Monthly Archives: January 2010

Rereading P Seybolds’ deck Outside Innovation

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via gazed:
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Must read: The Relationship between Design Thinking and Innovation | Customer Experience Labs

Heather in a classic pin-up pose (IMG_7702a)
Image by Alaskan Dude via Flickr

Found at :

The Relationship between Design Thinking and Innovation | Customer Experience Labs.

My favourite article about Design Thinking is an article called “Innovation as a Learning Process: Embedding Design Thinking” which describes the fundamental principles of design and defines the relationship between innovation and design. The article has been published already in 2007 and it has just received the Accenture Award of the California Management Review.

This award is given each year to the authors of the article published in the preceding volume of the California Management Review that has made the most important contribution to improving the practice of management.

About the Article
In their article, Beckman and Barry outline four core elements of design thinking — observation, framing, imperatives (needs or design principles), and solutions. 
They ground these elements of design thinking in models of how people learn, describing which learning style is best suited to each element of design thinking. By doing so, they provide a model for achieving innovation among members of a team with different learning styles. Their model can be applied across a wide range of sectors, from hardware and software products to services to architecture.”

To be continued at:
The Relationship between Design Thinking and Innovation | Customer Experience Labs.

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Recommending John Moore’s slidedeck Customer service and social media

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I agree: Corporations are Really High Schools, Budget-wise

I have to agree with Gia Lyons. Although I have to say in most corporations the staff is not that well looking.

Have fun!

Found at  Corporations are Really High Schools, Budget-wise » Connected.\

(Disclaimer for the obtuse: This is a tongue-in-cheek post.)

Sales: Football team, the entire Sports program.

Marketing: They support the Sports program. Sometimes they’re the Cheerleaders (plenty of funding), sometimes they’re the Band (but they have to buy their own instruments and sew their own uniforms).

Engineering: Chess, Math, Science clubs (obviously).

Services and IT: A/V club. Mr. Sanders can’t very well fix his own projector, now, can he?

Social Media Strategist/Community Manager: Glee, Theater clubs, the entire Arts program (first one to get cut in a budget crisis).

What am I missing?

Read more from  Corporations are Really High Schools, Budget-wise » Connected.\

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Recommending AMERICANSUBURB X: INTERVIEW: “Monkeys Make the Problem More Difficult – A Collective Interview with Garry Winogrand” (1970)

'New York City, 1968' by Gary Winogrand
Image by LastGreatRoadTrip via Flickr

Found at   AMERICANSUBURB X: INTERVIEW: “Monkeys Make the Problem More Difficult – A Collective Interview with Garry Winogrand” (1970).

href=”http://www.americansuburbx.com/2010/01/interview-monkeys-make-problem-more.html”>INTERVIEW: “Monkeys Make the Problem More Difficult – A Collective Interview with Garry Winogrand” (1970)

Originally Published in Image Magazine by George Eastman House – Vol. 15, No. 2, July, 1972

Transcribed and Edited by Dennis Longwell

“In an artistic work of true beauty the content ought to be nil, the form everything. . . . The secret of great artists is that they cancel matter through form; the more imposing the matter is in itself, the greater its obstinacy in striving to emphasize its own particular effect, the more the spectator inclines to lose himself immediately in the matter, so much more triumphant is the art which brings it into subjection and enforces its own sovereign power.”

To be continued at found at   AMERICANSUBURB X: INTERVIEW: “Monkeys Make the Problem More Difficult – A Collective Interview with Garry Winogrand” (1970).
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Reading A special report on social networking: A world of connections | The Economist

Found at

A special report on social networking: A world of connections | The Economist.

Online social networks are changing the way people communicate, work and play, and mostly for the better, says Martin Giles (interviewed here)

Jan 28th 2010 | From The Economist print edition

Illustration by Ian Whadcock

THE annual meeting of the World Economic Forum in Davos, currently in progress, is famous for making connections among the global great and good. But when the delegates go home again, getting even a few of them together in a room becomes difficult. To allow the leaders to keep talking, the forum’s organisers last year launched a pilot version of a secure online service where members can post mini-biographies and other information, and create links with other users to form collaborative working groups. Dubbed the World Electronic Community, or WELCOM, the forum’s exclusive online network has only about 5,000 members.

But if any service deserves such a grand title it is surely Facebook, which celebrates its sixth birthday next month and is now the second most popular site on the internet after Google. The globe’s largest online social network boasts over 350m users—which, were it a nation, would make Facebook the world’s third most populous after China and India. That is not the only striking statistic associated with the business. Its users now post over 55m updates a day on the site and share more than 3.5 billion pieces of content with one another every week. As it has grown like Topsy, the site has also expanded way beyond its American roots: today some 70% of its audience is outside the United States.

Although Facebook is the world’s biggest social network, there are a number of other globetrotting sites, such as MySpace, which concentrates on music and entertainment; LinkedIn, which targets career-minded professionals; and Twitter, a networking service that lets members send out short, 140-character messages called “tweets”. All of these appear in a ranking of the world’s most popular networks by total monthly web visits (see chart 1), which also includes Orkut, a Google-owned service that is heavily used in India and Brazil, and QQ, which is big in China. On top of these there are other big national community sites such as Skyrock in France, VKontakte in Russia, and Cyworld in South Korea, as well as numerous smaller social networks that appeal to specific interests such as Muxlim, aimed at the world’s Muslims, and ResearchGATE, which connects scientists and researchers.

To be continued at A special report on social networking: A world of connections | The Economist.

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Recommended read: Allen Bonde’s 10 steps to a practical social media business strategy

A tag cloud with terms related to Web 2.
Image via Wikipedia

desc

Found at  10 steps to a practical social media business strategy 27/1/2010

How can you make social media and Web 2.0 work for your business? As we discussed last time, social media sites and models are really just “channels” from a marketing and CRM perspective — requiring targeted approaches, expectations and even owners. But while experimenting with public social media and marketing campaigns is an essential first step for most businesses, simply having a presence on Facebook or Twitter does not mean you have a true social media business strategy.

To be continued at 10 steps to a practical social media business strategy.


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