Official Mind Mapping software by Tony Buzan Six Sigma The common Six Sigma symbol Six Sigma is a set of techniques and tools for process improvement. It was developed by Motorola in 1986.[1][2] Jack Welch made it central to his business strategy at General Electric in 1995.[3] Today, it is used in many industrial sectors.[4] Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. Doctrine[edit] Six Sigma doctrine asserts that: Features that set Six Sigma apart from previous quality improvement initiatives include: The term "six sigma" comes from statistics and is used in statistical quality control, which evaluates process capability. "Six Sigma" was registered June 11, 1991 as U.S. Methodologies[edit] DMAIC[edit] The DMAIC project methodology has five phases:
Visualizacion de Informacion - Revista Una de las causas (que no la única) del largo silencio de esta newsletter durante el año ha sido la elaboración y puesta en marcha del primer postgrado sobre Visualización de Información del que tengamos conocimiento que se realiza en España. Hospedado en el Instituto de Educación Continua (IdEC) de la Universitat Pompeu Fabra ha sido codirigido por los Profesores Josep Blat y Juan Carlos Dürsteler y coordinado por Víctor Pascual Cid. Este postgrado surge del convencimiento, desde hace ya algunos años, de que para avanzar en la Visualización de Información había que formar a la creciente masa crítica de profesionales que cada vez más necesitan y hacen uso de técnicas de visualización para analizar y comprender los datos. Existen en diferentes lugares del mundo distintos cursos introductorios o avanzados sobre el tema, preferentemente dirigidos a profesionales de la informática (ver por ejemplo el website Infovis-wiki.net ). El Programa El desarrollo del curso Resultados
Customer lifetime value In marketing, customer lifetime value (CLV) (or often CLTV), lifetime customer value (LCV), or user lifetime value (LTV) is a prediction of the net profit attributed to the entire future relationship with a customer. The prediction model can have varying levels of sophistication and accuracy, ranging from a crude heuristic to the use of complex predictive analytics techniques. One of the first accounts of the term Customer Lifetime Value is in the 1988 book Database Marketing, which includes detailed worked examples.[2] Purpose[edit] The purpose of the customer lifetime value metric is to assess the financial value of each customer. Customer lifetime value (CLV): The present value of the future cash flows attributed to the customer during his/her entire relationship with the company.[1] Present value is the discounted sum of future cash flows: each future cash flow is multiplied by a carefully selected number less than one, before being added together. Construction[edit] Methodology[edit]
The Theory Underlying Concept Maps and How to Construct and Use Them Concept maps are graphical tools for organizing and representing knowledge. They include concepts, usually enclosed in circles or boxes of some type, and relationships between concepts indicated by a connecting line linking two concepts. Words on the line, referred to as linking words or linking phrases, specify the relationship between the two concepts. We define concept as a perceived regularity in events or objects, or records of events or objects, designated by a label. The label for most concepts is a word, although sometimes we use symbols such as + or %, and sometimes more than one word is used. Figure 1. (click on an image for a larger view) Another characteristic of concept maps is that the concepts are represented in a hierarchical fashion with the most inclusive, most general concepts at the top of the map and the more specific, less general concepts arranged hierarchically below. Another important characteristic of concept maps is the inclusion of cross-links. Figure 2.
Systems thinking Impression of systems thinking about society[1] A system is composed of interrelated parts or components (structures) that cooperate in processes (behavior). Natural systems include biological entities, ocean currents, the climate, the solar system and ecosystems. Designed systems include airplanes, software systems, technologies and machines of all kinds, government agencies and business systems. Systems Thinking has at least some roots in the General System Theory that was advanced by Ludwig von Bertalanffy in the 1940s and furthered by Ross Ashby in the 1950s. Systems thinking has been applied to problem solving, by viewing "problems" as parts of an overall system, rather than reacting to specific parts, outcomes or events and potentially contributing to further development of unintended consequences. Systems science thinking attempts to illustrate how small catalytic events that are separated by distance and time can be the cause of significant changes in complex systems.
Agile software development Agile software development is a set of principles for software development in which requirements and solutions evolve through collaboration between self-organizing,[1] cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, and continuous improvement, and it encourages rapid and flexible response to change.[2] Agile itself has never defined any specific methods to achieve this, but many have grown up as a result and have been recognized as being 'Agile'. The Manifesto for Agile Software Development,[3] also known as the Agile Manifesto, was first proclaimed in 2001, after "agile methodology" was originally introduced in the late 1980s and early 1990s. The manifesto came out of the DSDM Consortium in 1994, although its roots go back to the mid 1980s at DuPont and texts by James Martin[4] and James Kerr et al.[5] History[edit] Incremental software development methods trace back to 1957.[6] In 1974, E. The Agile Manifesto[edit] Agile principles[edit]
Strategic management Strategic management involves the formulation and implementation of the major goals and initiatives taken by a company's top management on behalf of owners, based on consideration of resources and an assessment of the internal and external environments in which the organization competes.[1] Strategic management provides overall direction to the enterprise and involves specifying the organization's objectives, developing policies and plans designed to achieve these objectives, and then allocating resources to implement the plans. Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision making in the context of complex environments and competitive dynamics. Strategic management is not static in nature; the models often include a feedback loop to monitor execution and inform the next round of planning.[2][3][4] Corporate strategy involves answering a key question from a portfolio perspective: "What business should we be in?"
Cognitive Process Profile The Cognitive Process Profile (CPP) is an automated simulation exercise that externalises and tracks thinking processes to evaluate: a person's preferred cognitive stylea suitable work environment (according to Elliott Jacques stratified systems theory)personal strengths and development areaslearning potentialthe judgement and strategic capability of adults in the work environment Unlike conventional psychometric ability and IQ tests, which primarily measure crystallised ability in specific content domains, the CPP measures information processing tendencies and capabilities. It also measures 'fluid intelligence' and 'learning potential', by tracking information processing in unfamiliar and fuzzy environments. The CPP predicts cognitive performance in complex, dynamic and vague (or VUCA) work contexts such as professional, strategic and executive environments. It was developed by Dr S M Prinsloo, founder of Cognadev, and released in 1994. References[edit] External links[edit]
Patent A patent (/ˈpætənt/ or /ˈpeɪtənt/) is a set of exclusive rights granted by a sovereign state to an inventor or assignee for a limited period of time in exchange for detailed public disclosure of an invention. An invention is a solution to a specific technological problem and is a product or a process.[1]:17 Patents are a form of intellectual property. Under the World Trade Organization's (WTO) Agreement on Trade-Related Aspects of Intellectual Property Rights, patents should be available in WTO member states for any invention, in all fields of technology,[3] and the term of protection available should be a minimum of twenty years.[4] Nevertheless, there are variations on what is patentable subject matter from country to country. Definition[edit] The word patent originates from the Latin patere, which means "to lay open" (i.e., to make available for public inspection). History[edit] U.S. patents granted, 1790–2010.[11] Law[edit] Effects[edit] Enforcement[edit] Ownership[edit]
Six forces model The six forces model is a market opportunities analysis model, as an extension to Porter five forces analysis and is more robust than a standard SWOT analysis. However, factors internal to the firm, which are often perceived to be the only true sources of sustained competitive advantage (Barney, 1991) are omitted. The following forces are identified: CompetitionNew entrantsEnd users/buyersSuppliersSubstitutesComplementary products/ the government/ the public Criticisms of the five force model[edit] Porter's framework has been challenged by other academics and strategists such as Kevin P. That buyers, competitors, and suppliers are unrelated and do not interact and colludeThat the source of value is structural advantage (creating barriers to entry)That uncertainty is low, allowing participants in a market to plan for and respond to competitive behavior. An important extension to Porter was found in the work of Brandenburger and Barry Nalebuff in the mid-1990s. See also[edit] References[edit]
Medios sociales Los medios de comunicación sociales o simplemente medios sociales[1] (social media en inglés), son plataformas de comunicación en línea donde el contenido es creado por los propios usuarios mediante el uso de las tecnologías de la Web 2.0, que facilitan la edición, la publicación y el intercambio de información.. Los profesores Kaplan y Haenlein definen medios sociales como: «un grupo de aplicaciones basadas en Internet que se desarrollan sobre los fundamentos ideológicos y tecnológicos de la Web 2.0, y que permiten la creación y el intercambio de contenidos generados por el usuario»(Kaplan Andreas M., Haenlein Michael Users of the world, unite! The challenges and opportunities of social media, Business Horizons)[2] Los medios sociales son ricos en la influencia y la interacción entre pares y con una audiencia pública que es cada vez más «inteligente» y participativa. Medios sociales y los Medios de comunicación de masas[editar] Características[editar] Responsabilidad social[editar]