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05 декабря, 19:38

Takeaways from Fortune Businesspersons of 2016

"Real business success is not only surplus that you've created for your own core constituency but the broader surplus. After all, what is capitalism? Being able to get productivity gains that actually help the broader economy in society." Microsoft CEO Satya Nadella (in Fortune) (Photo: Mark Zuckerberg family, credit: Mark Zuckerberg Facebook page) Fortune magazine's 2016 edition of its annual Businessperson(s) of the Year present an interesting portrait of leadership in 2016. Fortune's list was developed based on their own analysis of 12-36 month's profits, revenues and stock performance, return on capital and debt, and "the intangibles: Is the CEO influencing business? Taking bold, visionary steps?" Facebook Founder and CEO Mark Zuckerburg is #1, Amazon Founder and CEO Jeff Bezos is #2, Ulta CEO Mary Dillon is #3 and Alphabet (Google parent) Co-Founder CEO Larry Page is #4 and Microsoft CEO Satya Nadella is #5. Their list of "star executives" has, in their view, "wildly varying styles and approaches." They also have similarities in that reflect superior leadership in 2016 - reinforced in my interviews on Green Connections Radio™ with top-level leaders: 1. "Think for the ages while knowing when to go deep": That's how one of Zuckerberg's former lieutenants, Mike Vernal, described the Facebook leader. It's taking a "very, very long view," such as over eras of "Civilization" (MZ's "favorite video game," according to Vernal), while also "plotting their next move." 2. Hire for talent - and listen to them: Hire people who know more than you do, who you can be inspired by. 3. Collaborate: Leverage this talented team as an "ecosystem," including brainstorming new ideas with them in a way that births better new ideas and solutions. Don't underestimate people when collaborating or negotiating either. 4. Consistent messaging matters - especially from the top: Words and actions matter, and people are watching and listening, especially during times of uncertainty, change and stress. If you don't do public speaking well, get coaching and just do it. Practice, practice, practice. (Photo: Oscar Munoz return to CEO job, credit: United.com) 5. Be generous: Profitability, while necessary, is not only measured in dollars and stock prices. Generosity with customers, employees and your community is hugely important. Mary Barra gave generous settlements and offers to GM car buyers during the various recalls and emergence from bankruptcy, United's Oscar Munoz negotiated surprisingly generous packages with their unions ("happy employees make happy customers"), Facebook instituted four months of parental leave (Zuckerberg took two when his daughter was born), and then there are the donations to non-profits and to help kids in developing countries gain the skills they need to succeed in the 21st century. 6. Pivot: Read the market and your stakeholders, and turn crisis into opportunity. Many companies are doing this vis á vis climate change mitigation and energy efficiency, for example, whether being pressured by activist investors or not. They experience the extreme weather events and read the science and know that their first priority is to protect their business operations from predictable, potentially harmful externalities. Companies like Seventh Generation, also featured in this Fortune edition, are making a nice profit being green too; it was reportedly just acquired by Unilever for $600-$700 million in cash. 7. Be humble, contemplative: Whether it's hiring people better than you, or practicing a quieter-than-normal leadership style, or taking the time to listen to customers and employees directly, humility, sharing the credit and taking time to just think alone seem to be a trend among these leaders. Ross CEO Barbara Rentler wouldn't even provide Fortune with a photo for the Fortune article. 8. Make deals: Mary Dillon has become known for her deal-making skills, and United's Oscar Munoz made deals with the airline's unions that were out of sync with industry practice at the time, which improved morale and performance (and on the heels of his heart transplant is even more impressive). Free works too, like Didi Chuxing CEO Cheng Wie did to gain marketshare over Uber in China (Uber eventually gave up the war and sold its China unit to Didi). 9. Manage every minute: Sure, these CEOs have a coterie of folks to do things for them, which perhaps makes their time management a lot easier, but they do have much greater non-stop demands on their time too. Yet, they all assiduously guard their time, deliberately choosing how to spend every minute. 10. Innovate, from the inside out: An innovative culture goes without saying in 2016, but what struck me was how much these leaders were innovating internally as well as externally. As I noted in this list, these CEOs broke the patterns of their predecessors -- in negotiation, style or approach -- or made unconventional hires, and in doing so show us to be brave internally, as well as in terms of developing cool products or launching in new markets. 11. Take care of yourself: Sleep, exercise, quiet time, family time, healthy eating....they all affect your thinking, stamina and performance, as well as your happiness. Just ask United's Munoz post-heart transplant, or Mark Zuckerberg now that he's a dad. If you need convincing, read Arianna Huffington's new books Thrive or The Sleep Revolution for the science behind what happens to your brain and your body when you're sleep- and nutrition-deprived. And.... (Photo: Mary Barra, GM CEO, credit: Jefrey Sauger for GM gm.com) 12. Promote women and minorities: Once again, this list of 50 is predominately white male, which reflects the Fortune 500-level CEOs...still. The list includes five women, 11 Asians, two Hispanics and no African Americans. The rest are white men. Don't tell me you can't find qualified women - call me, I have "binders of women." Hats off to all the women behind the scenes who helped make these CEOs successful, including Facebook's COO Sheryl Sandberg. What trends do you see in high performing leaders today? Tell us on Twitter @joanmichelson or on our Facebook page -- 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.

26 ноября, 15:00

10 Weekend Reads

The weekend is here! Pour yourself a mug of cold brew coffee, grab a seat by the fire, and get ready for our longer form weekend reads: • Jack Bogle: “We’re in the Middle of a Revolution” (BloombergMarkets) • The Unexpected Management Genius of Facebook’s Mark Zuckerberg (Fortune) • Our Driverless Future (New York Review of Books) see also Welcome to Larry Page’s Secret… Read More The post 10 Weekend Reads appeared first on The Big Picture.

14 ноября, 16:27

Искусственный интеллект. Часть вторая: вымирание или бессмертие?

Перед вами вторая часть статьи из серии «Подождите, как это все может быть реальностью, почему до сих пор об этом не говорят на каждом углу». В предыдущей серии стало известно, что к людям планеты Земля постепенно подкрадывается взрыв интеллекта, он пытается развиться из узконаправленного до общечеловеческого интеллекта и, наконец, искусственного сверхинтеллекта. Первая часть статьи началась довольно невинно. Мы обсудили узконаправленный искусственный интеллект (УИИ, который специализируется на решении одной конкретной задачи вроде определения маршрутов или игры в шахматы), в нашем мире его много. Затем проанализировали, почему так сложно вырастить из УИИ общенаправленный искусственный интеллект (ОИИ, или ИИ, который по интеллектуальным возможностям может сравниться с человеком в решении любой задачи). Мы пришли к выводу, что экспоненциальные темпы технического прогресса намекают на то, что ОИИ может появиться довольно скоро. В конце концов мы решили, что как только машины достигнут человеческого уровня интеллекта, может тут же произойти следующее:

12 ноября, 23:01

Технологии подрывают капитализм

Дальнейшее развитие технологий может привести к углублению социального неравенства и подрыву основ капитализма — так считает экономист Адэр Тернер, председатель управляющего совета в Институте нового экономического мышления.Адэр Тернер, бывший вице-президент европейского отделения банка Merrill Lynch и экс-руководитель британского Управления по финансовому регулированию и надзору в интервью изданию Business Insider рассказал о возможных социальных последствиях, которые сопутствуют развитию технологий. По его словам, четвертая технологическая революция может привести к тому, что все ресурсы будут сосредоточены в руках компаний-гигантов, у которых есть необходимые знания и навыки для создания софта, в то время как все остальные будут вынуждены довольствоваться крайне низкооплачиваемой работой.Если во время индустриальной революции развитие технологий всегда приводило к созданию рабочих мест, то текущая революция технологий приводит только к их сокращению. Например, если Генри Форд хотел построить две фабрики вместо одной, то ему требовалось в два раза больше рабочих. Теперь же, напротив, массовая роботизация вытесняет людей из сферы промышленности и производства: так, согласно докладу канадского Международного института развития в ближайшие десять лет роботы смогут заменить более половины шахтеров.В то же время с технологическим развитием преимущество компаний, подобных Facebook, Uber или Airbnb, будет только увеличиваться. Например, в Facebook при рыночной капитализации в $370 млрд. работают только 14 тысяч человек, и первоначальные инвестиции в компанию были не так уж велики. «Причина этого заключается в одном исключительном экономическом свойстве технологий — если вам удалось создать одну копию программного продукта, остальные несколько миллионов копий не будут стоить вам ничего», — говорит Тернер.Летающий автомобиль Ларри Пейджа замечен в аэропорту ХоллистерОдним из выходов из сложившейся ситуации может стать повсеместное введение безусловного базового дохода. По мнению Тернера, государство должно поддерживать людей, которые оказались в крайне невыгодном положении из-за развития технологий — по крайней мере, выплачивать им пособия, достаточные для оплаты расходов на продукты питания и здравоохранение. С ним согласен финский экономист и предприниматель Бьорн Валрус, который считает, что автоматизация в скором времени приведет к полному исчезновению рабочего класса.[link]

03 ноября, 20:16

Luxembourg invests $28 million in U.S. asteroid mining firm

CAPE CANAVERAL, Fla., Nov 3 (Reuters) - Luxembourg is investing $27.6 million (25 million euros) in privately owned Planetary Resources, an asteroid mining startup also backed by Google co-founder Larry Page, the company said on Tuesday.

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30 октября, 21:30


SORRY, UNLESS IT USES ANTIGRAVITY OR REACTIONLESS THRUSTERS IT DOESN’T COUNT: Larry Page’s ‘flying car’ has been spotted in the wild, and it just looks like a tiny aeroplane. Also, it should make that Jetsons bleebling sound.

30 октября, 16:04

Экс-командир «Айдара» пошутил о своем миллиардном состоянии

Бывший командир батальона «Айдар» и депутат Рады Сергей Мельничук пошутил, указав в своей декларации о доходах за 2015 год состояние в размере 1 трлн гривен. Об этом пишет «Апостроф» со ссылкой на пресс-службу депутатской группы «Воля народа». «Это была такая неудачная шутка с его стороны», —заявила руководитель пресс-службы. В группе пообещали, что позднее Мельничук сам объяснит произошедшее. Ранее сообщалось, что депутат указал в декларации о доходах наличие у него суммы в размере 1 трлн гривен наличными или примерно 39,17 млрд долларов. Стоит отметить, что обладание подобной суммой сделало бы Мельничука богаче американского финансиста Джорджа Сороса и основателей Google Ларри Пейджа и Сергея Брина.

30 октября, 10:04

Бывший командир "Айдара" задекларировал триллион гривен

Депутат Верховной Рады Украины Сергей Мельничук, бывший командир батальона "Айдар", задекларировал в качестве наличных средств за 2015 год триллион гривен (около 39 миллиардов долларов). Такие данные указаны на сайте украинского Единого государственного реестра деклараций.В списке богатейших людей мира за 2015 год, составленном журналом Forbes, Мельничук мог бы попасть на 12 или 13 место, обогнав, в частности, основателя Facebook Марка Цукерберга (16 место, 33,4 миллиарда долларов), а также сооснователей Google Ларри Пейджа (19 место, 29,7 миллиарда) и Сергея Брина (20 место, 29,2 миллиарда).Кроме того, указанная Мельничуком сумма почти в два с половиной раза превышает золотовалютные резервы Украины и почти на 90 миллиардов гривен превышает активы Национального банка Украины. "Украинская правда" пишет, что Мельничук мог ошибиться при составлении декларации или специально так пошутить.В декларации бывший командир "Айдара" также указал свою депутатскую зарплату в размере 73 тысяч гривен (почти три тысячи долларов), квартиру в Виннице площадью 65,1 квадратных метра, земельный участок в Винницкой области, расположившийся на площади 2,45 тысячи квадратных метра, а также два автомобиля – "ГАЗ 2411" 1988 года выпуска и Jeep Grand Cherokee 1994 года выпуска.В июне 2015 года Верховная рада сняла с Мельничука неприкосновенность, в отношении него на Украине расследуют уголовное дело о создании преступной организации.В феврале прошлого года бывший комбат взял на себя ответственность за корректировку артиллерийского огня, из-за которой в Луганской области погибли сотрудники ВГТРК. В России по этому делу осудили украинскую летчицу Надежду Савченко, которую впоследствии обменяли на россиян Александра Александрова и Евгения Ерофеева.Добровольческий батальон "Айдар" был расформирован по распоряжению Минобороны Украины в январе 2015 года. Созданный в 2014 году, батальон участвовал в вооруженном конфликте в Луганской области."Слон.ру"30 октября, 14:25 В депутатской группе Верховной Рады "Воля народа" объяснили огромное количество нулей в декларации Мельничука. "Это была такая неудачная шутка с его стороны", – цитирует пресс-службу объединения ресурс "Апостроф". В "Воле народа" отметили, что сам экс-командир "Айдара" скоро лично все объяснит.Мы создали чат в Telegram для оперативного обмена новостями. Если вы стали очевидцем какого-либо события или просто обнаружили важную новость, присылайте её скорее сюда: https://telegram.me/varlamovnews.

26 октября, 15:09

Wednesday's Morning Email: What The Election Is Doing To Donald Trump's Brand

TOP STORIES (TRUMP) HOTEL FEVER It appears at least the Trump marketing team is concerned about the effect the 2016 race has taken on the brand name, as the candidate’s latest hotel venture does not have his name on it. And the New York Times has a brutal story with this quote today: “As his poll numbers have declined in the closing weeks of the presidential race, Donald J. Trump has begun to engage in barely veiled promotions of his business brand off the campaign trail, dragging reporters to his marquee properties in between his campaign events.” [Jason Linkins, HuffPost] MORE BAD NEWS FOR THE TRUMP CAMPAIGN Mike Pence is headed to Utah, now a competitive state, and Trump will not be holding any big-money fundraising events that would benefit the GOP. [WaPo] WHEN TERROR GROUPS COMPETE “Over the past year, the jihadist group also known as ISIS and Daesh has launched a broad recruitment campaign across Somalia to pry foot soldiers and senior operatives from al-Shabaab, a two-decade-old insurgency allied with al Qaeda that has made it very clear they have no desire to switch franchises. Stung by battlefield losses to larger al-Shabaab forces, Islamic State has offered promises of an easier life: lower taxes, more tolerance for substance abuse and fewer political diatribes.” [WSJ | Paywall] THE GRAVEYARD OF THE GREAT BARRIER REEF Mass casualties plague the coral. [Nick Visser, HuffPost] ARE MINORITIES AND WOMEN VALUED LESS IN LEGAL SETTLEMENTS? “White and male victims often receive larger awards than people of color and women in similar cases, according to more than two dozen lawyers and forensic economists, the experts who make the calculations. These differences largely derive from projections of  how much more money individuals would have earned over their lifetimes had they not been injured ― projections that take into account average earnings and employment levels by race and gender.” [WaPo] BAD NEWS FOR THE GENDER PAY EQUITY GAP Looks like we have another 170 years before it’s closed. [Reuters] ‘ISIS SENT FOUR CAR BOMBS. THE LAST ONE HIT ME’ A photojournalist documents the fight for Mosul. [NYT] WHAT’S BREWING ‘THERE ARE NO MORE PANES OF GLASS IN ALEPPO’ “When the bodies of 16 members of the Qasim family were pulled from the rubble of their home last month, there was no space left in one of Aleppo’s largest cemeteries to bury them.” [WSJ | Paywall] THE NEW ‘GILMORE GIRLS’ TRAILER IS EVERYTHING Reminder people: we have just 30 days to wait. And of course, we have a frame-by-frame analysis for you from Vulture. [HuffPost] THE INTERNET MIGHT REVOLT If Justin Timberlake is locked up for taking a voting booth selfie. [HuffPost] GREAT TO SEE JENNA BUSH HAGER SPEAKING OUT FOR VACCINES And reminding us all what a privilege they are. [HuffPost] LEAKED IMAGES OF NEW MAC SHOW POTENTIAL TOUCH ID Hello Apple Pay. [MacRumors] JUST IN CASE YOU NEED ANOTHER REMINDER (WHICH YOU REALLY SHOULDN’T) Don’t wear blackface for Halloween. [HuffPost] BEFORE YOU GO ~ What health coverage looks like for the ever-increasing number of folks in the gig economy. ~ Colin Powell has announced he’ll support Hillary Clinton. ~ Inside Roger Stone’s plan to send “Vote Protectors” to the polls this year. ~ This Megyn Kelly-Newt Gingrich fight is one for the ages. ~ Congrats to the first American to win the Man Booker Prize for Fiction. ~ We can’t help obsessing over this Roald Dahl children’s clothing line. ~ Check out the first photos of Larry Page’s top-secret flying car project.  ~ So “teen caves” are a thing now? ~ Bad news for fans of Chipotle’s Shophouse ― the chain has decided to refocus on its burger and pizza concepts.  ~ Not that you can monetize Princess Charlotte’s cuteness ― but you can. And the palace is making more money. ~ Congrats to Ciara and Russell Wilson, who announced they areexpecting their first child. ~ And happy middle of the week everyone ― here are photos of some flying cats.     Send tips/quips/quotes/stories/photos/events/scoops to Lauren [email protected] Follow us on [email protected] Does somebody keep forwarding you this newsletter?Get your own copy. It’s free! Sign up here.   -- 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.

12 октября, 20:20

Time to Re-Think Design Thinking

Olof Schybergson, CEO and Shelley Evenson, Head Of Organizational Evolution At Fjord, Design and Innovation From Accenture Interactive Faced by growing competition and nimbler start-ups, many organizations are struggling. They suffer from a crisis of innovation. Unable to differentiate their brands, their products and their services in a digitally disruptive world, organizations’ future success depends on better managing and responding to change. Their very existence hinges on their ability to continuously and rapidly innovate. In order to do so successfully, they must place people at the heart of everything they do. They must harness the power of design. Business leaders once distinguished business strategy from customer experience but, today, that mindset is changing: business strategy has become experience strategy. In fact, 89% of companies recently surveyed by Gartner claim that experience will be their primary basis for competitive advantage this year. These shifts, along with growing evidence that design-centric companies are outperforming the market average, are fueling private and public sector interest in design – an agile and collaborative discipline that enables human-centered innovation to be brought to market, fast. The appetite for design thinking to reframe experience has never been greater. More corporations are opening their eyes to the power of design thinking as a way to solve the crisis of innovation. They see disruptive companies like AirBnB get this. But misguided efforts -- however well-intentioned -- may do more harm than good. The truth is, design thinking has become broken in today’s digital age. The current interpretation of design thinking is often shallow and, as widely understood, not the answer. Simply put, design thinking is not enough. True success comes from building a complete design system, and no organization can build such a system on design thinking alone. Here’s how to do it. The Design Rule of 3 The fact is, design thinking only has value when combined with design doing and supported by a strong design culture. You can’t be good at only one or two. The Design Rule of 3 constitutes the three fundamental rules that underpin every successful design system employed by leading organizations, across sectors. When optimized and deployed in unison, organizations can effectively unlock the full potential of design to transform not only their own value and performance but peoples’ experiences of the products or services they provide. Re-Thinking Design Thinking Design thinking should bring a quest for truth, empathy with people, and a systematic reframing of the business challenge—zooming in and out of the opportunity space, and providing a strategic compass to help executives understand how to reorient their businesses. Co-creation has to be integral. An organization must be willing and able to break down organizational silos to enable it. Fundamentally, design thinking must align a design perspective with business realities and technical possibilities. Key Tenants of Modern-Day Design Thinking: Co-Creation Top Down, Bottom Up Design Prototyping Continuous Feedback & Testing Measuring customer delight is essential, by employing Net Promoter Score (NPS) or an equivalent. At Fjord, we use our research-based Love Index to quantify and understand people’s engagement. The Love Index is an actionable tool that allows you to understand what people feel about your offering, and why.Mastery requires both C-suite and grassroots support; this simultaneous top-down and bottom-up commitment is essential for design thinking to become broadly embedded across an organization. Staff training and “learning by doing” project-based experiences will help get you there. Crucially, successful design thinking must also include an element of making – early experience prototypes are important to validate thinking and align teams. Proponents of design thinking often get caught up in the methodologies (“how to get there”) versus the actual destination. Hands-on creation is often forgotten in today’s rush to apply design thinking organization-wide. Financial software giant Intuit is a powerful example of an organization that has optimized design thinking and the context in which it lives. VP and Executive Creative Director Suzanne Pellican oversees the company’s Design for Delight program that aims to inject design thinking into the company’s DNA. She’s trained and cultivated a community of 200 innovators who’ve run more than 1,000 workshops over five years to change the way people work across every function. By becoming design-driven, Intuit shifted from what Pellican has described as “the best run, no growth company in the Valley” to “a 30-year-old startup.” Make no mistake, design thinking is crucial to improving everything from the value of a company’s offering to reimagining the employee experience. But misunderstanding what it is and how best to apply it risks sidelining design thinking into just another passing management fad. The reason is simple: design thinking is just the beginning -- a catalyst. What’s critical is to convert theory into reality to catalyze change. This is where design doing comes in. Not Just Design Thinking, but Doing Design doing is where design thinking meets the real world. While design thinking should be embedded across the organization, design doing must involve design experts. It must be driven by people passionate about the craft of design across its every application, powered by design practices such as rapid iteration and real-world testing. As the digitization of everything takes hold, the medium for design doing constantly evolves. Instead of designing for print or TV, today we design for mobile consumption and voice interaction. Instead of creating static products and websites, we design living services tailored for each individual, and powered by data. We are designing for experience in an ever-broadening context. This requires interdisciplinary teams of designers collaborating with experts as diverse as data scientists and developers. “Design thinking is nothing without design doing.” This broader context brings unprecedented complexity. Great design cuts through the clutter and helps prioritize and progressively reveal -- without dumbing down. The ability to simplify and make complex systems easy, engaging and intuitive for people is one of the critical contributions of good design (and great designers) at a time when the strategic business value of simplicity has never been greater. An emotional connection to brands, products, and services is also crucial for success. Rather than focus narrowly on Minimum Viable Product, the aim should be to imagine and shape a Minimum Lovable Product. Great design did not always come easy in the engineering-obsessed culture of Google. But after Larry Page took reigns as CEO in 2011, the company started crafting a common design language for experience that, for the first time, unified a vast collection of offerings into one coherent family. C-suite support, willingness to invest and strategic commitment created a program led by a core team of designers that enabled and applied great design doing across Google’s diverse initiatives. In this way, an everyone-for-themselves approach to design was replaced by design becoming a central guiding force for the organization. The results speak for themselves. Google products are now perceived by many as having made the most strides at improving design, according to KPCB’s 2016 Design In Tech report. Some 64% of those surveyed rated Google as “most improved” when asked which tech companies were best improving their design. Only 33% said so of Apple. Design doing can generate powerful results. But it can only do so within a considered and optimized organizational culture conducive to innovating and doing design well. This brings us to the last rule in the Design Rule of 3. Why Design Culture is All Design culture is equally important as design thinking and design doing because it enables the others. Creating a design culture is no trivial undertaking. It requires organizational commitment and patience. This is where most organizations stumble. Brilliant people will fail if the environment in which they work doesn’t foster creativity, collaboration and innovation. Fostering a Design Culture: Diverse teams including change agents Learning & evolution of individuals Flexible physical spaces Given that great ideas emerge from diverse teams, change agents should be recruited as ambassadors and implementers of cultural transformation. Care must be taken to ensure they are set up for success. Money alone will no longer secure the best designers. People want environments in which they are challenged, continuously learn and make impact. Our own Fjord Evolution team helps our clients create a learning design environment, a culture that will encourage the best design talent to come, learn, thrive -- and stay. Flexible and open workspace is important to facilitate the best design work; and visual representations of ideas and their impact are a powerful tool. Design and innovation requires full mind and body engagement. Photo: Werner Huthmacher, Fjord Berlin It’s relatively easy to copy a good business idea today, and technology solutions are cheaper and more flexible than ever. Differentiation through a clever business model or a novel technology is challenging. Culture, however, is hard to emulate. A vibrant design culture can be the best and most sustainable differentiator for an organization. Commerzbank, the global banking and financial services company, is one organization working to build such a culture through a considered deployment of design. Having initially considered buying a design consultancy to import a fully-fledged design function, it decided to change its culture from within. Work is now underway to create an internal design function that will embody and enact the company’s new vision. The design space and design team is being built and managed by Fjord, as their strategic partner, until the bank’s management team takes over day-to-day operations. As they’re discovering, fostering a culture of design is an organizational and mindset shift that does not happen overnight. It requires commitment to a multi-year process, one that constantly evolves. Benefits of an Effective Design System In today’s world, digital may look like the driving force of change but, in reality, people are at the heart of digital. Design, by its very nature, creates a culture obsessed with people willing to listen and learn from multiple vantage points, ignore hierarchies and experiment until finding the best solution. This explains why human-centricity is what powers successful organizations, across sectors, and why design is a fundamental part of their DNA. Harnessed properly, design can boost an organization’s performance and value because enduring customer relationships are a natural outcome. Other evidence points to a happier workforce too. Bottom line -- mindset matters. Acquiring design thinking methods is a great first step, but must be followed through with changing how products and services are conceived and delivered, every day in every way. Effecting that transformation means simultaneously creating the right culture. Good intentions can only become reality if underpinned by a considered, effective design system built on solid foundations: the Design Rule of 3. Comments? Find us on Twitter: @fjord. -- 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.

06 октября, 13:26

Трансгуманизм: Новая ступень эволюции или конец человечества

Многие известные люди в мире технологий верят в то, что бессмертие вполне достижимо. С помощью науки, конечно. Питер Тиль (Peter Thiel), создатель системы PayPal, считает, что «не пытаться победить смерть — против человеческой природы», и активно инвестирует в такие компании, как Фонд Мафусаил. Его поддерживает сооснователь и директор по технологиям корпорации Oracle, Ларри Эллисон (Larry Ellison), который не понимает готовность людей мириться с тем, что они смертны. Сооснователи Google Лэрри Пэйдж (Larry Page) и Сергей Брин (Sergey Brin), как и Марк Цукерберг, также инвестируют в исследования по продлению жизни. Последователи движения трансгуманизма уверены, что человек сможет эволюционировать (несмотря на все физические и умственные ограничения) в «суперчеловека» и в итоге достигнуть бессмертия. / фото Logan Ingalls CC Читать дальше →

05 октября, 13:00

Из учителей в миллионеры: пять историй

5 октября страна отмечает День учителя. Мы любим и уважаем преподавателей и поздравляем их с праздником. Надеемся, что они не примут недавние слова нашего премьер-министра близко к сердцу и не ринутся поголовно в бизнес, как это в свое время сделали Джек Ма и другие герои нашего материала.

04 октября, 18:07

Forbes опубликовал рейтинг 400 самых богатых американцев

Американский Forbes опубликовал очередной ежегодный рейтинг 400 самых богатых американцев, который в 23-й раз подряд возглавил сооснователь Microsoft 60-летний Билл Гейтс с состоянием в $81 млрд. ...

30 сентября, 17:09

Топ-10 самых инновационных университетов мира

Считается, что американская университетская система – это двигатель инноваций и прогресса, и это подтверждает рейтинг инновационных университетов мира от Reuters.

30 сентября, 17:09

Топ-10 самых инновационных университетов мира

Считается, что американская университетская система – это двигатель инноваций и прогресса, и это подтверждает рейтинг инновационных университетов мира от Reuters.

28 сентября, 20:40

Learn From the Best: Google's Nine Principles of Innovation

Google is widely considered, by both the general public and business experts, to be one of the most innovative companies in the world. So how does Google promote a culture of innovation and ensure that innovative ideas are properly implemented, creating profitable new products that position the company for long-term success? Google's "recipe" for driving innovation is no carefully guarded secret sauce. Rather, Google has openly shared this information with the public. In 2013, Google codified a new set of "Nine Principles of Innovation," which updated the version first unveiled by former Google executive Marissa Mayer in 2008. While your organization likely does not have the Google-sized resources (in terms of both financial capital and human capital) to be able to do everything suggested by the Nine Principles of Innovation, these principles are nevertheless highly instructive and useful as guiding principles that can help foster innovation in business. The innovation book Robert's Rules of Innovation II: The Art of Implementation discusses each of Google's Nine Principles of Innovation and suggests that we all think about them, in the context of our own companies. Implementing relevant parts of Google's Nine Principles of Innovation at your company is not "cheating"; but rather, it's smart and efficient to use the Principles as a framework for fostering innovation in business--after all, innovation doesn't have to be about reinventing the wheel. From the Mind of Google: Google's Nine Principles of Innovation (Principles 1-9) 1. Innovation comes from anywhere. At Google, this principle emphasizes that innovation is in nobody's job title, but is everyone's responsibility. Moreover, ideas can come from anyone in the organization, regardless if they are top-level executives, employees who work in roles or departments not typically associated with innovation, or employees on the "bottom" of the company's totem pole. For example, at Google it was their Google Health product manager who suggested that the company optimize information on suicide prevention hotlines whenever a related search was conducted. As a result of this innovative suggestion, Google's search information results will automatically give a suggestion of where to call for help (i.e., the National Suicide Prevention Lifeline and its free, 24/7 phone hotline) when a user makes a Google search seemingly focused on suicide. a. As discussed in a previously published blog on this site, a popular innovation myth is that innovation only happens within a company's engineering and R&D departments. To the contrary, it is often the employees on the front lines who come up with the most innovative ideas. Professional expertise alone doesn't lead to innovation and new product development; life experiences are just as valuable, if not more valuable to the innovation process. For example, AT&T's exceptionally popular Drive Mode app (a mobile app that can be set-up to automatically send a customizable reply to incoming messages when the vehicle starts moving at 25 mph, in order to reduce a driver's temptation to look away from the road at his or her incoming text messages) was the innovative brainchild of an AT&T call center employee who had been personally affected by the dangers of texting-while-driving. 2. Focus on the user. A long-standing Google principle is that the company encourages its employees to build products with the user, not profits, in mind. By doing this, Gopi Kallayil, Google's Chief Evangelist for Brand Marketing, said "revenue issues take care of themselves." 3. Think 10x, not 10 percent. This Google principle is about striving to improve something by a tenfold difference rather than just improving it by 10 percent. In other words, making a revolutionary change rather than an evolutionary change. This innovation driver comes from Google cofounder Larry Page's preference for radical innovation over incremental innovation. At Google, this 10x principle is what drove revolutionary projects such as Project Loon, where Google used high-altitude balloons to bring Wi-Fi connections to remote areas. Keep in mind that whereas this lofty think 10x principle may be appropriate for mega-companies such as Google, it's not necessarily appropriate for all companies. Revolutionary innovation is a great thing to strive for, but it's not the only successful type of innovation. As discussed in a previously published blog on this site, innovation doesn't always have to be about reinventing the wheel, it can also be about simply improving the wheel. Incremental innovation--small-scale improvements that make a product better or more marketable--can drive successful, profitable innovation at your company. Also, incremental innovation--as opposed to revolutionary innovation and massive step-change innovation--makes the idea of innovation considerably less daunting and more accessible to a wider range of people. Some examples of incremental innovation include Gillette's razors, which began with just a single razor blade. As time passed, Gillette then incrementally innovated its razors by adding additional blades and different features that better met customer needs and improved the product. Another example of incremental innovation is Coca-Cola's brand-line extensions such as Coke Zero and more recently, Coca-Cola Life. Most companies stick with focusing on incremental innovation because it requires less risk and less investment. Especially when there is a proven track record of a company's product working in the market, incremental innovation is the safe choice. However, keep in mind that many companies are potentially missing out on massive rewards because they refuse to innovate beyond incremental innovation. 4. Bet on technical insights. Every organization has its unique insights--and betting on these unique insights can lead to major innovation. It was Google--not the automotive industry--that came up with the idea of the self-driving car. Google was able to make this major innovation because they already had the unique insights and building blocks in place to engineer a self-driving car. Google was able to tie its various information assets (data gleaned from its existing Google Maps, Google Earth, and Street View cars programs) to create the all new product entity of the self-driving car. At your business, think about whether your business has any unique insights or information assets that can be used and combined to innovate something new. 5. Ship and iterate. This innovation principle is the updated version of former Google executive Marissa Mayer's 2008 "innovation, not instant perfection" innovation principle. "Ship and iterate" means to ship your products out to market early and often rather than waiting until they are absolutely perfect to take them to market. Your product's users will help you "iterate" it by providing you with feedback to make the product better. Google first launched its Internet browser Chrome in 2008 and then every six weeks, launched improved versions of Chrome based on user feedback. "Today, using that approach, Chrome is the Number One browser in many countries," said Gopi Kallayil, Google's Chief Evangelist for Brand Marketing, "You may not have perfection in your product, but trust that your users will get back to you." This "ship and iterate" principle directly ties in with the "analysis paralysis" principle discussed in the innovation book Robert's Rules of Innovation II: The Art of Implementation and in this previously published blog on this site. While careful analysis, reasoning, research, and due diligence are important parts of innovation in business and running a successful company, you must not let these actions turn into a crutch and ultimately an innovation assassin. In a quest for perfectionism, business leaders often stubbornly insist on revisiting over and over again things that have already been determined. This perfectionism makes it difficult for business leaders to actually "hatch the eggs" and ultimately can lead to missing out on significant market opportunities. To avoid analysis paralysis, you must create a culture of innovation in your business where there is freedom to fail and a lack of cultural self-consciousness surrounding failure. 6. Twenty percent time. Twenty percent time refers to Google's long standing principle where employees are encouraged to spend 20 percent of their work time pursuing projects they are passionate about, even if these projects are outside the scope of their job description or the company's core mission. If you give your employees this twenty percent time, Kallayil promises that "They will delight you with their creative thinking." At Google, the results of their "20 percent time" program include Google News, Google Alerts, and off-road Google Maps Street View. According to corporate folklore, a Google mechanical engineer was planning a trip to Spain but became frustrated when he couldn't view a close-up view of his hotel in Spain on Google Maps Street View because the hotel was located on a road that was too narrow for the Google Street View car to enter. This prompted the engineer to innovate product improvements to Google Street View that helped widen its scope of coverage: he adapted the Street View camera to fit on specially-made Google bicycles, tricycles, and backpacks that would be able to enter places too narrow for the Google Street View car or enter tourist locations that ban cars from approaching the premises. While your company may not be able to offer its employees Google's "20 percent time", it should strive to offer employees more freedom to choose projects that interest them and do what they love as well as more autonomy to experiment and make decisions. 7. Default to open. Back in 2008, it was Marissa Mayer's original goal to promote innovation at Google by sharing information on Google's intranet and facilitate collaboration among Google employees. Now, the updated version of this principle incorporates Google pulling ideas from the general public. As Kallayil said, "There are seven billion people.... The smartest people will always be outside Google. By defaulting to open, we're tapping into the creativity outside of Google." Examples of Google "defaulting to open" include the company encouraging non-Google developers to create apps for its Android platform. After all, when Google created its Android platform, they did so with the knowledge that it would be impossible to hire all the best developers in the world and therefore would have to "default to open" to get the best apps developed for their platform. 8. Fail well. Google believes that there should be no negativity or stigma attached with failing. According to Kallayil, failure at Google is a "badge of honor." Moreover, Kallayil said, "There is a belief in the company that if you don't fail often enough, you're not trying hard enough. Once we realize a product is not working out, we kill it, but the thing with products is they morph--we take all the best ideas and redeploy them." For example, Google Plus--which is Google's social networking platform--incorporates elements of failed Google products such as Google Buzz, Wave, Orkut, and OpenSocial. 9. Have a mission that matters. This new principle for Google is, according to Kallayil, "the most important one." Kallayil says, "Everybody at Google has a very strong sense of mission and purpose. We seriously believe that the work we do has a huge impact on millions of people in a positive way." What is your company's mission? Is everyone on the same page? Do your employees care about the mission? For more information about how to promote and implement innovation at your company, check out the innovation books Robert's Rules of Innovation: A 10-Step Program for Corporate Survival and the recently published Robert's Rules of Innovation II: The Art of Implementation. -- 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.

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27 сентября, 11:27

Google посвятил дудл своему 18-летию

С 2012 года День рождения Google отмечается 27 сентября.

26 сентября, 22:42

The Power of Vision: Elon Musk and The Wright Brothers

And the naysayers nayed... First a Tesla crashes, tragically killing its occupant/owner/"driver" while it was on autopilot And then.... The Falcon 9 rocket exploded early on September 1, during a static flight test on its launch pad in Cape Canaveral. The rocket was preparing to launch the Amos-6, an Israeli communications satellite, but both rocket and satellite were destroyed in the explosion. An expensive setback, for some, and the pundits were quick to jump on the feasibility-of-it-all bandwagon: According to The Wall Street Journal, Elon Musk's SpaceX rocket explosion puts NASA in a bind: The explosion of a Space Exploration Technologies Corp. rocket during ground tests last week has added urgency to a key question for NASA: When will U.S. spacecraft be ready once again to carry astronauts into orbit?... NASA expressed confidence that its commercial partners could transport its crews. But the agency said it was too soon to know whether spacecraft-development schedules would be affected.... If NASA's commercial crew program "experiences additional delays," the inspector general warned prior to the explosion, "NASA may need to buy additional seats from Russia to ensure a continued U.S. presence on the space station." The Guardian, on the other hand, took a much more historically optimistic position in an article titled, "SpaceX's booms and busts: spaceflight is littered with explosions and disasters": When NASA tried to launch a satellite into orbit, the rocket crumpled into smoke and fire. Almost 60 years later, SpaceX is feeling similarly explosive growing pains.... Musk has handled SpaceX's crashes stoically, reasoning that progress requires failures - science is messy. Nasa, for instance, has had contractors mix up metric measurements, lost a lander somewhere on Mars, and its Kepler spacecraft jerry-rigged into a planet hunter sailing on pressure from radiation off the sun. And an industry expert took a realistic approach: Although SpaceX is bullish about getting back to launching Falcon 9 rockets and its $10 billion worth of payloads, John M. Logsdon, a space-policy expert and historian at George Washington University's Space Policy Institute, said there will be some kind of disruption. "This will definitely affect their business," Logsdon told Business Insider. Most importantly, to be fair to Musk, "The first time NASA tried to launch a satellite into orbit, in December 1957, the rocket made it 4 ft off the ground before crumpling into a blossom of smoke and fire. America's ambitions to catch up to Russia's success with Sputnik would have to wait." The news of that day, back in 1957, was full of accusations, naysaying, paranoia about the Russians who were ahead of the US effort. I have even found a new clip of the mishap, here. Needless to say, President John F. Kennedy, only 4 years later, changed the discussion by making it clear that the Unites States would land a man on the moon: "...[T]ime for this nation to take a leading role in space achievement, which in many ways may hold the key to our future on earth." Musk, not missing a beat, channeled Kennedy and in an announcement a few weeks after the Falcon failure ignored the short-term issues and announced his plans for interplanetary travel, colonization of Mars and universe domination. Let's be clear, I am a believer--big time. I am a sucker for Kennedy-type challenges and I love that Musk has taken up the gauntlet and is running with it. Not to be outdone, other entrepreneurs and companies that represent entrepreneurialism made their own announcements about the frontiers they are conquering: As reported by Fast Company last week, "Microsoft's 'Biological Computing' Lab Aims To Fight Diseases By Reprogramming Cells": Microsoft's researchers don't talk about "curing" cancer. Instead, they are aiming to "solve" it. ... In exclusive interviews with Fast Company, Microsoft's scientists provided an inside look at two ambitious projects of their own that are currently under way that treat cancer as an information system that can be programmed. ...The first is an effort to model the computational processes that happen within the cell. The second ... is the development of a tool for scientists and researchers to create their own computer models of biological systems. Truthfully, I'd be happy if Outlook worked.... Google never misses a beat: According to Business Insider, "This Is Google CEO Larry Page's Grand Vision For Changing The World": Page spoke at TED about about how Google plans to connect the world by building a "worldwide mesh" of balloons. The goal is to use these balloons to provide Internet access to the two-thirds of the world living without it. ...Page also has his eyes set on driverless cars. Twenty million people or more are injured every year due to automobile incidents. It's the leading cause of death for people under 34 in the U.S. To date, Google has driven over 100,000 miles totally automated. Google also wants more people to ride bikes. But in order for this to be safe, Google is exploring ways to cost-effectively separate bikes from traffic. In researching solutions, Page says, he came across this aerial bikeway. And, please add to stop selling my data unless you really know that what I receive is relevant, even in some minor way. And of course the two big disruptors were not going to be left in the cold: WIRED reassures its readers, "Uber and Airbnb Are Making the World Better--They Promise!" [Joe] Gebbia argued that Airbnb has compelled people to overcome their "stranger danger" bias and fear each other less. ...Kalanick sought to reinforce the idea that, by removing cars from the road, Uber is performing a critical public service. A future with fewer cars on the road, he said, improves people's quality of life and removes thousands of metric tons of carbon dioxide from the air of each city Uber conquers. No comment.... Clearly, I have a touch of cynicism, Musk is a promoter: a showman with investors he needs to juice and an almost unlimited source of money as are the other "visionaries" I mentioned. And therein lies the problem. The great entrepreneurs who drove the stakes in the ground that changed the world did so with little money and little support initially. They learned to improvise, to make things happen by sheer willpower. And others followed behind them building on their innovations, adding their own, and on and on. The Wright Brothers, Henry Ford, Alexander Graham Bell, Gutenberg, Louis Pasteur, Madame Curie, the inventor of the wheel all had three things in common--focused vision, passion for what they were doing and a huge amount of serendipity, as so often the pivot was, made them successful. And there was more. Listen: The vision of a champion is bent over, drenched in sweat, at the point of exhaustion, when nobody else is looking. -Mia Hamm Here is my bet. Somewhere out there--bent over, drenched in sweat, at the point of exhaustion--is someone we don't see. That person will open the universe for us in ways we have yet to imagine and frankly, I can't wait. So for now I buy into Elon Musk's journey (which, by the way, is a partnership, let's not forget) not so much into the others. But who knows--maybe Airbnb will bring world peace, Microsoft will cure cancer and Uber will bring our environment back to Eden. But forgive me if I keep my eyes open to help up that unknown champion. What do you think? Read more at The Weekly Ramble Follow David Sable on Twitter: www.twitter.com/DavidSable -- 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.

22 сентября, 21:37

How Two Companies Hooked Customers On Products They Rarely Use

Larry Page, CEO of Alphabet (the company formerly known as Google), has a quirky way of deciding which companies he likes. It's called "The Toothbrush Test." According to the New York Times, when Page looks at a potential company to acquire, he wants to know if the product is, like a toothbrush, "something you will use once or twice a day." Page clearly understands habits. As I wrote in my book, "Hooked: How to Build Habit-Forming Products," frequently used products form sticky customer habits. But what if your product doesn't pass Page's Toothbrush Test? Perhaps you'd like people to use your product or service frequently, but it just doesn't make sense to do so. A few months ago, I was hired to present at a gathering of 700 real estate agents. The master of ceremonies made a gracious introduction, saying, "Now we'll hear from Nir Eyal, an expert on consumer habits. Nir is going to teach us how to make home buying and selling into a habit!" The breath went out of me like I'd been punched in the solar plexus. I trudged on stage and gripped the podium. "I'm sorry," I said. "There must have been some misunderstanding." I paused to catch my breath. "There is no way I am going to teach you how to make home buying and selling into a habit, because it has no chance of ever becoming a habit." I glanced over my shoulder trying to find the woman who'd introduced me, hoping she'd save me, but she was already slinking off the stage. I was stuck. I hadn't prepared another talk, so I gave the planned presentation, based on my book. I explained that home buying and selling doesn't occur nearly often enough to become a habit. Furthermore, the very definition of a habit -- a behavior done with little or no conscious thought -- is the antithesis of the kind of overthinking that real estate transactions inspire. As I finished my talk, I expected crickets. Instead, I received a generous round of applause and a small mob of real estate agents gathered around me as I got off stage. As the lights came up and the convention adjourned for a break, the agents peppered me with questions. They all had ideas to share. "I know home buying and selling can't be a habit," one woman spoke up. "That's fine. But what if I make a habit of doing something else related to home buying and selling?" I was intrigued. Soon, other agents chimed in and built upon each other's ideas, coming up with all sorts of ways to keep potential customers engaged. Their ideas helped me realize that even infrequently used products and services can keep customers hooked. There are at least two ways to build a habit around an infrequently used product: content and community. However, let me be clear: Not every business needs to be habit-forming. There are lots of ways to bring customers back, and many companies succeed without relying on customers' habits. They buy advertising, spend money on search engine optimization, or open a storefront to capture customers' attention as they walk by. But traditional methods of keeping customers engaged force businesses to rent space on someone else's website, search engine, or street corner. By contrast, owning a customer's habit is an asset that pays you. Content So, how do infrequently used products bolt on a habit-forming experience? The first way is by making a habit of consuming great content. "Every time someone in my neighborhood has personal finance questions, I want them to come to me," one real estate agent told me after my talk. Her plan was to create a site and app full of articles, videos, and financial calculators to form a content habit with potential home buyers and sellers. "What if I write new articles or post the ones I find online about topics I know people have on their minds?" she asked. I nodded in agreement as she described building a site that would teach people to come to her for information that would help them make financial decisions. If she could build potential customers' habit of consulting her site, she could increase the odds of people transacting with her when the time came to buy or sell their homes. She had stumbled upon a tactic used by Y Combinator, a company the New York Times called "Silicon Valley's Start-Up Machine." Y Combinator is in the business of finding promising young tech companies and helping them become the next AirBnB or Dropbox (both Y Combinator companies). Though Y Combinator has sealed its reputation at the top of its industry, it was once a newcomer competing for attention with traditional venture capital funds and angel investors. Even today, Y Combinator's success depends on finding the best founders, which means staying top of mind. But founders don't apply to Y Combinator frequently enough for it to be a habit. How does the startup accelerator stay connected to the tech community? The answer is content. Hacker News, a content aggregation site owned by Y Combinator, was visited 18.6 million times in July 2016. Hacker News went online in 2007, less than two years after Y Combinator's founding, and has been a fixture of Silicon Valley tech and culture ever since. Though it's not Y Combinator's core business, it has successfully drawn attention to the accelerator by forming a content-consumption habit. The constantly changing list of articles has all the elements of a habit-forming product I describe in my book. Users check the site daily between coding sessions or during breaks to find the latest industry news and happenings. As they browse, they accrue a reputation score for their contributions to the site. Though Hacker News is an "autonomous unit," according to the company, it's clear the site is still an arm of Y Combinator. The top left corner of Hacker News features the Y Combinator logo as the home button, and a link at the bottom of the page invites visitors to "Apply to YC." But the hooks in Hacker News go even deeper. As TechCrunch reported, "Hacker News has a strong affiliation with Y Combinator. ... Founders usually all create a Hacker News account when they apply, and that user name is the founder's identity at Y Combinator." Recently, Y Combinator doubled down on its content strategy. In November, the accelerator launched The Macro, a content site featuring original writing by members of the Y Combinator team. Y Combinator has profited from the popularity of Hacker News. Despite the fact that Hacker News is not the primary way Y Combinator makes money, the content consumption habit fills the funnel with potential applicants and has become a valuable asset in its own right. Community Another way infrequently used products form a habit is by building a community. Let's say you've got a product people tend to buy just once a year -- like Christmas ornaments. One might assume interest in such a product is nil for 11 months of the year. However, for members of Hallmark's Keepsake Ornament Club, engagement with (and revenue from) the seasonal product goes strong year 'round. The Keepsake Ornament Club (or KOC as members call it) is a surprising example of the power of community. Though the group is mostly unknown to outsiders, the KOC boasts more than 400 local chapters across the country. An industry research report claimed the club had 350,000 members in 2001. A recent look at the club's official Facebook page showed photos of members queuing in long lines for a chance to meet with the artists behind some of their favorite ornaments. The people in the photos aren't wearing heavy coats to protect them from the December snow; they're wearing shorts. The Christmas-themed event took place in the middle of August. Hallmark has cultivated a thriving community around its seasonal products, but the secret of the club's success is about more than the ornaments. Local chapters of the KOC are organized by neighborhood Hallmark stores as well as the national organization -- sort of like a Kiwanis Club for collectors. Similar to a civic group, many of the local affiliates organize frequent gatherings and social events. Linda, an employee of a Hallmark store in Pleasanton, California, who preferred I didn't use her last name, told me her store's club has 25 members and is considered small. (Some clubs have hundreds of devotees.) Still, Linda's group meets regularly and members trade ornaments, as well as banter, via email. A privilege available exclusively to club members, Linda told me, was the chance to package new ornaments as they arrive at the store. Some might consider the job manual labor, but to club members, it's a treat. Collecting is a major draw for KOC members and there's a special psychology associated with collectables that is not easily replicated by other industries. However, the product facilitates something else club members really want -- social interaction. Likewise, after my talk to the real estate agents, a gentleman told me about an idea he had for using community to build a habit for his business. "What if I start an email list or website for people who live in my neighborhood?" he proposed. "Every couple days I'll let people know what's going on in their area -- local happenings, high school sports, things like that." "Sure!" I told him. He went on, "Then, if they want to go to games together, they'll coordinate through the online group." I loved the idea and assured him that if people depended on him as the hub to connect his community, his real estate business would be in great shape. Monetization is a Result of Engagement When it comes to designing products people love, far too many companies focus on getting customers to check out instead of getting them to check in. There's no doubt that a frequently used product like Facebook, Slack, or Snapchat has an easier time of changing consumer habits. However, habits can still help companies that might make a sale to consumers every few months or years. Companies looking to build consumer habits should remember that monetization is a result of engagement -- not necessarily the other way around. For a financial services firm, a real estate agent, or a seasonal business, buying the product or service might not be a habit -- but creating related habits around content and community can pay off in reputation, satisfaction, and sales. Here's the gist: Owning a customer's habit is an asset that pays you. But it is difficult (if not impossible) to turn infrequently used products into a customer habit. Rather than trying to make the product into a habit, infrequently used products should build habits around the product. Too many companies focus on getting customers to check out instead of getting them to check in. Building a content or community habit are two ways to keep people engaged. Monetization is a result of engagement -- not necessarily the other way around. You may also enjoy reading... How Technology Tricks You Into Tipping More Is Some Tech Too Addictive? Why Behavior Change Apps Fail to Change Behavior Nir Eyal is the author of Hooked: How to Build Habit-Forming Products and blogs about the psychology of products at NirAndFar.com. For more insights on changing behavior, join his free newsletter and receive a free workbook. This article was originally published on NirAndFar.com -- 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.

22 сентября, 17:25

Does Your Corporate Culture Support the Organizational Strategy You Need?

I've invited Lisa Lutoff-Perlo, President and CEO of Celebrity Cruises, the premium brand in the Royal Caribbean family, to speak to our graduate students next week. One of the issues on our agenda will be the importance of creating and reinforcing a well-defined corporate culture that supports strategy and an overall vision of what an organization wants to be. What I expect our students will realize is that culture is a complicated mix of systems, attitudes, and values linked to the ways in which the organization accomplishes its goals. Our students are excited to welcome Lisa. The curricula of our Professional Studies master's programs, though diverse across disciplines, are designed to develop expertise in data analysis, strategic thinking, and management and leadership skills. And, integrated into our management and leadership training is the importance of defining and disseminating a strong corporate culture that links back to that analysis and strategy. Lisa will provide the perfect bridge between theory and practice--through an executive's lens. Aligning culture with strategy can, of course, go right or wrong for a company. Some of the most successful companies have built their fortunes on the integrity of their unique work environment. Corporations such as Google and GE are representative examples. Other organizations can lose sight of the big picture and allow inappropriate systems, values, and attitudes to develop. As an example, it was recently revealed that Wells Fargo employees created phantom accounts to make stringent sales quotas, and overcharged customers in the process. This is clearly an example of culture gone askew. How did the bank's results-driven culture supercede the legal implications of employee actions? Did the bank's leadership consider all facets in its mission statement and strategy? How did the bank's operational processes, leadership, and informal norms allow the culture to stray away from the ethical? Questions of company culture should come under great scrutiny in situations like this. Culture pervades everything a business does and has a profound effect on how it grows and succeeds. It affects strategic decisions from hiring to product development to geographic expansion. Analyzing three corporate examples, let's dive into what well-defined organizational culture models and the types of strategic ends they can support: - Google's culture supports a strategy that depends on constant development and innovation; - PricewaterhouseCoopers, which traditionally has had a young workforce, developed a culture in which employees of varying ages can overcome generational differences in expectations; - General Electric has weathered many changes over its 130-year history and strategically emphasizes a culture of agility. Fostering Innovation at Google Megatech companies are famous for their cultures of innovation, and at the forefront of these is Google. Eric Schmidt and Jonathan Rosenberg, in How Google Works, write about the very conscious steps taken to keep Google's culture of innovation in motion. With a flat leadership model, messy desks, and crowded offices, employees (there called "smart creatives") are encouraged to avoid processes, invest their time in "moonshot" projects, and continuously work together to always improve the product. When Sergey Brin and Larry Page took the company public in 2004, they included a mission statement with the IPO. "The founders didn't care about maximizing the short-term value and marketability of their stock, because they knew that recording the company's unique values for future employees and partners would be far more instrumental to long-term success. As we write this today, the arcane details of that IPO a decade ago are a matter of history, but phrases like 'long-term focus,' 'serving end users,' 'don't be evil,' and 'making the world a better place' still describe how the company is run." Google's employees were told to think in grand terms about what they could achieve, and they were given a safe environment where they could try out ideas without fear that short-term interests would trump the company's commitment to ideas, progress, and ethics. By defining the atmosphere they knew would best foster innovation, they were taking active steps to create an ideal Google culture. With a codified mission statement in place, Google's smart creatives have been on the cutting edge of tech innovation for over fifteen years, with everything from optimized search and Google Maps to self-driving cars to show for it. Bridging Generations at PwC Teaching employees how to respond to cultural shifts can be crucial to maintaining a competitive advantage. PricewaterhouseCoopers--a company well known for employing large numbers of young workers--noted how the generational gap between millennial (which now comprises 80% of its employees) and non-millennial employees was beginning to affect workplace needs and attitudes. PwC conducted studies and educated employees of findings in order to implement changes that support employee recruiting, retention, teamwork--with the ultimate goal of delivering consistently high-quality services to clients. Bob Moritz, the Global Chairman of PricewaterhouseCoopers International, explains how PwC uses education to bridge the culture gap between generations: "Millennials are often stereotyped as self-absorbed, quick to shift their loyalties, lazy, and uncommitted to work...At PwC we've used education to address assumptions like these. We've helped Boomers see that although Millennials may be more aware of the ill effects of stress, and may value nonwork interests and activities more than Boomers do, they're every bit as committed to the success of the firm. They're simply not prepared to sacrifice their health and well-being for it." This is a case where bridging a generational gap might not have happened naturally without a push from the company but was necessary for teams to function well for their clients. To support a culture that allows diverse employees to work together and feel invested in the company long-term, all of its employees needed to shift how it understood and reacted to the expectations of nearly 80% of its millennial workforce. Recruiting and retaining such a large group of employees--and making sure the rest of the talent could adapt--was strategically important to the success of the company. Emphasizing Agility at General Electric Former CEO Jack Welch knew the importance of defining a corporate culture--he advised others to "communicate [culture] constantly and reinforce with rewards." But even as Welch's specifically-defined culture needed to evolve over time, his emphasis on reinforcing a solid culture remains. General Electric has traditionally prided itself on its culture of preparation and competitiveness. GE must always operate using data-based decision making, with everything tied to the company's bottom line. But working on such a large global scale, the company must continuously rework its processes to remain agile. GE surveyed its employees last year. The responses informed a newly defined culture, and the crowdsourced effort was named "The GE Beliefs." "Customers determine our success, stay lean to go fast, learn and adapt to win, empower and inspire each other, and deliver results in an uncertain world. They reflect a renewed emphasis on acceleration, agility, and customer focus." Ushering in a new culture, and allowing it to continually evolve, makes sense for an older company like GE. The VP of Human Resources at GE Healthcare, Raghu Krishnamoorthy, talks about this: "At GE, we have stayed competitive for more than 130 years because of our relentless quest for progress on all fronts, including culture. We believe that there is no such thing as a 130-year culture. In our opinion, culture is contextual, and what would have been appropriate in the 19th century, when the company was a one-product, one-country organization, is very inappropriate in today's far more globalized environment. (GE now operates in 175 countries across the globe.) So a constant reengineering of our business portfolio, operating model, and culture has been a key to our evolution." What is your company's corporate culture? Are there systems in place to measure and reward the behaviors you are seeking? Is there education you need to provide to shape attitudes and understanding of others? Are your leaders ready to rethink what a culture needs to be in order to adapt to new marketplace demands? We are excited to invite leaders like the CEO of Celebrity Cruises, who can provide yet more stories about culture, to speak to our students, and marry the academic ideas taught in the classroom to real-world examples from the professional world. -- 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.

12 сентября, 08:22

Америке и Китаю нужен искусственный интеллект

Американская газета «The News York Times» сообщила о начале переговоров между крупнейшими ИТ - компаниями - Alphabet, Amazon, Facebook, IBM и Microsoft - о выработке единой стратегии развития ИИ (искусственного интеллекта).Это творческое объединение четырех корпоративных гигантов пока еще не получило названия, и ход переговоров не афишируется, пишет The New York Times. Известно, что ИТ-гиганты будут обсуждать развитие искусственного интеллекта и его влияние на «на сферу труда, транспорта и обороны». Как и Илон Маск с организацией Open AI, компании обеспокоены стремительным прогрессом в сфере ИИ и угрозами, которые этот прогресс может нести.Что касается намерений Илона Маска, то следует уточнить, что основатели Open AI, в частности Илон Маск и Сэм Альтман, действительно подчеркивают, что их главная цель — способствовать развитию ИИ (artificial intelligence) без вреда для человека. Компания предлагает ученым сформировать штат полиции искусственного интеллекта, которая будет следить за порядком в мире алгоритмов, кодов и нейросетей. Однако, эксперты не без оснований полагают, что учредители OpenAI также хотят сдержать монополизацию исследований по ИИ, на которую уже претендуют Google и Facebook.Справка:Alphabet Inc. — холдинг, располагающийся в Калифорнии (США). Владеет несколькими компаниями, ранее принадлежавшими Google Inc, и самой Google Inc в том числе. Во главе холдинга находятся сооснователи Google Ларри Пейдж и Сергей Брин.Реорганизация Google в Alphabet была официально объявлена 10 августа 2015 года и завершена 2 октября 2015 года. Все акции Google были преобразованы в акции Alphabet, они продолжают торговаться на Nasdaq как GOOGL и GOOG (класс A — GOOGL, — с правом одного голоса, и класc C — GOOG, — без права голоса.1 февраля 2016 года Alphabet стал крупнейшей компанией в мире по рыночной капитализации, обойдя компанию Apple. Однако, спустя два дня, стоимость компании снова уступила компании из Купертино. 15 мая Alphabet стал опять крупнейшей компанией в мире по рыночной капитализации.Таким образом, разработка стратегии исследований по ИИ становится приоритетной для крупнейших мировых корпораций. Безусловно, задача сделать ИИ максимально безопасным для человечества весьма важна, но в данном случае я хотел бы обратить внимание на применение ИИ в оборонной сфере.Как известно, Пентагон, с которым активно сотрудничает та же Google- Alphabet, придает ключевое значение развитию автономных систем вооружений, которые будут применяться в «войнах будущего».В последнее время технологии ИИ стали более практичными и доступными, что сделало возможным их применение в автономных системах вооружений. И это сразу же вызвало протесты со стороны экспертов ООН и Международного Красного Креста.В феврале этого года та же «TheNewsYorkTimes» рассказала о докладе бывшего сотрудника Пентагона Пола Шерри под названием «Автономное оружие и операционный риск».Пол Шерри руководит программой по разработке приемов ведения «войны будущего» в Центре Новой Американской Безопасности (Вашингтон, округ Колумбия). С 2008 по 2013 годы Шерри работал в Пентагоне над разработкой стратегии применения автономных систем вооружений (АСВ). В 2012 году он стал одним из авторов директивы Министерства обороны, которая устанавливала военную политику по использованию АСВ.В своем докладе Шерри предупреждает о реальных рисках, связанных с АСВ. Он противопоставляет полностью автоматизированные системы, которые могут убивать без вмешательства человека, оружию, которое «держит людей в курсе» в процессе выбора и поражения цели.По его мнению, автономным системам вооружений не хватает «гибкости», поэтому во время выполнения боевого задания могут возникнуть ошибки, которых можно избежать при наличии контроля со стороны оператора.Полностью автономное оружие начинает появляться в армиях различных государств. Южная Корея установила автоматическую турель вдоль границы с Северной Кореей, в Израиле принят на вооружение беспилотник, который запрограммирован атаковать вражеские РЛС противника после их обнаружения.Армия США пока не использует АСВ. Однако, в этом году Пентагон запросил около одного миллиарда долларов для производства корпорацией Lockheed Martin противокорабельной ракеты дальнего действия (Long Range Anti-Ship Missile), которая описывается как «полуавтономная». Цель выбирает оператор, но затем ракета будет автоматически идентифицировать и атаковать вражеские войска.Честно говоря, я не считаю такую систему какой-то новинкой, так как даже принятая на вооружение в 1975 году советская крылатая ракета морского базирования ПКР -500 «Базальт», приемными испытаниями которой я занимался в 80-е годы, точно так же сначала наводилась на цель оператором, а затем сама выбирала свою цель.Справка:Ракетный комплекс «Базальт» получал первичное целеуказание от орбитальных платформ МКРЦ «Легенда», или от средств воздушной разведки. Получая корректировки от МРСЦ «Успех», ракеты следовали к цели на большой высоте, чтобы сэкономить горючее. Приблизившись к цели на дистанцию захвата ГСН, ракеты самостоятельно выполняли распределение целей и снижались до сверхмалой высоты, скрываясь за радиогоризонтом.Первый испытательный запуск «Базальта» чуть было не привел к катастрофе. Ракета сразу же стала самонаводиться на собственный стартовый комплекс. Чтобы таких казусов больше не происходило, в систему ИИ ракеты было введено ограничение на размер цели - не крупнее авианосца.Американцы существенно отстают он нас в противокорабельных ракетных комплексах (долгое время полагались на их количество, а не на качество), и у них все хлопоты с ракетными ИИ еще впереди.Основное внимание в своем докладе Пол Шерри уделяет сбоям и ошибкам компьютерных систем, а также «непредвиденным взаимодействиям с окружающей средой» (как в случае с первым запуском «Базальта»).В качестве альтернативы АСВ, Шерри предлагает «Centaur Warfighting» («Кентаврические системы вооружений»). Термин «centaur» (ИИ плюс оператор) применяется для систем, в которых интегрирована работа людей и компьютеров. Как пишет NYT, в телефонном интервью Шерри все же признал, что просто оператора, «нажимающего на кнопки», недостаточно:«Наличие просто «оповещенного» о действиях машины человека недостаточно», сказал он. «Они (люди) не могут быть просто частью алгоритма работы системы. Человек должен активно участвовать в принятии решений».В сущности наметившийся альянс крупнейших ИТ- корпорация в разработке безопасных стратегий развития ИИ является ответом на уже очевидные опасности как гражданского применения ИИ, так и создания АСВ.В гонку по развитию ИИ-технологий двойного назначения включился Китай, который активно скупает робототехнические компании по всему миру. Совсем недавно китайской фирмой Agic Capital приобретена компания Gimatic, итальянский производитель электрических и пневматических захватов, датчиков и позиционеров. Agic Capital совместно с China National Chemical Corp (ChemChina) и Китайским государственным фондом Guoxin International Investment Corp в январе этого года также выкупили немецкую группу KraussMaffei Group (интегратор промышленных роботов и обработчик пластмассы, углеродного волокна и резины).Американская компания Paslin, интегратор сварочных роботов, систем автоматизации и оснастки, была приобретена китайской компанией Wanfeng Technology Group.Китай пока еще довольно далек от уровня ведущих западных исследователей ИИ. Возможно, что китайские инженеры и ученые даже не стремятся к первенству в этих исследованиях, а будут следовать своему извечному принципу - идти «по пятам» передовиков научно-технического производства и копировать лучшие образцы как гражданского, так и военного назначения.Как бы то ни было, Китай является одним из мировых лидеров в производстве ударных беспилотников. Благодаря покупке вышеперечисленных западных робототехнических компаний, китайские ударные БПЛА будут оснащены самыми современными датчиками, которые помогут им эффективней выбрать и поражать цель. Через некоторое время в прессе могут появиться сообщения о покупке КНР ИТ-компаний, разрабатывающих программное обеспечение для боевых роботов.Как бы то ни было, две ведущие военные державы, США и Китай, вступили в гонку по развитию самых передовых и опасных систем вооружений, которые предполагают создание армий автономных роботов-убийц. Это станет новой революцией в военном деле, в стороне от которой, будем надеяться, не останутся и российские вооруженные силы.Автор: Владимир Прохватилов, президент Фонда реальной политики (Realpolitik), эксперт Академии военных наукhttp://argumentiru.com/army/2016/09/438061

03 сентября 2015, 21:44

Кто стоял за Гейтсом, Джобсом и Цукербергом

Во все времена главным двигателем технического прогресса была война и расходы на вооружение.Десятилетиями правительство США целенаправленно вкачивало деньги в Силиконовую долину. Хитрость состояла в том, что финансировали не чисто военные исследования, а гражданские проекты. Затем проекты, которые выживали, выдерживали конкуренцию, окупались, находили и военное применение. Долину создавали рука об руку государство, университеты и постепенно становившийся на ноги благодаря заказам правительства частный сектор.Начнем с миллиардера Билла Гейтса. Сына простой школьной учительницы Мэри Максвэлл Гейтс, как гласит легенда. На самом деле мама Гейтса была членом совета директоров солидных финансовых и телекоммуникационных компаний, в том числе президентом национального совета UnitedWayInternational. Там под ее руководством заседали два монстра компьютерного рынка — президенты IBM разных лет Джон Опель и Джон Эккерт. Так случайно вышло, что IBM поручило разработать операционную систему для первого персонального компьютера никому не известной компании «сына простой учительницы» Microsoft. Гейтс купил за $50 тысяч у программиста Патерсона систему QDOS, обозвал ее MS-DOS, продал лицензию IBM, сохранив авторское право за Microsoft. Так на свет появилась первая операционка Microsoft. Компьютеры РС, ставшие стандартом для всей мировой индустрии персональных компьютеров, оказались крепко привязаны к Microsoft. В 1996-м, имея за плечами контракты с IBM и операционные системы, Билл Гейтс вышел на биржу и стал в одночасье невероятно богатым. Для нашей темы крайне важен факт: IBМ с 60-х годов и поныне — головной производитель «сложного железа» для АНБ и других разведслужб.История с Google началась в самом центре Силиконовой долины — Стэнфордском университете. Там студенты Ларри Пейдж и Сергей Брин работали над Стэнфордским проектом цифровой библиотеки. Библиотеке требовался поисковик. Проект финансировался за счет Национального научного фонда (по статусу — Федеральное агентство США, тесно связан с разведсообществом и Пентагоном). Первые $100 тысяч на поисковик Google двум студентам поступили от Энди Бехтольштайма, подрядчика целого ряда проектов, финансируемых Агентством передовых военных технологий Пентагона DARPA.Первые серьезные деньги в Google вложил Sequoia Capital — один из самых успешных венчурных фондов в мире. Глава фонда, знаменитый Дон Валентино, был одним из руководителей в крупнейшем подрядчике Пентагона и разведывательного сообщества Fairchild Semiconductor.Facebook был социальной сетью «Лиги Плюща» — университетов, где учится американская элита. Марку требовались деньги на развитие бизнеса, раскрутку. Первые $500 тысяч дал Питер Тиль. Уже через четыре месяца Facebook собрал первый миллион пользователей и стал стремительно расти. До инвестиций в Цукерберга Тиль создал платежную систему PayPal, которую позиционировал как средство борьбы с национальными платежными системами, своего рода шаг к мировой валюте. Но сейчас Питер Тиль известен не PayPal и даже не Facebook. Он пять лет по крупицам собирал и финансировал команду лучших математиков, лингвистов, аналитиков, специалистов по системному анализу, доступу к данным и т. п. Теперь это любимое детище американского разведывательного сообщества — компания Palantir. Ее шеф Тиль — член Бильдербергского клуба (который считают тайным мировым правительством. — Ред.)Цукербергу требовались все новые деньги. Парой миллионов помог Билл Гейтс. Не хватающие для сверхбыстрого роста Facebook 13 миллионов удалось получить в компании Accel Partners. Инвестицию организовал Джеймс Брейер, бывший глава Национальной ассоциации венчурных капиталистов в сотрудничестве с Гилман Луи, исполнительным директором официального Фонда американского разведывательного сообщества In-Q-Tel. Так что по Силиконовой долине чужие и случайные не ходят.Все знают про знаменитый голосовой помощник SIRI, установленный сегодня в айфонах покойного "бунтаря" Стива Джобса. Его прообразом послужило программное обеспечение нового типа Calo. Происходит название от латинского слова Calonis — слуга офицера. Проект финансировался все тем же пентагоновским агентством DARPA. Можно еще примеры приводить по компьютерным гуру, но не хочу утомлять читателей.Высокотехнологичный бизнес, университеты, американское разведывательное сообщество — ребята с одного двора. Своего рода «военно-информационно-промышленный комплекс». Они занимаются одним делом — собирают, обрабатывают индивидуальные и корпоративные данные, т. е. сведения о каждом из нас. Одни — ради прибыли. Другие — ради национальной безопасности или того, что этим прикрывается.Есть хрестоматийная история. Отец, работающий в компьютерной компании, узнал о беременности дочери еще до того, как она сама ему призналась. Каждый из нас, в зависимости от желаний, потребностей, настроений и т. п., что-то ищет в интернете, заходит на разные порталы, оставляет сообщения. А в интернете — запомните! — никогда ничего не пропадает. Если обобщить заходы, сообщения, то можно понять, что происходит с человеком либо с организацией. А если ты знаешь, что происходит с кем-либо, то можешь предложить ему в нужный момент нужные товары, услуги и т. п. И он их обязательно приобретет. Это называется управление поведением. А теперь представьте, что вы продаете в Сети не товары и услуги, а те или иные политические убеждения, взгляды, точки зрения на мир и т. п. viaЭксперт по конкурентной разведке Елена Ларина

11 августа 2015, 04:44

Google станет подразделением Alphabet Inc.

Крупнейшая поисковая система интернета Google кардинально изменит свою операционную структуру, став одной из дочерних компаний головной корпорации Alphabet Inc.

14 января 2014, 12:19

Google перезжает в Пентагон

Генеральный директор Google Ларри Пейдж, около года назад пришёл к пониманию, что хотя партнёрство корпорации Google и Агенства национальной безопасности (NSA) дало корпорации прямой доступ к $60 миллиардному бюджету американских спецслужб и разведывательным технологиям  $600 миллиардный бюджет Пентагона и оборонные подряды намного привлекательнее в финансовом и политическом плане. Секретное подразделение корпорации - Google X, созданное в 2010 году, в начале появления ориентировалось на разработку таких проектов, как очки виртуальной реальности Google Glass и искуственный интеллект для управления автомобилем. Однако, в 2012 году, владея информацией о самых секретных оборонных проектах, Google переманил главу исследовательского отдела оборонного агенства DARPA - Regina Dugan, которая "будет реальным активом Google". В течении последних шести месяцев прошлого года Google купила восемь исследовательских компаний, занимавшихся научными разработками в области военной робототехники, включая лидера - Boston Dynamics Так же как БПЛА, в соответствии со стратегическими планами Пентагона будут основой воздушной армии, человекоподобные андроидные роботы и беспилотные бронированные боевые модули станут основой сухопутной военной мощи США. Корпорация Google попытается за короткое время создать и поставить на конвеер боевых роботов с искусственным интеллектом, чтобы занять не только одно из ведущих мест среди основных военных подрядчиков США, таких как Боинг, или Локхид Мартин, но подобно Федеральной резервной системе, самой стать одной из основных частей всего полицейского американского государства, одновременно выполняя сбор и обработку информации обо всех сферах деятельности граждан, для выявления потенциальных угроз американскому строю, и создавая боевых роботов, способных по приказу, без моральных колебаний, на любые силовые действия против военнослужащих и гражданских лиц, по всему миру. Концентрируя в собственных руках огромные финансовые, разведывательные и военные ресурсы, Ларри Пейдж, несомненно, задумывается о своей будующей политической карьере...