Pomegranate Digital Agency and Creative Talent Network, Seeding Ideas ® In response to the rapid change in the digital and creative world, Pomegranate has shifted the paradigm from the traditional agency structure to a new virtual network or “digital cloud” agency structure. Our innovative model enables teams to support the ever-changing needs of enterprise companies regardless of time and place and without fixed overhead. As an international cloud of talent, our value to our clients is virtually limitless. "The effect of a true network is that for each member that is added to the network, the more valuable the network becomes to its members. " Powerful - Our teams form organically into “Pods” by industry, region and skill sets.
Our team members cross-pollinate so that growth comes from varying perspectives and experience. Unique - We offer our network members vested interest in opportunities and the agency which creates a powerful center for collaboration and creativity. Could not load updates. Co-Creation. The participation and involvement of consumers in the creation process formerly dominated by businesses. "A quick search on Google Scholar confirms the pattern: from only 23 articles citing ‘co-creation’ in the 1970s, the 1980s delivered a paltry 102, the 1990s a more substantial 658, while the first 9 and a bit years of the 21st Century has already spawned an impressive 3,660.
" ( "Co-creation is a very broad term with a broad range of applications. From the Wikipedia: "Co-creation is the practice of developing systems, products, or services through the collaborative execution of developers and stakeholders, companies and customers, or managers and employees. Co-Creation is under-defined! "The literature review itself threw up two related observations: 1. 2. Non-market Co-creation Chris Lawer: But in a non-market context, there is no economic mechanism or price for exchange and no ownership of information or goods. Loncin Co-Creation Companies 1. 2. 3. Co-creation. Co-creation is a form of marketing strategy or business strategy that emphasizes the generation and ongoing realization of mutual firm-customer value. It views markets as forums for firms and active customers to share, combine and renew each other's resources and capabilities to create value through new forms of interaction, service and learning mechanisms.
It differs from the traditional active firm – passive consumer market construct of the past. Co-created value arises in the form of personalised, unique experiences for the customer (value-in-use) and ongoing revenue, learning and enhanced market performance drivers for the firm (loyalty, relationships, customer word of mouth). Scholars C.K. From co-production to co-creation[edit] In their review of the literature on "customer participation in production", Neeli Bendapudi and Robert P. In the late 1970s and early 1980s, scholars were mostly concerned with productivity gains through passing on tasks from the firm to the consumer. Holism. For the suffix, see holism. Holism (from Greek ὅλος holos "all, whole, entire") is the idea that natural systems (physical, biological, chemical, social, economic, mental, linguistic, etc.) and their properties should be viewed as wholes, not as collections of parts. This often includes the view that systems function as wholes and that their functioning cannot be fully understood solely in terms of their component parts.[1][2] Reductionism may be viewed as the complement of holism.
Reductionism analyzes a complex system by subdividing or reduction to more fundamental parts. Social scientist and physician Nicholas A. History[edit] The term "holism" was coined in 1926 by Jan Smuts, a South African statesman, in his book Holism and Evolution.[4] Smuts defined holism as the "tendency in nature to form wholes that are greater than the sum of the parts through creative evolution".[5] The idea has ancient roots. In science[edit] General scientific status[edit] In anthropology[edit] In branding[edit] Holism. Groupthink. Groupthink is a psychological phenomenon that occurs within a group of people, in which the desire for harmony or conformity in the group results in an irrational or dysfunctional decision-making outcome.
Group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative viewpoints, by actively suppressing dissenting viewpoints, and by isolating themselves from outside influences. Loyalty to the group requires individuals to avoid raising controversial issues or alternative solutions, and there is loss of individual creativity, uniqueness and independent thinking. The dysfunctional group dynamics of the "ingroup" produces an "illusion of invulnerability" (an inflated certainty that the right decision has been made).
Thus the "ingroup" significantly overrates its own abilities in decision-making, and significantly underrates the abilities of its opponents (the "outgroup"). History[edit] He went on to write: Symptoms[edit] Causes[edit] Why Starbucks and Dell get the wrong ideas | The Co-Creation Effect. The classic view of innovation is one where a large number of ideas get generated, put in a funnel, and prioritized against some criteria, leading to the eventual implementation of a few ideas in a “kill early and kill often” logic.
When trying to engage customers in a co-creation dialogue, many companies simply open this innovation pipeline to customers and ask them to contribute such ideas. This is for example what Starbucks does in its highly touted MyStarbucksIdea.com website, or Dell on its equally acclaimed IdeaStorm.com site. There is even cheap software, now available as a service – such as the one offered by Salesforce.com – that allows organizations to quickly put up a site using this idea generation and prioritization logic. This approach has generated a passionate mobilization of some customers, which is laudable. A more useful starting point for customers would be to imagine with employees new interaction processes through which they would engage with Starbucks or Dell. Metafor. Se gränssnittsmetafor för motsvarande begrepp i datorers gränssnitt. En av metaforens viktigaste funktioner är att den främjar språkets nyskapande och spelar en roll för tänkande och begreppsbildning.
Metaforer vidgar språkets uttryckssregister. Uttryck som exempelvis ”stolens rygg” och ”bergets fot” är från början metaforer, men har inkorporerats i språket till den grad att de längre inte ses som metaforer. Dessa kan betecknas som döda, stelnade eller historiska metaforer, men kallas också för dolda. De ingår i språkets lexikon och är alltså lexikaliserade. De dolda metaforernas motsats är öppna metaforer. Besläktade stilfigurer[redigera | redigera wikitext] Metaforen är besläktad med andra stilfigurer så som katakresen, allegorin och liknelsen. Exempel[redigera | redigera wikitext] Metaforen skiljer sig från liknelsen på så vis att den enbart består av en bild och det som bilden betecknar, utan något jämförelseled (till exempel ordet "som"). ”Livet är (som) en sjöresa”. ”Livets höst”.
George Lakoff. George P. Lakoff (/ˈleɪkɒf/, born May 24, 1941) is an American cognitive linguist, best known for his thesis that lives of individuals are significantly influenced by the central metaphors they use to explain complex phenomena. The more general theory that elaborated his thesis is known as embodied mind. He is professor of linguistics at the University of California, Berkeley, where he has taught since 1972. Work[edit] [edit] Although some of Lakoff's research involves questions traditionally pursued by linguists, such as the conditions under which a certain linguistic construction is grammatically viable, he is most famous for his reappraisal of the role that metaphors play in socio-political lives of humans. Metaphor has been seen within the Western scientific tradition as purely a linguistic construction. He suggested that: "Our ordinary conceptual system, in terms of which we both think and act, is fundamentally metaphorical in nature.
" Linguistics wars[edit] Embodied mind[edit] Viable system model. Overview[edit] The model was developed by operations research theorist and cybernetician Stafford Beer in his book Brain of the Firm (1972).[1] Together with Beer's earlier works on cybernetics applied to management, this book effectively founded management cybernetics. The first thing to note about the cybernetic theory of organizations encapsulated in the VSM is that viable systems are recursive; viable systems contain viable systems that can be modeled using an identical cybernetic description as the higher (and lower) level systems in the containment hierarchy (Beer expresses this property of viable systems as cybernetic isomorphism). A development of this model has originated the theoretical proposal called Viable systems approach.
Components of the Viable System Model[edit] Here we give a brief introduction to the cybernetic description of the organization encapsulated in a single level of the VSM.[2] Principal functions of the VSM Rules for the viable system[edit] These aphorisms are: Service-Dominant Logic - Home. Harvest Field Guide to Pricing: Iteration.
Iteration Developers’ paradise? Iteration pricing is an emerging form of pricing, a spin off of the retainer model that requires clients and creatives to work closely together throughout the project to set clear goals and build products. Right now, development shops are the most comfortable with using this method since it allows both clients and developers extreme flexibility. Iteration pricing is “buying our bandwidth for a set period of time,” according to Rachit Shukla, CEO of Two Toasters, a mobile development firm. In particular for custom development projects, which can change often through the course of a project, this is a more agile model for work. Clients don’t generally see hourly breakdowns of the work, even if a firm is keeping track internally, but they are guaranteed a delivery.
At Two Toasters, for example, projects kick off with a rough estimate of how many ‘iterations’ it will take to work through different features and applications. Bottom line Case Study Pivotal Labs. How the Science of Swarms Can Help Us Fight Cancer and Predict the Future | Wired Science. The first thing to hit Iain Couzin when he walked into the Oxford lab where he kept his locusts was the smell, like a stale barn full of old hay. The second, third, and fourth things to hit him were locusts. The insects frequently escaped their cages and careened into the faces of scientists and lab techs. The room was hot and humid, and the constant commotion of 20,000 bugs produced a miasma of aerosolized insect exoskeleton. Many of the staff had to wear respirators to avoid developing severe allergies. “It wasn’t the easiest place to do science,” Couzin says.
In the mid-2000s that lab was, however, one of the only places on earth to do the kind of science Couzin wanted. Couzin would put groups of up to 120 juveniles into a sombrero-shaped arena he called the locust accelerator, letting them walk in circles around the rim for eight hours a day while an overhead camera filmed their movements and software mapped their positions and orientations. Click to Open Overlay Gallery. The Telco 2.0 methodology — Business Model Innovation. In our previous post on Telco 2.0 methodology, we described the 15 key Telco 2.0 transformation issues and how the industry currently scores against them.
‘Appreciating’ these issues was Step 1 in our Telco 2.0 A-C-T process to create a sustainable growth strategy. Step 2 is ‘Clarifying’ how to approach business model innovation, a tricky subject for any industry that we discuss below. Step 3 is ‘Test’, and you can find a record of all the latest developments across these steps on our constantly updated Telco 2.0 research portal here. To start with we need a framework to guide our thinking. To help with this we’ve drawn inspiration from our friends at arvetica on an overall business model ‘framework’. (View their slide deck, it’s very good.) We find the diagram below extremely useful in getting our clients to understand what are the one or two things they do exceptionally well, and what other areas they need to make sure are considered in re-designing their business models: Five routes to more innovative problem solving - McKinsey Quarterly - Strategy - Strategic Thinking.
Rob McEwen had a problem. The chairman and chief executive officer of Canadian mining group Goldcorp knew that its Red Lake site could be a money-spinner—a mine nearby was thriving—but no one could figure out where to find high-grade ore. The terrain was inaccessible, operating costs were high, and the unionized staff had already gone on strike. In short, McEwen was lumbered with a gold mine that wasn’t a gold mine. Then inspiration struck. Attending a conference about recent developments in IT, McEwen was smitten with the open-source revolution.
Bucking fierce internal resistance, he created the Goldcorp Challenge: the company put Red Lake’s closely guarded topographic data online and offered $575,000 in prize money to anyone who could identify rich drill sites. To the astonishment of players in the mining sector, upward of 1,400 technical experts based in 50-plus countries took up the problem. This article presents an approach for doing just that. The flexons approach Networks flexon. Five Styles of Gen X Leaders: Which One Are You? Hållbar shopping chockar konsumtionen. USA:s första dam, Michelle Obama, har anlagt en ekologisk köksträdgård på Vita husets ”South Lawn”, Miljöpartiets gruppledare Åsa Jernberg har kommit med det omdebatterade förslaget att införa en köttfri dag per vecka i Stockholms skolor. Och på Rosenhills musteri utanför Stockholm lockat bakluckeloppisar allt fler deltagare för varje gång de ordnas. Spännvidden må vara stor, men gemensamt för alla de här initiativen stavas hållbar konsumtion.
Hållbar konsumtion är en tydlig trend och samtidigt en motreaktion på den konsumtionskultur som kritiserats hårt under senare år, men som fortfarande dominerar i många delar av världen. En tredjedel av all mat som produceras i världen, 1,3 miljarder ton, kasseras. Den här överkonsumtionen och överutnyttjandet av jordens resurser anses ligga bakom många av de miljöproblem vi står inför i dag – växande soptippar, förgiftade vatten, utdöende arter och stigande temperatur. Den 31 oktober 2011 deklarerade FN att jorden fått sju miljarder invånare.