Anybots Names Former Cisco Exec David Rogan CEO, Company Enters Into ‘Rebuild Mode’ It’s a time of transition for Anybots, the 11-year-old Silicon Valley company which makes remote-controlled robots that are meant to serve as “mobile telepresence systems.”
Trevor Blackwell, who served as Anybots’ CEO since he founded the company way back in May 2001 and is also a partner at famed startup incubator Y Combinator, has been replaced in the CEO role by former Cisco executive David Rogan, the company has announced. In an interview this week, Rogan told me that Blackwell will “continue to be involved with the business” in some capacity, but declined to provide further details. We’ve emailed Blackwell for comment on the leadership change, and will report back with any additional information we receive.
As Anybots’ new CEO, Rogan said he is currently entirely focused on the company’s future — which is why he declined to provide details such as its current staff headcount, or the size of the recent venture capital round he said Anybots has raised. Collaboration Is the New Competition - Ben Hecht. By Ben Hecht | 9:00 AM January 10, 2013 Leaders and organizations are acknowledging that even their best individual efforts can’t stack up against today’s complex and interconnected problems.
They are putting aside self-interests and collaborating to build a new civic infrastructure to advance their shared objectives. It’s called collective impact and it’s a growing trend across the country. A diverse group of local leaders — private, public, philanthropic, and nonprofit — fed up with the dysfunction around them, come together to challenge conventional wisdom and fix problems long written off as unsolvable, such as poverty, unemployment, and a failing education system.
More often than not, they lack the formal authority to solve the problem and don’t have an obvious ‘plug and play’ solution. Clearly define what you can do together: As Dana O’Donovan of the Monitor Institute has noted, many organizations find collaboration to be messy and time consuming. Quantified Self. Early prototype of "Quantimetric Self-Sensing" apparatus, 1996 (body sensing apparatus with Digital Eye Glass for realtime display of ECG, EEG, EVG, and other body sensing apparatus output).
The above-pictured "Quantimetric Self-Sensing" apparatus when removed from the body harness: Left-to-right: Respiration Sensor; ECG; EEG; Skin Conductivity; EVG (ElectroVisuoGram=Quantimetric EyeTap). The Quantified Self is a movement to incorporate technology into data acquisition on aspects of a person's daily life in terms of inputs (e.g. food consumed, quality of surrounding air), states (e.g. mood, arousal, blood oxygen levels), and performance (mental and physical). Such self-monitoring and self-sensing, which combines wearable sensors (EEG, ECG, video, etc.) and wearable computing, is also known as lifelogging.
History According to Riphagen et al., the history of the quantimetric self-tracking using wearable computers began in the 1970s: (See also,.) Methodologies The Team Brain: Beyond Email, Meetings, and Middle Management. Editor’s note: Justin Rosenstein is the co-founder of Asana.
He’ll be speaking at Disrupt SF on the future of work. This article is a precursor to a larger vision which he has offered to share at SXSW; you can vote for his talk here. When you watch a skilled guitarist play, it’s fascinating to see her left hand and right hand doing entirely different things, yet synchronized perfectly towards a common effort. The guitarist can perform complex tasks with many moving parts because she has a central nervous system with a sophisticated, unified brain. Her brain maintains a model of her external environment and goals within it and coordinates her hands to achieve them: One strums the strings to create the notes, the other presses the strings against the frets to set the pitch.
Teams and companies are also able to perform complex projects, because they too have a shared understanding of their world and their objectives. But this can change. Primitive Organisms The Survival Of The Organized. It's a Bird, it's a Plane...it's The Digital Workplace. InShare13 Intranet owners and other IT product or service owners are often confused when they hear the term ”Digital Workplace”. What is it? Is it the same thing as an intranet? Is it a virtual desktop? Which function owns it? These are all motivated questions, but the real question is; what need does it answer to? For a couple of years now, Jane McConnell has been stressing the need to for organizations to define new and enterprise-wide strategies for an expanding online workplace. Mark Morrell is another well-known Intranet professional who has become an advocate for the Digital Workplace.
Work in any location. >I agree with both Jane and Mark, but I would also like to add that the Digital Workplace is first and foremost representing a much needed shift in perspective and not so much about a set of features or capabilities. I like Stephan's approach. I have tried to illustrate this shift in perspective below. What the Yammer Acquisition Says About Microsoft – and Enterprise Social Networking. By Al Campa On July 11, 2012 Much of the recent analysis on Microsoft’s $1.2B acquisition of Yammer focused on the slick application Yammer had built, their rapid viral adoption, and how it represented the assent of the social enterprise as the next hot category.
Certainly all this is true, as Yammer is a very simple and intuitive application, and had a devoted following of several million users. And Microsoft’s $1.2B speaks volumes about the value of the social enterprise to an established industry leader. But this acquisition also says a lot about Microsoft and their current state of mind. Something drove them to merrily pay $1.2B for a company with less than $20M in revenues. $1.2B might be pocket change for Microsoft, but it is still an incredible amount of money.
For that amount of money, Microsoft could have hired 1,200 developers and paid them a handsome salary for 10 years to build a social application on an unprecedented scale. This suggests three things about Microsoft: Survey shows Office Workers, Bosses Want to Work from Everywhere and Anywhere. Microsoft Canada survey results found workers and bosses often feel more productive working remotely TORONTO, March 29, 2012 /CNW/ - Microsoft Canada today announced the results of its Flexible Workspaces survey - a study which examined the workstyle preferences of employees and bosses with regards to working remotely and how they ranked their productivity while working remotely.
The survey found that while many employees are seeking flexible work arrangements, not all of their bosses believe they work as efficiently when they are working outside the office. In fact, only one-quarter of Canadian bosses polled feel employees are more productive when working remotely, compared to when in the office. However, the findings from employees countered the bosses' perceptions, with 55% reporting that they believed they were more productive when working remotely. The good news is: almost half of the polled bosses (42%) say that they do support remote working arrangements for their employees. Continuing with the Social Enterprise and Flows. [Note: This is the fifth in a series of posts about the Social Enterprise and the Big Shift.
The first post provided an introduction and overall context; the second looked specifically at collaboration, working together; the third looked at optimising performance, enjoying work, working more effectively. The fourth, Doing By Learning, looked at how work gets done in the enterprise, and provided the context in which such flows should be seen.
This post delves into the subject of flows in detail, and introduces the concept of enterprise social objects. In later posts I will look at the social objects in detail, and then move on to filtering and curation. The last three posts (in the series of ten) will look at innovation, motivation and radical transformation.] Introduction This is not a post about workflow. This is not a post about process either. There was a time when industry participants had such control over the market they could prevent change. Implications of Doing by Learning Piracy. On Collaboration. Introduction Last week I spent some time looking at the Social Enterprise through the lens of The Big Shift.
Responses, in terms of comments, suggestions, retweets, Likes and +1s were heartening, and I am grateful. Thank you. Today I’m going to continue with that perspective, this time drilling down into the subject of collaboration. A classic gymword. John Hagel, John Seely Brown and Lang Davison spend quite some time on this subject, which I will try and summarise here. Collaboration in the context of the Big Shift As stated last week, the Big Shift is driven by advances in digital infrastructure and the evolution of public policy. The underlying themes are common to most aspects of the Big Shift. How the Social Enterprise enables this Big Shift-based collaboration The Social Enterprise, even in its simplest form, is designed to respond to the Big Shift, as shown below.
[Admit it. Actually things are a lot more serious than that. Two companies. Let’s look at a third company. Cirovski defines leadership formula. During their run to a second straight CIS women's basketball championship last season, Windsor Lancers head coach Chantal Vallee agonized over some personnel decisions and the domino effect it would have on her team.
Vallee went with her gut instincts and she was proven right not just by the results on the floor, but also by the cold calculations of a computerized analysis of the Lancers' team leadership and chemistry after the season. "I thought I was making the right decision and this verified it," said Vallee of having her team work with PEAK Consulting of Tecumseh on a social network analysis. "This would have been nice to know during the season. I would really like to do this again for next year's team once we have that group together. "I think this is a fantastic model not only for sports teams, but any organization.
While many coaches might have shied away from the unconventional, Vallee was intrigued and interested in finding every edge she could. 2012 Global CEO Study. Overview For some time, businesses have been refining and optimizing their networks of suppliers and partners.
But something just as meaningful has been happening – the sudden convergence of the digital, social and mobile spheres – connecting customers, employees and partners in new ways to organizations and to each other. In speaking face-to-face with 1,709 CEOs, general managers and senior public sector leaders around the globe, leaders confirmed that our new connected era is changing how people engage. How are CEOs responding to the complexity of increasingly interconnected organizations, markets, societies and governments? Our key findings center on: Empowering employees through values CEOs see greater organizational openness ahead. Videos: CEOs discuss their employee priorities Shared values driving key decisions CEO Murray Jordan of Foodstuffs, a New Zealand food cooperative, extolls the benefits of shared values for his company. View this video (00:02:05) Tweet this video.
The Power Of Coordination. The ancient Chinese general Sun Tzu once wrote that “power comes from formation.” Fundamentally the way one creates power is by coordinating the pieces in a strategic formation. This is like a great chess player setting up the first few moves to position her pieces in an optimal pattern. Birds fly in flock, animals travel in herds, fish swim in schools, all to create power and safety in their formation. My research shows that this principle of coordination is more important today than it has ever been. Dissect how the CEOs of winning companies speak today and compare them with their less successful peers, and you can actually measure the difference. Consider mopay, a company launched by some German engineer/entrepreneurs in 2000. Here is the idea. Unlike so many secretive entrepreneurs I know, mopay is not worried that you “get” their insight.
What does it take to become the empty center? We’ve seen this principle at work before. Power comes from coordination. Street art to takeover The Rocks, Sydney - Arts & Entertainment - Lifestyle - Fairfield Advance. General Assembly Incubator Takes in $4.25 Million. Arlene Weintraub9/7/11 General Assembly, a New York-based technology incubator, has raised $4.25 million, as announced today on the company’s blog by co-founder Brad Hargreaves. The funding round was led by Maveron, the Seattle-based firm co-founded by Starbucks CEO Howard Schultz, with participation from Amazon’s Jeff Bezos, Yuri Milner, Tom Vander Ark, Alexis Ohanian, Hosain Rahman, and Alex Asseily. General Assembly opened in January in a 20,000 square-foot space that more closely resembles a college than a typical incubator.
It was initially supported by organizations like Skype, Ideo, Silicon Valley Bank, and the New York City Economic Development Corp. When Xconomy spoke with Hargreaves and co-founder Adam Pritzker back in April, they emphasized the advantages of not being funded by venture capitalists. ”The fact that we aren’t venture backed lends itself to an open environment,” Hargreaves said at the time. Hmmm, seems like a good time for a follow-up look at General Assembly. Google: Mobile, social, cloud changing the way we work. 3 February 2012Last updated at 00:05 By Sebastien Marotte VP, Google Enterprise, EMEA Mobile multi-tasking: Google believes that mobile technologies and the rise of the tablet is changing the way we work As part of our Future of Work series running throughout February, we asked some experts to give us their take on how the way we work is going to change. Google's Sebastien Marotte is responsible for leading sales teams across EMEA, developing business strategy and identifying new growth opportunities for Google Enterprise in the region.
He joined Google from Oracle where he was senior vice president of technology for the Asia Pacific region. Prior to that, he spent 15 years in sales management at Hyperion Solutions, subsequently acquired by Oracle. The speed at which ideas can be generated, tested and brought to fruition is accelerating faster than we could have anticipated - largely because of the explosion of social media and mobile and cloud computing. Communication and collaboration. Draw Diagrams Online using Collaborative Diagram Tools. 15 Free Tools for Web-based Collaboration. No man (or woman) is an island – and this statement can’t be any truer if you’re a designer or developer.
Though paid/subscription services like Basecamp and Zimbra are great, individuals strapped for cash have a ton of alternatives that provide similar (if not better) features. In this article, you’ll find 15 free tools to help you facilitate remote/web-based collaboration. Whether you need basic whiteboarding/brainstorming tools or fully-featured project management applications – you should be able to find a tool or two that’s worth checking out. Google Docs Google Docs is an excellent application for collaboration. Stixy Stixy is a flexible, online “bulletin board”/drawing board.
Project2Manage Project2Manage is a fully-featured, free, hosted solution for project management and collaboration (similar to Basecamp). Bubbl.us bubbl.us is a free, web-based application for collaborative brainstorming. Dabbleboard Dabbleboard is a robust, online whiteboard that’s easy to use. Protonotes Twiddla.