Curiosas imágenes de desnudos desde el aire | LA F.m.

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Curiosas imágenes de desnudos desde el aire #oigolafm…

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Social Business: What Are Companies Really Doing?

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Findings from the 2012 Social Business Global Executive Study and Research Project by Deloitte and MIT Sloan Management Review (SMR)



The proliferation of technology-based social networking has transformed politics and social norms on a global scale over the past decade. Will social networking and social software have a similarly transformative effect on business? Is it already doing so? What kinds of enterprises are benefiting the most? And how are they benefiting?


To answer these questions, Deloitte and MIT Sloan Management Review (SMR) collaborated on a global research effort to investigate the management implications of the rapidly evolving world of social business. Gathered through surveys and interviews, the research results provide executives insight into the social business landscape today and a framework to help realize value from social business investments.


More information and download the report:

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Mobile Guide – How to Get Back Your Lost or Stolen Phones? | All Infographics

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Infographics on Mobile Guide on Stolen Phone for Android, iPhone and Windows Phone on Mobile Apps Platform to get back stolen Phone and Mobile tracking…

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From Information Paralysis to Analysis: The Human Algorithm And Curation Are The Solution | Brian Solis

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Here is an interesting excerped from article:

“The onslaught of real-time social, local, mobile (SoLoMo) technology is nothing short of overwhelming. Besides the gadgets, apps, social networks and appliances that continue to emerge, the pace of innovation is only outdone by the volumes of data that each produce.

While the amount of personal and ambient information churned out by SoLoMo is often inundating or even perplexing, it is this “big” data that will help businesses evolve and adapt in a new era of connected consumerism.

Without interpretation, insight and the ability to put knowledge to work, any investment in technology and resources is premature. But, by investing in human capital to make sense of would be ominous data, organizations can modernize the role of business intelligence to introduce a human touch.

You’ve heard that old saying, over analysis leads to paralysis. In the face of big data, it’s easy to see the tidal wave that can result from the influx of inputs and sources. 

The reality is though that how organizations connected with customers yesterday is not how customers will be served tomorrow. Meaning, the entire infrastructure in how we market, sell, help, and create now requires companies to not only study data and behavior but also change how it thinks about customers. This is a bona fide renaissance, and to lead a new era of customer engagement requires knowledge acumen.

I refer to the confluence of data and interpretation as the human algorithm — the ability to humanize technology and data to put a face, personality, and voice to the need and chance for change. Data must tell a story.

The human algorithm is part understanding and part communication. The ability to communicate and apply insights internally and externally is the key to unlocking opportunities to earn relevance. Beyond research, beyond intelligence, the human algorithm is a function of extracting insights with intention, humanizing trends and possibilities and working with strategists to improve and innovate everything — from processes to products to overall experiences.

The idea of the human algorithm is to serve as the human counterpart to the abundance of new social intelligence and listening platforms hitting the market every day. Someone has to be on the other side of data to interpret it beyond the routine. Someone has to redefine the typical buckets where data is poured. And someone has to redefine the value of data to save important findings from a slow and eventual death by three-ring binders rich with direction and meaning…”


Read full great article here:


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