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The average starting salary for a Bachelor’s degree graduate in the United States in 2013 was $45,600, representing a 2.6 percent increase on 2012. 
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Farid Mheir's insight:
This chart helps you visualize how much crowdfunding has blossomed in 2 years. it also highlights the risk for fraud. As the numbers of players and the amount of money grows, the potential for misleading sites will also grow.
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In the latter months of 2012, LinkedIn launched a Blogging platform for some of the world’s best known thought leaders. As part of that series, posts were gathered to provide a perspective on the b...
Farid Mheir's insight:
A good mashup of 2013 buzzwords and trends leading into 2014.
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When we think about innovation we're usually thinking about an output - the shiny new gadget but here's a completely different take on innovation, one that gets to the nub of what companies really need to have in order to thrive and adapt today.
Farid Mheir's insight:
This new index and the methodology that accompanies it can help shed light into ways the your company can better transform to digital. Let's say you are a retailer in a fairly traditional industry, with a great brand, lots of store locations, well trained employees and fine-tuned distribution logistics. How do you handle the transformation to eCommerce? although not innovative per se (heck opening an online store and selling online is easy if not trivial), you have to innovate in order to transform your existing business to support this new way of selling, without breaking your existing business. Actually you have to improve both and integrate them to be successful. Large retailers such as Walmart have had great difficulty to do so, so much that they had to create new innovation units - called labs - to explore and innovate digitally without being bogged down by their existing 466B$ business. If you are faced with this dilemma then the index may provide you with valuable insight and reference points.
James Coombes's curator insight,
January 14, 2014 1:37 PM
I agree with the argument that elasticity is not just for economic and computing processes. I think this article presents a useful way to approach new technologies, such as cloud computing for example, as a means toward real service innovation instead of just improving existing services or cutting costs.
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When I first went about creating the Minimum Viable Product (MVP) for Buffer, there was something I kept very clear in my mind. When I came across Eric Ries and his work on the Lean Startup while working on my previous startup, I tried to read almost everything he had created and watch every presentation he had done. I found his presentation on the Minimum Viable Product and remember this answer to one of the questions from the audience: Most entrepreneurs’ instincts for what is the minimum viable product are like 10 times off. So, maybe you’re one of those rare entrepreneurs who has that gut instinct for creating an MVP, but just in case, just check out whether it’s possible that you could accomplish your strategy and learn something interesting with half the features, and maybe if you want to be really bold with half again, and just imagine: what would that look like for customers?
Farid Mheir's insight:
Read the wikipedia of MVP and read this short post to get inspired to cut down on product features for your product or project. I believe it is the most difficult thing to do, like saying "no" to clients or employees. This is of particular importance during a digital transformation (not just when developing a product like buffer), as we often are exploring new solutions and thus do not know exactly what our users need. Digital allows us to easilly perform trial-and-error, as opposed to before when we had to build bridges or buildings and failure was not an option. We should leverage it. Digital also gives us tools to measure what happens, giving us insight not on what people "think" is a great feature but rather insight into what they "do", which is more powerful. I challenge you in applying MVP in your own world, whether when building a new eCommerce solution for your company to pave the way for new way to sell in your boutiques, or whether it is to recruit via LinkedIn instead of newspapers, or whatever. It is *very* difficult...
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The short version: the above graphic is the latest incarnation of my marketing technology landscape supergraphic (click for a high-resolution 2600×1950 version, 4.7MB). Via Marteq
Farid Mheir's insight:
No wonder CMOs and CIOs are fighting over the same turf and soon CMOs will outspend CIOs in their field... Also see
Abraham Geifman's curator insight,
January 7, 2014 12:53 PM
Les comparto el mapa "acualizadísimo" del Marketing Digital para este 2014. Recomiendo revisarlo pues genera varias ideas de servicios digitales que podemos utilizar. 
Jean-Marie Grange's curator insight,
January 8, 2014 10:23 AM
All the actors and providers of new marketing technology 
Ally Greer's curator insight,
January 8, 2014 3:31 PM
Now that's a lot of marketing technology. Like @Marteq, hopefully will have the time to dig deeper into this over the next few days, and looking forward to finding some awesome new tools and tech.
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The future of digital
Farid Mheir's insight:
Here are the actual slides that go along the BI story I posted earlier In summary (remember BI focus is mobile so there is bias in their analysis):
Nevertheless, still a useful reference for raw numbers and comparative charts.
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Here's a good chart tweeted by analyst Ian Maude. He says, "Thinking about Twitter monetisation- ad revenue per user under 1/2 FB and 1/3 LinkedIn- lots of headroom for growth." And that's certainly one way to look at it. Another way to look at it is how insane Google's ad revenue per user is compared to other ad-supported web companies. This is what happens when you have a magic money machine called search ads.
Farid Mheir's insight:
Wondering how Google can give GMail, Android, and all its other services for free? Well because each user is actually worth money to Google in that model. For the moment, most of this revenue is in the form of advertisement revenue. So no wonder they invest in self driving cars and robots: because in a self driving car what will passengers do? Browse the web, read emails, and, indirectly, view ads.
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In this Capgemini Consulting research report we look at why talent has gone digital and HR has not. We also outline how HR can unlock its true potential through
Farid Mheir's insight:
This report by Capgemini raises important concerns regarding the very low usage of digital technologies by HR professionals. This is in sharp contrast with the data that proves the usefulness of digital tools in the recruitement and talent management in general. Unfortunately, I believe HR is plagged with two problems that prevent these problems from being addressed rapidly 1- HR is a support process and thus considered a cost center. To that end, investments into new technologies that may help to improve the candidate recruitment process to bring higher quality candidates is often not approved because of the difficult to demonstrate a hard number ROI 2- HR professionals pushback against digital technologies and the required business process transformation it requires. It is indeed often difficult to have HR professionals turn to crowdsourcing and social network interactions (ie. spending a lot of time in front of a computer to roam linkedIn and facebook and other networks to source and qualify candidates) rather than spending time doing phone and in-person interviews. This will change with younger generations and millenial but one should not minimize the pushback they may receive and plan for adequate and important change management. As you can gues, I've been down that road a few times! ;-)
Fabrice Schwertz's curator insight,
December 14, 2013 10:13 AM
Les RH en décalage avec les candidats sur le plan digital ? Un rapport de Capgemini souligne l'important retard qu'accusent les RH dans leur usage des technologies numériques.
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Yesterday, Apple began a small press push on its new iBeacon technology, pushed an Apple Store app update to support them and turned the feature on in 254 U.S.-based storesin an initial rollout. According to the details we know so far, some Apple stores may have as many as 20 iBeacons deployed, depending on the size. This isn’t Apple rolling out beacons in a few of its stores. It’s Apple rolling out potential beacons in every store that has an iPad — and there are hundreds of thousands already out there. Now, when a retailer makes a decision about tablet kiosks or signage, they’ve got the incentive of a hyperlocal advertising or customer-service system built right in. Lest we forget about Apple being a hardware company: This is going to end up selling an absolute ton of iPads.
Farid Mheir's insight:
iBeacon appears to be nothing more than a local advertisement solution (thanks to this slideshare presentation on demystifying iBeacon by FBrunel) and thus should not gather any personal information or invade privacy. From what I hear in this paper, this will remain the job of the iPhone/iPad app! ;-) Moreover what is interesting is the fact that iOS devices can become iBeacon transmitter, allowing stores that have already deployed iPads as mere passive display devices to now become active local advertisement solutions. Combined with an adeuqate app (that knows who you are and what you do and what you like) would become the ultimate in personalized in-store pricing. Think of it this way: as you prepare to exit the Best Buy store after browsing all the way to the back of the store in the laptop section, you receive an add for an extra 5% discount if you buy the laptop you spent 15 minutes looking at while you were there. I think this opens some interesting possibilities...
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Here are five 2013 CDO facts that might interest you.
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While Amazon makes a splash with drones, Google invests in robot technologies. Depending on your profession, that could be bad news.
Farid Mheir's insight:
There is so much to say on this topic and I've written about it numerous times before and recently.
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Five years after the start of the worst six months for the U.S. labor market since the Great Depression, we learned Friday that 203,000 new jobs were created in November and the unemployment rate dropped to 7%.
Farid Mheir's insight:
Trends is clear: study in tech and you'll have a job in the future. Also charts that show healthcare, governments and other growth industries.
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There will be no exceptions. Every product and every service will be revolutionized over the coming decade. So much so, that old core competencies will be gutted and replaced. But don’t ask me to predict what will happen to your industry – you have to invent that. There’s no pre-packaged business application software this time. But there has never been a better time for those who understand what technology is capable of and have the creativity to exploit it.
Farid Mheir's insight:
What else can I say?
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Below are my top references for digital transformation, in rough order of value to me.
Farid Mheir's insight:
Hope you find them useful
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Everybody loves to hate buzzwords, but those of us who work in digital need to tolerate the birth of new phrases to describe new things.
Farid Mheir's insight:
I love the way they made their prediction by using google trends. Smart. Happy to see that digital transformation is growing in popularity but surprised how recent the term is (I thought it had been around for a long time).
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The author of The Lean Startup is thinking big about the challenges facing companies in an economy driven by innovation.
Farid Mheir's insight:
6 min video that should inspire digital pioneers working in large organizations that keep fighting their way to introduce eCommerce, cloud computing, social networks, crowdsource in their orgranization in order to find new ways to recruit employees, provide better customer support, improve supply chain, etc.
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Then one day while I happily went about my job, it came to my attention that one of my managers hadn’t had a 1:1 with any of his employees in over six months. While I knew to “expect what I inspect,” I did not expect this. No 1:1 in over six months? How was it possible for me to invest so much time thinking about management, preparing materials and personally training my managers and then get no 1:1s for six months? Wow, so much for CEO authority. If that’s how the managers listen to me, then why do I even bother coming to work?
Farid Mheir's insight:
I find this post by Ben Horowitz and this article on musk and jobs on cnn money both very inspiring and somewhat related. They both make passion the center of work, the sole purpose that leaders must have. I have not seen this much, maybe because it is immensely difficult to achieve when real world knocks in - investors, sales, vague requirements or exploring a completely new field where there are non recognizable landmark.
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Facebook is radically changing the way technology is being built with its Open Compute Project. Here's a tour of some of the amazing new gadgets from OCP. Via jean lievens
Farid Mheir's insight:
A good review of the open compute project from Facebook. Lots of links to follow. WHY THIS IS IMPORTANT Everything is moving to the cloud and the OCP open source designs are the basis for servers and equipments that run cloud data centers. This is bound to increase innovation speed and reduce cost. It may also lead the way for other open sourcing of hardware projects and solutions.
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Automation is reducing the need for people in many jobs. Are we facing a future of stagnant income and worsening inequality?
Farid Mheir's insight:
I am firm believer of the people-process-technology equilibrium. Digital transformation impact humans and if they are not willing to change, then technology implementation often fails. However, this paper makes the point that, over time, the transformation will occur and those that fail to change their way loose their jobs. What is even more interesting is the research that indicates which industries and sectors are most vulnerable in the next few years. Is your job on the list? A nice short companion article to read is Report Suggests Nearly Half of U.S. Jobs Are Vulnerable to Computerization
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Farid Mheir's insight:
I've been using business model tool for years now. This gallery is truly amazing and I believe will be very useful for business architects and managers as they define their own corporate strategy because they will be able to easily compare with what others are doing.
Robin Good's curator insight,
August 31, 2013 5:02 AM
The Business Model Gallery is a growing database of curated business models canvases gathered from a diverse set of companies operating in different sectors. For each company you can analyze its updated "business canvas" in which you can see at a glance the key value propositions, its partners, revenue streams and all of the other key business building blocks. Business models can be easily searched, filtered and compared across specific building blocks you are interested in. Coming up are also a PDF and PowerPoint export option as well as a dedicated iPad app. A free trial is available and pro plans start at $9/month and go up all the way to $29/mo according to the number of features you want to use. My comment: The Business Model Gallery offers a truly excellent gallery of valuable business models which can be extremely useful for anyone studying, researching or working on creating a successful new company. Furthermore this is a great living example of how, curated collections of best of breed examples, are going to have a go as very useful business services in the coming months and years. Free for the first three months: http://businessmodelgallery.com/ Features: http://businessmodelgallery.com/features/ Pricing: http://businessmodelgallery.com/packages/ To learn more about the canvas and its 9 building blocks, visit www.businessmodelgeneration.com
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The IT organization and the business units should be much more in tune. Here’s one way to make that happen. A McKinsey & Company article.
Farid Mheir's insight:
With the predominence of digital technologies in companies today, and with the limited and fragmented view that resources in the organizations have of the technologies that power their enterprise and allow them to compete, I believe an annual technology report should be mandatory objectives for all CIO, CTO, or CDO.
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Far from a bubble, we're watching a new generation of tech start-ups realize the Web's original potential, says Marc Andreessen.
Why is this happening now?
Six decades into the computer revolution, four decades since the invention of the microprocessor, and two decades into the rise of the modern Internet, all of the technology required to transform industries through software finally works and can be widely delivered at global scale.
Over two billion people now use the broadband Internet, up from perhaps 50 million a decade ago, when I was at Netscape, the company I co-founded. In the next 10 years, I expect at least five billion people worldwide to own smartphones, giving every individual with such a phone instant access to the full power of the Internet, every moment of every day.
On the back end, software programming tools and Internet-based services make it easy to launch new global software-powered start-ups in many industries—without the need to invest in new infrastructure and train new employees. In 2000, when my partner Ben Horowitz was CEO of the first cloud computing company, Loudcloud, the cost of a customer running a basic Internet application was approximately $150,000 a month. Running that same application today in Amazon's cloud costs about $1,500 a month. QuickHoney
Perhaps the single most dramatic example of this phenomenon of software eating a traditional business is the suicide of Borders and corresponding rise of Amazon. In 2001, Borders agreed to hand over its online business to Amazon under the theory that online book sales were non-strategic and unimportant.
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Today, the world's largest bookseller, Amazon, is a software company—its core capability is its amazing software engine for selling virtually everything online, no retail stores necessary. On top of that, while Borders was thrashing in the throes of impending bankruptcy, Amazon rearranged its web site to promote its Kindle digital books over physical books for the first time. Now even the books themselves are software.
Today's largest video service by number of subscribers is a software company: Netflix. How Netflix eviscerated Blockbuster is an old story, but now other traditional entertainment providers are facing the same threat. Comcast, Time Warner and others are responding by transforming themselves into software companies with efforts such as TV Everywhere, which liberates content from the physical cable and connects it to smartphones and tablets.
Today's dominant music companies are software companies, too: Apple's iTunes, Spotify and Pandora. Traditional record labels increasingly exist only to provide those software companies with content. Industry revenue from digital channels totaled $4.6 billion in 2010, growing to 29% of total revenue from 2% in 2004. Today's fastest growing entertainment companies are videogame makers—again, software—with the industry growing to $60 billion from $30 billion five years ago. And the fastest growing major videogame company is Zynga (maker of games including FarmVille), which delivers its games entirely online. Zynga's first-quarter revenues grew to $235 million this year, more than double revenues from a year earlier. Rovio, maker of Angry Birds, is expected to clear $100 million in revenue this year (the company was nearly bankrupt when it debuted the popular game on the iPhone in late 2009). Meanwhile, traditional videogame powerhouses like Electronic Arts and Nintendo have seen revenues stagnate and fall.
The best new movie production company in many decades, Pixar, was a software company. Disney—Disney!—had to buy Pixar, a software company, to remain relevant in animated movies. Photography, of course, was eaten by software long ago. It's virtually impossible to buy a mobile phone that doesn't include a software-powered camera, and photos are uploaded automatically to the Internet for permanent archiving and global sharing. Companies like Shutterfly, Snapfish and Flickr have stepped into Kodak's place. Today's largest direct marketing platform is a software company—Google. Now it's been joined by Groupon, Living Social, Foursquare and others, which are using software to eat the retail marketing industry. Groupon generated over $700 million in revenue in 2010, after being in business for only two years. Today's fastest growing telecom company is Skype, a software company that was just bought by Microsoft for $8.5 billion. CenturyLink, the third largest telecom company in the U.S., with a $20 billion market cap, had 15 million access lines at the end of June 30—declining at an annual rate of about 7%. Excluding the revenue from its Qwest acquisition, CenturyLink's revenue from these legacy services declined by more than 11%. Meanwhile, the two biggest telecom companies, AT&T and Verizon, have survived by transforming themselves into software companies, partnering with Apple and other smartphone makers.
LinkedIn is today's fastest growing recruiting company. For the first time ever, on LinkedIn, employees can maintain their own resumes for recruiters to search in real time—giving LinkedIn the opportunity to eat the lucrative $400 billion recruiting industry.
Software is also eating much of the value chain of industries that are widely viewed as primarily existing in the physical world. In today's cars, software runs the engines, controls safety features, entertains passengers, guides drivers to destinations and connects each car to mobile, satellite and GPS networks. The days when a car aficionado could repair his or her own car are long past, due primarily to the high software content. The trend toward hybrid and electric vehicles will only accelerate the software shift—electric cars are completely computer controlled. And the creation of software-powered driverless cars is already under way at Google and the major car companies.
Today's leading real-world retailer, Wal-Mart, uses software to power its logistics and distribution capabilities, which it has used to crush its competition. Likewise for FedEx, which is best thought of as a software network that happens to have trucks, planes and distribution hubs attached. And the success or failure of airlines today and in the future hinges on their ability to price tickets and optimize routes and yields correctly—with software.
Oil and gas companies were early innovators in supercomputing and data visualization and analysis, which are crucial to today's oil and gas exploration efforts. Agriculture is increasingly powered by software as well, including satellite analysis of soils linked to per-acre seed selection software algorithms.
The financial services industry has been visibly transformed by software over the last 30 years. Practically every financial transaction, from someone buying a cup of coffee to someone trading a trillion dollars of credit default derivatives, is done in software. And many of the leading innovators in financial services are software companies, such as Square, which allows anyone to accept credit card payments with a mobile phone, and PayPal, which generated more than $1 billion in revenue in the second quarter of this year, up 31% over the previous year. Health care and education, in my view, are next up for fundamental software-based transformation. My venture capital firm is backing aggressive start-ups in both of these gigantic and critical industries. We believe both of these industries, which historically have been highly resistant to entrepreneurial change, are primed for tipping by great new software-centric entrepreneurs.
Even national defense is increasingly software-based. The modern combat soldier is embedded in a web of software that provides intelligence, communications, logistics and weapons guidance. Software-powered drones launch airstrikes without putting human pilots at risk. Intelligence agencies do large-scale data mining with software to uncover and track potential terrorist plots. Via QUIP Marketing
Farid Mheir's insight:
A bit long as all the content is here to bypass the WSJ paywall. Very interesting viewpoint from a digital pioneer that highlights how profound the enterprise changes are with digital.
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![Augmented Reality Catalog Places IKEA Furniture in Your Home [VIDEO] | WHY IT MATTERS: Digital Transformation | Scoop.it](https://img.scoop.it/PmQVjHvD76uAWzcaxoFkyCWw5sSWUpOJW0qzle022BE=)
IKEA's 2014 catalog will allow shoppers to see what IKEA's products will look like in their homes through their mobile devices.
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Innovation booms take a while to absorb and for productivity to catch up.
Farid Mheir's insight:
I love when someone looks back to look forward. This is one of them. Basically says that improvements only happen once the technology is stable. We are entering that era now where the benefits of the mobile revolution, high speed mobile web access, and cloud computing will bring true benefits to
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Curated by Farid Mheir
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I am surprised by this chart: engineering better pay than business. I always thought I went into engineering as a vocational discipline (ie. not for the pay). I guess this is changing.
Less surprising when you consider the lack of skilled digital-friendly resources there are out there.
Also, this is starting salary. 10-years later, business majors must be well above engineering ones, no?