Following nearly a year of rumors, Google confirmed on Monday that it plans to offer talk and data plans to customers. Sundar Pichai, senior VP at Google, said on stage at Mobile World Congress during a presentation that the company is working on a wireless service on a “small scale.”
Google is also getting closer to officially launching its solar-powered drone program Project Titan and will send its first fleet into the sky sometime this year.
Project Loon, which involves sending balloons into the sky to serve as floating cell towers to distribute Internet access across a large area.
The Future of Internet and the impact of the ongoing digital revolution on the Economic Global growth.
Inspiring panel at the World Economic Forumn in Davos with Chiefs of Facebook, Google, Microsoft, Vodafone who are leading the revolution talking about how people’s life is changing driven by “data” push!
Here the link to the video
Whether a company makes clothing, household cleaning products, cars, healthcare or nearly anything else, it needs people with the right skills. Like other businesses, today’s manufacturers are going digital; operating in an era of change and volatility that has made flexibility critical to their success.
[…] Companies need to place a greater emphasis on defining what skills their organization needs. These requirements can include any combination of technical expertise, professional certifications, previous work experience and so-called “soft skills,” including communications and leadership skills.
However, it is important for companies to remain realistic throughout this process and consider that it may not be possible for one candidate to possess all of the skills they are seeking. In that case, it may be more important to identify reliable, hardworking, inquisitive people who demonstrate a work ethic, willingness to learn and the flexibility to adapt in a changing work environment.
Once companies have a firm sense of the skills they desire, there are two main ways to go about cultivating talent: Tap the power of an organization’s existing workforce and build those skills from within, or develop new talent externally with a trusted network of partners.
Of course, developing skills, whether internally or externally, requires a company to make a significant investment. The skills gap took years to emerge and it will not be fixed overnight.
Addressing the situation is important. Disrupters play the stronger offensive game in today’s volatile business environment. Talent can play an important role in helping companies execute that offensive strategy. But only with the right skills for a new business reality on the offensive team can a company swiftly respond to changes as they arise in today’s global business world.
read full article here
Entro il 2016 il valore di internet raddoppierà rispetto al 2010, quando valeva il 3,4% del Pil: più di settori come l’agricoltura e l’energia.
Lo rivela lo studio «The Hyperconnected Economy», condotto dall’Economist Intelligence Unit (Eiu) e promosso da Sap, dedicato all’impatto di Internet e della iper-connettività sull’economia globale.
L’iper-connettività crescerà in modo esponenziale, con il numero di oggetti connessi che aumenterà di 30 volte entro il 2020, escludendo Pc, tablet e smartphone (fonte: Gartner).
L’iper-connettività sta indubbiamente accelerando fenomeni di globalizzazione e allo stesso tempo promuovendo il ritorno della produzione industriale nei paesi sviluppati in seguito alla necessità di disporre di personale altamente qualificato.
Sta, infine, contribuendo alla creazione delle cosiddette “micro-multinazionali” – piccole aziende con capacità di raggiungere e service clienti in tutto il mondo.
The Google Way on Fiber: first things first, build up internal know how on new business, focus on making sure its core services have an excellent user experience… then scale up!!
“It is, as always, step by step,” Google Fiber head of project management Adam Smith tells me. Smith is hesitantly explaining how Google isn’t very experienced at this whole “internet provider” thing it’s been doing.
“By having control of all the hardware and software, now we’re getting into this more iterative phase of being able to push code and make changes more rapidly to create a more responsive product.”
Right now, these revisions are focused on improving internet and TV service — specifically WiFi connectivity. “I think the stat is that 70-percent of the devices that connect at home connect through WiFi,” Smith says. “We spend an insane amount of engineering time just trying to improve and optimize that experience.”
In the meantime, Google is focusing primarily on making sure its core services are excellent.
“We are interested in exploring new ways for people to purchase video, but our core offering is our live TV service, which we think is an awesome service.”
Google’s modular Project Ara smartphone is set to revolutionize the smartphone business, shedding antiquated models of obsolescence in which old phones are discarded and replaced with a new model of continuous upgrades, in which only old parts are replaced piecemeal.
To allow for even greater customization, Google plans to 3D print these modules using 3D Systems’ mass customization 3D printing technology, so that every Ara user can print phoneblocks tailored to their liking. The company has already demonstrated a working prototype of the phone and plans to showcase a second prototype next year.
A terrible epidemic, writes business guru Gary Hamel in a pair of articles in Harvard Business Review, is afflicting a large part of the human race. Its name isn’t Ebola. It’s called bureaucracy.
“Strategy gets set at the top. Power trickles down. Big leaders appoint little leaders. Individuals compete for promotion. Compensation correlates with rank. Tasks are assigned. Managers assess performance. Rules tightly circumscribe discretion.
Bureaucracy “constitutes the operating system for virtually every large-scale organization on the planet. It is the unchallenged tenets of bureaucracy that disable our organizations.”
It is akin to Soviet-style centralization, gripped by“the ideology of controlism”and “is the enemy of resilience… If they are unwilling to adapt and learn, the entire organization stalls”. It’s hostile to “the irregular people with irregular ideas who create the irregular business models that generate the irregular returns,” and so “cripples organizational vitality.” It “shrinks our incentive to dream, imagine and contribute.” It causes our organizations to “remain incompetent at their core.”
“We need challenge common beliefs and ingrained interests. We need to stop pulling each other down by the tail and instead build up our ideas together.” Nilofer Merchant, a writer and entrepreneur and a lecturer at Stanford, says.
Today, technology is creating human challenges.
Today, says Nayar, “the winning formula has become: Innovative Ideas + Delivering Unique Experiences + Enabling Leadership.
Unlocking employee innovation through platforms.
Wi-Fi is ubiquitous.
No longer the realm of coffee shops and homes, Wi-Fi spans entire neighborhoods. Trains, planes and automobiles are Wi-Fi equipped. Cruise ships have Wi-Fi. Comcast has even made every customer’s router into a public Wi-Fi hotspot.
That’s good news if you’re a cell phone user. The more you email, watch Netflix, stream Pandora and surf Facebook over Wi-Fi,the fewer gigabytes you have to buy from your cell phone company. Plus, calls and texts are now able to be sent over Wi-Fi too.
So what do you need your cell phone company for?
A new generation of hotspots lets you seamlessly switch between Wi-Fi and 4G-LTE service, and they offer improved encryption. But Wi-Fi’s security issues likely won’t be resolved by 2016, Macquarie predicts.
Still, the clock is ticking for 4G.
4G’s limitations are inherent in the technology that makes it work: Airwaves are limited, and you can only cram so much data into one MHz of spectrum.
That’s why the two biggest carriers — AT&T and Verizon — place data caps on their customers. Only about one-third of U.S. cable customers have an idea of how much data they’re downloading each month on their home Wi-Fi networks, but two-thirds of wireless customers track their usage, according to Macquarie.
Verizon, for example, could be offloading as much as a quarter of its mobile data traffic onto Wi-Fi networks by 2018, Macquarie predicts, costing the company nearly $1.4 billion a year in lost revenue.
Verizon could recoup those lost sales by partnering with cable companies like Comcast. Verizon could sell Comcast its wireless airwaves, providing Comcast with a 4G “quad-play” option.
That’s why wireless carriers will likely be jockeying for position to partner with cable companies, particularly Comcast. With Sprint’s sub-par 4G network, AT&T’s ties to U-Verse, and Verizon’s FiOS and congestion issues, T-Mobile is the likeliest wireless company to win over Big Cable, Macquarie predicts
The “Internet of Things” (IoT) has recently exploded as a hot new “thing,” fueled in part by Google‘s and Cisco’s increasing strategic investments, and an estimated $19 trillion dollar market opportunity
While early adopters are now experimenting with creative ways to leverage IoT as a conduit for deeper audience engagement, IoT hasn’t reached critical mass yet; IoT discussions still live inside the walls of “digital innovation” and “new product development.”
At the crux of IoT discussions for digital media is a rather simple, yet entirely disruptive concept — that individual physical products can become their own media platform for brands. In other words, a connectable product (anything from a bicycle to a soda can that consumers can engage with via their smartphones) can act as its own media channel — operating alongside TV, mobile, magazines and other media channels — and tapping into consumer behavior to create an entirely new form of CRM through physical objects. This concept — products as interactive media — has vast implications for the media landscape.
As products become connected, the game changes completely for brands, shifting marketers’ strategy from the traditional push model to a more intelligent pull model. A connected product provides a brand with a direct, real-time interface and interaction point with the consumer. Instead of pushing content toward consumers at the best guesstimated time to catch their attention, brands can engage with consumers who are proactively opting in to receive content when they most need it and when they are most engaged with the brand’s product.
Data is the key to enriching the consumer’s experience
Marketing executives are just beginning to open their eyes to the limitless marketing opportunities enabled by IoT. There is still a world of innovation before us, and if the industry can embrace the disruptive idea that products can serve as their own digital media channels, we’re off to a great start.
I principali operatori tlc europei si stanno preparando per la competizione nella nuova frontiera del settore, ovvero la connessione di auto, abitazioni, utenze e altri dispositivi, oltre agli smartphone e gli altri dispositivi wireless.
Come scrive il Wall Street Journal, per anni AT&T e la rivale Verizon Wireless di Verizon Communications hanno guidato il cambiamento degli operatori delle telecomunicazioni statunitensi, e hanno visto la nicchia dell’internet delle cose, come il monitoraggio degli ordini, espandersi in business globali. Dopo aver visto la propria rendita principale delle telecomunicazioni superata dal business “machine-to-machine”, e i flussi di reddito tradizionale contratti da condizioni di mercato difficili, le compagnie europee di telecomunicazioni stanno considerando l’internet delle cose in quanto fonte primaria per nuove entrate.
“Siamo una delle poche aree dell’economia che cresce,” afferma Surya Mendonça, il responsabile globale per il mercato internet delle cose di Teléfonica.
Lo sviluppo delle automobili connesse è uno dei settori più attivi, sia per la competizione tra le compagnie di telecomunicazione stesse che per la competizione con i giganti della tecnologia.
Le case intelligenti sono un altro terreno di scontro.
Gli operatori delle telecomunicazioni stanno anche guardando alle utilities, sperando di capitalizzare sul mercato non appena le disposizioni vigenti in materia di energia si irrigidiranno.