About Science Careers Our Mission Science Careers is dedicated to being the world leader in matching qualified scientists with jobs in industry, academia, and government. We are committed to providing all the necessary career resources for scientists as well as effective recruiting solutions for employers. Our mission supports the American Association for the Advancement of Science's (AAAS) commitment to furthering careers in science and technology, with an emphasis on fostering greater diversity among the scientific community. Who We Are The journal Science is one of the most prestigious and widely cited scientific journals in the world. Our Offerings Science Careers offers a wide variety of content designed to assist scientists of all disciplines, backgrounds and experience levels navigate their career path.
Girlz In Web Business blog | Business, finance, media and technology views from the Financial Times Please don’t call yourself a serial entrepreneur Thomas Edison: entrepreneur, plain and simple © Getty Images Thought leaders were bad enough. The phrase has become alarmingly common — more than 15,000 people on LinkedIn have decided that “serial entrepreneur” best describes their career path. Admittedly, there is a certain genius in co-opting a word whose better known application to careers has been as a preface to “killer”. But that does not excuse the phrase serial entrepreneur. Uber, Andrew Carnegie and the rise of fast philanthropy Uber – arming up (Getty) I did a double-take at Uber’s decision to fund driverless car research in partnership with Pittsburgh’s Carnegie Mellon University. FT column: The moment digital selling tips over into creepy stalking While I flew to Barcelona last week to speak at a conference, my iPad was at breakfast at a restaurant in Cambridge. The many shades of alpha colleagues’ personalities LinkedIn's Reid Hoffman assesses levels of 'alpha-ness'. © Bloomberg
Office of the Ombudsman Gartner, Inc. is the leading provider of research and analysis on the information technology industry. Our principal business segments include Research, Consulting, Executive Programs and Events. Gartner clients include CIOs and senior IT leaders in corporations and government agencies, business leaders in high-tech and telecom enterprises and professional services firms, and technology investors, who all depend on Gartner insights to make better-informed decisions about the impact of technology on their operations, markets and strategies. The independence and objectivity of our research and advice are hallmarks of the Gartner brand. Here are some key questions about our Guiding Principles on Independence and Objectivity. Protecting the Gartner Brand The management and analysts of Gartner Research independently establish research methodologies, monitor research quality, and set the research agenda, free of external influence or interference. No. Vendor Issues No. No. Consulting Engagements
Portraits Focus sur Marie-Amélie Frere, intervenante de la #MCGIW du 16 avril 2014 : « Gérer un projet Agile : hello Scrum ! » Marie-Amélie Frere, co-présidente de Girlz In Web, animera une Master Class sur la méthode Scrum, gestion de projet en mode Agile, le 16 avril prochain à l’IESA Multimédia. Marie-Amélie, étant notre co-présidente nous te connaissons, mais que pourrais-tu nous dévoiler de plus ? Cela fait bientôt 3 ans que je suis membre active chez Girlz In Web. […] Le genre numérique ? Cette année le numérique français sera probablement sous le feu des projecteurs du 8 mars, les dérives sexistes du milieu ayant été pointées du doigt par le gouvernement, il y a quelques mois au grand dam de certains. Focus sur Annabelle Roberts, intervenante de la #MCGIW du 12 mars sur les Techniques de présentation Le 12 mars prochain, Girlz in Web aura la chance de recevoir Annabelle Roberts pour animer une Master Class sur les Techniques de présentation orale, à l’IESA Multimédia.
Why You Should Apply Design Thinking To Your Life Award-winning product designer Ayse Birsel stands before a room of 18 expectant Innovation by Design workshop attendees, the rainbow strands of a beaded necklace and an improvised lanyard of orange pipe-cleaners framing her petite, open face. "We have an hour and a half to design your life," she says. Time to get down to business. Birsel is the creator of Deconstruction:Reconstruction, a design thinking method that she developed and now teaches at the School of Visual Arts in New York. Over the next 90 minutes, the workshop attendees deconstruct four aspects of life—emotion, physical, intellectual, spirit—and then reconstruct them according to their values and priorities. “In a short amount of time you go to a sharp convergence of what matters,” Birsel tells Co.Design after the workshop adjourns. She pauses as the last students file out of the classroom with their workbooks in hand. More From The 2014 Innovation By Design Awards And Conference:
Overview The NextWomen is on a mission to build the Female Business Brand for entrepreneurs, executives and investors. Our goal is to advise, inspire & connect a global & local community of ambitious entrepreneurial women specifically on their business needs - online & offline. The NextWomen is all about inspiration, advice and contacts! We realise our goal through our products: The NextWomen Media, The NextWomen Services & The NextWomen Licenses. What We Offer The NextWomen MEDIA TheNextWomen.com: the business magazine (now available on smartphones at m.thenextwomen.com) launched in 2009, delivering fresh, exclusive content daily and providing a global hub for entrepreneurs, executives and investors to share, inspire and connect. The Next Women SERVICES The NextWomen LICENSES The NextWomen offers third parties the opportunity to produce The NextWomen branded products and services under the third parties’ control. What’s Next for The NextWomen?
Barry Calpino on What Drives Innovation at Kraft mic Listen to the podcast: Barry Calpino on what drives innovation at Kraft Like many food companies, Kraft Foods has had to deal with the rising costs for commodities, as well as the changing wants and needs of consumers. Several years ago, the company — which has annual revenues of more than $18 billion and a 27-brand portfolio that includes Velveeta, Jell-O and Kool-Aid — was launching new products at a rapid rate, but it wasn’t really investing in any of them. Listen to the full interview above and read edited excerpts from the conversation below. Knowledge@Wharton: Could you describe the concept of breakthrough innovation? Barry Calpino: There’s a lot of definitions around it, but there is also an intention behind the term and the title. Knowledge@Wharton: What kind of examples are you talking about? Calpino: I guess the poster child, the one that we use here internally to teach everyone the concept, is that we launched a brand called Mio about three years ago. Calpino: Yes.
A Breakthrough Innovation Culture and Organization By definition, breakthrough innovation is the introduction of new ideas that drive a different way of doing things. This requires risk taking, of course, since no one can foresee the outcome or results of such initiatives. Breakthrough innovators are willing to make decisions and choices as much on the basis of intuition and insight as on data and forecasts—they bet on people rather than manage a process. In our experience, a dedicated environment is required to promote this kind of approach. Some breakthrough innovators manage to use the entire company as a new-idea laboratory. A more likely approach for most is establishing a dedicated innovation entity. Another approach enjoying increasingly wide trial is the corporate incubator. Breakthrough innovation programs are the result of organizational prioritization and planning. To Contact the Authors
How to Put Innovation at the Core of your Business Model - Sponsored Content We hear a lot about innovation today, but why is it so essential to sustainable business success? Innovation is the oxygen of business. Fail to invest in innovation and eventually you will suffocate and be crowded out by a competitor or by an entrepreneur who identifies how to deliver a solution that creates more value than yours (and those of your competitors). To continuously innovate, companies must learn to manage a few key tensions that exist in every organization. First, there is the tension between the executive mindset and the entrepreneurial mindset. The executive mindset is focused on avoiding failure and making the trains run on time. Second: the tension between exploration and exploitation. Invest too little in exploring for new potential markets and you will starve the firm of future growth. Building a strong innovation foundation requires that you conduct an innovation audit to understand where you are. But innovation is not free.
Living Systems and The Information First Company A map tracing the information flows within Uber’s San Francisco market. One of the great joys of my career is the chance to speak at gatherings of interesting people. Sometimes it’s an unscripted, wide ranging conversation (like during Advertising Week, for example), but other times it’s a formal presentation, which means many hours of preparation and reportage. These more formal presentations are opportunities to consolidate new thinking and try it out in front of a demanding audience. Now, I’m not an expert in financial services, but I do know how to ask questions, and I’ve been watching as the core assumptions any number of markets, from media to transportation to hospitality, have been upended by Internet upstarts like Buzzfeed, Uber, or Airbnb. So preparing for this talk forced me to do exactly the kind of hard work any writer both fears and relishes – coming up with something original to say. So I started to think about why it is that large enterprises fail to innovate.
Big Bang Disruption 1) Consult your truth-tellers Find industry visionaries who see the future more clearly than you do, and who won't sugar-coat it even when you want them to. 2) Pinpoint your market entry Learn to separate the little bumps from the Big Bangs, choosing just the perfect moment to enter a new ecosystem. 3) Launch seemingly random experiments Practice combinatorial innovation directly in the market, collaborating with suppliers, customers, and investors—who may be one and the same. 4) Survive catastrophic success Prepare to scale up from experiment to global brand in the space of months, if not weeks, and to redesign your technical and business architecture even while running at full speed. 5) Capture winner-take-all markets Sacrifice everything, including short-term profits, to ensure victory in winner-take-all markets, especially when success with one disruptor can be leveraged into follow-on products that can be created and launched even faster than the original. 6) Create bullet time
Strategy Consulting | Strategic Planning | The Brainzooming Group Innovators and Influencers | Equipping Right-Brain Entrepreneurs and Creative Agencies with the Mindset, Skills and Tools to Thrive in a Constantly Changing Environment