In blockchain we trust – from MIT Technology Review

A blockchain (though the term is bandied about loosely, and often misapplied to things that are not really blockchains) is an electronic ledger—a list of transactions. Those transactions can in principle represent almost anything. They could be actual exchanges of money, as they are on the blockchains that underlie cryptocurrencies like Bitcoin. They could mark exchanges of other assets, such as digital stock certificates. They could represent instructions, such as orders to buy or sell a stock. They could include so-called smart contracts, which are computerized instructions to do something (e.g., buy a stock) if something else is true (the price of the stock has dropped below $10).

What makes a blockchain a special kind of ledger is that instead of being managed by a single centralized institution, such as a bank or government agency, it is stored in multiple copies on multiple independent computers within a decentralized network. No single entity controls the ledger. Any of the computers on the network can make a change to the ledger, but only by following rules dictated by a “consensus protocol,” a mathematical algorithm that requires a majority of the other computers on the network to agree with the change.

Once a consensus generated by that algorithm has been achieved, all the computers on the network update their copies of the ledger simultaneously. If any of them tries to add an entry to the ledger without this consensus, or to change an entry retroactively, the rest of the network automatically rejects the entry as invalid.

[…]

The crypto bubble, like the dot-com bubble, is creating the infrastructure that will enable the technologies of the future to be built. But there’s also a key difference. This time, the money being raised isn’t underwriting physical infrastructure but social infrastructure. It’s creating incentives to form global networks of collaborating developers, hive minds whose supply of interacting, iterative ideas is codified into lines of open-source software. That freely accessible code will enable the execution of countless as-yet-unimagined ideas. It is the foundation upon which the decentralized economy of the future will be built.

Just as few people in the mid-1990s could predict the later emergence of Google, Facebook, and Uber, we can’t predict what blockchain-based applications will emerge from the wreckage of this bubble to dominate the decentralized future. But that’s what you get with extensible platforms. Whether it’s the open protocols of the internet or the blockchain’s core components of algorithmic consensus and distributed record-keeping, their power lies in providing an entirely new paradigm for innovators ready to dream up and deploy world-changing applications. In this case, those applications—whatever shape they take—will be aimed squarely at disrupting many of the gatekeeping institutions that currently dominate our centralized economy.

Read more: https://www.technologyreview.com/s/610781/in-blockchain-we-trust/?utm_source=facebook.com&utm_medium=social&utm_content=2018-04-09&utm_campaign=Technology+Review

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Is the era of management over? – via weforum.org

The bottom line is that the hierarchical management mode is no longer suited for the challenges of the modern economy. Every pillar of a traditional organization is now in flux, as was brilliantly conceptualized by Tanmay Vora

Contextual awareness, peripheral vision, design thinking and a multi-disciplinary approach – these are all terms that are trending in modern office-speak. And deservedly so. A project-based and titles-free organization — where yesterday’s team member is today’s team lead — can deliver the flexibility and agility that businesses yearn for.

 

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read more: https://www.weforum.org/agenda/2017/12/is-management-era-over

Gene therapy for telecom operators

In short: 5G is probably last call for Telco operators to get out of a tight corner and be more relevant and visible to Customers not just as connectivity commodity. This can be achieved by changing Telecom Genes that have driven their evolution so far.  They will have to start delivering advanced services “OTT-like” and be open to cross-industry collaborations.

read here the entire article.

———————————————

[…] What is the biggest challenge facing telecom operators?  To remain relevant to customers. 

Will even 5G be relevant? It’s clear to me that operators will deploy 5G, but that alone will not ensure relevance: customers are likely to take high-quality network performance for granted.

What customers will notice are the kinds of services provided on the network.

Unless operators offer services that are valued, their customers may not recognize that they have any relationship at all with them, and the operators will end up as mere connectivity providers. Out of sight, out of mind.

Deep changes are required to Telco Genes to survive: 

1)the connectivity gene is the first one that needs modification for operators to offer NOT ONLY TELCO services.

2) The second is the gene that runs scared of collaboration. 

 

Quantum Algorithm Will Push AI ‘Thinking’ to New Heights

Quantum computing will revolutionize the world, reshaping our everyday lives. Companies like the Google, Microsoft, and IBM are making large investments in quantum computing. There is no doubt that quantum computing will not only disrupt every industry but will also tackle problems that are intractable for the classic computers now….

Read more: https://interestingengineering.com/quantum-algorithm-will-push-ai-thinking-to-new-heights

 

Mobile Telco: is it time for CTRL+ALT+DEL?

Telefonia mobile, un utente su 2 vorrebbe Google, Apple o Facebook come gestore: «Insoddisfatti dell’attuale customer experience»

Secondo i consumatori, gli operatori tradizionali investono troppo poco nei canali digitali (siti web, app mobili e social media), e solo l’8% ritiene i negozi fisici indispensabili, dice un report di Capgemini Consulting. «Emerge una correlazione tra uso dei canali digitali, livello di soddifazione, e crescita del fatturato»

Il report di Capgemini Consulting: “Unlocking customer satisfaction: why digital holds the key for telcos

“… rivela che quasi la metà (44%) degli utenti mobili passerebbe a Google, Apple o Facebook, se questi colossi introducessero un servizio di comunicazione mobile, per la “miglior qualità del servizio” (48%) e per la “esperienza più personalizzata” (23%) che essi potrebbero garantire rispetto all’attuale gestore telefonico.

[…]

«Ciò che i consumatori si aspettano dai fornitori di servizi di telecomunicazioni è cambiato, ma molti operatori non sono ancora pienamente in grado di soddisfare le richieste, con conseguente calo del livello di customer satisfaction, spiega Eraldo Federici, Senior Vice President, Market Unit Head, TME & Large Accounts di Capgemini Italia, in un articolo su CorCom. «La lenta diffusione dei servizi digitali costituisce il cuore del problema, e questo è un pesante richiamo agli operatori affinché accelerino gli sforzi di trasformazione in un’ottica digitale o si tengano pronti a rischiare uno sconvolgimento a opera dei gestori solo digitali”

leggi articolo originale:

http://www.mobile4innovation.it/mobile-internet/telefonia-mobile-un-utente-su-2-vorrebbe-google-apple-o-facebook-come-gestore-insoddisfatti_43672152227.htm?utm_source=facebook&utm_medium=social&utm_campaign=1SU2USERSGOOGLEFB_17052016&utm_content=post_content

Elettronica stampata in 3D: se ne parlerà a Milano al Vodafone Theatre | 3d Printing

 

Durante il convegno, i leader internazionali del settore si incontreranno per fornire una visione concreta dei prossimi scenari tecnologici e stabilire un punto di incontro con l’industria, il mercato e la ricerca sulle tematiche dell’additive manufacturing, alla presenza di produttori, esperti, responsabili d’azienda e professionisti.

I guru del settore racconteranno i  prossimi step tecnologici e di innovazione a livello mondiale, delineando i temi strategici del futuro dell’additive manufacturing tra tecnologie, materiali, trend e case history di eccellenza.

Elettronica stampata in 3D: se ne parlerà a Milano

IMG-1-Apertura-3D-Electronics-copia-1112x927

Apple vende le Ultimaker 2+ nei suoi negozi in Europa

La decisione di Apple è degna di interesse, perchè rappresenta il primo passo concreto, tangibile, verso la stampa 3D.

Fino ad oggi la casa di Cupertino ha fatto raccolta di brevetti per questa tecnologia: ne abbiamo parlato lo scorso dicembre QUI. Ora passa alla vendita al dettaglio.

Le Ultimaker 2+ sono acquistabili a 2.299 euro in Austria, Repubblica Ceca, Danimarca, Finlandia, Italia, Norvegia, Polonia, Portogallo, Svizzera, Spagna, Svezia e Ungheria.

Il nuovo iPhone7 Plus potrebbe permettere agli utenti di effettuare scan 3D degli oggetti per poi stamparli in 3D con una stampante Ultimaker 2+

leggi di piu…

http://www.3ders.org/articles/20160413-ultimaker-2-now-available-in-apple-webstores-in-19-european-countries.html

http://3dprintingindustry.com/2016/04/12/apple-sells-ultimaker-3d-printers-in-europe/

Sei pronto per il futuro?? via Insider Pro

10 abilità di cui avrai bisogno nel 2020

Il report “The Future of Jobs” presenta un sondaggio condotto fra i dirigenti di oltre 350 aziende, appartenenti a nove settori industriali di 15 delle più grandi economie del mondo, in cui sono state chieste previsioni su come il progresso tecnologico obbligherà il mercato del lavoro a evolversi. Diamo un’occhiata alla top ten delle capacità professionali che, secondo gli intervistati, saranno maggiormente richieste da qui al 2020.

10. Flessibilità cognitiva

9. Capacità di negoziazione

8. Orientamento al servizio

7. Capacità decisionali e di giudizio

6. Intelligenza emotiva

5. Coordinamento

4. Gestione del personale

3. Creatività

2. Pensiero critico

1. Risoluzione di problemi complessi

Allora? Sei pronto per il futuro??

Leggi di più su ogni singola capacita’ su https://insider.pro/it/article/64477/

Digital hives: Creating a surge around change – via McKinsey

Digital hives: Creating a surge around change

Online communities are helping companies engage with employees to accelerate change.

 

New lessons are emerging for executives striving to harness the power of social media in the cause of wider employee participation. Clearly, there’s more to success than just investing heavily in the latest Enterprise 2.0 technology platforms.

Large-scale engagement of the workforce requires, first and foremost, a firm grasp of organizational culture and its social dynamics, a psychological understanding of what triggers new behavior, a determination by management to loosen if not relinquish its traditional top-down approach, and an ability to demonstrate how digital activities complement offline or other real-world events.

Four ways to drive change

Here we present four specific approaches to the creation of what we call digital “hives”—electronic hubs bristling with collective activity and designed to solve a particular problem or set of problems, to drive new habits, and to encourage organizational change (exhibit). Digital tools to facilitate networking and collaboration propel these “horizontal” cascades, which at their best can weave new patterns of engagement across geographic and other organizational boundaries. In this way, they make it possible to have new conversations around problem solving, unlock previously tacit knowledge, and speed up execution.

Digital hives facilitate a collective approach to problem solving

1. Engaging the workforce in better strategy

Best practice in the formulation of strategy and in organizational change has long been to craft a “story” at the top and then to cascade it through lower echelons of the organization. […] Employees on the shop or office floor often feel like passive recipients.

That’s beginning to change, though, thanks to social technologies.

There are still relatively few social strategy-development processes, but the tools are getting more powerful, and the scale and scope of such efforts are more impressive.

Using the “management hackathon” concept—an integrated multistage platform that allows participants to discuss ideas, express opinions, and contribute expertise collectively2 —a successful consumer-goods company recently involved its entire organization in an open-source strategy process.

This effort started with an organization-wide online discussion about risks to the company’s growth engine from higher input costs, stagnant industry growth, and a growing competitive threat from imitators to certain products and the business model. These risks then formed the basis for a bottom-up process that spawned over a thousand new strategic insights using a combination of in-person meetings and workshops as well as online channels.

2. Connecting silos with a social chain

One of the biggest organizational challenges is to break siloed behavior and get employees talking to one another and cooperating across intracompany boundaries.

One promising social-technology experiment we’ve observed is what we call the “social chain”: a digital platform that links everyone working in a particular value chain inside a company.

The social chain allows employees to work “out loud” online by sharing how they do things. It also encourages people who were previously isolated in part of the chain to identify areas where they depend on others and to tackle problems or bottlenecks collaboratively. Chain leaders can monitor these conversations and inject their own insights when appropriate.

 To push people into the hive, managers discouraged communication through meetings and e-mail.

3. Enlisting key customers to improve the proposition

Thanks to the power of social technologies, a company that mobilizes such people can solicit specific ideas for improving its customer proposition and demonstrate its client-centricity more broadly.[…]

Or a company might create social “mystery shoppers” who follow internal conversations anonymously and comment on them.

4. Uniting a dispersed sales force to drive higher sales

These reps traditionally had spent several weeks at a time on the road, rarely checking in with the head office and therefore operating in a feedback and knowledge vacuum. Inevitably, they had become disconnected from the organization, and performance suffered.

Staff at the center collected ideas based on intelligence gleaned from the calls and e-mails of the sales reps themselves and from district managers familiar with current issues in the beverage trade. The company also analyzed customer data highlighting pockets of fiercer-than-normal competition or SKUs that were selling particularly well. Such insights were then shared with reps and agents, who each received two or three personalized SMS messages a day. Managers could further use this rudimentary social platform to communicate with the sales force by, for example, congratulating teams when they hit milestones and generally celebrating success. The company also created a call-center “leaderboard” allowing executives to track the agents most responsive to the new information at their disposal. The executives then freed up time for these “early adopters” to coach their peers, provide feedback, and strengthen the system with additional insights.

A new mind-set for senior managers

Leading while letting go

Creating these hives requires a delicate balancing act—not least a willingness by top managers to let go. Managers should not be afraid to commit themselves explicitly to acting on the results of these initiatives and should encourage unrestrained participation, however unpredictable the consequences.

Looking inward

The growing use of social tools to drive employee engagement provides particular opportunities for senior executives to improve role modeling. When people reflect on their behavior, they tend to rely on their own often sketchy perceptions and faulty memories. With many digital technologies, however, people can now track their behavioral footprint—for example, by analyzing conversational threads in microblogs .

Becoming more responsive

Mobilizing a crowd requires companies to anticipate the crowd’s expectations. Executives can maintain pace and encourage deeper engagement only through transparent feedback and rapid follow-up.

Unleashing collective intelligence through a hive will be more successful if managers think ahead and develop an agile, scrum-like response capability outpacing that of smaller offline programs.

Read full article here

Continue reading Digital hives: Creating a surge around change – via McKinsey

How Being a Good Manager Can Make You a Bad Innovator – via Forbes

[…] As the pace of uncertainty continues to increase, managers will need to learn a new set of management tools. They need entrepreneurial management—the principles used in effective start-ups—rather than traditional management (see graphic: When to Use Entrepreneurial vs. Traditional Management). Continue reading How Being a Good Manager Can Make You a Bad Innovator – via Forbes