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Although it's difficult to predict what the future Internet will look like, it's probably safe to say that certain trends we've seen during the past decade will continue. This means that the Internet will become further integrated into our daily lives, becoming more ubiquitous, available, autonomous, and mobile. The engineers who are guiding the Internet in this direction are doing so by developing mobile agents, which are pieces of software that can autonomously migrate from one computer to another and interact with each other.

IBM 2010 Global CEO Study: Creativity Selected as Most Crucial Factor for Future Success. Fewer than half of CEOs Successfully Handling Growing Complexity; Diverging priorities in Asia, North America, and Europe.

We chose to highlight six drivers-big, disruptive shifts that are likely to reshape the landscape for organizations and workers. Although each driver is in itself important when thinking about the future, it is the confluence of several drivers working together that produces true disruptions. We then identified ten skills that we believe will be vital for success in the workforce: Sense-making: ability to determine the deeper meaning or significance of what is being expressed Social intelligence: ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions Novel and adaptive thinking: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based Cross -cultural competency: ability to operate in different cultural settings Computational thinking: ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning New media literacy: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication Transdisciplinarity: literacy in and ability to understand concepts across multiple disciplines Design mindset: ability to represent and develop tasks and work processes for desired outcomes Cognitive load management: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques Virtual collaboration: ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team

Humans are pretty good at rolling with short bursts of pressure, but chronic uncertainty throws us for a loop. Anticipating a major stressful event can be worse than the actual occurrence itself, research shows.  When we fear the hatchet will fall, when the future is a fog, when we're paralyzed by powerlessness, we start to flip out. We pile on more work than we can handle. We don't take sick days when we need them. We start fueling up on coffee and cigarettes, and dropping the things that are good for us, like leisure activities and trips to the gym. Under chronic stress, our immune systems start to buckle from "overresponsivity."

Though this study is informative and interesting, there are some serious limitations that should be taken into account if we are to generalize its results to all situations of collective action (like organizations). We may do a longer writeup some time in the future, but here are a few questions that it raises: Oh, and here is a link to the original paper: http://ow.ly/3VaS4 -----Is this a problem of the technology, or of fluency with the technology?---- "This is the danger with lean media, and is especially frustrating because it implies that if a willingness to cooperate can be effectively conveyed to other group members-perhaps an easier problem to fix than curing opportunistic intent-the problems of non-cooperation..they just did not know if they could rely on others to reciprocate." (p. 119) These conclusions suggest that fluency with a medium and the norms of communication through that medium may play a significant role in trust. In other words, if i am not good at communicating my intent to cooperate within the limitations of any medium (including face-to-face speech), i will have a hard time building trust. ----Are all digital media still as "lean" as email was in 2005?--- This study bases its concept of "media richness" on 1986 work by Daft and Lengel which suggested a continuum of media richness that contains face-to-face on the "rich" end and things like reports on the "lean" end. The assumption that social media, MMORPG's, digital collaboration platforms, etc are also at the lower end with email is very, very questionable.  ----Can we generalize the behavior of business students to all situations of collective action?---- The participants were all upper-level business students from the early 2000's, who are socialized and train to deal with colle

----Norms of anonymity may have changed since 2005---- There seems to have been an increase in people using digital technologies (especially social media) as a way to build their identity, rather than anonymize it. In fact, services have sprung up to provide people with personal landing pages (http://lifehacker.com/#!5534456/five-best-personal-landing-pages). If this is true, then there is likely a corresponding pressure to build and maintain trust in a world of digital trails and easy search.

IN early 2009, statisticians inside the Googleplex here embarked on a plan code-named Project Oxygen. Their mission was to devise something far more important to the future of Google Inc. than its next search algorithm or app. They wanted to build better bosses.

Previous studies have shown that customer satisfaction plays a key role in the health and future success of any company. When customers are satisfied, they keep coming back to the same store and invite their friends to do the same. Now, a new study from the University of Missouri has found that CEOs who pay attention to employees' job satisfaction are able to boost both customer satisfaction and "repurchase intentions," or the number of customers that intend to purchase products from the store.

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.

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.

In the digital age, we increasingly use written language in place of face to face chat or phone calls. But the advantages email, chat, and text give us in speed come with limitations in communicating emotional tone. Enter emoticons and emojis. Not just a playful supplement to language, these new tools allow for complexity in tone and emotion never before possible in written language, as well as provide new opportunities for creative expression. Rapidly spreading throughout culture, emoticons and emojis fill a void in written language that few realized we so desperately needed.

Now television broadcasters are blocking Google TV from getting access to the content broadcasters put online to make sure they don't lose advertising dollars. But the cat is out of the bag. All information is nothing more than bits on one network - the I