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Management des idées

Management des idées
Un article de Wikipédia, l'encyclopédie libre. Le management des idées est un type de management, ensemble de pratiques ayant pour but de faire émerger, de collecter et de réaliser des idées—comprises comme suggestions d'amélioration—venant des membres d’une organisation (par exemple les collaborateurs de base d’une entreprise) ou des utilisateurs d'un service. Enjeux du management des idées[modifier | modifier le code] Il s'agit d'un aspect des ressources humaines ou de la gestion de la satisfaction client. Un bon exemple en est le site internet « tgvlab » [1] mis en place par la SNCF pour ses TGV. Le management des idées peut être effectué grâce à un système formel appelé Système de management des idées (SMI). Le management des idées est souvent associé à l'innovation participative. La mise en place d’un SMI peut correspondre à plusieurs objectifs: Démarche du management des idées[modifier | modifier le code] Phases[modifier | modifier le code] Voir aussi[modifier | modifier le code]

notthisbody personal cargo Some thoughts on the New Aesthetic. A few days ago Bruce Sterling posted an "Essay on the New Aesthetic", summing up his most recent thoughts after a panel at SXSW, similarly titled "The New Aesthetic - Seeing like digital devices". The focal point of definition for this New Aesthetic is well documented and a gestalt emerges quite quickly on the New Aesthetic tumblr, a juxtaposition of quotes, images, sensations, videos highlighting myriad examples of that which its curators are recognizing is already happening. In short, New Aesthetic touches in some sense the bleeding of the virtual dimension into the actual and our increasing reflection of our own methods of sensing in machines, and vice versa. What's surprising about Bruce's usually sardonic critique of modern culture is that he acknowledges his own excitement and novelty with NA, that perhaps it does indeed holds the potential for something new... I've felt this viscerally on spacecollective through these past years.

Ton idée est nulle, ça ne marchera pas mais je n'ai pas le courage de te le dire Vous avez l’idée du siècle, vous en êtes certain. The next big thing. Enfoncé Google, ridiculisé Facebook, aux oubliettes Twitter ! Vous en êtes convaincu, la prochaine success story planétaire du Web, ce sera vous. Tout excité, vous transformez votre garage en bureau. En quelques jours, vous noircissez plus de carnets que Léonard de Vinci dans toute son existence, construisez un premier prototype avec plus d’attention que Roy Neary n’en met pour bâtir sa montagne de glaise dans Rencontre du Troisième Type. Vient le moment où vous commencez à en parler autour de vous, à tout le monde. C’est top ton idée. Vous n’avez pas l’impression qu’ils aient prêté beaucoup d’attention à ce que vous leur avez dit, mais l’essentiel n’est pas là. Redescendez sur terre. Ce qu’ils viennent de vous dire, c’est : ”ton idée est complètement idiote, je pense que ça ne marchera jamais, en fait je n’en ai rien à faire, je veux juste que tu me foutes la paix, mais je n’ai pas l’honnêteté de te le dire”.

Idea and Innovation Management Tool Roundup The Issue: The space for idea and innovation management software is becoming increasingly crowded and it is difficult to quickly understand who the main players are and how they are different.The Background: On the surface, idea management companies seemed similar to me and were hard to tell apart. After having spent 8 weeks immersed in the space talking with independent experts like Ron Shulkin, submitting questions on LinkedIn groups, attending the Front End of Innovation conference in Boston, and demoing 8 of the top players; I have come to a conclusion: It IS very hard to tell idea management companies apart - especially on capabilities alone. You must dig deep into the details of the organization and trust some of your gut feelings for the true differences to emerge. The Differences: So where did I end up finding differences? 1) Cost structure I want to give a quick forward before sharing my opinion of each specific company: The End: Whew… that was a lot to cover in one shot.

gavinkeech personal cargo phases are cycling through the increase of momentum brought on by interplay sequenced through recognition. exhausting parameters to their stretched states allow the decay values to become discovered. upon discovery, arrival of presence, flows to the environments ground. intensity of emotion, feelings entwined with realisation that the possibilities can arise more probable than initially conditioned, through emergence of understanding what is required, do vectors resonate inputs, to flow freely, in their own accord towards the electromagnetic* (resonance)+ core. state / mode as an interface ( points & flows with vectors ) personas / metaconstructs = state / mode identity / experience filter = timelines dimension / environment = interface process / mechanism = actions knowledge / repository = database timelines ( personas ) are extrapolations (verb)actions ( entanglement ) are amplifications (verb)interface ( metaconstructs ) are communications (verb) hyperphysics x_axis = time’s affinity

The 20 most fascinating accidental inventions - Potato chips Most inventors strive for weeks, months, or years to perfect their products. (Thomas Edison tried thousands of different light bulb filaments before arriving at the ideal mixture of tungsten.) But sometimes, brilliance strikes by accident. UPDATE: After great reader feedback, we've added five additional accidental inventions: Stainless steel, plastic, ice cream cones, Post-it Notes, and matches. - Pamela Cyran, Chris Gaylord The first potato chips were meant as an insult. Hotel chef George Crum enjoyed a wonderful knack for cooking. In 1853, a cranky guest complained about Crum's fried potatoes. Crum did not take this well. Word of this new snack spread quickly. The Rise Of Company Builders Entrepreneur-turned-investor is a classic story arc in Silicon Valley but recently the plot has earned a twist. Certain operators are foregoing the traditional path of joining a traditional VC to instead create a studio-like holding operation. By doing so, they remain engaged with the grit and grassroots challenges of building a startup. They remain company builders. John Borthwick and his New York City-based technology studio, Betaworks, was one of the recent pioneers of what Borthwick calls a “new asset class” in the VC world. Each model differs slightly. As this trend takes off, it raises the question why? Speed Lee, who has helped Lightbank incubate a number of ideas including loyalty startup Belly, explains that because it is so easy to build startups these days, that there is a need for models that allow companies to leverage certain functions like sales and marketing, hiring, legal and more. “Parallel Entrepreneurship”

Knowledge Plaza Un article de Wikipédia, l'encyclopédie libre. Knowledge Plaza, aussi référencé par l'abréviation KP, est un outil de gestion des connaissances de type 2.0 qui fournit un équilibre entre un social bookmarking, une gestion documentaire, des wikis et un réseau social d'entreprise interne. La plateforme a été développée initialement comme outil de gestion de l'information pour les ingénieurs de la connaissance (knowledge workers en anglais) et est souvent utilisée pour des projets de recherche collaboratifs, d'intelligence de marché, de courtage d'information, etc. Knowledge Plaza est utilisé comme outil de référence pour la "gestion sociale des connaissances" et fait donc partie du Software social d'entreprise dans la cartographie réalisée par USEO lors de leur analyse de marché[1]. Leur analyse conclu que Knowledge Plaza trouve un équilibre entre un système de gestion documentaire traditionnel et des environnements plus orientés sur les communautés comme par exemple Jive SBS.

What if Kickstarter started a movement that is so successful it doesn’t need Kickstarter anymore? Loic Le Meur We have all been very impressed by the success of Kickstarter and the alternative way of funding it gives to artists, movie producers or startups, I contributed myself to a few projects, from Whit Scott’s film Rolled that was very successful and allowed Whit to make his dream come true to Pebble Watch (still waiting for my watches). Pebble wanted to raise $100k and instead got a whopping $10million. Even books get financed on Kickstarter, Seth Godin had a goal of $40,000 for his new book and sold for $287,342 from 4,242 backers… Singer Amanda Palmer had a $100k goal and raised $1,192,793 instead for her new album. If you haven’t you should really watch her TED talk and the video on her project page it’s very interesting to see how she did it. I’m amazed as an entrepreneur that you can raise millions without any dilution or having to leave with investors and a board for the rest of the company life. I also funded a failed project from a friend, POP launched by Jamie Siminoff. inShare6

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