Aquí su página en la Web, que para este caso es la compañía toda (en la Web)
Aquí el ejemplo:
Looking Further with Ford: 13 Trends for 2013
***
"Scribd is the world's largest online library. We've made it easy to share and discover entertaining, informative and original written content across the web and mobile devices."
***
De la Wikipedia:
"La idea de Scribd fue originalmente inspirada cuando Trip Adler estuvo en Harvard y tuvo una conversación con su padre, John R. Adler sobre las dificultades de la publicación de artículos académicos. Se asoció con los cofundadores Jared Friedman y Tikhon Bernstam y asistieron a Y Combinator en Cambridge en el verano de 2006. Scribd fue liberado desde un apartamento de San Francisco en marzo de 2007 y creció rápidamente en tráfico. En 2008, figuraba como uno de los 20 sitios de redes sociales según más visitados según Comscore.4 En Junio de 2009, Scribd lanzó Scribd Store.5 Poco después se resindió el contrato con Simon & Schuster para vender libros electrónicos en Scribd.6 Más de 150 editores profesionales como Random House, Wiley, Workman, Houghton Mifflin Harcourt, Pearson, Harvard University Press y Stanford University Press están ahora asociados con Scribd. ProQuest comenzó publicando disertaciones en Scribd en diciembre de 2009. En octubre de 2009, Scribd lanzó su lector de marca para las compañías de medios con New York Times , Los Angeles Times , Chicago Tribune , The Huffington Post, TechCrunch y MediaBistro.7 Ahora más de 100 compañías de medios utilizan lectores de marca Scribd para incrustar material de origen en sus historias. En agosto de 2010, las noticias comenzaron a hacer "un boom" y los documentos y los libros empezaron a ser virales en Scribd incluyendo el volcado de Proposición 8 y la demanda de HP, Mark Hurd, que se mueven en contra de Oracle. Actualmente Adler es el presidente de Scribd, donde es el responsable del producto y de la dirección estratégica de la de la empresa. El BusinessWeek llamado Adler es uno de los "Mejores Jóvenes Empresarios Tech de 2010"
***
¿Cómo agrega valor una casa editorial que sólo publica en la Web?
Aquí la explicación resumida
Mostrando entradas con la etiqueta Jobs-To-Be-Done. Mostrar todas las entradas
Mostrando entradas con la etiqueta Jobs-To-Be-Done. Mostrar todas las entradas
martes, 11 de diciembre de 2012
martes, 4 de diciembre de 2012
Innovation from Chile: Cumplo, Nicolás Shea (fundador)
Aquí el sitio web de la compañía
"Cumplo es una plataforma de confianzas, de personas. La razón por la cual existimos es porque hay millones de chilenos que diariamente pagan costos que no merecen, ya sea a través de mayores intereses en sus créditos o menores retornos en sus ahorros" Nicolás Shea, Fundador de Cumplo
"Cumplo es una plataforma de confianzas, de personas. La razón por la cual existimos es porque hay millones de chilenos que diariamente pagan costos que no merecen, ya sea a través de mayores intereses en sus créditos o menores retornos en sus ahorros" Nicolás Shea, Fundador de Cumplo
martes, 27 de noviembre de 2012
"Uber" innovation: Travis Kalanick
Aquí el artículo original desde Knowledge@Wharton
Extracto introductorio:
"Travis Kalanick is no stranger to corporate fisticuffs. The tech entrepreneur brought down the wrath of the film and music industries after starting a peer-to-peer service in 1998 called Scour, which was similar to Napster in that it allowed consumers to swap digital media files with each other. Two years later, filmmakers and TV producers sued his company for copyright infringement to the tune of $250 billion. Scour went out of business.
Kalanick later developed a content delivery system that he called his "revenge business" because, ironically, some of his former entertainment industry foes ended up becoming clients, according to a February article in Fortune. While this company, Red Swoosh, initially ran into financial problems, it would be sold for $15 million to Akamai Technologies in 2007 -- but not before Kalanick became so destitute that he had to move in with his mother. Fortune described the 30-something UCLA dropout as "brilliant," but "brash and headstrong" and "happy to charge off a cliff with an innovative idea."
He seems to be charging headlong off that cliff again with his latest venture, Uber. The three-year-old San Francisco start-up provides private car service -- mostly using a fleet of higher-end vehicles, including sleek black Lincoln town cars but also taxis -- to customers who love the site's white-glove service and do not mind the premium pricing. Riders summon the cars using a smartphone app. But the company also has attracted the ire of municipalities such as New York City, San Francisco, Boston, Washington, D.C., and Chicago. Officials in those cities say Uber's service runs afoul of local rules designed to ensure pricing transparency and public safety, among other allegations. Moreover, Uber is also fighting a lawsuit filed by taxi companies."
***
¿Qué se puede anotar?
1. Que en todas partes se "cuecen habas"; ingenuamente pensaba que el tema-problema de la intervención-regulación al servicio de Taxis era sólo de por acá, del mundo del subdesarrollo :-/
2. Que la tecnología (as usual) sigue siendo la fuerza monumental cuando se trata de "poner patas arriba" (y así eventualmente mejorar) un producto/servicio anquilosado en privilegios y bajo el sopor de la falta de competidores :-)
3. Que a los innovadores de verdad (como a Travis Kalanick) no sólo los distingue todo lo que ya se ha dicho aquí y en muchas partes sobre su creatividad y coraje, sino además su total disposición a (pase lo que pase) re-escribir las "reglas"; o mejor, eliminarlas del todo; lo que sin duda los hace más simpáticos aún (para el suscrito :-)
Extracto introductorio:
"Travis Kalanick is no stranger to corporate fisticuffs. The tech entrepreneur brought down the wrath of the film and music industries after starting a peer-to-peer service in 1998 called Scour, which was similar to Napster in that it allowed consumers to swap digital media files with each other. Two years later, filmmakers and TV producers sued his company for copyright infringement to the tune of $250 billion. Scour went out of business.
Kalanick later developed a content delivery system that he called his "revenge business" because, ironically, some of his former entertainment industry foes ended up becoming clients, according to a February article in Fortune. While this company, Red Swoosh, initially ran into financial problems, it would be sold for $15 million to Akamai Technologies in 2007 -- but not before Kalanick became so destitute that he had to move in with his mother. Fortune described the 30-something UCLA dropout as "brilliant," but "brash and headstrong" and "happy to charge off a cliff with an innovative idea."
He seems to be charging headlong off that cliff again with his latest venture, Uber. The three-year-old San Francisco start-up provides private car service -- mostly using a fleet of higher-end vehicles, including sleek black Lincoln town cars but also taxis -- to customers who love the site's white-glove service and do not mind the premium pricing. Riders summon the cars using a smartphone app. But the company also has attracted the ire of municipalities such as New York City, San Francisco, Boston, Washington, D.C., and Chicago. Officials in those cities say Uber's service runs afoul of local rules designed to ensure pricing transparency and public safety, among other allegations. Moreover, Uber is also fighting a lawsuit filed by taxi companies."
***
¿Qué se puede anotar?
1. Que en todas partes se "cuecen habas"; ingenuamente pensaba que el tema-problema de la intervención-regulación al servicio de Taxis era sólo de por acá, del mundo del subdesarrollo :-/
2. Que la tecnología (as usual) sigue siendo la fuerza monumental cuando se trata de "poner patas arriba" (y así eventualmente mejorar) un producto/servicio anquilosado en privilegios y bajo el sopor de la falta de competidores :-)
3. Que a los innovadores de verdad (como a Travis Kalanick) no sólo los distingue todo lo que ya se ha dicho aquí y en muchas partes sobre su creatividad y coraje, sino además su total disposición a (pase lo que pase) re-escribir las "reglas"; o mejor, eliminarlas del todo; lo que sin duda los hace más simpáticos aún (para el suscrito :-)
miércoles, 7 de noviembre de 2012
Blueseed: facilitando la innovación (una curiosidad... pero así están las cosas :-)
Ver aquí su sitio Web
"Blueseed is a project to station a ship 12 nautical miles from the coast of San Francisco, in international waters. The location will allow startup entrepreneurs from anywhere in the world to start or grow their company near Silicon Valley, without the need for a US work visa. The ship will be converted into a coworking and co-living space, and will have high-speed Internet access and daily transportation to the mainland via ferry boat. So far, over 1000 entrepreneurs from 60+ countries expressed interest in living on the ship. The project is backed by PayPal founder and Facebook early investor Peter Thiel. "
"Why Blueseed?
Because Google and Yahoo! and Intel and other famous companies that were co-founded by immigrant entrepreneurs, have created tens of thousands of jobs, and have built products and services that we all use every day. But who knows how many other companies we don’t have, because their immigrant co-founders were not allowed to remain in Silicon Valley?"
***
"Why not simply telecommute?
Shane Mac, Director of Product at successful startup Zaarly, gives seven reasons why early-stage companies should start up in the same physical office space.
Many businesses can be run successfully from anywhere in the world, using collaboration software and teleconferencing. Other businesses are much more likely to succeed in an environment where people interact in person, and startups are a great example of that. Google, LinkedIn, Twitter, Groupon, Zynga – they didn’t start online; they started thanks to the serendipity of a place that allowed the founders to meet and work together with the talent they needed, face-to-face.
Risks of working remotely include employees missing interaction with colleagues, becoming physically drained by travel, growing unhappy, or being recruited by other companies. Peter Norvig, director of research for Google, said in a Forbes interview:
It’s 11 hours to Hyderabad. We do video conferences where we’re up late and they’re up early. Maybe a video conference is as good as a formal meeting, but there are no informal meetings. As a result, we lose the pace of work, and we lose trust.
Best-selling author Ori Brafman has a short video on how proximity plays a major role in helping individuals form instant connections with others. While telepresence using robots such as Vgo or Anybots is somewhat successful, iRobot CEO Colin Angle said, “The products that have launched so far are really videoconferencing on a remote, driveable platform. It has some appeal, but they don’t build a version of you in a remote location able to be as effective as you would in person.”
In November 2011, ABC News reported on the story of Amit Aharoni, an Israeli startup entrepreneur who, after creating 9 American jobs, received a letter from the US Citizenship and Immigration Serice (USCIS) denying his visa request and notifying him to leave the country immediately. Aharoni left for Vancouver and tried to run his company (an online cruise booking service) remotely via Skype. That didn’t quite work out, so he set to work on making his story public. After ABC World News picked up the story, USCIS reversed their decision within 24 hours. The moral is that running a startup remotely can be big enough of a pain to warrant mounting a media campaign, and that unless they manage to attract massive media attention, a startup entrepreneur without a valid visa may have to relocate their operations outside of the U.S."
"Blueseed is a project to station a ship 12 nautical miles from the coast of San Francisco, in international waters. The location will allow startup entrepreneurs from anywhere in the world to start or grow their company near Silicon Valley, without the need for a US work visa. The ship will be converted into a coworking and co-living space, and will have high-speed Internet access and daily transportation to the mainland via ferry boat. So far, over 1000 entrepreneurs from 60+ countries expressed interest in living on the ship. The project is backed by PayPal founder and Facebook early investor Peter Thiel. "
"Why Blueseed?
Because Google and Yahoo! and Intel and other famous companies that were co-founded by immigrant entrepreneurs, have created tens of thousands of jobs, and have built products and services that we all use every day. But who knows how many other companies we don’t have, because their immigrant co-founders were not allowed to remain in Silicon Valley?"
***
"Why not simply telecommute?
Shane Mac, Director of Product at successful startup Zaarly, gives seven reasons why early-stage companies should start up in the same physical office space.
Many businesses can be run successfully from anywhere in the world, using collaboration software and teleconferencing. Other businesses are much more likely to succeed in an environment where people interact in person, and startups are a great example of that. Google, LinkedIn, Twitter, Groupon, Zynga – they didn’t start online; they started thanks to the serendipity of a place that allowed the founders to meet and work together with the talent they needed, face-to-face.
Risks of working remotely include employees missing interaction with colleagues, becoming physically drained by travel, growing unhappy, or being recruited by other companies. Peter Norvig, director of research for Google, said in a Forbes interview:
It’s 11 hours to Hyderabad. We do video conferences where we’re up late and they’re up early. Maybe a video conference is as good as a formal meeting, but there are no informal meetings. As a result, we lose the pace of work, and we lose trust.
Best-selling author Ori Brafman has a short video on how proximity plays a major role in helping individuals form instant connections with others. While telepresence using robots such as Vgo or Anybots is somewhat successful, iRobot CEO Colin Angle said, “The products that have launched so far are really videoconferencing on a remote, driveable platform. It has some appeal, but they don’t build a version of you in a remote location able to be as effective as you would in person.”
In November 2011, ABC News reported on the story of Amit Aharoni, an Israeli startup entrepreneur who, after creating 9 American jobs, received a letter from the US Citizenship and Immigration Serice (USCIS) denying his visa request and notifying him to leave the country immediately. Aharoni left for Vancouver and tried to run his company (an online cruise booking service) remotely via Skype. That didn’t quite work out, so he set to work on making his story public. After ABC World News picked up the story, USCIS reversed their decision within 24 hours. The moral is that running a startup remotely can be big enough of a pain to warrant mounting a media campaign, and that unless they manage to attract massive media attention, a startup entrepreneur without a valid visa may have to relocate their operations outside of the U.S."
lunes, 29 de octubre de 2012
El DNA de los Innovadores (6): "Look for people on the extremes"
Aquí su página en Amazon
The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators
Jeff Dyer (Author)
Hal Gregersen (Author)
Clayton M. Christensen (Author)
***
Más ejemplos :-)
¿Quién y por qué se lee dos libros a la semana?
¿Quién y por qué va tres veces a la tienda en el día?
¿Quién y por qué necesita cinco baterías (y tres cargadores) para su "cel"?
The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators
Jeff Dyer (Author)
Hal Gregersen (Author)
Clayton M. Christensen (Author)
***
Más ejemplos :-)
¿Quién y por qué se lee dos libros a la semana?
¿Quién y por qué va tres veces a la tienda en el día?
¿Quién y por qué necesita cinco baterías (y tres cargadores) para su "cel"?
viernes, 26 de octubre de 2012
El DNA de los Innovadores (5)
Aquí su página en Amazon
The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators
Jeff Dyer (Author)
Hal Gregersen (Author)
Clayton M. Christensen (Author)
***
1. "Faster, cheaper, better" ha sido desde siempre el "mantra" del desarrollo de productos.
2. Clayton Christensen precisó qué era eso de "better", descubriendo que los compradores lo que hacen es contratar los productos para que estos hagan por ellos los "jobs" que no desean (o no pueden) ellos mismos hacer.
3. Así, la cantidad de Jobs-To-Be-Done bien resueltos que provee un producto, determina en últimas su VALOR para el comprador.
The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators
Jeff Dyer (Author)
Hal Gregersen (Author)
Clayton M. Christensen (Author)
***
1. "Faster, cheaper, better" ha sido desde siempre el "mantra" del desarrollo de productos.
2. Clayton Christensen precisó qué era eso de "better", descubriendo que los compradores lo que hacen es contratar los productos para que estos hagan por ellos los "jobs" que no desean (o no pueden) ellos mismos hacer.
3. Así, la cantidad de Jobs-To-Be-Done bien resueltos que provee un producto, determina en últimas su VALOR para el comprador.
viernes, 19 de octubre de 2012
¿Mega-Innovación a la vista?: el "auto-automóvil", esto es, sin conductor
El artículo es de The Economist
Extracto introductorio:
"THE arrival of the mass-produced car, just over a century ago, caused an explosion of business creation. First came the makers of cars and all the parts that go into them. Then came the garages, filling stations and showrooms. Then all sorts of other car-dependent businesses: car parks, motels, out-of-town shopping centres. Commuting by car allowed suburbs to spread, making fortunes for prescient housebuilders and landowners. Roadbuilding became a far bigger business, whereas blacksmiths, farriers and buggy-whip makers faded away as America’s horse and mule population fell from 26m in 1915 to 3m in 1960."
Extracto interesante 1:
"Just imagine. It could, for a start, save the motor industry from stagnation. Carmakers are fretting at signs that smartphone-obsessed teenagers these days do not rush to get a driving licence and buy their first car, as their parents did. Their fear is that the long love affair with the car is fading. But once they are spared the trouble and expense of taking lessons and passing a test, young adults might rediscover the joys of the open road. Another worry for the motor industry is that car use seems to be peaking in the most congested cities. Yet automated cars would drive nose-to-tail, increasing the capacity of existing roads; and since they would be able to drop off their passengers and drive away, the lack of parking spaces in town might not matter so much."
Extracto interesante 2:
"All these trends will affect the car business. But when mass-produced cars appeared, they had an impact on the whole of society. What might be the equivalent social implications of driverless cars? And who might go the same way as the buggy-whip makers? Electronics and software firms will be among the winners: besides providing all the sensors and computing power that self-driving cars will need, they will enjoy strong demand for in-car entertainment systems, since cars’ occupants will no longer need to keep their eyes on the road. Bus companies might run convoys of self-piloting coaches down the motorways, providing competition for intercity railways. Travelling salesmen might prefer to journey from city to city overnight in driverless Winnebagos packed with creature comforts. So, indeed, might some tourists. If so, they will need fewer hotel rooms."
Extracto interesante 3:
"When people are no longer in control of their cars they will not need driver insurance—so goodbye to motor insurers and brokers. Traffic accidents now cause about 2m hospital visits a year in America alone, so autonomous vehicles will mean much less work for emergency rooms and orthopaedic wards. Roads will need fewer signs, signals, guard rails and other features designed for the human driver; their makers will lose business too. When commuters can work, rest or play while the car steers itself, longer commutes will become more bearable, the suburbs will spread even farther and house prices in the sticks will rise. When self-driving cars can ferry children to and from school, more mothers may be freed to re-enter the workforce. The popularity of the country pub, which has been undermined by strict drink-driving laws, may be revived. And so on."
***
La prueba de fuego (obvia) es el viaje en avión NO piloteado: si un ser humano puede con esto, puede entonces con el auto-automóvil :-) ¿De acuerdo?
PS: en la divertida película El Quinto Elemento, ésta no fue ciertamente la prospectiva escogida :-)
Extracto introductorio:
"THE arrival of the mass-produced car, just over a century ago, caused an explosion of business creation. First came the makers of cars and all the parts that go into them. Then came the garages, filling stations and showrooms. Then all sorts of other car-dependent businesses: car parks, motels, out-of-town shopping centres. Commuting by car allowed suburbs to spread, making fortunes for prescient housebuilders and landowners. Roadbuilding became a far bigger business, whereas blacksmiths, farriers and buggy-whip makers faded away as America’s horse and mule population fell from 26m in 1915 to 3m in 1960."
Extracto interesante 1:
"Just imagine. It could, for a start, save the motor industry from stagnation. Carmakers are fretting at signs that smartphone-obsessed teenagers these days do not rush to get a driving licence and buy their first car, as their parents did. Their fear is that the long love affair with the car is fading. But once they are spared the trouble and expense of taking lessons and passing a test, young adults might rediscover the joys of the open road. Another worry for the motor industry is that car use seems to be peaking in the most congested cities. Yet automated cars would drive nose-to-tail, increasing the capacity of existing roads; and since they would be able to drop off their passengers and drive away, the lack of parking spaces in town might not matter so much."
Extracto interesante 2:
"All these trends will affect the car business. But when mass-produced cars appeared, they had an impact on the whole of society. What might be the equivalent social implications of driverless cars? And who might go the same way as the buggy-whip makers? Electronics and software firms will be among the winners: besides providing all the sensors and computing power that self-driving cars will need, they will enjoy strong demand for in-car entertainment systems, since cars’ occupants will no longer need to keep their eyes on the road. Bus companies might run convoys of self-piloting coaches down the motorways, providing competition for intercity railways. Travelling salesmen might prefer to journey from city to city overnight in driverless Winnebagos packed with creature comforts. So, indeed, might some tourists. If so, they will need fewer hotel rooms."
Extracto interesante 3:
"When people are no longer in control of their cars they will not need driver insurance—so goodbye to motor insurers and brokers. Traffic accidents now cause about 2m hospital visits a year in America alone, so autonomous vehicles will mean much less work for emergency rooms and orthopaedic wards. Roads will need fewer signs, signals, guard rails and other features designed for the human driver; their makers will lose business too. When commuters can work, rest or play while the car steers itself, longer commutes will become more bearable, the suburbs will spread even farther and house prices in the sticks will rise. When self-driving cars can ferry children to and from school, more mothers may be freed to re-enter the workforce. The popularity of the country pub, which has been undermined by strict drink-driving laws, may be revived. And so on."
***
La prueba de fuego (obvia) es el viaje en avión NO piloteado: si un ser humano puede con esto, puede entonces con el auto-automóvil :-) ¿De acuerdo?
PS: en la divertida película El Quinto Elemento, ésta no fue ciertamente la prospectiva escogida :-)
jueves, 18 de octubre de 2012
Innovacioncita (bueno, no tan pequeña :-)
Estoy mamado de las encuestas que pretenden medir mi satisfacción con el servicio recibido: en restaurantes por ejemplo (pero la "mamada" aplica a muchos otros escenarios de negocio-o no negocio-servicio)
No me gusta (entre otras):
1. Que siempre preguntan lo mismo.
2. Que nunca sé qué diantres pasó al cabo.
3. Que ocupan mi tiempo y atención, y no veo claro qué recibo a cambio.
Consecuencia: cada vez las respondo menos y con menos ganas :-/
Lo cual no es buena cosa para los escenarios de negocio-o no negocio-servicio :-)
***
Sugiero (quisiera verlo por ahí)
1. Que la "encuesta" fuera una "app" en "la tablet" o en "el phone"; que llegado al sitio-escenario se activara (mejor, que pidiera permiso de hacerlo) automáticamente, invitándome a "participar".
2. Que por supuesto la "app" tuviera memoria de todas mis visitas y calificaciones anteriores, y "actuara" en consecuencia.
3. Que "participar" fuera algo que sucediera, ¡jugando!. Por ejemplo un juego que me permita "jugar" con el mesero un juego (valen todas las redundancias :-) cuyo resultado sería que sube o baja la propina que se va a ganar; cool! (esta relación inmediata entre nivel de satisfacción, recompensa y actuación del vendedor es clave para todos los "juegos"). Por ejemplo un juego que me permita "jugar" con los demás comensales un juego (valen todas las redundancias :-) cuyo resultado fuera un agregado de buen o mal ambiente right now en el restaurante que despertara right now de su siesta al administrador local y/o al dueño de la franquicia 6.000 kilómetros más al norte (del planeta),
y
s
u
c
e
d
i
e
r
a
n
cosas :-)
En fin, esa es la idea.
No me gusta (entre otras):
1. Que siempre preguntan lo mismo.
2. Que nunca sé qué diantres pasó al cabo.
3. Que ocupan mi tiempo y atención, y no veo claro qué recibo a cambio.
Consecuencia: cada vez las respondo menos y con menos ganas :-/
Lo cual no es buena cosa para los escenarios de negocio-o no negocio-servicio :-)
***
Sugiero (quisiera verlo por ahí)
1. Que la "encuesta" fuera una "app" en "la tablet" o en "el phone"; que llegado al sitio-escenario se activara (mejor, que pidiera permiso de hacerlo) automáticamente, invitándome a "participar".
2. Que por supuesto la "app" tuviera memoria de todas mis visitas y calificaciones anteriores, y "actuara" en consecuencia.
3. Que "participar" fuera algo que sucediera, ¡jugando!. Por ejemplo un juego que me permita "jugar" con el mesero un juego (valen todas las redundancias :-) cuyo resultado sería que sube o baja la propina que se va a ganar; cool! (esta relación inmediata entre nivel de satisfacción, recompensa y actuación del vendedor es clave para todos los "juegos"). Por ejemplo un juego que me permita "jugar" con los demás comensales un juego (valen todas las redundancias :-) cuyo resultado fuera un agregado de buen o mal ambiente right now en el restaurante que despertara right now de su siesta al administrador local y/o al dueño de la franquicia 6.000 kilómetros más al norte (del planeta),
y
s
u
c
e
d
i
e
r
a
n
cosas :-)
En fin, esa es la idea.
miércoles, 17 de octubre de 2012
El DNA de los Innovadores (4)
Aquí su página en Amazon
The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators
Jeff Dyer (Author)
Hal Gregersen (Author)
Clayton M. Christensen (Author)
***
En estos días observé (y lo había observado antes muchas veces, sin "caer en cuenta") una pareja que lidiaba con exprimir un "octavo" de limón sobre la empanada en ciernes de ser degustada.
El proceso suele ser bastante molesto:
1.- El "octavo" de limón resbala entre los dedos
2.- Salpica, a los ojos, o a la ropa
3.- Las manos quedan untadas y oliendo por un rato
4.- Y lo peor, pocas gotas finalmente "caen" dentro de la empanada :-)
Quienes venden estas (deliciosas) empanaditas colombianas, de cara a una mayor satisfacción y consumo del producto, tendrían que proveer a sus comensales, por ejemplo, de un exprimidor desechable: una versión de bajo costo del diseño clásico o un diseño mejorado del mismo (ver abajo). Puede no ser desechable, pero esta solución implicaría el proceso-logístico de recogida de la mesa y lavado. En fin, identificado el Job To Be Done, la tarea es ahora de ingenieros y diseñadores :-)
The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators
Jeff Dyer (Author)
Hal Gregersen (Author)
Clayton M. Christensen (Author)
***
En estos días observé (y lo había observado antes muchas veces, sin "caer en cuenta") una pareja que lidiaba con exprimir un "octavo" de limón sobre la empanada en ciernes de ser degustada.
El proceso suele ser bastante molesto:
1.- El "octavo" de limón resbala entre los dedos
2.- Salpica, a los ojos, o a la ropa
3.- Las manos quedan untadas y oliendo por un rato
4.- Y lo peor, pocas gotas finalmente "caen" dentro de la empanada :-)
Quienes venden estas (deliciosas) empanaditas colombianas, de cara a una mayor satisfacción y consumo del producto, tendrían que proveer a sus comensales, por ejemplo, de un exprimidor desechable: una versión de bajo costo del diseño clásico o un diseño mejorado del mismo (ver abajo). Puede no ser desechable, pero esta solución implicaría el proceso-logístico de recogida de la mesa y lavado. En fin, identificado el Job To Be Done, la tarea es ahora de ingenieros y diseñadores :-)
viernes, 12 de octubre de 2012
Innovation and Big Data
Según parece, todo comenzó aquí:
Deep Blue
"On May 11, 1997, an IBM computer called IBM ® Deep Blue ® beat the world chess champion after a six-game match: two wins for IBM, one for the champion and three draws. The match lasted several days and received massive media coverage around the world. It was the classic plot line of man vs. machine. Behind the contest, however, was important computer science, pushing forward the ability of computers to handle the kinds of complex calculations needed to help discover new medical drugs; do the broad financial modeling needed to identify trends and do risk analysis; handle large database searches; and perform massive calculations needed in many fields of science."
En otras palabras: BIG DATA
***
Por cuenta de las facilidades varias de registro, almacenamiento y procesamiento de interacciones, provistas por el avance en las TICs, muchas empresas (comercio al por menor, telecomunicaciones, servicios financieros, otras) están hoy en la misma posición que IBM y su Deep Blue por allá en 1997: listas para vencer al campeón más experto que haya, a punta de DATA (BIG) y cálculo.
Sólo que esta vez sí es Rocket Science :-)
No basta la DATA
No basta el "software"
No basta el poder de cálculo
A todo esto hay que ponerle al frente: e x t r e m a capacidad para elaborar preguntas :-)
Por todo esto, "BIG DATA" es un Servicio Profesional de alto calibre :-) Y la innovación se puede beneficiar en
e x t r e m o
del resultado...
...del resultado de responder vía BIG DATA a las preguntas e x t r e m a s :-)
***
Ver aquí a modo de introducción: Super Crunchers, de Ian Ayres
Deep Blue
"On May 11, 1997, an IBM computer called IBM ® Deep Blue ® beat the world chess champion after a six-game match: two wins for IBM, one for the champion and three draws. The match lasted several days and received massive media coverage around the world. It was the classic plot line of man vs. machine. Behind the contest, however, was important computer science, pushing forward the ability of computers to handle the kinds of complex calculations needed to help discover new medical drugs; do the broad financial modeling needed to identify trends and do risk analysis; handle large database searches; and perform massive calculations needed in many fields of science."
En otras palabras: BIG DATA
***
Por cuenta de las facilidades varias de registro, almacenamiento y procesamiento de interacciones, provistas por el avance en las TICs, muchas empresas (comercio al por menor, telecomunicaciones, servicios financieros, otras) están hoy en la misma posición que IBM y su Deep Blue por allá en 1997: listas para vencer al campeón más experto que haya, a punta de DATA (BIG) y cálculo.
Sólo que esta vez sí es Rocket Science :-)
No basta la DATA
No basta el "software"
No basta el poder de cálculo
A todo esto hay que ponerle al frente: e x t r e m a capacidad para elaborar preguntas :-)
Por todo esto, "BIG DATA" es un Servicio Profesional de alto calibre :-) Y la innovación se puede beneficiar en
e x t r e m o
del resultado...
...del resultado de responder vía BIG DATA a las preguntas e x t r e m a s :-)
***
Ver aquí a modo de introducción: Super Crunchers, de Ian Ayres
martes, 2 de octubre de 2012
El DNA de los Innovadores (3)
Aquí su página en Amazon
The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators
Jeff Dyer (Author)
Hal Gregersen (Author)
Clayton M. Christensen (Author)
***
"La necesidad (la carencia-NO HAY, la urgencia-NO HAY TIEMPO) es la madre de todas las invenciones"
Las "restricciones" son una puya a la creatividad; en la holgura y la comodidad es más fácil la relajación que nos duerme; ensaye (por ejemplo) a vivir un día de su vida con una sola mano disponible, y apreciará cuántas "estrategias" se le ocurren para compensar :-)
The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators
Jeff Dyer (Author)
Hal Gregersen (Author)
Clayton M. Christensen (Author)
***
"La necesidad (la carencia-NO HAY, la urgencia-NO HAY TIEMPO) es la madre de todas las invenciones"
Las "restricciones" son una puya a la creatividad; en la holgura y la comodidad es más fácil la relajación que nos duerme; ensaye (por ejemplo) a vivir un día de su vida con una sola mano disponible, y apreciará cuántas "estrategias" se le ocurren para compensar :-)
miércoles, 26 de septiembre de 2012
El DNA de los innovadores (1)
Aquí su página en Amazon
The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators
Jeff Dyer (Author)
Hal Gregersen (Author)
Clayton M. Christensen (Author)
***
En esta página:
1. Referencia a los principales libros recientes que valen la pena sobre el tema; incluidos los dos con lo que Clayton Christensen comenzó su revolución sobre la innovación en las organizaciones: El Dilema de los Innovadores, La Solución de los Innovadores.
2. Advertencia: se tratará en el libro sobre CREATIVIDAD, pero únicamente desde la perspectiva de interés para los negocios.
3. Anuncio: todo lo que usted encontrará en el libro proviene de una investigación formal, que presupone que en las personalidades innovadoras que han probado ser tales en el mundo de los negocios, se puede rastrear la clave del "gen" de la innovación.
The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators
Jeff Dyer (Author)
Hal Gregersen (Author)
Clayton M. Christensen (Author)
***
En esta página:
1. Referencia a los principales libros recientes que valen la pena sobre el tema; incluidos los dos con lo que Clayton Christensen comenzó su revolución sobre la innovación en las organizaciones: El Dilema de los Innovadores, La Solución de los Innovadores.
2. Advertencia: se tratará en el libro sobre CREATIVIDAD, pero únicamente desde la perspectiva de interés para los negocios.
3. Anuncio: todo lo que usted encontrará en el libro proviene de una investigación formal, que presupone que en las personalidades innovadoras que han probado ser tales en el mundo de los negocios, se puede rastrear la clave del "gen" de la innovación.
viernes, 21 de septiembre de 2012
Innovacioncita...
...originada en personalidad obsesiva (la mía)
Quisiera que en todo lugar donde se maneje efectivo, y se atiendan clientes, haya una "maquinita" que le enderezca las puntas a los billetes, esto es, que los deje tras realizar su trabajo (la "maquinita"), como recién salidos de la otra maquinita que los fabrica.
No me importa tanto que parezcan como nuevos, es imposible que así sea, lo que me importa es que no estén doblados, en su cuerpo, y en especial que no estén doblados en sus (pu... :-) puntas.
Así se consigue que entren dócilmente en la billetera, y además ésta no termina siendo un amasijo de "papeles", gorda e inmanejable :-)
***
PS1 (lo dije: personalidad obsesiva la que da pie a esta humilde solicitud)
PS2 (Ni siquiera tendría que decirlo, el trabajo hoy de enderezar las (pu... :-) puntas, lo tengo que hacer yo con mis manos, mis uñas, y conlleva toda la molestia que se pueden imaginar :-/)
Quisiera que en todo lugar donde se maneje efectivo, y se atiendan clientes, haya una "maquinita" que le enderezca las puntas a los billetes, esto es, que los deje tras realizar su trabajo (la "maquinita"), como recién salidos de la otra maquinita que los fabrica.
No me importa tanto que parezcan como nuevos, es imposible que así sea, lo que me importa es que no estén doblados, en su cuerpo, y en especial que no estén doblados en sus (pu... :-) puntas.
Así se consigue que entren dócilmente en la billetera, y además ésta no termina siendo un amasijo de "papeles", gorda e inmanejable :-)
***
PS1 (lo dije: personalidad obsesiva la que da pie a esta humilde solicitud)
PS2 (Ni siquiera tendría que decirlo, el trabajo hoy de enderezar las (pu... :-) puntas, lo tengo que hacer yo con mis manos, mis uñas, y conlleva toda la molestia que se pueden imaginar :-/)
viernes, 24 de agosto de 2012
El Job To Be Done de SER un EMPRESARIO :-)
Desde el mismo artículo de ayer
"S+B: That’s a great segue. When you launched in 2002, the economic climate was challenging at best. What impact did that have?
McCARTHY: It was a tough economy, and it was just after 9/11, which added uncertainty. It was also a time that tech investors still refer to as the “nuclear winter”: After the dot-com boom had gone bust, the exuberance and enthusiasm vanished. Goldstar’s cofounders, Robert Graff and Rich Webster, and I had been working in e-commerce for several years. We believed that whether there were going to be crazy IPOs or frothy valuations from investors or not, the only direction that actual Internet usage could go was up, and up fast. We had this idea that the ticketing business was perfect for e-commerce. There was expiring inventory, but with the Internet and e-mail and the ability to customize, we knew we could reach a lot of people.
On the one hand, the easy money wasn’t there. It would have been really difficult to raise money for a consumer concept at that time. On the other hand, the recession cleared the field for us, in a way. There wasn’t a ton of competition. It gave us a couple of years to build momentum.
In a time like that, if you say, “I’m going to start a business,” a lot of people around you will reply, “Wouldn’t it make more sense to just play it safe, get a job in a big company, and wait this out?” From my point of view, however, a recession is often the perfect time to start a business, depending on what you have in mind. It was a disadvantage in that generally everybody was a little more pessimistic, but recessions also create a lot of disruption, and they kill off some weaker businesses that are doing things in an outmoded way — and that creates all kinds of opportunities."
"S+B: That’s a great segue. When you launched in 2002, the economic climate was challenging at best. What impact did that have?
McCARTHY: It was a tough economy, and it was just after 9/11, which added uncertainty. It was also a time that tech investors still refer to as the “nuclear winter”: After the dot-com boom had gone bust, the exuberance and enthusiasm vanished. Goldstar’s cofounders, Robert Graff and Rich Webster, and I had been working in e-commerce for several years. We believed that whether there were going to be crazy IPOs or frothy valuations from investors or not, the only direction that actual Internet usage could go was up, and up fast. We had this idea that the ticketing business was perfect for e-commerce. There was expiring inventory, but with the Internet and e-mail and the ability to customize, we knew we could reach a lot of people.
On the one hand, the easy money wasn’t there. It would have been really difficult to raise money for a consumer concept at that time. On the other hand, the recession cleared the field for us, in a way. There wasn’t a ton of competition. It gave us a couple of years to build momentum.
In a time like that, if you say, “I’m going to start a business,” a lot of people around you will reply, “Wouldn’t it make more sense to just play it safe, get a job in a big company, and wait this out?” From my point of view, however, a recession is often the perfect time to start a business, depending on what you have in mind. It was a disadvantage in that generally everybody was a little more pessimistic, but recessions also create a lot of disruption, and they kill off some weaker businesses that are doing things in an outmoded way — and that creates all kinds of opportunities."
jueves, 23 de agosto de 2012
Just a very good example of a nice completed Job-To-Be-Done :-)
Aquí el doc completo desde Strategy+Business, titulado: "Lessons from the E-Commerce Wars. Entrepreneur Jim McCarthy on why online innovations succeed — or fail."
Extracto:
"S+B: So what drives your decisions about growth?
McCARTHY: Innovation is really only innovation if it serves a need that customers have or gives them something they want. Our job is not to find buyers for our tickets, it’s to find tickets for our buyers. Our innovation process revolves around evaluating what we’re doing for our members and then figuring out what we’re not doing as well as we could be. Sometimes those kinds of innovations are really simple and other times they’re more technical. But they always start with the customer.
For example, early in our business, we started sending out an e-mail to buyers after the event they purchased tickets for had happened, to see how it went. We were the first company I know of to do this. We wanted to make sure that people were having a good experience, and if there were problems, we wanted to get that feedback. It was a very simple innovation, but it was new and it helped us add value for the customer.
We have more complicated innovations, like our “Sit with Friends” feature. One of the issues people encounter when they want to go to an event with friends is that one person needs to buy all the tickets so the group can sit together. Otherwise there are no guarantees. We built “Sit with Friends” to solve that problem. If you buy a ticket from us, we provide a link at the end of the process that you can then send to friends. When those people buy tickets through that link, your seats are automatically grouped together. That was an innovation that came out of talking to our customers about their frustrations. For us, innovation is a constant process of saying, What are we doing to help improve the member experience?"
Second extract:
"We know that people like to go to live entertainment more than they actually go to live entertainment. The “science” behind what we do is figuring out why, and then trying to break down those barriers. One of the mistakes that many of our potential competitors make is thinking that price is the single barrier, when in reality it’s one of several (and not the most important). We use algorithmic solutions to take into account what events our members have looked at, what they’ve attended, and what they have said about these events. We analyze how they respond to e-mail, what kinds of offers work for them, what kind of information they are searching for. Their behavior begins to tell us more about them, and hopefully we’re adjusting with each new insight. People don’t always know what they like until they see it. There are some things they know they want, but there are other things they’re open to the discovery of. That’s what we try to find out."
Extracto:
"S+B: So what drives your decisions about growth?
McCARTHY: Innovation is really only innovation if it serves a need that customers have or gives them something they want. Our job is not to find buyers for our tickets, it’s to find tickets for our buyers. Our innovation process revolves around evaluating what we’re doing for our members and then figuring out what we’re not doing as well as we could be. Sometimes those kinds of innovations are really simple and other times they’re more technical. But they always start with the customer.
For example, early in our business, we started sending out an e-mail to buyers after the event they purchased tickets for had happened, to see how it went. We were the first company I know of to do this. We wanted to make sure that people were having a good experience, and if there were problems, we wanted to get that feedback. It was a very simple innovation, but it was new and it helped us add value for the customer.
We have more complicated innovations, like our “Sit with Friends” feature. One of the issues people encounter when they want to go to an event with friends is that one person needs to buy all the tickets so the group can sit together. Otherwise there are no guarantees. We built “Sit with Friends” to solve that problem. If you buy a ticket from us, we provide a link at the end of the process that you can then send to friends. When those people buy tickets through that link, your seats are automatically grouped together. That was an innovation that came out of talking to our customers about their frustrations. For us, innovation is a constant process of saying, What are we doing to help improve the member experience?"
Second extract:
"We know that people like to go to live entertainment more than they actually go to live entertainment. The “science” behind what we do is figuring out why, and then trying to break down those barriers. One of the mistakes that many of our potential competitors make is thinking that price is the single barrier, when in reality it’s one of several (and not the most important). We use algorithmic solutions to take into account what events our members have looked at, what they’ve attended, and what they have said about these events. We analyze how they respond to e-mail, what kinds of offers work for them, what kind of information they are searching for. Their behavior begins to tell us more about them, and hopefully we’re adjusting with each new insight. People don’t always know what they like until they see it. There are some things they know they want, but there are other things they’re open to the discovery of. That’s what we try to find out."
lunes, 30 de julio de 2012
jueves, 12 de julio de 2012
AdWorks clicks (el valor de una innovación :-)
Con los ingresos de Google, aquí, rondando los USD 40 billones año, y sabiendo que AdWords responde por el 99% de estos, y poniendo (a dedo) un precio promedio por click facturado de USD 0,5, podemos "calcular":
1. En el planeta Google-Tierra, alguien (es) está (n) haciendo click en un anuncio AdWorks a razón de poco más que 2,500 veces por segundo.
2. Dicho de otra manera, al total de la población colombiana (45 millones de habitantes) les tomaría equiparar lo dicho, haciendo click cada quien en grupos de a 2,500 en 2,500, uno detrás del otro, poco menos de 5 horas.
3. O bien, cada segundo, Google factura por los clicks, algo así como USD 1,250. Más claro USD 76,100 por minuto. Clarísimo: poco más de USD 4,5 millones por hora (casi USD 110 millones al día :-)
***
PS: Just las "Páginas Amarillas" del siglo XXI, just planetarias.
1. En el planeta Google-Tierra, alguien (es) está (n) haciendo click en un anuncio AdWorks a razón de poco más que 2,500 veces por segundo.
2. Dicho de otra manera, al total de la población colombiana (45 millones de habitantes) les tomaría equiparar lo dicho, haciendo click cada quien en grupos de a 2,500 en 2,500, uno detrás del otro, poco menos de 5 horas.
3. O bien, cada segundo, Google factura por los clicks, algo así como USD 1,250. Más claro USD 76,100 por minuto. Clarísimo: poco más de USD 4,5 millones por hora (casi USD 110 millones al día :-)
***
PS: Just las "Páginas Amarillas" del siglo XXI, just planetarias.
miércoles, 27 de junio de 2012
Google Nexus tablet
Aquí la entrada desde Telecom TV News
Aquí la entrada desde el blog oficial de Google
Extracto introductorio:
"Nexus 7: powerful, portable and designed for Google Play
All of this great Google Play content comes to life on Nexus 7, a powerful new tablet with a vibrant, 7” 1280x800 HD display. The Tegra-3 chipset, with a quad-core CPU and 12-core GPU, makes everything, including games, extremely fast. And best of all, it’s only 340 grams, lighter than most tablets out there. Nexus 7 was built to bring you the best of Google in the palm of your hand. Hang out with up to 10 friends on Google+ using the front-facing camera, browse the web blazingly fast with Chrome and, of course, crank through your emails with Gmail."
Jobs-to-be-done:
Más rápido
Más liviano
Más ...
¡Y nunca había visto a unos ingenieros vendiendo tan bien su creación :-)! (video a continuación)
Aquí la entrada desde el blog oficial de Google
Extracto introductorio:
"Nexus 7: powerful, portable and designed for Google Play
All of this great Google Play content comes to life on Nexus 7, a powerful new tablet with a vibrant, 7” 1280x800 HD display. The Tegra-3 chipset, with a quad-core CPU and 12-core GPU, makes everything, including games, extremely fast. And best of all, it’s only 340 grams, lighter than most tablets out there. Nexus 7 was built to bring you the best of Google in the palm of your hand. Hang out with up to 10 friends on Google+ using the front-facing camera, browse the web blazingly fast with Chrome and, of course, crank through your emails with Gmail."
Jobs-to-be-done:
Más rápido
Más liviano
Más ...
¡Y nunca había visto a unos ingenieros vendiendo tan bien su creación :-)! (video a continuación)
lunes, 28 de mayo de 2012
A "little" medical innovation
Myshkin Ingawale: A blood test without bleeding
Jobs-To-Be-Done hacia el minuto 4:00 :-)
Jobs-To-Be-Done hacia el minuto 4:00 :-)
viernes, 18 de mayo de 2012
Cow-Pie Clocks (muy curioso producto)
Aquí
Jobs-To-Be-Done:
"Here, you are guaranteed to find a gift for that "hard to shop for" person in your life. Don't know how to express your thoughts to a certain person just right? We've got the answer. A Cow-Pie Clock."
Por USD 44,95 el pequeño y 55,95 el grande (según el cariño que merezca el destinatario :-)
Jobs-To-Be-Done:
"Here, you are guaranteed to find a gift for that "hard to shop for" person in your life. Don't know how to express your thoughts to a certain person just right? We've got the answer. A Cow-Pie Clock."
Por USD 44,95 el pequeño y 55,95 el grande (según el cariño que merezca el destinatario :-)
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