McKinsey: nel 2025 l’Internet of Things può valere l’11% dell’economia mondiale

McKinsey stima che da qui al 2025 il mercato globale dell’Internet of Things potrebbe valere dai 3.900 agli 11.100 miliardi di dollari all’anno. Nella migliore delle ipotesi, si parla dell’11% dell’intera economia mondiale. Ma per arrivare a questa migliore ipotesi occorre costruire contesti, tecnologie e modelli di business che, al di là dell’entusiasmo e delle aspettative con cui ora si guarda al fenomeno, lo trasformino in una solida realtà.

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http://www.mobile4innovation.it/internet-of-things/mckinsey-nel-2025-l-internet-of-things-puo-valere-l-11-dell-economia-mondiale_43672151971.htm

 

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Learning from Google’s digital culture – from McKinsey

What can traditional organizations learn from digital natives? In this interview, Google’s VP of US sales and operations explains how the company’s culture developed and continues to be nurtured.

For traditional companies, making the transition to thinking and acting digitally is easier said than done. Yet digital natives must also continually work to maximize the advantages of digital technology. In this interview, Google’s vice president of US sales and operations, Jon Kaplan, tells McKinsey’s Barr Seitz how the company’s culture developed and how Google keeps pushing to retain its entrepreneurial spirit. An edited transcript of Kaplan’s remarks follows.

Elements of Google’s DNA

From the very beginning, we were actually incredibly scrappy. Think about Larry and Sergey’s1 first servers: they were built, in part, with Legos. Literally, with Legos.

[…]

That’s just one example of how scrappy the company had to be in the early days, and I think that’s really a part of what we’re trying to keep in the culture of the company. I think that’s number one. Number two is that we’re a data-driven company. At Google, you really don’t walk into a meeting talking about your gut feel on something. You need to have the data to back it up. And so data is another key tenet of what’s made our decision making really successful.

Third is that we have to be agile. As you think about the businesses that we are in and how the company has changed over the last 10 or 15 years, it’s totally different today than when we started. So we have to have leaders, we have to have employees, and we have to have technology that is all very agile for where the industry is going.

What agile means at Google

We do dozens of tests and experiments every single quarter. We can do that with a 1 percent test, for instance, on our core search product—scale that up if it’s successful, but we can start very small and test a theory, and if it doesn’t work, we can very quickly pull that back. That’s a really important part of what we do every day. We do thousands of tests a year on our various products to see how they perform, again, on a very small subset of our audience.

One of the hallmarks of Google, though, is how do we learn from failures that happen in this test-and-learn culture? And we have many examples of failure, first of all, and of using that information to improve the product going forward. We celebrate failure. Google Buzz is a great example of that. It was not a successful product in the social ecosystem, but we used that experience to understand how we would iterate for Google Plus in a much better way.

Focusing on the ‘10x return’

Everybody in the world is thinking about the next 10 percent. How do you think about a 10x improvement in an industry? Our role is how do you apply a technology to that—to fundamentally transform that industry? Think about the implications to this.

If you are successful, there’s no competition, because you’re creating something that has never been created before. You’ve got an opportunity to really define a market.

Second, it really inspires people to think big about the aspirations of the company and how they could do something that really does change the overall trajectory of an industry.

And third, you get the best people who want to solve the biggest, toughest problems in the world. And so, by nature, people want to start to work on those problems, and even if there’s just a halo effect of working at Google, that’s a real benefit for us.

There are product managers who can create amazing, incredible products. An example of this is our contact-lens project, Iris, which applies technology to the contact lens—the contact lens is connected to the Internet and it monitors your glucose. We were able to launch this as a product and then, in partnership with our business organization, struck a deal with Novartis to license it. That’s a great example for somebody who has a very tangible product. I think it’s now permeated the entire organization to say, “What does a 10x relationship change with our clients look like?”

How Google supports its culture

We are, as you could imagine, highly analytical about our culture. One of the key ways that we measure how Google is changing over time is called Googlegeist, which is our internal survey that we give to all of our employees once a year, in January. It covers every aspect of what a great culture would include: innovation and autonomy, forward thinking, teamwork. All the things that are important to the DNA of the culture. This is a very comprehensive study.

We look at this and analyze it every single year, and then we actually take every piece of feedback—the big buckets of feedback, where we need to improve—and, over the course of the rest of the year, all of our programs are designed to address the areas of our Googlegeist feedback that have not performed very well.

Balancing innovation and business results

The 20 percent time has been a hallmark of Google’s culture from the very beginning. And I think that’s attracted people to come and work on a core product, but to have the ability to think about where this could go that would be, again, tangential to the core product.

I think it’s something that continues to be important to the culture, but it’s not hard and fast. It’s not literally that you have one day a week that you can go work on something totally different. You need to think about, if you’re an engineer, for instance, how that product—that 20 percent time product—would be complementary to something that is now our focus. In the early days, it was “Let a thousand flowers bloom, and we’ll see what happens.” Now there’s a lot more focus, and we say, “If we’re going to do 20 percent time, how is it tangential to a core product?”

Importantly, it can’t be just you out there doing your own 20 percent time. You need to create a team that would go work on a 20 percent project. So part of it is, you’ve got to be a good salesperson internally. Part of it is that it needs to be something that you are able to convince people that it’s a good enough idea that they should take their 20 percent time and go work on it, as opposed to creating their own idea.

Rapid prototyping in action

The concept of rapid prototyping is something that we have had to learn as we’ve got into new industries, like hardware. I think there are a couple of things that have benefited us as we’ve gone into that. First, we’ve actually brought the expertise of hardware manufacturing and fabrication in-house in some cases.

So we have tinkerers—people who actually like building things.

And it’s not going to be beautiful or perfect by any means. But there are incredible labs at Google where they are creating these initial prototypes.

I think second is that the technology, the software and hardware that are available, is allowing us to iterate very, very quickly.

That’s a difference between a decade ago, where rapid prototyping wasn’t really something you could do with the hardware and software that were available.

Those two things have been, most importantly that first one, the change that Google had to go through.

Report: Mobile Ads Drove 80 Percent Increase In Store Visits Within 24 Hours

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[…] in-store visits increased 80 percent within 24 hours of mobile ad exposure and stayed above average store-visitation benchmarks for the following six days. We don’t know much about the specific ad creative generating these visits. It appears however that they’re mostly offer-based ads.

One of the most interesting sets of findings in the report involves an analysis of ad performance in relation to store proximity. Here it appears performance is measured by CTR, which is a questionable mobile metric for ultimate performance. Nonetheless it can be a directional indicator of intent.

http://marketingland.com/131407-131407

Does Hardware Even Matter Anymore? -from HBR

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We are in the midst of a technological revolution that is every bit as profound as the impact of cheap computing power, but it’s subtler and harder to notice. It will ease the way for companies launching and updating digital products, but it presents steep new learning curves that companies will have to master if they are to be successful.

The migration of functionality from hardware to software.

In more and more businesses, physical objects are no longer the primary basis for innovation and differentiation. They come second to innovations in computer code.

Managers are well aware that Moore’s Law, the idea that the number of transistors on a practical-sized chip doubles every 18 months, has brought us a bounty of cheap computing power, leading to smartphones, tablets, fitness trackers, cloud-based services like Facebook and Uber, and on and on.

The software revolution will be a powerful complement to the cheap-computing revolution, and the opportunities for unique and innovative products are boundless — it’s just a matter of programming.

read full article here: https://hbr.org/2015/06/does-hardware-even-matter-anymore

Famous “innovation” quotes from Steve Jobs, Gunter Pauli, Einstein, Henry Ford and many others.

Food4Innovations (EN) - Wouter de Heij M.Sc.

Famous quotes from Steven Job (Apple Inc.)

  • Innovation distinguishes between a leader and a follower [Steve Jobs]
  • But innovation comes from people meeting up in the hallways or calling each other at 10:30 at night with a new idea, or because they realized something that shoots holes in how we’ve been thinking about a problem [Steve Jobs]
  • “Innovation has nothing to do with how many R&D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R & D. It’s not about money. It’s about the people you have, how you’re led, and how much you get it.” [Steve Jobs]
  • “You can’t ask customers what they want and then try to give that to them. By the time you get it built, they’ll want something new.” [Steve Jobs]

Famous quotes from Gunter Pauli (The Blue Economy)

  • Key in life is to…

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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

Your Late-Night Emails Are Hurting Your Team – via HBR

Regardless of your intent, I’ve found through my experience with hundreds of companies that there are two reasons late-night email habits spread from the boss to her team:

Ambition. If the boss is emailing late at night or on weekends, most employees think a late night response is required — or that they’ll impress you if they respond immediately. Even if just a couple of your employees share this belief, it could spread through your whole team. A casual mention in a meeting, “When we were emailing last night…” is all it takes. After all, everyone is looking for an edge in their career.
Attention. There are lots of people who have no intention of “working” when they aren’t at work. But they have poor attention management skills. They’re so accustomed to multitasking, and so used to constant distractions, that regardless of what else they’re doing, they find their fingers mindlessly tapping the icons on their smartphones that connect them to their emails, texts, and social media. Your late-night communication feeds that bad habit.

Being “always on” hurts results. When employees are constantly monitoring their email after work hours — whether this is due to a fear of missing something from you, or because they are addicted to their devices — they are missing out on essential down time that brains need. Experiments have shown that to deliver our best at work, we require downtime. Time away produces new ideas and fresh insights. But your employees can never disconnect when they’re always reaching for their devices to see if you’ve emailed.

Creativity, inspiration, and motivation are your competitive advantage, but they are also depletable resources that need to be recharged.

Incidentally, this is also true for you, so it’s worthwhile to examine your own communication habits.

Company leaders can help unhealthy assumptions about email and other communication from taking root.

Ditch the phrase “time management” for the more relevant “attention management” and make training on this crucial skill part of your staff development plan.
Refrain from after-hours communication.
Model and discuss the benefits of presence, by putting away your devices when speaking with your staff, and implementing a “no device” policy in meetings to promote single-tasking and full engagement.
Discourage an always-on environment of distraction that inhibits creative flow by emphasizing the importance of focus, balancing an open floor plan with plenty of quiet spaces, and creating part-time remote work options for high concentration roles, tasks, and projects.

read full article here

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

How to Overcome Burnout and Stay Motivated – via HBR

In large part, it’s because we’re surrounded by devices that are designed to grab our attention and make everything feel urgent.” Heidi Grant Halvorson, a social psycologist.

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Put away your digital devices Continue reading How to Overcome Burnout and Stay Motivated – via HBR

How the Internet of Things is affecting urban design – via Mashable

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An overwhelming range of possibilities

The impacts of the Internet of Things on our cities don’t begin and end with urban buildings — everything from the morning commute to public parks are incorporating Internet of Things technologies. Continue reading How the Internet of Things is affecting urban design – via Mashable