digital economy

Borge’s Map

“we now use the country itself, as its own map, and I assure you it does nearly as well”

Ubiquitous Sensing. The number of Internet-connected devices hit 8.7 billion in 2012. IP-enabled sensors are projected to exceed 50 billion by 2020. The number of sensors of all types is variously projected at between 1 trillion and 10 trillion between 2017 and 2025. The lower estimate translates to 140 sensors for every man, woman, and child on the planet.

Ubiquitous Connectivity. Mobile broadband subscriptions reached 2.3 billion in 2014—five times the number in 2008. The smartphone is the fastest-adopted technology ever; the biggest absolute growth is in India and China. At the end of 2014 there were nearly 7 billion mobile-cellular subscriptions globally—nearly one per person on Earth.

Convergent Data. The world’s production of data grew 2,000-fold between 2000 and 2012. Its stock of data is expected to double every two years; 99 percent of it is digitized and half has an IP address. This means that half of the world’s data can now be put together, at near-zero cost, to reveal patterns previously invisible. Half of the world’s data is already, technically, a single, universally accessible document.

borges map

Sources:

http://digitaldisrupt.bcgperspectives.com/#

http://en.wikipedia.org/

accrual

Accrual

Accrual or accumulation of something is, in financial terms, the adding together of interest or different investment sources over a period of time.

It holds specific meanings in accounting, where it can refer to accounts on a balance sheet that represent liabilities and non-cash-based assets used in accrual-based accounting. These types of accounts include, among others, accounts payable, accounts receivable, goodwill, deferred tax liability and future interest expense.

For example, a company delivers a product to a customer who will pay for it 30 days later in the next fiscal year, which starts a week after the delivery.
The company recognizes the proceeds as a revenue in its current income statement still for the fiscal year of the delivery, even though it will get paid in cash during the following accounting period. The proceeds are also an accrued income (asset) on the balance sheet for the delivery fiscal year, but not for the next fiscal year when cash is received.

Similarly, a salesperson, who sold the product, earned a commission at the moment of sale (or delivery). The company will recognize the commission as an expense in its current income statement, even though the salesperson will actually get paid at the end of the following week in the next accounting period. The commission is also an accrued expense (liability) on thebalance sheet for the delivery period, but not for the next period when the commission (cash) is paid out to the salesperson.

notfit

One Size Doesn’t Fit All

The new consumer and its choice alternatives

 

{Infinite Loop} Begin;

“As we get deeper into filters and how they work, it helps to get an overview of their many types.

Let’s start with music.

Here are some of the many different filter types a typical user on Rhapsody might encounter in a single session as she or he looks for new music.

From the front page, a user might start with category, wich is a form of a multi-level taxonomy.

Let’s say you begin in Alternative/Punk and then choose the subgenre Punk Funk. In that category, there’s a best-seller list, wich is led by Bloc Party… If you click on Block Party, you’ll find that pattern matching has created a list of related artists, wich includes the Gang of Four. A click on that produces the list of “followers”, wich is a form of editor recommendation (you may also be pesuaded by the editorial review).

Among those…

View original post 469 more words

The Future of Wearable Technology

disrupt

The Future is Unknown

And that’s for sure. The best we can do is try some level of prediction, besides acting in deciding our own path.

“We simply do not know what the future holds.”

— Peter L. Bernstein

In life we have to play hard and give our best all the time. It sounds a little cliche, but let me to continue, besides trying hard we must be ready to adapt ourselves to the new. And what is the “new”?

The “new” is what life is becoming every time, every moment, everywhere. The uncontrolable path trough which life evolve, totally out of one’s control, can be named the “new”.
In fact, it can have many names. Who cares?

“We cannot predict the future, but we can create it…

None of us can predict with certainty the twists and turns our lives will take. Life is uncertain, the future unknown. This is neither good nor bad. It just is, like gravity. Yet the task remain: how to master our own fate, even so.”

Great by choice, Jim Collins and Morten Hansen

Image

Quality Services

The following text was extracted from the book “The Credit Union World”, by Wendell Fountain, emphasizing the significance of Quality in service provision and its basic components.

“High-quality member service is not difficult to deliver. It depends on the constraints which the employee has to operate within; those are usually imposed by management, and the attitude of the employee.

Attitude is one thing of which an employee has control. No one can take away a positive attitude; a person must be willing to give it up. If employees are taught and encouraged to follow the fundamentals, it is difficult to fall short in the member relationship management process. So much depends on training and the willingness of the trainee to internalize the significance of such a simple method. The better the training the more likely that service will be delivered properly. Members and other consumers have become so accustomed to mediocrity that excellent service is perceived to be exceptional, consumers get excited.

What credit unionists, at all levels, should want are excited members because of excellent service. Once excellent service becomes an embedded cultural process, members expect nothing less and that should be the goal of all credit union leaders and managers.

If credit unions just practice the fundamentals, by delivering excellent service, member relationship management should be a given.”

An interesting point presented in this very few lines. Basically, half the process is under influence of external factors, or physical constraints, and half is influenced by internal factors, mainly positive attitude.

I totally agree with it.

Given that a service is an intangible commodity, like computer software, what if we extrapolate this concept to software products and services?

A software program is like a living creature, it grows throw unpredictable paths while users interact with it, adding personal experience to the user interface. Some operations have to defend themselves from end-user “creativity” while others explore it as a potential value generator. So, the positive attitude might not be a matter of intelligence, sophistication or operational procedures, but also good and structured programming, well designed interfaces, rational layouts, communication and a few other nudges.

Software products has technological considerations like platform update or even structural upgrade of installed base– database, servers, networks, middleware, packages, clients, …,– as technology itself is a never ended product because Evolution never reach an end.

Add the fact that businesses are complex routines in most of the cases.
The divide to conquer approach doesn’t make thing easier, it only make things possible. For machines all things are mathematical operations, but for human intelligence, decode this assumptions in machine language is quite a challenge.

It might look that the comparison between quality service for the financial market and software products wasn’t so clear, but the point here is that complex things are derived from single activities, and this activities are basically a combination of physical constraints and positive attitude, for the best cases.

credunworld

Loyalty

This is a series of snippets from The Credit Union World, by Wendell Fountain, under the category Bank (new in this blog), discussing the challenges behind Credit Union Operations (chap. 13).

Branches–Bricks and Mortar

Most Credit Unions today, as well as other Financial Institutions, face the dilemma of whether or not to build a brick and mortar branch.

In the 1990s, the credit union literature was replete with articles about how the electronic boom was going to make physical branches obsolete — well that just hasn’t happened. Boards and managements wrung their hands in despair, what to do, they thought, because many members wanted a convenient, physical branch.

How have credit unions responded to this dichotomy? The answer is… in about as many ways as one can imagine.

Credit unions are building new branches, sharing branches, placing small facilities in grocery stores or other business which have customers in common, providing more electronic services than ever through electronic/automated branches, call centers, ATMs, credit cards, debit cards, gift cards, the Internet, and on and on.

Yet, it is still not enough.

The leadership …have found that their membership constituencies are not easy to please.

They want everything and want it now!

And, if their credit union won’t give it to them, some financial institution will.

Forget loyalty, it’s dead and gone!

Competitive forces buried that concept and practice many years ago.”

A particular trait of the New Consumer, the 21st century citizen. The loyalty factor is not over, absolutely, it simply morphed into a more significant value generator.

The Internet brought even more diversity to the services industry. At the same time shorten distances while amplify customer’s voice. It is for sure the prevalent alternative for the near future, and banks, as well any other service provider, must invest and develop this force, turning into an identity trait for the brand.

I believe it is easy to see that the old-style service offered by most credit unions and banks around the world is going to change in the near future. It simply do not fit the model. I also believe that convenience, as well as security, are some of the driving forces, but innovation is the king.

Loyalty_article

customerinsightgroup.com/loyaltyblog/

GNR

“There are few things of which the present generation is more justly proud than the wonderful improvements which  are daily taking place in all sorts of mechanical appliances… But what would happen if technology continued to evolve so much more rapidly than the animal and vegetable kingdoms?

Would it displace us in the supremacy of earth?

Just as the vegetable kingdom has slowly developed from the mineral, and as in like manner the animal supervened upon the vegetable, so now in these last few ages an entirely new kingdom has sprung up, of which we as yet have only seen what will one day be considered antediluvian  prototypes of the race…

We are daily giving greater power and supplying by all sorts of ingenious contrivances  that self regulating, self-acting power which will be to them what intellect has been to the human race.”

–Samuel Butler, 1863, four years after publication of Darwins’s The Origin of Species

 

GNR, as mentioned in the title, is in reference of the three areas of technology evolution that will soon cause the exponential shift, of which we are only experiencing the very first moments.

G – Genetics

N – Nanotechnology

R – Robotics

Very interesting to consciously experience this phenomena, from your parents to your kids, from your grandparents to your grandchildren and so on, life in an infinite loop of evolution and improvement.

 

Technology Paradigm #4

Philosophers have long noted that their children were born into a more complex world than that of their ancestors.

This early and perhaps even unconscious recognition of accelerating change may have been the catalyst for much of the utopian, apocalyptic, and millennialists thinking in our Western world.

But the modern difference is that now everyone notices the pace of progress on some level, not simply the visionaries.

–John Smart

A theory of technology evolution

In accordance with the law of accelerating returns, paradigm shift (also called innovation) turns the S-curve of any specific paradigm into a continuing exponential. A new paradigm, such as three-dimensional circuits, takes over when the old paradigm approaches its natural limit, which has already happened  at least four times in the history of computation (electromechanical, relay, vaccum tube and transistor, we’re in the integrated circuit era).

In such nonhuman species as apes, the mastery of a toolmaking or-using skill by each animal is characterized by an S-shaped learning curve that ends abruptly; human-created technology, in contrast, has followed an exponential pattern of growth and acceleration.

— Extracted from The Singularity is Near, by Ray Kurzweil. Chapter 2: A theory of technology evolution