundamental rules in ontology design

There is no one correct way to model a domain— there are always viable alternatives. The best solution almost always depends on the application that you have in mind and the extensions that you anticipate. 2)      Ontology development is necessarily an iterative process. 3)      Concepts in the ontology should be close to objects (physical or logical) and relationships in your domain of interest. These are most likely to be nouns (objects) or verbs (relationships) in sentences that describe your domain.

how detailed or general the ontology is going to be

what we are going to use the ontology for

concepts in the ontology must reflect this reality

We suggest starting the development of an ontology by defining its domain and scope. That is, answer several basic questions: �         What is the domain that the ontology will cover? �         For what  we are going to use the ontology? �         For what types of questions the information in the ontology should provide answers? �         Who will use and maintain the ontology?

plan to use

domain

If the people who will maintain the ontology describe the domain in a language that is different from the language of the ontology users, we may need to provide the mapping between the languages.

One of the ways to determine the scope of the ontology is to sketch a list of questions that a knowledge base based on the ontology should be able to answer, competency questions

These competency questions are just a sketch and do not need to be exhaustive.

Donald Davidson

an action

is something an agent does that was ‘intentional under some description,’

there have been many attempts to map the relations between intentions for the future, acting intentionally, and acting with a certain intention.

There has been a notable or notorious debate about whether the agent's reasons in acting are causes of the action

rendered the action intelligible in his eyes

things that merely happen

things they genuinely do

distinction between

the doings, are the acts or actions of the agent

what distinguishes an action from a mere happening or occurrence?

An agent performs activity that is directed at a goal

adopted on the basis of an overall practical assessment of his options and opportunities

awareness

that he is performing the activity

and that the activity is aimed by him at such-and-such a chosen end

It is frequently noted that the agent has some sort of immediate awareness of his physical activity and of the goals that the activity is aimed at realizing.

‘knowledge without observation.’

It is also important to the concept of ‘goal directed action’ that agents normally implement a kind of direct control or guidance over their own behavior.

For many years, the most intensely debated topic in the philosophy of action concerned the explanation of intentional actions in terms of the agent's reasons for acting

Davidson and other action theorists defended the position that reason explanations are causal explanations

In the foregoing, reference has been made to explanations of actions in terms of reasons, but recent work on agency has questioned whether contemporary frameworks for the philosophy of action have really articulated the way in which an agent's desires and other pro-attitudes have the distinctive force of reasons in the setting of these ordinary explanations

run directly on Google servers in order to provide direct access to the products they control.

can also use Google Apps Script from Google Sites

Google Apps Script Template Gallery

Google Apps Script Blog

guide contains the information you need to use Google Apps Script, a server-side scripting language, based on JavaScript, that runs on Google's servers alongside Google Apps

enable varying degrees of interactivity among the applications

easy enough to use that you don't have to be a programmer to create scripts.

use it to automate complex tasks within Google Apps

You don't have to be a programmer to use Google Apps Script

A script is a series of instructions you write in a computer language to accomplish a particular task. You type in the instructions and save them as a script. The script runs only under circumstances you define.

The Google Apps Script API provides a set of objects. You can use these objects and their associates methods to access Google Docs and Spreadsheets, Gmail, Google Finance, and other Google applications.

To run a script, you must first add the script to a Google Spreadsheet or Google Site using the Script Editor.

You can retrieve information from a wide selection of Google Apps and Services and from external sources, including web pages and XML sources. You can use Google Apps Script to create email, spreadsheets, pages on Google Sites, and files in the Google Docs Document List.

The instructions in a script are grouped into functions.

objects

methods

for such tasks

Create pages on a Google Site

Customize a Spreadsheet

Send email based on information in a Spreadsheet

You can manipulate

numeric

financial

string

an XML document

controlling data in the following applications

Spreadsheets

Google Document List

Contacts

Calendar

Sites

Google Maps

create and display interactive user interface elements

interact with relational database management systems

create folders, subfolders, and files in the Google Docs document list

access to user, session, and browser information

access to web services

extract data from XML documents and then manipulate that data

obtain translations of text from one language to another

send email

UrlFetch services

encode and decode strings and format dates

store properties on a per-script and per-user basis

create, delete and update contact information for individuals and for groups in Google Contacts

nodes in a value network represent people

nodes are connected by interactions that represent tangible and intangible deliverables

Value networks exhibit interdependence

Companies have both internal and external value networks.[1]

customers or recipients, intermediaries, stakeholders, complementary, open innovation networks and suppliers

key activities

processes and relationships that cut across internal boundaries

Value is created through exchange and the relationships between roles

F&S's value networks consists of these components

customers

Some service the customers all use, and enables interaction between the customers

service

contracts that enables access to the service

the network formed by phone users

example

example

car insurance company

how a company understands itself

value creation process

value creating system

all stakeholders co-produce value

systematic social innovation

strategy as

the Value Network to emerge as a mental model

Verna Allee defines value networks [5] as any web of relationships that generates both tangible and intangible value through complex dynamic exchanges between two or more individuals, groups or organizations. Any organization or group of organizations engaged in both tangible and intangible exchanges can be viewed as a value network, whether private industry, government or public sector.

Allee developed Value network analysis, a whole systems mapping and analysis approach to understanding tangible and intangible value creation among participants in an enterprise system

participants, transactions and tangible and intangible deliverables that together form a value network.

knowledge

benefits

favors

know-how

policy

planning

process

biological organisms, including humans, function in a self-organizing mode internally and externally

no central “boss” to control this dynamic activity

The purpose of value networks is to create the most benefit for the people involved in the network (5)