"...The best case I can cite for this argument is Procter & Gamble, which has institutionalized data visualization as a primary tool of management. Working with visual analytics software vendor Tibco Spotfire, P&G has put visual displays of key information on desktops — over 50,000 P&G employees now have access to a "Decision Cockpit"..."
Wearables are taking over. Whether it’s the Jawbone Up or an Apple iWatch, gadgets that live on our bodies will give rise to a level of data about ourselves and our environments that we’ve never had before.
"In nearly all industries, the expertise needed to differentiate a company and win in the marketplace is much more complex than it was in the past. If a company wants to be better than anyone else, at something relevant to its customers, its specialists must be more efficient, technically proficient, and creative than ever before..."
...How is progress reflected in a modern company? What does a 21st century company look like? Or maybe we should start thinking about what a 22nd century company would look like. (22nd century indeed: somebody born in 2012 will only be 88 years old in 2100. If Ray Kurzweil’s predictions are realized, it will be a piece of cake by then.)...
In big companies, management teams focus on achieving the right level of vertical integration. The pendulum has swung from Henry Ford's buying ships and railroads—and even a rubber plantation in Brazil to ensure his supply of tires—to Boeing's radical outsourcing of Dreamliner components, and more recently, back to greater ownership of upstream and downstream assets by companies as different as Pepsi and Oracle..
Printed plastics? So 2011. And high-end printers have been working with metals and ceramics for some time. But now, the 3-D printing community is toying with a material more natural in origin: printed wood.
"Suppose you want to design the best company on earth to work for. What would it be like? For three years we’ve been investigating this question by asking hundreds of executives in surveys and in seminars all over the world to describe their ideal organization. This mission arose from our research into the relationship between authenticity and effective leadership. Simply put, people will not follow a leader they feel is inauthentic. But the executives we questioned made it clear that to be authentic, they needed to work for an authentic organization..."
"...instead of purely reacting to this different breed of customer, companies need to evolve their business, philosophy, and infrastructure to create customer experiences around very specific moments of truth.
Thinking of this as a decision journey gives marketers a better way to in turn make decisions around resource allocation, marketing spend and overall significance in each moment..."
"The global manufacturing sector is on the threshold of a dynamic new phase that will provide renewed opportunity for manufacturing firms — and a host of new challenges. Incumbents who can rise to the challenge — and upstarts who may find lower barriers to entry — could do very well, indeed..."
"The OECD economies may be sluggish; America may or may not hurtle over fiscal cliffs; and BRICs may not be growing quite as fast as their champions hoped. But adversity (almost) always creates economic opportunity. Digital media continue to be springboards for global innovation and enterprise. North America's fracking fever has proviked experts (who once feared the world had passedHubbert's Peak) to predict the US will soon be a net energy exporter. Human ingenuity — increasingly augmented by technical amplifiers — remains the most remarkable renewable resource.
So here are four innovation ideas — themes, really — sure to gain significantly greater mind- and market-share over the coming year. What do they all have in common? Individual empowerment..."
Manufacturing the future: The next era of global growth and innovation, a major report from the McKinsey Global Institute, presents a clear view of how manufacturing contributes to the global economy today and how it will probably evolve over the coming decade. Our findings include the following points: » Manufacturing’s role is changing... » Manufacturing is not monolithic... » Manufacturing is entering a dynamic new phase...
"Yes, it’s already that transitional time when our current year ends and another begins, and today and tomorrow are quickly changing hands. Rather than look back at significant trends of the past 366 days (2012 was a leap year, remember?), we asked a wide variety of technologists, designers, and strategists across frog’s studios around the world to take a look into the future. The near future, that is. “Near” in that 2013 is not only upon us, but also very “near” that these technologies are highly feasible, commercially viable, and are bubbling up to the surface of the global zeitgeist. We believe you’ll be hearing a lot more about these trends within the next 12 months, and possibly be experiencing them in some form, too.
Here’s our second annual list of Tech Trend predictions for the coming year. There are 20 individual forecasts and, new for 2013, we’ve also related each prediction to larger waves in business, culture, and innovation. Click on any trend to jump to its description below..."
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