Month: April 2006

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Interview mit dem Zukunftsforscher Paul Saffo

Auch der iPod liegt voll im Trend. Warum eigentlich?

“Weil er kein Produkt, sondern ein System ist. Ohne das Online-Geschäft iTunes, wo man Songs einkaufen kann, wäre der iPod ja nur ein weiterer hübscher MP3-Player. Apple liefert aber ein ganzes Erlebnispaket, ein ganzes System von Diensten. Ich kann nicht nur Musik online kaufen, sondern auf die Web-Seite von Stanford gehen und mir Vorlesungen als Podcast herunterladen.”

Rethinking the Value of Talent

Jeffrey Joerres and Dominique Turcq in strategy+business on Rethinking the Value of Talent:

“Two significant barriers stand in the way of a more productive or strategic approach to recruiting, developing, and deploying employees.

First, many managers are reluctant to categorize people, for fear of appearing elitist.

Second, human resources departments typically classify individuals according to the functions or the business units “the vertical silos” in which they work, not how essential their roles are, or what experience or other personal qualities are required to perform the role. No attempt is made to classify people horizontally across functions or business units, according to how “business-critical” they are.”

Trends im Softwareentwicklungsmarkt 2006

Die Newmedia-Branche wird am Standort Deutschland auch weiter eine Zukunft haben. Nach der aktuellen adesso-Umfrage “Trends im Softwareentwicklungsmarkt 2006” sehen die IT-Entscheider in deutschen Unternehmen erhebliche Schwächen bei der Offshore-Softwareentwicklung. Zwar werden den Anbietern aus Billiglohn-Ländern Kostenvorteile bescheinigt, doch dieser Preisvorteil wird durch den deutlichen Vorsprung deutscher Dienstleister bei Produktivität und Fach- bzw. Prozesswissen mehr als ausgeglichen.

Dazu adesso Vorstand Dr. Rüdiger Striemer: “Die Umfrage-Ergebnisse zeigen klar, mit welchen Qualitäten deutsche Anbieter im internationalen Wettbewerb punkten können. Speziell bei komplexen und fachgetriebenen Entwicklungsvorhaben fündividualsoftware wird sich Fachkenntnis und Produktivität durchsetzen. Gleichzeitig beobachten wir in letzter Zeit eine Zunahme der Modell-getriebenen Softwareentwicklung, durch die neue Anforderungen an das Profil des Softwareentwicklers gestellt werden. In Zukunft wird verstärkt der kommunikationsstarke Prozess-Experte und nicht mehr der reine Techniker gefragt sein.”



Ajit Jaokar: Tim O’ Reilly’s seven principles of web 2.0 make a lot more sense if you change the order

Ajit Jaokar has made an attempt to formulate a unified theory of Web 2.0 based on the seven principles layed outlined by O’Reilly. According to Ajit Web 1.0 was hijacked by the marketers, advertisers and the people who wanted to stuff canned content.

His recap about Web 2.0:

  • What is web 2.0? It’s the intelligent web.
  • What makes it intelligent? We do.
  • How does it happen? By harnessing collective intelligence
  • What do you need to harness collective intelligence? The other six principles!

Business and I.T. Must Work Together to Manage New “Web 2.0” Tools

A white paper by Dennis D. McDonald and Jeremiah Oeyang:

“Significant opportunities to meet market and customer needs are emerging as corporations harness the next generation of “Web 2.0″ tools and applications. Many business units recognize this and want to move quickly. But are corporate I.T. (Information Technology) departments ready — and willing — to provide the needed support?”

On Corporate Resistance to Enterprise Web 2.0

Dennis D. McDonald on enterprise acceptance of Web 2.0:

“What’s this got to do with enterprise acceptance of Web 2.0 applications developed using new technologies and development tools?

I don’t pretend to understand all the software architecture ins and outs, but it seems to me that if Web 2.0 applications built around AJAX and related technologies are to succeed in the “enterprise” a LOT of dice have to roll the right way, such as:

  • Tools, development, and testing processes must continue to mature (this is happening).
  • Tools, development, and testing processes must be accepted into the enterprise — in addition to, or in replacement of, the architectures that are already there (e.g., how many development platforms is an IT department willing to support?)
  • Data security and stability issues must be solved — especially when it comes to handling sensitive customer and financial data.
  • The new architecture must deliver — and have documented — (a) reduced costs, (b) added benefits, or (c) both (a) and (b).

Company executives must be willing to accept a new network architecture paradigm along with its frequent association with “social networking” functionality that many people are still not comfortable with.”

The Boom is Back

FORTUNE Magazine on Net Companies
by Adam Lashinsky:

“You don’t need us to tell you that today the Net is fulfilling many of the visions its wild-eyed prophets were preaching about just a few years ago. All the impossibly cool applications that seemed so elusive in the late 1990s–Internet phone calls, (legal) downloadable music and movies, high-speed web access on cellphones, online bill paying–are a taken-for-granted part of daily life. Young people talk about themselves and their favorite rock bands at MySpace. College students get the 411 on this weekend’s party at Facebook. Moms post their family photos at Flickr. Dilberts waste their companies’ time watching homebrewed videos on YouTube.”

Learning and Social Software

Line56 on Learning and Social Software
by Ulises Mejias:

“Innovations in educational technology are often seen as opportunities to transform learning, and social software (blogs, wikis, social bookmarking, etc.) is no exception. But are the tensions between pedagogies and social software the result of attempts to make the latter conform to traditional teaching practices, or are they signs of real opportunities for rethinking learning processes?”