Startup companies are traditionally for-profit enterprises, but in recent years philanthropic ventures have begun adopting the technological know-how and scrappy mentality of startups to develop a new breed of lean nonprofits. [Read more..]
How many gadgets does it take to comprehensively track your life? How about three fitness trackers, a camera on your chest, and three apps running night and day on your smartphone, plus a blood alcohol monitor? That’s what it takes for quantified-self guru Nicholas Felton—the author of nearly a decade of annual reports on the minutia of his own life, from restaurants visited to the time spent on work and play.
Most people who “quantify” their lives—that is, collect data on their activities and behavior in order to tweak their lives for the better—have a limited set of data to work with. Fitness trackers, for example, are all the rage. But Felton, who as a designer at Facebook helped design its Timeline before he left the company last year, has already moved on to a broader range of data collection. Until now, most of what he’s wanted to measure has required manually entering the data about his life (a process he seemingly mastered, given that he’s now developed an app that others can use to do it)—but passive sensors are catching up. [Read more..]
Ted Trautman explores why Mattel and Hasbro are suffering: http://nyr.kr/1lxyVOy
“Lately, business is especially bad for traditional toy companies because of a new threat: smartphones and tablets. As if console video games weren’t bad enough, mobile devices are in customers’ pockets at all times, and once the phone is payed for it can provide a lifetime’s worth of fleeting diversion for pennies.”
Photograph: David Hurn/Magnum
- Reblogged from newyorker
Twenty-two-year-old Khaled Shady is the Egyptian entrepreneur behind Mubser, an invention that assists the blind and visually impaired to identify and navigate around everyday objects. Shady’s inspiration behind creating Mubser came from wanting to help a close friend who lost his eyesight in an accident at the age of 15. “So I thought about how I can help him,” .
Together with three other computer engineering graduates from Menoufia University in Egypt’s Shebin El-Kom, a wearable device was created that uses RGB imaging and infrared depth data captured by a 3D depth camera to assist individuals to navigate around obstacles using a system of vibration motors. The device is also able to recognise staircases, doors and chairs and can name these objects to the wearer through a Bluetooth-connected headset. Shady and the Mubser team are still refining their prototype.
“We have given two prototypes to people to use in real life and then we will take their feedback and enhance it, and add it to the next prototype that we are working on,” explained Shady.
He added that his vision is to add more features to the device so that blind individuals can accurately imagine all their surroundings.
“It’s about the future for them; that’s how I keep thinking about the platform itself. So in the next five years I see Mubser as being the sixth sense that they depend on.”
It’s very hard of course, but the path itself is slightly easier than you might think — and there is a strategy to get there.
Let’s start with the math:
- Each company is different, but when I was a F500 VP, there were basically 40-50 VPs and a handful of SVPs (who were each previously VPs). Your title inflation may vary, so map to the titles in your company.
- Of the 40-50 VPs, at any given time … maybe 10 would even want in theory to be CEO. The rest have no interest, lack the cross-functional skills, or aren’t VPs in important enough, or P&L-focused, areas.
- Of the 10 who would be interested, maybe only 4-5 have the true position, positioning, and skills to pull it off. The rest might have the IQ, but not the visibility. Or not the relationship with the current CEO. Or more importantly, didn’t quite hit the number for their division/product/BU. Etc.
So maybe at any given time, if you assume promotion comes from within — really there are only maybe 4-5 potential internal candidates in the VP base who could grow into SVPs … that could then ascend to CEO.
- Those 4-5 VPs are the candidates for the openings that come up in the top 3-4 SVP positions. Find a way to get to SVP in a core BU, and then the odds are pretty solid you’ll become a CEO candidate if you kill it. [Read more..]
Google is celebrated for its rigorously data-focused management and hiring culture. But the secret of one of its most successful executives, Sundar Pichai, lies in good old-fashioned team building. Currently a senior vice president at Google in charge of Chrome, Android, and apps, Pichai’s methods were discussed on a recent Quora thread, asking “What did…
Over the course of nearly 20 centuries, millions of East Africans crossed the Indian Ocean and its several seas and adjoining bodies of water in their journey to distant lands, from Arabia and Iraq to India and Sri Lanka.
Called Kaffir, Siddi, Habshi, or Zanji, these men, women and children from Sudan in the north to Mozambique in the south Africanized the Indian Ocean world and helped shape the societies they entered and made their own.
Free or enslaved, soldiers, servants, sailors, merchants, mystics, musicians, commanders, nurses, or founders of dynasties, they contributed their cultures, talents, skills and labor to their new world, as millions of their descendants continue to do. Yet, their heroic odyssey remains little known.
The African Diaspora in the Indian Ocean World traces a truly unique and fascinating story of struggles and achievements across a variety of societies, cultures, religions, languages and times.
- Reblogged from prepaidafrica
Today is a very humbling day for me. It reminds me of my very first day at Microsoft, 22 years ago. Like you, I had a choice about where to come to work. I came here because I believed Microsoft was the best company in the world. I saw then how clearly we empower people to do magical things with our creations and ultimately make the world a better place. I knew there was no better company to join if I wanted to make a difference. This is the very same inspiration that continues to drive me today […]
Irrelevancy can happen remarkably fast. True in any industry, but especially in digital technology. Examples: Research-in-Motion/Blackberry. Motorola. Dell. HP. All lost relevancy in months, and are struggling. (For those who want non-tech examples think of Circuit City, Best Buy, Sears, JCPenney, Abercrombie and Fitch.) Each of these companies was an industry leader that lost its luster, many of its customers, a big chunk of its employees and much of its market valuation in months when the company missed a market shift.
WhatsApp already processes almost as many messages as the entire telecom industry. It has 450million users with 70% active daily, which is already 60% the size of Facebook’s daily user community (550million.) By bringing these people into the Facebook corporate family it assures Facebook of continued relevancy as the market shifts. It doesn’t matter if these are the same people, or different people. The issue is that it keeps Facebook relevant, rather than losing relevance to a competitor.
- Reblogged from futuristgerd