Technology

Mi alumna del imba , Sofia Palomero, ha creado una red social nicho dedicada a los profesionales del sector de la construcción, una excelente iniciativa y uso del potencial de las redes sociales nicho
La red social se llama aggregatte www.aggregatte.com

The horse meat scandal in Europe is showing there is a large-scale fraud and the need to develop traceability rules processed food. But it is not enough just to implement traceability technologies. They are only as accurate as the information put into the system.

These kind of attitudes and behaviours from the food industry are the ones that really show that companies really understand and implement corporate social responsibility (CSR): “CSR policy functions as a built-in, self-regulating mechanism whereby a business monitors and ensures its active compliance within the spirit of the law, ethical standards, and international norms. CSR is a process with the aim to embrace responsibility for the company’s actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere who may also be considered as stakeholders.” (source Wikipedia)

Cuando Oracle anunció que compraba Java, mucho se discutió de las razones de esta compra, ahora ya lo sabemos: para mostrar las vulnerabilidades de Oracle, principalmente a nivel de seguridad.
Los problemas de seguridad de Java lo que están creando es una impresión de que la seguridad de Oracle, antes su bastión parece que no es tal y que por más que Oracle haga parches y mejorías, cada nueva actualización es peor que la anterior.
Oracle tiene un problema gordo con Java pues además de estar dañando su reputación y imagen, aparentemente parece ser que la solución pasa por hacer una enorme inversión en las mejorías de java para solucionar sus problemas, la cuestión es saber en que beneficiará a Oracle y a sus inversores y clientes…

Top MBA Programs by Specialty: Information Technology

1. Carnegie Mellon (Tepper) 5.70
2. MIT (Sloan) 5.23
3. Stanford 5.11
4. IE Business School 5.10
5. Cornell (Johnson) 4.97
6. Georgia Tech (Scheller) 4.96
7. Boston University 4.89
8. UC Berkeley (Haas) 4.79
9. NYU (Stern) 4.70
10. Pennsylvania (Wharton) 4.67

http://www.businessweek.com/articles/2013-02-04/mba-rankings-top-schools-for-information-technology

Based on a survey to more than 150 users we’ve identified the eRP training best practices that shall be managed in any ERP project.

Our Latest research shows that ERP training best practices can be categorized in six dimensions: managerial training practices, training methods, training planning, training alignment, training technology, and trainers. Also it’s important to understand the view of the different ERP stakeholders because they have different interests related to the training process.

Furthermore, training practices don’t depend of the type of ERP system, but they depend on the company’s size and location. Also it’s important to focus on informal training.

Los ultimos rumores del CES sobre la empresa de la manzana es que planea lanzar una nueva version de sus tabletas para marzo, actualizar la pantalla del mini con retina y crear una nueva version del ipad. Todo esto viene despues de las recientes caidas en bolsa de Apple en bolsa por los resultados de la venta del iphone5, que aunque apple seguramente va a tener uns resultados espectaculares, estos no contentan a los mercados. Y ese es otro probelma de Apple, en los ultimos años Apple ha empezado a jugar a los mercados y a la bolsa, y aqui estos son crueles con estimativas y resultados a corto plazo. Apple siempre se ha categorizado pro ser una empresa que tenia una cultura muy propria alejandose de estar continuamente lanzando productos, preferiendo apostar por solo lanzar productos con actualizaciones que poartasen valro significativo a sus clientes, pero en los ultimos años Apple parece casi querer imitar el modelo fast fashion de Zara (una nueva coleccion cada dos semanas) para agradar a los mercados y a los inversores avidos de numeros y resultados

http://www.emeraldinsight.com/journals.htm?articleid=17068655

Journal of Knowledge Management, January 2013
Author(s):
Victor Wilfredo Bohorquez Lopez, (CENTRUM Católica, Pontificia Universidad Católica del Perú), Jose Esteves, (IE Business School)

Abstract:

Purpose – Analyze the underlying characteristics that enable the acquisition and appropriation of external knowledge, paying special attention to the relationship between external and internal networks to support this process.

Design/methodology/approach – We have followed a case study methodology, using not only semi-structured interviews but also secondary data to triangulate the obtained information. For the interviews, we have considered not only employees in different strategic positions, from middle management to top management, but also participants in the main supplier to obtain a holistic perspective of the knowledge acquisition and appropriation in the innovation process.

Findings – For the improvements of the process of knowledge acquisition and appropriation, organizations should configure internal and external networks to support this process reorganizing their classical structures. Moreover, this process is enhanced by the support of top managers and innovation champions, which act as sponsors and facilitators of the project respectively, to ensure that the whole process runs smoothly. At the end, to deal with new kinds of projects that are completely different to previous ones, it is recommended to be open to new ways of organizing and structuring participants; hence, coordination and socialization mechanisms are important to reach not only potential absorptive capacity (associated with knowledge acquisition) but also realized absorptive capacity (associated with knowledge exploitation). This situation is even more relevant in Web 2.0 environments, where each participant has autonomy to participate actively, be just a passive participant, or ceases to belong the community.

Practical implications – Our findings could be useful to identify the determinants of knowledge acquisition and appropriation because they could guide organizations in the development of external and internal networks to support this process, which would be used to promote innovation within the organization; and with this identification, organizations could take actions based on their organizational requirements and goals. It is important to note that organizational boundaries are shifting from being closed to be permeable, enabling a better interaction with key partners and facilitating the knowledge exchange. However, this situation offers new challenges for organizations that want to be leaders in the near future because traditional organizations should shift their old paradigms, having an organizational culture more aligned with Web 2.0 philosophy (e.g., collaboration and sharing), which is the paradigm of the new digital economy.

Originality/value – This study is a step forward to understand the relationship between external and internal networks that act as enablers of knowledge acquisition and appropriation. We extend the knowledge-based view applying it in a Web 2.0 context, highlighting coordination and socialization mechanisms as critical success factors to integrate internal and external knowledge. Finally, the inclusion of interviews of employees from the main supplier of BBVA in these kinds of projects allows us to have a holistic perspective of the process of knowledge acquisition and appropriation.

There are millions of websites and each one with a different style,

But, it seems that we can classify them using one of the Victorian era brides rules of “Something old, Something New, Something Borrowed, Something Blue”, or even a more simple version:

Something New, Something Fresh or Something Vintage.

Many companies need desperately to invest in their websites identity and digital personality. In most of them, the web style doesn’t represent the organization pillars, mission or core values at all. Companies, universities and business schools that say that one of their pillars is innovation, and then you go to their websites and you think you’ve entered in the tunnel of time and you went to the 90s Web era!

Website innovative? YES on the 90s, nowadays at most , we can say they are absolutely “VINTAGE”, stylish.

I would say that most of the companies website style represents the marketing company style…

There are in the market excellent web designers, web professionals and companies need to invest more on them and in good consulting agencies to develop their websites….

En España se está hablando mucho de gestión de la privatización hospistalar de la sanidad publica y parece que algunas quieren inventar la rueda y no mirar a otros paises donde ya existe muy malas experiencias de estas ideas geniales. Ejemplos como Inglaterra y alguno mas cercano como Portugal, donde ejemplo como el Hospital Amadora Sintra fue un rotundo fracaso plagado de presuntas corrupciones, cantidad brutales de dinero perdido en la privatización y despues en la recuperación del hospital (lo que se denomina backsourcing), http://www.mas.org.pt/index.php?option=com_content&view=article&id=470:hospital-amadora-sintra-um-exemplo-de-impunidade-e-de-prejuizo-publico-em-beneficio-da-financa&catid=82:saude&Itemid=534

Pierden los ciudadanos, pierden las instituciones, pierden la credibilidad los paises…y son daños que tardan mucho en solucionarse.

La externalización de servicios es un tema delicado y complejo de implantar, que funciona cuando hay una estrategia bien definida, se hace una gestion y seguimiento eficiente, y las condiciones son claras. Habra que preguntarse si los politicos que no consiguen gestionar algo que tienen el 100% de control podrán controlar y gestionar servicios de externalización, ejemplos como los de Portugal muestran que no…Como en Portugal, a muchos politicos españoles habria que preguntarles cual es su plan de contigencia por si fracasa la privatización y cuanto costará. Cualquier especialista en externalización le dira que no se puede crear una estrategia de externalización sin haber un plan de retirada…eso si, será que los politicos están hablando con especialistas o con consultoras y empresas que realmente lo que quieren es al reves, apropriarse de estos servicios para hacer negocio.

Seria muy bueno que algunos que hablen en publico se informen y vean otros casos pues se puede aprender mucho de los fracasos de otros…

El tamaño no siempre es garantia de éxito, y que se lo digan a Google + con mas de 100 millones de usuarios registrados y tiene menos actividad que en el desierto del Sahara…
Google ha intentado de forma agresiva promocionar Google+ , obligando los usuarios de otros servicios de Google a registrarse en Google+, y si, ha obtenido muchos millones de usuarios pero estos no la usan…solo se registran para acceder a los otros servicios.
Esto es una excelente lección para muchos gestores de comunidad, marketing gurus y afines, que no basta tener usuarios registrados y esa métrica de poco sirve si no se consigue implicación y participación continua de los usuarios algo que facebook si tiene y mucho, a ver que hará Google para “animar” Google+ o  definitivamente a Google+ le pasará como a Google Wave…