The document discusses nine key factors for growing a business: direction, alignment, and capability at the individual, team, and organizational levels. It then presents a diagnostic tool and roadmap for addressing challenges within these nine factors through various solutions such as defining team purpose and values, aligning personal visions with organizational strategy, and leveraging individual strengths. The final pages advertise an online course for learning value-based consulting skills.
Greg Rodgers is an HR consultant who focuses on areas like change management, organizational design, talent management, and leadership coaching. He has lived in several cities in the US and worked in various countries. He is looking for his next company to work with and is open to relocating to Minneapolis, Europe, Asia Pacific, or some US cities. He has targeted several large companies in Minneapolis and Milwaukee as potential places to work.
1. Support the establishment of a formal European IA organization to facilitate networking, knowledge sharing, and professional development opportunities across countries.
2. Organize local networking events and publish educational resources to increase awareness of IA practices within Europe and among other industries.
3. Conduct research on methods and techniques for addressing EU-specific IA issues and identify opportunities for cross-industry collaboration on shared challenges.
The Organizational Development Certificate Programyavanian
The document describes an Organizational Development Certificate Program offered by Linkage that provides an integrated course of study to help practitioners enhance their skills. The curriculum is based on Linkage's Organizational Design Wheel model and includes courses in areas like organization, direction-setting, people, and processes and tools. The certificate can be completed in four courses over 12 months, with at least one core course required and the remaining from a chosen track or as electives. The program aims to provide theories, best practices, and practical tools to help participants drive business results and enhance their impact and credibility as OD professionals.
The document discusses training for trainers in Spain. It notes that training for trainers is increasing yearly and aims to strengthen skills for the labor market. Most training is for updating knowledge rather than technology skills. The majority of participants are aged 31-45, with more male than female trainers who work internally at companies or private centers. Looking ahead, the document recommends reinforcing trainer training plans, defining trainer roles and competencies, and establishing a professional certification for trainers that includes experience not just education.
Its raining Java/JEE opportunities @ Synechron. Synechron is hiring Java/JEE Specialists with 4+ exp. Be a part of one of the fastest growing IT companies in India. Mail your CV@ growth@synechron.com
The document outlines a class schedule for a Bahasa Inggris Niaga (Business English) course. The schedule includes 5 meetings, each focused on a different theme. Meeting 1 focuses on jobs and professions, using expressions to ask about jobs. Meeting 2 covers company information using examples to make a presentation. Meeting 3 is about daily routines and activities using adverb frequency. Meeting 4 discusses careers and past job experiences. Meeting 5 presents past forms and how to talk about a company's history. Activities include examples, practices, dialogues, and checking pronunciation.
The document discusses nine key factors for growing a business: direction, alignment, and capability at the individual, team, and organizational levels. It then presents a diagnostic tool and roadmap for addressing challenges within these nine factors through various solutions such as defining team purpose and values, aligning personal visions with organizational strategy, and leveraging individual strengths. The final pages advertise an online course for learning value-based consulting skills.
Greg Rodgers is an HR consultant who focuses on areas like change management, organizational design, talent management, and leadership coaching. He has lived in several cities in the US and worked in various countries. He is looking for his next company to work with and is open to relocating to Minneapolis, Europe, Asia Pacific, or some US cities. He has targeted several large companies in Minneapolis and Milwaukee as potential places to work.
1. Support the establishment of a formal European IA organization to facilitate networking, knowledge sharing, and professional development opportunities across countries.
2. Organize local networking events and publish educational resources to increase awareness of IA practices within Europe and among other industries.
3. Conduct research on methods and techniques for addressing EU-specific IA issues and identify opportunities for cross-industry collaboration on shared challenges.
The Organizational Development Certificate Programyavanian
The document describes an Organizational Development Certificate Program offered by Linkage that provides an integrated course of study to help practitioners enhance their skills. The curriculum is based on Linkage's Organizational Design Wheel model and includes courses in areas like organization, direction-setting, people, and processes and tools. The certificate can be completed in four courses over 12 months, with at least one core course required and the remaining from a chosen track or as electives. The program aims to provide theories, best practices, and practical tools to help participants drive business results and enhance their impact and credibility as OD professionals.
The document discusses training for trainers in Spain. It notes that training for trainers is increasing yearly and aims to strengthen skills for the labor market. Most training is for updating knowledge rather than technology skills. The majority of participants are aged 31-45, with more male than female trainers who work internally at companies or private centers. Looking ahead, the document recommends reinforcing trainer training plans, defining trainer roles and competencies, and establishing a professional certification for trainers that includes experience not just education.
Its raining Java/JEE opportunities @ Synechron. Synechron is hiring Java/JEE Specialists with 4+ exp. Be a part of one of the fastest growing IT companies in India. Mail your CV@ growth@synechron.com
The document outlines a class schedule for a Bahasa Inggris Niaga (Business English) course. The schedule includes 5 meetings, each focused on a different theme. Meeting 1 focuses on jobs and professions, using expressions to ask about jobs. Meeting 2 covers company information using examples to make a presentation. Meeting 3 is about daily routines and activities using adverb frequency. Meeting 4 discusses careers and past job experiences. Meeting 5 presents past forms and how to talk about a company's history. Activities include examples, practices, dialogues, and checking pronunciation.
The document provides quarterly and annual financial results for Hess Corporation from 2005 to 2008, including net income, adjusted earnings, items affecting comparability, and capital/exploratory expenditures by operating activity and geographic region. Hess' exploration and production operations have generated the majority of net income, with marketing/refining and corporate activities also contributing. The company spent over $3 billion annually on capital and exploratory expenditures, with the majority directed to international exploration and production projects.
The document discusses measures of central tendency including the mean, median, and mode. It provides definitions and examples of how to calculate the mean, median, and mode of data sets. The mean is the average and is calculated by summing all values and dividing by the number of values. The median is the middle value when values are arranged from lowest to highest. The mode is the value that occurs most frequently in the data set.
1) The document proposes a business platform that helps SMEs and entrepreneurs overcome challenges and refine business concepts by facilitating access to a broad pool of collective experience and solutions.
2) It aims to cultivate growth of SMEs and encourage entrepreneurship in Singapore and plans to expand to Malaysia, Indonesia, and China.
3) The business model involves expert solutioning, professional bidding on project briefs, and crowd solutioning with prizes to address business challenges.
4) Financial projections estimate breaking even in year 2 with an initial capital injection and achieving $2M in earnings by year 5 by expanding its addressable market share and into ASEAN countries.
Presented at University of Colorado, Boulder, CSR Curriculum Think Tank, July...BabsonGlobal
Babson College's mission is to educate entrepreneurial leaders who create economic and social value. Its curriculum focuses on developing entrepreneurial thinking and action through its core courses and co-curricular activities totaling 168 hours per week. Key aspects of the curriculum include integrating social, environmental, economic responsibility and sustainability principles; taking a simultaneous rather than sequential approach; and requiring students to measure triple bottom line results in their coursework. The Foundations of Management and Entrepreneurship course was refocused on entrepreneurial leadership, cognitive ambidexterity, and social and self-awareness. Off-shore electives provide experiences in unfamiliar contexts to enhance entrepreneurial leadership skills.
London Business School's Executive Education Portfolio Calendar 2013London Business School
London Business School's top-ranked Executive Education and management training programmes empower individuals and organisations to perform at their very best. Don't miss out on our new exciting portfolio for 2013. http://bit.ly/dWL9I4
Rapleaf is a San Francisco-based startup that collects and analyzes consumer data to help companies personalize customer interactions. It has data on over 400 million people and 1.1 billion email addresses. Rapleaf's customers include companies looking to better understand their customers' demographics, interests, locations, finances, and other attributes to improve marketing and services. Rapleaf offers different tiers of consumer data including basic information like age and gender, premium packages with details like income and home ownership, and a la carte selections of specific attributes.
The document provides information about CEMS Entrepreneurs, a global platform connecting CEMS students, alumni, faculty, and corporate partners involved in entrepreneurship. It outlines the objectives to unite CEMS entrepreneurs and cultivate an entrepreneurial culture. Key information includes how members can connect, inspire, and collaborate with each other; potential benefits of joining for different groups; and how to become a member through the website or Facebook group. The team behind CEMS Entrepreneurs and their backgrounds are also summarized.
The document outlines the use of appreciative inquiry to build partnerships and shared visions. It describes two case studies:
1) Using storytelling at a microfinance institution to reconnect employees and clients to the organization's vision and mission and improve relationships.
2) Initiating partnerships between local Catholic churches and village governments in the Philippines to collaborate on community issues, overcome distrust, and improve services for residents, especially disadvantaged groups. The interventions included summits for shared stories and expanding cross-sector partnerships.
This document discusses corporate engagement with non-profits in 2011. It notes that corporate responsibility has broadened beyond just philanthropy. Preferences must match between corporations and charities to build long-term success. Most important factors for corporations in deciding partnerships are marketing impact, fit with corporate social responsibility goals, and achieving social outcomes. The perfect partner is knowledgeable, professional, flexible, and helps deliver corporate objectives. What corporations want from partnerships and what types of charities they prefer are also examined.
The document discusses the Youth Enterprise program, which aims to develop innovation and entrepreneurship skills among young people. It provides an example of the program in Karnataka, India, where the objective was to build skills among local youth to develop real solutions to problems faced by Indian citizens. The program involved an idea camp, mentoring, developing ideas at an Intel technology lab, testing ideas, and pitching. Several ideas emerged from the program, including ventures to help farmers and provide health and education services. The Karnataka journey showed that context setting, idea development skills, multi-stakeholder engagement, mentoring, and customer connections are important for building deployable solutions.
This document discusses business executives' perspectives on enterprise 2.0 technologies. It finds that traditional corporate structures, cultures, strategies, and technologies are not well-aligned with enterprise 2.0. However, when used properly with clear business objectives, enterprise 2.0 can transform productivity and innovation by applying collaborative technologies to how companies work. The key is moving beyond views of technology itself to focus on how enterprise 2.0 supports business goals and engages employees.
This document provides information about CEMS Entrepreneurs, a global platform connecting CEMS students, alumni, faculty, and corporate partners involved in entrepreneurship. The platform aims to connect, inspire, and facilitate collaboration between CEMS participants. Members can expect opportunities to meet other entrepreneurs, learn from experiences, and find potential partners. Anyone can become a member by registering on the website or joining the Facebook group. The team behind CEMS Entrepreneurs includes Ivo Vasilev, Tomas Laboutka, and Ariadna Masó, who are CEMS alumni with entrepreneurial experience.
Jessica Clark and Tracy Van Slyke, co-authors of Beyond the Echo Chamber (www.beyondtheecho.net), spoke at the New America Foundation on Feb. 9, 2010 on the future of journalism.
This document provides an overview of using LinkedIn for digital marketing. It discusses finding target markets and making messages stand out on LinkedIn. Best practices include developing a unique profile, connecting with contacts, providing recommendations, participating in groups, building relationships, and promoting content. Advanced people searches and case studies are also covered. The presentation aims to help users leverage LinkedIn for marketing, recruitment, and networking.
- Datalicious is a data agency founded in 2007 that specializes in building single customer views across all customer touchpoints using tools like Splunk.
- They combine analysts and developers to turn customer data into actionable insights that improve targeting and drive smarter marketing campaigns.
- Their expertise includes attributing media spending, optimizing channel mixes, increasing relevance and reducing churn through personalized experiences.
This document outlines an outcome mapping canvas for defining and achieving a vision or mission in a sustainable way. It includes sections for identifying boundary partners and their influencer map, defining an outcome challenge, and tracking performance, strategy, evaluation and learning over time through outcome, performance, strategy and evaluation journals. The goal is to prospect for new ideas, seek feedback, obtain support, assess and redesign, follow up, share knowledge, experiment, and reflect to work towards the defined vision or mission.
The document summarizes Communicate, a recruitment firm that specializes in mid-to-senior level hiring. It discusses Communicate's focus on finding exceptional talent through referrals and headhunting. Communicate guarantees to fill positions within 6 weeks or refund payments, faster than industry standards. The document also introduces Communicate's leadership team and provides client testimonials praising Communicate's professionalism, market knowledge, and ability to consistently deliver quality candidates and successful hires.
The document provides quarterly and annual financial results for Hess Corporation from 2005 to 2008, including net income, adjusted earnings, items affecting comparability, and capital/exploratory expenditures by operating activity and geographic region. Hess' exploration and production operations have generated the majority of net income, with marketing/refining and corporate activities also contributing. The company spent over $3 billion annually on capital and exploratory expenditures, with the majority directed to international exploration and production projects.
The document discusses measures of central tendency including the mean, median, and mode. It provides definitions and examples of how to calculate the mean, median, and mode of data sets. The mean is the average and is calculated by summing all values and dividing by the number of values. The median is the middle value when values are arranged from lowest to highest. The mode is the value that occurs most frequently in the data set.
1) The document proposes a business platform that helps SMEs and entrepreneurs overcome challenges and refine business concepts by facilitating access to a broad pool of collective experience and solutions.
2) It aims to cultivate growth of SMEs and encourage entrepreneurship in Singapore and plans to expand to Malaysia, Indonesia, and China.
3) The business model involves expert solutioning, professional bidding on project briefs, and crowd solutioning with prizes to address business challenges.
4) Financial projections estimate breaking even in year 2 with an initial capital injection and achieving $2M in earnings by year 5 by expanding its addressable market share and into ASEAN countries.
Presented at University of Colorado, Boulder, CSR Curriculum Think Tank, July...BabsonGlobal
Babson College's mission is to educate entrepreneurial leaders who create economic and social value. Its curriculum focuses on developing entrepreneurial thinking and action through its core courses and co-curricular activities totaling 168 hours per week. Key aspects of the curriculum include integrating social, environmental, economic responsibility and sustainability principles; taking a simultaneous rather than sequential approach; and requiring students to measure triple bottom line results in their coursework. The Foundations of Management and Entrepreneurship course was refocused on entrepreneurial leadership, cognitive ambidexterity, and social and self-awareness. Off-shore electives provide experiences in unfamiliar contexts to enhance entrepreneurial leadership skills.
London Business School's Executive Education Portfolio Calendar 2013London Business School
London Business School's top-ranked Executive Education and management training programmes empower individuals and organisations to perform at their very best. Don't miss out on our new exciting portfolio for 2013. http://bit.ly/dWL9I4
Rapleaf is a San Francisco-based startup that collects and analyzes consumer data to help companies personalize customer interactions. It has data on over 400 million people and 1.1 billion email addresses. Rapleaf's customers include companies looking to better understand their customers' demographics, interests, locations, finances, and other attributes to improve marketing and services. Rapleaf offers different tiers of consumer data including basic information like age and gender, premium packages with details like income and home ownership, and a la carte selections of specific attributes.
The document provides information about CEMS Entrepreneurs, a global platform connecting CEMS students, alumni, faculty, and corporate partners involved in entrepreneurship. It outlines the objectives to unite CEMS entrepreneurs and cultivate an entrepreneurial culture. Key information includes how members can connect, inspire, and collaborate with each other; potential benefits of joining for different groups; and how to become a member through the website or Facebook group. The team behind CEMS Entrepreneurs and their backgrounds are also summarized.
The document outlines the use of appreciative inquiry to build partnerships and shared visions. It describes two case studies:
1) Using storytelling at a microfinance institution to reconnect employees and clients to the organization's vision and mission and improve relationships.
2) Initiating partnerships between local Catholic churches and village governments in the Philippines to collaborate on community issues, overcome distrust, and improve services for residents, especially disadvantaged groups. The interventions included summits for shared stories and expanding cross-sector partnerships.
This document discusses corporate engagement with non-profits in 2011. It notes that corporate responsibility has broadened beyond just philanthropy. Preferences must match between corporations and charities to build long-term success. Most important factors for corporations in deciding partnerships are marketing impact, fit with corporate social responsibility goals, and achieving social outcomes. The perfect partner is knowledgeable, professional, flexible, and helps deliver corporate objectives. What corporations want from partnerships and what types of charities they prefer are also examined.
The document discusses the Youth Enterprise program, which aims to develop innovation and entrepreneurship skills among young people. It provides an example of the program in Karnataka, India, where the objective was to build skills among local youth to develop real solutions to problems faced by Indian citizens. The program involved an idea camp, mentoring, developing ideas at an Intel technology lab, testing ideas, and pitching. Several ideas emerged from the program, including ventures to help farmers and provide health and education services. The Karnataka journey showed that context setting, idea development skills, multi-stakeholder engagement, mentoring, and customer connections are important for building deployable solutions.
This document discusses business executives' perspectives on enterprise 2.0 technologies. It finds that traditional corporate structures, cultures, strategies, and technologies are not well-aligned with enterprise 2.0. However, when used properly with clear business objectives, enterprise 2.0 can transform productivity and innovation by applying collaborative technologies to how companies work. The key is moving beyond views of technology itself to focus on how enterprise 2.0 supports business goals and engages employees.
This document provides information about CEMS Entrepreneurs, a global platform connecting CEMS students, alumni, faculty, and corporate partners involved in entrepreneurship. The platform aims to connect, inspire, and facilitate collaboration between CEMS participants. Members can expect opportunities to meet other entrepreneurs, learn from experiences, and find potential partners. Anyone can become a member by registering on the website or joining the Facebook group. The team behind CEMS Entrepreneurs includes Ivo Vasilev, Tomas Laboutka, and Ariadna Masó, who are CEMS alumni with entrepreneurial experience.
Jessica Clark and Tracy Van Slyke, co-authors of Beyond the Echo Chamber (www.beyondtheecho.net), spoke at the New America Foundation on Feb. 9, 2010 on the future of journalism.
This document provides an overview of using LinkedIn for digital marketing. It discusses finding target markets and making messages stand out on LinkedIn. Best practices include developing a unique profile, connecting with contacts, providing recommendations, participating in groups, building relationships, and promoting content. Advanced people searches and case studies are also covered. The presentation aims to help users leverage LinkedIn for marketing, recruitment, and networking.
- Datalicious is a data agency founded in 2007 that specializes in building single customer views across all customer touchpoints using tools like Splunk.
- They combine analysts and developers to turn customer data into actionable insights that improve targeting and drive smarter marketing campaigns.
- Their expertise includes attributing media spending, optimizing channel mixes, increasing relevance and reducing churn through personalized experiences.
This document outlines an outcome mapping canvas for defining and achieving a vision or mission in a sustainable way. It includes sections for identifying boundary partners and their influencer map, defining an outcome challenge, and tracking performance, strategy, evaluation and learning over time through outcome, performance, strategy and evaluation journals. The goal is to prospect for new ideas, seek feedback, obtain support, assess and redesign, follow up, share knowledge, experiment, and reflect to work towards the defined vision or mission.
The document summarizes Communicate, a recruitment firm that specializes in mid-to-senior level hiring. It discusses Communicate's focus on finding exceptional talent through referrals and headhunting. Communicate guarantees to fill positions within 6 weeks or refund payments, faster than industry standards. The document also introduces Communicate's leadership team and provides client testimonials praising Communicate's professionalism, market knowledge, and ability to consistently deliver quality candidates and successful hires.
Girard - ICKE 2011 - Guiding Organizations into the FutureJohn Girard
John Girard’s presentation “Guiding Organizations into the Future” at International Conference on the Knowledge Economy (ICKE), East London, South Africa.
The document introduces iQual, a market research and insights boutique based in the Middle East. It provides backgrounds on the founding partners and senior leadership of iQual, who have decades of combined experience working for large research firms. It also describes iQual's approach to research, focusing on deep insights, fresh thinking, robust execution and delivering what matters most to clients. Testimonials from clients praise iQual's flexibility, personalized service, and ability to provide high-quality insights on tight timelines.
InVenture is a 14-week mentor-driven accelerator program focused on enabling early global scaling of European and Latin American tech startups. It provides up to €20k in funding and connects selected startup teams with over 100 mentors. The goal is to help teams overcome challenges in the region and capitalize on opportunities for early global growth.
The purpose of this document is to detail how Sue Jordan, the strategic programme designer for the Social Enterprise element of the TLI partnership, envisions the delivery of the small business support services programme for Social Entrepreneurs in Wiltshire.
1. 20
20-ten.org
Research & Need Identification
A review of initial research, synthesis of needs and
directions for further inquiry.
Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
1
2. Lets review...
We identified an area of focus......
Information Lifecycle &
Distribution
but it was a bit of a monster
20
20-ten.org
Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
3. Looking back at stakeholders
3 1
Paper and supplies Janitorial Staff
Provider
Promote Org
Fundraising
?
6
Student Orgs
Promote product
6
make money 1
Individuals
Faculty
Promote company Communicate idea Make money
be efficient/accurate
7
look for employers
6
get message out
5 4 3
files
2 1 Accurate up to date
relevant information
CLarity of message
Recruiters Administrators Advertisers Graphic Designer Printer Distributor
Promote, lecture,
7
book,self
5
Gett message right
please client, make money
Students
get paid, set direction
target audience
Speakers & Market Researchers 1
Lectures
5
Visitors
Copy Writers
2020-ten.org
Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
4. Touchstone Tours
The basis of our touchstone tours
We wanted to examine how people deal with information. We knew
that the area was a bit broad so we understood the need to focus our
touchstones in order to get concrete results that would help us
identify needs.
We chose to focus our research efforts on information distribution
within organizations. Organizations have unique information
challenges and understanding how they handled these was key to
understanding information distribution methodologies and styles.
20
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Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
5. Jeff - TT # 1
Position: Senior Manager
Company/Organization: Bosch Research and Technology Center (RTC)
Years in Position: 10
“ Email is a burden”
Needs:
better organization/prioritizing of email
less information overload
better communication between RTC and the rest of Bosch
20
20-ten.org
Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
6. Jason - TT # 2
Position: Editor of “The Link”
Company/Organization: CMU Computer Science Dept.
Years in Position: 2
“I treat it like a small-town newsletter”
Needs:
Feedback from audience
To reach a wide audience through online presence
20
20-ten.org
Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
7. Sonjala - TT# 3
Position: Assistant Director - CFA career consultant
Company/Organization: CMU Career Center
Years in Position: 7 3/4 years
“Students and opportunities, everyone needs
one thing to connect, even it is quite bad”
Needs:
Email and social media most welcomed/acceptable way for students.
The web is used to quickly update information and keep students on
track.
Make students aware of the most relevant and important events.
Find a way to ensure knowledge gets to students without being
overwhelming (emails)
20
20-ten.org
Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
8. Jill - TT # 4
Position: General Manager
Company/Organization: Battleworks Dance Company
“…I worked with artists so much. They're so forgetful
and unreliable… email was a great way to keep them
to task without allowing them to waste my time by
digressing into arty conversation like they would in
person.”
Needs:
Consistent information / “paper trail”
Engage potential donors and performance attendees
20
20-ten.org
Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
9. Casey - TT # 5
Position: Manager - Team Leader
Company/Organization: Whole Foods -Shadyside
“I literally measure my email in feet”
Needs:
An easy fast method to reach all 250 employees
A better way to sort and flag emails
Be able to remember actionable emails
20
20-ten.org
Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
10. More research - Connecting to Info
Getting more information
After we met and decided how we were going to do our touchstone
tours, we realized we needed more data on the other side of the
spectrum. While the tours granted us access to people who were in
charge of information distribution, we now felt it necessary to try
and get the “information consumers” perspective.
For this purpose we created a quick survey looking at how people
consumed various types of information. Service or task based
information, leisure based, knowledge based and passive
sources of information.
20
20-ten.org
Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
12. Survey Responses
About effective methods of communication
“I usually only care about events that my
friends feel are relevant enough to me to tell
me about.”
“Given that I am a heavy user of e-mail, I pay more
attention to direct messages with event
advertising. The e-mail should be well formatted so
that it doesn't resemble annoying or useless spam”
“Downside of email is I don't always have
time to look into activities more and then I
forget about them later.”
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Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
13. Synthesis & Direction
Getting closer and finding opportunities
1. Feedback
How can people who send out mass messages get
feedback?
3 Directions of focus: 2. Filtering
How can receivers of mass messages avoid
information overload by filtering out the most
relevant and important information?
3. Timeliness
How can users avoid out-of-date information, and
consistently receive current information?
20
20-ten.org
Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
14. Refining our area
The information cloud
1. The cloud holds the
river of information that
we access on a daily
basis
After our research, our discussions led to 2. We consume multiple
types of information, but
a specific category of information usually are most
interested or worry most
distribution that we were automatically about the information
that requires our specific
drawn to, this was... involvement. Both as
individuals and as
businesses.
3. We manage many
forms of information that
Actionable Information require us to engage or
respond to it. And there
are few tools designed to
address actionable
needs.
20
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Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
15. What we discovered
A source in the computer science department pointed out that our interest in
actionable information aligned with a many current research efforts.
Wikipedia says... “
Actionable information logistics addresses people-
centered design of information logistics: the user
actively designs, develops and monitors processes
necessary for delivery and presentation of
information tailored to individual user needs.
”
20
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Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
16. Other interesting facts
81% look for information about a service or
55% of American adults connect to the internet wirelessly, product they are thinking of buying
either through a WiFi or WiMax connection via their laptops or (September 2007 - Pew Internet & American Life
through their handheld device like a smart phone. Project)
(source: Pew Internet & American Life Project)
38% send instant messages
(November 2008 - Pew Internet &
46% upload photos to a website so you American Life Project)
can share them with others online
(August 2008 - Pew Internet & American
Life Project)
89% of internet users send or receive email
(September 2009 - source Pew Internet & American Life
Project)
72% go online just for fun or to pass the time
(April 2009 - Pew Internet & American Life Project)
20
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Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
17. Directions - (Feedback)
How can people who send out mass messages get feedback?
Based on our conversations with Jill, Jason, and Sonjala, who need to reach a
wide audience but also need to know their information is relevant
Ties in to user engagement, which Sonjala is also concerned with
Example concept: digital bulletin board that knows when users are looking at it
20
20-ten.org
Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
18. Directions - (Filtering)
How can receivers of mass messages avoid information overload by filtering
out the most relevant and important information?
Based on our conversations with Jeff and Casey, who report receiving
overwhelming amounts of email, and don’t know what needs a response
Sonjala knows students ignore or delete her emails: needs a way for students
to get relevant information
Our own experiences show that information overload is a huge problem
Example concept: email metadata that facilitates a filtering system
20
20-ten.org
Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
19. Directions - (Timeliness)
How can users avoid out-of-date information, and
consistently receive up-to-date information?
Based on our own experiences receiving outdated
or last-minute information about events at CMU
Jeff and Casey said if they don’t take care of
emails right away, they’ll forget about it
Survey responders report also forgetting about
email if it lingers in the inbox too long
Example concept: context-aware email, smart bulletin boards where events delete
themselves after event is over
20
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Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou
20. Next Steps
A little brainstorming
Targeted research within our chosen directions
Example: have a few participants keep track of outdated
information received
Competitive analysis: what’s already on the market?
Begin concept development: narrow down target audience
20
20-ten.org
Juliana Diaz | Adam Howard | Jenny Shirey | Ruqian Zhou