tag:blogger.com,1999:blog-57804710650030206942024-03-12T11:19:50.721-07:00The Innovation and Collaboration Blog JamThis blog explores perspectives on the intelligent organization of the future. Topics focus on:Business Transformation, Collaboration,Customer and Service Innovation,Disruptive Innovation,Intelligent Cities and Communities,Social Media (Web 2.0/3.0)Talent Engagement and Venture Capital. My blog is written to increase organization's capacity to innovate and grow - and stretch thinking beyond traditional boundaries,and offer practical pathways for successful execution.Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.comBlogger202125tag:blogger.com,1999:blog-5780471065003020694.post-39952379936808131212013-12-23T09:39:00.001-08:002013-12-23T09:39:12.832-08:00Tips for Dealing with Negative Reviews Online<span style="color: #222222; font-family: arial, sans-serif; font-size: x-small;">I recently corresponded with Locality.com - a platform for businesses to create profiles and publish information. They sent over this helpful list for handling reputation online. This is particularly helpful for small businesses handling their own social media.</span><br />
<span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;"><br /></span>
<span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">Based on an analysis of thousands of local businesses featured on the Locality.com platform, Locality CEO Jay Shek developed a list of four crucial mistakes that small business owners frequently make when responding to negative online reviews:</span><br />
<span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;"><br /></span>
<span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">MISTAKE 1: POSTING FAKE POSITIVE REVIEWS</span><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">Local neighborhood guides often have red flags in place to find out when a business owner posts fake reviews. Don't run the risk of being publicly shamed. It's not worth it.</span><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">MISTAKE 2: OVERREACTING</span><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">Negative responses, finger-pointing, and customer-blaming is a quick way to turn a bad online conversation into really bad buzz that hurts your bottom line. Instead, be constructive and find a solution.</span><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">MISTAKE 3: BEING TOO PASSIVE</span><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">Ask your loyal followers to review you online. Target red flags in customer service and nip them in the bud before they find their way to a review.</span><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">MISTAKE 4: KEEPING THE CONVERSATION ONLINE</span><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">Don't get stuck online -- move the conversation offline. Contact the customer behind the negative review, hear them out, and offer a positive solution.</span><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">A little more about Locality:</span><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><br style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;" /><span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">Founded in 2011, Locality (</span><a href="http://www.locality.com/" style="background-color: white; color: #1155cc; font-family: arial, sans-serif; font-size: 13px;" target="_blank">www.locality.com</a><span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">) is a service that businesses can use to create an online profile and publish their information for free. To sign up, visit </span><a href="http://locality.com/merchants" style="background-color: white; color: #1155cc; font-family: arial, sans-serif; font-size: 13px;" target="_blank">locality.com/merchants</a><span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">. Previously, CEO and co-founder Jay Shek managed finance and analytics at Snapfish, an online photo company acquired by Hewlett-Packard. Locality is currently funded by Lightbank, ffVC, Cowboy Ventures, Founder Collective, and others.</span>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com1tag:blogger.com,1999:blog-5780471065003020694.post-86050753246521144352013-03-01T12:49:00.000-08:002013-03-01T12:49:07.622-08:00Making Sense of the Generation Gap<br />
<div style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">
<span style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">Anyone who has managed people outside of their generational group knows the challenges involved. It comes with the life experience of having grown up in a different time and a different set of cultural dynamics. The book,</span><span style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt;"> </span><i style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">The Xers and the Boomers</i><span style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt;"> </span><span style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">- by Claire Raines and Jim Hunt does a great job of highlighting those differences. With this knowledge we can perhaps find a more comfortable starting point for our conversations. Here are some highlights from the book. </span></div>
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<br /><strong>Here's what Generation Xers say about Boomers</strong></div>
<ul align="left" style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They're self-righteous</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They're workaholics</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They think a half-day means leaving at five</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They thrive on office politics</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They talk the talk, but they don't walk it.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They ask for our opinions, then do it there way</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">Their lives center around their jobs</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They demand constant validation</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They are always in other people's faces</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They are too intense</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They follow every management fad-of-the-week</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They're set in their ways</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They've quit learning.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They're clueless about the future.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They've always had it easy.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They take a comfortable retirement for granted.</li>
</ul>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
<strong>Here's what the Boomers say about Gen Xers</strong></div>
<ul align="left" style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They're slackers.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They're whiners.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They don't want to pay their dues.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They think 'job' instead of 'career'.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They're rude.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They lack social skills.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They are always bucking the system.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They refuse to wait their turn.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They're not loyal.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They constantly ask 'why?'</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They have no work ethic.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They aren't committed.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They have a 'you owe me' attitude.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They're self-focused.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They spend too much time on the internet.</li>
</ul>
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Let's look at a slice of the times that shaped each of them. The answers as to which applies to each Generation is below. </div>
<ol align="left" style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">Having grown up with sophisticated TV shows and advertising , they learned as children to distrust the media. As adults, they are wary of any message that seems to be cliche.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">Sally Field, a member of this generation shouted 'You like me! You really like me!' to the Academy Awards audience. This generation, generally masterful at establishing rapport, seems to care about personal approval more than any other.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">Because there are so many of them, they have set the trends for four decades. In the seventies, fern bars and tennis were all the rage; in the eighties, it was BMW's and Ben and Jerry's; in the nineties, cholesterol blockers and car pools.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">The oldest of them were thirteen when President Nixon resigned. Many counseled a parent through an ugly divorce. Today, they don't give extra respect to someone just because of age, range, title, or status.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They were the first generation graded on their report cards for 'works well with others' and 'shares materials with classmates'. They have taken that orientation to work with them where they have promoted team concepts like quality circles, consensus, and participative management.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They watched their parents and neighbors laid off in the eighties. They don't have much faith in institutions. They tend to think of themselves as free agents and believe they will earn job security only through improving their own skills.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">More members of this generation believe in UFO's than believe the social security system will be there for them when they retire. They believe that if there's going to be a retirement program for them it will be one of their own making.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">In the decades they've been in the workforce, they've driven the length of the average work week up and up. As a generation, they've used work as a means to prove their worthiness.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">In the sixties and seventies, this generation participated in the civil right and women's movements. On the job, they brought the same kind of pressure against bureaucracy and hierarchy.</li>
<li style="font-family: Arial, Helvetica, sans-serif; font-size: 10pt; margin-left: 15px;">They are far less attracted to leadership positions than any other generation. Organizations that have traditionally used promotion to management as a motivator are being forced to find other means of motivating employees.</li>
</ol>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
This was adapted from the board game, Connecting Generations, by Claire Raines and Sandy Mazarakis.</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Xers - 1,4,6,7,10</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Boomers-2,3,5,8,9</div>
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<br />When it comes to viewing and dealing with the world around us, Xers and Boomers are different.</div>
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<strong>View of the world of work:</strong></div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Xers think 'job'. Boomers think 'career'</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
<strong>Communicate</strong>:</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Xers are blunt. Boomers are diplomatic.</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
<strong>Relate to authority:</strong></div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Xers are unfazed. Boomers are impressed.</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
<strong>Feel about approval:</strong></div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Xers feel indifferent. Boomers seek validation.</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
<strong>Think about resources:</strong></div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Xers see scarcity. Boomers see abundance.</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
<strong>Regard policies and procedures:</strong></div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Xers mistrust business practices. Boomers defend them.</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
<strong>Depend on others:</strong></div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Xers are self-reliant. Boomers are team-oriented.</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
<strong>Define 'work ethic':</strong></div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Xers seek balance. Boomers remain driven.</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
<strong>Focus at work:</strong></div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Xers are task and results oriented. Boomers are relationship and results oriented.</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
<strong>Interact with technology:</strong></div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Xers assimilate it. Boomers accommodate it.</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
<strong>View entitlement:</strong></div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Xers want to be judged on merit. Boomers want their experience to count.</div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
<strong>Think of the future:</strong></div>
<div align="left" style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
Xers want to survive. Boomers want to change the world.</div>
<div style="background-color: white; color: #222222; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;">
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<div style="font-size: 10pt;">
Just as nations have different aspirations based on timing, history, traditions etc. so do our generational experiences taint all of our perspectives. </div>
<div style="font-size: 10pt;">
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<div style="font-size: 10pt;">
If we want to survive, never mind thrive, these are thought provoking ideas to keep in mind. </div>
</div>
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<span style="background-color: white; color: #222222; font-family: arial, sans-serif; font-size: 13px;">(Note: Special thanks to Mike Fox: BrightLights for this blog inspiration</span>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com1tag:blogger.com,1999:blog-5780471065003020694.post-83425464682983047392012-11-30T12:59:00.001-08:002012-11-30T12:59:06.784-08:00Financial Post article "Women Blocked from advancement: study"<span class="Apple-style-span" style="font-family: inherit;">Interesting article in the Financial Post pertaining to the Economic Gender Gap: "</span><span class="Apple-style-span" style="line-height: 30px;"><span class="Apple-style-span" style="font-family: inherit;">Women around the globe are blocked from advancing in their careers because of unequal access to high visibility jobs and international experience, according to a new report".</span></span><br />
<span class="Apple-style-span" style="font-family: inherit;"><br /></span>
<span class="Apple-style-span" style="font-family: inherit;">http://www.reuters.com/article/2012/11/16/jobs-women-gendergap-idUSL1E8MG64220121116?feedType=RSS&feedName=everything&virtualBrandChannel=11563</span>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com1tag:blogger.com,1999:blog-5780471065003020694.post-17548955817633852212012-07-19T08:45:00.001-07:002012-07-19T08:45:43.944-07:00<br />
<br />
An interesting report that surfaced yesterday:<br />
<blockquote style="color: #222222;" type="cite">
<b><span style="font-family: 'Times New Roman'; font-size: small;"><i>Angel Capital Activity on the Rise: More Investments to More Companies</i></span></b><br />
<h1 align="center" style="font-family: arial, sans-serif; text-align: center;">
<span style="font-size: small;"><u></u></span></h1>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>TORONTO</b><b>, </b><b>July 18, 2012</b><b> /CNW/</b> - T</span><span style="font-family: Arial;">he <a href="http://incoming.saveastamp.ca/linktracker2.aspx?%7b0~praveen@varshneycapital.com%7d%7b6320f4eb-ae93-4b40-808d-cb35811658df%7d%7b%7d%7bhttp%3a%2f%2fwww.nacocanada.com%2f%7d%7bPraveen%7d%7bVarshney%7d" style="color: #1155cc;" target="_blank"><b>National Angel Capital Organization</b></a> (NACO) is pleased to announce the release of the <b><a href="http://incoming.saveastamp.ca/linktracker2.aspx?%7b0~praveen@varshneycapital.com%7d%7b6320f4eb-ae93-4b40-808d-cb35811658df%7d%7b%7d%7bhttp%3a%2f%2fwww.nacocanada.com%2fNACO%2fWhat-We-Do%2fInvestment-Activity-by-Canadian-Angel-Groups-2011%7d%7bPraveen%7d%7bVarshney%7d" style="color: #1155cc;" target="_blank"><i>Investment Activity by Canadian Angel Groups: 2011 <wbr></wbr>Report</i></a></b>. This report, the second of its kind, examines 2011 activity levels and highlights trends such as a significant increase in levels of Angel activity. The report also presents an initial analysis of the mode of exit and the returns generated by Angel-backed companies.</span><span style="font-family: arial, sans-serif;"><u></u><u></u></span><br />
<div style="font-family: arial, sans-serif;">
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<div style="font-family: arial, sans-serif;">
<span style="font-family: Arial; font-size: small;">Significant findings of this report include:</span><u></u><u></u></div>
<ul style="font-family: arial, sans-serif;" type="disc">
<li class="MsoNormal" style="margin: 0px 0px 0px 15px;"><b><span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">~12% increase in the number of business plans funded</span></span></b><span style="font-family: Arial;"> as a proportion of those selected for detailed review.</span><u></u><u></u></li>
<li class="MsoNormal" style="font-size: 13px; margin: 0px 0px 0px 15px;"><span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">2% increase in the number of business plans funded as a proportion of those received.</span></span><u></u><u></u></li>
<li class="MsoNormal" style="font-size: 13px; margin: 0px 0px 0px 15px;"><b><span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">134 investments in 2011</span></span></b><span style="font-family: Arial;"> (103 new and 31 follow-on) totalling $82.4 million ($60.5 million new and $21.9 follow-on), 90 investments (80 new and 10 follow-on) were made in 2010 totalling $35.3 million ($34.2 new and $1.1 follow-on).</span><u></u><u></u></li>
<li class="MsoNormal" style="font-size: 13px; margin: 0px 0px 0px 15px;"><b><span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">$172K increase in average investment</span></span></b><span style="font-family: Arial;">, from $442K in 2010 to $614K in 2011.</span><u></u><u></u></li>
<li class="MsoNormal" style="font-size: 13px; margin: 0px 0px 0px 15px;"><b><span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">ICT (51%), clean technology (21%), and life sciences (17%)</span></span></b><span style="font-family: Arial;"> received the largest proportion of investments.</span><u></u><u></u></li>
<li class="MsoNormal" style="font-size: 13px; margin: 0px 0px 0px 15px;"><b><span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">ICT (</span></span></b><b><span style="font-family: Arial;">$33.3M</span></b><b><span style="font-family: Arial;">), life sciences (</span></b><b><span style="font-family: Arial;">$26.6M</span></b><b><span style="font-family: Arial;">), and clean technology (</span></b><b><span style="font-family: Arial;">$17.5M</span></b><b><span style="font-family: Arial;">)</span></b><span style="font-family: Arial;"> received the most investment.</span><u></u><u></u></li>
<li class="MsoNormal" style="font-size: 13px; margin: 0px 0px 0px 15px;"><b><span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">70% of recorded investments involved a co-investor</span></span></b><span style="font-family: Arial;">, with 74% of these being either independent Angel investors or investors associated with an Angel Group.</span><u></u><u></u></li>
<li class="MsoNormal" style="font-size: 13px; margin: 0px 0px 0px 15px;"><b><span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">49% of investments indicated government support</span></span></b><span style="font-family: Arial;"> in the form of a regional economic development agency program.</span><u></u><u></u></li>
<li class="MsoNormal" style="font-size: 13px; margin: 0px 0px 0px 15px;"><b><span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">72% of investment exits were from a 'sale to/merger with another company'</span></span></b><span style="font-family: Arial;">.</span><u></u><u></u></li>
<li class="MsoNormal" style="font-size: 13px; margin: 0px 0px 0px 15px;"><b><span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">4 years or more</span></span></b><span style="font-family: Arial;"> was the length of time investments took to mature before an exit took place.</span><u></u><u></u></li>
</ul>
<div style="font-family: arial, sans-serif; font-size: 13px;">
<span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">"The impact, importance and growth of the Angel community in <u></u><u></u>Canada<u></u><u></u> is clear, with more Angels investing more capital in more companies across the country in 2011," said Bryan Watson, Executive Director of NACO. "To continue to support this trend of investment into Canada's emerging companies, the Government of Canada must develop national programs that reduce the substantial risk Angel investors face and leverage additional capital into the market through co-investment programs, tax credits and direct support to the Angel community."</span></span><u></u><u></u></div>
<div style="font-family: arial, sans-serif; font-size: 13px;">
<span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">"Angel investor groups invested significantly more capital in 2011 than in 2010," said Michelle Scarborough, Chair of NACO. "For 2011, NACO estimates that Angel investors in <u></u><u></u>Canada<u></u><u></u> invested just under $1 billion into high-growth, early-stage companies across all industries and geographies. As such, Angels continue to fill an important financing gap at the early and growth stage of company development, putting our own capital to work along with our expertise, helping to mentor entrepreneurs during critical stages of company development and helping accelerate company growth."</span></span></div>
</blockquote>
<blockquote style="color: #222222;" type="cite">
<div style="font-family: arial, sans-serif; font-size: 13px;">
<span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">This study was funded by Industry <u></u><u></u>Canada<u></u><u></u> and BDC Venture Capital.</span></span><u></u><u></u></div>
<div style="font-family: arial, sans-serif; font-size: 13px;">
<span style="font-family: Arial; font-size: small;"><span style="font-size: 12pt;">BDC VC is working with a number of angel groups across the country, including NACO, to help them thrive. "Angels are playing a considerable part in starting to fill the financing gap that Canadian startups continue to face in their early stage," said Michael Mahon, Director, Strategic Initiatives and Investments at BDC VC. "<u></u><u></u>Canada<u></u><u></u> needs strong angel networks capable of providing not only early-stage funding, but also mentorship to entrepreneurs. It is important to get a better understanding of the Canadian angel capital market so that we can more effectively support it."</span></span><span style="background-color: white;"> </span></div>
</blockquote>
<blockquote style="color: #222222;" type="cite">
<div style="font-family: arial, sans-serif; font-size: 13px;">
<span style="background-color: white; font-family: Arial; font-size: 12pt;">To download a copy of the full report, please visit: </span><a href="http://incoming.saveastamp.ca/linktracker2.aspx?%7b0~praveen@varshneycapital.com%7d%7b6320f4eb-ae93-4b40-808d-cb35811658df%7d%7b%7d%7bhttp%3a%2f%2fwww.nacocanada.com%2fNACO%2fWhat-We-Do%2fInvestment-Activity-by-Canadian-Angel-Groups-2011%7d%7bPraveen%7d%7bVarshney%7d" style="background-color: white; color: #1155cc; font-family: Arial; font-size: 12pt;" target="_blank">http://www.nacocanada.<wbr></wbr>com/NACO/What-We-Do/<wbr></wbr>Investment-Activity-by-<wbr></wbr>Canadian-Angel-Groups-2011</a></div>
</blockquote>
<blockquote style="color: #222222; font-family: arial, sans-serif; font-size: 13px;" type="cite">
</blockquote>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com1tag:blogger.com,1999:blog-5780471065003020694.post-32442337501635321082012-07-11T13:01:00.001-07:002012-07-11T13:01:41.626-07:00Social Roots Excerpt<!--[if gte mso 9]><xml>
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<br />
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">From the forward of my new book, Social Roots:</span></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "Times New Roman";">I have been working in the fields of innovation,
collaboration, and social media with international clients in diverse
industries like: communications and high tech, telecommunications, and
financial services for over twenty years. What I have learned from the diverse
leadership roles, client projects etc. is that there are some constant
realities in play.</span></div>
<div class="MsoNormal">
<span style="background-color: white; font-family: 'Times New Roman'; text-indent: 36pt;"><br /></span></div>
<div class="MsoNormal">
<span style="background-color: white; font-family: 'Times New Roman'; text-indent: 36pt;">First, innovation excellence is driven by
the passion of its leaders and their tenacity to achieve a vision that
stretches everyone’s imagination. The stories in this book are exemplary
innovations that have helped shape our increasingly connected and highly
virtualized world. In the last book I wrote with my co-authors, John and Joanne
Girard, </span><i style="background-color: white; font-family: 'Times New Roman'; text-indent: 36pt;">Business Goes Virtual</i><span style="background-color: white; font-family: 'Times New Roman'; text-indent: 36pt;">, we examined the forces at play in collaboration,
social media and virtual worlds and researched how organizations are using
these tools for improving their business goals.</span></div>
<div class="MsoNormal">
<span style="background-color: white; font-family: 'Times New Roman'; text-indent: 36pt;"><br /></span></div>
<div class="MsoNormal">
<span style="background-color: white; font-family: 'Times New Roman'; text-indent: 36pt;">Now that a year has passed, it is
increasingly clearer to me that there is a more fundamental economic shift
underway and virtualization is a key innovation factor but the glue growth
factor is influence networks and the increasing power they have and will have
as the world economic structure increasingly shifts to new business metrics
like: return on collaboration (ROC) with underpinnings in social capital
theory, while other organizations like IBM like to call this return on
contribution (ROC).</span></div>
<div class="MsoNormal">
<span style="background-color: white; font-family: 'Times New Roman'; text-indent: 36pt;"><br /></span></div>
<div class="MsoNormal">
<span style="background-color: white; font-family: 'Times New Roman'; text-indent: 36pt;">We call this
connected new world order the <b>Influence Economy</b> where who knows who, who is
doing what, who can help you, or what you know, or increasingly where you are
determines your influence and value. </span></div>
<div class="MsoNormal" style="mso-margin-top-alt: auto; text-autospace: none; text-indent: 36.0pt;">
<o:p></o:p></div>
<!--EndFragment-->Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-50503976599310503302012-06-29T11:34:00.005-07:002012-06-29T11:34:57.014-07:00Seven key facts on the Crowdfunding Market<ol>
<li><span style="background-color: white;">Research report forecasts that $2.8 B will be raised worldwide this year, up from $1.5 B in 2011 and $530 M in 2009. </span></li>
<li><span style="background-color: white;">There are over 450 crowdfunding platforms worldwide. </span><span style="background-color: white;">Including 4 China. </span></li>
<li><span style="background-color: white;">Kickstarter is America’s largest platform. </span></li>
<li><span style="background-color: white;">Indiegogo is Kickstarter’s closest rival, and is available in Canada. </span></li>
<li><span style="background-color: white;">In terms of amount of money raised, the NA crowdfunding industry CAGR is 63%</span></li>
<li><span style="background-color: white;">Pebble raised 10.3 million dollars from 68,929 people after the inventors posted a pitch on Kickstarter. The p</span><span style="background-color: white;">revious record was 3.3 Million set in March by Double Fine Adventure, a video game. </span></li>
<li><span style="background-color: white;">Seven projects have raised $1M – something that had never happened before February this year. </span></li>
</ol>
<div>
<br /></div>
<div>
<span style="font-size: x-small;">Sources: Techvibes, Massolution, ITBusiness</span></div>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-6982230099513128822012-06-29T11:23:00.002-07:002012-06-29T11:26:26.350-07:00What is Crowdfunding? How does it relate to Social Media? How is it creating New Business Models and More Rapid Job Creation?<span style="background-color: white;">Below is an excerpt from Invest Crowdfund Canada's National Webinar, held 29 June 2012. </span><br />
<span style="color: #444444;">Guest author: Andrew Weir</span><br />
<span style="color: #444444;"><br /></span><br />
<br />
<div class="MsoNormal">
Broadly speaking, crowdfunding is about using the Internet
to ask regular people to help fund you project or idea. There are a number of
different models for this. The most globally prevalent model right now is
donation-based. For a benefactor
in a donation-based system, it is about being willing to pay in advance for a
product or project that you believe in. In most cases, donators will receive
the product in exchange for contributing. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
You asked how cowdfunding relates to social media. The most notable platforms in North
America right now are IndieGoGo and Kickstarter. They’re social in the sense that users log in,
browse, discuss and ask questions before decided to donate or not. People
looking for funding often include videos explaining their project. On some
platforms (though not necessarily all), a project must have reached its funding
target before any money is released. If the target is not met, no money is
transferred. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
What we’re talking about today is the next generation of
crowdfunding: Crowdfund investing. Recently made legal in the united states and
already available in other geographies, it takes the crowdfunding model a step
further by allowing people to invest in companies and ideas in exchange for
equity. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
What this is about then is opening up new ventures and ideas
to the capital and wisdom of the crowds. It is social in the sense that
business plans and project ideas need to be able to stand up to the scrutiny of
the social network. If one potential investor questions the logic or
sustainability of the plan, the person or group seeking investment is going to
have to adequately defend themselves to the entire crowd or fail. And its important to remember
that the crowd is diverse – the scrutiny will come from people of all different
expertise and interests. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
You asked about job creation. New ventures are a crucial source for new job
creation. In the US for instance, of the
modest increase of 119,000 jobsin April, only 4,000 of those came from big
firms. Half of those new jobs came from small businesses and startups. <span style="background-color: white;">We have established that it is anything by easy right now in Canada to obtain funding through
banks or VCs. Opening up crowdfund investing provides these new and innovative
companies with the funding they need to grow. </span><br />
<span style="background-color: white;"><br /></span><br />
<span style="background-color: white;">Click here for our <a href="http://icanada.nu/wp-content/uploads/2012/06/Crowdfund-Investing-Whitepaper-V11.pdf" target="_blank">Whitepaper</a> on Crowdfunding in Canada</span><br />
<span style="background-color: white;"><br /></span><br />
For more information and to access our petition, visit the <a href="http://www.icanada.nu/" target="_blank">i-Canada</a> page. </div>
<div class="MsoNormal">
<o:p></o:p></div>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com4tag:blogger.com,1999:blog-5780471065003020694.post-29719983843962827632012-06-18T14:39:00.002-07:002012-06-18T14:39:12.856-07:00What types of business applications are most often used for social media?<!--[if gte mso 9]><xml>
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are:</span></div>
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<li><b style="background-color: white;"><span style="color: #1a1a1a; font-family: Calibri; mso-ascii-theme-font: major-latin; mso-bidi-font-family: Arial; mso-hansi-theme-font: major-latin;">Citizen
Engagement/Services Communication Applications</span></b><span style="background-color: white; color: #1a1a1a; font-family: Calibri;">: there are a number of
approaches that are being used to improve citizen and services communication
using social media tools or community interaction portals to allow
organizations to socialize their ideas. In addition, blogs and social
networking tools like Facebook have become effective ways to rally target
audiences around key conversations of community relevance.</span></li>
<li><b style="background-color: white;"><span style="color: #1a1a1a; font-family: Calibri; mso-ascii-theme-font: major-latin; mso-bidi-font-family: Arial; mso-hansi-theme-font: major-latin;">Employee Engagement</span></b><span style="background-color: white; color: #1a1a1a; font-family: Calibri;">: Use of social media for
employee engagement/internal communication is a major focus for organizations
in both the private and public sector. For example, blogs can be a very
effective communication channel for management to get key leadership messages
out, but also invite employees to engage in the conversation, post questions,
add comments, etc. A popular form of employee communication internally is using
low cost Twitter look alike tools like Yammer (recently acquired by Microsoft).</span></li>
<li><b style="background-color: white;"><span style="color: #1a1a1a; font-family: Calibri; mso-ascii-theme-font: major-latin; mso-bidi-font-family: Arial; mso-hansi-theme-font: major-latin;">Learning &
Development</span></b><span style="background-color: white; color: #1a1a1a; font-family: Calibri;">: Social media tools are very effective in supporting internal
training, and learning and development needs. Popular uses include YouTube or
other video services to set up lower cost training tools, supported by social
networking engagement tools so employees can continue to ask experts questions,
use of wikis and social networking tools are also very effective tools to
support learning and development practices.</span></li>
<li><b style="background-color: white;"><span style="color: #1a1a1a; font-family: Calibri; mso-ascii-theme-font: major-latin; mso-bidi-font-family: Arial; mso-hansi-theme-font: major-latin;">Customer Services</span></b><span style="background-color: white; color: #1a1a1a; font-family: Calibri;">: Many government
organizations are using Twitter for issuing alert services on transportation,
safety or health messages to reduce call volume traffic.</span></li>
<li><b style="background-color: white;"><span style="color: #1a1a1a; font-family: Calibri; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: major-latin; mso-bidi-font-family: Arial; mso-bidi-language: AR-SA; mso-fareast-font-family: "MS 明朝"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-fareast; mso-hansi-theme-font: major-latin;">Collaboration: </span></b><span style="background-color: white; color: #1a1a1a; font-family: Calibri; font-size: 12pt;">Organizations
use collaboration and social media platforms like IBM Connections/Collaboration
Suite, Igloo, Jive, and Microsoft Share Point
to share project information, departmental communication,
manager/employee communication centers.</span></li>
</ul>
<br />
<br />
<!--EndFragment-->Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com2tag:blogger.com,1999:blog-5780471065003020694.post-89609639515311267562012-06-18T14:35:00.000-07:002012-06-18T14:35:00.280-07:00Who in government is world class in social media use?<!--[if gte mso 9]><xml>
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There are many role models in government organizations
successfully using social media. Here are three great examples:<o:p></o:p></div>
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<br /></div>
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<li><span style="background-color: white;">The Ontario Provincial Police (http://www.opp.ca/) have been
innovating with social media for several years.</span></li>
</ul>
<br />
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</div>
<ul>
<li><span style="background-color: white;">The Province of British Columbia Citizen Engagement (</span><a href="http://www.gov.bc.ca/citz/citizens_engagement/some_guidelines_master.pdf" style="background-color: white;"><span style="color: windowtext; text-decoration: none; text-underline: none;">http://www.gov.bc.ca/citz/citizens_engagement/some_guidelines_master.pdf</span></a><span style="background-color: white;">).
See this link for the province’s guidelines on using social media within the
organization.</span></li>
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<br />
<ul>
<li><span style="background-color: white;">United States Environmental Protection Agency (</span><a href="http://blog.epa.gov/blog" style="background-color: white;"><span style="color: windowtext; text-decoration: none; text-underline: none;">http://blog.epa.gov/blog</span></a><span style="background-color: white;">). This social
media presence is recognized as a world-class example of government
organization social media use. </span><span style="background-color: white;">The EPA’s general audience stretches across the United
States.The blog is a very good example of effective organization. </span><span style="background-color: white;">A general blog is updated daily by EPA employees with
relevant, accessible and wide ranging articles. </span><span style="background-color: white;">More specific blogs run by the EPA are aggregated under a
“blogversations” area and tweeted out by a common Twitter username.</span></li>
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<o:p></o:p><br />
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<o:p></o:p></div>
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<o:p></o:p></div>
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<o:p></o:p></div>
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<o:p></o:p></div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<o:p></o:p></div>
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<o:p></o:p></div>
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<o:p></o:p></div>
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<o:p></o:p></div>
<!--EndFragment-->Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-21920805511210164302012-06-18T14:31:00.003-07:002012-06-18T14:32:10.995-07:00How difficult is it to measure ROI for social media?<br />
<div class="MsoNormal">
</div>
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</div>
<ul>
<li><span style="background-color: white;">Social Media is a channel to reach an audience that is on
the internet.</span></li>
<li><span style="background-color: white;">It is no different asking what is the ROI for using radio, or
television, or newspapers to reach an audience.</span></li>
<li><span style="background-color: white;">Like other communication channels, to determine an ROI, you need
to think carefully about the audience that you are trying to reach: are they
using social media? It is important to understand how they are using it and
identify what social channel they are using.</span></li>
<li><span style="background-color: white;">The top social media benefits are driven by having a clear
problem that you are trying to solve with a desired outcome.</span></li>
<li><span style="background-color: white;">Social media can be easily measured using many metrics if
you know:</span></li>
<li><span style="background-color: white;">the audience that you want to reach,</span></li>
<li><span style="background-color: white;">how you will reach them (i.e.: where are they),</span></li>
<li><span style="background-color: white;">the type of conversation that you want to have and how long
you want to have it for,</span></li>
<li><span style="background-color: white;">your end posts, (goals/outcomes),</span></li>
<li><span style="background-color: white;">Metrics include: # of comments generated, # of retweets,
length of the conversation, reach of the conversation (beyond NA borders, etc.).</span></li>
<li><span style="background-color: white;">Many organizations do not have the right social media
measurement tools or are not clear on why they are using social media, so they
do not secure a value outcome.</span></li>
<li><span style="background-color: white;">ROI is NOT difficult to measure in highly targeted social
media campaigns that sell specific products as they are driven by a specific
goal, incentives, guided conversations with expert moderators, and typically
have strong tracking tools integrated.</span></li>
<li><span style="background-color: white;">However many organizations do not design a clear vision, develop
a clear set of goals on why they are using social media, so often many
organizations make the mistake of thinking social media is just the right thing
to do without seriously understanding what the goals are, who you want to
reach, where are they located, and why would they want to have a conversation
with you, and more importantly why would they want to sustain the conversation
with you.</span></li>
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<o:p></o:p></div>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-83536641625132152562012-05-16T13:01:00.002-07:002012-05-16T13:01:22.867-07:00New Book: Social RootsOver the last two years, I have been working with the Helix team feverishly to produce a new book called Social Roots. Our book tells the early stories of the social media giants, from MySpace and Facebook to YouTube and WordPress. Apart from telling stories, the book weaves a picture of the "influence economy" of social media. We also start looking forward - to the future of crowdsourcing. Here is an excerpt from my introduction to the book:<br />
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<i><span style="font-family: "Times New Roman";">We have
learned a great deal since the notion of social capital first appeared. In
simple terms it is the investment in social relations with expected returns.
Individuals engage in interactions and networking in order to produce profits. Increasingly
these networks are found via the web in social networks like Facebook,
Twitter, YouTube, or more vertical connecting centers like in CrowdFlower (that
creates labor sourcing opportunities to post jobs and source talent, as well as
rate talent.)</span><o:p></o:p></i></div>
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<i><span style="font-family: "Times New Roman";">The stories of
the early roots of these pioneering companies and others take the reader from
their early pioneering years, adolescent years, to their current growth stage,
offering rich insights on co-founders tribalware fare as told in Blogger. </span><o:p></o:p></i></div>
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<span style="font-family: "Times New Roman";"><i>As you start
to read this book and enjoy its colorful stories, it is important to recognize
what is really happening. Too many executive leaders are still challenging the
value of collaboration or social networks and their benefits to businesses. But
when you look at all the research that is available on why do companies grow to
be more successful, they are consistently growing better when there are
healthier human and social capital foundations. When employees are motivated
and involved in collaborative business practices, they perform better and hence
customers are served better and in return revenues and profits increase. ..."</i></span></div>
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Keep an eye out - we hope to have this one published this summer</div>
<!--EndFragment-->Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-36016302819837694512012-05-03T13:46:00.004-07:002012-05-03T13:48:18.233-07:00Crowdfunding and the Creative Monopoly<style>
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<b>Early this week</b>, the Washington Post ran an editorial titled
“<a href="http://www.nytimes.com/2012/04/24/opinion/brooks-the-creative-monopoly.html" target="_blank">The Creative Monopoly.</a>” Author David Brooks used the example of PayPal founder
Peter Thiel to make the case that business and innovation discourse in the U.S.
is too concerned with competitiveness – at the expense of creativity. This is
not limited to America: Canada recently ranked D in innovation performance. What
often gets lost in the competition discourse is that the best business solution
may not be to inch ahead of industry leaders, but rather to create a new market
all together. “Instead of being slightly better than everybody else in a
crowded field, create a new market and dominate it.” This type of creative
business thinking is what makes start-ups such a valuable force in our economy.
It is our hope that Canada will be seeing a lot more creative being nurtured in
the near future as we push for the legalization of crowdfunding as a source for
investment.</div>
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Earlier this month, the US legitimized the JOBS Act,
officially opening up a new source of funding for small US-based companies and
start-ups. Part of the bill allows financing via crowd funding permitting
participants to raise as much as $1 million a year without having to pursue a
IPO. </div>
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To “crowd fund” is to seek small equity investments from
friends, family and network using the Internet and Social Media. </div>
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Working closely with the <a href="http://www.cata.ca/" target="_blank"><b>Canadian Advanced TechnologyAlliance (CATA)</b></a>, I am leading the movement in Ontario to bring our legislation
up to speed. It is our belief that unlocking this source of funding in Canada
will create more opportunities for capital to flow into start-ups, which, in
turn will help stimulate the growth of intelligent communities.</div>
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Start-ups are important sources of creative business
thinking – unlocking crowdfunding investment opportunities in Canada will help
grow those sources and re-direct our business discourse to creative innovation.</div>
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Here is a link to a piece in the Globe and Mail about our
efforts: "<a href="http://www.theglobeandmail.com/report-on-business/economy/economy-lab/daily-mix/crowdfunding-why-canada-is-far-behind-the-us/article2420066/" target="_blank">Why Canada is Far Behind the US</a>"</div>
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On May 24<sup>th</sup>, Sherwood Neiss co-founder of the US
investment-based crowd funding effort, will speak about the movement during a CATA
conference happening in Newmarket from May 23-24, 2012. He plans to speak on
the advances in technology, the Internet and social media that allow an
entrepreneur to crowdfund a limited amount of capital from friends, family and
the community under a framework that provides for investor protection. I
encourage you to join us and help make crowdfunding a reality. </div>
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For more information on the conference, click here: <a href="http://www.n6bizseries.ca/">http://www.n6bizseries.ca/</a></div>
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For our press release, click here: <a href="http://www.cata.ca/Media_and_Events/Press_Releases/cata_pr05021202.html">http://www.cata.ca/Media_and_Events/Press_Releases/cata_pr05021202.html</a></div>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-40416438392051562912012-03-30T14:29:00.001-07:002012-03-30T14:29:39.208-07:00Capacity Utilization for Securing Transformational ChangeOne of the major ways a company can secure capacity utilization for rapid change is to ask these key questions:<br />
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1.) Has the company's business become more complex as a result of recent M&A activity?<br />
2.) Has the company introduced new standard business processes that are consistent across the organization (a good example is how good are your sales funnel and reporting practices)? *check out SalesChoice.com a new emerging company with simpler sales productivity tool(s),<br />
3.) Has the company become leaner and flatter (reducing levels of hierarchy, increasing spans of control) to increase employee empowerment and engagement capabilities?<br />
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These three questions for large organizations can determine an organization's capacity for change success.<br />
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The more change that impacts an organization across multiple levels, the human capacity to absorb more change is affected. Too many companies have not stepped back and analyzed all the major change initiatives that they are launching across their different stakeholder channels and have an integrated view of the impact to field capacity to absorb the change.<br />
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Sending out mixed signals is endemic (like an infectious virus) in many of our organizations. Finding ways to plant healthy people viruses telling new stories and changing rituals with demonstratable leadership behaviors can help to change the folklore in a culture so the conversations really do change at the water coolers, or when new employees come into cultures and they are integrated new stories are told. Finding ways to unfreeze a culture long enough to subject it to new ways of thinking is not easy to do, but is critical if NA wants to improve its productivity ratios, as well as increase its innovation success.<br />
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Helix has innovative change capacity utilization assessment toolkits and relationships with strategy and change practitioners to help our clients take on big C level changes.<br />
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In 2010, we worked with IBM with a global mobile wireless carrier on its global collaboration intensification program. The launch was extremely successful in specific business areas across the organization. However with a collosal collapse in market shareholder confidence sustaining collaborative behaviors when an organization is under survival often does not happen. Change is often like an elastic band if you don't keep the tension in play, people revert to their old behaviors.<br />
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To mitigate risks to sustain the capacity for change, leaders need to make explicitely the importance of the change and cascade clearly into their performance objectives.<br />
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Typically when there is a lot of change underway, employees will benefit from understanding the major change programs and being clear of rationale for the change, as well as communicate, WIFME (what's in it for me.)<br />
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What have you learned about large scale transformational change? Tell us your story.... we can always learn from others.<br />
<br />Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-36312745500780005162012-02-08T13:13:00.000-08:002012-02-08T13:13:37.996-08:00"Patent Trolling" to Threaten Web Innovation?According to this article by Wired, a biologist, Michael Doyle, and his team of lawyers from Eolas Technologies are claiming that Doyle and two others created and patented the concept of interactive web (using a web browser to interact with content) at the University of California in 1993. They are currently suing big-name companies like Apple, Citigroup, and eBay and could potentially win.<br />
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Eolas is no stranger to the courtroom and is also known for suing <a href="http://www.wired.com/politics/law/news/1999/02/17688" target="_blank">Microsoft</a> for patent infringement in 1999 where they earned the named "patent troll" by some in the industry. This trial and its appeal is now being used as a tool today's trial:<br />
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<i>...the PTO initially rejected the Eolas patent claims in reexams, Doyle and his lawyers were dogged in insisting they had the right to some kind of patent claim. The office ultimately reversed course — a fact now being trumpeted to an East Texas jury by Eolas’ lawyers. </i></blockquote>
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<i>Eolas’ lawyers have actually used the struggle against the patent to bolster their claim that it’s an important invention. Mike McKool, the lead lawyer for Eolas, told the jury during opening statements that tech companies have been attacking the patent ever since 1995 — when it was still three years away from issuing.</i></blockquote>
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As many as 30 companies have been targeted in Texas (including GoDaddy, JC Penney, and Staples) and only 8 remain with the rest having decided to settle. Eolas valued over $600 million is owed to them (by the remaining companies) due to the infringement. Because of this high-profile case even Tim Berners-Lee, the current director of World Wide Web Consortium (W3C) and inventor of the web, testified at the trial yesterday:<br />
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<i>A succession of pioneers of the early web — including the web’s father, Tim Berners-Lee himself — have flown in from around the world to denounce two software patents they believe threaten the future of web innovation....Berners-Lee ended up testifying to an eight-person jury in East Texas on Tuesday morning, restating to some degree an argument he made in Scientific American in 2010 — that patents could be a serious threat to the future of the Web. In the Eolas case, it looks like Berners-Lee’s nightmare may be about to come true. </i></blockquote>
<b>Let's assume that Doyle and the 2 others did create the concept of interactive web. If successful, how do you think this will this patent case affect American current patent laws, famous American-based web services, and new entrants in the industry? Do you believe this will open up more opportunities for patent trolling around the world?</b><br /><br />
<b>Source</b>: <a href="http://www.wired.com/threatlevel/2012/02/patent-troll-trial/">http://www.wired.com/threatlevel/2012/02/patent-troll-trial/</a></div>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-72830571476026739512012-01-18T13:42:00.000-08:002012-01-18T13:42:32.991-08:00Websites Go Black to Protest SOPAToday, many websites have gone black to protest the Stop Online Piracy Act (SOPA) or the Protect IP Act (PIPA).<div>
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Although this act only affects websites in America, it will have impact worldwide. Many popular websites such as Google, Facebook, and Twitter are headquartered in US and will have to comply with this bill if passed.</div>
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For more information about SOPA:<br /><a href="https://www.google.com/landing/takeaction/" target="_blank">https://www.google.com/landing/takeaction/</a><br /><br />For a full list of blacked out websites:<div>
<a href="http://mashable.com/2012/01/17/sopa-companies-dark-list/" target="_blank">http://mashable.com/2012/01/17/sopa-companies-dark-list/</a><br /><br />On a comedic sidenote, <a href="http://twitter.com/herpderpedia" target="_blank">@herpderpedia</a> on Twitter is currently compiling several tweets that show users panicking (re: mostly students) about the Wikipedia Blackout.</div>
</div>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com1tag:blogger.com,1999:blog-5780471065003020694.post-56337563946082283762011-12-05T11:41:00.000-08:002011-12-05T11:41:00.189-08:00Business Goes Virtual - Chapter 10 - What Every Leader Needs to Know<br />
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">The tenth and final post of my <a href="http://helixcommerce.blogspot.com/search/label/business%20goes%20virtual">Business Goes Virtual blog series</a> concludes wi<span class="Apple-style-span">th “Chapter 10 - What Every Leader Needs to Know<span class="Apple-style-span" style="font-family: inherit;">”. </span></span></span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;">The "High Five" Challenges in Leadership:</span></div>
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<span class="Apple-style-span" style="font-family: inherit; font-size: small;"><b>Challenge #1 — Cracking the Big Nut: Unlocking the Power of Your Talent</b></span><span class="Apple-style-span" style="font-family: inherit; font-size: small;"><b>Challenge #2 — Learning to Let Go and to Trust</b></span><blockquote class="tr_bq">
...Trust is highly integrated with interdependence when employees require support from one another. This dynamic where I help you and you help me is rooted in reciprocity and is strengthened or weakened depending on the limitations of skill, time, or control that individuals have. Irrespective, if employees understand that each exchange needs to be a mutually satisfying exchange where respect and open transparent communication is shared, trust will strengthen between organizational ties and networks across the organization. When power behaviors are rewarded in an organizational culture, the implications to creating healthy trusting and collaborative cultures are impacted.</blockquote>
<span class="Apple-style-span" style="font-family: inherit; font-size: small;"><b>Challenge #3 — Ensuring Goal Clarity and Vision Visibility Alignment</b></span><span class="Apple-style-span" style="font-family: inherit; font-size: small;"><b>Challenge #4 — Having the Courage to Shape Consequences</b></span><span class="Apple-style-span" style="font-family: inherit; font-size: small;"><b>Challenge #5 — Harnessing Social Power</b></span></blockquote>
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<b><span class="Apple-style-span" style="font-family: inherit; font-size: small;">If you are in a managerial/leadership role, what are the common kinds of challenges you face on a regular basis? How do deal with these challenges? How does knowing the "High Five" help you become a better leader?</span></b></div>
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<b><span class="Apple-style-span" style="font-family: inherit; font-size: small;">If not, what are the most common mistakes your leaders make when dealing with other employees? What recommendations can you make to help them become better leaders? How does knowing the "High Five" challenges help you on your journey to becoming a leader in your company?</span></b></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Buy a physical or electronic copy of <i>Business Goes Virtual</i>:<b><span style="color: #333399;"> </span></b></span><a href="http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies" style="color: #de7008;" target="_blank"><b>http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies</b></a><b><span style="color: #333399;"></span></b></span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">The content includes:</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">PART I - THE CONVERGENCE</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 1 - Virtual Business: Real or Imaginary?</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 3 - Real Leadership in the Virtual World</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">PART II THE STRATEGIES</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">PART III THE WAY AHEAD</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"><b>Chapter 10 - What Every Leader Needs to Know</b></span></span></div>
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</div>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com1tag:blogger.com,1999:blog-5780471065003020694.post-38282718770301763462011-11-14T07:02:00.001-08:002011-11-28T11:49:41.306-08:00Innovation Conforms to Patterns - Study<span class="Apple-style-span" style="font-family: inherit;">A study of innovation reveals that it tends to conform to several patterns. By studying and understanding these patterns, it may be possible to deliver innovation on a more consistent and predictable basis, and to harness the creative capabilities of employees, suppliers, distributors, partners and customers.</span><br />
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<li><span class="Apple-style-span" style="font-family: inherit;"><b>Subtraction or Reduction: </b>removing one or more elements from the product or process. The natural tendency is to want to increase the features of a product or service. However, this can lead to feature bloat, a product which is confusing to the end consumer and spiraling costs. The element removed may be:</span></li>
<ul style="margin-bottom: 0.5em; margin-left: 0px; margin-right: 0px; margin-top: 0.5em; padding-bottom: 0px; padding-left: 2.5em; padding-right: 2.5em; padding-top: 0px;">
<li style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; color: #222222; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: 1.4; margin-bottom: 0.25em; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px;"><span class="Apple-style-span" style="color: black; font-family: inherit; font-size: small; line-height: normal;">undesirable, such as the alcohol in beer or the caffeine in coffee, or</span></li>
<li style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; color: #222222; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: 1.4; margin-bottom: 0.25em; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px;"><span class="Apple-style-span" style="color: black; font-family: inherit; font-size: small; line-height: normal;">revolutionary, such as the speakers in a Sony Walkman, or</span></li>
<li style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; color: #222222; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: 1.4; margin-bottom: 0.25em; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px;"><span class="Apple-style-span" style="color: black; font-family: inherit; font-size: small; line-height: normal;">replaced by something already in the environment, such as removing the legs from a baby's chair and clipping it directly to the table, or</span></li>
<li style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; color: #222222; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: 1.4; margin-bottom: 0.25em; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px;"><span class="Apple-style-span" style="color: black; font-family: inherit; font-size: small; line-height: normal;">simply result in a more affordable product, such as the removal of travel agents, tickets, free food and drink, seat reservations and customer care from Ryanair.</span></li>
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<li><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="color: #222222; line-height: 19px;"><b>Multiplication</b></span><span class="Apple-style-span" style="color: #222222; line-height: 19px;">: adding one or more copies of an element or attribute of the product or service. For example,</span></span></li>
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<li style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; color: #222222; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: 1.4; margin-bottom: 0.25em; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px;"><span class="Apple-style-span" style="color: black; font-family: inherit; font-size: small; line-height: normal;">adding additional blades and changing the angle of the blades in the Gilette razor, or</span></li>
<li style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; color: #222222; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: 1.4; margin-bottom: 0.25em; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px;"><span class="Apple-style-span" style="color: black; font-family: inherit; font-size: small; line-height: normal;">adding additional tray to a CD player to produce an automated CD changer.</span></li>
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<li><span class="Apple-style-span" style="font-family: inherit;"><b>Division</b>: Divide the product or process into one or more separately usable, often modular, components. This is common with electronic goods. For example,</span></li>
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<li style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; color: #222222; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: 1.4; margin-bottom: 0.25em; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px;"><span class="Apple-style-span" style="color: black; font-family: inherit; font-size: small; line-height: normal;">the separation of turntables, speakers and amplifiers into separate components. This modularisation of home entertainment units has meant that new devices, such as MP3 players are more easily integrated into existing equipment.</span></li>
</ul>
<li><span class="Apple-style-span" style="font-family: inherit;"><b>Task Unification</b>: assigning new tasks to existing elements of a product, often combining the function of one element into another. For example,</span></li>
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<li style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; color: #222222; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: 1.4; margin-bottom: 0.25em; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px;"><span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="color: black; font-size: small; line-height: normal;">getting the defrosting wires in a windshield to act as the radio antenna, or</span>using a iPhone to control other household devices.</span></li>
</ul>
<li><span class="Apple-style-span" style="font-family: inherit;"><b>Attribution Dependency Change</b>: creating or removing dependencies between the product/process and its environment. For example,</span></li>
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<li style="-webkit-text-size-adjust: auto; -webkit-text-stroke-width: 0px; color: #222222; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: 1.4; margin-bottom: 0.25em; margin-left: 0px; margin-right: 0px; margin-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px;"><span class="Apple-style-span" style="color: black; font-family: inherit; font-size: small; line-height: normal;">splitting unisex razors into masculine and feminine razors.</span></li>
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<b>Source</b>: Strategic Coffee - http://strategiccoffee.chriscfox.com/2010/01/innovation-templates.html</div>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-92095438165243398552011-11-10T12:42:00.000-08:002011-11-28T11:41:20.362-08:00Business Goes Virtual - Chapter 9 - Real in the Virtual World<br />
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">The ninth post of my <a href="http://helixcommerce.blogspot.com/search/label/business%20goes%20virtual">Business Goes Virtual blog series</a> continues wi<span class="Apple-style-span">th “Chapter 9 - Real in the Virtual World”.</span></span></span></div>
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Some companies gave up on [Second Life] (SL), others learned and revamped, and a select few actually got it right the first time. In the past 5 years, we have learned a great deal about what works and what does not work in SL. Learning insights include the following:<br />
<ul>
<li>Virtual worlds are about interaction and engagement. </li>
<li>Events drive traffic.</li>
<li>In-world staff are better than bots.</li>
<li>Second Life offers unprecedented room for innovation.</li>
<li>Community experience is crucial</li>
</ul>
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<b>Some Tips on How to Successfully get started in Second Life:</b><br />
<blockquote class="tr_bq">
<ul>
<li>Set a clear vision in your organization to embrace new virtual world capabilities:</li>
<ul>
<li>Increase your employees’ collaboration, project management skills, and their sense of fun in the workplace.</li>
</ul>
<li>It is imperative to develop, early on, clear goals and objectives with effective and relevant performance metrics. Start simple, gain some success, and build momentum.</li>
<li>Evaluate and experiment with virtual world experiences to learn.</li>
<li>The best way to optimize learning is to develop a learning lab or a pilot to interact online with external customers or recruits. As the numerous case studies have shown, learning labs and pilots are effective in SL. Having relevant performance metrics and reporting approaches to gain further executive support is also a key success factor.</li>
<li>Develop a collaboration competency. Collaboration competency is necessary in order to leverage virtual worlds solutions. This is the ability to collaboratively solve problems of mutual interest and work toward win-win outcomes. True collaboration requires the development of leadership behaviors that work in a virtual world. The leadership behaviors include the following:</li>
<ul>
<li>The ability to develop rapid trust with people that you may never have physically interacted with.</li>
</ul>
<li>Ensure your SL strategy is integrated into your Web 2.0, social mediated, and knowledge management strategies.</li>
<ul>
<li>Develop collaborative work spaces to gather knowledge, express ideas, and concerns and share collective know- how. There are a variety of solutions that support collaborative knowledge generation activities:</li>
<ul>
<li>Web conferencing solutions (e.g., WebEx, Live Meeting)</li>
<li>Document creation collaboration solutions (e.g., Atlassian, Confluence Social Text, IBM Lotus Connections, Igloo, Jive, Microsoft SharePoint)</li>
</ul>
<li>Start small, yet think big!</li>
<ul>
<li>A small and tightly focused project with clearly defined goals and objectives is usually the best way to get started. Suitable application areas for getting started include the following:</li>
<ul>
<li>Recruiting islands— such islands offer an effective means of attracting users, particularly web-savvy and technically skilled talent (Gen X and Y).</li>
</ul>
</ul>
</ul>
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<i>Source: Pages 152, 154-157</i><br />
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<b>Does your company use virtual worlds? If so, how does your company utilize this newer technology? What kind of benefits does it reap from using VWs?</b><br />
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<b>If not, how can your business benefit from using VWs in the future?</b><br />
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Buy a physical or electronic copy of <i>Business Goes Virtual</i>:<b><span style="color: #333399;"> </span></b><a href="http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies" style="color: #de7008;" target="_blank"><b>http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies</b></a><b><span style="color: #333399;"></span></b></span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">The content includes:</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">PART I - THE CONVERGENCE</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 1 - Virtual Business: Real or Imaginary?</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 2 - The New Face(book) of Organizations</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 3 - Real Leadership in the Virtual World</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 4 - The Power of Sharing</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 5 - Making Sense of Virtual Worlds</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">PART II THE STRATEGIES</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 6 - Any Place, Any Time</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 7 - The People Know Best</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 8 - Everyone Has a Stake</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"><b>Chapter 9 - Real in the Virtual World</b></span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">PART III THE WAY AHEAD</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 10 - What Every Leader Needs to Know</span></span></div>
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</div>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-63652583473873427882011-11-04T09:30:00.000-07:002011-11-04T12:18:09.240-07:00Business Goes Virtual - Chapter 8 – Everyone Has a Stake<br />
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">The eighth post of my <a href="http://helixcommerce.blogspot.com/search/label/business%20goes%20virtual">Business Goes Virtual blog series</a> continues wi<span class="Apple-style-span">th “Chapter 8 – Everyone Has a Stake”.</span></span></span></div>
<br />
<blockquote class="tr_bq">
Collaboration in the workplace is as important to free enterprise as competition in the marketplace. The spirit of win-win cannot survive in an environment of stiff competition. For collaboration to flourish, win-win needs to be a mature operating practice, and the systems have to support it. The recruiting system, the on- boarding system, the training and educational systems system, the strategic and operational planning systems, the communication systems, the budgeting system, the information system, the compensation system— all have to be based on the principle of win-win.</blockquote>
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<blockquote class="tr_bq">
So how many organizations have got this deep collaboration systemic organizational DNA tapestry right? Many do not— but increasingly many do. </blockquote>
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This chapter includes in-depth case studies on Molson Coors, MTS Allstream, and Research in Motion (RIM). Listed below are the lessons learned from these cases:</div>
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<b>Molson Coors:</b></div>
<ul>
<li>Early objectives are key, and success should be measured.</li>
<li>Speak to, not at, an audience.</li>
<li>Social media success can be iterative.</li>
</ul>
<div>
<br />
<b>MTS Allstream -</b> The Idea Factory<br />
<ul>
<li>IT development</li>
<li>Budget challenges. </li>
<li>Executive support </li>
<li>User- friendly design</li>
<li>Outcomes</li>
</ul>
<b>RIM </b><br />
<ul>
<li>Executive leadership and accountability are key.</li>
<li>Lead with leading practices.</li>
<li>Drive adoption rapidly.</li>
</ul>
<div>
<i>Source: Pages 123, 127, 130-131, 134-135</i></div>
<div>
<br /></div>
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<b>Does your company have a collaboration strategy? If so, is it successful? How did employees adopt a collaborative mindset?</b></div>
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<b>If not, how can your company benefit from developing and implementing a collaboration strategy?</b></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Buy a physical or electronic copy of <i>Business Goes Virtual</i>:<b><span style="color: #333399;"> </span></b><a href="http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies" style="color: #de7008;" target="_blank"><b>http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies</b></a><b><span style="color: #333399;"></span></b></span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">The content includes:</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">PART I - THE CONVERGENCE</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 1 - Virtual Business: Real or Imaginary?</span></span></div>
</div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 2 - The New Face(book) of Organizations</span></span></div>
</div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 3 - Real Leadership in the Virtual World</span></span></div>
</div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 4 - The Power of Sharing</span></span></div>
</div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 5 - Making Sense of Virtual Worlds</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">PART II THE STRATEGIES</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 6 - Any Place, Any Time</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 7 - The People Know Best</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"><b>Chapter 8 - Everyone Has a Stake</b></span></span></div>
</div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 9 - Real in the Virtual World</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">PART III THE WAY AHEAD</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 10 - What Every Leader Needs to Know</span></span></div>
</div>
</div>Dr. Cindy Gordonhttp://www.blogger.com/profile/12160250367167453017noreply@blogger.com2tag:blogger.com,1999:blog-5780471065003020694.post-91814367577631379592011-09-27T11:00:00.000-07:002011-09-27T11:00:01.970-07:00Business Goes Virtual - Chapter 7 - The People Know Best<br />
<div class="p1">
<span class="Apple-style-span" style="font-family: inherit;">The seventh post of my <a href="http://helixcommerce.blogspot.com/search/label/business%20goes%20virtual">Business Goes Virtual blog series</a> continues wi<span class="Apple-style-span">th “Chapter 7 – The People Know Best”. Today's successful businesses have taken steps to becoming more customer-centric, more social, and more agile to keep up with the fast-paced internet trends. One of the case studies examined in this chapter is the use of viral internet memes to successfully launch a marketing campaign:</span></span></div>
<div class="p1">
<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span"><br /></span></span></div>
<blockquote>
One the most spontaneous viral- creating events must be the so- called Crasher Squirrel. In 2009, a vacationing couple were enjoying an amazing vista in a particularly picturesque part of western Canada. The moment was so special that the couple wanted it to last for eternity. They decided to take their own picture with a beautiful background of a lake surrounded with near-perfect mountains. To achieve their snapshot of time, the recent groom carefully balanced his camera on a rock and scurried back to be with his beautiful bride as the self-timer counted down. Three, two, one...say cheese, and the shutter snapped. </blockquote>
<blockquote>
Excited to see if they had captured the moment, they looked at the LCD screen to view the photo. To their surprise, there were three faces, not two, in the picture. Th e third face belonged to a gray squirrel that scampered into camera view while the groom was taking his place.</blockquote>
<blockquote>
Once the Banff/Lake Louise Tourist Office knew about the picture, they decided to act quickly and decisively. After securing the rights to the picture, they took the bold decision to make Crasher the focus of the very successful media campaign.</blockquote>
<div class="p1">
<span class="Apple-style-span" style="font-family: inherit;"><b>Could or would your organization jump on a social media opportunity? Is your organization agile enough to capture the moment?</b></span></div>
<div class="p1">
<span class="Apple-style-span" style="font-family: inherit;"><br /></span></div>
<br />
<div class="p1">
<span class="Apple-style-span" style="font-family: inherit;"></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0.0001pt;">
<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Buy a physical or electronic copy of <i>Business Goes Virtual</i>:<b><span style="color: #333399;"> </span></b><a href="http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies" style="color: #de7008;" target="_blank"><b>http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies</b></a><b><span style="color: #333399;"></span></b></span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">The content includes:</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">PART I - THE CONVERGENCE</span></span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 1 - Virtual Business: Real or Imaginary?</span></span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 2 - The New Face(book) of Organizations</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 3 - Real Leadership in the Virtual World</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 4 - The Power of Sharing</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 5 - Making Sense of Virtual Worlds</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"><br /></span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">PART II THE STRATEGIES</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 6 - Any Place, Any Time</span></span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;"><b>Chapter 7 - The People Know Best</b></span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 8 - Everyone Has a Stake</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 9 - Real in the Virtual World</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">PART III THE WAY AHEAD</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 10 - What Every Leader Needs to Know</span></span></div>
<br />
Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-3324046110050197242011-09-20T08:03:00.000-07:002011-09-20T08:16:50.046-07:00Business Goes Virtual - Chapter 6 - Any Place, Any TimeThe sixth post of my <a href="http://helixcommerce.blogspot.com/search/label/business%20goes%20virtual">Business Goes Virtual blog series</a> continues wi<span class="Apple-style-span">th “Chapter 6 – Any Place, Anytime”. Using </span><br />
<span class="Apple-style-span" style="font-family: inherit;"><a href="http://%20www%20.cisco%20.com/%20en/%20US/%20netsol/%20ns669/%20networking%20solutions%20solution%20segment%20_home%20.html">Cisco’s marketing collaterals on telepresence</a>, the language was reworked in order to reflect statements on the value of virtualization. These statements form benefits to communicate the value proposition to achieve a competitive advantage:</span><br />
<div class="p1">
</div>
<blockquote>
<ul>
<li><span class="Apple-style-span" style="font-family: inherit;"><b>The new way of working. </b>Today you face greater business demands and a more competitive marketplace. You must continually find new ways to be agile and increase speed to market while reducing costs. Effective communication and collaboration are critical. The ability to engage immediately across geographies with employees, suppliers, and customers is a must to sustain competitive advantage.</span></li>
<li><b><span class="Apple-style-span" style="font-family: inherit;">Virtualization for everyone, everywhere.</span></b></li>
<li><b><span class="Apple-style-span" style="font-family: inherit;">Do more with less. </span></b></li>
<li><b><span class="Apple-style-span" style="font-family: inherit;">Transform your organization.</span></b></li>
<li><b><span class="Apple-style-span" style="font-family: inherit;">Drive competitive advantage.</span></b></li>
<li><b><span class="Apple-style-span" style="font-family: inherit;">Be greener and improve quality of life.</span></b></li>
<li><b><span class="Apple-style-span" style="font-family: inherit;">Build a collaboration strategy.</span></b></li>
<li><span class="Apple-style-span" style="font-family: inherit;"><b>Powering the new way of working. </b>Virtualization powers the new way of working. Learn how you can empower teams to collaborate like never before, transforming your organization by leveraging collaboration and social approaches; your world will simply get better.</span></li>
</ul>
<span class="Apple-style-span" style="font-family: inherit;">By further consolidating, these key benefits have core communication messages for leaders to consider in positioning the value of virtualization with their employees. We have filtered these down to these virtual value propositions:</span><br />
<ul>
<li><span class="Apple-style-span" style="font-family: inherit;"><b>Create new ways of working. </b>Increase your connections with your coworkers and customers and reduce your time to market, increase your agility, and reduce your costs.</span></li>
<li><b><span class="Apple-style-span" style="font-family: inherit;">Accelerate decision making.</span></b></li>
<li><b><span class="Apple-style-span" style="font-family: inherit;">Innovate across the value chain.</span></b></li>
<li><b><span class="Apple-style-span" style="font-family: inherit;">Scale resources.</span></b></li>
<li><b><span class="Apple-style-span" style="font-family: inherit;">Support the environment by going green. </span></b></li>
<li><span class="Apple-style-span" style="font-family: inherit;"><b>Create the foundation for the new world of work. </b>By going virtual you can power the new world to attract, develop, and retain your talent.</span></li>
</ul>
</blockquote>
<span class="Apple-style-span" style="background-color: #f6f6f6; font-family: inherit;"></span><br />
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0.0001pt;">
<span class="Apple-style-span" style="background-color: #f6f6f6; font-family: inherit;"><b>Has your company integrated any of these tips during its virtualization process, if so, how has it benefited your business? If not, which of these tips would you want to integrate into your business and why?</b></span></div>
<span class="Apple-style-span" style="background-color: #f6f6f6;"><span class="Apple-style-span" style="font-family: inherit;">
</span></span><br />
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0.0001pt;">
<span class="Apple-style-span" style="background-color: #f6f6f6;"><span class="Apple-style-span" style="font-family: inherit;"><br /></span></span></div>
<span class="Apple-style-span" style="background-color: #f6f6f6;">
</span><br />
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0.0001pt;">
<span class="Apple-style-span" style="background-color: #f6f6f6;"><span class="Apple-style-span" style="font-family: inherit;">Buy a physical or electronic copy of <i>Business Goes Virtual</i>:<b><span style="color: #333399;"> </span></b><a href="http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies" style="color: #de7008;" target="_blank"><b>http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies</b></a><b><span style="color: #333399;"></span></b></span></span></div>
<span class="Apple-style-span" style="background-color: #f6f6f6;">
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<b><span style="color: #333399; font-family: inherit;"></span></b></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;"><br /></span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">The content includes:</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">PART I - THE CONVERGENCE</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">Chapter 1 - Virtual Business: Real or Imaginary?</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">Chapter 2 - The New Face(book) of Organizations</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">Chapter 3 - Real Leadership in the Virtual World</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">Chapter 4 - The Power of Sharing</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">Chapter 5 - Making Sense of Virtual Worlds</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;"><br /></span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">PART II THE STRATEGIES</span></div>
<div class="MsoNormal">
<b><span class="Apple-style-span" style="font-family: inherit;">Chapter 6 - Any Place, Any Time</span></b></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">Chapter 7 - The People Know Best</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">Chapter 8 - Everyone Has a Stake</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">Chapter 9 - Real in the Virtual World</span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><br /></span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">PART III THE WAY AHEAD</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">Chapter 10 - What Every Leader Needs to Know</span></div>
</span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-78027572780573436172011-08-15T09:15:00.000-07:002011-09-20T08:12:24.402-07:00Business Goes Virtual - Chapter 5 - Making Sense of Virtual Worlds<i><span class="Apple-style-span" style="font-style: normal;"><i></i></span></i><br />
<div class="MsoNormal" style="display: inline !important;">
<span class="Apple-style-span" style="font-family: inherit;"><span style="background-attachment: initial; background-clip: initial; background-color: #f6f6f6; background-image: initial; background-origin: initial;">The fifth post of my <a href="http://helixcommerce.blogspot.com/search/label/business%20goes%20virtual"><span style="color: #de7008;">Business Goes Virtual blog series</span></a> </span>continues with “Chapter 5 – Making Sense of Virtual Worlds”. Although it may seem like all Virtual worlds (VWs) are games, they’re not. World of Warcraft, Farmville, and other popular massively multiplayer online role-playing games (MMORPGs) have taken the world by storm, but nongame VWs, like Second Life and Project X, are only starting to come out of its shell. </span></div>
<span class="Apple-style-span" style="font-family: inherit;"></span><br />
<div class="MsoNormal" style="display: inline !important;">
<span class="Apple-style-span" style="font-family: inherit;">In Business Goes Virtual, we have provided four laws to be successful in VWs.</span></div>
<span class="Apple-style-span" style="font-family: inherit;">
</span><br />
<div>
<div class="MsoNormal" style="font-style: italic;">
<span class="Apple-style-span" style="font-family: inherit;"><b></b></span></div>
<blockquote>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;"><b>Law #1: Virtual Worlds Are Not Games</b><o:p></o:p></span></div>
<div class="MsoNormal" style="text-indent: 36pt;">
<span class="Apple-style-span" style="font-family: inherit;">The first assumption that businesses often make is that VWs are games. This is a wrong assumption. The right answer is that VWs are a new, rich media communication channel. While the market for nongame VWs is still relatively emergent compared to MMOGs, VWs are a rapidly growing new market segment. Based on our research preparing for this book, businesses need to start planning an online presence in VWs in order to create interactive community experiences so that they can learn how to exploit new ways of communicating with customers, suppliers, and employees in rich, virtually immersive environments.<o:p></o:p></span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Virtual worlds are powerful as they have tremendous online reach and can easily bring together large groups of simultaneous players in a fast- paced online environment; they can provide an interesting capability for the future of organizations. MMORPGs represent a growing business that, according to the Tower Group, will reach 40 million people and generated over $9 billion in revenue by 2010.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-indent: 36pt;">
<span class="Apple-style-span" style="font-family: inherit;">Virtual worlds present the next frontier for customer and employee interactions. Organizations need to start preparing now for these new methods of communication, or they will lose talent and customer segments who desire this form of customer interaction experience.</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;"><b>Law #2: Experience Must Be Relevant to Solve a Business Need and Create Value</b></span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;"><b>Law #3: Each Avatar Is a Real Person</b></span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;"><b>Law #4: A Virtual World Experience Is a New Branding Opportunity</b></span></div>
</blockquote>
<div>
<b>Are you a part of a VW? How do you think it will disrupt the market when it becomes more popular in the future?</b><br />
<b><br /></b><br />
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<span class="Apple-style-span" style="font-family: inherit;">Buy a physical or electronic copy of <i>Business Goes Virtual</i>:<b><span style="color: #333399;"> </span></b><a href="http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies" style="color: #de7008;" target="_blank"><b>http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies</b></a><b><span style="color: #333399;"></span></b></span></div>
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<span class="Apple-style-span" style="font-family: inherit;">The content includes:</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">PART I - THE CONVERGENCE</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 1 - Virtual Business: Real or Imaginary?</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 2 - The New Face(book) of Organizations</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 3 - Real Leadership in the Virtual World</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 4 - The Power of Sharing</span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><b>Chapter 5 - Making Sense of Virtual Worlds</b></span></div>
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<span class="Apple-style-span" style="font-family: inherit;">PART II THE STRATEGIES</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 6 - Any Place, Any Time</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 7 - The People Know Best</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 8 - Everyone Has a Stake</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 9 - Real in the Virtual World</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">PART III THE WAY AHEAD</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 10 - What Every Leader Needs to Know</span></div>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-34808538347486732632011-08-08T08:28:00.000-07:002011-09-20T08:06:00.436-07:00Business Goes Virtual - Chapter 4 - The Power of Sharing<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">The fourth post of my <a href="http://helixcommerce.blogspot.com/search/label/business%20goes%20virtual"><span style="text-decoration: none;"><i>Business Goes Virtual</i> blog series</span></a> continues with “Chapter 4 - The Power of Sharing”. Knowledge hoarding has become a major problem for companies and causes many lost opportunities. With a newer generation overtaking the workforce, hopefully their innate sharing ability can help with this problem.</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">There is research that supports that different age groups share at different levels. Returning to the Forrester research that resulted in groundswell, we can see some compelling evidence. For example, using the creator category of the Social Technographic ladder as an example, we see a distinct difference by age. Based on Forrester’s most recent research that was conducted in early 2010 and included 26,913 respondents, we learned that different age groups of creators share more frequently. Recall that creators are those adult Internet users who write or upload video, music, or text, in other words share what they know. The following is a breakdown by age group and the percentage of each age group that create content (share):<o:p></o:p></span></div>
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<li><span class="Apple-style-span" style="font-family: inherit;"><span style="font: normal normal normal 7pt/normal 'Times New Roman';"> </span>46% of 18– 24 year olds create and share content</span></li>
<li><span class="Apple-style-span" style="font-family: inherit;">32% of 25– 34 year olds create and share content</span></li>
<li><span class="Apple-style-span" style="font-family: inherit;">23% of 35– 44 year olds create and share content</span></li>
<li><span class="Apple-style-span" style="font-family: inherit;"><span style="font: normal normal normal 7pt/normal 'Times New Roman';"> </span>19% of 45– 54 year olds create and share content</span></li>
<li><span class="Apple-style-span" style="font-family: inherit;"><span style="font: normal normal normal 7pt/normal 'Times New Roman';"> </span>12% of those 55 or older create and share content</span></li>
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<span class="Apple-style-span" style="font-family: inherit;">Perhaps the time is right to stop the debate on the merits of sharing and instead harness the power of the desire to share.<o:p></o:p></span></div>
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<b><span class="Apple-style-span" style="font-family: inherit;">Are you guilty of knowledge hoarding? What are some tips and lessons learned about knowledge hoarding/sharing over the course of your career?</span></b></div>
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<span class="Apple-style-span" style="font-family: inherit;">Buy a physical or electronic copy of Business Goes Virtual:<span style="color: #333399;"> </span><a href="http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies" style="color: #de7008;" target="_blank">http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies</a><span style="color: #333399;"></span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;">The content includes:
<br />PART I - THE CONVERGENCE</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 1 - Virtual Business: Real or Imaginary?</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">Chapter 2 - The New Face(book) of Organizations</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 3 - Real Leadership in the Virtual World</span></div>
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<b><span class="Apple-style-span" style="font-family: inherit;">Chapter 4 - The Power of Sharing</span></b></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 5 - Making Sense of Virtual Worlds</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">PART II THE STRATEGIES</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 6 - Any Place, Any Time</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 7 - The People Know Best</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 8 - Everyone Has a Stake</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 9 - Real in the Virtual World</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">PART III THE WAY AHEAD</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 10 - What Every Leader Needs to Know</span></div>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-5780471065003020694.post-61483260082648282172011-08-02T06:07:00.000-07:002011-09-20T08:06:47.276-07:00Business Goes Virtual – Chapter 3 - Real Leadership in the Virtual World<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">The third post of my <a href="http://helixcommerce.blogspot.com/search/label/business%20goes%20virtual">Business Goes Virtual blog series</a> continues with “Chapter 3 - Real Leadership in the Virtual World”. Great leadership is always integral to the success of any business, but in the case of virtual businesses, types of leaders can vary depending on the organization.</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">We discovered that each of the organizations we studied was led (or had been led) by truly amazing leaders. However, as we analyzed the leaders we found that in many cases they were very different leaders. For example, using Eric Berne’s seminal work <i style="mso-bidi-font-style: normal;">Transactional Analysis</i> as a basis, we found some of the people we studied could be classified as transformational leaders while others would more likely be transactional leaders. Transformational leaders are those who believe motivating their people is the secret to success... Transactional leaders are those who subscribe to the management practice that combines the triad of power, reward, and punishment.</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">In short, what we found was that there was no magic recipe for being a successful leader in the virtual domain. It quickly became clear that leadership was essential; however, the type and style of leaders we encountered on our journey was as varied as the type of organization they were leading.</span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><b style="mso-bidi-font-weight: normal;">What kind of leader are you and have you encountered these types of leaders during your career? What are your pros and cons transformational or transactional leaders?</b> Comment below!</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Buy a physical or electronic copy of Business Goes Virtual:<b><span style="color: #333399;"> </span></b><b><a href="http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies" target="_blank">http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies</a></b><b><span style="color: #333399;"></span></b></span></div>
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<span class="Apple-style-span" style="font-family: inherit;">The content includes:
<br />PART I - THE CONVERGENCE</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 1 - Virtual Business: Real or Imaginary?</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 2 - The New Face(book) of Organizations </span></div>
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<b style="mso-bidi-font-weight: normal;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 3 - Real Leadership in the Virtual World</span></b></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 4 - The Power of Sharing</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 5 - Making Sense of Virtual Worlds</span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><br /></span></div>
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<span class="Apple-style-span" style="font-family: inherit;">PART II THE STRATEGIES</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 6 - Any Place, Any Time</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 7 - The People Know Best</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 8 - Everyone Has a Stake</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 9 - Real in the Virtual World</span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><br /></span></div>
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<span class="Apple-style-span" style="font-family: inherit;">PART III THE WAY AHEAD</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 10 - What Every Leader Needs to Know</span></div>
Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-5780471065003020694.post-73705953021911552672011-07-27T07:52:00.000-07:002011-09-20T08:08:33.252-07:00Business Goes Virtual – Chapter 2: The New Face(book) of Organizations<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">The second post of my <a href="http://helixcommerce.blogspot.com/search/label/business%20goes%20virtual"><span style="font-style: italic;">Business Goes Virtual</span> blog series</a> continues with “Chapter 2: The New Face(book) of Organizations” and how businesses are using social technology to interact with their customers, but also how users are also being empowered by it.</span></div>
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<b style="mso-bidi-font-weight: normal;"><span class="Apple-style-span" style="font-family: inherit;">Groundswell</span></b></div>
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<span class="Apple-style-span" style="font-family: inherit;"> The power behind the groundswell concept is that suddenly everyday people have unparalleled power, especially people that gather together and create communities (see http://www.forrester.com/groundswell). But what has changed to empower these communities with such power? Surely groups of passionate people have long yearned for the opportunity to influence or perhaps even hijack issues. Of course, there have been many times in history when large groups congregated to spark change. However, the logistics with massing large groups can be very cumbersome, expensive, and difficult to communicate. </span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Enter Web 2.0— a World Wide Web based on collaboration rather than content— and suddenly all these obstacles evaporate, at least for virtual groups. In their book <i style="mso-bidi-font-style: normal;">Wikinomics: How Mass Collaboration Changes Everything</i>, authors Dan Tapscott and Anthony Williams describe how a low- cost collaborative infrastructure is empowering the many— they term these “the weapons of mass collaboration.” Tapscott and Williams warn that these weapons support a new level of collaboration that will turn the economy upside down and may well facilitate the destruction of organizations who fail to adjust.</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">The 2011 Egyptian revolution was facilitated by the use of social media websites Twitter and Facebook to co-ordinate and to organize the protests, thus increasing local and global awareness. Because of this “Twitter Revolution”, the now ousted Hosni Mubarak at the time believed that shutting off the internet would stifle the rebellion. (Source: <a href="http://www.huffingtonpost.com/2011/01/28/whats-going-on-in-egypt_n_815734.html">http://www.huffingtonpost.com/2011/01/28/whats-going-on-in-egypt_n_815734.html</a>)</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Events like these (including the protests in Libya), are a prime examples of how powerful Web 2.0 can be. Social media has given the power back to the public and stripped organizations and even political parties of theirs. <span style="font-weight: bold;">How has social media empowered you as a person, consumer, etc.?</span></span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Buy a physical or electronic copy of <i style="mso-bidi-font-style: normal;">Business Goes Virtual</i>:<b><span style="color: #333399;"> </span></b><b><a href="http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies" target="_blank">http://www.businessexpertpress.com/books/business-goes-virtual-realizing-value-collaboration-social-and-virtual-strategies</a></b><b><span style="color: #333399;"></span></b></span></div>
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<span class="Apple-style-span" style="font-family: inherit;">The content includes:<br />PART I - THE CONVERGENCE</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 1 - Virtual Business: Real or Imaginary?</span></div>
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<b style="mso-bidi-font-weight: normal;"><span class="Apple-style-span" style="font-family: inherit;">Chapter 2 - The New Face(book) of Organizations </span></b></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 3 - Real Leadership in the Virtual World</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 4 - The Power of Sharing</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 5 - Making Sense of Virtual Worlds</span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><br /></span></div>
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<span class="Apple-style-span" style="font-family: inherit;">PART II THE STRATEGIES</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">Chapter 6 - Any Place, Any Time</span></div>
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: inherit;">Chapter 7 - The People Know Best</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 8 - Everyone Has a Stake</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 9 - Real in the Virtual World</span></div>
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<span class="Apple-style-span" style="font-family: inherit;"><br /></span></div>
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<span class="Apple-style-span" style="font-family: inherit;">PART III THE WAY AHEAD</span></div>
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<span class="Apple-style-span" style="font-family: inherit;">Chapter 10 - What Every Leader Needs to Know</span></div>
Unknownnoreply@blogger.com0