• Теги
    • избранные теги
    • Компании817
      • Показать ещё
      Страны / Регионы424
      • Показать ещё
      Разное455
      • Показать ещё
      Международные организации44
      • Показать ещё
      Формат43
      Издания40
      • Показать ещё
      Показатели85
      • Показать ещё
      Люди107
      • Показать ещё
      Сферы1
23 февраля, 08:04

Китай оцифрованный

В конце 2016 года в Пекине заявили, что Китай вышел на второе место в мире по уровню и масштабам развития так называемой цифровой экономки. В частности, в ноябре в Китае состоялся Форум по вопросам цифровой экономики в рамках Третьей Всемирной конференции по управлению Интернетом. Как заявил на форуме директор Государственной канцелярии по делам интернет-информации Жэнь Сюйлинь, масштабы цифровой экономики Китая в 2015 году оценивались в 18,6 трлн. юаней (примерно 2,7 трлн долларов США, или почти 14% ВВП КНР). Оценка достаточно условная, так как устоявшихся и надёжных методик расчёта величины сектора цифровой экономики не существует. До сих пор нет даже внятного определения цифровой экономики. В узком смысле под этим понимаются разработка и производство информационно-компьютерных технологий (ИКТ). Сюда входит большая часть того, что принято называть «хайтек» (компании высоких технологий). Конкретно к ИКТ относится разработка и тиражирование компьютерной техники (как «железа», так и программного обеспечения), мобильной связи, Интернета, иных средств коммуникации.

22 февраля, 06:45

Китай оцифрованный

В конце 2016 года в Пекине заявили, что Китай вышел на второе место в мире по уровню и масштабам развития так называемой цифровой экономки. В частности, в ноябре в Китае состоялся Форум по вопросам цифровой экономики в рамках Третьей Всемирной конференции по управлению Интернетом. Как заявил на форуме директор Государственной канцелярии по делам интернет-информации Жэнь Сюйлинь, масштабы цифровой экономики Китая в 2015 году...

16 февраля, 00:21

До 2023 года России не грозит рост более 2% // Мониторинг / прогнозы

Очередной выпуск "Комментариев о государстве и бизнесе" Института развития Высшей школы экономики содержит обновленный консенсус-прогноз до 2023 года, сделанный в феврале 2017 года на основе оценок 25 российских и западных институтов. Среди них Альфа-банк, The Boston Consulting Group, Центр макроэкономических исследований Сбербанка, ЦМАКП, Экономическая экспертная группа, Economist Intelligence Unit, ИНП РАН, ИЭП им. Егора Гайдара и др.

14 февраля, 10:53

Boston Consulting Group Video: Piloting Autonomous Vehicles to Drive the City of the Future

The World Economic Forum, in collaboration with The Boston Consulting Group, has partnered with the City of Boston to explore a shared vision for the City of the Future including autonomous vehicles. Together with NuTonomy, the City is piloting the use of autonomous vehicles on its streets and rethinking the future of urban mobility. Video produced by The Boston Consulting Group.

14 февраля, 10:53

Boston Consulting Group Video: Mobility Revolution in the City of Boston

The World Economic Forum, in collaboration with The Boston Consulting Group, has partnered with the City of Boston to explore a shared vision for the City of the Future including autonomous vehicles. As part of this cooperation, we developed a traffic simulation for part of Downtown Boston assessing the societal impact of new mobility models including autonomous cars. Video produced by The Boston Consulting Group.

Выбор редакции
13 февраля, 16:00

10 Monday AM Reads

I want to say something very clearly: Our powers to do morning train reads are beyond question: • Hedge Funds: Down but Not Out (BCG Perspectives) • 39 Book Recommendations From Billionaire Charlie Munger that Will Make you Smarter (Medium) • How to Prepare for a Bear Market (Bloomberg View) • Facebook Live Is the Right Wing’s New Fox News: How… Read More The post 10 Monday AM Reads appeared first on The Big Picture.

13 февраля, 09:01

Доктор едет, едет. Uber для врачей

Как бывшие финансовые консультанты создали сервис для вызова врачей на дом

08 февраля, 18:14

Microsoft первой в мире защитит клиентов облачного сервиса от "патентных троллей"

Microsoft Corp. в среду расширила защиту пользователей облачного сервиса Azure от патентных исков и, как утверждают эксперты, первой на рынке пообещала клиентам защиту от "патентного троллинга", что, вероятно, позволит ей упрочить положение в сегменте облачных технологий.

03 февраля, 20:44

Remarks by President Trump in Strategy and Policy Forum

State Dining Room 10:16 A.M. EST THE PRESIDENT:  Well, thank you, everybody, for being here this morning.  This is a really world-class group and I want to thank and congratulate Steve.  You have done, as usual, an amazing job.  Steve called me up the day after the election -- it might have even been the same night, Jamie, to be honest with you.  You know Steve -- (inaudible) -- in fact, I think maybe one minute.  And he said, I'd like to put together a group of world-class leaders and that's what he's done.  So good job, Steve.   A couple of things happened this morning -- 227,000 jobs, great spirit in the country right now.  So we're very happy about that.  I think that it's going to continue big league.  We're bringing back jobs, we're bringing down your taxes.  We're getting rid of your regulations.  And I think it's going to be some really very exciting times ahead.  We're going to be doing -- we're doing it, we're going to be coming up with a tax bill soon, a health care bill even sooner.  And it's really working out.   Toby from the Cleveland Clinic has been helping us a lot with the veterans, and we appreciate that, Toby.  You've been amazing.  And I and all of our friends, we really appreciate it.  One of the things that I heard this morning in watching the news was that, amazingly, it's never happened before, that politics has become a much bigger subject than the Super Bowl -- this is usually Super Bowl territory.  And I have to say that politics is more interesting to people.  So that's good.   I see we have Larry here -- where is Larry Fink?  Larry did a great job for me.  He managed a lot of my money, and, I have to tell you, he got me great returns last year.  (Laughter.)  And then they go crazy -- they'll meet very smart people that made money, why don't you let other people to run the economy?  I said, no, we have to get the right people.  And the people that voted for me understand that, and that's what they want. So when I campaigned for office, I promised the American people that I'd ask for our country's best and brightest, and we have that.  Wilbur is representing us as secretary.  I tell you, you're going to be so great -- Secretary of Commerce, Wilbur Ross.  In fact, Carl Icahn got called up, and he goes, I hear you got Wilbur.  Everybody calls him Wilbur.  I've never heard him called -- what, we just know him as Wilbur, right?  We've got the great Jack Welch, the legendary Jack Welch.  We appreciate him. We're looking forward in a little while, and we have coming in a few moments, to discuss all of the things that you think we can do to bring back our jobs, to get taxes even lower than what they'll be cutting them.  We have a great plan, but I want to have your input on the plan in particular and to do what we have to do in terms of regulation.  We have some of the bankers here.  There’s nobody better to tell me about Dodd-Frank than Jamie, so you’re going to tell me about it.  But we expect to be cutting a lot out of Dodd-Frank, because, frankly, I have so many people, friends of mine that have nice businesses that can’t borrow money, they just can’t get any money because the banks just won’t let them borrow because of the rules and regulations in Dodd-Frank.  So we’ll be talking about that, Jamie, in terms of the banking industry. And with that, I just want to introduce somebody I’ve known for a long time.  He’s done a fantastic job, and we’re thinking of have these meetings -- I think we’ll start maybe on a monthly basis.  It will go to a quarterly basis, because all of a sudden monthly basis sounds like a lot. But we really want your input.  We have the biggest, the brightest in the world.  They’re in this country, in this case.  We also have a manufacturing group which is worldwide, where we have, as you know, great companies representing.  But these are the biggest and the best minds in this country, and I really appreciate you being here.   And I want to thank Steve.  And Steve is going to say a few words. MR. SCHWARZMAN:  Sure.  Well, I’d like to just start out and thank everybody for being here.  The purpose of this group isn’t for general discussion, which is okay.  But the real purpose is to get things done, to advise the government as to areas where we can do things a lot better as a country, for all Americans, and de-bottleneck some things. We have a full agenda, unlike a lot of other meetings that happen of this general type.  We’re going to cover some of the immigration things.  We’re going to cover regulatory, I believe.  We’re going to cover tax and trade, women in the workplace, infrastructure and education.  And in each of those areas we'll get suggestions, ways to make things happen, happen faster to improve the country. And anybody can say anything else they want.  But it’s really important that we mobilize the non-governmental sector, and also, importantly, that we do it on a bipartisan basis.  Apparently, a first in Washington for a (inaudible) Washington.  And everybody on the group was selected because they’re terrific, because they have domain expertise, because they want the country to do better.  And we had no criteria -- we have all kinds of different people from different backgrounds and different political persuasions.  And if we can make things work right, that’s the way the country is supposed to work. And so it’s a big sacrifice for the people who are here to spend the time.  Everybody is busy.  That’s America.  So to puts those things aside to focus on this, not just for me, but there’s prep work that goes into any successful meeting -- means these people who attended have taken the time to care about their country. And so that’s the spirit in which we’re approaching things.  I want to thank everybody on the committee here.  You're terrific.   THE PRESIDENT:  Thank you very much.  We're going to go around the room, but before we do that I just want to say that so many people I call friends of mine in big business, and they wanted to be in the committee.  And I call Steve and I say, Steve, can we get so-and-so?  No.  (Laughter.)  I said, what do you mean no?  (Laughter.)  It’s a big business, massive business -- you know, public companies.  And every once in a while I’d call him -- Steve, how about this one?  I don’t -- he’s a corporate raider, these people don’t want to be sitting with corporate raiders.  (Laughter.)  Five raiders that wanted to come.  But he’s been very, very selective.  And we’ll be putting a couple of more (inaudible).  He’s been very selective.   I thought we might go around the room -- Mary and I met last week, we had a fantastic meeting on the auto industry.  We had Ford there, we had a lot of companies.  We had some great companies -- Fiat-Chrysler, Sergio.  And I will tell you, I learned a lot about the automobile business.  I thought I knew a lot, but they are being so stymied, so restricted with regulation and so many other reasons, and they’re pouring back into the country already.   If you look at Mark, who was telling us what they’re doing with Ford, and Bill Ford, too.  A lot of jobs are going to be coming back into Ohio and Michigan and Pennsylvania, and all of the places that really have been hurt so badly. So maybe we can start with Mary.  We’ll just go around the room real fast so that everybody -- pretty much everybody knows each other, but it would be nice to see. MS. BARRA:  Mary Barra, Chairman and CEO of General Motors. MR. MCMILLON:  Doug McMillon, Walmart. MR. FINK:  Larry Fink, BlackRock. MR. LESSER:  Rich Lesser, Boston Consulting Group. MR. MCNERNEY:  Jim McNerney, the old Boeing guy.  (Laughter.)  MR. ATKINS:  Paul Atkins, Patomak Global Partners. MR. WARSH:  Kevin Warsh, Stanford University. MR. MUSK:  Elon Musk, Tesla and SpaceX. MR. COSGROVE:  Toby Cosgrove, Cleveland Clinic. MR. DIMON:  Jamie Dimon, JPMorgan Chase. MR. YERGIN:  Dan Yergin, IHS Markit. MR. WELCH:  Jack Welch, retired.  (Laughter.)   MR. WEINBERGER:  Mark Weinberger -- someday, maybe, I hope –- (laughter) -- but EY. MR. OGUNLESI:  Adebayo Ogunlesi, Global Infrastructure Partners. MS. ROMETTY:  Ginni Rometty, IBM. MS. NOOYI:  Indra Nooyi, PepsiCo. MS. SCHWARZMAN:  Steve Schwarzman from Blackstone. THE PRESIDENT:  Okay.  Thank you very much.  Thank you, folks.  Thank you, press.   END  10:24 A.M. EST

Выбор редакции
29 января, 20:30

Internet Of Things Market To Reach $267B By 2020

BCG predicts that by 2020, €250B ($267B) will be spent on IoT technologies, products, and services. The greatest two sources of revenue growth in the IoT market will be from services and IoT applications investment. Key takeaways from BCG’s latest IoT market research are listed below:

29 января, 09:05

Just 2 Of Trump's 19 CEO Advisers Publicly Condemn Order Targeting Muslims

There are nearly 20 chief executives and prominent business leaders signed up to advise President Donald Trump. But only Tesla CEO Elon Musk and Uber CEO Travis Kalanick have so far had the gumption to speak out against the president’s executive order blocking refugees and citizens of seven Muslim-majority countries from entering the U.S. The order, issued Friday, sparked protests at airports across the nation. By Saturday, a federal judge in Brooklyn had temporarily blocked parts of it. Chief executives of large corporations are nearly universal in their support for increased immigration. It’s hard to imagine that any CEO on Trump’s advisory panel supports a ban on travelers from Muslim-majority countries in principle. But Trump’s power and the allure of the presidency are apparently enough to cow the corporate chiefs into staying silent on matters of law and fundamental American values. Musk and Kalanick may have been emboldened by fellow Silicon Valley CEOs, including Facebook’s Mark Zuckerberg, who were blasting Trump’s ban. Immigration is particularly important in the tech sector, which often looks outside the country to hire talent. “The blanket entry ban on citizens from certain primarily Muslim countries is not the best way to address the country’s challenges,” Musk tweeted Saturday night, using the sort of mild language that counts for aggressive in the corporate world. Just days earlier, The New York Times reported that Musk and Trump having a “budding bromance.” The blanket entry ban on citizens from certain primarily Muslim countries is not the best way to address the country’s challenges— Elon Musk (@elonmusk) January 29, 2017 Tesla employs a small number of people potentially affected by the ban. But the company does not believe any employees are being detained, a source familiar with the company told HuffPost. Tesla’s HR and legal teams are working with the employees who may be affected, the source said. Kalanick, who’s faced criticism for his role advising Trump, offered a more detailed response. In an email to Uber employees with the subject line “Standing up for what’s right,” the chief executive said he plans to raise the issue with Trump at the advisory board’s first meeting on Friday. “While every government has their own immigration controls,” Kalanick wrote in the note, which he also posted to Facebook, “allowing people from all around the world to come here and make America their home has largely been the U.S.’s policy since its founding.” Kalanick said the order would have far-reaching effects at his ride-sharing company. A dozen or so Uber employees are legal residents but not naturalized citizens, and they may not be able to get back to the U.S. if they travel abroad. And thousands of drivers, who are not technically employed by Uber, may not be able to get back in the country for 90 days. “That means they will not be able to earn a living and support their families—and of course they will be separated from their loved ones during that time,” he wrote. The CEO said Uber would compensate these drivers “pro bono” over the next three months to help them, with more details to come.  A doctor at Cleveland Clinic, whose CEO is also on Trump’s board, said she was forced to leave the country hours after landing in New York on Saturday because she holds a passport from Sudan. In an email to employees, JPMorgan’s operating committee ― which includes Chairman and CEO Jamie Dimon, who sits on Trump’s CEO advisory panel ― said it was committed to the company’s employees and lauded the strength of diversity, but did not criticize the ban in any way. In another internal message provided to The Huffington Post, the human resources leader at IBM said the company’s “first priority” was to identify and communicate with employees who were directly affected by the executive order. The memo also said the company would ensure that employees with “affected families” received the help they needed. General Motors said Sunday it is still assessing the impact of the order. A spokesperson from Boston Consulting Group, whose CEO Rich Lesser is on the council, told HuffPost that he is serving in that role as an individual, not as a representative of the consulting firm. Other companies whose CEOs are serving on Trump’s advisory council, including Disney, Walmart, General Electric and Blackstone, did not immediately respond to requests for comment. Consulting firm Ernst & Young declined to comment on Trump’s policies when asked earlier this week. Meanwhile, a virtual who’s who of tech CEOs ― those not on Trump’s advisory board ― came out swinging on Saturday against the ban.  Apple CEO Tim Cook told his employees that the company had already reached out to the White House to explain how bad this order is for employees, according to an internal email obtained by HuffPost.  “There are employees at Apple who are directly affected by yesterday’s immigration order. Our HR, Legal and Security teams are in contact with them, and Apple will do everything we can to support them,” Cook wrote. Earlier this week, Cook reportedly had dinner with Trump adviser (and son-in-law) Jared Kushner and his wife, Ivanka Trump. “Apple would not exist without immigration, let alone thrive and innovate the way we do,” Cook wrote in his note. Steve Jobs, the founder of Apple, was the son of a Syrian immigrant. Syria is one of the countries targeted by Trump’s travel ban. Other tech CEOs spoke out against the order on various social media platforms. Netflix CEO Reed Hastings posted a Facebook message that said, “Trump’s actions are hurting Netflix employees around the world, and are so un-American it pains us all.” “Worse,” he added, “these actions will make America less safe (through hatred and loss of allies) rather than more safe.” Twitter CEO Jack Dorsey, who was snubbed from a recent meeting between Trump and other tech bigwigs, tweeted his disapproval Saturday night.  The Executive Order's humanitarian and economic impact is real and upsetting. We benefit from what refugees and immigrants bring to the U.S. https://t.co/HdwVGzIECt— jack (@jack) January 28, 2017 Microsoft CEO Satya Nadella, who was born in India, offered up a more personal criticism in a post on LinkedIn. “As an immigrant and as a CEO, I’ve both experienced and seen the positive impact that immigration has on our company, for the country, and for the world,” he wrote. At least 76 Microsoft employees have visas from the six countries listed in the ban, Microsoft President and Chief Legal Officer Brad Smith wrote in an email to employees. The company is advocating against the policy. Amazon CEO Jeff Bezos hasn’t commented, but in an email sent to employees on Saturday, the company’s head of human resources offered workers information on how to handle the new immigration policies, while also affirming its commitment to diversity. “From the very beginning, Amazon has been committed to equal rights, tolerance and diversity—and we always will be,” HR Vice President Beth Galetti wrote. “We’ve worked hard to attract talented people from all over the world, and we believe this is one of the things that makes Amazon great—a diverse workforce helps us build better products for customers.” Also on Saturday, Google recalled staff to the U.S. because of the Trump order. CEO Sundar Pichai, also born in India, slammed the administration’s move in an email obtained by Bloomberg. This article has been updated with a comment from General Motors, information on a Cleveland Clinic doctor, and internal messages from IBM and JPMorgan. Sign up for the HuffPost Must Reads newsletter. Each Sunday, we will bring you the best original reporting, long form writing and breaking news from The Huffington Post and around the web, plus behind-the-scenes looks at how it’s all made. Click here to sign up! -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

29 января, 09:05

Just 2 Of Trump's 19 CEO Advisers Publicly Condemn Order Targeting Muslims

There are nearly 20 chief executives and prominent business leaders signed up to advise President Donald Trump. But only Tesla CEO Elon Musk and Uber CEO Travis Kalanick have so far had the gumption to speak out against the president’s executive order blocking refugees and citizens of seven Muslim-majority countries from entering the U.S. The order, issued Friday, sparked protests at airports across the nation. By Saturday, a federal judge in Brooklyn had temporarily blocked parts of it. Chief executives of large corporations are nearly universal in their support for increased immigration. It’s hard to imagine that any CEO on Trump’s advisory panel supports a ban on travelers from Muslim-majority countries in principle. But Trump’s power and the allure of the presidency are apparently enough to cower the corporate chiefs into staying silent on matters of law and fundamental American values. Musk and Kalanick may have been emboldened by fellow Silicon Valley CEOs, including Facebook’s Mark Zuckerberg, who were blasting Trump’s ban. Immigration is particularly important in the tech sector, which often looks outside the country to hire talent. “The blanket entry ban on citizens from certain primarily Muslim countries is not the best way to address the country’s challenges,” Musk tweeted Saturday night, using the sort of mild language that counts for aggressive in the corporate world. Just days earlier, The New York Times reported that Musk and Trump having a “budding bromance.” The blanket entry ban on citizens from certain primarily Muslim countries is not the best way to address the country’s challenges— Elon Musk (@elonmusk) January 29, 2017 Tesla employs a small number of people potentially affected by the ban. But the company does not believe any employees are being detained, a source familiar with the company told HuffPost. Tesla’s HR and legal teams are working with the employees who may be affected, the source said. Kalanick, who’s faced criticism for his role advising Trump, offered a more detailed response. In an email to Uber employees with the subject line “Standing up for what’s right,” the chief executive said he plans to raise the issue with Trump at the advisory board’s first meeting on Friday. “While every government has their own immigration controls,” Kalanick wrote in the note, which he also posted to Facebook, “allowing people from all around the world to come here and make America their home has largely been the U.S.’s policy since its founding.” Kalanick said the order would have far-reaching effects at his ride-sharing company. A dozen or so Uber employees are legal residents but not naturalized citizens, and they may not be able to get back to the U.S. if they travel abroad. And thousands of drivers, who are not technically employed by Uber, may not be able to get back in the country for 90 days. “That means they will not be able to earn a living and support their families—and of course they will be separated from their loved ones during that time,” he wrote. The CEO said Uber would compensate these drivers “pro bono” over the next three months to help them, with more details to come.  A doctor at Cleveland Clinic, whose CEO is also on Trump’s board, said she was forced to leave the country hours after landing in New York on Saturday because she holds a passport from Sudan. Other companies whose CEOs are serving on Trump’s advisory council, including J.P. Morgan, Disney, Walmart, IBM, General Electric and Blackstone, did not immediately respond to requests for comment. Consulting firm Ernst & Young declined to comment on Trump’s policies when asked earlier this week. General Motors said Sunday it is still assessing the impact of the order. And a spokesperson from Boston Consulting Group, whose CEO Rich Lesser is on the council, told HuffPost that he is serving in that role as an individual, not as a representative of the consulting firm. Meanwhile, a virtual who’s who of tech CEOs ― those not on Trump’s advisory board ― came out swinging on Saturday against the ban.  Apple CEO Tim Cook told his employees that the company had already reached out to the White House to explain how bad this order is for employees, according to an internal email obtained by HuffPost.  “There are employees at Apple who are directly affected by yesterday’s immigration order. Our HR, Legal and Security teams are in contact with them, and Apple will do everything we can to support them,” Cook wrote. Earlier this week, Cook reportedly had dinner with Trump adviser (and son-in-law) Jared Kushner and his wife, Ivanka Trump. “Apple would not exist without immigration, let alone thrive and innovate the way we do,” Cook wrote in his note. Steve Jobs, the founder of Apple, was the son of a Syrian immigrant. Syria is one of the countries targeted by Trump’s travel ban. Other tech CEOs spoke out against the order on various social media platforms. Netflix CEO Reed Hastings posted a Facebook message that said, “Trump’s actions are hurting Netflix employees around the world, and are so un-American it pains us all.” “Worse,” he added, “these actions will make America less safe (through hatred and loss of allies) rather than more safe.” Twitter CEO Jack Dorsey, who was snubbed from a recent meeting between Trump and other tech bigwigs, tweeted his disapproval Saturday night.  The Executive Order's humanitarian and economic impact is real and upsetting. We benefit from what refugees and immigrants bring to the U.S. https://t.co/HdwVGzIECt— jack (@jack) January 28, 2017 Microsoft CEO Satya Nadella, who was born in India, offered up a more personal criticism in a post on LinkedIn. “As an immigrant and as a CEO, I’ve both experienced and seen the positive impact that immigration has on our company, for the country, and for the world,” he wrote. At least 76 Microsoft employees have visas from the six countries listed in the ban, Microsoft President and Chief Legal Officer Brad Smith wrote in an email to employees. The company is advocating against the policy. Amazon CEO Jeff Bezos hasn’t commented, but in an email sent to employees on Saturday, the company’s head of human resources offered workers information on how to handle the new immigration policies, while also affirming its commitment to diversity. “From the very beginning, Amazon has been committed to equal rights, tolerance and diversity—and we always will be,” HR Vice President Beth Galetti wrote. “We’ve worked hard to attract talented people from all over the world, and we believe this is one of the things that makes Amazon great—a diverse workforce helps us build better products for customers.” Also on Saturday, Google recalled staff to the U.S. because of the Trump order. CEO Sundar Pichai, also born in India, slammed the administration’s move in an email obtained by Bloomberg. This article has been updated with a comment from General Motors and information on a Cleveland Clinic doctor.  Sign up for the HuffPost Must Reads newsletter. Each Sunday, we will bring you the best original reporting, long form writing and breaking news from The Huffington Post and around the web, plus behind-the-scenes looks at how it’s all made. Click here to sign up! -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

28 января, 00:11

Trust: The New Currency In The Digital Age

Why trust? Building trust may be the decisive factor for success in business management in the future, in HR as well as in sales. Trust constructs are shifting from personal/in person relationships to digital connections and, this alone, is creating a new dynamic environment which may inspire insecurity, fear and suspicion from many. 47% of executives that were interviewed by Forbes believed that by 2020 the digital will have an impact on more than half of their sales. As the importance of the digital economy grows, so does the need for trust building with both employees and/or customers. Therefore, one of the key current challenges in the social sciences is to re-think how the rapid progress of technology has impacted constructs such as trust. This is specifically true for information technology that dramatically alters the nature of relationships within any social system or construct.(Luhmann, N. (2005) Risk: a sociological theory.) Business is one such social construct. The impact of digitalization affects both the macro view of social systems and how these systems impact each other, and the micro view of individual actions. Micro: How do we create trusting environments in the new economy? Companies like Philz which aim to bring nurturing and care to their customer experience as part of their product are increasingly successful. CEO, Jacob Jaber, stated at the Recode event in Nov. of last year that their HR department hires people who are nurturers, in other words those who are fulfilled by taking care of others. "A welcoming atmosphere is part of the Philz experience". This will inevitably creates a trusting atmosphere with the consumer, who intuitively acknowledges a "warm and fuzzy" sense and who projects that unto their coffee experience. Philz is not the only one to use building a trusting and open environment into its business strategy: Salesforce is also managed with a similar attitude. Marc Benioff, Salesforce CEO, stated at the Recode conference on work, that he advocates personally for the happiness and well being of Salesforce's employees, customers and friends-"looking out for everyone". He calls them the "Ohana" and points out that this is part of their business strategy: "We are shifting from the shareholder to the stakeholder... I advocate for all my stakeholders." Both companies have successfully built a currency of trust with their employees and their consumers. Some inescapable business trust facts: -High trust companies have about 50% less turnover than their industry peers -Workers who trust their colleagues are 31% more likely to love their jobs. (WorkHuman Research Institute at Globoforce) The environment that builds trust in this way can also be called connective or compassionate. What is compassion? According to Greater Good Science Center: The Science of a Meaningful Life, compassion is defined 'as the feeling that arises when you are confronted with another's suffering and feel motivated to relieve suffering'. Research has shown that we are indeed biologically wired for compassion. Studies confirm that when we feel compassion, our heart rate slows down, we secrete the hormone oxytocin, and regions of the brain linked to empathy, caregiving, and feelings of pleasure light up, which can result in our wanting to engage and care for other people. Which would bring us back to the currency of trust to foster engaging customer relations built on authentic connection and creating an atmosphere of innovation and momentum for employees. Another plus point: this is actually a truly healthy environment that could reduce any number of stress symptoms and stress based diseases. Macro: On the macro level things are changing as well. The work paradigm in general has shifted. According to MBO Partners (MBO is itself more than 90% employee-owned and facilitates business for the self-employed): "in the last five years, the number of independent workers in the US has risen 12%". A fact that impacts all of us in one form or another. We travel by Lyft or Ueber, we stay in other people's houses with Airbnb, we order services through Thumbtack and so on. The numbers are still growing and this trend is strongly based on, again, digitalization. We communicate the products through platforms, platforms offer private services. Anyone can join and sell. Anyone can buy and anyone can voice their opinion on social media. Anyone will be listened to. Building trust is imperative in this climate. We can see a macro reflection of broken trust in today's politics. See the popular votes of Brexit in the UK and Trump in the United States that reflect a lack of trust in government and the existing system by the masses. It seems that trust in the political institutions has been rattled. The results are staggering and show that more than ever, for business, whether it is with employees or with customers, building and maintaining trust is key. While the old model of influence revolves around concepts about Elites. Their privileged information access, the Elite's own interests as well as whether they are in turn connected to the masses. In the digital age everything has changed, research has shown that peer to peer influence is most powerful, the distrust in the general populace is growing and culminating in dissatisfaction and urgency. The democratization and digitalization of information is at the forefront of the news. In some cases it actually is the news or the source of the news. Changing trust models can change a whole entire economic, political and social environment. Doing business in this shifting milieu actually requires companies to build on trust. Maybe this explains the success of Philz coffee, the avant-guarde strategy of Salesforce or the rise of Cisco under its past CEO, now Chairman, John Chambers. Monica Worline (Executive Director of the CompassionLab) in an interview with Nir Eyal (author of Hooked: How to Build Habit-Forming Products), speaks about great leaders who inspire trust: she points to John Chambers at Cisco Systems, saying that he was an interesting leader in technology because he actually believed that you could build a compassionate system. "He gave Cisco a mandate--anywhere in the world, if something difficult happened to an employee, he wanted to know about it within 48 hours. The organization became compassionate because people were much more aware of all the suffering that happens at work." Chambers earned the The Best Performing CEOs in the World award by the Harvard Business Review in October 2014 and the Edison Achievement Award 2016. Needless to say that Cisco had a very successful run under his leadership. Company structure: What are company structures that could help in building the Trust currency? Rather than a "hierarchy" it is a kind of organization that Boston Consulting Group's Philip Evans has called a "hyperarchy," which he defined as a "large-scale, self-organizing community that sets free unusually high degrees of energy and engagement-despite the lack of a clear or direct economic payoff for participants." This is indeed a possibility for creating a competitive advantage in the digital age that is fluid and dynamic enough to adapt to the many changes, yet strong enough in its social and psychological tenants of Trust. Don Peppers, futurist, authority on customer experience management issues agrees: "If you take the right approach to self-organization, it will mean de-emphasizing monetary compensation, and concentrating more and more on the intrinsic motivators that are far more persuasive for most folks who no longer punch a clock. Not that money doesn't matter, but it is not nearly as important as most managers assume. And a self-organizing corporate culture will create value much more efficiently, with much less angst." Fear: And yes, Angst at work unnecessarily prevails- as a matter of fact it is a condition which bears its own name: Ergophobia is the deep and persistent fear of work. The other names for this phobia are Ergasiophobia, or 'work aversion'. Ergophobia is recognized to be part of social anxiety disorder. Where distrust reigns according to Liz Ryan of Bloomberg Businessweek so does fear and therefore most probably Ergophobia, which then relates to higher absences from work, more stress and physical illness: "Would this be your knife in my back? When your employees have to stop and ask themselves, "Is it safe to tell Marybeth my idea?" you have a fear problem in your organization. Workplaces where people steal one another's intellectual capital are places where trust is subordinate to fear (if trust exists at all). If your business is one where backstabbers thrive, ditto. In a healthier shop, people would be comfortable rising up in protest against a backstabbing colleague, and the paradigm "I win when you lose" would be quickly nipped in the bud." Conclusion: Building trust is key. Creating a compassionate and safe atmosphere is where the competitive advantages lie. Whether on the micro or macro levels, leading in this type of environment requires acting in ways that provide clear reasons to decide to trust. There is no returning to the days when organizations expected--and received--unconditional loyalty from employees or from customers. As Nan S Russell writer for Psychology today declares: "The reality is that trust does come with risk, but not giving trust does, too. For those who want the dividends trust brings -- from greater profitability, collaboration, and customer service to higher engagement, productivity, dialogue, innovation, and sustainability, the workplaces, schools, and communities of the future applaud you, need you, and are waiting for you." The CEO of TMobile, John Legere, understands and uses the Trust currency in the following ways: "First of all, I usually reach right out and engage with thousands of complaints, and if they come in big piles, then I shift over and go on Periscope or Facebook Live. Social media, it's fun and it's a game, but everything you need is sitting there, it's right there. The second thing is, I have a number I use to listen to both sides of customer-service calls. And all you need to hear is that people are calling in, and they're telling you exactly what they want to have." With employees: "When I go to retail stores, I jokingly tell the employees that everybody between me and them is the enemy. In effect, what I mean is that in my paramilitary hierarchy, if I can hear them and they can hear me, everything will be fine. All we need to do is make sure the entire company understands that it's their job to pass information between us. And so far so good."He has turned TMobile around with his customer and employee centric strategy into an expanding and successful company. Make the engagement strong whether with employees or customers and build a strong base from which to expand further, grow in innovative ways and keep the stakeholders coming back for more. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

Выбор редакции
27 января, 09:48

A $500 bn pot of gold: How Boston Consulting and Google pushed Modi to end the era of cash

from Norbert Häring Boston Consulting Group (BCG), the omnipresent US-consulting company, and Google, the global data miner, issued a joint report in July 2016 on the “$500 bn Pot of Gold”, which is the Indian digital payment market. Even though the authors deny it, the report gives much reason to suspect that the authors knew that […]

24 января, 10:26

Китай уже не то золотое дно // Рост рынка «люкс» замедляется

Новое исследование рынков класса «люкс», проведенное The Boston Consulting Group (BCG) совместно с Bernstein, говорит о том, что в мировых центрах роскоши — Нью-Йорке, Лондоне и Париже — сохранится высокая концентрация магазинов такого класса. Однако люксовым брендам необходимо срочно проанализировать эффективность существующих сетевых магазинов в свете высокой результативности электронной торговли, особенно в странах Азии. Российский рынок розничной торговли в этом сегменте стабилизировался, рост в целом замедлился.

Выбор редакции
22 января, 02:33

Strong Innovators Mine Big Data: Insights From BCG's 50 Most Innovative Companies, 2016

BCG’s 11th Annual Survey underscores how the world’s most innovative companies have learned how to create entirely new business models faster than competitors, translating that speed into global scale. Two new entrants to BCG’s annual list, Uber and Airbnb, exemplify this trend.

19 января, 10:25

Пищевая 3D-печать и поверхность с подсказками: как будет выглядеть кухня будущего

Обозреватель vc.ru выяснил, какими технологиями будут оснащены кухни в будущем. Среди главных тенденций — переход к частичной или полной автоматизации техники, её взаимодействие с персональными устройствами человека и внедрение дополнительных инструментов повседневной жизни в кухню.

19 января, 01:46

Secret Productivity Killer: Too Many Rules in the Workplace

What would the world be like without rules and regulations? We'd experience chaos on the roadways, anarchy in our schools, a criminal justice system run amok. In short, we'd stop functioning as a society. In the workplace, management puts rules in place to keep the organization running efficiently. These rules may concern such issues as work hours, attire, personal computer usage, lunch breaks, employee behavior, and organizational processes and procedures. Rules help ensure work is completed correctly and diligently while providing guidelines for equitable treatment of employees. But if a company imposes too many rules, employees often feel stifled--and even undervalued. The result? Reduced morale and motivation that, over time, can kill productivity across the organization--the exact opposite effect management hopes to achieve. Is it time to review your employee rulebook? First, consider the consequences of enacting too many--or the wrong type--of rules in the workplace. Poor Employee Engagement Employees feel engaged when you put their opinions, talents, and ideas to real use. Corporate rules that employees consider unnecessary may thwart that feeling of engagement. Employees may feel their employer doesn't trust them to use their best judgment, which can lead to a sense of frustration and powerlessness. They may feel less inclined to do the job, knowing their unique ideas and viewpoints won't be valued. Stifling rules risk driving your best, most creative employees away. Lack of Efficiency Want to slow a project down? Add a bunch of rules and paperwork to gum up the process. In a recent Ted Talk, Yves Morieux, director of The Boston Consulting Group's Institute for Organization, warned against an overabundance of rules, processes, and metrics that keep organizations from getting things done. "If you think about it, we pay more attention to knowing who to blame in case we fail, than to creating the conditions to succeed," he told his audience. In many cases, overemphasis on rules and processes creates added paperwork and leads to time-consuming meetings that add nothing to the organization's ability to get things done. "This is what is killing productivity--what makes people suffer at work," observed Morieux. Less Collaboration--and Less Fun According to Harrison Barnes, founder and CEO of The Employment Research Institute, rules tend to isolate us, and in many ways, this is true. People who are bogged down by rules are less likely to feel empowered, to innovate, and to collaborate. When someone else decides everything for you--how you do your work, when you take your breaks, when or even how you interact with your co-workers and supervisors--you don't feel like you have actual ownership of your job. This makes the workplace less fun and fulfilling. Employees become so concerned about running afoul of the rules that they stop practicing creative collaboration--which is how some of the best ideas are born. Without opportunities to exercise creativity, employee happiness suffers dramatically. The joy employees might otherwise experience from interacting with their co-workers is dampened by worries of "getting in trouble" with their higher-ups. Encourage your employees to "cut loose" on occasion, and you'll see that the affinity they develop for their co-workers translates into greater productivity and enhanced collaboration. Loss of Business A rigidity about rules can actually "leak out" into a company's interactions with customers, which can be detrimental to the bottom line. Paul LaRue, author of the book "Leadership Lift," tells an interesting story on his blog about an indoor trampoline park that had implemented a variety of rules to ensure a safe experience for its customers. While customer safety is paramount in any high-risk sport, the company took rule enforcement to an extreme, losing sight of the reason for the park's existence: so that families could have fun. After disgruntled customers had spoken out--first with letters and emails, and then by finding alternative entertainment--management realized the mistake. The company emailed its customers to apologize for the overreach and vowed to keep the park safe while shifting the focus back to family fun. In this case, it took a loss of revenue to drive home the point: Rules are in place for a reason but need to change if they become unreasonable. Time-Consuming Processes and Procedures HR experts say that an overabundance of regulations can interfere with the effective running of an organization, as well as the harmonious relationship between employer and employees. Rules that run contrary to common sense and efficiency are likely to be broken, meaning the organization will waste time attempting to gain compliance and administering consequences when the rules are broken. There's an old saying: "It's easier to ask forgiveness than permission." But both can be time-consuming and counterproductive to your organization's mission. The Rule for Making the Right Rules The key is to strike a delicate balance--have enough rules to create a civilized workplace but not so many that your employees view the work environment as bordering on tyranny. Take time to revisit your rules, policies, and procedures. If they serve a valid purpose, keep them. Eliminate or modify any rules you see as harmful to employee engagement and productivity to create a better outcome for your staff and your organization. Photo Credit: ggfamilylawyers Flickr via Compfight cc -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

18 января, 12:00

«Давайте построим город на Байкале»: российский предприниматель о сложностях российского туризма

Владимир Николаев, владелец компании «211», занимающейся организацией мероприятий на Байкале, рассказал обозревателю vc.ru, каков денежный оборот отрасли туризма в мире, и чтПоследние два года я думал над строительством собственного туристического комплекса — гостиница, SPA, банный комплекс, ресторан... «Ну построю я лучший объект на Байкале, и что? Сколько я смогу обслужить клиентов? Максимум 500-700 в год, из которых, в лучшем случае, снова приедут на Байкал — 5%». Это место будет как бриллиант среди навоза, да и не окупится никогда. Прискорбно говорить, но в России сегодня нет ни одного места, правильно организованного с точки зрения туризма, а с точки зрения заработка — тем более.о нужно сделать, чтобы Россия имела в нём достойную долю.

18 января, 10:01

Как Nike обогнал по инновациям SpaceX, Intel и Dell

Компания спортивной одежды производит кроссовки будущего и выпускает «умные» гаджеты

24 июля 2015, 23:36

В глобальный рейтинг-2015 самых доходных компаний не вошла ни одна российская

В глобальный рейтинг-2015 компаний, обеспечивающих своим акционерам максимальный доход, впервые с 2010 г. не вошла ни одна компания из России. Рейтинг составляет Boston Consulting Group (BCG) ежегодно на основе средневзвешенного совокупного дохода акционеров (total shareholder return – TSR) за предыдущие пять лет, т. е. рейтинг-2015 основан на усредненном показателе за 2010–2014 гг. Кроме основного рейтинга BCG составляет такие же топ-10 по отраслям, а также отдельный рейтинг для компаний с наибольшей капитализацией (от $50 млрд). Подробнее читайте на нашем сайте www.oilru.com