Organizations are not used to deal with communities.
Communities are made of passion, energy, relationships and knowledge. Human beings are the main ingredient. Their inner dynamics are not deterministic, nonlinear and very hard to predict. They are often invisible to organizations as they don’t fit into the neat, hierarchical and transactional mechanisms that have been designed to get work done.
Even worse, crucial cultivation, engagement, measurement and change management skills are clearly missing in most large corporations today on the market. Without such competencies and sensitivity, organizations are simply not equipped to recognize communities, to understand them or to see their amazing role in business outcomes.
Such discomfort is evident in the unrealistic expectations expressed by companies that decide to launch employee communities. You may find some of the following questions familiar:
How long will it take for the community to deliver its results?
What’s the top usage scenario we should bet on?
Which are the key content and services we should provide?
Is the enterprise social software platform we already have the right one for our community?
How much savings / revenues will we get thanks to the community?
Can you see the issue with them?
Map reveals how the entire world could be connected using a global underground network [impactlab.net]
Such a project would need an almost unlimited budget and time to create tunnels long enough to cross the Atlantic, he added.
Super high-speed vehicles would also need to be developed in order to make a trip beneath the ocean comparable to taking a flight.
And then there are tectonic plates and enormous underwater mountain ranges to consider.
Mr Benaim said: ‘The idea of tunnelling under the ocean is probably not feasible because of the depth of abysses and tectonic plate boundaries. I suppose you could go round Greenland and the Arctic [to connect Europe with America].
His suggested solution to the Atlantic problem is quite simple, however.
‘Why should we imagine this map and network as an underground?’ he said.
He explained that a pneumatic tube similar to the grand plans for a 760mph (1,223km/h) ‘hyperloop’ in California might be more feasible.
The Wright brothers’ critical insight was the importance of “lateral stability” — that is, wingtip-to-wingtip stability — to flight. And their great innovation was something they called “wing warping,” in which they used a series of pulleys that caused the wingtips on one side of the airplane to go up when the wingtips on the other side were pulled down. That allowed the Wrights’ airplane to make banked turns and to correct itself when it flew into a gust of wind.
But when the Wrights applied for a patent, they didn’t seek one that just covered wing warping; their patent covered any means to achieve lateral stability. There is no question what the Wrights sought: nothing less than a monopoly on the airplane business — every airplane ever manufactured, they believed, owed them a royalty
Motion capture isn’t new, of course. The Wii and Kinect first introduced the technology on a mass scale in our living rooms. But the Kinect and Wii work by using larger sensors spaced out in a room — infrared projectors, cameras, accelerometers and IR detection, all feeding back to a base unit where the heavy data processing takes place. Some of today’s wearables are capable of performing motion capture and data crunching on par with the Wii — and even bettering it in some cases — but in a form factor smaller than a credit card.
In the job hunt, you need to build a strong résumé.
Leah Bowman used Lego to construct the ultimate first impression on her search. Lego played a large part in Bowman’s childhood growing up Danish, so she was inspired to use the Lego Digital Designer to create a brick version of herself.
… Poincaré observes a process profoundly applicable not only to mathematics, but to just about any creative discipline:
I wanted to represent these functions by the quotient of two series; this idea was perfectly conscious and deliberate; the analogy with elliptic functions guided me. I asked myself what properties these series must have if they existed, and succeeded without difficulty in forming the series I have called thetafuchsian.
Just at this time, I left Caen, where I was living, to go on a geologic excursion under the auspices of the School of Mines. The incidents of the travel made me forget my mathematical work. Having reached Coutances, we entered an omnibus to go some place or other. At the moment when I put my foot on the step, the idea came to me, without anything in my former thoughts seeming to have paved the way for it, that the transformations I had used to define the Fuchsian functions were identical with those of non-Euclidian geometry. I did not verify the idea; I should not have had time, as, upon taking my seat in the omnibus, I went on with a conversation already commenced, but I felt a perfect certainty. On my return to Caen, for conscience’ sake, I verified the result at my leisure.