Defrag Keynote: Social Computing and the Enterprise-Bridging the Gap

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Slides for Keynote Address at Defrag Conference, Denver CO. November 3, 2008.

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  • Distinguidos Miembros del Congresillo o Asamblea Nacional, señor Presidente del Ecuador Rafael Correa, ministros jueces, fiscal general y demás autoridades. Me permito enviarles una sugerencia de Ley para proteger a los niños que son obligados a trabajar a pesar de que la Constitución y las Leyes los prohíben. Espero consideren mi propuesta y hagan las correcciones pertinentes a fin de que surjan leyes más justas dentro del marco legal.

    PROYECTO DE LEY DEL NIÑO OBLIGADO A TRABAJAR

    AUTOR: Ing. José Joaquín Loayza Navarrete
    Teléfono: 2280442 Guayaquil Ecuador

    EXPOSICION DE MOTIVOS:
    Debemos reconocer que a pesar de nuestra Constitución y las Leyes que existen en el Ecuador, hay miles de niños que son obligados a trabajar por sus padres, madres o personas que los crían, quienes logran acumular bienes y capitales gracias al trabajo de estos niños, así que para estos casos debemos establecer mecanismos de protección automáticos que permitan darle a los niños al llegar a su mayoría de edad la parte proporcional de todo lo que generaron.
    Muchos padres dicen a sus hijos, que tienen que aprender a trabajar desde pequeño para ser hombres de bien y responsables, pero el Estado ha establecido programas educativos eficientes proyectados para estos objetivos sin la necesidad de que los niños tengan que trabajar, sin embargo sus padres o criadores insisten en hacerlos trabajar para que adquieran mayor responsabilidad. Pues esa responsabilidad aprendida por los niños a la fuerza se traducirá en un beneficio proporcional de todos los bienes de sus padres o criadores.
    Los niños no pueden ser privados del derecho de jugar, descansar y estudiar, pero al trabajar no disfrutan de estos beneficios que otros niños si tienen y cuando se vuelven adultos, son los padres o cuidadores los primeros en desconocer todo el trabajo que obligaron a estos niños hacer para obtener todas las casas, acciones y capitales.
    Por lo cual se vuelve imperioso establecer un mecanismo legal que otorgue una parte proporcional justa de todos estos bienes a los niños cuando cumplen la mayoría de edad.

    Art. 1.- El Estado Ecuatoriano reconoce la posibilidad de que niños y niñas sean obligados a trabajar por sus padres o cuidadores, a pesar de prohibición expresa constitucional, por lo cual el propio Estado declara que estos niños tendrán como pago por los servicios que prestaron en su niñez, la parte proporcional de todos los bienes de sus padres o cuidadores responsables, solo por el hecho de haber sido obligados a trabajar durante su niñez.

    Art. 2.- Esta parte proporcional equivaldrá a la división de todos los bienes, dineros en efectivo, cuentas bancarias así como acciones de compañías, para el número de miembros de la familia que incluirán papá, mamá, hijos y el niño que fue obligado a trabajar en su juventud.

    Art. 3.- En caso de que los padres hayan conformado una compañía, e intencionalmente hayan entregado todos los bienes a esta compañía de la cual casualmente todos los miembros de la familia sean socios accionistas, el Estado desconocerá la repartición establecida en esta compañía y reorganizará todas las acciones en forma equitativa proporcional incluyendo a los niños que fueron obligados a trabajar.

    Art. 4.- Para el cumplimiento de esta disposición se permitirá a los jóvenes ya mayores de edad presentar testigos que demuestren que efectivamente estuvieron trabajando para sus padres o criadores durante su niñez y/o juventud sin necesidad de demostrar que fueron obligados, ya que los padres son los que están obligados a no hacerlos trabajar sino sólo estudiar y desarrollarse física y emocionalmente.

    Art.5.- Todo socio adicional que haya participado con capital externo para la compañía que hubiesen establecido, se respetará su parte proporcional y se utilizará para estos cálculos solo las acciones de los padres, criadores e hijos de los mismos como las del niño trabajador.

    Art. 6.- En caso de que los padres o criadores hayan contraído deudas, están no se tomarán en cuenta como responsabilidad de los niños que fueron obligados a trabajar, y todos los bienes se dividirán como si la deuda no existiera, corriendo por cuenta sólo de los padres o criadores las deudas a cancelar.

    Art. 7.- Estos derechos son irrenunciables por lo que el niño trabajador no podrá rehusar su parte proporcional en acciones de compañías, ni en bienes de capital. La razón es obligar a como de lugar que los niños no tengan que trabajar, sino sólo estudiar y desarrollarse física y emocionalmente.

    Art. 8.- En caso de que en la familia de varios niños, sólo uno fue obligado a trabajar, igual la división de bienes se tomará en cuenta a todos los niños como si todos hubieran sido obligados a trabajar. Y la razón es no dejar desamparados al resto de niños en sus derechos de herencia.

    Art. 9.- Si los padres o cuidadores están vivos, los bienes que toma el niño trabajador al ser mayor de edad serán exento de impuestos de todo tipo, ya que no son herencia sino un derecho adquirido fruto de su trabajo.

    Art. 10.- En caso de que el padre, madre o los dos padres o los cuidadores fallescan antes de que el niño cumpla la mayoría de edad, la división de los bienes se hará proporcional si el niño demuestra que tuvo que trabajar por exigencia de sus padres o cuidadores, y estarán exento de impuestos los bienes que le toca por trabajar, pero los que herede de los difuntos deberán pagar los impuestos que la ley determina.

    Ing. José Joaquín Loayza Navarrete
    Teléfono 2280442 Guayaquil Ecuador
    josejloayza@yahoo.es
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Defrag Keynote: Social Computing and the Enterprise-Bridging the Gap

  1. Strategic Advisor to Leading IT Vendors Social Computing and the Enterprise: Bridging the Gap Mark Koenig Defrag Conference Vice President, Denver, CO Saugatuck Technology November 3, 2008 Entire contents © 2008 Saugatuck Technology Inc. All rights reserved.
  2. Key Takeaways • Preliminary Conclusions from Saugatuck’s Current Research Program on Enterprise Social Computing • Social Computing appears to be evolving to become an important element of the enterprise software solution portfolio. Still, it could fail to reach its full potential in the enterprise in the years ahead. • There are four dimensions of this gap that both users and vendors must address – Social Network Integration – Information Relevance – Integration with Enterprise Applications – The Culture Shift Source: Saugatuck Technology Entire contents © 2008 Saugatuck Technology Inc. All rights reserved. Page: 2
  3. Trends Driving Enterprise Social Computing • Millennials in the Workforce – A digitally literate workforce that demands leading edge technology to Social get work done • Multi-Modality – Shifting between personal and professional mode should be seamless • Increasingly Transparent Social Graph – Getting information and using it effectively means connecting with Peers and Peers of Peers Technological • Consumerization of Enterprise IT – Enterprise technology must be intuitive and easy to use or consumer technology is will come through the side door. • Self-Publishing and Multi-Author Tools – Single-author, document-centric solutions are being replaced by multi-author collaboration tools. • Software-as-a-Service and Cloud Computing – New solutions have low up front costs, are implemented quickly, easily scaled, and enable powerful analytics Source: Saugatuck Technology Entire contents © 2008 Saugatuck Technology Inc. All rights reserved. Page: 3
  4. Social Computing Focus – Internal or External Though most of the rhetoric today is about externally focused social computing, most of the activity is still internal. By year-end 2009, the majority of enterprise social computing will be primarily externally focused, due to a greater emphasis on ROI. Focus Internal External Business • Capture & archive • Improve customer organizational intelligence satisfaction & loyalty Objectives • Improve innovation & • Improve product quality productivity through sharing • Develop & deliver new of information products and services Audience • New employees • Customers • R&D / Product Design • Suppliers colleagues • Partners • “Knowledge workers” • Recruits Technologies • Instant Messaging • Blogs • Web Conferencing • Web Conferencing • Wikis • Social Networking • Social Bookmarking • Microblogs Source: Saugatuck Technology Entire contents © 2008 Saugatuck Technology Inc. All rights reserved. Page: 4
  5. Where Are We Going? High Wave I: 2001-2009 Wave II: 2006-2012 Collaborative Point Social Networks & External Focus Solutions Communities • Project or departmental • Enterprise focus emerges Internal Focus focus • Internal and external • Mostly internal, some • Standardization of GAP external solutions Adoption • Fragmented - multiple • Creation and stewardship solutions used for similar of communities functions • Workgroups • Blogs What must users and • Wikis vendors do to bridge • Web Conferencing • Social Networks the gap? • Instant Messaging • Social Bookmarks • Wikis • Podcasting • Blogs • Video • Mobility Low 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Source: Saugatuck Technology Entire contents © 2008 Saugatuck Technology Inc. All rights reserved. Page: 5
  6. Dimensions of the Gap Issue Challenge Social Network Integration Separate networks. Different information. Inconsistently maintained. Information Relevance Assault of information – some of which has little contextual relevance. Integration with Enterprise Lack of links between social Applications networks and the enterprise applications they complement. The Culture Shift Current business culture impedes realization of business value. Source: Saugatuck Technology Entire contents © 2008 Saugatuck Technology Inc. All rights reserved. Page: 6
  7. Bridging the Gap: Social Network Integration By year end 2009, membership retention will overtake acquisition and participation as the primary concern for the majority of social network and community managers. • Users want: There is too much out there but – To be able to maintain a nothing tying it all together…. a presence in the multiple social single interface into all these networks and services that networks and services would make represent who they are. things better. Effortlessly. VP, Engineering – Global Technology Company • Vendors must: – Develop ways for a user to The user is being driven into one big social mashup. I update profile information and shouldn't have to go to four status, participate in message separate communities and be an threads, and manage connections influencer here, or viewer there with others without having to go and so on. to every single network site in Director, Social Media – Mid-sized which they are a member. Technology Company Source: Saugatuck Technology Entire contents © 2008 Saugatuck Technology Inc. All rights reserved. Page: 7
  8. Bridging the Gap: Information Relevance Configurable “intelligent agents” to help users organize and manage social information will be the next key differentiator for social software. Saugatuck expects to see the first of these solutions appearing within the next two years. • Users want: We need the software to – Help in sorting, filtering and analyzing all interpret and categorize the information inflow – RSS feeds, what people are saying social network status updates, etc. – in the system. resulting from their networks. City Planner – Mid-Sized Southern City • Vendors must: – Develop configurable and easy to use intelligent agents that learn from prior use and present information based on We need smarter feeds that track what you are reading its relevance to the user. and give you more of what – Examples: you want to read. • Netflix or Pandora. Project Manager – Multi-national Energy Company Source: Saugatuck Technology Entire contents © 2008 Saugatuck Technology Inc. All rights reserved. Page: 8
  9. Bridging the Gap: Integration with Enterprise Business Apps By year end 2010, one-quarter of business process improvement initiatives will include the integration of social information into the context of business applications and workflows. • Users want: – To be able to view social information and There can be a direct activity in the context of the use of their connection [of social enterprise business applications. information] with a flow of • Vendors must: information in a specific – Be ready to integrate to back end business process corporate systems. For example: VP Engineering – Social Software Vendor • Customer call center – view recent postings , frequency, ratings, topics of There is nothing in a CRM interest for each caller system that actually helps me • HR / Talent Management – combine win a customer. What I really user-generated employee profile need is something that tells information with formal performance me other things. These are review information more social in nature. • Product Design – integrate product VP – Large Tech Manufacturer specs from internal wikis with CAD systems to allow dynamic updating based on the linkage Source: Saugatuck Technology Page: 9 Entire contents © 2008 Saugatuck Technology Inc. All rights reserved.
  10. Bridging the Gap: The Culture Shift Through 2011, more than fifty percent of Wave II externally-focused social computing initiatives will fail to meet expectations due to misalignment with business goals or corporate culture conflict. • Users must: – Be prepared to change the way they do business Communities are, by their • Transparency very nature, cross-functional. • Open-ness They need a ‘new media • Responsiveness team’ with members from – Know your culture and define business marketing, product development, objectives and metrics to match communications, even • Vendors must: finance. All areas. This may – Counteract the unstated fear of their be too radical for some customers that sharing information openly companies. will lead to a loss of power VP, Customer Experience – Large – Map solution use cases to business Software Company objectives – Create template solutions based on best practices Source: Saugatuck Technology Entire contents © 2008 Saugatuck Technology Inc. All rights reserved. Page: 10
  11. Where Are We Going? High Wave I: 2001-2009 Wave II: 2006-2012 Wave III: 2010-20?? Collaborative Point Solutions Social Networks & Communities Cross Enterprise Networks • Project or departmental focus • Enterprise focus emerges • Mostly internal, some external • Internal and external • Fragmented - multiple • Standardization of solutions • Cross-Enterprise focus solutions used for similar • Creation and stewardship of • Boundary Free Enterprise functions communities • Standardization across Adoption • Workgroups social networks • Blogs • Web Conferencing • Wikis • Instant Messaging • Social Networks • Integration with enterprise • Wikis • Social Bookmarks business applications • Blogs • Podcasting • Aggregation and • Video Integration between • Mobility consumer / business External Focus social networks • Intelligent “agents” make Internal Focus information more relevant Low 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Source: Saugatuck Technology Entire contents © 2008 Saugatuck Technology Inc. All rights reserved. Page: 11
  12. Wrap Up • Social computing is on the verge of bridging the gap to become an enterprise-grade solution. • To bridge the gap… – Users must recognize that a commitment to social computing is a commitment to changing their approach to business – Vendors must address find ways to prevent social software burnout and to place information in context through better integration and intelligent agents. Saugatuck’s Social Computing for the Enterprise Research Program • Telephone Briefings with 20 leading vendors (12 complete, 1 scheduled) • In-depth telephone interviews with 30 enterprise social computing users (14 complete) • Research Report Scheduled for Publication in January 2009 Source: Saugatuck Technology Entire contents © 2008 Saugatuck Technology Inc. All rights reserved. Page: 12
  13. QUESTIONS? Reach me at: Twitter: http://twitter.com/mark_koenig LinkedIn: http://www.linkedin.com/in/markkoenig email: mark.koenig@saugatech.com URL: www.saugatech.com Source: Saugatuck Technology Entire contents © 2008 Saugatuck Technology Inc. All rights reserved. Page: 13
  14. Saugatuck Technology Overview OVERVIEW • Saugatuck Technology provides management consulting and subscription research services to senior executives, information technology vendors and investors – with a focus on emerging technologies and markets impacting the enterprise, such as SaaS, Cloud Computing, Web 2.0 and Open Source • Marketing and strategy experts in traditional and next-generation enterprise software and business / IT services, and IT infrastructure / platforms. • Headquartered in Westport, Connecticut with regional offices in Santa Clara, CA and Frankfurt, Germany (with regional staff in Australia (Asia/Pac) • Deep industry experience – averaging 25+ years with leading vendors / think tanks such as Gartner, KPMG, Accenture, IBM, HP STRATEGIC CONSULTING SERVICES CONTINUOUS RESEARCH SERVICES (CRS) • Market Assessment / Strategy Validation • Subscription research & advisory services providing • Opportunity Analysis ongoing access to Saugatuck’s published research and • Positioning / Messaging inquiry into our team of senior industry analysts. • Scenario Planning • Research agenda focuses on emerging technologies • Competitive Analysis and market (such as SaaS), as well as new and disruptive market forces at the business process layer THOUGHT-LEADERSHIP PROGRAMS VALUE-ADDED SERVICES • Custom research programs targeting key • Competitive and market intelligence business/IT investment decisions of CIOs, • Investment advisory services (M&A support, venture CFOs and Sr. Business Execs, delivered as fundraising, due-diligence) research reports, position papers or Webinars. • Primary and Secondary market research. For more information, go to our website at www.saugatech.com, or contact Chris MacGregor at 1-203-454-3900, or via email at chris.macgregor@saugatech.com. Entire contents © 2008 Saugatuck Technology Inc. All rights reserved. Page: 14
  15. How to Contact: Regional Sales Offices US OFFICES INTERNATIONAL Headquarters Germany Saugatuck Technology Inc. Saugatuck Technology Inc. 49 Riverside Ave. Bluecherstr. 4 Westport, CT 06880 D 65343 Eltville am Rhein USA Germany (P) +1.203.454.3900 (P) +49.6123.630285 Regional Sales: Al.Vanek@Saugatech.com Regional Sales: frank.sempert@saugatech.com Silicon Valley Saugatuck Technology Inc. 5201 Great America Parkway, Suite 320 • • • Santa Clara, CA 95054 USA (P) +1.408.727.9700 Regional Sales: Andrew.Jeffs@Saugatech.com Are you getting the best research, insight, and advice on disruptive IT? Register to receive Saugatuck’s complimentary Research Alerts, and browse our comprehensive Research Library on topics such as SaaS, Open Source, Web 2.0, SOA and Utility Computing (among other). • To Register: http://research.saugatech.com/cgi-bin/order/signup3.pl • To Browse the Library: http://www.saugatech.com/researchbytopic.htm • ToEntire contents © 2008 Saugatuck Technology Inc. Learn About Saugatuck’s CRS Subscription Research Service: All rights reserved. http://www.saugatech.com/crs.htm

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