12-13_curs mtt tehnologia azi

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MTTManagementul transferului de

tehnologie

Masterat - Managementul proiectelor

2012- 2013 - Semestrul I

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MTT - Cuprins

Tehnologia astazi

Singularitatea tehnologica Retele sociale

Noi abilitati

Capitalul uman Creativitate - atentie

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Romania, performanta record inclasamentul Deloitte CE Technology Fast

50 2012Rezultatele clasamentului din acest an Deloitte Europa Centrala Technology FAST 50 confirma ca

firmele romanesti ce isi desfasoara activitatea in sectorul tehnologic raspund cu succes provocarilorcrizei globale si continua sa-si consolideze pozitia in regiune. Astfel, pentru al doilea an consecutiv,compania de servicii turistice online Vola.ro s-a plasat pe locul 1, cu o rata record de crestere aveniturilor (17.323%, calculata ca medie pe ultimii cinci ani), in timp ce TeamNet Internationaldebuteaza in categoria dedicata companiilor de dimensiuni mari (Big 5), ceea ce reprezinta o

premiera pentru industria locala de tehnologie. Aflat la a 13-a editie, Deloitte Europa Centrala Technology FAST 50 include cele mai dinamice companii

de tehnologie din regiune, in baza ratei de crestere a veniturilor din ultimii cinci ani (2007-2011). Deasemenea, companiile trebuie sa detina proprietate intelectuala care contribuie semnificativ la veniturileoperationale; sau sa dedice o parte substantiala din venituri pentru cercetare si dezvoltare de tehnologie.

In definitia Fast 50, companiile candidate trebuie sa fi raportat venituri anuale de cel putin 50.000 deeuro pe an in ultimii cinci ani, sa aiba sediul in Europa Centrala, sa fie controlate de antreprenorilocali si sa activeze pe piata de cel putin cinci ani. Pe langa categoria principala, Deloitterecompenseaza si companiile de tehnologie care se afirma rapid - categoria Rising Stars, pentru firme ce

nu indeplinesc criteriul activitatii de minimum cinci ani si care raporteaza venituri anuale mai mici.Incepand cu editia din 2010, o noua categorie a fost introdusa - Big 5, pentru companii mari (cu cifre deafaceri de peste 25 de milioane de euro) care inregistreaza in continuare cresteri importante, dar care nu

pot concura cu ratele de crestere ale companiilor din pozitiile de top ale Fast 50. Lista finalistelor din Romania din acest an este formata din:Vola.ro S.R.L. (locul 1, din Bucuresti, cu

o crestere de 17.323% a veniturilor in perioada 2007-2011), SmartTel S.A. (locul 14, Bucuresti, +894%),TeamNet International S.A. (locul 16, Bucuresti, +870%), Crys Computers S.R.L. (locul 25, Bucuresti,+597%), Accesa (locul 28, Cluj-Napoca, +501%) si Ingenio Software S.R.L. (locul 43, Bucuresti,+264%).

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Deloitte CE Technology Fast 50 2012

sursa http://www.deloitte.com/fast50ce

Concluzii Deloitte Central Europe Technology FAST 50

Cresterea medie a companiilor din clasament a scazut usor anul acesta la 1.026%, fata de1.068% in 2011;

Opt tari sunt reprezentate in clasament: Estonia, Cehia, Ungaria, Lituania, Polonia,

Romania, Serbia si Slovacia; Polonia are cea mai buna reprezentare, cu 27 de companii, fiind urmata de Ungaria (8) si

Romania (6); 23 companii au intrat in clasament pentru prima data, fata de 19, anul trecut;Companiile dezvoltatoare de solutii software domina topul (27 companii), fiind urmate de

Internet (17). Firmele cu activitati pe Internet au cea mai mare prezenta in celelalte douacategorii ale clasamentului - Rising Stars (4 din 10) si Big 5 (3 din 5).

Discutiile cu liderii companiilor incluse in clasament au identificat cinci arii prioritare pecare directorii executivi se vor axa si in cursul acestui an:

Nivelul de incredere creste pe fondul cresterii anticipate in viitor; Cresterea organica reprezinta in continuare cel mai vehiculat scenariu; Calitatea si abilitatile angajatilor reprezinta conditii critice pentru companiile de tehnologie; Managementul performantei este crucial pentru activitatea viitoare; Tehnologia cloud computing prezinta cel mai ridicat potential.

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Deloitte CE Technology Fast 50 2012

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Singularitatea tehnologic

Singularitatea tehnologic este un concept din stiinta viitorului(futurologie) care se refer la implicaiile pe care n general le areprogresul tehnico-tiinificfoarte accelerat pentru specia umaniceea cenelegemprin om.

n anul 1958, ntr-un interviu, John von Neumann vorbea despre faptul cprogresul tehnico-tiinific accelerat las s se ntrevad un fel desingularitate, dincolo de care viaai lumea aa cum le timnoi nu maipot exista. Conceptul a fost n mod formal lansat n 1993 de ctrematematicianul Vernor Vinge i dezvoltat apoi de ctre experi precumRay Kurzweil (Legea ntoarcerilor accelerate) iEliezer Yudkowsky.

Termenul a fost mprumutat din fizic(unde singularitate este, de exemplu, ogaur neagr, noi neputnd afla ce este n interiorul ei, legile fiziciinemaiavnd valabilitate aici).

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Ray Kurzweil

Kurzweil's central argument is derived from the predictions of Moore's Law that the rate of innovation

of computer technology is increasing not linearly but rather exponentially. According to Kurzweil'sargument, since growth in so many fields of science and technology depends upon computing power, theseimprovements translate into exponentially more frequent advances in non-computer sciences like

nanotechnology, biotechnology, and materials science. Kurzweil refers to this concept as the "Law of

Accelerating Returns", and has asserted that this is supported by a number of metrics.Kurzweil's opinions on the benefits of technology for future humans are expressed further in his books. He predicted

publicly that before 2050 medical advances will allow people to radically extend their lifespans whilepreserving and even improving quality of life as they age, due to advances in medical nanotechnology,which will allow microscopic machines to travel through one's body and repair all types of damage at thecellular level. He claims that equally consequential developments will occur within the realm of computersas they become increasingly powerful, numerous and cheap between now and 2050

Kurzweil predicts that a computer will pass the Turing test by 2029. He predicts that the first AI will be a computersimulation of a human brain which will be created thanks to hyper-accurate brain-scanning done by advancedmedical nanomachines inserted into a real human brain.

Kurzweil suggests that AIs will inevitably become far smarter and more powerful than un-enhanced humans.He also believes that AIs will exhibit moral thinking and will respect humans as their ancestors. According tohis predictions, the line between humans and machines will blur as machines attain human-levelintelligence and humans start upgrading themselves with cybernetic implants. These implants will

greatly enhance human cognitive and physical abilities, and allow direct interface between humans and

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Technological singularity

A technological singularityis a hypothetical event occurring when technological progressbecomes so rapid that it makes the futureafter the singularity qualitatively different and harder to predict.

A technological singularity includes the concept of an intelligence explosion, a term coined in 1965 by I. J. Good. Althoughtechnological progress has been accelerating, it has been limited by the basic intelligence of the human brain, which has not,according to Paul R. Ehrlich changed significantly for millennia. However with the increasing power of computers and othertechnologies, it might eventually be possible to build a machine that is more intelligent than humanity. [If superhuman

intelligences were invented, either through the amplification of human intelligence or artificial intelligence it would bring tobear greater problem-solving and inventive skills than humans, then it could design a yet more capable machine, or re-write itssource code to become more intelligent. This more capable machine then could design a machine of even greater capability.These iterations could accelerate, leading to recursive self improvement, potentially allowing enormous qualitative change

before any upper limits imposed by the laws of physics or theoretical computation set in.

Kurzweil postulates a law of accelerating returns in which the speed of technological change increases exponentially, generalizingMoore's law to technologies predating the integrated circuit, and including material technology (especially as applied tonanotechnology), medical technology and others. Like other authors, though, he reserves the term "Singularity" for a rapid

increase in intelligence(as opposed to other technologies), writing for example that "The Singularity will allow us to transcendthese limitations of our biological bodies and brains ... There will be no distinction, post-Singularity, between human andmachine".He also defines his predicted date of the singularity (2045) in terms of when he expects computer-based intelligencesto significantly exceed the sum total of human brainpower, writing that advances in computing before that date "will notrepresent the Singularity" because they do "not yet correspond to a profound expansion of our intelligence."

The term "technological singularity" reflects the idea that such change may happen suddenly, and that it is difficult to predict howsuch a new world would operate. Whenever technology approaches a barrier, Kurzweil writes, new technologies will cross it.He predicts paradigm shifts will become increasingly common, leading to "technological change so rapid and profound itrepresents a rupture in the fabric of human history"(2001).

Kurzweil believes that the singularity will occur before the end of the 21st century, setting the date at 2045 (2005).8Master MTT 2012 - 2013
http://en.wikipedia.org/wiki/Technological_progresshttp://en.wikipedia.org/wiki/Technological_progresshttp://en.wikipedia.org/wiki/Technological_progresshttp://en.wikipedia.org/wiki/Technological_progress


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Explozie de inteligen

Conform legii lui Moore, se estimeazcn aproximativ 20-30 de ani, computerele vor depiputerea de calcula creierului uman, care este la aprox. 1014operaiipe secund.

Avem 100 de miliarde de neuroni ori 1,000 de conexiuni per neuron (calculele avnd loc n principal n

conexiuni) ori 200 de operaiipe secund

n a saLaw of Accelerating Returns, Ray Kurzweil ajunge la concluzia cde la apariiaUniversului, imai alesde la apariiavieiipe Pmnt,evoluiaa avut loc exponenial(chiar dublu exponenial)inu liniar.

Extrapolnd Legea lui Moore, Kurzweil conchide c, n cei 100 de ani ai secolului al XXI-lea, vom asista la oevoluiecomparabilcu 20.000 de ani precedeni,dacse meninecurba exponenial. Aceasta deoareceodat ce computerele vor depi performana creierului uman, vor fi capabile s se auto-

mbunteasc, meninnd ritmul de cretere exponenial al vitezei de calcul. Rezultatul este cprogresul tehnico-tiinificva cunoateo accelerare din ce n ce mai nalt. Aceste computere atuncivor fi n stare sdescifreze foarte rapid aproape toate secretele naturii iUniversului.

Acest salt tehnologic ultrarapid va duce la evenimente aproape imposibil de imaginat pentru specia homosapiens: contopirea dintre inteligenabiologic i cea non-biologic (mind uploading), oameni aproapenemuritori inivele nalte de superinteligencare se rspndescrapid n ntreg Universul (de aceea estefolosit termenul de singularitate: specia umannu are cum s neleagce va urma (gaurneagr) la fel

precum o bacterie nu poate nelegece este un om, att de mare va fi progresul tehnico-tiinific).

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Tehnologia influenteaza business-ul(2008)studiu Deloitte

Potrivit studiului Previziuni in domeniul tehnologiei informatiilor 2008" realizat de Deloitte, viata indivizilorsi a corporatiilor va fi influentata din ce in ce mai mult de biotehnologie, bionica sau biometrie.

Din studiul Deloitte reiese ca noile directii de dezvoltare tehnologica presupun portabilitate, prezenta onlinesi din ce in ce mai mult divertisment.

Bani reali din lumi virtuale. Exista companii, precum IBM, Philips si Vodafone, care si-au deschis birouri inSecond Life, iar exemplul acestora a starnit si interesul unor institutii oficiale. Este si cazul ComisieiEuropene, care intentioneaza sa isi deschida birouri si ambasade virtuale. Cu Second Life a inceput de faptconstructia Internet-ului 3D, iar unele dintre marile companii au facut deja conferinte in aceasta lume, unde

participa virtual oameni din toate colturile lumii.

Inceputul a fost timid. El a luat forma unei platforme in care utilizatorii isi pot inventa propria lume si pot luaorice identitate. Ulterior, acest loc a reusit sa deanastere" primilor milionari in dolari care obtin bani realidin tranzactiile pe care le fac in aceasta lume paralela.

Lumile virtuale, platforme sau jocuri, vor reusi sa modifice esential atat perceptia noastra asupra modului in careinteractionam cu alti oameni, cat si modul de desfasurare si dezvoltare a afacerilor prezente sau viitoare.

Conform studiului Deloitte, Romania se va confrunta in continuare cu lipsa personalului specializat in sectorultehnologic, iar investitiile se vor concentra catre modernizarea infrastructurii si stimularea pieteiechipamentelor de stocare a datelor.

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Cum influenteaza IT-ul lumea de maine

Internetul a evoluat atat de mult in ultimii ani, incat el nu mai reprezinta o simplabaza de informatii.

Intregul proces a trecut deja de la nivelul unei economii de cautare, la cel aleconomiei de filtrare sau de selectionare.

"In cautarile pe internet ne bazam pe opiniile altor persoane, atunci cand decidemdaca ceva e bun, rau sau daca ne e indiferent. Totul trece de la o simpla cautarede cuvinte cheie, la nivelul de recomandare, ca aspect central al cautarii.Oamenii vor sa aiba acces la servicii, mai degraba decat la produse. Mai multdecat atat, utilizatorii au putere de decizie asupra acestor servicii, pentru ca tot

ceea ce se intampla pe platformele de socializare, ca Twitter de exemplu,inseamna de fapt feedback instantaneu - Andy Mulholland, CTO (ChiefTechnology Officer) in cadrul companiei de consultanta IT Capgemini.

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Searcheologynew science (20-26 mai 2009 BUSINESS Magazin) (1)

Cutarean web este pentru cei mai mulidintre noi o necesitate. nspentru cei de la Googleeste o tiinichiar organizeazo conferinanualnumitSearcheology.

Google a lansat nu mai puin de 360 de produse, multe dintre ele pornind de la proiecte

personale ale angajailor- se tiecGoogle acordangajailoro zi pe sptmnpe care sodedice domeniilor proprii de interes. Cu toate acestea, motorul de cutare rmneprincipala sursde venitieste firesc c se bucurde cea mai mare atenie. Deideineocot de pia uria (peste 63% n Statele Unite) noutile prezentate la recenta conferinSearcheology dovedesc cGoogle vrea mai mult. Principalul anunse referla o tehnologienumit Rich Snippets" care urmrete s ofere mai mult informaie relevant n

rezultatele cutriiexplornd formatele standardizate de descriere a coninutuluiweb, n

principal RDF (Resource Description Framework) i microformate. Dat fiindpopularitatea de care sebucurGoogle, este foarte probabil caceastfacilitate va impulsionadezvoltatorii de situri web s utilizeze pe scar larg acest gen de metadate, apropiindu-neastfel mai repede de web-ul semantic preconizat de Tim Berners-Lee.

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Searcheologynew science (20-26 mai 2009 BUSINESS Magazin) (2)

O alt noutate o reprezint Google Squared - un produs experimental care returneaz rezultatele ntr-oformtabelar. Specialitiide la Google au remarcat c adesea oamenii caut informaiipe care apoi lesintetizeazntr-un spreadsheet. Deinu a vrut sprezinte detalii despre tehnologia utilizat,Merissa Mayer(vicepreedintepentru produse de cutare)a precizat ceste nevoie de o putere de calcul uriapentru acrea automat astfel de tabele, culegnd date relevante din informaienestructurat.

Este ns important de notat c pe msur ce metadatele standardizate de genul RDF vor deveni mai largutilizate, crearea unor astfel de tabele va deveni mult mai uoar.

Google Search Options ne va oferi o serie de facilitide filtrare ide rafinare a rezultatelor cutrilor,

posibilitilargi de a selecta diverse tipuri de rezultate, de a naviga pe o axa timpului pentru a vedea

ce rezultate ar fi venit n urm cu o lun sau cu an, reprezentrigrafice ale numrului de cutri

pentru anumite cuvinte-cheie n diverse perioade (obinndastfel o foarte fidelradiografie a evoluiei

interesului public). Se observinteresul crescnd pentru cronologie, pentru dimensiunea temporala

informaiilor. News Timeline are principala caracteristiccorganizeaztirilepe un subiect dat n ordinecronologic. Insacesta este doar nceputul, pentru cse pot alege intervalele dorite (pe zile, sptmniichiar decade, dar se poate alege io anumitdat),se pot alege sursele preferate (ziare, reviste, bloguri, etc.)i,n plus, informaiilesunt prezentate tabelar, fiecare coloanfiind dedicatintervalelor selectate.

Se glumete adesea despre posibilitatea ca Google s gseasc i obiecte fizice, iar SkyMap este un pas naceastdirecie: vom putea cutastele. Combinnd Android, GPS itehnici de cutare,Google poate acumoferi o hartdinamica constelaiilor,n funciede locul unde se aflutilizatorul. n curnd ne vom cutacheile de la maintot cu Google.

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Cloud Computing

Pentru 1,4 miliarde de oameni, internetul a devenit in ultimii 10 ani parte integranta a vietii de zi cu zi.

300 de milioane de oameni sunt activi pe bloguri, Youtube inregistreaza 1 miliard de accesari zilnic, in

timp ce in aceeasi baza de date sunt postate 20 de ore de materiale video pe minut. Aceasta in

conditiile in care numai o patrime din populatia globului are computer, acces la internet sau

electricitate.

Suntem in legatura permanenta cu lumea, primim si trimitem informatii oricand si de oriunde. Putem sa

calatorim virtual din America pana in Japonia in cateva minute, pe Google. Cea mai moderna hartavirtuala dezvoltata de concernul american, Google Street View, este accesata de milioane deutilizatori in intreaga lume. "Iar acesta este numai inceputul", a declarat Michael Jones, fondatorul

programului Google Earth. Informatia este cheia viitorului spune Jones, insa modul in care ea eorganizata e la fel de important.

Cloud Computing, un concept elaborat de Microsoft - "Informatia e atat de importanta, incat la Google am

pus pe picioare o intreaga companie in jurul acestui concept. Misiunea noastra este de a organizainformatia, de o impacheta in toate felurile posibile, astfel incat ea sa fie universal accesibila si utila" aadaugat Jones. Tehnologia "Cloud Computing - prezentata de Microsoft ca fiind caracteristica IT aviitorului. Prin sistemul Cloud, datele stocate in prezent pe hard-disk-ul unui computer vor putea fiaccesate prin servere, pe internet, iar noua tehnologie va reduce semnificativ costurile capitale cheltuite

pana acum pe echipamente software si hardware.

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Google, Yahoo, Hi5, Facebook, MySpace, Twitter, Mebo, LinkedIn,YouTube, SecondLife, blog-urile si multe alte servicii digitale suntcomponente indispensabile ale prezentei in mediul digital

Indiferent daca vorbim despre lumi virtuale, comert electronic, motoare de cautare sau retele sociale, mediul virtualse combina cu existenta fizicasi o modeleaza in moduri de neimaginat cu numai 10 ani in urma. Majoritateaoamenilor detin o identitate digitalasi actionam in aceasta noua economiecea digitalauneori chiar mai desdecat in economia reala, dar modul in care utilizatorii relationeaza cu comunitatile virtuale se schimba

permanent, tinand pas cu inovatia tehnologica.

Pe parcursul ultimilor 10 ani, companii mari si mici din industrii diverse au investit n afaceri in mediul electronic.Imbunatatirea conectivitatii on-line s-a dovedit a fi esentiala pentru succesul pe termen lung atat pentrucompaniile prezente in economia traditionala (fizica) cat si pentru companiile noi ce opereaza numai ineconomia digitala. Dar, in ciuda entuziasmului general si a acceptarii unanime a noilor paradigme de afaceri,numai unii dintre actorii economiei digitale au reusit sa identifice modele de afaceri de success in aceasta nouaera virtuala.

Prima decada digitala (1994 2004) a fost caracterizata de inovatie in tehnologii care au furnizat in special

functionalitati noi consumatorilor rezidentiali si mediului de business. A doua decada digitala va aduceimbuntatiri semnificative in personalizarea si conectvitatea produselor si serviciilor digitale in moduri care nuerau posibile sau imaginabile in trecut. Trecerea de la inovare la umanizare a dat nastere unor modele noi deafaceri de tip Web 2.0 care sunt atractive dar in acelasi timp schimba fundamental mediul concurential siimplicit modul in care interactionam si ne derulam afacerile: cost mic de intrare pe piata a noilor jucatori,adresabilitate/audienta de masa, posibilitatea de a adresa consumatori cu caracteristici demografice atractive,dispersati pe o zona geografica extinsa, posibilitatea de a facilita interactiuni relevante intre participant,

posibilitatea de a substitui produse si servicii fizice existente (ziare, carti, etc.). Sursa: TribuldigitalUn concept sau o realitate?,3 Martie 2010 www.wall-street.ro/

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Dependenta de tehnologie - viciul

secolului XXI

Unii cred ca nimic nu este mai rau decat dependenta de alcool, de tutun sau de droguri. S-ar

putea sa greseasca toti.

Un studiu publicat de revista PloS ONE sustine ca omul modern este amenintat in perspectiva de ograva dependenta de tehnologie, iar, in cadrul tehnologiei, locul unu il ocupa Internetul. Internetuleste capabil sa produce modificari chimice cerebrale similare cu cele produse de alcool sau de

droguri. Cum actioneaza aceste modificari, ne-o spun diferitele sindroame care au fost identificate. Sindromul vibratiilor inselatoare. Ti s-a intamplat sa apuci telefonul mobil, convins ca a sunatsau a vibrat, si sa constati ca, dupa ce ai pus mana pe el, nici nu sunase, nici nu vibrase? Acestaeste un sindrom specific posesorilor de telefoane. Se intampla sa simti ca telefonul suna sivibreaza. Chiar atunci cand el este departe, intr-o alta incapere, poti avea iluzia ca suna. Intr-unarticol aparut in publicatia britanica Disorder profesorul Larry Rosen sustine ca 70% dinpersoanele care folosesc frecvent telefoanele mobile sunt, mai mult sau mai putin, afectate desindromul vibratiilor inselatoare.

Dependenta de Internet Despre dependenta de Internet s-a scris mult si se va mai scrie. Uniisocot ca este un viciu care afecteaza viata noastra, altii ca e un fapt inofensiv, dar antrenant si utildatorita aplicatiilor respectivei tehnologii. Nimeni nu poate face pe arbitrul, intre unii si altii.Exista, insa, un moment cand Internetul incepe sa interfereze cu viata de zi cu zi. Cand ai ajuns la oastfel de faza ingrijoratoare, inseamna ca dependenta a devenit nociva.Asa cum spuneam, nu totiexpertii accepta ca dependenta de Internet este neaparat o tulburare. Intr-o lucrare publicata in2008 in American Journal of Psychiatry, doctorul Jerald J. Block aprecia ca dependenta de Internetdevine cu adevarat vizibila si daunatoare numai atunci cand, intrerupand brusc utilizarea

sistemului, utilizatorul simte o oboseala patologica, ce poate fi urmata de o depresie severa.16Master MTT 2012 - 2013
http://www.ziare.com/internet-si-tehnologie/tehnologie/http://www.ziare.com/internet-si-tehnologie/telefoane/http://www.ziare.com/internet-si-tehnologie/mobile/http://www.ziare.com/internet-si-tehnologie/mobile/http://www.ziare.com/internet-si-tehnologie/telefoane/http://www.ziare.com/internet-si-tehnologie/tehnologie/


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Dependenta de tehnologie - viciul

secolului XXI

Dependenta de retelele sociale Desi aceasta nu pare diferita de cea anterioara, duce la

trairi mult mai complexe si, deci, intervine mai adanc in structura umana. Prin legaturile eicomplicate in reteaua sociala, aceasta forma face ca dependenta sa fie dubla: o data directfata de legatura prin Internet si a doua oara prin complexul retelelor conectate sipatrunderea intr-o lume virtuala.

Cercetatorii norvegieni au conceput o metoda de a masura gradul de dependenta, numitaBergen FacebookScala Toxicomanie, care ajuta utilizatorii sa aprecieze in ce masurasufera de dependenta sociala. Testul se bazeaza pe sase criterii, care orienteaza utilizatorulcu privire la gradul de dependenta la care a ajuns, permitandu-i sa limiteze preventivfolosirea exagerata a retelei. Neadaptarea unor masuri la timpul potrivit il face peutilizator din ce in ce mai dependent si mai vulnerabil.

Viciul jocurilor de noroc. Jocurile de noroc practicate pe Internet duc mai rapid si maiagresiv la viciu decat jocurile practicate in societate sau in salile de jocuri clasice.Utilizatorul are la dispozitie intregul arsenal necesar jocului - instrumente de joc,instrumente de plata, parteneri - timp nelimitat, daca doreste.El poate deveni un obsedat, un om care se detaseaza de orice alta problema a vietiipersonale, de familie sau profesionale, pentru a se dedica retelei. Un caz tragic s-ainregistrat in iulie 2011, cand un programator profesionist de 20 ani, a decedat in urmaunei crize de tromboza venoasa profunda, instalata in timpul jocului de noroc virtual.

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Modele emergente de afaceri adresate Triburilor Digitale demaine

Consultantii KPMGsubliniaza ideea ca pentru a intelege aceste noi oportunitati, dar mai ales pentru a intelege cum sa generezevenituri din ele, companiile trebuie sa-si trateze clientii potentiali intr-un mod nou ca membri ai unor Triburi Digitalecare asteapta servicii relevante si personalizate. Potrivit KPMG, aceste companii trebuie sa priveasca dincolo de abordareatraditionala a serviciilor digitalebazata pe continut si distributiesi sa considere o gama larga de alte beneficii pe care le potfurniza consumatorilor lor.

Suntemin fiecare zi martorii modului in care tehnologia ne influenteaza modul in care traim si facem afaceri. Economia digitala nu

mai este un concept virtual, ci o realitate care ne modeleaza pe noi si modul in care relationam atat cu comunitatile personale dincare facem parte cat si cu comunitatea noastra de afaceri. KPMG intelege rolul important pe care consultantii trebuie sa-l aiba ina-si ajuta clientii sa se adapteze la aceste schimbari rapide de mediu concurential si a definit o metodologie structurata care safoloseasca companiilor in analiza propriei afaceri digitale. Suntem convinsi ca aceste noi concepte, Triburile Digitale siEgalizatorul Convergentei Digitale ca parte integranta a unui sistem structurat de analiza vor fi de mare folos companiilorexistente dar si celor care doresc sa intre pe piata serviciilor on-line in alegerea unui model de afacere de succes, afirmaAurelia Costache, Advisory Partner KPMG in Romania.

Consumatorii nu mai sunt constransi de granitele fizice si pot sa-si extinda aproape instantaneu reteaua de relatii din domeniul real in

mediul virtual, conectandu-se intr-un mod rapid si personalizat cu sute de alti consumatori aflati oriunde in lume, formandTriburi Digitale cu preocupari si credinte similare.

De laMasonii Digitali (grupuri largi de persoane care sunt foarte loiale unele altora si subiectelor/preocuparilor comune, au putere decumparare colectiva impresionanta si sunt dispusi sa plateasca premium pentru servicii relevante) pana la Itinerantii Digitali(indivizi care se plimba de pe un site pe altul dar nici nu adera la un grup de interese si nici nu sunt dispusi sa cheltuiasca bani peservicii digitale) KPMG a identificat sapte tipuri de Triburi Digitale, clasificate in functie de caracteristicile lor relevante(ex. loialitate, dimensiune a grupului, putere colectiva de cumparare, etc.) astfel: Masoni Digitali, Club-eri Digitali, OfiteriDigitali, Natiuni Digitale, Mame Digitale, Nomazi Digitali, Itineranti Digitali.

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Triburi Digitale

Ideea de la care a pornit cercetarea KPMG a fost urmtoarea: consumatorii iextind aproape instantaneu reeaua de relaiidindomeniul real n mediul virtual, conectndu-se ntr-un mod rapid ipersonalizat cu sute de aliconsumatori aflaioriunde nlume, formnd Triburi digitale cupreocupriicredinesimilare. Pentru a nelegenoile oportunitidin online, dar mai ales

pentru a nelegecum sgenereze venituri din ele, companiile trebuie s-itrateze clieniipotenialintr-un mod nou, spunconsultaniiKPMG, ca membri ai acestor Triburi digitale care ateaptservicii relevante ipersonalizate.

Masonii digitalise referla grupuri largi de persoane care sunt foarte loiale unele altora precum ipreocuprilorcomune, auputere de cumprarecolectivimpresionantisunt dispuisplteascpremium pentru servicii relevante.

La polul opus,Itineraniidigitali sunt indivizi care seplimbde pe un site pe altul, dar nici nu aderla un grup de interese inici nu sunt dispuischeltuiascbani pe servicii digitale.

Cluberii digitali au comportamente similare cu cei care frecventeazcluburile de noapte. Nu sunt consumatori foarte loiali, cise mutcu prima ocazie la un furnizor similar de servicii. Sunt dispuisplteasco taxde intrare n club destul de mare.

Ofieriidigitali sunt foarte loiali unii altora icomunitiidin care fac parte. De regul,aceste grupuri de utilizatori digitalinu sunt foarte largi. Sunt dispuisplteascpreuricorecte pentru servicii de calitate.

Naiuniledigitalese referla grupuri foarte largi de consumatori online. Patriotismullor este destul de putenic, sunt ataaivalorilor comune. Sunt dispuisplteascdoar pentru servicii eseniale,altfel au un comportament deplatarbitrar.

Mamele digitalese asociazn jurul unui subiect care are o mare relevanpersonalpentru persoanele n cauz. Loialitateafade acea comunitate este mare, dar nu fanatic. Acest tip de utilizator online poate fi dispus splteascun onorariu lunarmodic.

Nomazii digitali trec uorde la un grup digital la altul, loialitatea lor este medie. Se asociazde reguln grupuri mici, iarputerea lor de cumprareeste modest.

Sursa: realitatea.net

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Triburi Digitale

Identificarea Tribului Digital pe care sa-l deserveasca nu este suficient pentru ca o companie sa construiasca o afacere on-line desuccess. Companiile trebuie sa inteleaga cum pot furniza acestor clienti valoare si sa-si aleaga in acelasi timp un model de afaceri

potrivit dar si profitabil. Sprijinind pasiunile Tribului, incurajand conversatia si interactiunea intre membrii acestui ecosistemdigital, companiile pot crea servicii digitale care sa atraga aceste Triburi Digitale construind relatii durabile cu acesti consumatori sicrescandu-le loialitatea fata de propriul brand.

KPMG a identificat 20 de modalitati prin care o companie poate furniza valoare Tribului Digital caruia vrea sa i se adreseze si le-a

grupat intr-un instrument functional de analiza numit Egalizatorul Convergentei Digitale. Conceptul de Triburi Digitale siEgalizatorul Convergentei Digitale, consituie impreuna un sistem cadru pentru companii de abordare structurata a analizei sirafinarii strategiei lor digitale.

Firma de consultanta si audit KPMG a identificat 7 grupuri diferite de utilizatori ai internetului, in functie de

comportamentul lor de navigare, de atasamentul la o comunitate online si de puterea de cumparare: Masonii digitali,

Cluberii digitali, Ofiterii digitali, Natiunile digitale, Mamele digitale, Nomazii digitali si Itinerantii digitali.

Ideea de la care a pornit cercetarea KPMG a fost urmtoarea: consumatorii iextind aproape instantaneu reeaua de relaii din

domeniul real n mediul virtual, conectndu-se ntr-un mod rapid ipersonalizat cu sute de aliconsumatori aflaioriunde n lume,formnd Triburi digitale cupreocupriicredinesimilare.

Pentru a nelegenoile oportunitidin online, dar mai ales pentru a nelegecum sgenereze venituri din ele, companiile trebuie s-itrateze clieniipotenialintr-un mod nou, spun consultaniiKPMG, ca membri ai acestor Triburi digitale care ateaptserviciirelevante ipersonalizate.

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Europa - pionierul tranzitiei catre web 3.0?

Europa ar putea sa devina pionierul tranzitiei catre urmatoarea generatie a internetului raport Comisia Europeana - 29Septembrie 2008. Potrivit acestuia, Europa este bine plasata pentru a exploata tenditele din domeniul informaticii, ce se vorintensifica in urmatorii ani, precum: retelele de socializare, trecerea decisiva la servicii comerciale online, serviciilenomade bazate pe GPS, televiziunea mobila si cresterea pietei pentru etichetele inteligente.

Raportul Comisiei a prezentat, un nou indice de performanta in materie de broadband (IPB) care compara performantele

nationale privind viteza transferului broadband, pretul, concurenta si acoperirea.Potrivit indicelui, Suedia si Tarile de Jos se situeaza in fruntea clasamentului broadband din Europa, care completeaza indicele

de penetrare a internetului broadband utilizat in mod traditional de autoritatile de reglementare in domeniul telecomunicatiilor.

Internetul viitorului va schimba radical societatea noastra, a declarat, cu aceasta ocazie, Viviane Reding, comisarul pentrusocietate informationala si mass-media. Web3.0 inseamna comunicatii nelimitate, oriundesi oricand,in scopuri de afaceri,agrement, socializare, prin intermediul unor retele rapide, fiabile si sigure. Web 3.0 reprezinta sfarsitul distinctiei dintre liniilemobile si cele fixe si prevesteste un salt de zece trepte pe scara universului digital pana in 2015. Europa poseda cunostintelenecesare si retele de inalta capacitate pentru a se pozitiona in fruntea acestei transformari. Trebuie sa ne asiguram ca Web 3.0

este creat si utilizat in Europa,a adaugat comisarul.Noile aplicatii tehnologice vor necesita o acoperire internet totala. Oportunitatile pentru intreprinderile din UE vor fi enorme, cu

conditia sa se investeasca suficient in accesul la retelele broadband de mare viteza si in sprijinirea inovarii si a cercetarii.Potrivit comunicarii Comisiei, UE trebuie sa stimuleze investitiile in accesul la noua generatie de retele broadband.

De exemplu, trebuie incurajata implicarea autoritatilor locale care ar putea facilita accesul la conducte (sau instalarea de noiconducte) in cursul lucrarilor de infrastructura, conducte care sa adaposteasca retelele de fibra optica pentru comunicatii

broadband de mare viteza. De asemenea, trebuie incurajata concurenta in domeniul serviciilor de internet, prevenireapracticilor neloiale de restrictionare a optiunilor la indemana consumatorilor, pastrarea increderii consumatorilor in utilizareainternetului si finantarea cercetarii in ceea ce priveste internetul viitorului.

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Europa - pionierul tranzitiei catre web 3.0?

Utilizatorii europeni ai internetului au acces din ce in ce mai mult la servicii de internet tot mai rapide si mai avantajoase. La sfarsitul lui 2007, jumatate dintreacestia aveau acces la servicii broadband de peste 2 megabiti pe secunda (MBps), o viteza de transfer de doua ori mai mare decat cea disponibila cu unan inainte si care suporta aplicatii de televiziune prin internet. Retelele broadband acopera 70% din populatia rurala din cele 27 de state membre UE,apropiindu-se de gradul de acoperire totala (93%). In ultimul an, gradul de acoperire broadband a zonelor rurale in UE-25 a crescut cu 8 puncte

procentuale.

Toate acestea indica faptul ca utilizatorii vor beneficia in curand de o noua generatie a internetului, iar avantajele acestuia pentru economia Europei suntevidente. In 2007, un sfert de milion de europeni foloseau site-uri 2.0, iar aplicatiile comerciale bazate pe retelele de socializare se afla in plina

dezvoltare. In perioada 2006-2011, se preconizeaza o crestere de 15% a pietei mondiale de programe de software comercial prin internet.Noile aplicatii tehnologice vor necesita o acoperire internet totala. Internetul "obiectelor" permite interactiunea la distanta intre masini, vehicule, aparate,

senzori si multe alte echipamente. Gratie acestuia, este posibila deja existenta titlurilor de transport electronice si va fi posibil schimbul de informatiiintre echipamentele mobile pentru efectuarea platilor sau obtinerea de informatii. Conform previziunilor, un miliard de telefoane vor fi dotate cu astfel detehnologii pana in 2015.

O concurenta insuficienta poate intarzia investitiile in tehnologiile avansate.

Comunicarea este insotita de un nou indice de performanta in materie de broadband care permite comparatii in ceea ce privette concurenta, acoperirea, viteza sicalitatea accesului la internet pe intreg teritoriul Europei. Acest indice arata ca, datorita unui mediu de investitii deschis si competitiv, UE este deja bine

pozitionata pentru a exploata oportunitatile oferite de broadband.

Potrivit indicelui, Suedia si Tarile de Jos se situeaza in mod evident in fruntea clasamentului UE, datorita unui mediu concurential, cetatenilor instruiti si

firmelor care detin competentele necesare pentru utilizarea unor servicii avansate. In schimb, o concurenta insuficienta poate intarzia investitiile intehnologiile avansate, determinand cresterea preturilor. De asemenea, factorii sociali, precum lipsa competentelor informatice, raspandirea limitata acomputerelor personale, finantarea insuficienta a sectorului TIC par a fi bariere semnificative in calea progreselor viitoare.

Noile aplicatii tehnologice vor necesita o acoperire internet totala

Oportunitatile pentru intreprinderile din UE vor fi enorme, cu conditia sa se investeasca suficient in accesul la retelele broadband de mare viteza si in sprijinireainovarii si a cercetarii. Potrivit comunicarii Comisiei, UE trebuie sa stimuleze investitiile in accesul la noua generatie de retele broadband.

De exemplu, trebuie incurajata implicarea autoritatilor locale care ar putea facilita accesul la conducte (sau instalarea de noi conducte) in cursul lucrarilor deinfrastructura, conducte care sa adaposteasca retelele de fibra optica pentru comunicatii broadband de mare viteza. De asemenea, trebuie incurajataconcurenta in domeniul serviciilor de internet, prevenirea practicilor neloiale de restrictionare a optiunilor la indemana consumatorilor, pastrareaincrederii consumatorilor in utilizarea internetului si finantarea cercetarii in ceea ce priveste internetul viitorului.

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Computerul ne prjete creierulDei reuim s le rezolvm, nu suntem setai s

facem mai multe lucruri deodatSursa; Lidia IoniNstase,Ziarul Adevarul,Miercuri 10 nov 2010

Fizic, nu suntem construiisrezistmasaltului tehnologic. Numrulmare de site-uri pe care le avem deschiseimai multe activitipe care le desfurmn paralel duc la un consumrapid al neuronilor, avertizeazoamenii de tiin. Ferestrele de internet lsaten josul ecranului sunt din ce n ce mai multe, verificmn acelaitimp e-mailul, scriem pe messenger itragem un ochi la televizor.

Asaltul digital cruia trebuie s-i facem fa este din ce n ce mai apstor, iar experii spun cnu suntemconstruiisne confruntmcu aceastavalande informaii. Multitasking-ul produce doar dezavantaje",declarpentru LiveScience Clifford Nass, profesor de comunicare la Universitatea Stanford, SUA. Preulpe carelpltimeste suprasolicitarea ateniei, care nebagcreieruln cea"ine face mai puinproductivi. Chiardaccel care face mai multe activitin acelaitimp crede cse descurc,creierul sunu poate ndeplini toateaceste procese simultane", spune Nass.

Abilitatea de a duce la bun sfrit sarcini complicate, cum ar fi cititul i raionamentele, provine dintr-unproces cerebral denumit memorie de lucru". Memoria de scurt durat, atenia i controlul cognitivparticip la derularea acestui proces care presupune s lum i s manipulm informaia. Toate acestecapacitisunt,ns,limitate.

Studiile confirm c oamenii care fac mai multe lucruri deodat se chinuiesc s atrag informaie din memoria petermen scurt idin cea pe termen lung n memoria de lucru, dar sfrescprin a fibuimciicnd trebuie streacde la o activitate la alta i nu reuesc s filtreze informaia nerelevant. Nu pare, ns, s existe scpare dinmrejele multitaskingului. Am ncercat un experiment la Stanford, prin care ofeream 100 de dolari celor careluau o pauz timp de o sptmn. Nu am reuitsconving pe nimeni", spune Nass. De ce este att de greu?Ispitaeste aproape irezistibil. Creierul nostru cautnoutatea, iar computerul exploateazacest instinct. Cndauzim un click sau apare ceva pe ecran, e foarte greu snu te ntrebi ce se ascunde acolo", spune Joanne Cantor,

profesor la Universitatea din Wisconsin, SUA. Totui,specialitiine sftuiescslumpauze ntr-un mediu maipuininformatizat", mcarn doze mici.

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Economie comportamental

1759 - Adam SmithThe Theory of Moral Sentimentspsihologia umaneronatafecteazdeciziile economice 1920 - 1930Irving FisheriVilfredo Paretoau scris despre rolul factorului uman n procesul de luare a deciziilor la nivel

economic 1955 Herbert Simon a introdus conceptul de rationalitate ngradit n cadrul cruia oamenii nu sunt instrumente

perfecte de procesat informaia,ascum presupuneau economistii clasici. Laureat al premiului Nobel in 1978 Anii 1960- cercettoriincep svadcreierul uman ca pe un instrument de procesare a informaiei,mai degrabdect ca un

simplu organ de rspunsla stimuli. Aceasta nouviziune deschide noi perspective n ceea ce privetecombinarea domeniilor

psihologiei ia procesului de luare a deciziilor la nivel economic. 1979Amos TverskyiDaniel KahnemanpublicThe prospect theorypostulnd cexistenaunor opiunidiferite este la

fel de importantn stabilirea modului n care se iau deciziile ca iopiunilen sine. 1986- o conferinde importanta deosebitla Universitatea din Chicago este primul eveniment academic major care se aseaz

n mod specific pe economia comportamental , reunind economiti,psihologi isociologi 1988 - economitiiHersh ShefriniRichard Thaler introduc un model de economisire ciclude viacomportamental.

Oamenii nu icalculeazeconomiile iratele de cheltuialastfel nct smeninun nivel constant de consum pe parcursulvieii. In schimb, descoperacetia,oameniiprefersatisfaciileimediate.

1994- David Laibsondevine primul profesor angajat la o universitate (Harvard University) n mod special pentru disciplinaeconomiei comportamentale.

1999- The Quarterly Journal of Economicsdedicun ntreg numreconomiei comportamentale. 1999- Economistul Terrance Odeansugereazcvolumele de tranzacionareridicate se datoreazn mare msurncrederii

excesive a traderilor. Dac excludem ca explicaie sentimentele omeneti este dificil s nelegem de ce cineva ar dori scumpere o aciunede la altcineva care este dispus si-o vnd.

2003- Federal Reserve Bank din Boston invitmembri ai lumii academice la o conferin,n speranade a acumula cunotinen doemniul economiei comportamentale care devine din ce n ce mai cunoscut.

2008- Revista Money desemneazNudge: improving decisions, wealth and happinessun bestseller al profesorului de dreptCass Sunsteinial economistului Richard Thalerdrept vrfulde lance intelectual al miscrii.

Decembrie 2008- un editorial n Pioneer Press din St. Paul Minnnesota concluzioneaz: Singura nvingtoaren schema luiMadoff: economia comportamental.

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Sfritul economiei raionale - Harvard Business Review

In 2008, Alan Greenspan, fost preedinteal Federal Reserve Bank, supranumit intr-o vreme celmai mare banchercare a tritvreodatrecunotean faaCongresului American ca fost ocatde faptul cpieelenu au evoluatconform ateptrilorsale de-o viaafcutogresealpresupunnd cinteresul propriu al organizaiilor,nspecial al bnciloria altor instituiisimilare, puteasapere cel mai bine acionariiacestora.

Criza economicglobala invalidat douprincipii fundamentale ale teoriei economice standard:faptul coameniisunt capabili de obicei de decizii raionale,respectiv faptul cmecanismele pieeiaduc mereu corecii

pentru a contrabalansa dezechilibrele.Aceste principii trebuie nlocuite cu altele noi itrebuie strecem la oaltabordare a economiei.Economia comportamentalare la bazpremisa coamenii sunt iraionaliimotivaide principiiprtinitoarepe

care nu le contientizeaz. Aceastdisciplinaflatn plin avnt ofero viziune radical diferitprivind moduln care oamenii iorganizaiileopereazde fapt. Adoptnd o abordare experimental,companiile pot descoperiadevruriledin spatele presupunerilor lor legate de clieni,angajai,operaiuniipolitici.

Descoperirile n domeniu arat c suntem emoionali, miopi i uor de distras i dezorientat. Cu toateacestea, companiile care investesc n economiabehavioralipotperfecionadeciziile iastfel ipot micorariscurile.

Majoritatea oamenilor, dac li se ofer ocazia, vor tria puin,nu grav, n vreme ce vor elabora schememintale care sle permitsnu se simtvinovai. Simplul fapt de a ruga oamenii sse gndeasc la celezece porunci, nainte de a tria i fceasrenune la triat. Triatul,frauda, nelciuneasunt contagioase;numrulcelor care nala sczutpuinn condiiide monitorizare, dar a rmasdestul de mare; pe masurcemembrii grupului ncep sse cunoascmai bine, tendinade a nelade dragul echipei este mai mare. Dacunmembru al echipei este vzutctriseaz,mai ales de cei care sunt mai apropiati de el, renunmai uorla codullor moral insaliei.

Razbunarea inselatul constituie doumanifestriale comportamentului iraionalaflat la baza deciziilor iaciunilorangajailoriclienilor.

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Money and Attention - Michael H. Goldhaber

Money now flows along withattention when there is a transition between economies, the old kind of wealth easilyflows to the holders of the new.

Thus, when the market-based, proto-industrial economy first began to replace the feudal system of Western Europe, in which theprime form of wealth was aristocratic lineage and inheritance of land, both the noble titles and the lands that went with them soonended up disproportionately in the hands of those who were good at obtaining what was then the new kind of wealth, namelymoney. With considerable ease, the rising merchant and industrialist class could buy old titles, induce governments to grant them

brand new ones, or marry into the old impoverished gentry.

The parallel today, again, is that possessors of today's rising kind of wealth, which is attention, and whom we labelstars of every sort, have an easy time getting money.

Contrary to what you are sometimes urged to believe, money cannot reliably buy attention.

Suppose it did work that way. Then you could have been paid to sit here and listen closely even if I were to read you something asboring as the phone book or an unabridged dictionary. Presumably it wouldn't even matter if I kept repeating the same fewsyllables over and over. If money could reliably buy attention, all I would have to do is pay you the required amount and you

would keep listening carefully through all that, not falling asleep en masse, nor allowing your minds to wander. In truth, even ifyou had been paid a huge sum, this would be most difficult, and if you did it, it would be a testament more to your own deep senseof principle than to a general condition in which another roomful of similar people could be expected to do equally well.

Someone who wants your attention just can't rely on paying you money to get it, but has to do more, has to beinteresting, that is must offer you illusory attention, in just about the same amounts as they would if you hadinstead been paying money to listen to them.

Money fl ows to attenti on, and much less well does attenti on f low to money.

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Ten strategies for survival in the attention economy,sursa: Saul J. Berman, Strategy & Leadership, Vol. 30, No. 3, May/June 2002

IBM Business Consulting Services

Acest articol ofera recomandari generale cu privire la strategiile pentru obtinerea unui avantaj competitiv intr-oeconomie a atentiei, folosind un numar restrans de exemple din industria de divertisment pentruexemplificare. In principal, atentia nu trebuie privita ca un bun, ci ca o resursa economica limitata pefondul schimbarii modului in care oameni isi aloca timpul.Pe langa clasica concurenta la nivel de pret,valoare sau inovare, intr-un mediu saturat de optiuni dar presat de lipsa timpului, brandurile vor rivalizapentru atentie la nivel individual. Cu toate ca produsele si serviciile branduite concureaza foarte puternicintre ele in prezent, noua competitie, nu neaparat pentru cota de piata, dar si pentru influenta, diferasubstantial de cea clasica.

In acest tip de economie, bazata pe atentie, consumatorii fac uz de influenta pe care o au pentru a obtine

intotdeauna ceea ce doresc.In divertisment si industria de media, spre exemplu, detinatorii de brandurinu mai ofera produse si serviciici experiente, sentimente. Puterea se schimba dinspre cumparatorii atenti

cei care sunt interesati de produse de divertisment sau media catre generatorii de atentie aceiconsumatori care in mod activ isi distribuie atentia catre ceea ce le face placere, cei care de asemenea potinfluenta atentia celorlalti. Aceasta noua tipologie de consumator, cel mai experimentat, exerseaza in modconstient alegerea personala pentru utilizarea unor servicii cum ar fi o pagina proprie de internet care detineun rol deosebit de important pentru a centraliza ceea ce se petrece in constiinta sa. Consumatorii vor devenidin ce in ce mai mult colaboratori creativi in experientele pe care si le doresc, facand in asa fel incat acesteasa fie relevante pentru fiecare dintre ei.

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10 strategii pentru o economie a atentieiTen strategies for survival in the attention economy (2)

I. Intrati in contact cu clientii vostrii si cultivati-va relatiile Spre deosebire de bunuri, care se epuizeaza in general pe orice piata,resursele genereaza un numar mare de beneficii. Companiile care considera atentia ca o resursa vor respecta si cultiva aceastaatentie.Astfel, strategia oricarei companii si procesul de luare a deciziilor trebuie sa presupuna un grad ridicat de creativitate,inovare.

In realitate, oamenii sunt purtatorii unei resurse foarte valoroase si anume atentia. Concentrarea atentiei pe oamenipresupune ca firmava fi preocupata intotdeauna de cum sa relationeze, inspire, alieze, alinieze si atraga oamenii nu doar consumatorii sauconsumatorii pe care deja ii are, dar si angajatii sau viitorii furnizori si colaboratori. Fiecare persoana din curba atentiei contribuie laimpresia pe care clientii si-o construiesc fata de un anumit brand.

II. Descoperiti noi posibile fluxuri de venit ACUM! In urmatorii cinci ani, modelele de afaceri digitale si pre-digitale vor converge.E-business-ul va deveni probabil doar o alta componenta a afacerilor la orice nivel, iar viitorul va fi schimbat dramatic pornind de laconcepte precum digital si e-business. Ceea ce am vazut pana in prezent este doar o fundatie preliminara, care se va finaliza ca etapain cel putin un deceniu. In aceasta situatie, o firma trebuie sa fie pregatita sa desfasoare activitati in viitor atat in sfera digitala cat siin cea non-digitala, ruland programe paralele in ambele moduri. Companiile ar trebuie sa conceapa strategii interactive pentru aexplora numarul in crestere al punctelor tari. O strategie dezvoltata pe mai multe planuri are sanse mari sa atraga atentia clientilor

prin simplul fapt ca firma se va afla deja acolo unde clienti ei vor fi cel mai probabil.III. Eliberati-va atat clientii cat si brand-ul. Pastrarea atentiei concentrate pe consumatori si clienti se refera la dorinta de a pastra

legatura cu oamenii, ceea ce va duce din nou la construirea sentimentului de comunitate de dinainte de interactiunea digitala saude globalizare. Companiile ar trebuie sa inteleaga, sa fie flexibile si sa se apropie de pietele tinta, dezvoltand relatii apropiate cugrupuri de clienti. In conditiile in care consumatorii detin puterea de decizie, producatorii ar trebui sa le ofere acestora o gama largade variante atragatoare si informatii tocmai in momentul in care clientii si-ar dori sa le cunoasca. Acesta este motivul pentru carecompetitia intre branduri are ca scop final cota de atentie. O competitie eficienta va duce la fidelizarea clientilor in conditiile unui

proces de vanzare cat se poate de simplu. Managementul relatiilor cu clientii si cercetarile pornind de la baze de date vor ajutafirmele sa cunoasca nu doar ceea ce indivizii isi doresc, dar si ce oferte vor atrage atentia clientilor.

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IV. Nu platiti pentru impresii, platiti pentru atentie. In viitor, numarul tranzactiilor incheiate ar trebui sa fienoua metoda de evaluare a eficientei publicitatii. Companiile de media vor beneficia de acelasi succes pe careil au si companiile lor de publicitate. Un exemplu elocvent ar putea fi impartirea veniturilor. Unul dintre dezavantaje ar fica publicitarii vor abandona segmentele de media care nu arata ca obtin rezultate promitatoare.

V. Abordati o politica dinamica de pret . Cercetatorii prevad ca, in viitor , una dintre cele mai importante unelte

de obtinere a veniturilor va fi vanzarea aceluiasi produs dar la preturi diferite in functie de diferiticonsumatori din diferite locuri in momente diferite uneori din motive strategice, chiar si la acelasi

moment dat. Consumatorii au demonstrat ca ar plati mai mult pentru bilete de avion sau taxe de cazare atunci cand timpuleste mai important decat banii sau in caz de situatii speciale. O companie globala producatoare de bauturi racoritoare a reusit savanda in Japonia sucuri imbuteliate la preturi diferite in functie de apa din care sunt obtinute masinile de vanzare inteligente

pot interpreta temperaturile exterioare si cresc automat pretul in zilele toride.

VI. Ganditi la nivel global de la inceput: comprimati-vaferestrele. Toate companiile indiferent de marimealor vor continua sa se lupte cu impactul pietelor in curs de globalizare si cu un mediu cu un nivel crescand decomplexitate, expunere si etajare. Chiar daca modelele lor de afaceri nu sunt concepute la nivel mondial,firmele vor castiga eficienta folosind infrastructura la nivel global in orice aspect al operatiunilor lor. Un altmod de gandire la nivel mondial este exploatarea oportunitatii de a raspunde comunitatilor din spatiul incare isi desfasoara activitatea.

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VII. Crearea standardelor care functioneaza. Indiferent ca agream sau nu, exista o tendita negativa in crestere contratehnologiei de pretutindeni. Cei care se opun sunt clientii priceputi care sunt plictisiti de aplicatii care cedeaza, servicii care nufunctioneaza, companii care intra in faliment sau produse care nu se livreaza. Unele reactii impotriva tehnologiei tin de aspecte degeneratie. Adultii de astazi, confruntati cu o varianta upgradata a unei aplicatii pe care o folosesc de ani de zile sunt contrariati

pentru ca nu au primit un manual printat cu instructiuni. Ei experimenteaza o frustrare mai puternica decat adolescentii de astazicare au crescut impreuna cu tehnologia calculatoarelor. Marea majoritate a tinerilor priceputi abordeaza cu totul altfel problema si

anume experimenteaza pana se obisnuiesc cu functionalitatile noii versiuni de program.VIII. Impartirea riscului investitiei. Era digitala aduce o schimbare importanta in infrastructura IT la nivel mondial, dar va fi un

fenomen cunoscut la nivel utilizatorilor, asemanator cu Internet-ul. Ca participanti intr-un sistem cu multiple componente,companiile vor trebui sa determine care parti ale acestei infrastructuri sa ramana in proprietatea lor si care sa fie baza unor aliantecu membrii din exterior. Tendinta va fi ca structurile de afaceri de dimensiuni mici care se asambleaza si dezasambleaza cu orelativa usurinta sa realizeze inovatii rapide, convergente si continue.

IX. Urmareste mai de aproape: invata din greselile altora. In conditiile unei piete de divertisment foarte dinamice, salturileinovationale au devenit foarte costisitoare si tocmai de aceea tot mai multe companii mari au invatat sa se miste cu precautie. Din

ce in ce mai mult, ele vor tinti sa fie fruntase in inovatii creative, dar isi vor permite sa mentina un ritm mai lent in spatele unui altcompetitor dn punctul de vedere al tehnologiei. Ei vor experimente, dar ii vor lasa pe tehnicieni sa investeasca primii si sa invetedin greselile lor.

X. Focusati-va atentia pe masura ce companiile converg sau invers. Brandurile foarte puternice din domenii precumretail, servicii aeriene, sporturi de echipa, institutii bancare, servicii de transport si multe altele, vor dori sa isi exercite influenta siasupra altor piete. Astfel, convergenta si divergenta vor caracteriza dezvoltarea atat a modelelor tehnice cat si a celor de afaceri.

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The internet: is it changing the way we think?Tehnologia modern afecteaz atenia distributiv

Verificarea constanta e-mailurilor ia mesajelor primite pe telefonul mobil nempiedics

ne concentrmla sarcinile pe care trebuie sle realizmine disturbmodul de gndire,

de aceea se ajunge la nelegerea i la interpretarea superficial a realitii. Acestcomportament, determinat de noile tehnologii, ar putea fi diagnosticat n curnd drept

Tulburare de AtenieDistributiv(n englezDivided Attention Disorder - DAD).Se schimbstructura creierului. Potrivit specialistului britanicNicholas Carr, autorul criiCe

efecte produce internetul asupra creierului nostru?", adicia fa de Internet se nate dinnevoia noastr instinctual de cunoatere. Acesta este i motivul pentru care exist persoanecare i verific emailul i de 30 de ori pe or, convinse c altfel ar rata vreo informaieimportant. Alte studii avertizeazcdependenade reelelede socializare afecteazsntateacreierului ischimbmodalitatea de gndire a oamenilor. De exemplu, persoanele care folosescfrecvent reelele de socializare facebook i twitter ar putea suferi modificri neuronale lanivelul creierului, care le limiteaz capacitatea de a nva, de a se concentra i de a simiempatie pentru celelalte persoane. Mai mult, neurocercettorul Maryanne Wolf de laUniversitatea Tufts"din Massachusetts atrage ateniaccircuitele neuronale din creier care s-au construit n urma lecturii unor cri se pierd n cazul persoanelor care petrec mult timp nfaacalculatorului.

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ansa uitrii - Devenim din ce n ce mai dependeni de computere iinternet, iar multe dintre obiceiurile noastre se schimbdatoritacesteidependene. Existoare iefecte mai adanci? Pierdem ore ceva din abilitateade a gandi? Mir cea Srbu, Business Magazin, pag. 46, 23-29 mai 2007

"A planet of forgetful fools

omenirea se tmpete. inu era vorba de un proces de lungdurat,ci de o veritabil"epidemie de prostie", cauzat de utilizarea computerelor i a internetului pe post de".

Google este considerat principalul vinovat pentru cdin ce n ce mai adesea refuzmsinemminte diverse lucruri sau sfacem dupmetodele "naturale" anumite lucruri. De ceGoogle? Tocmai pentru ceste al naibii de bun. Schroeder ne invitsne punem ctevantrebri,dintre care prima sunaa: "De cte ori aifolosit Google ca sgsiiun articoldintr-un anume sit web n loc sfolosiimotorul intern de cutarea sitului?

Poate c din perspectiva educaiei clasice suntem mai proti, pentru c pierdem multeabiliticonsiderate de bazpnacum, ncepnd cu memorarea. Evolumspre formulen care ncredinm "celeilalte jumti" sarcini care n mod normal revin creieruluinostru, iar de aici se poate specula n ce msur aceast evoluie ne va afecta n viitorabilitatea de a gndi. Opinia mea este c pierdem ceva, dar ctigm ceva mult maivaloros: abilitatea de a asimila informaia,de a o organiza, de a o supune simuluicritic i,n cele din urm,ansade a o putea uita.

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Mintea opozabilagandirea integrantaabordarea prin paradoxul rezolvarii

problemelorSursa: TheOpposable Mind: How Successful Leaders Win Through Integrative Thinking.

Tehnica de management care necesita sintetizarea ideilor contradictorii in locul abordarii mult mai

comune de analizare a avantajelor si dezavantajelor

December 2007, Roger Martin argues that to emulate the worldsbest leaders people need to study how leaders

think. He argues integrative thinking, is a common feature found in successful leaders. The book gives aworking definition of integrative thinking as: The abil ity to face constructi vely the tension of opposingideas and, instead of choosing one at the expense of the other, generate a creative resolu tion of the

tension in the form of a new idea that contains elements of the opposing ideas but is super ior to each.

Martin notes some of the major differences between integrative thinkers and conventional thinkers. Integrativethinkers: take a broad view of what is salient despite the increase it causes in the complexity of

problems, consider multi directional and non-linear causal relationships, keep the entire problem in

mind while working on individual segments, and search for creative resolutions rather than accepttrade offs.

Martin outlines how to develop integrative thinking capabilities. The three main components that make up theintegrative thinkers personal knowledge system are stance, tools and experience; thetripod supporting thesystem. Martin devotes a chapter to each element of the tripod, explaining their significance in theintegrative thinkersdevelopment and how they combine to create an effective integrative thinker.

Martin studies the thought processes of prominent leaders and for each chapter uses several examples outlining

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How the demand for skills has changed - Economy-widemeasures of routine and non-routine task input (US)sursa: Levy and Murnane cited in Benchmarking adult competencies - Organisation forEconomic Co-operation and Development (OECD) - Lisbon Council, 16 September 2008

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The impact of skill on labour market outcomesSource: International Adult Literacy and Life Skills Study (ALLS) cited in Benchmarkingadult competencies - Organisation for Economic Co-operation and Development (OECD) - LisbonCouncil, 16 September 2008

Average skill levels explain over55% of growth differences in

GDP per capita during 1960-1995 in the OECD.If past relationship holds a 1% rise

in average literacy willprecipitate a 1.5% permanentincrease in GDP per capita anda 2.5% increase in labour

productivity.Low skill seems to inhibit rates of

technical innovation and rate ofadoption of more productivework organization.

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Definition on literacysursa: Benchmarking adult competencies - Organisation for Economic Co-operation

and Development (OECD) - Lisbon Council, 16 September 2008

Literacy is defined as a continuum of knowledge, skills and strategies that individualsacquire over their lives, including, for example, the requisite skills underlying reading andnumeracy

Literacy in the information age The interest, attitude and ability of individuals to appropriately use socio-cultural tools,

including ICT to access, manage, integrate and evaluate information, solve problems, construct newknowledge, and communicate with others

in order to participate effectively in society.Six central processes

Accessing: Knowing about and knowing how to collect and/or retrieve informationManaging: Organising information into existing classification schemes

Integrating: Interpreting, summarising, comparing and contrasting information using similar ordifferent forms of representation Evaluating: Reflecting to make judgments about the quality, relevance, usefulness, or

efficiency of information Constructing: Generating new information and knowledge by adapting, applying, designing,

inventing, representing or authoring informationCommunicating: Conveying information and knowledge to others .

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The knowledge-based economy demands a mix of bothenabling skills and specific knowledge

sursa: Skills for the future, The Lisbon Council, 2007

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Why are skills important?sursa: Skills for the future, The Lisbon Council, 2007

There are many steps that Europe needs to take if it is to improve its competitiveness and create

sustainable employment in the face of globalization, including a more flexible and lower-costregulatory environment (particularly for small to medium-sized enterprises), a more integratedsingle market and greater industry specialization.

Skills and education are the most pressing areasfor the following reasons:The growth opportunities presented by globalization put a premium on aspects of competitive advantage such as

knowledge, adaptability, and innovation i.e. the ability to commercialize ideas. Knowledge-based skills are,therefore, critical. Changes to the formal education system can only be implemented across multiple timehorizons with potentially significant lead times. For example, a reform to the primary education system

implemented today will only have a tangible impact on the labor market in around 10-15 years.There is a well-established correlation between skill levels and employment. The employment rates increase withthe level of education; similarly, unemployment rates decrease as the level of education increases. Last,workforces from emerging economies, such as China and India, are no longer competing with developedworld workforces on the basis of cost alone.

Emerging economies are moving up the value chain so that they are competing in highly-skilled andhigh value-added activity. If Europe is to maintain what has traditionally been a fertile source ofcompetitive advantage, investment in skills and education will be key.

The knowledge economy places new demands on individuals. Increasingly, employees need todevelop skills on two levelsenabling or competence-based, such as the ability to understandand use information, team-working and problem solving as well as specific i.e. particularfields of science and engineering or ICT.

There is already evidence to suggest that Europe is failing to keep up with the demand for skillsdriven by the knowledge economy.It is estimated that the actual number of people needed tofill the advanced network technology skills gap in Europe was around 160,000 in 2005 and willrise to 500,000 in 2008.

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New jobs in knowledge-based industries versus allother industries 1995-2005 (EU15 excludingLuxembourg)

Economic success isincreasingly based onthe effective utilizationof intangible assetssuch as knowledge,

skills and innovativepotential as the keyresource forcompetitive advantage.

The term knowledgeeconomy is used todescribe this emerging

economic structure.

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A knowledge economy indexsursa: Skills for the future, The Lisbon Council, 2007

In order to assess how prepared European countries are for the knowledge economy, one index assessesseparately both inputs and outputs. This approach differs from most other attempts to measure

performance in this area, which invariably include a mixture of the two. For inputs, we looked at thefollowing indicators:

Investment in education

Education participation rates

Lifelong learning ratesInvestment in research and development (R&D).

This reflects the fact that developing knowledge-based skills is, essentially, a function of investment inpeople. Weightings were biased towards lifelong learning to emphasize the importance of skillsdevelopment being seen as a continuous process that lasts beyond formal education. However, we alsoneed to assess how well these inputs are translating into outputs. Hence, we also looked at:

The proportion of graduates in science, technology and mathematics.Level of educational attainment.

Number of world-class universities.Market share of foreign students.

Here, weightings were biased towards the first two indicators as ultimately it is the most skilled individualswho will be best placed to take up the employment opportunities afforded by the knowledge economy.The other indicators reflect the fact that in a globalized economy, the performance and reputation ofeducational institutions is mutually reinforcing. As the developed world battles for new sources of talentfrom emerging economies, the ability to attract overseas students will become critical.

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Developing human capital requires co-ordinated action betweenindividuals, organizations (e.g. business, academia and social partners)and policy (sursa: Skills for the future, The Lisbon Council, 2007)

Individuals will now have to take on a higher level of personal responsibility for their owntraining and education than ever before. Rather than just relying on formal, organizedmeans of education, individuals will have to seek out new, innovative ways of aligningtheir skills profile with the demands of the future.

Business has a significant role to play in moving towards a demand led system of skillsdevelopment, whereby skills requirements are clearly articulated and education and

training programmes reoriented to fit with that demand. Developing talent multipliersystems will also be important if businesses are to optimize use of their existinghuman capital and achieve high performance.

Academic institutions need to move towards a position whereby education is approachedas a continuous process of development that lasts a lifetime, rather than a series ofdiscrete and often misaligned processes that end when someone leaves the formaleducation system.

Policy has a key role to play in supporting and stimulating this change. With such a broadrange of stakeholders and entrenched behaviours, strong incentives need to be in place

in order to catalyze reform. More widely, policymakers need to grapple with theimpact of demography, which may limit their long-term ability to develop theirworkforce. In order to militate against this risk, managed immigration of skilledemployees will become increasingly important.

The transition to a knowledge economy brings with it winners and potentially losers.Europe needs to address both ends of the spectrum if it is to exploit fully the benefits

provided by this shift and address the sometimes negative impact of globalization. Inorder to achieve this, the key stakeholders of business, government, academia andwider social partners (i.e. trade unions, industry groups) will have to act in a more co-

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Are you readyfor tomorrows world? (PwCreports)

What will the world look like in 2020Blue, Green, Orangeor something else entirely?We believe it is highly plausible that all three organisational models described will feature in

tomorrowsworld, sometime or somewhere and to some extent.We already see some multinationals heading in the direction of the Blue Worldbusiness model.The energy industry has been demonstrating elements of the Green World for some time. We

firmly believe that, as the CSR and sustainability agenda grows many other industries (andgeographies) will take on characteristics of the green business model, for example the retail andmanufacturing sectors. Consumer preference will have a huge impact when it comes to the greenagenda.

The Orange Worldin some ways represents the most radical departure. Will big business find itselfoutflanked by a vibrant, innovative and entrepreneurial middle market? Will the workexpectations of the millenials be such that portfolio lives will become far more pervasive? Willsome larger organisations introduce internal markets and formal networks in place of old style

hierarchies to create structures where agility, speed and flexibility are key to success?The world of work is going to become even more complex. Our message is: take a long hard look atyour organisation models and current people management strategies; how are you addressingreward, international mobility, employee engagement, development and learning?

Think about how these might change in the future and whether or not the strategy you currently havein place is future proof, is sustainable, sufficient and relevant for the plausible worlds oftomorrow.

SURSA: Managing tomorrows people - The future of work to 2020, PricewaterhouseCoopers, 2007

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2020: three worlds SURSA: Managing tomorrows people - The future of work to 2020

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New edition: Managing tomorrows people - How the downturn willchange the future of work, 2009 PricewaterhouseCoopers;www.pwc.com/managingpeople2020

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Global forcesSURSA: Managing tomorrows people - The future of work to 2020

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Corporate is king: the Blue worldIn the Blue World where corporate is king, the people and

performance model below is the closest to what manyleading companies are aspiring to today linking HRinterventions to improvements in business performanceand using more sophisticated human capital metrics toevaluate corporate activity. Under this scenario themanagement of people and performance becomes a hard

business discipline, at least equal in standing to finance inthe corporate hierarchy.

Corporates divide the haves and have notsThe power of corporations means that a much greater divide

has opened up between those working for globalcorporations and those working in smaller enterprises.Employees of mega-corporations have everything theyneed laid on. Those working for smaller businessesremain at the whim of housing markets and basicstatutory entitlements, needing to self-supplementeducational support, health and insurance coverage, whatremains of the public health system, and so on.

Welcome to the technology age

Technology is all pervasive, entire cities in the US, Japan andthe UK operate with ubiquitous high speed wirelessnetworks that allow all commercial transactions,entertainment and communications to be handled byevery individual on credit card-sized devices. Pinpointingexactly what you want and being shown where it isavailable from wherever you happen to be is now takenfor granted, allowing businesses continuously to refineand individualise their relationships with consumers,

employees and shareholders.

Employee profile

People are graded and profiled at the age of 16 andcategorised for work suitability both in terms ofcapability and individual preference.

The top talent is highly prized and fought over. Inmost cases people are linked to an organisation

by the age of 18. University education is managed by the companyaccording to the organisational career path chosen

by the individual.At the top level, employees take far greater control

of their careers; often senior executives have theirown personal agents who represent them to findthe best roles and deals.

Lower level employees are also taking active charge

of their careers; they are aware of the value thattheir human capital represents and are demandingabout the circumstances in which they will invest.

Those outside the corporate sphere find employmentchoices are limited to smaller companies that areunable to provide the same level of developmentand financial benefits.

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How the downturn affects your abilityto compete in the Blue World

(from the new edition)

For most companies, people costs represent the largest business cost up to 70% in someorganisations. During a downturn, spend on people is usually the first area to be scrutinised andcut. In the Blue World, long-term investment in the talentpipeline is critical for businesses toremain competitive. Some of the ways companies could be affected by the downturn include:

Reducing graduate intake numbers for a couple of years will seriously affect the talent pipelineand limit the number of options for leadership succession planning in the long term.

Training and development budgets are often cut when companies are in difficulty. As well as apotential negative impact on customer service or product quality, cutting investment would meanthe company lacks the right skills to compete when the upturn comes, incurring the higher costand delays of hiring in people.

Employees committing fraud in the workplace increases during a downturn. Companies need toensure they have the right processes in place to minimise the possibility of fraud being committed.Employee fraud can be large or small scale and can damage both the reputation and the

profitability of the business. This kind of fraud is usually borne out of low employee morale,individuals feeling personal financial pressure and an increased ability to justify the crime tothemselves.

Not having the right data. Although most organisations would lay claim to using some employeemeasurement techniques, many organisations struggle with what to measure and then how tointerpret the data. HR has become a hard discipline with people measurement at the heart offinancial reporting. The danger in a downturn is that companies make cuts based on inappropriatedata which damages the business in the long term. To complete in the Blue World, organisations

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Companies care: the Green WorldIn the Green World where companies care, corporate

responsibility (CR)is good. The CR agenda is fused

with people management. As society becomes aconvert to the sustainable living movement, thepeople management function is forced to embracesustainability as part of its people engagement andtalent management agendas. Under this scenariosuccessful companies must engage with society acrossa broader footprint. Communities, customers andcontractors all become equal stakeholders along withemployees and shareholders.

Managing people in the Green World. New graduates look foremployers with strong environmental and social credentials; inresponse HR departments play a key role in developing thecorporate social responsibility programme.

Employees are expected to uphold corporate values and targetsaround the green agenda. Most are given carbon credit tokenswhich are used like ration books to be cashed in for printingdocuments in hard copy, company travel and other anti-societalactivities. The HR function is renamed People and Society,the leader being a senior member of the companysexecutiveteam. The need to travel to meet clients and colleagues is

replaced with technological solutions which reduce the needfor face-time. Air travel in particular is only permitted inexceptional circumstances and is expensive. Working acrossteams in different locations therefore presents enormouschallenges to global businesses, and the HR function dedicatessignificant energy to generating virtual social networks acrossthe operation and the client base.

Most companies provide staff with corporate transportation optionsbetween work and home to minimise the need for car use. Thishas led to many companies choosing to relocate parts of theiroperation to where people are based and out of big cities.

Who leads people strategy?

The CEO drives the people strategy for the organisation, believingthat the people in the organisation and their behaviours and rolein society have a direct link to the organisations success orfailure.

The CEO works closely with the Head of People and Society (HPS)who, with a team comprising a mix of HR, marketing, corporatesocial responsibility and data specialists, drives the socialresponsibility programme.

Employment law drives responsible employer behaviour and forcesthe HPS to develop innovative solutions in times of downturn such as sending employees on secondments to other organisationswhere they can develop their skills and contribute to the widersociety, bringing employees back in when the economicenvironment improves. The HPS is therefore a well-networkedindividual.

Employee profile. The common belief is that employeeschoose employers who appear to match their beliefs andvalues. The reality is that the talent pool for the brightest

and best remains competitive, and whilst CSR rankingsare a factor, the overall incentive package remains allimportant. Incentives however are not just reward-related; for example, they include paid secondments towork for social projects and needy causes a populartrend post-2010. Because organisations adopt amoreholistic approach to developing their people,including personal development and measuring theimpact they have on the wider world, employees are

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How the downturn affects your ability to competein the Green World (from the new edition)

Changing the compensation and benefits model. Some companies will consider radical changes to reward/bonusprogrammes and staff contracts because of the backlash against perceptions of excessive pay. New legislationmay also trigger the need for a review, but purely reactive changes could result in first mover disadvantage ifstaff feel there has been a significant reduction in key benefits compared to other organisations.

New zerotolerance/zero risktactics. Companies can achieve good short-term results by giving the market asignal that bad behaviour will be stamped out. However, the creation of a highly risk averse culture will hampercreativity, innovation and profitability over the long-term. A strong risk/compliance culture could also affectthe speed of delivery to customers.

Companies in survival mode often view the sustainability/ green agenda as not being business critical andtherefore put CS projects on the backburner. We would argue that ignoring these issues will negatively impactthe brand and seriously impair an organisationsfuture ability to engage with customers and staff.

Stripping back travel to save costs. Many organisations that operate globally rely on socialcapitalthe abilityof the global network to work across borders to support the business and deliver products and services tocustomers. By limiting face to face contact, companies risk the break down of many years investment in

building social capital across the operation. If travel must be contained, then companies need to look atalternatives e.g. using technology to maintain networks.

The job for life concept disappears as companies feel forced to make redundancies even two years after the lowof the economic crisis. Research shows that unemployment follows the economic curve but lags by three years.Companies should consider alternatives to redundancy through careful workforce planning.

Disillusionment with some industries, as a result of the downturn, may lead to talent turning its back on thecorporate sector in favour of other sectors or NGOs. To compete in the Green World, organisations must have arobust and transparent CS strategy. This should be clearly linked to the people strategy and, hence, activelyengage employees.

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Small is beautiful: the Orange WorldManaging people in the Orange World

Organisations recognise that their employees and the

relationships they have across their networks arethe foundation of company success. Companiesseek to promote and sustain people networks. Thisis achieved through incentivising employees aroundachieving connectivity goals and collaborative

behaviours. As guilds become more important, theytake on man

12-13_curs mtt tehnologia azi

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