So, there I was… wondering whether I was in a well known daily newspaper or not (a friend said he swore he had seen me in the Workplace section on Wednesday). So I went online to the newspaper’s online website (they all have one) and did a search. Lo and behold, I found the article first time, using their advanced search facility.
The biggest impact that technology will have on business is how technology will be used to break the rules of the old game, and to create a new value proposition to the client that is based on a radically different financial and operational model. The technology per se will have a minimal impact on business unless it is used to change the business model in order to radically reduce cost or enhance the service provided to the client. The organisations that have the attitude towards change and the know-how to manage its consequences will be the first to reap the benefits in a world where business reformation will become a necessity.
When you discover you are riding a dead horse, the best strategy is to dismount.
This ancient Sioux saying seems obvious enough; I mean who in their right mind would try to ride a dead horse, right? Well maybe not.
When it comes to leadership in the world, women have always had a rough deal. But the tide is turning. As we head into the uncharted waters of the 21st century, it is becoming increasingly apparent that a new set of skills and attitudes is required to make a success of leading an organisation. And women seem to possess these skills in abundance. But their first challenge will be to stop trying to act like men in order to get ahead.
In this warp-speed world it is no longer enough to learn from experience – you have to learn from the future!
The internet is getting old. So old that there are very few people who haven’t heard of it, although there are still many who’ve never used it. You know it’s getting old, not when young people talk about it, but when old people talk about it. My mother visited the other day and announced that she’d bought something from Amazon.com. Turns out she hadn’t done any of the clicking, but it was her credit card at her instruction that had completed the purchase.
“Survival dictates that human beings develop an ethics and aesthetics that favour exploiting fully those recourses that exist in abundance and economizing on those items that are in short supply.”
- Taichi Sakaiya (Gilder, 2001).
Corporate strategy is always focused on the realities of the future, yet when strategic planning sessions get underway, the mindsets are still mired in the past. A fundamental break with the past is required, as the most important lessons we can learn in the next decade are those that will come from the future. You cannot use an old map to find new land.
As professional speakers, workshop facilitators and business strategists, we use a multimedia and edutaining approach to our presentation. This means that we are constantly looking for new multimedia clips, including music and especially adverts. Adverts attempt to lock into current and emerging trends, as well as connect with the heart and soul of individuals. And it this same approach that we use in our edutaining presentations.
What woman want in business is not the corner office, or so maintains Linda Tischerler in the Febuary 2004 edition of FastCompany.
For most of the last century, the Industrial era dominated the corporate landscape. The most famous and iconic example of the power of Industrialisation was Henry Ford’s production line, and its most famous output, the Model T Ford motor car. It was dubbed ‚the car for every man‛. Henry Ford himself called it ‚the car for the great multitude‛, and had a dream of every family owning one. It was functional and simple, and you could get any colour you liked as long as you liked black. When Ford first designed the Model T, it took 13 hours to assemble. Within 5 years he was producing a vehicle every 90 seconds in his factories. Of course the real innovation wasn’t the car, it was the assembly line that built it. That was the pinnacle achievement of the industrial era: the production line. Other businesses soon borrowed the same techniques, and organised themselves like giant machines, with people becoming little more than cogs and automatons. These people would soon be replaced by intelligent machines and robots, as the Industrial era gave way to the Information age.
Or is it starve a cold and feed a fever? It really doesn’t matter, since both are wrong. Whether you’re burning up or nursing a cold, good, ample nutrition always aids in the healing process.
Twaddle. This is silly and dangerous, as the greasiness holds the heat inside the skin, deepening the burn and making it more severe. Cool (not cold!) running water will effectively reduce the heat and minimize damage.
We are in the process of building a great company. Well that is how I feel anyway. As I have been thinking about TomorrowToday.biz I would like to share some thoughts concerning how we are configuring in the hope that they will foster understanding, create dialogue and thereby contribute in some small way to my initial assertion namely, that WE ARE BUILDING A GREAT COMPANY. And don’t forget to include that little (as far as words go) but hugely important word, ‘process’ in the mix.
Written by Pieter Geldenhuys and Manfred Paeper.
(An abstract of the soon to be published article ‚Strategic Implications of
Nanotechnology in South African Textile Manufacturing‛ in the South African Business Review)
Everything we see around us is made up of atoms – the elemental building blocks of matter. The major technological ages of humankind have been defined by what untold numbers of these atoms can do in the guise of macroscopic objects.
Nature has played the game at this level for billions of years, building stuff with atomic precision. ‚Nanomachines‛ of DNA and RNA – perfect down to the last atom – generate the very basis of life.
‚We make almost everything by tearing stuff apart‛. For example, to make cotton fabric, we harvest and gin the bolls, blend the fibres, draw and wind it into yarn for knitting or weaving into greige. Further processing ultimately renders finished cloth for making up.
But what if we could work ‘from the bottom up’ and construct material from atoms, the smallest building blocks of matter. The idea has been percolating since 1959, when Nobel prize winning physicist Richard Feynman, gave a speech titled ‚There’s Plenty of Room at the Bottom‛ where he argued that ‚the principles of physics, as far as I can see, do not speak against the possibility of manoeuvring things atom by atom‛ (Feynman, 1960:7)
Less than fifty years ago, such promise was the domain of poetic whimsy, akin to Blake writing in Auguries of Innocence of ‚See[ing] the World in a Grain of Sand‛ (Blake, 1800:1)
Over the ensuing years, chemists and biologists have tried to unravel the mysteries of molecular structures from the ‘bottom up, while physicists and engineers devised ever smaller machines from the ‘top down’. Their confluence is providing an ‚epochal cross-fertilisation of knowledge ‌ and conceptual turbulence of world views‛ (Crandall, 1996:21). Atoms are incredibly small, measured in nanometres – billionths (10-9) of a metre. When IBM researchers in 1981 first saw individual atoms and molecules revealed by scanning tunnelling microscopy (STM), it ‚truly was like discovering a new world‛ (Gavaghan, 2000:619).
Until fairly recently it was a world that science could describe only in terms of average behaviour of a block of atoms or molecules and which could be manipulated only in bulk. In 1996, Gimzewski and colleagues succeeded in precisely positioning a single molecule. While other scientists had managed this earlier at temperatures close to absolute zero, the IBM team had done this at room temperature, an important step towards constructing a molecule with a specific function.
‚Any intelligent fool can make things bigger, more complex and more violent. It takes a touch of genius – and a lot of courage – to move in the opposite direction.‛ – Albert Einstein (Harrow, 2003b:1)
Nanotechnology thus concerns itself with the directed manipulation of matter at the nanoscale.
The uses for nanotech in the short term are primarily industrial and pragmatic (Keiper, 2000). This comprises the majority of the work considered in this paper. Such thoughts are in line with that of the technology adoption life cycle, (Moore, 1991) in that the ‚chasm‛ of the technology has yet to be breached. Thus the attributes important to ‚early adopters‛ are discussed in the context of new product innovation in manufacturing rather than esoteric notions that have yet to reach anything resembling fruition.
However, the further-out vision of where nanotechnology might ultimately take us cannot be forgotten in terms of long-term strategy.
Eric Drexler was one such farsighted individual, thinking beyond Feynman’s ideas in molecular-scale technology to propose a machine termed an ‘assembler’. A very powerful principle is that if complex molecules are made with complementary surfaces, they will-self assemble to make complex structures (Lewis, 1989). To build complex structures one needs to have systematic molecular positioning to make reactions occur in very specific and complicated patterns (Drexler, 1981) The important addition is that instead of being specific, like an enzyme that can catalyse only one reaction, ‚we are talking about things that can do programmable positioning; something that is general purpose, flexible tool for construction‛ and ways of driving these reactions using external sources of energy. It appears that assemblers can ‚build anything that makes chemical sense, and at that point the main limits will be physical law‛ (Drexler, 1986:10)
While much exploratory engineering leading toward that long range goal is still required. (Rietman, 2001) the impact of nanotechnology is already being felt in virtually all spheres of life and will continue to become an ever larger object on the radar screen as humanity hurtles toward tomorrow.
The use of multiple connection points with consumers, and an understanding that consumers are now more savvy than ever and are much more active and discerning participants in the brand building relationship. A few examples have come to mind that will help us to think about the changing nature of the branding relationship in a connection economy.
The first example is actually quite a simple one and it has to do with school uniforms. TomorrowToday.biz does quite a lot of work in schools and one of the arguments that we have with them is about the school uniforms. Certainly most schools in South Africa that have a traditional uniform have a uniform designed for the European climate. I myself went to an all boys school in Johannesburg, which had long grey flannels, long sleeve shirt and tie and a dark thick black blazer as its uniform. While this was possibly useful during some of the coldest days that Johannesburg had to offer, throughout most of the year it was a cause of heatstroke and real discomfort within the school environment. The fact that we were forced to wear it between classes and at breaks did not help. We, of course, also had to make sure that our top shirt button was done up, our ties wonderfully straight and our jackets on permanently whenever we were commuting from home to school, outside of the school environment.
This is pretty much true of most traditional schools these days although some of the more modern school have moved away from this formal uniform approach. When quizzed on this, the headmasters and headmistresses of these schools indicate that they cannot get rid of the school uniform, as it is a form of branding for the school. Now this may not be exactly the words that these principals use, but the concept is nonetheless an issue of branding. For most of them it is about making sure that the image of the school in public, as their students walk through the streets of the cities, and are seen to be well dressed and well behaved. The idea is that prospective parents who are deciding which school to send their young children to, will have a look at how the students appear in public and especially how they appear so neat and tidy and respectable and would make a decision to therefore send their children to that particular school. The argument goes, ‘if we allowed the children to wear whatever hairstyle and hairdo they wanted to or if we allowed them to just wear whatever clothes they wanted to or to in some way change the appearance of their school uniform, that the good reputation and good image and branding of the school would somehow be sullied.’
All of that may be true (although I am not entirely convinced that a new generation of parents is worried about this). But, even so, the question is simply this: ‚why is the school not paying their students to carry around a permanent advert for that school?‛ In an era where branding is so important, consumers now know that they can earn money by developing and being involved in enhancing a particular brand. And anything that enhances a brand should be paid for and not be obtained for free. That is the new contract between consumers and a brand, where the consumer realises the power that they, as an individual consumer has to enhance or in someway be destructive towards a brand.
So schools should be thinking about rewarding students who enhance the brand rather than simply doing what they do today which is to punish students who in some way are detrimental to the brand.
If school uniforms are a channel (medium) for brand building, then the second example pushes this boundary even further. Creative marketing agency, Cunning (www.cunningwork.com), is offering students at British universities a fee of �88 pounds a week to use their foreheads as advertising space. They get a set of temporary tattoos and are required to wear one of these tattoos every day they go out in public. The tattoo is boldly emblazoned right on their forehead and as they walk around the university campus they become a moving, human billboard. While this may seem totally ridiculous and look the same, it is nevertheless a concept that is taking off with a few thousand university students signing up for the project and earning some much needed spending money, or for use in paying off their huge student loans. Again, this demonstrates an understanding that traditional channels for advertising and brand awareness have changed and the consumer now has much more power and influence and ability to enhance or destroy a brand very quickly. And anybody who is willing to enhance a brand should be financially rewarded for doing so.
Another example is the various forms and surveys that people are requested to fill in and return. These forms and surveys range from so-called warranty cards that ‚need‛ to be filled out and returned when you buy a new product (even though your warranty is perfectly valid without doing this) to competitions that require you to fill in masses of personal information. The same is true of any customer information forms sent to you by companies with whom you have existing accounts. All of this information is extremely valuable, especially information concerning your income and lifestyle choices, and contact details, particularly cell phone numbers and email addresses (for SMS, text and email spam mail). People are way to quick to fill out these forms and provide this valuable information completely free of charge with no reward been given in return for such valuable information. At very least your name should be entered into a pool of people out of which regular winners are selected to be given prizes. We are too quick to give away information that marketers find extremely valuable and should be paying for.
The relationship between customers and companies, between consumers and brands, has forever changed with the emergence of the connection economy. Consumers have never had more power than they do today and companies need to understand this and respect this if they are going to make a good impression on consumers and potential consumers of their products and services. No more can we expect a freebie from our customers. We need to treat them with the respect that they deserve and reward them for the input that they give to our companies and our processes. We refer to this as ‚belonging‛, ensuring that your company is more like a community, more of an organism than a machine. That it involves all of its role players; from its own staff through to its customers and even its competitors. It requires radically new thinking about brand building, channels and media of communication, and relationships between switched on consumers and your brand. This is the only way forward for companies of the future.
The oldest Gen Xers are fast approaching 35 years of age. One outcome is that they’re starting to find themselves being included in some influential forums inside of their workplaces, as they continue to challenge current structures, values, cultural norms, visions and policies. Some (most) companies have been caught off-guard. This emerging group of ‘young-snots’ is supposed to grow-up and adopt the values and world views of senior and more experienced Baby Boomers in the work-place.
If you’re responsible for the strategic direction of your business, then I’d like to suggest that you spend a little time memorizing it, because it’s possibly one of your biggest challenges.
What will be the next great shift in leadership? What will represent the next Rubicon for those in leadership? What will leadership 21C require?
The traditional viewpoint of describing the Internet is fundamentally that the Internet is a utility. Just as electricity and water are described as utilities, the Internet is seen as the new utility. The implication of a utility is that an organisation cannot survive long without it.
As a child, my mother led me to believe that if my ears glowed, someone, somewhere was talking about me. More recently though, I came across the real reason for red ears (which now makes me wonder about the validity of the tooth fairy).
Industry Analysis from an Outsider, #3 � Movies
This is the third in an ongoing series that takes the view of a complete outsider into certain industries. Without in any way even attempting to understand the operational constraints and the concepts within an industry, this particular series of articles has a look from a customer and connection economy perspective at certain industries with which we interact on a daily basis. And purely from a customer perspective aims to ask a few critical questions. These questions may be helpful to industry insiders as they plan how to make the next evolution (or quantum shift) in their businesses.
In an environment that worships innovation, too few companies have the guts to really do what it takes to generate new ideas. Unless a company is pushing the boundaries back, it won’t be innovating. To push boundaries, requires experimentation, and that implies failure � some experiments will work, and some won’t. But, are you prepared to tell your customers that you’re trying so hard, that sometimes you’re going to fail?
Introduction
More and more companies are doing it. Just the other day I sat in a conference with one of South Africa’s multi-nationals and they were doing it. Chances are, if your company hasn’t started doing it, it’s going to start fairly soon.
What is the ‘it’ that they’re starting to do? They’re starting to see their employees and associates as more than simply resources to be arranged, motivated, and controlled to make more money. Someone has finally cottoned on to the fact that they’re human beings who are really valuable and part of a bigger system, that includes time and space outside of the working environment. I’ve actually observed companies actively engage their people about healthy ways to live, and helpful information on how to ensure a longer more fulfilling life.
The healthier people are, the happier they’ll be, and the more they’ll enjoy their work. Finally business is starting to understand that if you can get that right, there’s a direct link to productivity, customer satisfaction, market growth, and bottom line profit. Wonder why it’s taken so long to work that one out?
TomorrowToday.biz has started a new series that focuses on healthier living. Here’s to a longer healthier life, for you and me.…….
The era of transparency is built on the invisible future. The only problem is – the invisible future is already here. We’ve said goodbye to our telephone answering machines. Now say goodbye to CDs, DVDs and phones. And what next? Welcome to the edge of the transparent economy where companies will no longer be able to hide behind information asymmetry. The customer will have exactly the same pricing information about the product that the seller has. In a world where all products are becoming utilities or commodities, a new basis of competition will emerge where information symmetry is a given.
For leaders everywhere there was a significant but subtle scene in the blockbuster movie, Gladiator, one that would have been easy to miss but from which we can learn a great deal.
The scene has Emperor Marcus Aurelius, encamped with his troops in battle, sitting in his tent writing by candlelight. Marcus Aurelius, ruler of a vast empire, in the front lines with his troops, yet disciplined in keeping a journal � remarkable! In his journal he recorded his reflections of who he was and how he believed he should rule. He called his journal, ‘To Himself’ but centuries later it came to be renamed, ‘Meditations’.
Recently I was sitting with a senior manager within the finance department of a national wholesale group. His boss, the Financial Director, has been experimenting with some pretty whacky stuff within the department in an endeavour to significantly transform the mindsets and behaviours of the 70 plus staff within the team. Some revolutionary things are taking place and the place is buzzing with energy and creativity‌and yes, we are talking about a financial department here! They have renamed their part of the corporate turf the, ‘Crazy Zone’ and any visitor to their turf is greeted by a large colourful sign warning them that they are about to enter ‘The Crazy Zone.’ Having entered the zone one is confronted by another sign above the desk of the first person one encounters which reads, ‚Director of First Impressions‛. The tremors emanating from this area are beginning to be felt throughout the company. I heard of some amazing things taking place that were shaking loose individual creativity that of course had always been there, but had remained hidden like age-rich timber flooring under old worn carpets. An environment is been crafted where anything is considered possible and ‘miracles’ expected. It is an unfolding story that I have no doubt will one day be told with pride and no small measure of amazement.
With this in mind I turned the conversation with the manager to how he felt in all that was happening and in which he was a key role player. He spoke of new insights that were gaining ground in his thinking as well as some of the adapting and changes he was making to his preferred style of management. As he spoke, it was obvious that what was taking place here could only be described as, ‘authentic personal growth’ � the real thing!
He was being invited to replace a habitual management style, one orientated around working from memory – doing it ‘the way it had always been done’ with one that was being shaped by innovation. His enthusiasm was infectious and he had far more questions than answers‌something I like in a leader and a sure sign of someone eager to grow!
I encouraged him to take a lesson from our friend Marcus Aurelius and to record the journey. To begin a kind of, ‘Captain’s Log’ as done by the intrepid Captain Kirk of Star Trek, who dared to venture where none before him had gone. After all, it seems that my manager friend and Capt. Kirk have plenty in common! The challenge was to write a journal that would record his journey and perhaps even serve others who may wish to follow.
But there are further lessons for those in leadership from the writings of Emperor Marcus Aurelius.
In the early part of his reflections he muses about those who have influenced him and contributed to shaping his own character and style of leadership. The lesson is the need to learn from others � and yes, even Emperors it seems can learn from others! One of the tragedies of so much of current leadership, influenced as it is by modernity, is the prevailing undertow that leaders cannot be learners. Somehow it seems that once the mantle of leadership is grasped, answers replace questions and certainty replaces doubt. Often this is as much the conditioning of external expectations as it is internal mindsets and attitudes. Leaders are not permitted to admit they remain learners and there can be no big red ‘L’ signalling ‘Caution: ‘Learner Leader’, pinned to their back. After all, by virtue of their position as reflected in impressive titles, they are expected to have the answers, know the direction and maintain control.
Or so it seems.
Smart leaders are those who understand learning to be a life long process with the responsibility of leadership simply offering even more enhanced growth opportunity. These are the leaders who don’t mind the big red ‘L’ sign and who even place under it yet another sign that asks, ‘How is my leading?’ Their journey is marked by reflection and searching: reflecting about those who have shaped them and searching for those who will continue to influence them. They are also smart enough to know that in their search they will encounter teachers in the most unlikely places‌a child, a homeless person, the fruit seller, a pensioner, the person who serves them their coffee or washes their car.
Yet another lesson to heed from our friend Marcus is the danger of leaders becoming embroiled in the busyness of leading. Slowly like an antelope trapped in ever deepening quicksand (I had wanted to write ‘like an elephant caught on a peanut butter sandwich’ but after all, this is a serious article!), perspective is lost and the ‘big picture’ becomes blurred. Soon they are trapped in the detail or perhaps retreat to the comfortable. The balance shifts and tilts dangerously towards the ‘doing’ (activities) of leadership at the expense of the ‘being’ (character) of leadership. The tyranny of the urgent squeezes out the important in their daily routines and, like the smoker who will always tell you that they can ‚give-up the habit at any time‛ � they don’t (and perhaps can’t). And so they carry on until some or other crisis stops them dead in their tracks, by which time it is often too late!
Regular visits to a journal will help prevent such crippling arthritis from creeping up on a leader. Learning to be honest in a journal is a challenge all of it own. But the evidence of such will be soon become apparent in the daily transactions and challenges that characterise the ‘display-window world’ of corporate leadership. After all, if you can’t be honest with yourself, how can you be honest with others?
Finally (for our purposes at least), the lesson that we take from this wise Emperor who took time to write to himself (and I believe primary for himself) is that of personal renewal. His journal offered the gift of recharging, energizing and empowering himself. Today we are encouraged to locate external sources for all this and hence the role and place of ‘motivational speakers’. However, authentic, lasting motivation can only come from within oneself.
Last year whilst in Hawaii, I interviewed Professor Nick Barker, a good friend and the Director of Leadership Education at the University of Hawaii’s East West Centre, for our TT.biz ‘Resources for Busy Business People’. Answering the question what would be the advice he would give himself were he able to go back to when he was beginning his career, (a real ‘back to the future’ type question if ever there was one!) Nick replied that it would be to remind himself to always work at holding up mirrors that would enable honest reflection. It was a wise answer from someone who is helping shape leaders from throughout the South-East Asia Pacific area. Reflecting on who we are and what we encounter, is the very soil from which meaning, purpose, perspective and motivation grow.
So where to start?
Why just today, I attended the memorial service of an amazing 81 year old who had, to borrow from Scott M. Peck, ‘lived, loved and left a legacy’ before succumbing to cancer. The service had her unmistakable imprint and was an inviting pause to reflect on life, death and all that is important. But woven into the day’s tapestry was also the continued conversation with the manager, the unexpected meeting of old friends at a coffee shop (while writing this) â€? and the added delight of meeting their still freshly gift wrapped baby (and marvel at the contagious glow of new parents!), not to mention the many other ‘small’ and ‘coincidental’ conversations that have taken place; all of which offer hidden treasures for learning and growth…if only I take the time to pause and look. The gift of serendipity is all around us!
Why not make that cup of coffee, pick-up a pen, the promise of a blank page, and reflect on your day‌
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I don’t know about you, but I can’t stop smiling at the South African Post Office’s current radio advertising campaign. If you haven’t heard any of them, then let me do my best to describe the gist of what they’re trying to say. (I’m sure Post Offices around the world have or are considering similar creative directions)
Basically they’re highlighting the ‘immediacy’ flaw of new communication technology, and then doing their best to convince you that writing and then posting a letter allows you to be far more deliberate about what you’re trying to say, and therefore minimising the chance of an error. So while you can’t delete a spur-of-the-moment voice mail or e-mail, you apparently can ‘say it better’ when pouring over a hand-written, hand-posted and hand-delivered letter.
What they fail to mention is that a traditional hand-written letter has tremendous downsides, hence the reason we’ve abandoned it – costs more; may arrive too late; may not arrive at all; might be mistaken for a bill or bank statement and never ever opened (who else uses traditional mail?); may cause the recipient to wonder if you’re one of those ‘green people’ who either despises or is afraid of the awesome technology advancements available to us, etc, etc.
I am sitting in a little cafe looking out onto the main square in St.Petersburg, Russia. The snow is pilled up outside and the clear skies allude to a warmth that simply isn’t there. Not to this African at least!
Refreshingly different; full of passion; street smart; not easily fooled; ready for anything (rfa)
Somewhere between 21 and 34 (more about mind than body)
The world is changing. We all know that. But what is it changing to? And who will have the competitive advantage in the next few years? Graeme Codrington, of TomorrowToday.biz, offers his view on how to outshine your competitors and really make your customers love you.
One morning 2 weeks ago my daughter came down stairs dressed and ready for school with a very interesting design on top of her head. She had combined an alice-band with a scrunchie to be used with that days hair design. She proudly announced to all who would listen that she looked like Po (the red Telly Tubby). My wife took one look at this and said something to the effect of, ‚You can’t go to school like that. You look funny.‛
‚Aaggh‛, I though to myself, ‚it’s starting already.‛
Our ability to comprehend and process frameworks increases as we get older. A small child, for example, cannot understand that the family pet is both a dog and a puppy. It can only be one of them. Any attempt to persuade them any different will only lead to confusion and not understanding. As we get older, our ability to deal with the complexity of different, but complimentary frameworks increases.
‘Everything I really need to know about leadership I learnt from the kids’ is a book in progress. A process that my partners note somewhat wirily is proving to be as long as the title! But kids, like wine and good leadership, take time to mature I constantly remind them � something I suspect they will soon ‘get’ as they watch their own families grow. Life is seasonal and unfortunately it is often that the rich joy of a particular season is only appreciated with the wisdom that comes from hindsight. For instance remember how for the first two years of our children’s existence we enthusiastically teach them how to talk and walk, only to spend the next sixteen years telling them to ‚shut-up and sit down‛!
The 11 March 2010 edition of the TIME magazine had a great cover article on “10 ideas for the next 10 years“. In the same edition, Nancy Gibbs (who has often written on generational issues for TIME), wrote an interesting short piece on how young people perceive the generation gap these days. It’s [...]
A report under this title appeared in the New York Times on 12 March 2010. It’s a great example of a few things, but especially of the power of social media, and the fact that innovation (and competition) can come from anywhere these days.
Read the story of how technology developed in the aftermath of [...]
For years banks and credit card companies have held a strangle hold over the movement of money and charged exorbitant rates for doing so. Now this is changing and fast.
Michale Ivey the founder of Twitpay has devised a system, using code that PayPal made available to him, that allows people to make payments [...]
In the last few hours the 10 billionth tweet was tweeted on Twitter. As one would imagine there was all kinds of hype and excitement, as Tweeps with the necesary skills attempted to predict the time it would happen, and I imagine even be ‘the one’?
My last tweet was 9999989724. Wild. Will be at 10 [...]
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