Presentata al Mobile World Congress di Barcellona la prima bottiglia intelligente: integra nell’etichetta dei sensori stampati che sfruttano la tecnologia Near Field Communication e permettono le comunicazioni con produttore e consumatore. Secondo Idc, il mercato dell’IoT entro cinque anni varrà settemila miliardi di dollari.
How do consumers access, buy and use their favorite products and services? The answer to that seemingly simple question is changing. While individuals have traditionally often seen ownership as the most desirable way to have access to products, increasing numbers of consumers are paying to temporarily access or share products and services rather than buy or own them. This so-called “sharing economy” is growing rapidly. While estimates for the current size of the nascent market vary, PricewaterhouseCoopers has estimated that by 2025, five main sectors of the sharing economy could represent $335 billion in revenue worldwide
Summary Everybody’s talking Digital Transformation! The term is very definitely being hyped by some, and is in danger of becoming as diluted in meaning as the “cloud” term as it becomes a catch all for almost anything associated with our new connected, social media oriented world using emergent technology. However, we believe it’s an important …
You may not yet be familiar with the term, but you are very likely already experiencing wirearchy to some degree. Jon Husband created the term over ten years ago and defined wirearchy as: “a dynamic two-way flow of power and authority, based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology”.
...conducendo un’indagine su oltre 22.000 manager e professionisti provenienti da 100 Paesi, ha scoperto come le ore più produttive della giornata siano per molti al mattino presto. Una particolarità emersa dallo studio riguarda il fatto che, complice la crescente integrazione tra vita privata e attività professionale, circa due quinti di manager, professionisti e impiegati (45% a livello globale) raggiungono la massima produttività e riescono a gestire una considerevole parte del lavoro sì al mattino presto, ma spesso lontano dall’ufficio tradizionale, prima dell’assalto di email e telefonate che interrompono il flusso del lavoro e la concentrazione.
Explores how digitization is transforming everything from the flow of goods, services, and talent to the auto industry to China’s corporations. Also examines ongoing gender-equality efforts around the world, as well as the four essential behaviors of successful leaders.
63 per cent of CEOs agree that talent shortage is a threat to their organisation’s growth prospects. Add the death of the ‘job for life’ and the battle for talent post-recession to the mix, and it is clear that businesses should be thinking more innovatively than ever about talent management strategies. This report explores the new role of the chief talent officer, how to capitalize on talent mapping and analytics, attracting and retaining the best talent, and how better leadership is the key to employee productivity
There is no shortage of stories about companies that create amazing innovations with digital technology. By using mobile devices, social media, analytics and the cloud, savvy companies are transforming the way they do business. Most of the stories feature companies that are small and young or that operate in industries such as music or high tech, where digital technology has already radically shifted the business landscape. For larger companies in more traditional industries, it’s easy to think that digital transformation can wait and that a follower strategy is a safer route than trying to be a pioneer. That kind of thinking, while tempting, is wrong.
Microsoft has its Build 2015 software application development conference almost within its sights now -- as such, its programmer portals are currently gleaming like a new START button. In related data centric news, the firm is this week announcing enhanced Microsoft data services for Hadoop alongside some related machine learning technologies.
Digitization is upending many core tenets of competition among industries by lowering the cost of entering markets and providing high-speed passing lanes to scale up enterprises. At the extreme are hyperscale businesses that are pushing the new rules of digitization so radically that they are challenging conventional management intuition about scale and complexity. These businesses have users, customers, devices, or interactions numbered in the hundreds of millions, billions, or more. Billions of interactions and data points, in turn, mean that events with only a one-in-a-million probability are happening many times a day.
In turbulent business landscapes with rapidly changing technological platforms, many organizations are trying to accelerate product introduction cycles by prioritizing project delivery. However, many projects have two characteristics that make optimal delivery times elusive: First, the projects themselves tend to involve uncertainty (for example, they develop a new product function whose feasibility has not yet been established); and second, the workers have information about the status of their project tasks that is not observable to anyone but themselves, which many don’t share.
An effective strategy for creating change requires several elements, but one of the most important is to convince people to alter their attitudes—to move from rejection to openness, at least, or embrace, at best. If you can create change in people’s attitudes, it’s much easier to change their behavior... What one manager did at Google is a good example.
Booz Allen Hamilton is deploying a new social intranet and digital workplace in an effort to meet future technology demand by staffer, Computerworld reported Monday.
Tracy Mayor writes Kevin Winter, vice president and chief information officer at Booz Allen, has commissioned a three-tiered approach comprising an IT operations group, a strategic innovation group and a team of younger employees to roll out the virtual workplace.
The industrial internet of things (IIoT) is an exciting outcome of the digital revolution that is changing the way we live and work. Many organisations already focus on how to benefit from it, but extracting maximum value requires a big data approach.
The IIoT is defined by Accenture as “a universe of intelligent industrial products, processes and services that communicate with each other and with people over a global network”. This connected web is becoming increasingly ubiquitous across a wide range of industries, from oil and gas, utilities and transportation through to the medical field.
Who works for your organization?Employees probably come to mind first, but usually there are also contractors, contingent or seasonal workers, some consultants, agencies that you outsource to, partner organizations or even whole service departments like payroll that are outsourced.All of these people contribute to what you do and represent a spectrum of relationships. But often our digital workplaces fail to reflect these nuances, instead reducing it to a black or white, “inside the firewa Topic: Social Business.
Technology is what drives the digital workplace and yet for many business executives, the IT department is being seen as less and less relevant.
“On the whole, executives’ current perceptions of IT performance are decidedly negative,” a McKinsey survey published in February 2015 states. “Beyond providing basic services and managing infrastructure, just one-third or less of respondents say their IT functions are very or extremely effective at a wide range of tasks.” According to the survey, “The results also indicate fading confidence in IT’s ability to support key business activities, such as driving growth. In the 2012 survey on business and technology, 57 percent of executives said IT facilitated their companies’ ability to enter new markets. Now only 35 percent say IT facilitates market entry.”
In Silicon Valley the tight correlation between personal interactions, performance, and innovation is an article of faith, and innovators are building cathedrals reflecting this. Google’s new campus is designed to maximize chance encounters. Facebook will soon put several thousand of its employees into a single mile-long room. Yahoo notoriously revoked mobile work privileges because, as the chief of human resources explained, “some of the best decisions and insights come from hallway and cafeteria discussions.” And Samsung recently unveiled plans for a new U.S. headquarters, designed in stark contrast to its traditionally hierarchical culture. Vast outdoor areas sandwiched between floors will lure workers into public spaces, where Samsung’s executives hope that engineers and salespeople will actually mingle. “The most creative ideas aren’t going to come while sitting in front of your monitor,” says Scott Birnbaum, a vice president of Samsung Semiconductor. The new building “is really designed to spark not just collaboration but that innovation you see when people collide.”
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