Informal Learning Flow is a content hub started by Jay Cross that collects and organizes the best information on the web around informal learning. We hope this will help you find good stuff, learn and stay current.

80 Articles match "competitive advantage","generation"

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Why CEOs Don't Owe Shareholders a Return on Market Value
John Chambers is arguably the finest telecommunications equipment company CEO of his generation and Cisco Systems the best company in its industry — probably by a wide margin. CEOs saddled with high expectations feel compelled to take risky actions to try to do the impossible in order to generate still more overblown expectations. Let's say that I invest Bill's $20 very cleverly in Taking responsibility for something one is incapable of doing has never been a particularly good idea. Politicians get in trouble for promising their electorates that they can fix the economy
HarvardBusiness.org - Thursday, March 11, 2010
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What Would You Ask Nature? Submit to the Biomimicry Institute/Designers Accord Challenge!
A COMPETITIVE ADVANTAGE The Biomimicry Guild has worked alongside companies to help them achieve that shift in thinking, from a longstanging relationship with flooring and finishes company Interface , to a team currently on-site at an architectural project in India, where they're creating buildings that not only are made from natural materials, they actually behave like natural organisms. Currently there's a great deal of excitement bridging algorithms found in nature and information technology or "generative design," where we're able to extrapolate data from the way that nature
Fast Company - Tuesday, March 9, 2010
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Use Twitter to Collect Micro-Feedback
Twitter is on its way to becoming a mainstream tool for multiple generations — in fact, a survey by comScore found that 45-54 year olds are the top demographic group for using Twitter. Jeanne C Meister is an internationally recognized workplace-learning consultant dedicated to delivering competitive advantage, innovation and improved business results for organizations. "Ugh," you may sigh to yourself when you receive a colleague's request to fill out a 360-degree feedback instrument with 150 items. Of course you're lucky if you only get one; you may get a half
HarvardBusiness.org - Thursday, March 4, 2010
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  • Competitive Advantage Is Fleeting (And It's Okay to Admit It)
    For as long as I've been working in the field of strategy, a taken-for granted assumption among executives, students and academics has been that the goal of a great strategy is achieving a "sustainable competitive advantage." In hyper-competitive environments, to paraphrase Hobbes , the life of a competitive advantage is nasty, brutish and short . As the field migrated from a subject called "Business Policy," having to do mostly with the job of the general manager, to the current conception of "Strategic Management," we picked up a vast number of tools, frameworks and analytical approaches that promised to make the world of strategy one of greater rigor, science and analytical depth.
    HarvardBusiness.org - Monday, June 8, 2009
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  • Are You Ready to Manage Five Generations of Workers?
    This translates into a social phenomenon not yet witnessed: five generations are about to be working side by side. Due to their smaller size, Gen X will never have the majority spot in the workplace — and so in essence, we will have skipped an entire generation by 2015.) When you consider the changes in the amount of knowledge available at our fingertips, the advent of social technologies, and the expansion of the global economy over those two generations, Does retirement look a little further off now than it did just a few years ago? If you are over 62, odds are you're
    HarvardBusiness.org - Friday, October 16, 2009
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  • Why Ideals are the New Business Models
    When we seek to monetize, we end up chasing the same old lame competitive advantage. That's the challenge of a new generation of revolutionaries. Take your pick: newspapers , autos , mobile , solar - across the zombieconomy, boardrooms are sweaty-browed with the task of business model redesign. It's the worst downturn for the better part of a century: business model redesign - lower costs, greater efficiency, choosing the most profitable customers and revenue streams - should be every boardroom's first priority, right?
    HarvardBusiness.org - Friday, March 13, 2009
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  • Having Ideas Versus Having a Vision
    Experts have celebrated the power of brainstorming and idea-generation techniques . One consequence of a decade focused on idea generation is ideas are now more easily accessible, which has also made idea generation less of a differentiator in competition than it has traditionally been. And with the diffusion of open innovation processes, ideas competitions, and the like, executives are increasingly exposed to a wealth of ideas. What In the past decade, firms have been praised for ideas. Eureka light bulbs have populated the covers of many books.
    HarvardBusiness.org - Monday, March 1, 2010
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  • Profitably Running an Online Business in the Web 2.0 Era
    Consequently, I've been pulling together notes, talking to mashup creators, and studying real-world examples of how companies are applying innovative ways of generating revenue with Web 2.0 But the biggest question that comes up is that if you let your users generate most of your content and then expose it all up via an API, how can a profitable business be made from this? This has been the question from the outset, and though you can build enormously successful sites in terms of numbers of users and amounts of content using Web 2.0 One of the things I'm doing this week is preparing for a presentation at Web Builder 2.0 on how to monetize mashups in Las Vegas next week.
    Dion Hinchcliffe's Web 2.0 Blog - Wednesday, November 29, 2006
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  • Innovating in the Great Disruption
    sagging employment and dwindling economic prospects led historians to term the 1930s the Great Depression, perhaps it is appropriate to tab today's hyper-competitive market where competitive advantage dissipates in a heartbeat the "Great Disruption." In In the Great Disruption, companies simply can't anticipate that today's competitive advantage will last for more than a few years. While the global economy began slowing down in late 2007, forces transforming the face of business trace back more than a decade. Over that time period, technological improvements
    HarvardBusiness.org - Tuesday, December 23, 2008
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  • Profitably Running an Online Business in the Web 2.0 Era
    Consequently, I've been pulling together notes, talking to mashup creators, and studying real-world examples of how companies are applying innovative ways of generating revenue with Web 2.0 But the biggest question that comes up is that if you let your users generate most of your content and then expose it all up via an API, how can a profitable business be made from this? This has been the question from the outset, and though you can build enormously successful sites in terms of numbers of users and amounts of content using Web 2.0 One of the things I'm doing this week is preparing for a presentation at Web Builder 2.0 on how to monetize mashups in Las Vegas next week.
    Dion Hinchcliffe's Web 2.0 Blog - Wednesday, November 29, 2006
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  • When Your Company Culture Isn't Ready for Social Media
    Another way to tiptoe into the waters is to create and launch an Innovation Jam — a one-day idea generation day created to engage the entire workforce on ways to improve and enhance current products and services or propose new ones. Jeanne C Meister is an internationally recognized workplace-learning consultant dedicated to delivering competitive advantage, innovation and improved business results for organizations. Are you considering whether your company should use social media to connect not only with your customers, but also with your employees, partners, and suppliers?
    HarvardBusiness.org - Wednesday, December 30, 2009
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  • Product Development 2.0
    Specifically, I'm talking about building highly competitive online products by turning over non-essential control to users directly via the Web. to their individual offerings, they will reap significant competitive advantage over those not harnessing the Web to directly connect to customers and begin a rapid and never-ending innovation cycle. e-mail World Wide Web, e-mail, IM Source of Innovation: Organizations While the window on using the "2.0" quot; suffix is probably closing, I thought it would be worthwhile to explore an especially significant
    Dion Hinchcliffe's Web 2.0 Blog - Wednesday, January 17, 2007
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  • Outsourcing Is High Tech's Subprime-Mortgage Fiasco
    The supposed savings they expect to generate from such activities are based on costs that often do not properly reflect the damage they are causing. Decisions to outsource something to a foreign company rather than do it oneself have these same potential weaknesses if they result in decimating both the internal and the communal skills and capabilities that are key to a company's ongoing competitiveness. Collectively, they also As economists explore the causes of the current worldwide recession, they are expressing a growing recognition that free markets are not always as efficient as many assumed them to be.
    HarvardBusiness.org - Wednesday, October 7, 2009
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