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Content by Jacob Shriar & Kevin Kruse.
In this Officeviibe presentation, you'll see:
- 3 biggest problems leaders face and what you can do to fix them
- The secret to time management
- Examples from great leaders
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There is a better way to launch a business. In this presentation from Joe Pulizzi, author of Content Inc., Joe shares six steps that all remarkable content-first businesses share. This model can be replicated and scaled - any business in any location. Covers finding your content tilt and how to monetize your content marketing strategy.
Presentation to PACT Meeting, Minneapolis, 13 February 20145. [Links to references at http//c4lpt.co.uk/janes-articles-and-presentations/social-learning-in-the-workplace/
The Productivity Secret Of The Best LeadersOfficevibe
Content by Jacob Shriar & Kevin Kruse.
In this Officeviibe presentation, you'll see:
- 3 biggest problems leaders face and what you can do to fix them
- The secret to time management
- Examples from great leaders
- You'll find bonus content
Content Inc - The Six Step Business Model for Startups Joe Pulizzi
There is a better way to launch a business. In this presentation from Joe Pulizzi, author of Content Inc., Joe shares six steps that all remarkable content-first businesses share. This model can be replicated and scaled - any business in any location. Covers finding your content tilt and how to monetize your content marketing strategy.
Content personalisation is becoming more prevalent. A site, it's content and/or it's products, change dynamically according to the specific needs of the user. SEO needs to ensure we do not fall behind of this trend.
12 things Disney and Pixar teach us about customer support.Freshdesk Inc.
At first glance, movies about princesses, superheroes and talking snowmen may not really make sense in the customer support space. We gave it a shot anyway.
Spoiler Alert: They do.
For more tips on customer support, head over to the Freshdesk blog - http://blog.freshdesk.com/
Network effects. It’s one of the most important concepts for business in general and especially for tech businesses, as it’s the key dynamic behind many successful software-based companies. Understanding network effects not only helps build better products, but it helps build moats and protect software companies against competitors’ eating away at their margins.
Yet what IS a network effect? How do we untangle the nuances of 'network effects' with 'marketplaces' and 'platforms'? What’s the difference between network effects, virality, supply-side economies of scale? And how do we know a company has network effects?
Most importantly, what questions can entrepreneurs and product managers ask to counter the wishful thinking and sometimes faulty assumption behind the belief that “if we build it, they will come” … and instead go about more deterministically creating network effects in their business? Because it's not a winner-take-all market by accident.
Making Connections : A talk on mobile engagement for UNICEF JapanYounghee Jung
This is a presentation and note for UNICEF Japan given in 2007, to inform and discuss how to use mobile technology for UNICEF’s operation to get donations and promote awareness.
This talk makes various references to projects done by Nokia Design while I was leading its Tokyo studio team called ‘Insight & Innovation’.
Due to the nature of the presentation, several photos in this presentation are copied from the Internet source and some of them are no longer available to find its source.
Social Media for Atlantic Canada MarketingMediaBadger
Presentation from AIM2012 Interactive Marketing conference. Data on social media use in Atlantic Canada and strategy recommendations. From the first firm to ever analyse social media use in Atlantic Canada since 2008.
Plenary session presented at the "Creating Communities of Learning" Australasian Professional Legal Education Conference, 14-15 November 2014 at AUT, Auckland
The Future of Learning: Embracing Social Learning for SuccessSaba Software
Today, the world is grounded in a vast and dynamic world of information and technology. Organizations
have access to content like never before, compounded by the Web 2.0 movement. This ability to
communicate swiftly evolved into collaboration that has become an intense driver of the “knowledge
economy.”
During the last two years we have seen how knowledge management and leadership development
via learning are being incorporated more frequently as strategies to increase organizational agility.1
Additionally, learning organizations that act as strategic enablers for the business are more focused on
connecting people to people and content through knowledge management and social technology.
Saba Software partnered with Human Capital Media (HCM) Advisory Group to better understand how
business is taking advantage of social learning. In the 2013 survey, HCM examined how organizations are
approaching social learning, which methods have proven to be successful and where challenges are experienced.
A collaborative presentation written by contributors to the TEL programme, the London Knowledge, the Open University, reviewing what they have learnt in the past 3 years about Education Innovation. Given as a presentation to BIS on October 6th 2011 This reflects the Aggregation of Ideas. How we curate these ideas will be the follow-up
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Biological screening of herbal drugs: Introduction and Need for
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Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
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Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
7. 7
Training
Department
Learning & Development
Since
the
laOer
half
of
the
20th
century
the
Training
Department
has
been
responsible
for
organizaAonal
learning,
and
very
liOle
has
changed
…
Although
some
have
changed
the
name
–
its
funcAon
remains
largely
the
same
–
to
organise
structured
learning
events.
8. 8
computer-based training
online learning
e-learning
learning management
systems
Most
are
now
using
technologies
to
automate
the
training
funcAon
…
11. 11
1
2
3
4
5
6
7
8
9
10
The
Top
10
of
the
Top
100
Tools
for
Learning
2012
12. Individuals
are
using
social
tools
to
build
a
trusted
network
of
friends
and
colleagues
-‐
aka
a
Personal
Learning
Network
12
13. ask
and
answer
ques2ons
of
each
other
exchange
resources,
ideas
and
experiences
brainstorm
and
solve
problems
together
keep
up
to
date
with
what
their
colleagues
are
doing
learn
from
each
other
–
oOen
without
even
realising
it
13
14. “25%
of
doctors
use
social
media
daily
to
scan
or
explore
new
medical
informaAon.
Social
media
never
will
replace
tradiAonal
means
of
research
and
learning
…
it’s
an
addiAonal
—
and
valuable
—
channel
that
can
add
to
a
physician’s
knowledge
base.”
Journal
of
Medical
Internet
Research
14
15. Individuals
are
using
social
tools
to
..
“learn
the
new”
and
to
keep
up
to
date
with
their
industry
and
profession
15
16. Individuals
are
using
social
tools
to
..
find
solu2ons
to
their
own
performance
problems
16
17. INDIVIDUALS
are
using
social
tools
to
..
share
what
they
find,
learn,
create
and
know
with
one
another
17
18. TEAMS
AND
GROUPS
are
using
social
tools
for
..
knowledge
sharing
and
collabora2on
18
19. For
those
ac2ve
on
the
Social
Web,
“learning”
will
never
be
the
same
again
19
conAnuous
-‐
on
demand
self
organised
and
autonomous
unstructured,
“messy”
learning
informal,
social
learning
ge^ng
things
done
opportuniAes
for
wider
open
educaAonal
opportuniAes
lines
between
working,
learning
and
playing
are
blurring
serendipitous,
accidental,
unconscious
20. 20
“knowledge
dumps
tarted
up
with
trivial
interac6ons”
Clark
Quinn
This
is
why
there
is
growing
frustra2on
with
current
e-‐learning
21. Even
InstrucAonal
designers
are
frustrated
at
having
to
create
courses
and
ensure
that
every
link
is
clicked
-‐
because
manager
think
that
this
means
that
their
people
will
have
“learned”
the
content.
22. As
a
result
some
employees
are
now
paying
their
children
to
take
their
e-‐learning
for
them.
23. 23
an
increasing
number
of
people
who
are
bypassing
L&D
and
IT
to
solve
their
own
learning
and
performance
problems
more
quickly
and
easily
-‐
and
in
ways
that
suit
them
best.
The
social
learning
revolu2on
is
…
24. 24
So
the
answer
for
L&D
is
not
just
about
adding
new
tools
and
technologies
to
instrucAonal
pracAces
…
People
don’t
like
to
be
told
to
be
social!
25. 25
…
it’s
about
re-‐thinking
pracAces
and
supporAng
workplace
learning
more
widely
and
in
more
modern
and
relevant
ways.
26. 26
What
is
the
social
learning
revoluAon?
And
what
does
it
mean
for
the
workplace?
3
ways
that
L&D
are
re-‐thinking
their
ac2vi2es
27. 27
1
Moving
from
a
focus
on
learning
to
a
focus
on
performance
28. 28
They
are
stopping
being
order-‐takers
and
becoming
performance
consultants.
29. 29
They
are
carrying
out
a
performance
analysis
…
(not
to
be
confused
with
a
Training
Needs
Analysis)
30. 30
They
are
idenAfying
a
range
of
soluAons
to
performance
problems;
training
courses/e-‐learning
are
the
last
thing,
not
the
first
thing
they
choose
31. 31
They
are
increasingly
focusing
on
performance
support
opAons
…
on
appropriate
devices
32. 32
They
are
measuring
the
success
of
their
“intervenAons”
in
performance
terms
33. 33
2
Moving
from
a
focus
on
managing
learning
to
building
a
learning
network
34. 34
They
are
breaking
free
of
their
learning
plaiorms
and
management
system
as
it
constrains
their
thinking
about
learning
...
…
and
which
measure
learning
rather
than
performance
outcomes
…
…
and
which
are
silos
for
knowledge
and
experience
-‐
separate
from
work
WORK
LEARNING
35. 35
They
are
recognising
that
new
enterprise
tools
offer
new
opportuniAes
…
36. AcAvity
stream
Real-‐Ame
updates
Member
commenAng
Threaded
discussions
Likes
and
Relies
Sharing
of
resources
Sharing
links
Sharing
files
Polls
and
surveys
Content
creaAon
tools
Group
spaces
within
the
network
and
external
networks
36
..
since
they
take
a
more
modern,
social
approach
to
collaboraAon
37. So
they
are
being
used
for
social
onboarding
…
get
to
know
co-‐workers
and
company
culture
ask
&
answer
quesAons
access
resources
AND
start
contribuAng
37
38. They
are
being
used
for
social
mentoring
informal,
ad
hoc
mentoring
as
needs
arise
self-‐iniAaAng
in
the
ESN
38
39. 39
Live
chats
–
YamJams
–
real
Ame
conversaAons
Hotseats
Book
clubs
Online
Lunch
’n’
Learns
Daily
Aps
or
learning
resources
They
are
being
used
for
an
on-‐going
stream
of
social
and
collaboraAve
learning
acAviAes
..
40. They
are
also
being
used
for
online,
social
workshops
1. scaffolding
2. autonomy
3. social
as
focus
4. content
as
support
5. performance-‐oriented
41. 41
In
other
words
L&D
departments
are
building
an
Enterprise
Learning
Network
embedded
within
their
Enterprise
Social
Network.
42. 42
3
Moving
from
a
focus
on
instruc2on
to
suppor2ng
knowledge
sharing
and
collabora2on
in
the
workflow
43. They
recognise
that
“learning”
is
not
something
separate
from
work;
it
is
an
integral
part
of
it.
43
44. 44
They
are
helping
teams
to
work
and
learn
together
–
and
share
their
knowledge
and
experiences
–
and
in
doing
so
helping
to
build
a
collaboraAon
culture
45. “You
can’t
TRAIN
people
to
be
social
–
only
show
what
them
what
it
is
like
to
be
be
social.”
45
46. They
are
helping
teams
understand
how
to
collaborate
purposefully
and
producAvely
through
modelling
not
shaping
46
47. “A
set
of
processes
individually
constructed,
to
help
each
of
us
make
sense
of
the
world
and
work
more
effecGvely”
47
They
are
helping
individuals
with
their
Personal
Knowledge
Management
Harold
Jarche
50. 50
Personal/
Professional
Learning
OrganisaAonal
Learning
organised:
designed/delivered/managed
(structured,
formal)
TRAINING
self-‐organised
and
self-‐managed
(un)structured,
informal,
social
LEARNING
To
summarise,
whereas
L&D
has
tradi2onally
only
valued
the
learning
that
has
been
organised
by
them
…
51. 51
Personal/
Professional
Learning
OrganisaAonal
Learning
KNOWLEDGE
SHARING
in
work
teams
and
groups
…
the
Social
Learning
Revolu2on
means
that
L&D
is
no
longer
solely
responsible
for
learning
in
the
workplace;
it
is
becoming
a
shared
responsibility
organised:
designed/delivered/managed
(structured,
formal)
TRAINING
self-‐organised
and
self-‐managed
(un)structured,
informal,
social
LEARNING