Marketers can’t remember this often enough: Mobile is not one screen or two screens. Or three screens (smartphone, tablet, and e-reader). Or four (ultrabook). Or five (phablet). Or six (fill in the blank with whatever connected device consumers will be flocking to next.)
Google Glass? The Apple iWatch? Mobile is a behavior. The only common thread uniting the vast and diverse mobile arena is that consumers are taking a connected device with them on the go.
By: Anna Bager
Some of the most forward-thinking creatives and mobile leaders have begun to answer these questions, creating campaigns and products that demonstrate “liquid creativity,” mobile creative that flows like a liquid across devices and fits flexibly into the distinct opportunities each has available. IAB is featuring these people and their accomplishments at our June 18 session at the Cannes Lions International Festival of Creativity entitled “Liquid Creativity: Secrets of the Mobile Superstars.”
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Responsive design often comes up as an answer to liquid creativity. This is the idea that a web server can recognize the device in which it is supposed to render content, and make adjustments for qualities like screen size. But do we trust computers to make decisions about ad content? Do marketers still want to approve each permutation of an ad? Responsive design can disrupt long-held norms of digital advertising.
Flexibility is an pportunity. Marketers need to approach mobile not by device, but by their individual objectives. Select the ideal combination of right time, right environment and right consumer, and then incorporate whichever device or devices best serve the intention.
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ABOUT THE AUTHOR
Anna Bager is Vice President and General Manager, Mobile Marketing Center of Excellence, IAB (Interactive Advertising Bureau).
Illustration: Oscar Ramos Orozco
Two candidates are being interviewed for a leadership position in your company. Both have strong resumes, but while one seems to be bursting with new and daring ideas, the other comes across as decidedly less creative (though clearly still a smart cookie). Who gets the job?
The answer, unfortunately, is usually the less creative candidate. This fact may or may not surprise you – you yourself may have been the creative candidate who got the shaft. But what you’re probably wondering is, why?
by Heidi Grant Halvorson
After all, it’s quite clear who should be getting the job. Studies show that leaders who are more creative are in fact better able to effect positive change in their organizations, and are better at inspiring others to follow their lead.
And yet, according to recent research there is good reason to believe that the people with the most creativity aren’t given the opportunity to lead, because of a process that occurs (on a completely unconscious level) in the mind of everyone who has ever evaluated an applicant for a leadership position.
The problem, put simply, is this: our idea of what a prototypical “creative person” is like is completely at odds with our idea of a prototypical “effective leader.” Leer más “The Bias Against Creatives as Leaders | 99u.com”
Illustration: Oscar Ramos Orozco
One thing that separates the great innovators from everyone else is that they seem to know a lot about a wide variety of topics. They are expert generalists. Their wide knowledge base supports their creativity.
As it turns out, there are two personality traits that are key for expert generalists: Openness to Experience and Need for Cognition.
Openness to Experience is one of the Big Five personality characteristics identified by psychologists. The Big Five are the characteristics that reflect the biggest differences between people in the way they act. Openness to Experience is the degree to which a person is willing to consider new ideas and opportunities. Some people enjoy the prospect of doing something new and thinking about new things. Other people prefer to stick with familiar ideas and activities.
As you might expect, high levels of Openness to Experience can sometimes be related to creativity. After all, being creative requires doing something that has not been done before. If you are not willing to do something new, then it’s hard to be creative.
However, creativity also requires knowledge. In order to do something that has not been done before in some area, you have to know a lot about that discipline. Creative painters need to know a lot about art and painting. Creative scientists need to be skilled in their science.
If you are not willing to do something new, then it’s hard to be creative.
Por Juan David Quiñónez
Es terriblemente molesto preferir un local sobre los demás debido a que ofrece WiFi gratuito, pero resulta que al entrar se le pregunta a los vigilantes, a los meseros (en caso de ser un local de comidas), a quien atiende en la caja, a otros clientes, etc., y ninguno tiene la más remota idea de cuál es la clave para acceder a la red inalámbrica del lugar.
Algo parecido puede pasar al ir a la casa de un amigo y querer conectarse, pero allí el problema es que puede ser un poco compleja de copiar por sus caracteres raros o porque es algo incómodo escribir desde el móvil. Pues bien, la solución para las anteriores situaciones y otras similares la tenemos enQR4 QR Codes, un portal especializado que entre sus herramientas de generación de códigos cuenta con una que convierte las especificaciones de una red WiFi en un código QR. Leer más “Convertir la clave del WiFi en un código QR para un rápido acceso”
Desde la perspectiva que da estar estudiando un curso de innovación, me gustaría compartir algunas reflexiones sobre una herramienta potente para la generación de ideas como el brainstorming. Aunque es la más usada por las empresas, es la menos conocida. Sobre el brainstorming hay mucho escrito, estas reflexiones solo pretenden dar otro punto de vista sobre el proceso en sí y los beneficios extra que supone.
La creatividad es una cosa que tenemos todos, en mayor o menor medida, si bien es cierto que hay algunas personas que tienen mas predisposición que otras. La creatividad tiene mucho que ver con lo que somos, con conocerse a uno mismo y con dejar que el subconsciente nos diga cosas. El subconsciente forma parte de nosotros y tenemos que conocerlo y aprender a escucharlo.
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Written by Mansur Hasib
As IT managers and leaders, it is our job to foster the professional growth of everyone who works on our team. If we do not do this we are failing as leaders.
I have had many discussions on the topic of training with both employees and managers. Many IT managers are afraid that certifications will make their employees more marketable and allow them to find better opportunities. Employees are frustrated that their managers do not allow them to grow and so eventually they leave to find better opportunities to learn and to grow professionally.
When I was negotiating my budget as a CIO, I asked for and received $2,000 per year for every employee that could only be used for travel or training. It required the consultation of supervisors and could be used for a conference or even a certification. Since some training is more expensive, employees were allowed to trade and give someone their training dollars for one year so they could get it back from the recipient in a subsequent year. At times I was able to recruit someone simply because I had this guaranteed annual training benefit.
Leer más “Retaining Great Employees: It’s Not About the Money”