Legal Business Analyst working in City of London
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The author of the web's first worm-virus, teamed with a man who dresses as a medieval warrior and goes to battle on the weekends and a woman who follows World of Warcraft, acupuncture and ballet, have raised $24 million dollars to storm the gates of the Google Castle. They got incredible press coverage when their new search engine, called Blekko , launched this week - but they are probably going to get slaughtered. In the meantime, they have provided an opportunity for countless other freaks and geeks to use the magical tool they've built to grow our stature wherever we work; to cut through information overload, to shine a bright light on opportunities and to augment our minds with the snap of a finger. Read on for my advice about how to use Blekko and we'll use it well - for as long as it lasts. Blekko CEO Rich Skrenata, photo by Robert Scoble
Topics covered in this one-day course include: How to make effective, credible presentations. Fundamental strategies of analytical design. Evaluating evidence used in presentations. Statistical data: tables, graphics, semigraphics.
by Warren Berger | 10:54 AM July 29, 2010 What can people in business learn from studying the ways successful designers solve problems and innovate? On the most basic level, they can learn to question, care, connect, and commit — four of the most important things successful designers do to achieve significant breakthroughs. Having studied more than a hundred top designers in various fields over the past couple of years (while doing research for a book), I found that there were a few shared behaviors that seemed to be almost second nature to many designers. And these ingrained habits were intrinsically linked to the designer's ability to bring original ideas into the world as successful innovations.
Centre for HCI Design Closing date for applications: 31st January 2011 City University London is continuing its investment in academic excellence by offering up to 75 fully-funded, full-time, 3-year Doctoral Studentships commencing in October 2011. As part of this exciting initiative, the Centre for HCI Design (HCID) in the School of Informatics invites applications from well-qualified candidates wishing to join our vibrant research community.
The foundation for successful project management is being able to express your stakeholders (users, re-sellers etc.) most critical requirements. Stakeholders have requirements at the level of the improvements they expect to gain for themselves (i.e. savings, better customer relations), and at the level of the product (i.e. improved usability, security etc.). Most conventional requirement methods are so weak, in so many respects, that everyone involved in writing and reading requirements are uncomfortable with the process. Something is clearly wrong, but people struggle to explain how requirements should be written. We tackle the Requirement process head on.
Most of management theory is inane, writes our correspondent, the founder of a consulting firm. If you want to succeed in business, don’t get an M.B.A. Study philosophy instead
by Walter Kiechel | 11:51 AM February 16, 2010 Certain acquaintances advising large companies report signs of revival among their clientele. Apparently having concluded that the worst is over, corporate types are lifting their heads above the parapet and beginning to feel that old itch to go out there and acquire somebody, or maybe launch a new product line or two. Like all right-thinking people I'm gladdened by this news. But a reading of the history of strategy also leaves me cautious, afflicted with an oh-no-here-we-probably-go-again suspicion that some of the same old mistakes will likely recur. Watch out for one or more of the following coming soon to a company near you:
Harvard Business School professor Clay Christensen , best know for developing the concept of disruptive innovation , provides an enlightening video interview on business model reinvention . Disruptive innovation essentially teaches that established companies are vulnerable to upstarts because they are reluctant to depart from what has made them successful. Very few incumbent companies are capable of seeing in time the fundamental changes sweeping their markets -- the switchover from minicomputers to PCs for example, or how of the Internet would undermine the revenue model of newspapers. And even if these changes are detected, established players are reluctant to do what Christensen says they must: swap out their proven business model for a new model that reflects the changes in the business environment. So how does a company build a new business model?
Programme Details Overview A recent survey by IBM of over 700 CEOs globally found that competitive pressures have pushed business model innovation high up the priority list of firms worldwide. The survey also showed that firms that have grown their operating margins faster than their competitors were putting twice as much emphasis on business model innovation than underperformers.
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Ken O'Brien was an NFL quarterback in the 1980s and 1990s. Early in his career, he threw a lot of interceptions, so one clever team lawyer wrote a clause into O'Brien's contract penalizing him for each one he threw. The incentive worked as intended: His interceptions plummeted. But that's because he stopped throwing the ball. Years ago, AT&T executives tried to encourage productivity by paying programmers based on the number of lines of code they produced. The result: programs of Proustian length.
House prices surveys: who publishes what and when. Graphic: Council of Mortgage Lenders The Council of Mortgage Lenders (CML) has published a useful graphic (see above – click on the magnifying glass logo) that starkly illustrates the number of organisations offering housing market data in the UK, and why they can vary so much.
John Kay has been writing a column on economics and business since 1995. He is currently a visiting professor at the London School of Economics. He also had a career in the policy world which established the Institute for Fiscal Studies as one of the most respected think tanks, and a business career. John has published many books, including Foundations of Corporate Success (1993), The Truth About Markets (2003) and The Long and the Short of It: Finance and investment for normally intelligent people who are not in the industry (2009). His latest book, Obliquity: Why our goals are best achieved indirectly, was published by Profile Books in March 2010.
Let's say that someday a young couple buys a robot to help with childcare. Version 1 of the robot isn't much more capable than a video baby monitor that can also rock the cradle and say, "There, there" as needed, perhaps in the mom's voice. Maybe it can do a few more things such as loading and unloading the dishwasher and feeding the dog. It's useful but still limited.
In the early eighties I had a neighbor who studied computer programming in college but didn't pursue it as a career because he believed it had no future. His reasoning was that software coders were the future secretaries of the world, someday doing little more than rearranging the code written by those who came before. He figured the pay for programmers would approach minimum wage in 15 years or so. We're still waiting for that to happen, but I think of his prediction whenever I see young people making career choices. There's a lot of guessing involved.