Governing organizations includes governing agents. Vada argues that it is possible to design for a desired emergent outcome, where agents interpret predefined memes that influence how they perceive and process themselves, their surroundings and the tasks at hand. Different sets of predefined memes are created as tools and cognitive templates that form and process subjective thoughts, communications and actions, both individually and collectively.
"Big data”—the explosion of quantifiable information, much of it generated by people’s behavior on the Internet and social media—has captured the imagination of companies, academics, and the business press. Executives are rightfully intrigued by the idea of drawing conclusions about their customers’ buying propensities from details of their activity: who they’re connected to, what they like. This promise is born partly of the fact that the data for Internet-based analytics is already being gathered on computers, there to be sorted, filtered, and modeled.
Now that IBM has sunk its teeth into the big data market, it wants companies to start using its technology correctly in order to get the most out of their raw information. The vendor’s latestinfographic outlines 12 best practices that users should take into account in order to realize this goal.
Why the best innovation strategies are rooted in the art of subtraction.
In the pursuit of innovation, leaders are often faced with three critical decisions: what to follow versus what to ignore, what to leave in versus what to leave out, and what to do versus what not to do !
A good story can make or break a presentation, article, or conversation. But why is that? When Buffer co-founder Leo Widrich started to market his product through stories instead of benefits and bullet points, sign-ups went through the roof.
1) Embrace the Swarm. As power flows away from the center, the competitive advantage belongs to those who learn how to embrace decentralized points of control.
2) Increasing Returns. As the number of connections between people and things add up, the consequences of those connections multiply out even faster, so that initial successes aren't self-limiting, but self-feeding.
3) Plentitude, Not Scarcity. As manufacturing techniques perfect the art of making copies plentiful, value is carried by abundance, rather than scarcity, inverting traditional business propositions.
4) Follow the Free. As resource scarcity gives way to abundance, generosity begets wealth. Following the free rehearses the inevitable fall of prices, and takes advantage of the only true scarcity: human attention.
5) Feed the Web First. As networks entangle all commerce, a firm's primary focus shifts from maximizing the firm's value to maximizing the network's value. Unless the net survives, the firm perishes.
6) Let Go at the Top. As innovation accelerates, abandoning the highly successful in order to escape from its eventual obsolescence becomes the most difficult and yet most essential task.
7) From Places to Spaces. As physical proximity (place) is replaced by multiple interactions with anything, anytime, anywhere (space), the opportunities for intermediaries, middlemen, and mid-size niches expand greatly.
8) No Harmony, All Flux. As turbulence and instability become the norm in business, the most effective survival stance is a constant but highly selective disruption that we call innovation.
9) Relationship Tech. As the soft trumps the hard, the most powerful technologies are those that enhance, amplify, extend, augment, distill, recall, expand, and develop soft relationships of all types.
10) Opportunities Before Efficiencies. As fortunes are made by training machines to be ever more efficient, there is yet far greater wealth to be had by unleashing the inefficient discovery and creation of new opportunities.
Global Action Networks (GANs) are a specific type of network. These are a new, innovative network that are addressing critical global issues like climate change, poverty, health, education, and human security.
They do this by integrating seven characteristics. GANs are:
Global and multi-level…local, regional, global
Entrepreneurial action learners…developing new tools, processes and relationships
Public goods producers…producing for public benefit
Diversity-embracing…collaborating across sectoral (business-government-civil society), linguistic, ethnic, north-south and other boundaries
Interorganizational networks…individuals have a role, but organizations are the key participants; neither hierarchy nor markets provide the principles, values or capacity
Systemic change agents…working on transformation, reform, and scaling up
Voluntary leaders…participants make commitments to push the boundaries of enhancing environmental, social and economic outcomes
Throughout the recent years we have seen an uptake in a new group of SMB’s – the “Progressive SMB,” organizations that are increasingly encroaching on the territory of their larger competitors. But what makes a SMB progressive?
"Brain Power: From Neurons to Networks is a 10-minute film and an accompanying TED Book. Based on new research on how to best nurture children’s brains from Harvard University’s Center on the Developing Child and University of Washington’s I-LABS, the film explores the parallels between a child’s brain development and the development of the global brain of Internet, offering insights into the best ways to shape both. The film and TEDBook launched at the California Academy of Sciences on November 8, 2012." http://bit.ly/QCcAnn
Social collaboration is becoming increasingly important within organisations and it’s easy to see why. Research outlined in this infographic demonstrates how collaborative software can significantly improve team efficiency.