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"I used to decry the fact that CMOs who embraced much of the ethereal nonsense of branding never stuck around their jobs long enough to suffer the consequences of their actions; they, along with their agency friends who enabled the nutty (and usually hefty) expenditures, moved to new jobs where they busily got to work repeating themselves before their old employers announced sales declines and cost-cutting."

Rapport qui a comme but de décrire l"économie du numérique et de la quantifier.

This report presents the results of an investigation of experts' views on digital competence for all, commissioned by the Joint Research Centre's Institute for Prospective Technological Studies (JRC‐ IPTS). The objective of this investigation was to provide another perspective on what it means to be digitally competent today, in addition to reviews of literature 4 and current frameworks for the development of digital competence, 5 all of which constitute part of the wider IPTS Digital Competence Project (DIGCOMP). Some common ground exists at a general level in defining digital competence in terms of knowledge, skills, and attitudes, which may be hierarchically organised. However, this does not provide the clarity needed by teachers, employers, citizens - all those who are responsible for digital competence development, be it their own or other people's  ‐ to make informed decisions. Further work is needed to create a common language that helps to enhance understanding across the worlds of research, education, training, and work. This will make it easier for citizens and employers to see what digital competence entails and how it is relevant to their jobs and more generally, their lives. 

The European Commission is preparing a review of the present Broadband Guidelines by September 2012. This early revision reflects the fact that at the time of passing the Guidelines there was only limited experience at the European Commission regarding State aid notifications dealing with NGA networks. Moreover the revision has to take into account a number of specific questions related to technology which came up with the decision making in the context of public funding of NGA networks. The core objective of the present study is to support the revision process by drawing lessons from the implementation of past decisions and by clarifying a given set of technological issues.  Against this background the purpose of the study is twofold.   According to the Terms of Reference the study should   * assess the functioning of the existing framework by assessing the implementation of a selected sample of projects in the broadband sector. Such projects should include both European and non-European ventures, when the latter can provide useful insights due to their possible more advanced stage of implementation. The assessment should focus on an analysis of the potential difficulties experienced with the implementation of the conditions set out in the European Commission authorisation decision as well as on potential implications for the review of the Broadband Guidelines.  * give advice to the European Commission services regarding a limited number of technical issues which are relevant for the implementation of the Broadband Guidelines. The main issues to be addressed are:   (a) Technological solutions for NGA networks;   (b) Granting wholesale access to competitors on the subsidized networks  and different "open access" products;   (c) Separation.   The two objectives of the study are intertwined, and at the end lead to consistent recommendations for the upcoming revision of the Broadband Guidelines.

"Consumers have a seemingly insatiable thirst for mobile data. New devices-powered by better, faster software-and an ever-expanding selection of apps continue to enhance the user experience. Telecommunications companies with spare network capacity have done their part to boost demand with device subsidies, faster networks, and all-you-can-eat pricing plans. But coming capacity constraints in many markets complicate prospects for continued profitable growth. Smart companies will get ahead of the curve by shifting their strategies from promoting data use to maximizing the economic value they can extract from the massive demand already on the horizon. Managing capacity and value, rather than cost, will be the deciding challenge of the future."

"The economic impact of the Internet is getting bigger-just about everywhere-and it already has an enormous base. In the U.K., for example, the Internet's contribution to 2010 GDP is more than that of construction and education. In the U.S., it exceeds the federal government's percentage of GDP. The Internet economy would rank among the top six industry sectors in China and South Korea."

Pétrole, automobile, banque et assurance ne sont que quelques-unes des industries forcées à la mutation, après les télécoms ou la poste. L'industrie pharmaceutique, construite sur une R&D alimentant la visite médicale en nouvelles molécules, illustre cette réinvention nécessaire de leur core business. Si certains regrettaient le conformisme du modèle, durant des décennies, la pharmacie a soigné de plus en plus de maladies, a connu une croissance soutenue et a dégagé des marges finançant l'innovation. Elle fait désormais face à trois ruptures majeures.

Recently, venture capitalist and senior Kauffman fellow, Paul Kedrosky, gave the last of four scheduled presentations at the Kauffman Foundation relating to Google Fiber. He concentrated on what Kansas City should do to make sure it-and the U.S.-gets the most out of the Google Fiber innovation opportunity. Here are four specific lessons on Google Fiber innovation from Paul Kedrosky that likely apply to our organizations as we strive for greater innovation

he other day The Guardian ran an interesting piece about US Presidential candidate Mitt Romney's digital campaign. Romney's digital director, Zac Moffat, justified the campaign's investment in digital by talking about consumers who are 'off the grid.'