Tuesday

Quid pro quo will define the author-publisher relationship

 
Quid pro quo will define the author-publisher relationship
Published on O'Reilly Radar - Insight, analysis, and research about emerging technologies. | shared via feedly mobile
In a recent interview, author and digital book producer Peter Meyers talked about what we can expect as publishing comes into its own in the digital era. He said customized book apps will largely go by the wayside, and HTML5 as a format will be a bit of a hard-sell to consumers. And using his own experience as a basis, Meyers said publishers aren't in danger of becoming irrelevant.
Highlights from the interview (below) include:
Different kinds of books gravitate toward different kinds of formats — Meyers said the majority of books in the future won't be customized apps. The ones that will be apps will be the ones that require interactivity. [Discussed at the 0:19 mark.]
HTML5 is still a wild card — Meyers said HTML5's core question is transactional: Are people willing to pay for web-based content? Consumers have been reluctant thus far, but as HTML5 gets fully supported, we'll see more experimentation. [Discussed at 1:40.]
Amazon's Fire tablet will be a problem for B&N — Even though both tablets are similar in a lot ways, Meyers pointed toward Amazon's ecosystem and said B&N just doesn't match up to Amazon's content and service offerings. [Discussed at 4:54.]
Will publishers become irrelevant? — Meyers said no. Using his own experience as an example, he highlighted the fact that his publisher (O'Reilly) provides a platform to publicize his work and technological support to produce works in particular formats. What he doesn't get — and said few authors do — is hand-holding, individual attention, detailed line editing, cheerleading and so forth. Meyers said authors need to go in with the expectation that they'll have to do as much for their publishers and their books as the publishers do for them. [Discussed at 5:26.]
You can view the entire interview in the following video.
Meyers' new book, "Breaking the Page: Transforming Books and the Reading Experience," will be released in the next couple weeks — you can nab a free preview copy now — and he'll host a workshop at TOC 2012.

Friday

Christmas Party for the children of Staff, Business Partners, and Students...

Friends and family enjoyed this event...

Cheers y'all!

Leading A New Team?

He developed a plan of action that would involve laying off the top two tiers of managers—about 20 people—and asking them to reapply for their jobs.
From Harvard Business Review...

Get Ready for Your Next Assignment

by Katie Smith Milway, Ann Goggins Gregory, Jenny Davis-Peccoud, and Kathleen Yazbak


When Bruce Wilkinson, an executive in World Vision Inter­national’s Zambia operation, learned that he was going to be promoted to regional director for southern Africa, he immediately started reading performance reviews of key staff members and talking to his peers, other national officers in the $2.6 billion organization. In doing so he uncovered a serious weakness: A host of critical positions in the region had gone unfilled for as long as 16 months, leading to lost contracts and deterioration in the programs WVI undertakes to empower poor communities. Human resources needed to step up its game.
But Wilkinson also saw that his appointment offered an opportunity—to both fix broken functions, such as HR, and create new ones, such as quality assurance, that could improve his region’s performance. He developed a plan of action that would involve laying off the top two tiers of managers—about 20 people—and asking them to reapply for their jobs. “You want the elements of your vision to take shape before you start,” Wilkinson explains. “In my case, I was redefining the role of the regional office as a true service center, and managers got the message.”
Most executives know what their next project or promotion will be well before the day it starts, but too few take advantage of their insider status and the time beforehand to prepare well. That is an opportunity lost.
Your next assignment is your next chance to create results—for your organization and for your career. A smart investment of time and effort up front can make the difference between simply getting by and truly excelling, between a dead-end move and a stepping-stone to bigger and better things.
A key factor in your transition will be knowledge—not only substantive information about the project or field, but an understanding of how others inside and outside the organization have tackled similar assignments, what challenges and opportunities lie ahead, and what resources are available and how you can mobilize them to overcome obstacles. Combining insights from our ongoing study of how knowledge is best captured and shared, our experience with consulting and executive search clients, and interviews with successful leaders across different types of enterprises, this article identifies three practical steps for building your knowledge capital to excel in new roles throughout your career. We call them phase zero, learning tour, and affinity groups.
Wilkinson used all three to implement his plan, reinterviewing staff members and translating his network of former peers—the national directors—into a source of feedback. This enabled him to upgrade the HR leadership, add a director of quality, and rapidly fill open positions. Let’s look at each step in detail.
Phase Zero
This is a chance to use your insider advantage to become familiar with a new unit’s people and performance and to discern the opportunities and challenges of your assignment—before it begins or is even announced. In the weeks leading up to the assignment, carve out and hold sacred at least 30 minutes a day to prepare. You may find ways to increase effectiveness, reduce costs, or even reassess a business model. In phase zero you can identify problems and develop a hypothesis for how to solve them—as Wilkinson did in southern Africa. And your solutions can be tested and adjusted as you move into your new role.
Among the likeliest places to look for objective data in this step are company documents—such as performance reviews and reports on services and operations—and feedback from customers and suppliers. For qualitative input, turn to colleagues who have supervised the role, interacted with it, or previously filled a similar role. Push to understand the story behind the story—for example, ask “What challenges might I encounter that aren’t apparent from the description of the assignment?” Finding these people and getting the information you need, without fanfare, will help you understand expectations and possibilities, think through a plan of action, and prepare personally for the transition.
Consider the experience of Todd Hoddick, who in early 2011 became vice president of the North American entertainment division of Barco, a global visual solutions company based in Belgium, in January 2011. Having joined the firm in 2008 as vice president of digital cinema in North America, Hoddick had developed a strong reputation for building a profitable single-business unit. In 2010 he was approached for the new position, which would add rental and staging, digital signage, home cinema, image processing, and corporate audiovisuals to his plate.


Hiring for the right "cultural fit" with your team...

Why I Hire People Who Fail

From Harvard Business Review

A few weeks ago, I wrote about avoiding social media failures. I briefly mentioned our company's "Failure Wall" and was surprised by the number of comments and questions I received about it. What's the purpose? How does it work? And what other kinds of things do you do in that crazy office of yours?

The failure wall was part of our efforts to create a company culture where employees can take risks without fear of reprisal. As NPR's Here and Now reported earlier this year, we started by collecting inspirational quotes about failure. Among my favorites:

  • "Success is going from failure to failure without loss of enthusiasm." – Winston Churchill
  • "I have not failed, I've just found ten thousand ways that won't work." – Thomas Edison
  • "Mistakes are part of the dues one pays for a full life." – Sophia Loren

One random Thursday night, I returned to our corporate headquarters afterhours with a bottle of wine and a box of acrylic paints. My assistant and I used stencils to paint about three dozen such quotes onto a large white wall in our break room. As first time stencilers, this project itself seemed destined to end up a byline on the (slightly gloppy) failure wall until we gratefully accepted some much-needed painting assistance from my wife.

After we finished painting around 1:00AM, we fastened a dozen Sharpies to the wall alongside these simple instructions: (1) describe a time when you failed, (2) state what you learned, and (3) sign your name. To set the tone, I listed three of my own most memorable (and humbling) failures.

In the beginning, the wall was met with surprise, curiosity and a bit of trepidation. We didn't ask anyone to contribute and we didn't tell people why it was there, but the wall quickly filled up. Some of the entries are life lessons: "After 7 years of practicing, I quit playing violin in high school to fit in. Lesson learned — who cares what other people think." Some are financial mishaps: "I thought buying Yahoo at $485 a share was a good idea." Many are self-deprecating: "My successful failure is working in online marketing when I came to LA to work in showbiz." Some are more than a little amusing: "I thought it was spelled 'fale.'"

stibel-failure-wall.jpg

I've said this before but it bears repeating: success by failure is not an oxymoron. When you make a mistake, you're forced to look back and find out exactly where you went wrong, and formulate a new plan for your next attempt. By contrast, when you succeed, you don't always know exactly what you did right that made you successful (often, it's luck).

We don't just encourage risk taking at our offices: we demand failure. If you're not failing every now and then, you're probably not advancing. Mistakes are the predecessors to both innovation and success, so it is important to celebrate mistakes as a central component of any culture. This kind of culture can only be created by example — it won't work if it's forced or contrived. A lively culture is nebulous, indefinable, ever-changing. Try to package it in a formal mission statement and you just may suffocate it.

The best way to shape culture is of course to focus on hiring the people who will ultimately make up that culture. Yet this is often overlooked, replaced with corporate values, slogans, and mission statements. It took billions of years to create and define all of the world's great cultures — through failure after failure — so it is with arrogance alone that we executives think we can create and define one for our company. To be blunt, cultures are not created or defined by executives; they evolve around the people who make up a company.

I personally interview every candidate at our corporate headquarters. By the time a prospective employee's resume reaches my desk, the department heads are convinced that the candidate can do the job. But for each person we end up hiring, I still end up interviewing countless other highly qualified candidates who were vying for the job. I'm mainly looking for cultural fit, and there is no more important job for a CEO.

If we hadn't hired people who cherish failures, my entries on the failure wall would be very lonely. Often when interviewing, I poke around and see if I can get the candidate to acknowledge a failure. It's a red flag to me if a candidate can't admit a mistake with a bit of self-deprecating humor. The tendency to dodge direct questions with a Miss America-style answer may indeed be a great asset to someone else's company, but it's not a great fit for success at mine.

KIDS CANCER CARE FOUNDATION OF ALBERTA

Over $2,000.00 cash was donated, making a total effort of over $3,000.00 to benefit the Kids Cancer Care Foundation!
Pretty phenomenal results for our Business and Economics participants, eh? Changing lives through education...

Preparation for fund-raiser...

Over $1,000.00 was raised, including donations from many generous local sponsors...

  • Canada Safeway
  • Classic Jack's Restaurants
  • Corks Wine
  • Fifth avenue jewellery
  • Good Life Fitness
  • Mercato Gourmet Foods
  • Shanks Athletic and Sports Bar
  • Starbucks Coffee Company
  • Offices of Trimac House
  • Staff of CDI College
  • Management of Eminata Group




Thank you so much to Ashlee at the Kids Cancer Care Foundation of Alberta
and our business participants...
Alberto, Kasandra, Mary, Omar, Quinn, Ricky, Steve, and Frank.

Monday

How to integrate online media with in-person lectures...

Exploding the Lecture
November 15, 2011 - 3:00am
Personal narrative plays an important role in Mike Garver’s teaching style. Garver, a professor of marketing at Central Michigan University, often uses anecdotes from his own life in his lectures, according to one of his students. “It’s a good way to, in his words, ‘Put a movie in your mind,’ ” says Mike Hoover, a senior at Central Michigan, who is currently taking Garver’s course in market research.
So when I ask Garver about his efforts to excise the lecture from the classroom and blow it to smithereens, he naturally begins telling me a story. In this one, it’s 1998, and Garver is fresh out of grad school and into his first teaching job, at Western Carolina University. He’s giving a lecture on “the principles of marketing” to 100 students. The head of teacher development at Western Carolina is observing, but Garver isn’t nervous. On the contrary, he’s in the zone.
“I gave one of the best lectures I had ever given,” Garver says. “It just flowed. The students were into it, I had funny jokes — I thought, 'This is the best I’ve ever been, and the head of teachers is evaluating my teaching, and I am kicking ass!' ”
After class, Garver remembers his supervisor affirming the young lecturer’s confidence -- before blowing it apart. “He basically said, ‘Mike, that was a great lecture. Have you ever heard of Bloom’s Taxonomy of Learning?’ ” Garver had not. His supervisor explained Benjamin Bloom’s 1956 formulation, which divides learning into higher and lower orders and emphasizes the importance of putting learned ideas to work.
“Even though your lecture was spectacular,” Garver recalls his mentor saying, “you’re down here at the bottom of Bloom’s Taxonomy.” He challenged Garver to infuse higher orders of learning into his teaching methodology. “I have been chasing that dream ever since,” Garver says.
Now, with the arrival of technology that allows him to easily record his lectures at home, slice them into easily digestible morsels, and make them available for students to watch online prior to class meetings, Garver says he has finally caught up to that dream.
I tell Garver it’s obvious that he is in marketing. He laughs and says he’ll take the compliment.
This is how Garver lectures these days: He gives his lectures alone, at home, on his own time, into a microphone. “I get fired up with coffee, I go into the studio, and I just start cranking out lectures,” he says. Garver, who compares himself to Ray Charles in his ability to nail the first take, says he does not have a hard time summoning charisma in the absence of a live audience. Listening to the boom and lilt of his voice through the telephone, I believe him.


After he’s done recording, Garver edits the lectures into shorter mini-lectures, ranging from 5 to 29 minutes. Then he posts the lectures to Central Michigan’s iTunes U site, along with accompanying PowerPoint slides. Garver instructs his students to listen to one or more of the mini-lectures in preparation for each class (he only devotes a week of the syllabus to reading marketing textbooks — a genre he describes, in general, as jargon-choked “translation exercises,” useful primarily for curing insomnia).
Garver says he believes that even disciplined minds have trouble focusing on something as dense as a lecture for more than 15 minutes. When he first began recording lectures and assigning them outside of class, Garver says his students sometimes found it even more difficult to stick with the lectures amid the distractions of home than in the classroom, where they were at least a captive audience. “They’d say, ‘Oh my God, that hour-long lecture — what were you thinking?’” Garver says.
That’s when he started using his digital cleaver more judiciously. “I’m actually thinking of cutting the 15-minute lecture into smaller chunks,” he says, “and I think I can.” Garver’s goal is to turn his lectures into albums of two- to five-minute tracks.
At the beginning of each class, Garver uses classroom clickers to quiz students on the concepts covered in the previous night’s lectures. For the rest of the class period, Garver typically divides the students into teams and asks them to apply those concepts to specific use cases. “What we can focus on is the upper end of Bloom’s Taxonomy,” he says — that is, hands-on learning.
“I kind of gave up lecturing in the classroom,” Garver says, adding that he was tired of having to choose between introducing ideas and letting students try putting them into practice. “There was never enough time for both,” he says.
The theoretical ideal Garver is using as his guiding star is a half century old; and the technology he is using is not particularly new, either. But his eagerness to eject the lecture from the classroom entirely is still somewhat rare among professors who teach large, face-to-face classes.
Central Michigan has made a push to make lecture-capture technology available to faculty, and many use it, says Brian Roberts, an instructional technologist at the university’s Faculty Center for Innovative Teaching.  However, nearly all of them “do what I call more of the ‘traditional’ or ‘basic’ lecture capture,” says Roberts: They give their lecture in class per usual, the only difference being that students can refer to the recording later when they are studying.
Aside from Garver, the idea to record and assign lectures outside of class has not gotten much traction at Central Michigan, says Roberts.
That could soon change. The popularity of Khan Academy, a fast-growing database of short educational videos — which has drawn raves from Bill Gates, among others — suggests that mini-lectures, delivered apart from the classroom, could pick up momentum in higher education.
“What you’re talking about here is likely to become increasingly popular, partly because it reflects that paradigm we’re starting to hear more discussion about: that is, 'flipping the classroom,'" says Mara Hancock, the director of educational technology services at the University of California at Berkeley. "Rather than pushing information at students, it might be better to use it in a way that helps them with higher-level learning."
One of the biggest obstacles to the proliferation of lecture capture has been reluctance by faculty to take the extra steps necessary to ensure that their lectures are properly captured and cataloged. At the annual Educause conference two years ago, officials involved in a major deployment at Purdue University said they had a hard time even getting faculty to press an "on" button at the outset of each classroom presentation.
Hancock says that her institution focuses on making it as convenient as possible for professors to use lecture capture. Garver's method requires a great deal more work: creating lecture recordings outside the classroom while finding constructive new ways to teach inside the classroom. "I think faculty will have to want to embrace that and go through the door knowing that it will be more work," says Hancock.
Such a shift might come as a relief to professors who find lecturing tedious, and perhaps an ill omen for professors who feel uncomfortable managing a lecture hall full of students without the aid of a script.
Paulina Lee, a senior in Garver’s market research course, says that full-length recorded lectures suffer the same problems as their ephemeral counterparts.
“Even if I were to sit through a lecture, or have a professor post a lecture [online], I really don’t want to be sitting in front of a computer for an hour taking notes,” Lee says.
For the latest technology news and opinion from Inside Higher Ed, follow @IHEtech on Twitter.


http://www.linkedin.com/news?actionBar=&articleID=913731403&ids=0Pc3gNcPsPcjAId38Pdj0Odj8Vb3wSdjASdPcNeiMUcz4Mcj0RczAIcPoOd3gVej4V&aag=true&freq=weekly&trk=eml-tod2-b-ttl-4&ut=2PY8FfBRJcb501&_mSplash=1

Create your own solo business - paper or plastic...

Entrepreneurs Who Go It Alone — By Choice


In the fall of 2007, Marco Arment was working as lead developer at Tumblr, the social network and blogging platform, when he noticed that he kept losing the links to interesting stories that he didn't immediately have time to read.
So one evening at home, after a frustrating search for an article he vaguely recalled, Arment spent five hours creating a simple web application that would allow him to quickly and easily save links and follow up on them later. "It didn't need to do that much and there was so much value right there," says Arment. "I put in about an hour a week on it and it took almost no effort because it was so simple."
Arment showed the website to a couple of friends and they loved it. Six months later, when Apple announced it was creating an app store for the iPhone, Arment thought he could expand his idea. He liked reading articles on his subway commute home, but the Manhattan trains lacked an Internet connection. What if he could create an iPhone app that would let people read saved links offline? Arment spent his evenings developing Instapaper to do just that. (See the 25 best financial blogs.)
Three years later, Instapaper had grown to a million users and, despite the tanking economy, was making Arment enough money to live on — even as he maintained his job at Tumblr. Revenue came from sales of the $4.99 app, ads on the website, and a purely optional website subscription fee of $1 a month. "The iPad was a huge boon to the service because it's designed for reading," he says. Instapaper was taking off but at the same time was demanding more of his time, so in September 2010 Arment left his job to run Instapaper full time.
Today, Instapaper is a profitable one-man operation, having garnered 1.8 million users. They include Jared Keller, an associate editor for TheAtlantic.com, who uses the service on his Droid Incredible during his 40-minute commute. "It's as close as I can get to print without lugging around a stack of magazines," says Keller. "It is one of those things I can't live without." And Instapaper is the perfect recession-proof business because the overhead is low and Arment, 29, has no employees to pay or investors to please. "Investors want to see growth and a return on the investment," he said. "It would lead to the kind of job that I don't want right now."
It's a sentiment felt by a growing number of solo entrepreneurs. The notion that companies must solicit investments and keep expanding in order to survive isn't always the goal anymore, especially during tough economic times. Web-based tools have helped level the playing field by lowering overhead costs so that a one-man operation can compete against million dollar corporations and thrive.
A few years back something like Instapaper would have been dismissed by venture capitalists as a mere "feature," not a stand-alone product — let alone a profitable business. "But it turns out people will pay for features," says Paul Kedrosky, senior fellow at the Kansas City, Missouri-based Kauffman Foundation, which fosters entrepreneurship. "The tools required to run a company, and how expensive it is to market it, have all declined so dramatically in the last decade that there is a real hope for people who declare themselves one-man organizations to stay this way."
http://www.time.com/time/specials/packages/article/0,28804,2094921_2094923_2094924,00.html

Stepcase Lifehack Introducing Asana: The Modern Way to Work Together

http://www.lifehack.org/articles/featured/asana-a-modern-way-to-improve-teamwork.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+LifeHack+%28lifehack.org%29

Wednesday

What is your Social Strategy?

Looking to break into a social media career? Here’s pretty much everything you need to know about the job and the people who do it every day. Nearly 80% of corporations use social media, so there’s plenty of opportunity for aspiring strategists — especially as the other 20% get on board.


Step 1: Get a Twitter account — 100% of social media managers represented in the survey have one, and you have to know the lay of the land if you’re going to innovate and build a brand on said land.

Step 2: Be ready to wear many hats. When it comes to social media, there’s a lot to tackle, including crafting actual posts, analyzing metrics, training and managing a team, spearheading campaigns, working with agencies and managing a budget.

Want to know if you’re cut out for it? In the infographic "gist" above, you’ll see the personality traits, education, career paths and responsibilities of today’s successful social media strategists. Statistics were pulled from LinkedIn data, job listings for positions in the field, and a report by Jeremiah Owyang of Altimeter Group.

Enjoy, alright?


Thursday

Contract Workers are happier than Permanent Workers?

Permanent employees often argue that contract work would be too stressful, given the lack of long-term career stability. However, a survey of contract workers suggests that being on a contract doesn’t mean not enjoying your job.




Of the 2011 data, based on a survey of 375 workers and conducted by Monash University researcher Dr Tui McKeown, the page that jumped out at me discussed wellbeing. Here are the key statements that were offered and the main responses, all of which suggest that independent contractors are getting a lot of pleasure out of their careers:
  • At my work, I am bursting with energy. 29% said this happened “often” and 38% said “very often”.
  • At my job, I feel strong and vigorous. Similar numbers: 28% went for often and 37% for very often.
  • I am enthusiastic about my job. Again, the same pattern: 23% said often and 39% very often (and 22% went for “always”).
  • My job inspires me. 14% plumped for always, 29% for very often and 26% for often.
  • When I get up in the morning, I feel like going to work. The most common choice was very often, picked by 33%.
  • I feel happy when I am working intensively. 38% went for very often, and 27% for always.
  • I am proud of the work that I do. Similar numbers again: 34% said always and 38% said very often.

    Light Cycle from Tron movie

    The original Lightcycle runs on a 996 cc Suzuki 4-stroke engine


    Is there a strong market for electric bikes? There would be a bigger share, if they looked like this...


    All-Electric Lightcycle (Screenshot from Parker Brothers video)


    Saturday

    American retailers eye larger slice of Calgary market

    Waves of American retailers are looking for opportunities to expand beyond their overly-competitive domestic market with Canada, and Calgary, their obvious destinations in the future, says a retail report by Barclay Street Real Estate Ltd. Besides giant discount retailer Target’s entry into the Canadian marketplace in 2013, other retailers looking to expand here include Kohl’s, Marshalls, J. Crew, Express, Zumiez, Intermix and J.C. Penney.

    Monday

    Contributing to the Canadian Cancer Society

    Look around - two in five of us will be diagnosed with cancer in our lifetime.
    Thank you for giving generously to our recent fund-raiser.
    Let's continue to work together!

    Thursday

    Distracting Cancer Event...

    Our fund-raiser gave hundreds of dollars to victims of cancer, including the father of one of our colleagues!
    Please give generously to the Canadian Cancer Society, to "make cancer history!"

    Wednesday

    Applecore Cable Manager





    I have really been enjoying these simple rubber cores that cheaply and effectively organize cords of all sorts. They make it easy to wrap a cord around due to the shape (like an apple core...duh) with slits on both ends to thread cord through. I find the hardness of the rubber just right; firm enough to hold the cord, but soft enough to be easy to bend open to insert cords.

    There are three sizes: small for something like earbud cords, medium for a phone/ipod etc. charger-size cord, and large for computer charges or appliances. I haven't tried the largest size yet, but love the ones I have. They come in a variety of bright colors which helps when it comes to finding and organizing cords.

    -- David Rosenfeld
    Applecore Cable Manager
    Small, Medium, Large
    $2, $3, $5

    Available from and manufactured by Applecore

    Sunday

    Most Hackable E-Reader



    I'm interested in purchasing an e-reader of some kind (i.e. must use e-ink tech, no LCD screens) and wondering if anyone has any suggestions about which reader lends itself most to tinkering / extending / hacking? Are there any that make it possible to install your own software? (It would be cool to see i.e. Emacs running on one.)


    Nook Color, hands down. Unfortunately, your eInk criterion limits you to cheap knockoffs. If you're willing to go LCD, you won't be disappointed with a Nook Color.

    Cyanogen makes the ROM for it, and they are nearly impossible to brick. Heck, you can run a custom ROM right off the microSD card, never putting your warranty in jeopardy. And, because it's Cyanogen, you can read nearly anything, and have full Android Market access.

    -- Christopher

    Nook Color
    $249
    Available from and manufactured by Barnes and Noble


    Friday

    Amnesty International!

    Review of another successful event for CDI College...









    Fund-raising through an exciting dinner event!

    Networking dinner...





    In conjunction with Amnesty International, our business professionals enjoyed and after work snack with everyone. Enjoy!




    Blog Archive