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The same surveys that show CEOs' ideas of successful business strategies also show that they view the environment of the business, not the business itself, as the source of the greatest business risk - because it keeps changing faster and faster. As it does, customer needs and wants will inevitably do so as well, and probably faster and faster. Your business intelligence that analyzes these needs and wants must be open to the customer's indication of those changes - which often show up as information in an Other Category. And if you want to hug the customer closer, you need to ensure that the customer's changes result in the customer finding you to be an even better fit for purpose, and thus hugging you better. To do this, pick business intelligence solutions that will continue to handle the Other Categories of the future. Your customers may well hug you for it.

Instant access to information has change the world. In the early days of the Internet, people buzzed about the "Information Superhighway." Thinking back to the early 1990s and the first iterations of America Online and Netscape, everything seems so...quaint. In the mid-1990s, it took two minutes or more for a modem to make a connection and boot the World Wide Web for your "surfing" pleasure. Two minutes is an eternity in today's Internet and communications landscape. The ability to send messages and find information in real-time has certainly changed the way we work and live.

While i don't really agree with Lynda's assertion that the job of middle manager will "disappear," i do agree that the nature of the job is already changing, because some of the original reasons for the necessity of professional managers has changed. I've written about this here: http://www.socialens.com/2009/11/12/recalibratingrule-of-thumb-vs-scientific-management/

The arrival of Generation C will have an impact comparable to that of the Industrial Revolution, but it will take place much more quickly. For managers, it is no longer sufficient to plan for the next few quarters, or even the next few years. Companies that aren't willing to determine their strategies for the longer term - 10 to 15 years out - are putting their business models and value chains at risk. Executives must begin now to develop an agenda that includes an analysis of the capabilities and workforces they will need in the next decade and beyond. A critical step will be to make sure that the organization as a whole understands the coming changes, and that there are already people within the organization who are living these changes now, who don't perceive them as a threat, and who can help integrate them into the organization's business plan.

Research being carried out at Carlos III University of Madrid analyzes the key factors in climate change and the risks to public policies that it implies. This study approaches the issue from the perspective of Sociology, Economics and Law.

According to a new report from Forrester, 62% of information workers in North America and Europe work remotely. The report says that many clients are approaching the firm for insight on creating best practices for remote, mobile workplaces assuming these changes are part of the remote future when in reality the change is already well underway. Previously, we looked at some of Forrester's research indicating that as much as 18% of the workforce used their personal smartphones for work, whether they were allowed to or not. That research showed only 29% of workers polled did work outside the office.

"Climate change caused by global warming is slowing down world economic output by 1.6 percent a year and will lead to a doubling of costs in the next two decades, a major new report said."

Strongly identifying with an organization or workplace can change people's lives in profound ways, according to a new study in the Journal of Consumer Research.

Feedback loops are how we learn, whether we call it trial and error or course correction. In so many areas of life, we succeed when we have some sense of where we stand and some evaluation of our progress. Indeed, we tend to crave this sort of information; it's something we viscerally want to know, good or bad. As Stanford's Bandura put it, "People are proactive, aspiring organisms." Feedback taps into those aspirations. But maybe requiring people to do a little work-to stick accelerometers around their house or plug a device into a wall socket-is just enough of a nudge to get our brains engaged in the prospect for change.

Aguinis noted that the power-law approach has applications in groups of all types and sizes, including governments, nonprofits, education systems and corporations. However, changing theory and practice will be challenging, due partly to deeply entrenched notions of fairness and equality in society and business. Further, it could pose difficult ethical dilemmas, because it requires taking care of the "superstars" first in the context of treating everyone fairly.

The constant stream of information we get through mobile and hand-held devices is changing the way we think. Matt Richtel, a technology writer for The New York Times, explains how the use of digital technology is altering our brains -- and how retreating

Many businesses have invested in multi-channel campaign management systems, giving them the ability to execute campaigns across e-mail, direct mail, and the Web seamlessly. We classify our campaigns as transactional, promotional, and experiential, among others. When we look at reports, we often compare campaign performance against previous campaigns or similar programs running in parallel. While this focus on campaign management has made e-mail one of the most profitable direct channels in the marketer's arsenal, it has clouded our view of something more important: relationship management. If e-mail marketers are focusing on campaign-level strategy and execution, who is left to focus on the broader relationship between the brand and consumer and how content, cadence, and channel preference all come together to create a relationship of trust between the brand and the consumer? Let's look at some examples of how a focus on the relationship changes the way we look at the programs we run and inevitably makes e-mail campaigns more effective.

The New Yorker's Malcolm Gladwell is a very smart writer with a knack for smart, provocative, "contrarian" statements. One such argument that gets digerati in a tizzy is the idea that social media actually doesn't help bring down oppressive regimes, despite all the hype. That debate is back in the news with the protests in Egypt. We'll say right off the bat that we're skeptics that social media can bring down oppressive regimes. We believe Twitter makes a tangible, positive difference in the real world, but probably not quite at the level of regime change. But Gladwell wrote a blog post yesterday on social media and Egypt that just doesn't make any sense.

I had written this a while ago, but i think it is worth revisiting. Many of the core reasons for the replacement of "Rule of Thumb" practice with "Scientific Management" in the early 1900's have now changed, ushering in an era where we need both. In case you're wondering, scientific management is still the basis for much of today's management practice and organizational structures. 

The revolutions in Egypt and Tunisia have been dubbed by some to be "Wiki Revolutions" because "just as people can self-organize to contribute to Wikipedia...they can participate in social change and coalesce into revolutionary movements as never before." Now, it seems that wikis may not only be behind toppling governments, but also stripping plagiarizing government officials of their educational titles. This week, German defense minister Karl-Theodor zu Guttenberg has said he would remove the "Dr" from his name while a plagiarism investigation of his PhD took place. Where did this investigation originate? Wikia, the for-profit wiki project started by Wikipedia founder Jimmy Wales.

The problem we see today is that many leaders cannot themselves count on a long-term strategy; they know direction will change, and they find it "de-energizing' that they can't help their employees provide one concrete, accurate answer to direction. What we have seen is that dialogue about direction on a more frequent basis, being honest and open about the unknown, is the best strategy. Leaders need to learn how to do this because frequent, ongoing dialogue about direction and redirection are not part of the traditional leadership training manual that taught 5-year strategy planning.

The last 10 years have been called the era of Web 2.0, a term used to describe a new type of online experience, wherein a user could be both author and audience. That decade, said SCVNGR CEO Seth Priebatsch today in his opening keynote at the SXSW conference, was the decade of social.  That decade, however, has been won, said Priebatsch. Facebook has come away as the clear leader and now, a new decade is upon us - the decade of games. These are not children's games, however. These are games that could change the world.

I have always believed that collaboration is most meaningful when you are really creating something together and when you are sharing your thoughts before they are finished products. If I am only willing to show you something that is a polished document, you might edit or change it a little, but you are not really doing it with me. People have to trust each other to do that. It is risky to show people your unfinished thoughts. Technologies for a long time could let you do that; people did not always do that. Social software, to the extent that it is helping people build trust and be comfortable with more casual, lightweight communications, could make it possible for more of our attempts at collaboration to be real collaboration.