BCG paper: the value of our digital identity

Digital identity—the sum of all digitally available information about an individual—offers enormous potential value. Applications leveraging personal data can boost efficiency, focus research and marketing, and spur the creation of personalized products and services. But to unlock its full value, organizations must embrace responsibility, transparency, and user control.

My point of view: check this paper and Doc Searl’s The Intention Economy

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BCG gaining a value advantage in volatile times

(via Olalla U.)Via Scoop.itServe4impact: designing design driven operations

Marcus Bokkerink, Patrick Ducasse, Jeff Gell, Eric Olsen, Frank Plaschke, Daniel Stelter, Hady Farag, Mark Sciortino November 2011 BCG ranks the top ten value…
Via www.slideshare.net

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BCG – Expertise & Impact Back to Mesopotamia?

 

 

argyle

 

  • To what measures might governments have to resort of they keep trying to solve the debt problem by playing for time? In their latest paper, David Rhodes and Daniel Stelter look at what might need to happen if the politicians persist in muddling through for much longer.

http://www.bcg.com/expertise_impact/publications/PublicationDetails.aspx?id=tcm:12-87238

 

 

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A Disruptive Solution for Health Care – Clayton M. Christensen

A Disruptive Solution for Health Care – Clayton M. Christensen – Innovations in Health Care – Harvard Business Review.

The challenge that we face — making health care affordable and conveniently accessible to most people — is not unique to health care. Almost every industry began with services and products that were so complicated and expensive to provide that only people with a lot of skill and a lot of money could participate

To be continued at A Disruptive Solution for Health Care – Clayton M. Christensen – Innovations in Health Care – Harvard Business Review.

Photocredit: kari-shma

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Summation: The Entrepreneur vs. The Strategy Consultant

Found at Summation: The Entrepreneur vs. The Strategy Consultant.

The Entrepreneur is very different from the typical McKinsey-esque strategy consultant. Both are extremely smart, driven, persistent, creative, and determined. But I have found that there are some major differences.

To be continued at Summation: The Entrepreneur vs. The Strategy Consultant.

 

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Check out: Has the Recession Made Your Life Simpler? – The Conversation – Harvard Business Review

Recession special at Gray's Papaya shop
Image by Ed Yourdon via Flickr

Post found worth reflecting on and acting accondingly. The findings of BCG are in line with the ROWE approach as used by Best Buy. Wonder just if this major shift is to be attributed to the recession or that something more fundamental is happening (which is my belief).

Anyway, feel free to make your own construct, connect and act acoordingly.

Found at http://blogs.hbr.org/cs/2010/01/has_the_recession_made_your_li.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+harvardbusiness+%28HBR.org%29

Have you changed your behavior as a result of the “great recession?” According to a survey from the Department of Labor and a New York Times/CBS News poll, Americans are spending less time shopping and more time engaging in simple, low-cost activities with family and friends.

These include “organizational, civic and religious” pursuits; home-based hobbies like gardening and cooking; family sports such as hiking; and cultural endeavors like going to museums and movies. For many people this may be an obvious result of having less money to spend. But the dramatic climb in the savings rate (from less than 1 percent of income at the end of 2007 to more than 4 percent through most of 2009) suggests that even those with extra money are acting differently.

From an economic point of view, these shifts are generally good news. Americans seem to have learned (at least for now) that highly-leveraged spending sprees are not sustainable and have painful consequences. This may help dampen future speculative bubbles and provide a basis for reducing debt over time.

The real questions, however, are whether these behavioral shifts signal new patterns for American society and how these shifts might trigger changes in organizations. For example, many companies depend on large cadres of workaholic professionals and middle managers who put in long hours, are available around the clock, and are willing to sacrifice family and personal time for business activities.

Furthermore, managers in most U.S.-based organizations take either less vacation time, or less consecutive time off than their counterparts in Europe and elsewhere. But now that these managers have experienced the psychic satisfaction of less work and more personal time — even if it was forced by recessionary cutbacks and less available cash — will they be willing to return to the intense treadmill?

A Boston Consulting Group experiment, reported in Harvard Business Review in October 2009, suggests that it may be beneficial not only for managers and professionals to spend more time away from work, but also for the organization. In this study, BCG required its most intensely workaholic team members to take pre-scheduled, regular (one day per week) and complete (no phone calls or emails) time off during the course of a project. Not surprisingly, after some personal adjustments, the consultants enjoyed the time off. However, BCG also found that the project teams improved their communications and developed more innovative and efficient ways of working with each other.

Similarly, a series of pilots on flexible work arrangements sponsored by a non-profit group called the BOLD Initiative found that when teams were given the freedom to arrange work schedules around their personal needs and desires, it not only increased employee satisfaction but also improved team productivity.

Obviously there is no definitive answer as to whether the personal shifts sparked by the recession will be permanent. It may be in the best interest of companies however to encourage these changes in behavior with managers, professionals, and other high-pressured work groups. Who knows, for many of us, less work may not only be more satisfying, but also more productive.

Ron Ashkenas is a managing partner of Robert H. Schaffer & Associates a Stamford, Connecticut consulting firm and the author of
Simply Effective: How to Cut Through Complexity in Your Organization and Get Things Done

Read more  at http://blogs.hbr.org/cs/2010/01/has_the_recession_made_your_li.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+harvardbusiness+%28HBR.org%29

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