This document discusses virtual worlds and their uses. It provides examples of how various companies and organizations utilize virtual worlds for purposes such as sales, branding, education, recruitment, collaboration, training, new employee orientation, simulation, development, and hybrid events. Both public virtual worlds like Second Life and internal virtual worlds used by companies like IBM and T-Systems are examined. Potential benefits of virtual worlds include 24/7 learning, cost savings, and increased knowledge sharing. However, issues with adoption, technical limitations, security, and lack of non-verbal cues are also noted. Experts provide differing views on the current and future potential of virtual worlds for businesses.
The document discusses virtual worlds and how they are used in various contexts such as sales, branding, education, recruitment, collaboration, training, new employee orientation, simulation, development, and hybrid events. It provides examples of companies and organizations using virtual worlds for these purposes, both internally and publicly, and discusses some of the benefits and issues associated with virtual worlds. The document concludes by noting differing opinions on the current and future business potential of virtual worlds.
This document discusses the use of virtual worlds by various organizations. It provides examples of how virtual worlds have been used for sales, branding, education, recruitment, collaboration, training, new employee orientation, simulation, development, and hybrid events. Both public virtual worlds like Second Life and internal virtual worlds by companies like T-Systems are examined. The benefits of virtual worlds include flexible teamwork, 24/7 learning, cost savings, and preventing real-life errors. However, issues with technology, organization, legal matters, and culture also exist.
The document discusses the potential uses of virtual worlds for businesses. It outlines how various companies have used virtual worlds for applications such as sales, branding, advertising, education, recruitment, collaboration, training, and simulation. It also examines the technological, legal, organizational, and cultural issues associated with virtual worlds. Finally, it provides examples of how IBM has utilized different virtual world platforms for various purposes, including events, meetings, learning, and systems management.
This document discusses whether virtual worlds are still relevant for business applications. It provides several examples of how companies like IBM have used virtual worlds for various uses such as collaboration, recruitment, education, and training. While there are technological, legal, organizational, and cultural challenges to virtual worlds, they can provide benefits like establishing trust, saving time and costs, and enabling remote and immersive learning.
Timberland implemented Open Text's digital asset management system to centralize their collection of digital assets and media. This solved problems of assets being misplaced, duplicated efforts across regions, and not knowing global usage rights. The system provides a secure central repository, user permissions, and searchable access to assets. It has improved productivity, collaboration, and eliminated costs associated with physically distributing media.
Is your organization ready for seismic change accelerated by the expanding online ecosystem? Are you evolving the kinds of nimble governance, management, and operations that can survive -- and thrive -- through the next upheaval in your industry? By definition, disruption is unexpected, but you can prepare your programs and people to anticipate transformative change.
References:
http://en.wikipedia.org/wiki/Clayton_M._Christensen
http://en.wikipedia.org/wiki/Communities_of_practice
http://en.wikipedia.org/wiki/Agile_Manifesto
Credits:
http://www.flickr.com/photos/tedkerwin/4829580594/
http://en.wikipedia.org/wiki/File:Metal_movable_type.jpg
http://www.flickr.com/photos/pargon/2444943158/
http://www.flickr.com/photos/ollesvensson/3681650830/
http://www.flickr.com/photos/viewfrom52/2263683446/
http://en.wikipedia.org/wiki/File:Chalkandboard.jpg
http://www.flickr.com/photos/gehealthcare/4253575689/
http://www.youtube.com/watch?v=40L3SGmcPDQ
http://en.wikipedia.org/wiki/Skunkworks_project
http://people.ischool.berkeley.edu/~duguid/SLOFI/Organizational_Learning.htm
http://www.ibm.com/developerworks/webservices/library/ws-SOAGovernancepart1/index.html
http://www.projectperfect.com.au/info_governance.php
http://www.ibm.com/developerworks/webservices/library/ws-SOAGovernancepart1/index.html
http://www.bothsidesofthetable.com/2010/08/23/the-power-of-quora-why-benchmark-was-right-to-pay-up/#comment-70781966
http://www.flickr.com/photos/30lines/5097782690/
http://www.flickr.com/photos/thox/4176956206
http://www.flickr.com/photos/wfryer/570930287/
http://www.flickr.chttp://www.flickr.com/photos/qwrrty/3673547033
om/photos/pellesten/4897890835/
http://www.flickr.com/photos/newzgirl/4995838099/
http://en.wikipedia.org/wiki/Nominal_group_technique
http://www.flickr.com/photos/elitatt/4959348629
http://jxpaton.wordpress.com/2010/12/02/presentation-by-john-paton-at-inma-transformation-of-news-summit-in-cambridge-mass/
http://www.flickr.com/photos/doos/3944219183/
http://developer.yahoo.com/ypatterns/layout/pagegrids.html
http://www.flickr.com/photos/mastababa/3176774028/
http://www.flickr.com/photos/danielpanev/3327096051/
http://www.flickr.com/photos/37893534@N07/3914521226/
http://www.flickr.com/photos/perhapstoopink/467087455/
http://www.flickr.com/photos/toprankblog/4619284166
https://confluence.umassonline.net/display/LPR/Welcome+-+glad+you+joined+us!
http://www.flickr.com/photos/toprankblog/4619284166/
http://www.flickr.com/photos/bsabarnowl/4935866373/
http://en.wikipedia.org/wiki/Iterative_and_incremental_development
http://en.wikipedia.org/wiki/Agile_software_development
http://www.edtechmag.com/higher/updates/building-the-agile-university.html
Intervento di Luca Giuratrabocchetta (Country Manager, Google Enterprise Italia) al seminario "Professional Social Network, Business e Carriera" di Fondazione CUOA e Federmanager
Adaptive case management (ACM) is an approach that focuses on the case information rather than predefining all possible processes up front. It enables non-technical users to collaboratively manage unpredictable work in a flexible manner. In ACM, core entities, tasks, and guidelines are defined, but users have freedom to adapt the workflow as needed. This allows knowledge work to be handled without forcing strict process adherence.
The document discusses virtual worlds and how they are used in various contexts such as sales, branding, education, recruitment, collaboration, training, new employee orientation, simulation, development, and hybrid events. It provides examples of companies and organizations using virtual worlds for these purposes, both internally and publicly, and discusses some of the benefits and issues associated with virtual worlds. The document concludes by noting differing opinions on the current and future business potential of virtual worlds.
This document discusses the use of virtual worlds by various organizations. It provides examples of how virtual worlds have been used for sales, branding, education, recruitment, collaboration, training, new employee orientation, simulation, development, and hybrid events. Both public virtual worlds like Second Life and internal virtual worlds by companies like T-Systems are examined. The benefits of virtual worlds include flexible teamwork, 24/7 learning, cost savings, and preventing real-life errors. However, issues with technology, organization, legal matters, and culture also exist.
The document discusses the potential uses of virtual worlds for businesses. It outlines how various companies have used virtual worlds for applications such as sales, branding, advertising, education, recruitment, collaboration, training, and simulation. It also examines the technological, legal, organizational, and cultural issues associated with virtual worlds. Finally, it provides examples of how IBM has utilized different virtual world platforms for various purposes, including events, meetings, learning, and systems management.
This document discusses whether virtual worlds are still relevant for business applications. It provides several examples of how companies like IBM have used virtual worlds for various uses such as collaboration, recruitment, education, and training. While there are technological, legal, organizational, and cultural challenges to virtual worlds, they can provide benefits like establishing trust, saving time and costs, and enabling remote and immersive learning.
Timberland implemented Open Text's digital asset management system to centralize their collection of digital assets and media. This solved problems of assets being misplaced, duplicated efforts across regions, and not knowing global usage rights. The system provides a secure central repository, user permissions, and searchable access to assets. It has improved productivity, collaboration, and eliminated costs associated with physically distributing media.
Is your organization ready for seismic change accelerated by the expanding online ecosystem? Are you evolving the kinds of nimble governance, management, and operations that can survive -- and thrive -- through the next upheaval in your industry? By definition, disruption is unexpected, but you can prepare your programs and people to anticipate transformative change.
References:
http://en.wikipedia.org/wiki/Clayton_M._Christensen
http://en.wikipedia.org/wiki/Communities_of_practice
http://en.wikipedia.org/wiki/Agile_Manifesto
Credits:
http://www.flickr.com/photos/tedkerwin/4829580594/
http://en.wikipedia.org/wiki/File:Metal_movable_type.jpg
http://www.flickr.com/photos/pargon/2444943158/
http://www.flickr.com/photos/ollesvensson/3681650830/
http://www.flickr.com/photos/viewfrom52/2263683446/
http://en.wikipedia.org/wiki/File:Chalkandboard.jpg
http://www.flickr.com/photos/gehealthcare/4253575689/
http://www.youtube.com/watch?v=40L3SGmcPDQ
http://en.wikipedia.org/wiki/Skunkworks_project
http://people.ischool.berkeley.edu/~duguid/SLOFI/Organizational_Learning.htm
http://www.ibm.com/developerworks/webservices/library/ws-SOAGovernancepart1/index.html
http://www.projectperfect.com.au/info_governance.php
http://www.ibm.com/developerworks/webservices/library/ws-SOAGovernancepart1/index.html
http://www.bothsidesofthetable.com/2010/08/23/the-power-of-quora-why-benchmark-was-right-to-pay-up/#comment-70781966
http://www.flickr.com/photos/30lines/5097782690/
http://www.flickr.com/photos/thox/4176956206
http://www.flickr.com/photos/wfryer/570930287/
http://www.flickr.chttp://www.flickr.com/photos/qwrrty/3673547033
om/photos/pellesten/4897890835/
http://www.flickr.com/photos/newzgirl/4995838099/
http://en.wikipedia.org/wiki/Nominal_group_technique
http://www.flickr.com/photos/elitatt/4959348629
http://jxpaton.wordpress.com/2010/12/02/presentation-by-john-paton-at-inma-transformation-of-news-summit-in-cambridge-mass/
http://www.flickr.com/photos/doos/3944219183/
http://developer.yahoo.com/ypatterns/layout/pagegrids.html
http://www.flickr.com/photos/mastababa/3176774028/
http://www.flickr.com/photos/danielpanev/3327096051/
http://www.flickr.com/photos/37893534@N07/3914521226/
http://www.flickr.com/photos/perhapstoopink/467087455/
http://www.flickr.com/photos/toprankblog/4619284166
https://confluence.umassonline.net/display/LPR/Welcome+-+glad+you+joined+us!
http://www.flickr.com/photos/toprankblog/4619284166/
http://www.flickr.com/photos/bsabarnowl/4935866373/
http://en.wikipedia.org/wiki/Iterative_and_incremental_development
http://en.wikipedia.org/wiki/Agile_software_development
http://www.edtechmag.com/higher/updates/building-the-agile-university.html
Intervento di Luca Giuratrabocchetta (Country Manager, Google Enterprise Italia) al seminario "Professional Social Network, Business e Carriera" di Fondazione CUOA e Federmanager
Adaptive case management (ACM) is an approach that focuses on the case information rather than predefining all possible processes up front. It enables non-technical users to collaboratively manage unpredictable work in a flexible manner. In ACM, core entities, tasks, and guidelines are defined, but users have freedom to adapt the workflow as needed. This allows knowledge work to be handled without forcing strict process adherence.
Social Business with Drupal @DrupalCon 2012 Ulf Sthamer
The document discusses social intranets and Drupal Commons. It outlines five main use cases for social intranets: static intranet, dashboard/homepage, profile and networking, group and project rooms, and mobile devices. It then examines how Drupal Commons supports each use case out of the box and areas that could be improved. The discussion focuses on search, hierarchical structures, group permissions, project management, and flexible group layouts.
Presentation for HR network in Oslo - the new era of Social Learning and Collaboration. Demo of new learning channels like podcasting, webinars and nano learning.
Some of the common myths about the framework are: Is the framework for Enterprise or IT or both; colors are random; there is no Integration across columns; transformation vs. decomposition; number of rows can change, columns are arbitrary, perspectives are random; no rules to separate primitive vs. composites; architecture constructs vs. manufacturing constructs; methodology vs. ontology; taxonomy vs. ontology; checklist vs. periodic table; row 1 & row 2 vs. row 6; etc
A point of view on digital citizenship essentialsEduwebinar
Five essential digital citizenship skills are presented together with an a approach on how to integrate these into the Australian curriculum.
http://www.schoollibrarymanagement.com
Boostzone Webreview on the Future of the World of Work - August 2012Boostzone Institute
This document summarizes the August 2012 issue of the Boostzone Institute WEB REVIEW. It discusses changes in management, the world of work, and the future due to shifts in technology, the economy, and society. The summary also touches on paradigm changes in areas like economics, social structures, governance, and demographics. Articles examine topics such as the usefulness of useless knowledge, simplifying complexity, the end of Chinese manufacturing, abolishing retirement, and how empowering women could reduce world hunger.
This document introduces the #OccupyIT Manifesto, which aims to help information professionals address why they feel powerful as consumers of technology but limited as employees. It was inspired by a question from futurist Geoffrey Moore about this disconnect. The manifesto is intended for those struggling to get value from information, remain relevant amid changing technologies, and manage information risks. The introduction discusses how consumer technologies are now leading innovation and that businesses risk falling behind if they do not adopt these approaches. It also explains the exponential impact of Moore's Law on technology advancement.
Boston is a leader in mobile innovation, with over 400 companies employing more than 30,000 people in the mobile industry. The city has become a hub for mobile technology due to its talented workforce, entrepreneurial spirit, and supportive organizations like the Massachusetts Technology Leadership Council (MassTLC). MassTLC works to promote the mobile industry through events, networking, advocacy, and other initiatives.
This document provides an agenda for the Social Connections III event taking place on June 22, 2012 in Dublin. The morning agenda includes sessions on IBM Connections, social business, education, and healthcare. The afternoon agenda continues with additional technical and business topics. Networking breaks and an optional dinner are also included. The event aims to bring together IBMers, customers, partners and attendees to discuss social business solutions and the latest IBM Connections updates.
Originally delivered at Oracle Social Business Seminar - for more information on becoming a Certified Information Professional, go to http://www.aiim.org/certification.
20110706 ruud janssen_#ISRMP Gdansk_presentation Virtual and Live eventsRuud Janssen, DES, CMM
The document discusses how face-to-face meetings and virtual events can support each other. It notes that the worlds of in-person and digital meetings are colliding as opportunities arise to extend meetings, include more people, and improve interaction through alternative formats like webinars, social networks, and virtual events. This allows meetings to have greater continuity, build stronger communities, and provide richer contexts through improved connectivity.
This document discusses Cisco's use of social media and collaboration technologies. It provides examples of how Cisco has used blogs, videos, Facebook, Twitter, and virtual meetings to more cost-effectively engage customers, partners and employees. Collaboration technologies helped Cisco realize over $1 billion in annual benefits, including increased productivity, reduced travel costs, and improved knowledge sharing across the global workforce.
The document discusses virtual worlds and how they are used in various contexts such as sales, branding, education, recruitment, collaboration, training, new employee orientation, simulation, development, and hybrid events. It provides examples of virtual worlds used both internally by companies like IBM, T-Systems, and externally by the general public. Potential benefits include 24/7 learning, cost savings, and increased knowledge sharing. However, issues also discussed include technological limitations, organizational adoption challenges, legal/privacy concerns, and whether virtual worlds can remain viable long-term.
This document discusses the use of virtual worlds by various organizations. It provides examples of how virtual worlds have been used for sales, branding, education, recruitment, collaboration, training, new employee orientation, simulation, development, and hybrid events. Both public virtual worlds like Second Life and internal virtual worlds by companies like T-Systems are examined. The benefits of virtual worlds include flexible teamwork, 24/7 learning, cost savings, and preventing real-life errors. However, issues with technology, organization, legal matters, and culture also exist.
The document discusses the potential uses of virtual worlds for businesses. It outlines how various companies have used virtual worlds for applications such as sales, branding, advertising, education, recruitment, collaboration, training, and simulation. It also examines the technological, legal, organizational, and cultural issues associated with virtual worlds. Finally, it provides examples of how IBM has utilized different virtual world platforms for various purposes, including events, meetings, learning, and systems management.
The document discusses the potential uses of virtual worlds for businesses. It outlines how various companies have used virtual worlds for applications such as sales, branding, advertising, education, recruitment, collaboration, training, and simulation. It also examines the technological, legal, organizational, and cultural issues associated with virtual worlds. Finally, it provides examples of how IBM has utilized different virtual world platforms for various purposes, including events, meetings, employee orientation, learning, and systems management.
The document discusses the rise of shadow IT and consumerization of IT. It notes that over the last 3 years, user-driven IT has added more to productivity than corporate IT. Reasons for the rise of shadow IT include rigid corporate IT policies, lack of choice and fun usability. The document outlines how IT is evolving to become more flexible and driven by end user needs, including accepting bring your own device (BYOD) and moving to cloud-based solutions. It argues that standardization will mean creating a more dynamic IT environment that removes technology constraints and allows self-service options.
hcid2011 - RED: a multi-disciplinary approach to experience design - Jarnail ...City University London
This document discusses a multi-disciplinary approach called RED (Research, Envision, Design) for experience design. It emphasizes hypothesis-driven research, capability modeling, and scenario planning to envision solutions. The design process involves concept and product design, workload definition, and user-centered and comparative design. Delivery focuses on proof of concepts, vision demonstrators, and investment cases. Examples discussed include an assisted living innovation platform and projects helping organizations promote digital literacy and envision breakthrough customer experiences.
Companies are increasingly using virtual worlds to cut costs, improve communication, and collaborate in new ways. IBM estimates that a $80,000 investment in a virtual world event saved over $250,000 in travel costs and provided over $150,000 in additional productivity gains. Other companies like Northrop Grumman and Manpower have also used virtual worlds for projects, training, and recruiting. However, virtual worlds have yet to achieve mainstream acceptance and it will likely be several years before they are commonly used for business applications.
The document discusses new technologies for e-learning including web 2.0 tools, virtual 3D worlds, and serious games/immersive simulations. It provides examples of each technology and notes their benefits such as enabling user-generated content, rich collaboration environments, and using games to practice skills. The document advocates starting small with these new technologies and focusing on measurable outcomes and strategic roadmaps.
Social Business with Drupal @DrupalCon 2012 Ulf Sthamer
The document discusses social intranets and Drupal Commons. It outlines five main use cases for social intranets: static intranet, dashboard/homepage, profile and networking, group and project rooms, and mobile devices. It then examines how Drupal Commons supports each use case out of the box and areas that could be improved. The discussion focuses on search, hierarchical structures, group permissions, project management, and flexible group layouts.
Presentation for HR network in Oslo - the new era of Social Learning and Collaboration. Demo of new learning channels like podcasting, webinars and nano learning.
Some of the common myths about the framework are: Is the framework for Enterprise or IT or both; colors are random; there is no Integration across columns; transformation vs. decomposition; number of rows can change, columns are arbitrary, perspectives are random; no rules to separate primitive vs. composites; architecture constructs vs. manufacturing constructs; methodology vs. ontology; taxonomy vs. ontology; checklist vs. periodic table; row 1 & row 2 vs. row 6; etc
A point of view on digital citizenship essentialsEduwebinar
Five essential digital citizenship skills are presented together with an a approach on how to integrate these into the Australian curriculum.
http://www.schoollibrarymanagement.com
Boostzone Webreview on the Future of the World of Work - August 2012Boostzone Institute
This document summarizes the August 2012 issue of the Boostzone Institute WEB REVIEW. It discusses changes in management, the world of work, and the future due to shifts in technology, the economy, and society. The summary also touches on paradigm changes in areas like economics, social structures, governance, and demographics. Articles examine topics such as the usefulness of useless knowledge, simplifying complexity, the end of Chinese manufacturing, abolishing retirement, and how empowering women could reduce world hunger.
This document introduces the #OccupyIT Manifesto, which aims to help information professionals address why they feel powerful as consumers of technology but limited as employees. It was inspired by a question from futurist Geoffrey Moore about this disconnect. The manifesto is intended for those struggling to get value from information, remain relevant amid changing technologies, and manage information risks. The introduction discusses how consumer technologies are now leading innovation and that businesses risk falling behind if they do not adopt these approaches. It also explains the exponential impact of Moore's Law on technology advancement.
Boston is a leader in mobile innovation, with over 400 companies employing more than 30,000 people in the mobile industry. The city has become a hub for mobile technology due to its talented workforce, entrepreneurial spirit, and supportive organizations like the Massachusetts Technology Leadership Council (MassTLC). MassTLC works to promote the mobile industry through events, networking, advocacy, and other initiatives.
This document provides an agenda for the Social Connections III event taking place on June 22, 2012 in Dublin. The morning agenda includes sessions on IBM Connections, social business, education, and healthcare. The afternoon agenda continues with additional technical and business topics. Networking breaks and an optional dinner are also included. The event aims to bring together IBMers, customers, partners and attendees to discuss social business solutions and the latest IBM Connections updates.
Originally delivered at Oracle Social Business Seminar - for more information on becoming a Certified Information Professional, go to http://www.aiim.org/certification.
20110706 ruud janssen_#ISRMP Gdansk_presentation Virtual and Live eventsRuud Janssen, DES, CMM
The document discusses how face-to-face meetings and virtual events can support each other. It notes that the worlds of in-person and digital meetings are colliding as opportunities arise to extend meetings, include more people, and improve interaction through alternative formats like webinars, social networks, and virtual events. This allows meetings to have greater continuity, build stronger communities, and provide richer contexts through improved connectivity.
This document discusses Cisco's use of social media and collaboration technologies. It provides examples of how Cisco has used blogs, videos, Facebook, Twitter, and virtual meetings to more cost-effectively engage customers, partners and employees. Collaboration technologies helped Cisco realize over $1 billion in annual benefits, including increased productivity, reduced travel costs, and improved knowledge sharing across the global workforce.
The document discusses virtual worlds and how they are used in various contexts such as sales, branding, education, recruitment, collaboration, training, new employee orientation, simulation, development, and hybrid events. It provides examples of virtual worlds used both internally by companies like IBM, T-Systems, and externally by the general public. Potential benefits include 24/7 learning, cost savings, and increased knowledge sharing. However, issues also discussed include technological limitations, organizational adoption challenges, legal/privacy concerns, and whether virtual worlds can remain viable long-term.
This document discusses the use of virtual worlds by various organizations. It provides examples of how virtual worlds have been used for sales, branding, education, recruitment, collaboration, training, new employee orientation, simulation, development, and hybrid events. Both public virtual worlds like Second Life and internal virtual worlds by companies like T-Systems are examined. The benefits of virtual worlds include flexible teamwork, 24/7 learning, cost savings, and preventing real-life errors. However, issues with technology, organization, legal matters, and culture also exist.
The document discusses the potential uses of virtual worlds for businesses. It outlines how various companies have used virtual worlds for applications such as sales, branding, advertising, education, recruitment, collaboration, training, and simulation. It also examines the technological, legal, organizational, and cultural issues associated with virtual worlds. Finally, it provides examples of how IBM has utilized different virtual world platforms for various purposes, including events, meetings, learning, and systems management.
The document discusses the potential uses of virtual worlds for businesses. It outlines how various companies have used virtual worlds for applications such as sales, branding, advertising, education, recruitment, collaboration, training, and simulation. It also examines the technological, legal, organizational, and cultural issues associated with virtual worlds. Finally, it provides examples of how IBM has utilized different virtual world platforms for various purposes, including events, meetings, employee orientation, learning, and systems management.
The document discusses the rise of shadow IT and consumerization of IT. It notes that over the last 3 years, user-driven IT has added more to productivity than corporate IT. Reasons for the rise of shadow IT include rigid corporate IT policies, lack of choice and fun usability. The document outlines how IT is evolving to become more flexible and driven by end user needs, including accepting bring your own device (BYOD) and moving to cloud-based solutions. It argues that standardization will mean creating a more dynamic IT environment that removes technology constraints and allows self-service options.
hcid2011 - RED: a multi-disciplinary approach to experience design - Jarnail ...City University London
This document discusses a multi-disciplinary approach called RED (Research, Envision, Design) for experience design. It emphasizes hypothesis-driven research, capability modeling, and scenario planning to envision solutions. The design process involves concept and product design, workload definition, and user-centered and comparative design. Delivery focuses on proof of concepts, vision demonstrators, and investment cases. Examples discussed include an assisted living innovation platform and projects helping organizations promote digital literacy and envision breakthrough customer experiences.
Companies are increasingly using virtual worlds to cut costs, improve communication, and collaborate in new ways. IBM estimates that a $80,000 investment in a virtual world event saved over $250,000 in travel costs and provided over $150,000 in additional productivity gains. Other companies like Northrop Grumman and Manpower have also used virtual worlds for projects, training, and recruiting. However, virtual worlds have yet to achieve mainstream acceptance and it will likely be several years before they are commonly used for business applications.
The document discusses new technologies for e-learning including web 2.0 tools, virtual 3D worlds, and serious games/immersive simulations. It provides examples of each technology and notes their benefits such as enabling user-generated content, rich collaboration environments, and using games to practice skills. The document advocates starting small with these new technologies and focusing on measurable outcomes and strategic roadmaps.
Présentation prospective sur l'avenir du poste de travail informatique et du PC à travers les tendances technologiques et sociétales présentes et à venir.
In the social, mobile and cloud era, what does it take to be an Information P...John Mancini
Summary of massive changes underway in the enterprise IT marketplace being driven by social, mobile, and cloud, and the implications of these changes on what it means to be an information professional.
http://www.aiim.org/certification
Brent Stineman is a national cloud solutions specialist with nearly 20 years of IT experience. He gave a presentation on cloud computing that discussed what the cloud is, the different types and delivery models of cloud computing, the benefits of using the cloud for organizations and customers, factors to consider in determining when an organization is ready to use the cloud, how to identify cloud opportunities within an organization, and took questions at the end.
This document discusses cloud computing and its benefits. Brent Stineman, a National Cloud Solution Specialist with nearly 20 years of IT experience, will be presenting on the topics of what cloud computing is, the different types and delivery models of cloud, and why organizations should consider cloud. The cloud allows organizations to access computing resources on-demand in a pay-as-you-go manner and gain benefits such as flexibility, scalability, and reducing the need for large up-front capital expenditures on infrastructure.
Brent Stineman is a national cloud solution specialist with nearly 20 years of IT experience. He gave a presentation on cloud computing that discussed what the cloud is, the different types and delivery models of cloud computing, the benefits of using the cloud for organizations and customers, factors to consider in determining when an organization is ready to use the cloud, how to identify cloud opportunities within an organization, and took questions at the end.
"Toward Cognitive-IoT Applications -- Integrating AI with Fog Computing" by Dr. Frank C. D. Tsai, Workshop of Mobile IoT with Edge Computing and Artificial Intelligence, sponsored by Ministry of Education, Taiwan
The document discusses 8 major technology trends for 2008: 1) Cloud computing which provides computing resources as an internet-based service, 2) lightweight integration using REST, mashups and widgets, 3) enterprise intelligence at scale using internet-scale analytics on large datasets, 4) continuous access to information through mobile devices, 5) social computing through social networks and user collaboration, 6) the explosion of user-generated content, 7) industrialization of software development through tools and processes, and 8) green computing to reduce energy usage. The role of IT is shifting from standardization and control to empowering users through these new technologies.
A recap of interesting points and quotes from the May 2024 WSO2CON opensource application development conference. Focuses primarily on keynotes and panel sessions.
The enterprise software stack is undergoing once in a generation refresh largely driven by virtualization, data explosion, infrastructure commoditization, socialization, unlimited connectivity, and online services. With ever growing security parameter and attack vectors, enterprises are looking for ways to secure information access without compromising the business agility unleashed by the abovementioned forces. This presentation focuses on the emerging opportunities in the enterprise space that entrepreneurs can leverage to build the technology giants of tomorrow.
This presentation discusses moving enterprise IT to public cloud. It notes that enterprise IT organizations face complex environments, growing costs, and lack of resources. The cloud looks like an option to help address these issues and generate business advantage. While there are challenges with cloud adoption related to security, control, and trust, the presentation argues that cloud providers may offer greater availability, security, and efficiency than traditional IT environments through their large scale operations. It advocates a hybrid approach for enterprises, moving commodity services to public cloud while using private cloud for high value services and legacy systems, with a goal of saying goodbye to legacy over time.
Mobile government presentation - Bull and Citrix - March 6th 2014Jeff Spencer
Andrew Carr, Bull UK&I CEO, and Paul Roberts, Enterprise Mobility Specialist CITRIX.
Enabling, managing and securing mobility in the public sector isn’t an easy task but it does need attention – and quickly. If you aren’t managing it, your users – from the most senior to the newest junior recruits – will take it into their own hands.
See how we investigate innovations and technologies and show real-life examples of how public sector organisations can support today’s increasingly mobile workforce
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
AI Transformation Playbook: Thinking AI-First for Your Business
Itm ppt daniel-prefinal ii
1. VIRTUAL WORLDS
Greenwich Team 4
Alexandra Bayet
Christina Alvarado
Atman Bhesdadiya
Anastasia Toumazou
Daniel Marczinek
Jargalan Amarsaikhan
Avatarina
5. INTERNAL * T- SYSTES MMS
PUBLIC * HABBO
RECRUITMENT
e.g. Manpower
6. INTERNAL * T- SYSTES MMS
PUBLIC * ACTIVEWORLDS
COLLABORATION
e.g. IBM
7. TRAINING
e.g. IBM (Academy of Technology)
PUBLIC * SECOND LIFE
INTERNAL * T- SYSTES MMS
“You can hear live the teacher speaking,
you can raise your hand to ask a question
or you can text your question .
I found the environment very interesting”.
Athina Chimaridou - IBM Employee Cyprus
8. INTERNAL * T- SYSTES MMS
PUBLIC * SECOND LIFE
NEW EMPLOYEE ORIENTATION
e.g. Super Buy
9. SIMULATION
e.g. US Marine Corps
PUBLIC * OPENSIM
INTERNAL * T- SYSTES MMS
“Internal virtual worlds are
used for training-simulation
75% of the time.”
Tobias Dreher – T-Systems
Learning & Knowledge Consultant
10. INTERNAL * T- SYSTES MMS
PUBLIC * SECOND LIFE
DEVELOPMENT
e.g. Palomar Hospital
11. INTERNAL * T- SYSTES MMS
PUBLIC * SECOND LIFE
e.g. T-Systems @ CEBIT
Hybrid Events
12. IBM
ONE COMPANY, SIX WORLDS
Platform Selection considerations Use in IBM Enterprise
Active Worlds Scalable Events
Forterra Quick on-boarding & Voice integration Pilot deployment for early adopters includes team
OLIVE Pre-built spaces & presentation facilities meetings & small events
OpenSim Familiar interface for Second Life users Meetings, small events, Brainstorming, Community,
Wide scope for IBM community Translation, 2D-3D integration, Region
involvement & contribution Interoperability, Data-center modelling &
BSD licensing: Anyone can get involved management
in development
Second Life Publicly accessible and familiar to some Events and meetings, Employee orientation,
users Learning, Business rehearsals, Serious games,
Scalable Systems management, Interoperability with OpenSim
Voice integration
Torque Simple interface Remote mentoring, Small events, Brainstorming, 2D-
Quick on-boarding 3D integration
High fidelity Data center modeling
Low workstation requirements
Control for 2D integration
Unity3D Web browser based deployment Proof-of-concepts: Demonstrate 2-3D integration &
Light weight & customizable interoperability between worlds
13. BENEFITS “Sky is the limit“
George Georgiou - IBM Director Cyprus
24 hour learning “Disabled people can play as others
could not experience the war.” In the future,
Highly involving Michalis Similis – DITS Officer due to the
economic crisis, we might
use it to manage teams
Cost saving IBM.com
Real-time No location constratints
Immersive Increase knowledge resources & capabilities
Time saving Help to prevent real-life errors
Utilization of room Increased Intimacy & geographical brand coverage
Flexible teamwork- Individual view on environment Green workplace
14. ISSUES "It is addictive as hell!”
George Kyriakoullis, - Computer Scientist DITS Officer
Technological Organisational
•Confidentiality
Slow broadband Employee technical skills
Slow computers Employee adoption
Redesign information system Trust establishment
IT security Less loyalty
Unreliable systems Lack of control
Incompatible networks Less real-world interaction
Traffic congestions Limited target audience
Viability
Legal Cultural
Confidentiality Addiction
Copyright infringement Identity issues
Ethics Lack non-verbal cues
15. VIRTUAL WORLDS – SO WHAT?
Tobias Dreher & Claus Lehman, Anonymous, who works for a London-
T-Systems Multimedia Solutions based new media design company
Gmbh with 25 years of experience
“Development and utilization of Virtual “Virtual worlds in business is dead, stone
Worlds is still at starting point” dead. It died about 4 years ago
“Currently experiencing quick recovery for “… if you are doing an assignment on
roughly a year since 2007/2008 decline…” virtual worlds and business, your Master’s
should be in History and not Business”
“IBM and Intel are strong change drivers”
Interactive website integration in 2011 has
become a big advantage
THE TEAM
AGREES WITH…
16. REFERENCES – Secondary Research
Kimble, Chris, Barlow, Alexis and Li, Feng, Effective Virtual Teams through Communities of Practice (September 2000). Strathclyde Business School
Management Science Working Paper No. 2000/9. pp, 5-13Available at SSRN: http://ssrn.com/abstract=634645 or
http://dx.doi.org/10.2139/ssrn.634645
Seshasai, Satwik, Malter, Alan J. and Gupta, Amar, The Use of Information Systems in Collocated and Distributed Teams: A Test of the 24-Hour
Knowledge Factory (September 21, 2006). Eller College of Management Working Paper No. 1034-06. Pp, 10-32. Available at SSRN:
http://ssrn.com/abstract=935106 or http://dx.doi.org/10.2139/ssrn.935106
OECD (2011), Virtual worlds: IMMERSIVE ONLINE PLATFORMS FOR COLLABORATION, CREATIVITY AND LEARNING.OECD
DIGITAL ECONOMY PAPERS, No 184. OECD Publishing. Available at: http://search.proquest.com/docview/874045972?accountid=78988
Centaur Communications Ltd (2007), GLOBAL TRENDS?- VIRTUAL B2B: You only live twice. Brand Strategy, 14-15. Available at:
http://search.proquest.com/docview/224179527?accountid=78988
Saggi Nevo, Dorit Nevo and Erran Carmel (2012). „Unlocking the Business Potential of Virtual Worlds“ MITSloan Management Review. Accessed in
19th April 2011at http://sloanreview.mit.edu/the-magazine/2011-spring/52311/unlocking-the-business-potential-of-virtual-worlds/
Second Life, 2012. Coca Cola Product s. Second Life M arket Place. Available at :
ht t ps ://market place.secondlife.com/product s /s earch?s earch%5Bcat egory_id%5D&s earch%5Bmat urit y_level%5D=G&s earch%5Bkeyw ords %5D=coca+ cola [Acces s ed 24 April 2012].
Sherman Aliza (2011) „Virtual Worlds: Immersive Training, Collaboration and Meetings“ GigaOM. Accessed on 19th April, 2012 at
http://gigaom.com/collaboration/virtual-environments-for-training-collaboration-and-meetings/
Ives and Junglas (2008). APC Forum: Business Implications of Virtual Worlds and Serious Gaming. MIS Quarterly Executive Vol. 7 No. 3 / Sep 2008. (PDF).
Cherbakov, L., Bruneer, R., Smart, R. and Lu, C., 2009. Virtual Spaces
Enabling Immersive Collaborative Enterprise, Part 1: Introduction to the
opportunities and technologies, IBM [online] Available at: <http://www.
ibm.com/developerworks/webservices/library/ws-virtualspaces/>
[Accessed 18 April 2012]
Korolov, M., 2009. IBM: four OpenSim regions for $50,000, Hypergrid
Business, [online] Available at: http://www.hypergridbusiness.
com/2009/07/ibm-offers-four-opensim-regions-for-50000/ [Accessed 19
April 2012]
17. REFERENCES - Interviews
George Georgiou. 2012. How virtual world is
being used by IBM,
Interview by Natasa Toumazou, [Telephone
Conference] Nicosia and London,
Cyprus, 5 April 2012.
Athina Chimaridou. 2012. How virtual worlds is
being used by
IBM, Interview by Natasa Toumazou [Telephone
Conference] Nicosia and
London, 5 April 2012.
George Kyriakoullis . 2012. Have you ever used
virtual world and
how?, Interview by Panagiota Toumazou [Face to
face interview] Nicosia,
4 April 2012.
Michalis Simillis , 2012. Have you ever used
virtual world and
how?, Interview by Panagiota Toumazou [Face to
Editor's Notes
Wiskirchen D. 2011. Webinar: Die neue Dimension derWissensvermittlung- Lernen in 3D Welten [PDF]. T-Systems Multimedia Solutions. Via: http://virtually-there.de/assets/110526_Webinar_VLW.pdf. Access: 16.04.2012Ives and Junglas (2008). APC Forum: Business Implications of Virtual Worlds and SeriousGaming. MIS QuarterlyExecutive Vol. 7 No. 3 / Sep 2008. (PDF). Linden Research. Inc, 2012. AL Motors Audi TT Coupe WHITE, Linden Research Inc. Available at: https://marketplace.secondlife.com/p/AL-Motors-Audi-TT-Coupe-WHITE/2733571?id=2733571&slug=AL-Motors-Audi-TT-Coupe-WHITE [Accessed 23 April 2012].Screenshot (O2 commercial):3D City [Accessed 16 April 2012]Screenshot (AUDI):Second Life [Accessed 16 April 2012]
OECD (2011), Virtual worlds: IMMERSIVE ONLINE PLATFORMS FOR COLLABORATION, CREATIVITY AND LEARNING.OECD DIGITAL ECONOMY PAPERS, No 184. OECD Publishing. Available at: http://search.proquest.com/docview/874045972?accountid=78988. University of Edinburgh, 2011. World Students Join Virtual Graduation, University of Edinburgh. Available at: http://www.ed.ac.uk/about/edinburgh-global/news-events/news/virtual-graudation [Accessed 23 April 2012].ScreenshotUniversity building:Second Life [Accessed 16 April 2012]PictureUniversity graduation:University of Edinburgh, 2011. World Students Join Virtual Graduation, University of Edinburgh. Available at: http://www.ed.ac.uk/about/edinburgh-global/news-events/news/virtual-graudation [Accessed 23 April 2012].
Screenshot (Bundeswehr):Habbo [Accessed 16 April 2012]Screenshot (Kelly Services):Second Life [Accessed 23 April 2012]Screenshot (Manpower):Second Life [Accessed 23 April 2012]
Ives and Junglas,2008. APC Forum: Business Implications of Virtual Worlds and SeriousGaming. MIS QuarterlyExecutive Vol. 7 No. 3 / Sep 2008. (PDF). ShermanAliza.2011. „Virtual Worlds: Immersive Training, Collaboration and Meetings“,GigaOM. Available at http://gigaom.com/collaboration/virtual-environments-for-training-collaboration-and-meetings/ [Accessed 19 April 2012].Tobias Dreher & Claus Lehmann. 2012. Virtual World Vorstellung und Interview. Interviewed by Daniel Marczinek (inGerman). [Telephone conference and Webinar] Berlin and London. 20 April 2012.Sceenshots:Wiskirchen D. 2011. Webinar: Die neue Dimension derWissensvermittlung- Lernen in 3D Welten [online]. T-Systems Multimedia Solutions. Via: http://virtually-there.de/assets/110526_Webinar_VLW.pdf [Accessed 16 April 2012].
Public Virtual Worlds: Virtual lands such as the Military Lands (MiLands) in Second Life uses: outreaching residents, as well as for family counselling, simulation, and prototype testing. Many virtual worlds used in security and defence training are PRIVATE such as Virtual Battlespace 2 (VBS2), for instance, which is being used by military and defenceorganisations such as the United States Marine Corps, the Australian Defence Force and United Kingdom’s Ministry of Defence uses: “mission rehearsal, tactical training and simulated combined arms exercises” (Bohemia Interactive, 2008). OECD,2011. Virtual worlds: IMMERSIVE ONLINE PLATFORMS FOR COLLABORATION, CREATIVITY AND LEARNING.OECD DIGITAL ECONOMY PAPERS, No 184. OECD Publishing. Available at: http://search.proquest.com/docview/874045972?accountid=78988[Accessed 16 April 2012].Tobias Dreher & Claus Lehmann. 2012. Virtual World Vorstellung und Interview. Interviewed by Daniel Marczinek (inGerman). [Telephone conference and Webinar] Berlin and London. 20 April 2012.Screenshot Helicopter: Second Life [Accessed 23 April 2012]Screenshot Fire & Server Cooling system process: T-Systems MMS internal promotion pictures [Received 23.04.2012]
Ives and Junglas,2008. APC Forum: Business Implications of Virtual Worlds and SeriousGaming. MIS QuarterlyExecutive Vol. 7 No. 3 / Sep 2008. (PDF). Screenshot (PalomarHospital): Second Life [Accessed 16 April 2012]Picture (Production line): Wiskirchen D. 2011. Webinar: Die neue Dimension derWissensvermittlung- Lernen in 3D Welten [online]. T-Systems Multimedia Solutions. Via: http://virtually-there.de/assets/110526_Webinar_VLW.pdf [Accessed 16 April 2012].
Seshasai, Satwik, Malter, Alan J. and Gupta, Amar, The Use of Information Systems in Collocated and Distributed Teams: A Test of the 24-Hour Knowledge Factory (September 21, 2006). Eller College of Management Working Paper No. 1034-06. Available at SSRN: http://ssrn.com/abstract=935106 or http://dx.doi.org/10.2139/ssrn.935106[Accessed 16 April 2012].Kimble, Chris, Barlow, Alexis and Li, Feng, Effective Virtual Teams through Communities of Practice (September 2000). Strathclyde Business School Management Science Working Paper No. 2000/9. Available at SSRN: http://ssrn.com/abstract=634645 or http://dx.doi.org/10.2139/ssrn.634645 [Accessed 16 April 2012].Tobias Dreher & Claus Lehmann. 2012. Virtual World Vorstellung und Interview. Interviewed by Daniel Marczinek (inGerman). [Telephone conference and Webinar] Berlin and London. 20 April 2012.George Kyriakoullis, 2012. Haveyoueverused virtual world andhow?, Interviewed by PanagiotaToumazou [Face to face interview] Nicosia,4 April 2012