Massive open online courses were always aimed at democratizing learning. The idea was to get high-quality content to anyone with a computer and an Internet connection, for free. As MOOCs have taken hold in higher education, they have begun to be offered for credit and have become significantly more sophisticated. Duke researchers said that much of the reporting about MOOCs has focused on the interests of highly educated, white, upper-middle-class users. Their study, on the other hand, focused on 9,000 students who were younger than 18, older than 65, or in the middle but left without access to traditional higher education.
1. mLearning is learning while mobile: the assumption that “mobile” refers to mobility, or learning while “on the move”. Instead, learners tend to take learning tools to the static and appropriate places. Though many learners that make use of public transport do participate in mLearning activities while on the move, that is not the misperception; the misperception lies in the fact that mLearning can take place while the learner is static.
2. mLearning refers to learning with mobile phones: Mobile phones are not the only type of mobile device that can be used for mLearning. Some researchers include laptops in their definitions, while others feel that a laptop restricts the ‘mobility’ of a learner and that a mobile device would be those devices that could be operated in a learner’s hands.
According to May 2015 polling by Acuant, the majority of companies have taken customer data input off consumers’ hands. When asked about the primary method used to capture customer information, 55% of US IT decision-makers said they used card scanning technology, where a customer scans an ID that then populates all key personal info. Fewer than one-fifth used a paper-based system, where someone photocopies and archives key documents such as a driver's license, 17% had customers enter key info on paper or a tablet, and 9% relied on phone-based collection, requiring customers to provide key info by phone to an employee.
The Changing Role Of Press Release Newswire Services Three questions I want to address are:
Is there any value in using a newswire service to distribute a press release? For what type of news should you use a newswire service? What kind of results can you expect from a newswire service? First, three facts about newswire press releases:
Online news releases have little to no affect on SEO – the major search engines put an end to that racket years ago via substantial changes to their algorithms. Those inbound hyperlinks from the news release to your Web site? They no longer impact search rankings. David McInnis, Chief Executive at Cranberry News Marketing says “the real failure of all newswires was their inability to replace consumer traffic lost to Google algorithm changes in 2013. Wire services simply failed to adapt and reach news consumers in a relevant way.”
Greater connectivity and more powerful digital technologies represent a double-edged sword for organizations across every sector. While they introduce remarkable opportunities, these technologies also create new and sometimes great risks. A recently released research report from the Information Security Forum (ISF), "Threat Horizon 2017: Dangers Accelerate," offers insights into the changing threat landscape and how organizations can manage this dynamic environment. The organization, a leading authority on cyber-threats and cyber-security, found that the dangers revolve around nine areas that represent big challenges for senior business and IT managers, information security professionals and other key organizational stakeholders. In fact, these emerging threats could reshape and reframe the business environment over the next few years. "The pace and scale of information security threats continues to accelerate," warns ISF Managing Director Steve Durbin. "The nine threats highlighted in the 'Threat Horizon 2017' report expose the imminent dangers that the ISF considers the most prominent. They have the capacity to transmit their impact through cyber-space at breakneck speeds, particularly as the use of the Internet spreads. Organizations that are informed and prepared for change will go a long way to securing their future."
Judgment, writes Schumpeter, the business columnist for The Economist, “is too often missing from leadership studies.” The reason is that it is a topic too hard to quantify with metrics but as the Schumpeter column notes, “[J]udgment is what matters most.” The problem is that too much reliance on the facts can lead one up a blind alley, especially when the assumptions that generate the facts are faulty. As Colin Powell once noted, “Experts often possess more data than judgment.” Judgment is critical for success so managers need to trust their instincts as well as well as the facts they evaluate.
All the car services are in a battle for efficiency. It was recently revealed that Uber saw $470 million in operating losses on $415 million in revenue during a time period. Right now one of the biggest drains on efficiency is how long it takes to go from a rider hailing a car to them getting in. Minutes, even seconds saved could add up to serious money as more people drop their keys in favor of on-demand transportation.
Twitter mostly lets you do what you want, and while that freedom is a big part of what makes the platform special, it also contributes to an increasingly frustrating and lackluster experience. If you want to surface relevant tweets about a recent Supreme Court ruling within hours of a decision, you should have the proper tools to do so. Unfortunately, promoted tweets are just as likely to show up as the first result in a search as a tweet from an on-the-scene court reporter. The decade-old social network faces many different challenges, but these seven issues are particularly maddening because they're glaring issues that Twitter seems to simply ignore.
"The role of IT is changing from being an administrator of infrastructure to becoming an enabler of the business–driving innovation and new ways of working to revolutionize customer engagement and transactional processes," said Ken Cheng, CTO and senior vice president of corporate development and emerging business for Brocade.
"More than ever, the CIO has a critical role in advising the board and senior management on strategic business investments. But legacy infrastructure remains a major roadblock, prohibiting business agility and innovation. The new IP offers a way of addressing this, enabling business objectives to be met."
Other concerns of CIOs, according to the report:
* Nearly two-thirds are concerned about internal communications and collaboration efforts.
*40% worry about choosing the right vendors to support a transformative business strategy.
* More than one-third said that cloud adoption without IT involvement isn't allowed–but that it either does or may happen.
*79% question whether they'll be able to support the delivery of new services to spur business growth.
Most technology companies are engineering-driven largely because the core of the company is a result of engineers who establish the business and then move to most of the critical management positions to then lead the company. This tends to result in more factual firms (engineers are kind of anal on facts) that create products that are often difficult to market and sell.
There is a rather interesting difference in how the three types of firms approach a sale, which talks to the strengths and weaknesses of each model. This difference is most pronounced in how they present their products, particularly in the claims they make.
Most everyone agrees that focus is a major key to success. The ability to block out distractions and hone in on the task required for success is often what separates the most successful people from the merely successful people.
Multitasking is nearly the exact opposite of focus.
As technology allows people to do more tasks at the same time, the myth that we can multitask has never been stronger. But researchers say it’s still a myth and they have the data to prove it.
When it comes to effective leadership decision-making, it’s both a quality and a quality issue.
As a leader, your ability to make sound decisions is imperative; knowing just how much time to invest in deciding can make or break your personal effectiveness and, by extension, that of your department and organization. To be sure, certain decisions require careful thought. But you’re probably over-thinking other issues that don’t require the attention you’re devoting.
Here are five reasons you might be investing too much time in “deciding”:
Your threshold for accuracy is too high. If you are a high achiever (and many leaders are), it’s likely that high accuracy is part of your DNA. If “nearly perfect” is your default operating mode, rethink your quality threshold. For decisions with low probability of negative ramifications, ask yourself what is “good enough” for this decision? Even if the choice doesn’t meet your standards, does it meet the standards of the person making the request? If it does, learn to let it go.
There are too many choices. If you have a tendency to be very thorough in your thought process, it’s possible you are inadvertently decreasing the quality of your decision. Professor Iyengar’s research has shown that having too many choices actually leads to poorer decision quality. Have you asked your staff to bring you numerous options in the name of thoroughness? Stick to between five and seven options for optimal decision-making.
Facebook has begun offering advertisers a 10-second-view pay option for video ads, according to a report in the Wall Street Journal. The social network will continue to offer its current three-second view option, intimating that the 10-second option will likely come at a premium.
Earlier this year, the Media Ratings Council issued a temporary standard or 50% of pixels in view for two seconds as a viewable impression for video. One second was officially established as the standard for display ads.
Imagine getting turned on to a great book. Perhaps you learned of it from a TV program, or maybe a magazine article, possibly even a conversation with a friend. And then imagine this book provided you with valuable information — perhaps even life-changing information. This is a wonderful thing to have happen. But note, while none of these “delivery mechanisms” (TV, magazine, friend) were the source of the life-changing information, they were a critical link to the information. The book itself may even serve as a conduit to other important information. All are means of communication.
The fear of being outmaneuvered in the digital age has sent even cumbersome corporate giants like General Electric scrambling to adopt methodologies from the startup community.
One of the last persistent hangovers from the previous mindset is the presumption of scarcity. For businesses operating under the notion that the resources available to them are fixed and at a premium, the goal has been and always will be to control as many stages of production and distribution as possible.
But the shift toward an economy of abundance is already under way. And it is only a matter of time before the broader business community reaches the understanding that the exponential organization not only offers distinct strategic advantages in today’s business world, it may very well come to define it. No one has quite captured the sheer magnitude of change, the reasons and how this change is impacting every industry quite as effectively as Salim Ismail, Executive Founding Director of Singularity University, and his team at Exponential Organizations.
The term “exponential organization” was first introduced and defined in 2014 by Ismail, Michael S. Malone and Yuri van Geest in their book Exponential Organizations: Why New Organizations Are Ten Times Better, Faster, Cheaper Than Yours (and What to Do About It). The case examples and data provided below are from Ismail and his team’s expert insight and analysis.
Whereas linear organizations are necessarily constrained by limited resources, exponential organizations are governed by an assumption of abundance.
Hyatt, for example, is a typically linear organization — which isn’t to say that it isn’t also hugely successful. With hundreds of locations in dozens of countries, Hyatt is one of the most widely recognized hotel chains in the world.
But each time it wants to open a new location, Hyatt needs to build a new hotel, or buy a pre-existing property. It needs to hire cooking, cleaning and administrative staff. It needs to pay for renovations and maintenance, and any number of other periodic issues that may arise.
Growth is obviously possible within that framework, but it proceeds deliberately and, often, painstakingly, in a roughly linear fashion.
Unlike the traditional hierarchy which typically sees one way communication and everyone at the top with all the information and power; a “flatter” structure seeks to open up the lines of communication and collaboration while removing layers within the organization. As you can see there are fewer layers and that arrows point both ways. Obviously an very simplified way to look at this type of a company but hopefully it gets the point across. For larger organizations this is the most practical, scalable, and logical approach to deploy across an entire company. This is the model that most large (and many mid-size) organizations around the world are moving towards.
1. HR as a discipline is gaining traction. The ability to execute serious power lifts using the fact-based, predictive framework of analytics, the Cloud and Big Data has changed the outside’s understanding (and perception) of what HR is capable of.
2. HR is connected to strategy. As the world of work shifts from local and regional to global, human resources is being reframed as human capital; a total strategic investment and far more than just a facet of operations.
3. HR is critical for success. The full-spectrum presence of business on the web, social, mobile and live means an even deeper and constant tie to customer experience. And that constant need for a quality customer experience necessitates the best human interface (as in employee) possible, which means a fuller, more far-reaching program for employee engagement.
CIOs and other executives had better take note. Attempting to apply old-school approaches and invoke protectionist practices in today's ever-changing business environment is a recipe for disaster. I'm betting that United and Orbitz will ultimately back out, settle or, if it gets to court, lose.
Their arrogance and heavy handedness—using the legal system to squash any perceived threat—is somewhat predictable, yet pathetic. Airlines already threaten to void tickets and frequent flyer miles for travelers who use a hidden city flight.
There are a few takeaways from all of this. First, businesses must learn to live with sites such as Skiplagged. A free economy isn't free from some and not all.
Second, instead of draining money and resources attempting to block new systems and technologies, it's smarter to focus on innovation. Thanks to all the publicity, I'm sure that a lot more people know about Skiplagged and hidden city flights now than they did before the lawsuit.
Finally, the Internet, social media, crowdfunding and other tools ensure that if you pick the wrong fight, you may wind up shooting yourself in the foot.
Innovative service — the type that is ingenious and delightfully unexpected — requires employees have the authority to be experimental and generous in their role. It takes ensuring employees closest to a problem or need have the capacity and permission to make judgments on how a problem is solved or a need is met.
We can’t live 100% of the time being “careful” with what we say and do to protect our credibility. We are human beings, prone to doing and saying dumb stuff from time to time. Those dumb things will sometimes harm our credibility and no matter how hard we try to avoid them, they will happen.
Which makes DWW all the worse, it is a choice, at least it is for the vast majority of people. If the waiter came over at asked “what would you like to destroy your credibility tonight?” we might think twice before ordering. Unfortunately, they say, “what would you like to drink?”
To determine the true effectiveness of a leader don’t look at the leader, look at the people they lead. That’s where you’ll discover all you need to know.
Don Dea's insight:
To receive high “marks” as a leader they must have helped at least one of their people become a leader. No matter what else a leader has accomplished they have not completely succeeded as a leader unless they have built more leaders. Their leadership should run downhill to those they lead. They must transfer part of themselves into and onto their people to help them grow as leaders.
Every organization needs both managers and leaders. Sometimes those two very different skill sets can belong to the same person. It should however never be assumed that because someone is a skilled manager that they are or will become a skilled leader.
It should also never be assumed that because someone is a highly skilled and respected leader that they are automatically a skilled manager.
Here’s why I believe that it is so important to understand that there is clear difference between these two skills sets: when both skill sets are not present within an organization then the growth of the organization is limited.
Good organizations understand the difference between managing and leading. Growing organizations will not sacrifice one for the other. Great organizations work strategically to build both.
The benefits of the Internet of things (IoT), including wearable devices, outweigh the risks they pose to enterprise, according to a new study, but consumer interest in wearable devices will create complications in the workplace. The survey results appear in the "ISACA 2014 IT Risk/Reward Barometer" report. Most IT professionals who responded to the survey said that bring-your-own-device (BYOD) policies are not ready to incorporate bring-your-own-wearable (BYOW). "While they acknowledge that such devices have the potential to add value, they are worried about how to manage and cover them effectively," the report states. That's understandable, as consumers (including employees), although concerned about recent prominent data breaches, have declined to change personal identification numbers (PINs) or passwords. This will become burdensome to IT departments as employees bring their wearables to work. The ISACA report, an annual global indicator of trust in information, polls thousands of business and IT professionals and consumers worldwide. This year's study, conducted online in September, 2014, polled 1,646 ISACA members from 110 countries. ISACA, which has 115,000 constituents in 180 countries, helps business and IT leaders build trust in, and value from, information and information systems.
What we should be doing is figuring out how to assimilate ourselves into their ways of thinking. Not just because they represent our largest employee base, but also because their way of thinking on so many things is right.
I know in my own leadership career, I’ve learned a lot from leading Millennials. Which means I’ve had to part ways with some long-entrenched management beliefs that were simply wrong and were killing work culture.
Don Dea's insight:
It’s not just about the Millennials…it’s about creating the right work culture…one that Boomers and Gen-Xers should have been demanding all along.
Facebook has managed to seize the most mobile moments with 13% of total minutes, followed by Google at 12%. (Forrester notes that Google's actual share is likely higher owning to its ownership of the leading Android operating system.) Apple and Amazon each hold 3%, Yahoo owns 2%, and Microsoft and eBay have 1% apiece.
At the same time, Forrester maintains that individual category leaders such as LinkedIn, Snapchat, and Twitter can continue to flourish operating autonomously. Collectively, category leaders own 24% of mobile, plus they hold an advantage over platforms in the quality of their specialized customer data.
“Players that are strong in a single category may be even more valuable partners because they lack the dominance of the mobile power players and can deliver unique audiences,” Ask writes.” eBay offers the largest person-to-person marketplace; Twitter has broad reach as a global platform for public conversation; Pandora leads in the fragmented music category; and Yelp offers a great example of how to build an ecosystem.”
The platforms will dominate smaller players, Forrester says, with the wealth of their contextual data that lets them to generate and act on insights much faster. This will be of significant value as mobile behavior is divvied up by “micro” or “glanceable” moments, such as a check of a smartwatch, a brief look at a text, or indicators on thermostats or toothbrushes.
Forrester cautions that, due to the newness of the marketplace and the fickleness of consumers, the current cast of mobile mavens is subject to change. The report points to the quick demise of Facebook's Poke service, which quickly rose to number one in the Apple Store after its December 2012 launch. “Within a few days, Snapchat—a very similar service—had pulled ahead and never looked back,” Ask writes.
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