Forbes Names 10 IAB Members to Its List of Most Promising Companies in America // Via iab.net

Forbes just released its second annual list of America’s Most Promising Companies and technology is an overall theme this year.The world is clearly being dominated by more tech and digital companies. No surprise, then, that the IAB had two members in the top 10, seven in the top 50, and ten in the top 100.

By Jeff Fryer (@jfryer2000)

Their list also clearly demonstrates the link between digital, innovation, and the economic contribution of the ad-supported Internet on the U.S. economy – confirming a study which we released last October with the Harvard Business School.

Please join us in congratulating Rocket Fuel (#4), OpenX (#7), AdRoll (#30), ShareThis (#35), Mixpo (#39), Rubicon Project (#40), BlueKai (#50), Bizo (#62), LocalResponse (#67), and Media6Degrees (#71). We’d like to recognize each of them as a testament to the energy of American entrepreneurship and the role that it plays in driving innovation and the U.S. economy forward.

It’s also a wonderful reminder of the impact and leadership our membership has each day. We salute you! See the full Forbes

Continuar leyendo «Forbes Names 10 IAB Members to Its List of Most Promising Companies in America // Via iab.net»

Desafíos en formación ejecutiva: «El pasado dorado de los MBA no garantiza su futuro»

Los MBA han cumplido más de 100 años

campus.iprofesional.com
Via http://www.arriverrhh.com.arMás de un centenar de decanos y profesores de escuelas de negocios de América latina, representantes empresariales y agencias de acreditación internacionales se reunieron estos días en Harvard para analizar un estudio realizado por el Programa Académico Internacional (IAP) y la Universidad Autónoma de Madrid.

Éste se basó en una encuesta realizada en 27 países latinoamericanos, y participaron un centenar de decanos de escuelas de negocios y más de 120 dirigentes empresariales, coordinados por el HBS Latin America Research Center.

Supone el desarrollo de la iniciativa «Rethinking the MBA» (Repensar el MBA) puesta en marcha hace unos años por el profesor Srikant Datar de la Harvard Business School.

A 100 años de la creación de las maestrías en administración de negocios, la academia se cuestiona si las escuelas pueden seguir en la dirección de siempre mientras el mundo cambia a su alrededor. Desde la Universidad de Madrid, en asociación con Harvard, invitan a repensar este consagrado programa.

En ese marco, corresponde plantearse, cuando los MBA han cumplido más de 100 años ¿las escuelas de negocios pueden seguir en la dirección de siempre mientras el mundo cambia a su alrededor?

En esta época nacen y se transforman las formas de aprender y de enseñar. Cambian los modos de comunicarse, las sociedades, las tecnologías, las dimensiones de los negocios y los propios conceptos de lo que es negocio. Son distintos los directivos, las empresas y sus necesidades; son diferentes los profesores y los estudiantes.Artículo Completo

IAB Supports Consumer Control over Internet Ad Experiences

Says Machine-Driven ‘Do-Not-Track’ Systems Limit Users’ Freedom of Choice

Publishers Will Not Be Penalized by Council of Better Business Bureaus for Ignoring Web Browsers’ Ineffective & Confusing ‘Do-Not-Track’ Mechanisms

NEW YORK, NY (October 9, 2012) — The Interactive Advertising Bureau’s (IAB) is issuing its full support for the Digital Advertising Alliance’s (DAA) position against machine-driven “do-not-track” (DNT) browser standards, because they restrict consumer control and freedom of choice. The announcement comes on the heels of a just-released DAA statement opposing the DNT settings automatically imposed on consumers by the Microsoft Internet Explorer version 10 (IE10) browser.

The DAA’s statement addresses publishers’ concerns about what will happen if they do not honor IE10-imposed DNT flags. DAA, the digital advertising industry’s self-regulatory body, does not require companies to honor DNT signals fixed by browser manufacturers and set by them in browsers. Specifically, it is not a DAA principle or in any way a requirement under the DAA standards to honor a DNT signal that is automatically set in IE10 or any other browser. The Council of Better Business Bureaus (CBBB) will not sanction or penalize companies that ignore the default settings on IE10 or other browsers and intermediaries. In contrast, the DAA and CBBB will continue to impose disciplinary measures on companies that violate legitimate consumer choices under the “AdChoices” self-regulation program.

In a report issued last week, researchers from the Harvard Business School determined that the ad-supported internet ecosystem was responsible for 5.1 million jobs and contributed $530 billion to the U.S. economy in 2011 alone.

About the IAB Continuar leyendo «IAB Supports Consumer Control over Internet Ad Experiences»

Mindfulness Helps You Become a Better Leader

See on Scoop.it – Gabriel Catalano human being | #INperfeccion® a way to find new insight & perspectives

To keep your equilibrium, practice meditation (or something like it) every day.

Ever since the financial crisis of 2008, I have sensed from many leaders that they want to do a better job of leading in accordance with their personal values. The crisis exposed the fallacies of measuring success in monetary terms and left many leaders with a deep feeling of unease that they were being pulled away from what I call their True North.

As markets rose and bonus pools grew, it was all too easy to celebrate the rising tide of wealth without examining the process that created it. Too many leaders placed self-interest ahead of their organizations’ interests, and ended up disappointing the customers, employees, and shareholders who had trusted them. I often advise emerging leaders, «You know you’re in trouble when you start to judge your self-worth by your net worth.» Nevertheless, many leaders get caught up in this game without realizing it.

This happened to me in 1988, when I was an executive vice president at Honeywell, en route to the top. By external standards I was highly successful, but inside I was deeply unhappy. I had begun to focus too much on impressing other people and positioning myself to become CEO. I was caught up with external measures of success instead of looking inward to measure my success as a human and a leader. I was losing my way. Continuar leyendo «Mindfulness Helps You Become a Better Leader»

Getting Strategy Execution Right – logs.hbr.org

by Video | blogs.hbr.org

Michael Jarrett, INSEAD professor, on the most important imperative for your business.

Lectura del mes: “El ADN del innovador” | sadecreapolisblog.com

Inspiring readings

Jeff H.Dyer, Hal B.Gregersen y Clayton M.Christensen han publicado el libro “The innovator’s DNA” (“El ADN del innovador”). El libró apareció como resultado de la curiosidad de Dyer y Gregersen que plantearon la pregunta siguiente a Christensen: ¿De dónde vienen las innovaciones disruptivas? A partir de este momento Christensen decidió empezar un proceso de investigación que duró ocho años y que les permitió observar y entender el comportamiento de las personas innovadoras. Christensen como coordinador del proyecto y con la ayuda de sus dos colegas recopilaron datos de 500 innovadores y más de 5.000 ejecutivos en 75 países distintos; algunos más famosos que otros como por ejemplo los fundadores de Amazon, Apple, Google, Skype y el grupo Virgin, y otros no tan conocidos.

El libro se estructura en dos partes, la primera titulada “La innovación disruptiva empieza por ti” en la que se dedican cinco capítulos a cada una de las habilidades que caracterizan el perfil del empresario o directivo innovador:Asociación, Cuestionamiento, Observación, Networking o creación de redes y Experimentación. Y la segunda parte es “El ADN de las organizaciones y los equipos disruptivos”, en la que se dedica un capítulo a explicar el ADN de las empresas más innovadoras del mundo y tres capítulos prácticos que permiten al lector poner en práctica el ADN del innovador, centrándose en las personas, los procesos y los principios rectores, es decir, la filosofía. Continuar leyendo «Lectura del mes: “El ADN del innovador” | sadecreapolisblog.com»

Exploring and Exploiting Your Way to Growth

HBR Blog Network / HBS Faculty

So far, 2012 has been another banner year for the ‘tyranny of success’ as once great companies slide ever closer to the abyss. Kodak’s bankruptcy, Nokia’s vanishing profits, and the continuing struggles of Blackberry maker Research In Motion to find an answer to the iPhone, show how rapidly heroes lose their edge. Each of these firms is struggling to respond to and lead disruption in their industries. Nokia and RIM have watched as Apple and Android have wiped away their leading position; each attempted to respond, but neither could execute. The question though is, why didn’t they move earlier? Why are companies often left flat-footed when competition strikes? Continuar leyendo «Exploring and Exploiting Your Way to Growth»

Changing the Conversation in Your Company

BORIS GROYSBERG AND MICHAEL SLIND
http://blogs.hbr.org

Boris Groysberg (bgroysberg@hbs.edu) is a professor of business administration at Harvard Business School. Michael Slind (mike@talkincbook.com) is a writer, editor, and communication consultant. They are co-authors of the book Talk, Inc.: How Trusted Leaders Use Conversation to Power Their Organizations (HBR Press, 2012).

In our experience, it’s rare for a diverse group of headstrong Executive Education participants from around the globe to agree on anything. Yet earlier this month, when we surveyed a group of leaders who attended the Driving Performance Through Talent Management program at Harvard Business School, 92% agreed that the practice of internal communication «has undergone a lot of change» at their companies «in recent years.»

While the sample size in this case isn’t large — about three-dozen leaders took part in the survey — these participants make up a highly representative group. They hail from every part of the globe, and from organizations small and large (with head counts that range from about 200 to more than 100,000). They occupy senior positions in fields that include sales and talent management, and they work in industries that range from manufacturing to health care to financial services.

That survey result reinforces a finding that we’ve observed elsewhere in our research: in company after company, the patterns and processes by which people communicate with each other are unmistakably in flux. The old «corporate communication» is giving way to a model that we call «organizational conversation.» That shift is, for many people, a disorienting process. But it also offers a great leadership opportunity.

Our research has shown that more and more leaders — from organizations that range from computer-networking giant Cisco Systems to Hindustan Petroleum, a large India-based oil supplier — are using the power of organizational conversation to drive their company forward. For these leaders, internal communication isn’t just an HR function. It’s an engine of value that boosts employee engagement and improves strategic alignment.

Broadly speaking, there are four steps that you can take to make your approach to leadership more conversational. (In future posts, we will address each of these points at greater length.)

1. Close the gap between you and your employees. In our survey, we also asked respondents to name the biggest employee communication challenge at their company. In response, one participant cited the need to «move away from top-down communication.» Another highlighted a «disparity between the senior management team and middle management due to low transparency.» Trusted and effective leaders overcome such challenges by speaking with employees in ways that are direct, personal, open, and authentic.

2. Promote two-way dialogue within your company… Continuar leyendo «Changing the Conversation in Your Company»

Redes sociales, un abanico de herramientas y grandes posibilidades para las empresas

por Marina Alonso Álvarez | Puro Marketing | http://bit.ly/KvJiwU

Las empresas están utilizando las redes sociales para crear equipos que resuelven los problemas de una manera más rápida

Las redes sociales son claves para las empresas debido a que actualmente es el medio más rápido por el que pueden dar a conocer sus productos. Pero también pueden servir a las empresas para otros propósitos internos.

Más allá de publicitarse en redes sociales como Facebook o twitter, las empresas están utilizando las redes sociales para crear equipos que resuelven los problemas de una manera más rápida, comparten mejor la información entre sus empleados y dan a conocer a sus clientes nuevos productos que aún no han salido al mercado para conocer su punto de vista.Las redes sociales poseen muchas más potencial y aplicaciones prácticas de lo que parece, y ya es hora de que las empresas empiecen a aprovecharse de ellas.

Desde el punto de vista de Marc Benioff, responsable de salesforce, en un nivel muy básico Facebook es la aplicación más popular que existe puesto que cerca de un billón de personas la conoce y sabe cómo utilizarla. Para Benioff gracias a este tipo de webs, acceder a la información se convierte en algo muchísimo más sencillo para todos. Continuar leyendo «Redes sociales, un abanico de herramientas y grandes posibilidades para las empresas»

No siempre conviene un líder extrovertido

La sabiduría convencional nos dice que los líderes son hombres y mujeres que se destacan, se hacen oír, dan órdenes, hacen planes y generalmente son la gente más dominante y más sociable en un grupo.
Pero eso no siempre es así, según la nueva investigación sobre liderazgo y dinámica de grupo del profesor de management de Wharton Adam Grant y dos colegas, quienes desafían el supuesto de que la mayoría de los líderes eficaces son extrovertidos.

En realidad, los líderes introvertidos pueden ser más eficaces que los extrovertidos en ciertas circunstancias. El factor determinante es a quién están dirigiendo los líderes, según Grant y sus coautores Francesca Gino de Harvard Business School y David Hofmann de la Escuela de negocios Kenan-Flagler de la Universidad de North Carolina. El trabajo que presentaron se titula «Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity.»

La sabiduría convencional nos dice que los líderes son hombres y mujeres que se destacan, se hacen oír, dan órdenes, hacen planes y generalmente son la gente más dominante y más sociable en un grupo.

Pero eso no siempre es así, según la nueva investigación sobre liderazgo y dinámica de grupo del profesor de management de Wharton Adam Grant y dos colegas, quienes desafían el supuesto de que la mayoría de los líderes eficaces son extrovertidos.

10 innovation experts to whom you should be listening

http://www.innovationtools.com/weblog/innovationblog-detail.asp?articleid=1218

As the publisher of the world’s largest innovation website, I have the opportunity to hear from and read the thoughts of many innovation experts. These are ten of the people whose insights have had the greatest influence on my thinking. Most of them publish articles and/or blog posts on a regular basis on the subject of innovation:

Jeffrey Phillips – Author of the Innovate on Purpose blog and the new book, Make Us More Innovative.

Steve Shapiro – Author of the 24/7 Innovation blog and the book of the same name, as well as the developer of the new Innovation Personality Poker card deck.

Jeffrey Baumgartner – Author of the excellent and frequently thought-provoking Report103 e-newsletter and founder of the JPB innovation consultancy.

Mitch Ditkoff – Creative guy extraordinaire; author of the eclectic and creative Heart of Innovation blog, the marvelous business fable Awake at the Wheel: Getting Your Great Ideas Rolling in an Uphill World and numerous creativity and idea management tools… Continuar leyendo «10 innovation experts to whom you should be listening»

Promises Aren’t Enough

//sloanreview.mit.edu

By Rodrigo Canales, B. Cade Massey and Amy Wrzesniewski
Business schools need to do a better job teaching students values

It is a sign of the times that hundreds of Harvard Business School’s 2009 and 2010 graduates took “The MBA Oath.” These students promised to “serve the greater good,” act ethically, and refrain from pursuing greed at others’ expense.

We are inspired that students who will soon be in positions of leadership vow to reject the temptations their predecessors could not. But they and the more than 100,000 new M.B.A. students who enrolled this year will need more than an oath if they wish to become ethical business leaders. Simply put, such oaths sound much like chastity vows taken by thousands of teens every year. The problem in both cases is not a lack of sincerity, but a failure to adequately prepare for the moment of truth.

Just Words

Like a chastity vow, the M.B.A. oath has an unstated assumption that those who have gone before are somehow different: They had weaker wills, less resolve, looser morals. The oath is meant to signal a stronger commitment to values. The danger is the false sense of moral inoculation such oaths engender. Just as teenagers who take a chastity vow in lieu of better sexual education are more vulnerable to the consequences of unprotected sex—vow takers are actually more likely to engage in risky sexual behavior—M.B.A.s who take an ethics oath without enough supporting leadership education are likely more vulnerable to ethical breaches.

Executive Adviser

Innovations in management theory & business strategy – a collaboration with The Wall Street Journal

The power of the situation, and our too frequent disregard for it, is an overarching lesson from sociology and social psychology. Situational forces drive behavior to a surprising extent, much more than expected by those who believe character determines all.

This lesson has been implicated in one scandal after another, from Enron to Abu Ghraib. Pledges made without the benefit of experience with compromising situations, and without some kind of supporting structure, actually exacerbate the problem.

How Will You Measure Your Life?

Editor’s Note: When the members of the class of 2010 entered business school, the economy was strong and their post-graduation ambitions could be limitless. Just a few weeks later, the economy went into a tailspin. They’ve spent the past two years recalibrating their worldview and their definition of success.

The students seem highly aware of how the world has changed (as the sampling of views in this article shows). In the spring, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply them to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life. Though Christensen’s thinking comes from his deep religious faith, we believe that these are strategies anyone can use. And so we asked him to share them with the readers of HBR. (…) [Más…]

Before I published The Innovator’s Dilemma, I got a call from Andrew Grove, then the chairman of Intel. He had read one of my early papers about disruptive technology, and he asked if I could talk to his direct reports and explain my research and what it implied for Intel. Excited, I flew to Silicon Valley and showed up at the appointed time, only to have Grove say, “Look, stuff has happened. We have only 10 minutes for you. Tell us what your model of disruption means for Intel.” I said that I couldn’t—that I needed a full 30 minutes to explain the model, because only with it as context would any comments about Intel make sense. Ten minutes into my explanation, Grove interrupted: “Look, I’ve got your model. Just tell us what it means for Intel.”

I insisted that I needed 10 more minutes to describe how the process of disruption had worked its way through a very different industry, steel, so that he and his team could understand how disruption worked. I told the story of how Nucor and other steel minimills had begun by attacking the lowest end of the market—steel reinforcing bars, or rebar—and later moved up toward the high end, undercutting the traditional steel mills.

by Clayton M. Christensen

Editor’s Note: When the members of the class of 2010 entered business school, the economy was strong and their post-graduation ambitions could be limitless. Just a few weeks later, the economy went into a tailspin. They’ve spent the past two years recalibrating their worldview and their definition of success.

Keeping Your Business Plan Flexible

People make business plans for all sorts of reasons — to attract funding, evaluate future growth, build partnerships, or guide development. Unfortunately, the vast majority of these plans are usually out of date by the time the printer ink dries. Business moves fast: the product’s features morph, new competitors emerge, or the economic climate shifts. When these changes occur, many people just throw their business plans out the window. For a plan to be truly valuable it needs to evolve with your company and stay relevant in the face of uncertainty. [Más…]

What the Experts Say
Despite the hype business plans get from corporate advisers, «most business owners don’t have a formal business plan,» says Patricia Greene, Professor of Entrepreneurship of Babson College and co-editor of The Development of University-based Entrepreneurship Ecosystem. Yet one of the first items you’ll find on every entrepreneur’s checklist is Write business plan. The key is to create a living document. «When you think about a business plan, think about the distinction between a snapshot and a moving picture,» says William Sahlman, the Dimitri V. D’Arbeloff – Class of 1955 Professor of Business Administration at Harvard Business School and author of How to Write a Great Business Plan. Sahlman explains that you need something that moves with your business. However, capturing all of the unknowns while not sounding wishy-washy is challenging. Below are several ways to make sure your plan is a fluid, useful document.

by Amy Gallo
Blogs.hbr.org

People make business plans for all sorts of reasons — to attract funding, evaluate future growth, build partnerships, or guide development. Unfortunately, the vast majority of these plans are usually out of date by the time the printer ink dries. Business moves fast: the product’s features morph, new competitors emerge, or the economic climate shifts. When these changes occur, many people just throw their business plans out the window. For a plan to be truly valuable it needs to evolve with your company and stay relevant in the face of uncertainty. Continuar leyendo «Keeping Your Business Plan Flexible»

When Failure Is Intolerable

I read with interest David Simms’ recent post about the power of positive failure. I of course agree with the general perspective—given the probabilistic nature of innovation, failure isn’t always a bad thing, and all things being equal, you’d support someone who has tried, failed, and learned over someone who has never tried.

The interesting thing to me is that this isn’t a particularly new perspective. Failure has long been a badge of honor in Silicon Valley; thought leaders like Henry Mitnzberg, Rita McGrath, and Tim Brown note how failure is an essential part of successful innovation. Yet, in most organizations a fear of failure persists.

I’ve argued that part of this is an incentives problem. Too frequently people reward (or punish) outcomes when they should reward (or punish) behaviors. I suspect another part of the problem is that we just don’t have a good way to categorize «failure.»