gabriel catalano
Archivos para octubre 2010
>>>>>>> C E R R A D O P O R V A C A C I O N E S <<<<<<
Estaremos nuevamente actualizando la información a partir del lunes 1 de Octubre.
Nos vemos pronto.A few days on vacation, just that a few days
We will be updating the information again on Monday 1 October.
C u soon!G.
Is Data Overload Killing Our Creativity?
New York Times reporter Matt Richtel says that too much digital consumption and a steady stream of distraction appear to change the brain and affect our ability to be creative.
The Neurological and Creative Toll of Digital Overload
If you’re like a lot of people, during your work day you might check 40 websites. You could be switching between programs such as Word and Excel and your email application 36 times an hour. You probably stop what you’re doing — or at least pause — when a text message buzzes or an email comes in or your cell phone rings.
Matt Richtel, technology reporter for the New York Times, says in an interview on the NPR program Fresh Air that for all the productivity upsides to digital consumption, there are huge downsides, too, including changes in the brain that seem to affect not just the ability to engage in conversation but the ability to be creative, too.
“Twenty years of glorifying all technology as if all computers were good and all use of it was good, I think science is beginning to embrace the idea that some technology is Twinkies and some technology is Brussels sprouts,” Richtel says. “If we consume too much technology, just like if we consume too much food, it can have ill effects. And that is the moment in time we find ourselves in . . .with the way we are digesting, if you will, technology all over the place.”
Richtel notices, he says, that he’s “not quite as engaged in my world when I’m constantly using devices as I am when I’m away from them.” Away from them, “I can give myself over to conversations a little bit differently.”
Awarded a Pulitzer Prize this year for his Times series “Driven to Distraction,” about the dangers of driving while multitasking with cell phones and other devices, Richtel says that the digital glut appears to not just increase distraction but decrease creativity. Continue reading
10 Data Points: Information and Analytics at Work
By Nina Kruschwitz and Rebecca Shockley
Early returns are in from the first annual New Intelligent Enterprise Survey. Here are major highlights of what executives and managers said about how they are — or are not — capitalizing on information.
The New Intelligent Enterprise inquiry is all about the intensifying wave of data that organizations are facing, and its implications for managers. Companies are becoming data driven in ways that are new, raw and — in many cases — untested. And now so are we: We’re trying something new by letting the data come first, without a lot of editing or parsing. Here is a slice of the raw goods, a kind of behind-the-scenes look at the data we gathered from our survey of nearly 3,000 managers and executives from every major industry and all regions of the globe. (Also see “10 Insights: A First Look at The New Intelligent Enterprise Survey.”)
We chose these 10 charts to share because they captured our attention. Some are provocative, some are telling, and some raise questions we haven’t even tried to answer yet. They’re by no means comprehensive, and our final report will cover many more points accompanied by rigorous analysis. But we do think you’ll find these graphics worth a look if for no other reason than that they allow you to do some immediate benchmarking. How does your organization compare with others? What are your peers doing, and how might that influence decisions you’re considering right now?
The survey respondents answered two questions that allowed us to group them and their answers in some interesting ways. One question asked them to assess where their organization is along the journey to an ideal state: an organization that has been “transformed by better ways to collect, analyze and be prescriptively guided by information.” Those that were farthest along that path we deemed Sophisticates; those who were midway became Intermediates; while those that were just beginning to look at data and analytics we called Starters.
We also asked them to describe their organization’s competitive position. Those that rated themselves as substantially outperforming their industry peers we named Top Performers. Those that were underperforming we labeled Lower Performers. You’ll note both groups called out in the accompanying charts.
1. Innovation is the Top Business Challenge
More than 60% of all respondents chose innovation for competitive differentiation as their main business challenge over the next two years. In a recessionary business climate, doing more with the resources and talent you already have is always a favored strategy. When we parsed the data, we found that Starters (new users of analytics) were entrenched in “survival mode,” focused on cuttings costs and creating efficiencies as their main challenge. Intermediates (moderate users of analytics) were in “growth mode,” focused on growing revenues. Sophisticates (advanced users of analytics) were in an “expansion mode,” focused on growing revenues and expanding their customer base through acquisition or retention strategies, perhaps because their use of analytics had already helped them optimize their operations and general growth approaches.
David Schlesinger las reglas del periodismo en un cambio constante
Más información y artículos en
http://www.5wh.info | Comunicación para comunicadores
Habla David Schlesinger, Editor Jefe de la legendaria agencia de noticias Reuters
Cambiando el periodismo, cambiando a Reuters.
David Schlesinger, Editor Jefe de Reuters News
1. Conocer la historia que cuentas no es suficiente.
2. Contar la noticia es sólo el principio.
3. La conversación sobre la historia es tan importante como la noticia misma. Continue reading
Leaders’ social values drive staff loyalty, study finds
- Chinese study finds employees are happier, and more likely to stay at a company, if their leaders clearly indicate social values
- Employee loyalty related to whether a leader’s personal social values matched his or her outward statements
- But middle management pick up quickly if there’s dissonance between what a CEO says and does
- And “it’s a given” that business leaders should “know how to make money”
(CNN) — New research shows that managers can benefit from bringing values into the workplace, as long as they do it right.
A study of CEOs and their middle management in China found that employees were happier, and more likely to stay at a company, if their leaders clearly indicated social values — but also followed through in their private actions.
The study of CEOs and their underlings’ happiness was carried out by W. P. Carey School of Business Management Professor Anne S. Tsui, Ping Ping Fu of the Chinese University of Hong Kong, Jun Liu of Renmin University of China, and Lan Li of Chinese Entrepreneur Survey System.
Over the course of five years, Tsui and her collaborators studied CEOs and their subordinates at 42 companies in China. They asked both groups about the CEOs’ perceived values, and measured middle managers’ commitment to the company or likelihood of jumping ship.
They found that employee loyalty related to whether a leader’s personal social values matched his or her outward statements.
Tsui said that because corporate leaders communicate their values through every-day actions, typically middle managers can’t help but pick up on their bosses’ values. Continue reading
Jeep: por fin un anuncio de coches diferente
Por más que lo he buscado, los señores de Jeep no han tenido la vista de facilitar la viralización de su nueva historia e.d. no hay ni rastro del spot ni puedes bajártelo de su web, así que para verlo no te quedará otra que visitarla:
Me parece un buen ejemplo de cómo añadir relevancia en un mercado gris donde casi todas las marcas utilizan los mismos mensajes cansinos.
¿Un ejemplo de mensajes cansinos? Mirad lo que esta misma marca hacía hace dos años…:
Continue reading
6 pasos para transformar a un CEO tradicional en un CEO “social”
El 64% de los consejeros delegados de las principales compañías del mundo no tiene presencia en las redes sociales. Es uno de los principales datos que revelaba el estudio “Socialising Your CEO: From (Un)Social to Social” de Weber Shandwick. Es decir, los CEO’s de las 50 compañías líderes del mundo no son “sociales”, no utilizan el entorno digital y los medios sociales para contactar y conversar. Pero ¿qué es un CEO “social”?:
- Dirigen compañías con una elevada reputación. Los CEOs más admirados de nuestro estudio tenían perfiles con una visibilidad online mayor que aquellos CEOs menos admirados (41% frente a un 28% respectivamente).
- Actúan en distintas plataformas. El 72% de los “CEOs sociales” emplea más de un canal cuando interactúa de forma online. Un “CEOs social” utiliza de media 1,8 canales.
- Suelen proceder de compañías americanas. Los CEOs de las compañías con sede en Estados Unidos tienen mayor tendencia a interactuar online que aquellas situadas en EMEA (60% frente al 12% respectivamente). A pesar de que la dimensión de los CEOs de Asia Pacífico y Latinoamérica es demasiado pequeña como para permitir una comparación fiable, hay indicios de que estos también se encuentran en niveles bajos.
- Tienen una extensa trayectoria. Los CEOs que llevan poco tiempo en su cargo (hasta 3 años) tienen una menor tendencia a involucrarse de forma online con respecto a aquellos CEOs que llevan un tiempo moderado (entre 3 y 5 años) o los que llevan un periodo de tiempo más extenso (más de 5 años), representando el 30% frente al 38% y al 43% respectivamente. Continue reading
Five Ways to Write Magnificent Copy
Most writing could be better.
Not just a little better — significantly better.
If you start out with a solid topic, a good knowledge of your audience, and a reasonable degree of writing ability, you’ll usually end up with a pretty good piece of writing.
But you don’t have to settle for “pretty good.” A little attention to the final details can kick “pretty good” to “magnificent.”
Whether you’re creating blog posts, special reports, sales letters, a video script, email autoresponders, or whatever else, you can take your writing up a level just by applying some simple principles…: Continue reading
The B.E.S.T. Method for Content Strategy (what you do before Content Marketing)
Core point: Don’t start executing on your content marketing until you have a sound content strategy.
Yes, easier said than done, but so many of us get infatuated with a tactic before really planning out what should happen and why. You wouldn’t build a car without a step-by-step plan, but many of us create an eBook, Facebook page, web content or custom magazine without a content strategy.
To address this, Newt Barrett and I covered the B.E.S.T. content strategy in Get Content Get Customers. The goal of asking the B.E.S.T. questions as part of your content marketing strategy is to find the intersection between your products/services and the information needs of your customers. Only then can you craft a content marketing approach that will deliver more sales, more customers, and more measurable results.
Continue reading
Review: Processing for Visual Artists
http://datavisualization.ch/opinions/review-processing-for-visual-artists
The book’s author, Dr. Andrew Glassner,
is a writer-director, and a consultant in story structure, interactive fiction, and computer graphics. He started working in 3D computer graphics in 1978, and has carried out research at many respected labs.
My first thought upon receiving a review copy of “Processing for Visual Artists” by Andrew Glassner was “hey, yet another Processing book?” Glassner is well aware of the ubiquity of Processing literature, however, and targets a specific gap, following his philosophy “that artists and designers are not interested in programming for its own sake, but only as a means to an end: creating expressive work”. This book is made for people who have never written a program before or don’t feel very comfortable in the world of code. Glassner invites the reader to peek over his shoulder to learn about his programming process using a friendly and informal style, which is motivating and makes the book easy and fun to read. And if you like to cook or play the piano (I do!), you’ll feel right at home with Glassner’s many real-world analogies.
The beginning of the book is basically a casual conversation between the author and the reader – master and apprentice –, showing the reader around, introducing computer science terminology, and most of all, taking away the fear of the seemingly steep learning curve. Glassner shows a lot of empathy towards someone new to programming, acknowledging that it will look overwhelmingly complex at first and be hard work, but that, just like learning to ride a bike or playing chords on a piano, the complexity will soon fade away, allowing even a novice programmer to create exciting work. He has three pieces of advice: there is no way you can break your computer with your program, type every code listing by hand (so it’ll sink in), and don’t be afraid of errors. In fact, Glassner left the errors he made when creating the example code right there in the book, so that, as the reader follows him along, he will see where and why an error was made and how it was fixed. Continue reading
Polymaps
Polymaps is a free, open-source JavaScript library for making dynamic, interactive maps. It is the result of a collaboration between Stamen Design and SimpleGeo. Founded by Erik Rodenbeck, Stamen is one of the most respected data visualization studios out there. SimpleGeo is a service that provides location infrastructure that makes it easy to add geo-aware features to applications.
Description
Polymaps provides speedy display of multi-zoom datasets over maps, and supports a variety of visual presentations for tiled vector data, in addition to the usual cartography from OpenStreetMap, CloudMade, Bing, and other providers of image-based web maps.
Because Polymaps can load data at a full range of scales, it’s ideal for showing information from country level on down to states, cities, neighborhoods, and individual streets. Because Polymaps uses SVG (Scalable Vector Graphics) to display information, you can use familiar, comfortable CSS rules to define the design of your data. And because Polymaps uses the well known spherical mercator tile format for its imagery and its data, publishing information is a snap. Continue reading
¿Cómo será la publicidad del futuro?
http://www.cookingideas.es/%C2%BFcomo-sera-la-publicidad-del-futuro-20101018.html
Escrito por Jose Carlos León el 18.10.2010 @ 07:30
Blade Runner dibujaba ciudades en las que la publicidad seguía estando presente en forma de pantallas gigantes invadiendo el espacio. La acción se situaba en el año 2019 y para eso, quedan pocos telediarios. Nuestra sociedad no queda muy lejos de esas predicciones. No contamos con humanoides como los Nexus, pero basta llamar a cualquier gran empresa de servicios para que te atienda un robot telefónico. Los países y culturas están cada vez más globalizados, las ciudades son más interraciales y la tecnología, en forma de gadgets está en todos los bolsillos. Los coches no vuelan aún, pero cuando lo hagan, probablemente sean manejados desde un móvil. Volar no vuelan, pero Google ya experiementa con automóviles que se conducen solos. Continue reading
TwitSprout Growth Report – Beta
A Reference Guide to the Growth Report Prototype
One page with clear metrics to answer the question… are you growing?
This is the first prototype. We’re following an early beta launch philosophy to seek input from you, our beta gurus. You’re the experts.
I have put together this reference guide to help explain the calculations and purpose behind the analytics.
1. @username
This is the Twitter account of course. Need more be said? 
Continue reading
Google builds a bridge to the cloud
Google has introduced a Cloud Connect feature for the latest iteration of its Search Appliance that allows users to search across on-premise and cloud-based content from a single box.
“In the last year, businesses have started using cloud-[powered] applications from [us] and other technology providers at an accelerated rate,” explained Rajat Mukherjee, Google Enterprise Search product manager.
“While many organizations still have information that resides in on-premise systems, more and more important business information today is living in the cloud, in collaborative tools like Google Apps – now used by more than 3 million businesses – and services like Twitter.”
As such, Cloud Connect displays relevant, personalized results from Google Docs and Google Sites, alongside results from more traditional repositories, like file shares and content management systems.
This facilitates easier access to collaborative documents, spreadsheets, presentations and sites – while permitting users to search content via Twitter, blogs and websites.
The new version of the Search Appliance is also expected to optimize collaboration between employees with the addition of People Search – which makes it easy to locate experts and contact co-workers related to a search query, right from the search results page. Continue reading
10 Social Media Marketing Ideas That The Experts Are Talking About
Social media is empowering startup brands and forcing established brands to create new measures of success for their campaigns. The day and a half I spent at the Social Media Strategies conference was a buffet of problems, solutions and more than a few predictions of what lies ahead for the advertising industry in the rapid evolving social media landscape.
My takeaways include restatement of social media marketing basics worthy of repetition and some fresh ideas for you to consider as you move your campaigns forward.
#1 — Social media is motivating brands to provide more responsive customer service
Several speakers expressed that it is essential that brands monitor social media conversations for complaints about their brands and suggesting the right “formula” of on-platform and behind-the-scenes resolution. It’s great that a consumer can voice his or her grievance on Twitter and get a rapid response. It stinks that so many brands have been failing for years to provide this respect for its customers via its support channels. If brands provide better service in response to a tweet than to a phone call, are we going to inadvertently create a culture of public “whining”? Continue reading
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