ALL HANDS ON TECH: THE REAL DIGITAL ELITE

Whose hand is that pinching, swiping, tapping, and dragging in ads for everyone from Apple to Bump? We poke deep inside Silicon Valley to discover the latest digital innovation in modeling.
A hand swipes left to right, and a new iPad comes to life. The features are flawless and smooth, the curves are soft, and the movements are fluid. No, not the Apple device. We’re talking about the hand model caressing its screen in ads for this and similar tech devices and services.

Lots of people talk about the booming tech sector creating jobs for developers, engineers, and designers. Fewer talk about jobs created for people who hold all of these touchscreen devices and multi-touch-powered apps in ads:hand models. For Silicon Valley heavyweights such as Apple and Amazon and all kinds of scrappy startups, members of this deeply moisturized elite class have represented the human factor in the marketing of cold, lifeless services and gadgets–in YouTube ads and TV spots and on billboards, websites, and press images.


http://www.fastcocreate.com
BY: 

Whose hand is that pinching, swiping, tapping, and dragging in ads for everyone from Apple to Bump? We poke deep inside Silicon Valley to discover the latest digital innovation in modeling.
A hand swipes left to right, and a new iPad comes to life. The features are flawless and smooth, the curves are soft, and the movements are fluid. No, not the Apple device. We’re talking about the hand model caressing its screen in ads for this and similar tech devices and services.

Lots of people talk about the booming tech sector creating jobs for developers, engineers, and designers. Fewer talk about jobs created for people who hold all of these touchscreen devices and multi-touch-powered apps in ads:hand models. For Silicon Valley heavyweights such as Apple and Amazon and all kinds of scrappy startups, members of this deeply moisturized elite class have represented the human factor in the marketing of cold, lifeless services and gadgets–in YouTube ads and TV spots and on billboards, websites, and press images. Leer más “ALL HANDS ON TECH: THE REAL DIGITAL ELITE”

Where are the CEO’s who can provide innovation leadership?

How did he do it? It’s not as mysterious as many would like to believe. He was a founder CEO. I’m not talking about equity ownership but the influence and emotional control that founders uniquely have. He wasn’t the first founder CEO who used their unique position to provide innovation leadership to their organizations. This club includes such innovators as Walt Disney and Bill Hewlett/David Packard.

So why are founder CEO’s unique?
Founder CEO’s have a unique place in the business world. Their motivations are much more personal. The success of the business is more than just satisfying Wall Street’s drum beat of the quarterly results.


Via Scoop.ithuman being in – perfección

What is the secret to Apple’s innovation leadership?

In Silicon Valley, you can’t avoid the game of comparing every company to Apple. There is no avoiding the success Apple has experienced. So what made Apple so successful at establishing its innovation leadership and avoiding the traps and roadblocks other companies’ experience?

Was it Steve? In a way – yes. Steve was that rare breed of CEO who bucked the organizational challenges and provided the innovation leadership skills their companies needed. Leer más “Where are the CEO’s who can provide innovation leadership?”

DayWatch herramienta para analizar en tiempo real el mercado de los descuentos online

“El proyecto fue desarrollado con el apoyo de la ANII e Ingenio, y es el cimiento de un proyecto global más ambicioso de monitoreo de tendencias en e-Commerce. El mercado objetivo inicial son las empresas de Daily Deal de Latinoamérica, pero en una segunda etapa se planea ampliar a Europa, Asia y Norte América” agrega su CEO.
Vale destacar que DayWatch ya cuenta con su primer caso de éxito en Uruguay, siendo utilizado por woOw – Descuentos urbanos: “En woOw usamos DayWatch a diario. Tanto el equipo comercial como la gerencia se basen en él para realizar gran parte de los reportes y estudios. A su vez, nos resulta muy útil al momento de hacer la planificación y el estudio de nuestros colegas no solo de Uruguay sino también del exterior para explorar oportunidades y tendencias” señaló Leonardo Silveira, Gerente General de woOw.


 

Pulso Social

Incubada por Ingenio, la startup uruguaya Tryolabs se dedica al desarrollo de aplicaciones para Internet con componentes de inteligencia artificial como Python/Django app basadas en machine learning y natual language processing.

El equipo emprendedor está comandado por Martín Alcalá Rubí (CEO y Business Manager), Raúl Garreta (CTO y Product Manager) y Ernesto Rodríguez (CXO y Chief User Experience Officer).

Con un portafolio de clientes que ya incluye proyectos en California y Silicon Valley,

“Permite obtener información del mercado inspeccionando en tiempo real y de forma interactiva todas las ofertas de la región. Obtiene de manera sistematizada reportes  y  métricas de negocio como market shares, penetración de mercado, niveles de ventas, descuentos y posicionamiento de mercado” sostiene Alcalá Rubí.

La plataforma DayWatch integra un sofisticado motor de inteligencia artificial capaz de agrupar ofertas automáticamente por rubros y generar proyecciones de mercado, que permite al usuario obtener análisis de tendencias y recomendaciones para su estrategia de venta.

Conformado por 4 paneles: Tiempo Real, Análisis, Histórico e Inteligente, el lenguaje de gráficos muestra el comportamiento de todos los portales de ventas colectivas y permite hacer comparaciones de desempeño. Leer más “DayWatch herramienta para analizar en tiempo real el mercado de los descuentos online”

La generación de baby boomers de vuelta al trabajo

Algunas ocupaciones son más receptivas de este segmento etario. Las empresas de tecnología adoran a la gente joven pero, por ejemplo, 31% de los empleados de servicios funerarios tienen más de 65 años. De hecho es la ocupación con mayor cantidad de adultos mayores. Le siguen los negocios, la ciencia y el arte (14,4%), las ventas (13,5%) y logística (11,4%). En las mujeres difiere un poco: los trabajos más populares son administrativos (25%), ventas (14,2%) y educación (8,6%). La mayoría de estos puestos tienen horarios flexibles, algo que los adultos mayores buscan en sus trabajos.

Pero esa flexibilidad tiene un precio: un salario menor. 68% de las personas de más de 50 años ganan menos dinero que antes de retirarse. Y mientras más se contraiga el mercado laboral peores serán las condiciones económicas para los más grandes.

Tal vez ese menor valor de mercado incite a empleadores a contratar a más babyboomers. Muchos aprecian su fiabilidad pero desconfían de su poca motivación para aprender cosas nuevas. Para que no exista discriminación en el área de trabajo es necesario cambiar la manera de pensar de los ejecutivos.


Por la crisis los adultos en edad jubilatoria que componen el grueso de los baby boomers se ven obligados a volver al trabajo. ¿Hay lugar para ellos?

http://www.mercado.com.ar

Desde 2009 en Estados Unidos oficialmente no hay más recesión. Y sin embargo la crisis económica –que llevó al desempleo a 8,3% según las últimas cifras oficiales- sigue condicionando la vida de la mayoría de las personas.

En el caso de los adultos en edad jubilatoria, la generación de los baby boomers, la necesidad de seguir trabajando se vuelve imperiosa a causa de malas inversiones y deudas. Pero, ¿hay lugar para personas de más de 65 años en el mercado? Leer más “La generación de baby boomers de vuelta al trabajo”

Las redes de ‘business angels’ y las aceleradoras de negocios eclosionan en Barcelona

Carlos Blanco, emprendedor e inversor en SeedRocket y First Tuesday, corrobora que cada vez hay más gente interesada en invertir en negocios de internet. “Un business angel aporta inversión, pero también networking y conocimiento”. Desde su experiencia, recomienda invertir en bloques de 8-10 proyectos, “si no, difícilmente se alcanzará la rentabilidad”. Los business angels ponen su inversión, pero a cambio exigen compromiso: “yo me dejaré el dinero, pero el emprendedor tiene que dejarse la salud”, dice irónicamente Albert Domingo.

Están en auge los encuentros y las aceleradoras especializadas en tecnología (siguiendo el modelo estadounidense, el ejemplo de Y Combinator) para conectar los proyectos y el dinero, alrededor de foros, en campus. Como Seedrocket, First Tuesday, la británica Rockstar implantada aquí con Samba Accel; además están las impulsadas desde Iese y Esade, otras como Keiretsu, o los encuentros internacionales como el SeedCamp. Es muy habitual que entre ellos co-inviertan. Los inversores pagan una cuota para formar parte de la red y acceder a los proyectos de emprendedores.

Pero también se han puesto las pilas las grandes empresas. Telefónica acaba de poner en marcha Wayra, una aceleradora para proyectos tecnológicos que ha probado en Latinoamérica y ahora arranca en Madrid y Barcelona. Y La Caixa, a través de Caixa Capital Risc, pretende convertirse en dinamizador del ecosistema.


http://www.lavanguardia.com

La capital catalana se consolida como centro de referencia en emprendeduría en el sur de Europa

Invertir en empresas de base tecnológica tiene mucho riesgo, sí.Pero ha resultado que invertir en ladrillo tenía mucho más. Y así, en los últimos meses, se está viviendo en Barcelona una situación de efervescencia entre emprendedores y business angels que se inspira en ese entorno idealizado que esSilicon Valley, donde hay muchos proyectos, mucho capital, y todos trabajando de forma interrelacionada (“estamos lejos, pero vamos en la buena dirección”, coinciden los entrevistados).

Tres elementos han sido claves en esta maduración del ecosistema emprendedor en Barcelona: ya empieza a haber una trayectoria de casos de éxito que genera un círculo virtuoso de confianza; esos emprendedores de segunda generación hacen de mentores a los nuevos; y el capital privado -y los inversores tradicionales- está reconciliándose con internet.

Se suceden las rondas de financiación de 200.000 euros, hasta de un millón. Barcelona se está consolidando en centro de referencia de empresas, con un claro enfoque en el comercio electrónico: a las “veteranas” Privalia, eDreams, Intercom, Atrápalo, Anuntis, LetsBonus, Trovit o ItNet, no dejan de añadirse iniciativas: Groupalia, Ulabox, Uvinum.De esta situación se desprende también un mensaje: en medio de tanto discurso negativo al que obliga la coyuntura, también hay gente que arriesga, que hace las cosas bien, y que crece.

Hace un año había en las redes de business angels en Barcelona más de 500 inversores privados. “La sensación es que en poco tiempo se ha duplicado el capital riesgo, y hay muchos más business angels”, dicen desde una de las instituciones más activas. “Mucho dinero privado llegó a internet en el 2000 y salió mal. Ahora vuelve” apunta Luis Martín Cabiedes, de Cabiedes & Partners.  Leer más “Las redes de ‘business angels’ y las aceleradoras de negocios eclosionan en Barcelona”

El libro del señor LinkedIn

La tercera avenida que teje en su red intelectual esta basada en los “seis grados de separación”: que es la idea de que toda la humanidad está conectada en una gigantesca red de personas. Basa esto en el trabajo académico de Stanley Milgram y también de Duncan Watts, quienes descubrieron, cada uno por su lado, conexiones indirectas entre personas procedentes de entornos y lugares geográficos completamente diferentes.

Al avanzar con la lógica de redes de “amigos de amigos” nadie sabe las cosas que se pueden descubrir. En el mundo profesional, dice Hoffman, hay tres grados de separación que realmente importan: quién está en nuestra red directa; a quiénes conocen esas personas; y a su vez, con quiénes están conectadas esas personas del segundo círculo. Al solicitar referencias personales, es posible aprovechar esos círculos concéntricos más amplios y saber que todos los intermediarios siempre van a conocer al menos a una de las personas que se encuentran en el final de la cadena. Pero dice también que el error que cometen muchos profesionales, es no pedir presentaciones personales y confiar simplemente en una llamada o un contacto escrito frío.

LinkedIn fue fundada en el convencimiento de que tender esas de redes de conexiones es la mejor manera de encontrar un nuevo empleo, tomar contacto con personas que podrían alimentar nuestras ambiciones o diseminar inteligencia de negocios.

Pero en la práctica se ha convertido fundamentalmente en un lugar para reclutadores y cazadores de empleos. El sitio obtiene la mitad de su ingresos de reclutadores que pagan para investigar y contactar a posibles candidatos. El resto de los ingresos proviene de la publicidad y de miembros que pagan por servicios premium. Desde el otro lado, la experiencia más frecuente que tienen muchos de sus 150 millones de miembros consiste en invitaciones no solicitadas de gente que busca conectarse, generalmente para perseguir sus propios intereses comerciales. Lejos está eso del sueño que inspiró a Hoffman a fundar LinkedIn.


Nederlands: Linked In icon

mercado.com.ar

Reid Hoffman, cofundador y presidente de la red social de profesionales LinkedIn afirma en su libro que ahora que los empleos tradicionales se han vuelto menos seguros, la vida laboral depende cada vez más de las alianzas de interés. Son esas alianzas que permite la Web las que sostienen la industria tecnológica en California.

El libro que Hoffman, creador de LinkedIn, publica con el entrepreneur Ben Casnocha — The Start-up of You, habla fundamentalmente del arte de aprovechar las redes y cuenta historias personales de cómo sus “alianzas” contribuyeron a la inmensa riqueza que amasó la élite de Silicon Valley. Porque en este nuevo mundo de negocios, quienes operen las mejores redes personales serán lo que lleguen a la cima. Cuenta, a modo de ejemplo, que él le presentó Peter Thiel (un íntimo amigo suyo de los años del colegio) a Zuckerberg cuando el fundador de Facebook buscaba respaldo financiero. Así Thiel tomó una participación en Facebook que puede llegar a valer más de US$ 2.000 millones cuando la compañía cotice en bolsa.

Sobre el reclamo que muchas veces se hace a LinkedIn – que las redes de los poderosos benefician a unos pocos privilegiados y que sólo los que son lo suficientemente inteligentes o afortunados pueden sacar las mayores tajadas — Hoffman dice que todas las redes personales son beneficiosas per se; lo que ocurre es que a veces la gente no sabe aprovechar el tipo de recursos que les ponen a su alcance.  Leer más “El libro del señor LinkedIn”

How Apple Changed the Smartphone World

In fact, it was iconic before it was released. This is yet another trick up Apple’s stylish sleeve and one that works tremendously well. People place bets on what they think the company will do next, and hundreds – if not thousands – of blogs are dedicated to following their every move. In 2007, things weren’t so very different. The company said nothing of the iPhone’s release, but leaks, rumours and red herrings abounded on the internet. Our appetites were whetted, and we were desperate for a slice of the pie.


How Apple Changed the Smartphone WorldThe name Apple is synonymous with innovation. Long has the Silicon Valley giant brought childlike excitement into the tech industry, thanks largely to the vision of its late CEO, Steve Jobs. Remember the launch of the Apple II? We don’t either, but it was one of their crucial first steps towards greatness.

Arguably though, Apple’s greatest achievement came in 2007, when the company flipped the smartphone world upside down and back to front with the launch of the very first iPhone.

It changed everything.

Apple said, ‘Forget everything you know about smartphones’ – and we did. Of course, back then we still used our mobiles to call friends, play games, listen to music and access the internet. But the iPhone did something different. It took the normal functions of a phone and made them fun. It made them stylish and artistic, yet simple and minimalist.

‘No keyboards here!’ Apple boldly proclaimed. No, the screen was the phone. Software took centre stage, and the beautiful interface asked us to use gestures to navigate. We were asked to pinch, zoom and pan, using truly revolutionary controls. And after the excitement of scrolling wore off, there was the App Store to keep us engaged. For the first time ever, we had a simple way to browse, purchase and download apps. Amongst these apps were a few games – games controlled (could it possibly be true?!) by moving the phone itself. We shuffled our songs with a shake, and drove fast cars on the tube.

‘How much is this thing?’ we asked. ‘Affordable’ was the answer. Apple don’t create shoddy products and then ask you to cough up a fortune – they create amazing products, and ask you to pay what they’re worth. Which is quite a lot, admittedly.

Yes, the iPhone became iconic for many reasons. Leer más “How Apple Changed the Smartphone World”

Trends 2012. Nube para emprender

Me gusta que el título de esta sección sea tendencias y no predicciones. Los vaticinios me incomodan porque ni siquiera los economistas, quizá la gente que maneja la mayor cantidad de datos para realizar su trabajo pueden predecir nada: sólo el pasado. ¿Qué decir de las tecnologías que (léase lo siguiente con ironía) se pueden definir como aquello que todavía no funciona? En cambio, estudiar las tendencias es un ejercicio mucho más interesante. Son cosas que han destacado en un momento dado del año y cuyo impacto trasciende más allá de esa fecha.

En lugar de fijarme en tecnología de consumo o en tecnología para optimizar las operaciones de la empresa, sin duda muy importantes, mi atención se ha ido a una aplicación de la tecnología con un gran impacto en estos momentos: la tecnología para crear un negocio que a su vez sea el medio de dar servicio al cliente.


http://trends.ticbeat.com/trends-2012-nube-emprender/
_______________________________________________

Me gusta que el título de esta sección sea tendencias y no predicciones. Los vaticinios me incomodan porque ni siquiera los economistas, quizá la gente que maneja la mayor cantidad de datos para realizar su trabajo pueden predecir nada: sólo el pasado. ¿Qué decir de las tecnologías que (léase lo siguiente con ironía) se pueden definir como aquello que todavía no funciona? En cambio, estudiar las tendencias es un ejercicio mucho más interesante. Son cosas que han destacado en un momento dado del año y cuyo impacto trasciende más allá de esa fecha.

En lugar de fijarme en tecnología de consumo o en tecnología para optimizar las operaciones de la empresa, sin duda muy importantes, mi atención se ha ido a una aplicación de la tecnología con un gran impacto en estos momentos: la tecnología para crear un negocio que a su vez sea el medio de dar servicio al cliente. Leer más “Trends 2012. Nube para emprender”

Should ‘Social Entrepreneurship’ Mean ‘Creating Jobs for Average Workers’?

It was logical that the two were invited: their new book, Race Against the Machine (Digital Frontier Press, 2011), is on exactly that theme. (Here’s our blog post about the book.)

McAfee’s opening statement, which he posted at his blog, includes this challenge for how we might rethink the meaning of “corporate responsibility”:

It’s also time to change our minds and broaden our definition of ‘social entrepreneurship.’ When we hear that term at present, we think of sustainability, or clean or green tech, or improving the lots and lives of people in the developing world. All of these are worthwhile and wonderful things to do. Here’s another one: create jobs for average workers. Because there aren’t enough of them right now. The greatest scarcity in our economies now is a scarcity not of resources or even of good new ideas, but of opportunity — of chances to let people realize the American Dream, and the English Dream, the Indian and Chinese and Mexican dream.


By Leslie Brokaw
From >>> http://sloanreview.mit.edu/improvisations/2011/11/28/should-social-entrepreneurship-mean-creating-jobs-for-average-workers/#.TuPdAVawXUw

An annual event called “Silicon Valley Comes to Oxford,” which took place earlier this month, featured a debate at the Oxford Union on this motion:

“This house believes that the average worker is being left behind by advances in technology.”

The concept of “Silicon Valley community” is a geographically loose one, because helping make the argument were MIT Sloan’s Erik Brynjolfsson, director of the MIT Center for Digital Business, and Andrew McAfee, principal research scientist at the center.

It was logical that the two were invited: their new book, Race Against the Machine (Digital Frontier Press, 2011), is on exactly that theme. (Here’s our blog post about the book.)

McAfee’s opening statement, which he posted at his blog, includes this challenge for how we might rethink the meaning of “corporate responsibility”:

It’s also time to change our minds and broaden our definition of ‘social entrepreneurship.’ When we hear that term at present, we think of sustainability, or clean or green tech, or improving the lots and lives of people in the developing world. All of these are worthwhile and wonderful things to do. Here’s another one: create jobs for average workers. Because there aren’t enough of them right now. The greatest scarcity in our economies now is a scarcity not of resources or even of good new ideas, but of opportunity — of chances to let people realize the American Dream, and the English Dream, the Indian and Chinese and Mexican dream. Leer más “Should ‘Social Entrepreneurship’ Mean ‘Creating Jobs for Average Workers’?”

Recognition: How the revolution IS being tweeted | [Abstract]

A little recognition goes a long way

That tiny sliver of recognition gave me the impetus to start looking into something I suspected at first was absurd, and it ended up changing my life. Without it, I might have gone on pursuing my career as a rational manager, continuing to do what everyone else was doing. I might have gone on thinking that storytelling was an interesting and clever trick, but nothing serious.

Einstein said, insightfully, “If at first an idea isn’t absurd, there is no hope for it.” Any really good, big new idea at first is going to seem absurd to the person who has stumbled on it. It takes courage to set aside conventional wisdom, to abandon what everyone knows to be true, and start pursuing a path that you and everyone else think is absurd. And yet a little recognition—even a sliver—can be the nudge that does the trick. Recognition can be the element that makes the difference between major innovation and passively going along with the flow.

What’s interesting is to note how slight the nudge of recognition was. It wasn’t a big fanfare or a public accolade. It was a quiet, private one-minute conversation with someone I had never met. True, it came from someone in an organization I viewed with respect. The conversation was merely a hint that I had stumbled on something that other people thought interesting, something worth looking into. And yet that slight nudge propelled me into action and changed my life, and ultimately, in a modest way, the entire world: unlike ten years ago, leadership storytelling is now a generally accepted part of the essential skills of a leader.

Why Malcolm Gladwell Got It Wrong

I am the biggest fan of Malcolm Gladwell’s writing. But his recent article in the New Yorker, “Small Change: Why the revolution will not be tweeted” seriously underestimates the impact of even weak recognition. It was great news that he highlighted a wonderful book like The Dragonfly Effect by Jennifer Aaker and Andy Smith, but sad that he got it all so wrong.

First mistake: His argument is that the platforms of social media are built around weak ties. Twitter and Facebook connect people who may have never met.

The Internet lets us exploit the power of these kinds of distant connections with marvellous efficiency. It’s terrific at the diffusion of innovation, interdisciplinary collaboration, seamlessly matching up buyers and sellers, and the logistical functions of the dating world. But weak ties seldom lead to high-risk activism.

This is where Gladwell makes his first mistake: “Weak ties seldom lead to high-risk activism.”

What he misses is that the difference between acting and not-acting is very slim.

Often people have ideas, have passion. All they may need is a little nudge to push them into action.

Second mistake: Gladwell correctly recognizes the weaknesses of networks:

Because networks don’t have a centralized leadership structure and clear lines of authority, they have real difficulty reaching consensus and setting goals. They can’t think strategically; they are chronically prone to conflict and error. How do you make difficult choices about tactics or strategy or philosophical direction when everyone has an equal say?

But what Gladwell misses is that networks can give individual leaders the confidence that comes from knowing that they are not alone. Their ideas may sound absurd, at first glance, but they are not crazy. They may give the innovative person the little nudge that they need to move into action.

Third mistake: Gladwell imputes views to “the evangelists of social media” that no sensible person ever held:

The evangelists of social media don’t understand this distinction; they seem to believe that a Facebook friend is the same as a real friend and that signing up for a donor registry in Silicon Valley today is activism in the same sense as sitting at a segregated lunch counter in Greensboro in 1960.

No sensible person ever equated friends on Facebook with real friends in person. This is straw man argumentation at its worst.

Fourth mistake: These poor enthusiasts of social media, he writes, just don’t understand:

Some of this grandiosity is to be expected. Innovators tend to be solipsists. They often want to cram every stray fact and experience into their new model.

The same objection has been made to every human invention since the wheel. “Everything is now different!” Well, yes. A certain amount of grandiosity is to be expected. And warranted. In fact, it’s the very grandiosity that we find in Gladwell’s own writing about innovation in The Tipping Point and all his other articles and books. Innovation does warrant some grandiosity.


(…)
Full article:
http://stevedenning.typepad.com/steve_denning/2010/10/recognition-how-the-revolution-is-being-tweeted.html

A little recognition goes a long way

That tiny sliver of recognition gave me the impetus to start looking into something I suspected at first was absurd, and it ended up changing my life. Without it, I might have gone on pursuing my career as a rational manager, continuing to do what everyone else was doing. I might have gone on thinking that storytelling was an interesting and clever trick, but nothing serious.

Einstein said, insightfully, “If at first an idea isn’t absurd, there is no hope for it.” Any really good, big new idea at first is going to seem absurd to the person who has stumbled on it. It takes courage to set aside conventional wisdom, to abandon what everyone knows to be true, and start pursuing a path that you and everyone else think is absurd. And yet a little recognition—even a sliver—can be the nudge that does the trick. Recognition can be the element that makes the difference between major innovation and passively going along with the flow.

What’s interesting is to note how slight the nudge of recognition was. It wasn’t a big fanfare or a public accolade. It was a quiet, private one-minute conversation with someone I had never met. True, it came from someone in an organization I viewed with respect. The conversation was merely a hint that I had stumbled on something that other people thought interesting, something worth looking into. And yet that slight nudge propelled me into action and changed my life, and ultimately, in a modest way, the entire world: unlike ten years ago, leadership storytelling is now a generally accepted part of the essential skills of a leader. Leer más “Recognition: How the revolution IS being tweeted | [Abstract]”

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.

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. (…) Leer más “How Will You Measure Your Life?”

Nokia Declines to Go All In on Chips

One might think Nokia would give into the temptation.

It sees Apple vacuuming up adoration and profits. It sees Apple taking more control of the components that go into a phone. In particular, Apple has worked on building its very own chip for smartphones and tablets and has acquired chip companies apace.

Henry Tirri, the head of Nokia’s research centers, said that building a homemade chip was too risky.

Perhaps Nokia too should be harboring silicon dreams. But Henry Tirri, the head of Nokia’s research centers, says it is not interested.

“You can do for a while an investment like Apple is doing on their own processor stack and aim for very optimized performance,” Mr. Tirri said during an interview at the company’s Silicon Valley lab. “But that is very brittle.”

That would be Nokia passing on the prospect of a homemade chip as one means of invigorating its cellphone lineup.

Mr. Tirri has worked in the computer science field for about 40 years and dresses the part of a Silicon Valley local. Sparkly earring, hair tumbling down his temples, a white embroidered shirt, cream pants and sandals scream anything but “icy Finn.”

He knows the chip industry’s patterns well and has seen specialists capitalize on their wares for short periods of time, only to be undone in spectacular fashion when more general-purpose products come to town.

“It seems to be that Moore’s Law will always end up leaning toward commoditization and a faster, general-purpose chip,” Mr. Tirri said.


Image representing Nokia as depicted in CrunchBase
Image via CrunchBase

By ASHLEE VANCE

One might think Nokia would give into the temptation.

It sees Apple vacuuming up adoration and profits. It sees Apple taking more control of the components that go into a phone. In particular, Apple has worked on building its very own chip for smartphones and tablets and has acquired chip companies apace.

Henry Tirri, the head of Nokia’s research centers, said that building a homemade chip was too risky.

Perhaps Nokia too should be harboring silicon dreams. But Henry Tirri, the head of Nokia’s research centers, says it is not interested.

“You can do for a while an investment like Apple is doing on their own processor stack and aim for very optimized performance,” Mr. Tirri said during an interview at the company’s Silicon Valley lab. “But that is very brittle.”

That would be Nokia passing on the prospect of a homemade chip as one means of invigorating its cellphone lineup.

Mr. Tirri has worked in the computer science field for about 40 years and dresses the part of a Silicon Valley local. Sparkly earring, hair tumbling down his temples, a white embroidered shirt, cream pants and sandals scream anything but “icy Finn.”

He knows the chip industry’s patterns well and has seen specialists capitalize on their wares for short periods of time, only to be undone in spectacular fashion when more general-purpose products come to town.

“It seems to be that Moore’s Law will always end up leaning toward commoditization and a faster, general-purpose chip,” Mr. Tirri said.

Nokia could use a shot in the arm, but finding that boost through a homemade chip is just too risky. Any manufacturing miss or misstep on features needed in a given generation of products can leave you waiting two or three years to catch up.

“You have to be very good at predicting things or you can kill yourself in one cycle,” Mr. Tirri said. Leer más “Nokia Declines to Go All In on Chips”

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.”


Posted on Harvard Business Review

The freedom to fail is still a good thing most of the time. Blogger Scott Anthony outlines three scenarios in which it’s not
By Scott D. Anthony


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.” Leer más “When Failure Is Intolerable”

Silicon Valley Is Not Most People’s Reality

Writing checks casually for $100k, selling companies for hundreds of millions of dollars, and then throwing back drinks with semi-well known rappers (see videos below) … this is what Silicon Valley is made of. It’s also only two days of activity. The Valley is an environment where life-time successes are celebrated for half a minute before the next guy cashes a check bigger than yours. Dave McClure raised $30 million for an investment fund in under 6 months but is that really all it took? Definitely not. The founders of Playdom built and sold a gaming startup (now what most people would consider an empire) in a couple years. But is a couple years all it took? Hell no.

It’s pretty easy to become disconnected from reality when the people surrounding you are building companies that generate hundreds of millions of dollars each year in revenue. These are truly the things that dreams are made of (for some) and in Silicon Valley it’s probably one of the only places where people who have a bank account with $10 million is a casual thing … or at least appears to be. If you want to throw around the size of your bank account as part of a contest you can go do so, however one thing that is more common than multi-million dollar bank accounts here is passionate people.


Posted by Nick O’Neill

Silicon Valley Companies IconWriting checks casually for $100k, selling companies for hundreds of millions of dollars, and then throwing back drinks with semi-well known rappers (see videos below) … this is what Silicon Valley is made of. It’s also only two days of activity. The Valley is an environment where life-time successes are celebrated for half a minute before the next guy cashes a check bigger than yours. Dave McClure raised $30 million for an investment fund in under 6 months but is that really all it took? Definitely not. The founders of Playdom built and sold a gaming startup (now what most people would consider an empire) in a couple years. But is a couple years all it took? Hell no.

It’s pretty easy to become disconnected from reality when the people surrounding you are building companies that generate hundreds of millions of dollars each year in revenue. These are truly the things that dreams are made of (for some) and in Silicon Valley it’s probably one of the only places where people who have a bank account with $10 million is a casual thing … or at least appears to be. If you want to throw around the size of your bank account as part of a contest you can go do so, however one thing that is more common than multi-million dollar bank accounts here is passionate people. Leer más “Silicon Valley Is Not Most People’s Reality”

What We’re Reading: Relationships


Image representing New York Times as depicted ...
Image via CrunchBase

By THE NEW YORK TIMES

The tech reporters and editors of The New York Times found these articles on the Web provocative… Leer más “What We’re Reading: Relationships”