Digital Disciplines

Digital Disciplines
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How AVID levels the playing field, helping underserved students come out ahead In Question Everything, award-winning education writer Jay Mathews presents the stories and winning strategies behind the Advancement Via Individual Determination program (AVID). With the goal of preparing students for the future – whether that future includes college or not – AVID teaches students the personal management skills that will help them survive and thrive. Focused on time management, presentation, and cooperation, the AVID program leads not only to impressive educational outcomes, but also to young adults prepared for life after school. This book tells the stories of AVID educators, students, and families to illustrate how and why the program works, and demonstrates how teachers can employ AVID's strategies with their own students. Over the past thirty years, AVID has grown from a single teacher's practice to an organization serving 400,000 middle- and high-school students in 47 states and 16 countries. Question Everything describes the ideas and strategies behind the upward trajectory of both the program and the students who take part. Learn which foundational skills are emphasized for future success Discover how AVID teaches personal management skills in the academic context Contrast AVID student outcomes with national averages Consider implementing AVID concepts and techniques into current curricula As college readiness becomes a top priority for the Federal Government, the Gates Foundation, and other influential organizations, AVID's track record stands out as one of success. By leveling the playing field and introducing "real-world" realities early on, the program teaches students skills that help them in the workplace and beyond.

Оглавление

Wiersema Fred. Digital Disciplines

Foreword

Preface

Acknowledgments

Part One. Overview and Background

Chapter 1. Digital Disciplines, Strategic Supremacy

From Value Disciplines to Digital Disciplines

Information Excellence

Solution Leadership

Collective Intimacy

Accelerated Innovation

Exponential Value Creation

The Leadership Agenda

Information Technology in Context

Chapter 2. Value Disciplines and Related Frameworks

Value Disciplines

Operational Excellence

Product Leadership

Customer Intimacy

Importance of Focus

The Unbundled Corporation

Business Model Generation

Michael Porter and Competitive Advantage

Blue Ocean Strategy

Innovation: The “Fourth” Value Discipline

Chapter 3. Digital Disciplines

Information Excellence

Solution Leadership

Collective Intimacy

Accelerated Innovation

All of the Above?

Chapter 4. Digital Technologies

The Cloud

Big Data

Mobile

The Internet of Things

Social

Part Two. Information Excellence

Chapter 5. Operations and Information

Processes

Process Advantage

Process Optimization

Asset Optimization

Business Value of Information

The Role of Information Technology

Caveats

Chapter 6. The Discipline of Information Excellence

From People to Machines

From Physical to Virtual

From Virtual to Digical

From Processes to Experiences

From Operations to Improvement

From Static Design to Dynamic Optimization

From Mass Production to Mass Personalization

From Cost Reduction to Revenue Generation

From Direct to Indirect Monetization

From Touchpoints to Integration

From Firms to Networks

From Data to Actionable Insight

From Answers to Exploration

Chapter 7. Burberry – Weaving IT into the Fabric of the Company

Operational Excellence and Product Leadership

From Operational Excellence to Information Excellence

From Physical to Virtual

From Virtual to Digical

From Processes to Experiences

From Mass Production to Mass Personalization

From Cost Reduction to Revenue Generation

From Touchpoints to Integration

From Firms to Networks

Part Three. Solution Leadership

Chapter 8. Products, Services, and Solutions

Competitive Strategy

Product Elements

The Experience Economy

Pricing and Business Models

Chapter 9. The Discipline of Solution Leadership

From Products and Services to Solutions

From Generic and Expected to Augmented and Potential

From Transactions to Relationships

From Sales Results to Customer Outcomes

From Standard Products to Custom Solutions

From Products and Services to Experiences and Transformations

From Standalone to Social

From Product to Platform

From Engineered to Ecosystem

Chapter 10. Nike – A Track Record of Success

From Products to Solutions

From Generic and Expected to Augmented and Potential

From Transactions to Relationships

From Sales Results to Customer Outcomes

From Standard Products to Custom Solutions

From Products to Experiences and Transformations

From Standalone to Social

From Engineered to Ecosystem

Nike and the Other Digital Disciplines

Part Four. Collective Intimacy

Chapter 11. Customer Experience and Relationships

Customer Intimacy

A Broad Spectrum of Relationships

Dimensions of Interaction

Collaborative and Content Filtering

Chapter 12. The Discipline of Collective Intimacy

From Transactions to Relationships

From Relationships to Intimacy

From Physical to Virtual

From Virtual to Digical

From Company to Community

From People to Algorithms

From Individual to Collective

Chapter 13. Netflix – Entertaining Disruption

Information Excellence

Accelerated Innovation

Solution Leadership

From Relationships to Intimacy

From Physical to Virtual

From Virtual to Digical

From Company to Community

From People to Algorithms

From Individual to Collective

Part Five. Accelerated Innovation

Chapter 14. Innovation and Transformation

Successful Commercial Innovation

The Innovation Process

Innovation Principles

Innovation of Products, Processes, Relationships, and Innovation

Business Model Innovation and Corporate Transformation

Chapter 15. The Discipline of Accelerated Innovation

From Solitary to Collaborative

From Internal to External

From Closed to Open

From Inside-Out to Outside-In

From Products to Platforms

From Linear to Agile

From Employees to Crowds

From Salaries to Prizes

From Theoretical to Data-Driven

From Human to Machine

From Incremental to Transformational

Chapter 16. Procter & Gamble Cleans Up

From Solitary to Collaborative

From Internal to External

From Closed to Open

From Inside-Out to Outside-In

From Employees to Crowds

From Incremental to Transformational

Part Six. Successful Execution

Chapter 17. General Electric – Flying High

Digital Disciplines at GE

Software at GE

Information Excellence

Solution Leadership

Collective Intimacy

Accelerated Innovation

Chapter 18. Human Behavior and Gamification

Human Behavior

Gamification

Gamifying Information Excellence

Gamifying Solution Leadership

Gamifying Collective Intimacy

Gamifying Accelerated Innovation

Gamification across Disciplines

Chapter 19. Opower – The Power of the Human Mind

Human Behavior and Energy Consumption

Opower, Information, and Intimacy

Chapter 20. Digital Disasters

Strategic Errors

Cyberattacks

Software Design and Development Challenges

Operational Issues

Unintended Consequences

Erratic Algorithms

Politics and Pushback

Digital Disappointments

Part Seven. What's Next?

Chapter 21. Looking Forward

The Exponential Economy

Future Technologies

Opportunities

Critical Success Factors

Next Steps

About the Author

Index

Отрывок из книги

DIGITAL DISCIPLINES

ATTAINING MARKET LEADERSHIP VIA THE CLOUD, BIG DATA, SOCIAL, MOBILE, AND THE INTERNET OF THINGS

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Digital innovation is in many ways easier than physical: It can be easier to build and experiment with software than to build a full-size prototype. In either case, though, accelerated innovation uses the Internet, open innovation mechanisms such as contests, crowdsourcing, innovation networks, and idea markets, and cloud-based experimentation and platform as a service to dramatically accelerate the invention, commercialization, and adoption of improvements to processes, products, services, and solutions, and customer relationships. Netflix famously improved its Cinematch movie recommendation algorithm over 10 percent via an open contest, engaging scores of researchers around the world for the same cost as hiring a handful of them, and paying only upon attainment of a quantifiable improvement.13

Netflix then performed an encore with the Netflix OSS (Open Source Software) Cloud Prize, which used a somewhat different approach. There were multiple categories, rather than one objective. The goals were qualitative rather than quantitative. The results were dedicated to the improvement of cloud technology generally, with all entries treated as open source. Cloud computing technologies help Netflix but making them broadly available doesn't hurt Netflix's core differentiators, so an open-source approach garnered more entrants and better results.

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