Source: Technology Review
A massive FCC spectrum release—and new advances in wireless technologies—accelerate an era of incredibly fast data.
Mobile data consumption is soaring, but a broad set of technology advances is poised to transform what today’s smartphones and other wireless mobile devices can do—ushering in high-resolution video and fully immersive, 3-D environments.
At the NYU Wireless lab in Brooklyn, students are testing prototype equipment—forerunners to next-generation phones—that are able to transmit a blazing 10 gigabits of data per second, all while moving around crowded courtyards.
And Samsung recently showed how a car traveling at 25 kilometers per hour could maintain a gigabit-per-second connection as the car moved in and out of range of mobile transmitters called base stations. Read the rest of this entry »
Source: The Economist: Schumpeter
A book on the persistence of elites is an unexpected guide to getting a good job
MANAGEMENT consultants, investment banks and big law firms are the Holy Trinity of white-collar careers. They recruit up to a third of the graduates of the world’s best universities. They offer starting salaries in excess of $100,000 and a chance of making many multiples of that. They also provide a ladder to even better things. McKinsey says more than 440 of its alumni run businesses with annual revenues of at least $1 billion. The top ranks of governments and central banks are sprinkled with Goldman Sachs veterans. Technology firms, though they are catching up fast, have nothing like the same grip on the global elite.
Which raises a pressing question: Read the rest of this entry »
Source: The Economist: Schumpeter
The management-pundit industry is a shadow of its former self
IT IS customary nowadays for management gurus to preach that competition is fiercer than ever. Rita McGrath of Columbia Business School talks about “the end of competitive advantage”. Richard D’Aveni of the Tuck School of Business refers to “hypercompetition”. Ram Charan, a consultant and writer on management, lauds “The Attacker’s Advantage”.
Yet the management-guru industry itself seems remarkably stable. Competitive advantage is strikingly enduring, competition is far from “hyper” and the defender has the upper hand. The latest two “Thinkers50” rankings of the world’s leading management pundits, published in 2011 and 2013, show no change at the top, with Clay Christensen of Harvard Business School and the duo of Chan Kim and Renée Mauborgne of INSEAD ranking first and second respectively. Two of the most prominent business books of the past few months have been retreads rather than new publications with new ideas: the tenth-anniversary edition of Mr Kim’s and Ms Mauborgne’s “Blue Ocean Strategy” and the 20th-anniversary edition of Don Tapscott’s “The Digital Economy”. It is a far cry from the glory years of the 1980s and 1990s, when “In Search of Excellence”, by Tom Peters and Robert Waterman, sold 3m copies in its first four years and “Re-engineering the Corporation”, by James Champy and Michael Hammer, touched off a global re-engineering craze. Read the rest of this entry »
Die WordPress.com-Statistik-Elfen haben einen Jahresbericht 2014 für dieses Blog erstellt.
Hier ist ein Auszug:
Eine Cable Car in San Francisco fasst 60 Personen. Dieses Blog wurde in 2014 etwa 3.600 mal besucht. Eine Cable Car würde etwa 60 Fahrten benötigen um alle Besucher dieses Blogs zu transportieren.
Die WordPress.com-Statistik-Elfen fertigten einen Jahresbericht dieses Blogs für das Jahr 2013 an.
Hier ist ein Auszug:
Ein New York City U-Bahnzug fasst 1.200 Menschen. Dieses Blog wurde in 2013 etwa 4.000 mal besucht. Um die gleiche Anzahl von Personen mit einem New York City U-Bahnzug zu befördern wären etwa 3 Fahrten nötig.
Die WordPress.com Statistikelfen fertigten einen Jahresbericht dieses Blogs für das Jahr 2012 an.
Hier ist eine Zusammenfassung:
600 people reached the top of Mt. Everest in 2012. This blog got about 5.600 views in 2012. If every person who reached the top of Mt. Everest viewed this blog, it would have taken 9 years to get that many views.
Vielen Dank für Ihr Interesse und Anteilnahme! Wir wünschen ein frohes Weihnachtsfest.
Als kleines Geschenk überreichen wir die besten Sprüche des Jahres und unseren Vorschlag für die besten Business Books 2012:
Thanks for your interest to follow us. We wish you a merry Christmas!
As Xmas gift we attach the wisdom nuggets (published every month) and my favorite list od the best business books 2012.
Source: The New York Times
Some years ago an engineer at Google told me why Google wasn’t collecting information linked to people’s names. “We don’t want the name. The name is noise.” There was enough information in Google’s large database of search queries, location, and online behavior, he said, that you could tell a lot about somebody through indirect means.
The point was that actually finding out people’s names isn’t necessary for sending them targeted ads. It can probably lead to trouble, as Google’s own adventures in Wi-Fi snooping show. Even without knowing your name, increasingly, everything about you is out there. Whether and how you guard your privacy in an online world we are building up every day has become increasingly urgent.
“Privacy is a source of tremendous tension and anxiety in Big Data,” Read the rest of this entry »
In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you’ll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change. The dynamic is not unlike that of arteriosclerosis: after years of relative inactivity, the slow accretion of arterial plaque is suddenly revealed by the business equivalent of a myocardial infarction. The only option at that juncture is a quadruple bypass: excise the leadership team, slash head count, dump “non-core” assets and overhaul the balance sheet.
Why does change have to happen this way? Why does a company have to frustrate its shareholders, infuriate its customers and squander much of its legacy before it can reinvent itself? It’s easy to blame leaders who’ve fallen prey to denial and nostalgia, but the problem goes deeper than that. Organizations by their very nature are inertial. Like a fast-spinning gyroscope that can’t be easily unbalanced, successful organizations spin around the axis of unshakeable beliefs and well-rehearsed routines—and it typically takes a dramatic outside force to destabilize the self-reinforcing system of policies and practices.