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Technology has revolutionised the teaching and learning experience.
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1. Banks' mobile and online banking features are more important than ever to your overall banking experience.
2. Banks' networks of branches will probably decline.
3. Mobile wallets aren't ready to take off . . . yet.
4. The next big thing is putting it all together.
5. Prepaid cards are going to give banks a run for their money.
The digital revolution will impact every business sector.
Officials in London are planning to make a serious upgrade to the street lighting system in Westminster over the next four years. The borough has committed to spending £3.25 million to replace...
Here are four very powerful videos from the Digital Media and Learning Research Hub that are guaranteed to make you think hard about learning, teaching, and schooling. You can watch them all in less than half an hour.
Asking the right questions is always the most important. Thinking about learning taking into account the student experience is a great idea!
The size penalty.; (RT @jorgebarba: Inertia Is Essential For Companies That Want To Disrupt An Industry http://t.co/6BZjnA8m via @tbi_warroom - #innovation...)...
Video Historic Microsoft photo of Paul Allen and Bill Gates. (Photo credit: Wikipedia) In January 1975, Bill Gates saw a headline in Popular Electronics for a hobby kit that would change his life. It announced "Project Breakthrough!
One man. One computer. Ten million students. Our $1.3 trillion school system is ripe for revolution.
During Hurricane Sandy, social media both delivered and distorted the story.
Because while you were carefully planning your business strategy, hundreds — if not thousands — of individuals and competitors have been exploiting technology to make themselves better, stronger, and faster than you.
We call these people digital disruptors. And they’re coming right for you.
No matter what industry you are in, you are their target. Where you could once dismiss digital disruption as the sole province of the music or other media industries where it destroyed billions in value, digital disruption has now expanded. These disruptors employ technologies — and the platforms they enable — to build better products than you can, establish a stronger customer relationship than you have, and deliver it all to market faster than you ever thought possible.
Oh, and it doesn’t cost anywhere close to six million dollars for them to get started. I offer Lose It! as one of many case studies worth considering. Targeting the weight loss and fitness business — one of the most analog industries on the planet — Lose It! is disrupting the more than $40 billion Americans spend on weight loss each year. It’s a costly industry to enter — think of Jenny Craig’s marketing budget alone, then add its hundreds of physical locations, prepared meals, and all the infrastructure to support the entire enterprise. So while franchises like The Biggest Loser have succeeded in entering this business recently, they have done so at great cost.
Meanwhile, a single app that helps dieters keep track of the calories they consume on their smartphones has gone from 0 to 7 million downloads in just a few years. FitNow, the company behind the app, pulled this off with four employees, establishing an unheard of customer-per-employee metric of 1.75 million.
This is digital disruption at its finest: better, stronger, faster. The app got to market quickly, partly because as a digital disruptor, FitNow could afford to launch something that didn’t try to solve all the problems in the weight-loss world. As Charles Teague, CEO, told me recently, “Let’s not pretend that we know the endgame here. Let’s do the least amount of features to know if it will work. Then improve it if people use it.” And improve it they have, adding fitness tracking and more recently a robust social community of like-minded dieters.
Because it sounds so easy, a CEO I shared this with asked me why, if digital is so quick and dirty, his company’s website redesign was over time and over budget. I told him it was precisely because he staffed up his business under assumptions about design and functionality that were true in 2005 but are no longer the case. Digital disruption has even disrupted the digital businesses that preceded them.
Innovation Economy Starbucks tests wireless way to charge phonesBoston GlobeIn this section : Business. Innovation Economy. Starbucks tests wireless way to charge phones. By Scott Kirsner. | Globe Correspondent.
According to a new report, one-third of the Australian economy faces major digital disruption in the near future and companies face watching 50% of their business perish if they don't adapt to the digital changes quickly and ...
What happens when the industry shift you’re trying to affect is both huge and marginal at once? At LevelUp, we’ve been hard at work trying to crack the code on the shift to mobile payments--one that the mass consumer market has not adopted yet.
Finextra News: Payments innovation across the globe (Payments innovation across the globe.Video at http://t.co/jRQwkPEY...)...
The exiting Wired editor in chief explains why the maker revolution is becoming the new industrial revolution.
Wired's long-time editor in chief, Chris Anderson, announced on Friday that he was leaving the magazine to become CEO of his DIY-drone company, 3D Robotics. This move comes a month after the release of his latest book, Makers: The New Industrial Revolution. In an interview last week (and a brief follow-up after Friday's announcement), Anderson talked with me about today's biggest revolution in how and where we actually make things. If the last few decades have been about big digital forces — the Internet, social media — he notes that the future will be about applying all of that in the real world. "Wondrous as the Web is," he writes, "it doesn’t compare to the real world. Not in economic size (online commerce is less than 10 percent of all sales) and not in its place in our lives. The digital revolution has been largely limited to screens." But, he adds, the salient fact remains that "we live in homes, drive in cars, and work in offices." And it is that physical part of the economy that is undergoing the biggest and most fundamental change.
Chaque semaine, un Suédois lambda tweete pour le compte de son pays.
Exemple d'innovation en matière de communication touristique ! Intéressant, à lire. Extrait.
"En tant que suédophile par mariage, j’applaudis à cette initiative visant à partager avec le monde entier la gentillesse, le bon esprit et l’odieuse manie de mâcher du tabac du Suédois de la rue. En tant que responsable d’un média social, je suis curieux d’apprendre si ou non cette opération possède un potentiel de succès sur le long terme."
Lonely Planet had to quickly adapt to a digital world to stay relevant as a publisher of travel guides.
The internet has changed the world, boosted the economic fortunes of many and disrupted entire industries. And it has done so despite an interconnection model that's built on verbal agreements with no contracts and no money changing hands.
The mammoth retailer finds that its efforts to upend the traditional publishing model have unintended consequences.
Far from a bubble, we're watching a new generation of tech start-ups realize the Web's original potential, says Marc Andreessen.
Why is this happening now?
Six decades into the computer revolution, four decades since the invention of the microprocessor, and two decades into the rise of the modern Internet, all of the technology required to transform industries through software finally works and can be widely delivered at global scale.
Over two billion people now use the broadband Internet, up from perhaps 50 million a decade ago, when I was at Netscape, the company I co-founded. In the next 10 years, I expect at least five billion people worldwide to own smartphones, giving every individual with such a phone instant access to the full power of the Internet, every moment of every day.
On the back end, software programming tools and Internet-based services make it easy to launch new global software-powered start-ups in many industries—without the need to invest in new infrastructure and train new employees. In 2000, when my partner Ben Horowitz was CEO of the first cloud computing company, Loudcloud, the cost of a customer running a basic Internet application was approximately $150,000 a month. Running that same application today in Amazon's cloud costs about $1,500 a month.
With lower start-up costs and a vastly expanded market for online services, the result is a global economy that for the first time will be fully digitally wired—the dream of every cyber-visionary of the early 1990s, finally delivered, a full generation later.
Perhaps the single most dramatic example of this phenomenon of software eating a traditional business is the suicide of Borders and corresponding rise of Amazon. In 2001, Borders agreed to hand over its online business to Amazon under the theory that online book sales were non-strategic and unimportant.
Today, the world's largest bookseller, Amazon, is a software company—its core capability is its amazing software engine for selling virtually everything online, no retail stores necessary. On top of that, while Borders was thrashing in the throes of impending bankruptcy, Amazon rearranged its web site to promote its Kindle digital books over physical books for the first time. Now even the books themselves are software.
Today's largest video service by number of subscribers is a software company: Netflix. How Netflix eviscerated Blockbuster is an old story, but now other traditional entertainment providers are facing the same threat. Comcast, Time Warner and others are responding by transforming themselves into software companies with efforts such as TV Everywhere, which liberates content from the physical cable and connects it to smartphones and tablets.
Today's dominant music companies are software companies, too: Apple's iTunes, Spotify and Pandora. Traditional record labels increasingly exist only to provide those software companies with content. Industry revenue from digital channels totaled $4.6 billion in 2010, growing to 29% of total revenue from 2% in 2004.
Today's fastest growing entertainment companies are videogame makers—again, software—with the industry growing to $60 billion from $30 billion five years ago. And the fastest growing major videogame company is Zynga (maker of games including FarmVille), which delivers its games entirely online. Zynga's first-quarter revenues grew to $235 million this year, more than double revenues from a year earlier. Rovio, maker of Angry Birds, is expected to clear $100 million in revenue this year (the company was nearly bankrupt when it debuted the popular game on the iPhone in late 2009). Meanwhile, traditional videogame powerhouses like Electronic Arts and Nintendo have seen revenues stagnate and fall.
The best new movie production company in many decades, Pixar, was a software company. Disney—Disney!—had to buy Pixar, a software company, to remain relevant in animated movies.
Photography, of course, was eaten by software long ago. It's virtually impossible to buy a mobile phone that doesn't include a software-powered camera, and photos are uploaded automatically to the Internet for permanent archiving and global sharing. Companies like Shutterfly, Snapfish and Flickr have stepped into Kodak's place.
Today's largest direct marketing platform is a software company—Google. Now it's been joined by Groupon, Living Social, Foursquare and others, which are using software to eat the retail marketing industry. Groupon generated over $700 million in revenue in 2010, after being in business for only two years.
Today's fastest growing telecom company is Skype, a software company that was just bought by Microsoft for $8.5 billion. CenturyLink, the third largest telecom company in the U.S., with a $20 billion market cap, had 15 million access lines at the end of June 30—declining at an annual rate of about 7%. Excluding the revenue from its Qwest acquisition, CenturyLink's revenue from these legacy services declined by more than 11%. Meanwhile, the two biggest telecom companies, AT&T and Verizon, have survived by transforming themselves into software companies, partnering with Apple and other smartphone makers.
LinkedIn is today's fastest growing recruiting company. For the first time ever, on LinkedIn, employees can maintain their own resumes for recruiters to search in real time—giving LinkedIn the opportunity to eat the lucrative $400 billion recruiting industry.
Software is also eating much of the value chain of industries that are widely viewed as primarily existing in the physical world. In today's cars, software runs the engines, controls safety features, entertains passengers, guides drivers to destinations and connects each car to mobile, satellite and GPS networks. The days when a car aficionado could repair his or her own car are long past, due primarily to the high software content. The trend toward hybrid and electric vehicles will only accelerate the software shift—electric cars are completely computer controlled. And the creation of software-powered driverless cars is already under way at Google and the major car companies.
Today's leading real-world retailer, Wal-Mart, uses software to power its logistics and distribution capabilities, which it has used to crush its competition. Likewise for FedEx, which is best thought of as a software network that happens to have trucks, planes and distribution hubs attached. And the success or failure of airlines today and in the future hinges on their ability to price tickets and optimize routes and yields correctly—with software.
Oil and gas companies were early innovators in supercomputing and data visualization and analysis, which are crucial to today's oil and gas exploration efforts. Agriculture is increasingly powered by software as well, including satellite analysis of soils linked to per-acre seed selection software algorithms.
The financial services industry has been visibly transformed by software over the last 30 years. Practically every financial transaction, from someone buying a cup of coffee to someone trading a trillion dollars of credit default derivatives, is done in software. And many of the leading innovators in financial services are software companies, such as Square, which allows anyone to accept credit card payments with a mobile phone, and PayPal, which generated more than $1 billion in revenue in the second quarter of this year, up 31% over the previous year.
Health care and education, in my view, are next up for fundamental software-based transformation. My venture capital firm is backing aggressive start-ups in both of these gigantic and critical industries. We believe both of these industries, which historically have been highly resistant to entrepreneurial change, are primed for tipping by great new software-centric entrepreneurs.
Even national defense is increasingly software-based. The modern combat soldier is embedded in a web of software that provides intelligence, communications, logistics and weapons guidance. Software-powered drones launch airstrikes without putting human pilots at risk. Intelligence agencies do large-scale data mining with software to uncover and track potential terrorist plots.
A bit long as all the content is here to bypass the WSJ paywall.
Very interesting viewpoint from a digital pioneer that highlights how profound the enterprise changes are with digital.
You have heard the word disruption; you know what that is. And you have heard the word digital. You know what that is, too. But put them together – digital disruption – and they add up to much more than the mere sum of their parts.
Three sources of digital power – the prevalence of free tools and services that enable disruptors to rapidly build products and services, the rise of digital platforms that are easily exploited by aspiring competitors from all directions, and the burgeoning class of digital consumers ready to accept new services – have combined to unleash a disruptive force that will completely alter every business on the planet. Digital disruption isn’t disruption squared. It’s the disruption of disruption itself.
Most people I meet think they get digital disruption. And a survey of global executives we conducted shows that 89% of executives believe that digital will disrupt their industry. But they don’t realize just how big a deal disruption will be when it finally hits them.
I have been writing and speaking about digital disruption for years – full time for more than a year now – and it still manages to surprise me. In the month of October, I’ll keynote several Forrester Forums and there confess that digital disruption is even more powerful than I thought it was when I wrote the original Disruptor’s Handbook in 2011. What have I learned?
Digital disruption is already remaking even industries that have no digital products. Think you have some time to wait because apps aren’t relevant to you? I have interviewed C-level executives at companies from industries as diverse as the pharmaceutical industry and the construction supplies business. These particularly smart leaders report to me that they already see digital disruption opportunities, and they happily report that they are already deep into exploiting them.
Digital will disrupt your product, but only if you let it disrupt your process. I’ve met with CIOs and even outsourcing managers and they all agree: Your company’s product experience can only be as digital as your company’s process enables. And that’s a problem, because just 39% of executives we surveyed believe that their companies have the policies and practices necessary to adapt to digital.
Digital disruption depends on free tools, and more free tools are coming. Microsoft, Apple, Google, Amazon, Facebook – this is just the easy list of companies I can recite that have introduced free tool after free tool. Want to become an Amazon merchant? Sign up in 5 minutes and pay nothing. Want to develop experiences that use the Kinect for Xbox 360? The Software Development Kit is free. There is such a thing as a free lunch, and in fact, the lunch buffet is getting bigger, while the entry price to grab a plate and join the feast is not rising.
comScore: "Tablets are Poised to Disrupt The Way We Engage With The Digital World"Daily Disruption“Tablets are one of the most rapidly adopted consumer technologies in history and are poised to fundamentally disrupt the way people engage with the ...