What is it all about? Mobile networking is rapidly changing the way we all communicate. Once a simple cell phone now has turned into a vital multimedia communication tool that enables all of us to enhance our very busy lives, and be more productive. They provide features that accommodate the general consumer and business person. From the student, to the executive, to the job seeker. They offer company brands the ability to carry a one to one experience with their audience from anywhere imaginable. No longer is this type of immersivity limited to the desktop. No longer is data capture limited to a web browser. And eventually, no longer will all this be limited to a cell phone. Mobile time vs. internet time I was speaking with Byron Bertrim, formally with Fuel Industries and is now started up his own mobile gaming company. He spoke to a very interesting scenario regarding the differences of mobile time vs. internet time. When users are on the internet, they are usually multitasking, searching for information, working on their computer with multiple files open. So their focus and time is limited. However when people are using their mobiles, they may be commuting, in transit, waiting for a friend or in a waiting room. What is often called fill time. They are more passive and willing to explore, download, be entertained. They have more time to fill and are not necessarily multitasking.
One is known for unfiltered enthusiasm. Another is known for directness. And yet another is gaining recognition for flexibility and strategy. These aren’t the employer brand attributes of leading companies. They are the attributes of three World Cup teams: Brazil, England, and the United States. Whether these attributes are reflective of national cultures or not can be debated. But the fact that these, and just about all of the 32 teams participating in the 2006 World Cup, can have their own brand of soccer gives hope to the idea that any team can. Including a team of employees. There is a lesson here (besides that I will stretch any analogy until it snaps). And that is that any group of people gathered together for a common purpose will naturally coalesce around distinct attributes. You may want to alter some of those attributes or amplify others, but they are there nonetheless, growing organically, just like an employer brand. So, if your organization chose its top 25 performers, would those players embody the best attributes of your employer brand? Or perhaps, even more important, would they innately understand what your organization’s employer value proposition was? Your answer could determine how far your organization goes before it is eliminated from competition. (Okay, that was either a really good close or really lame.) r Random rave The first goal of the 2006 World Cup was incredible, and fittingly, scored by Germany, this year’s host nation.
We Feel Fine is another masterpiece developed from Jonathan Harris. Jonathan is the developer of 10x10. We Feel Fine is an interactive global exploration of human emotion. Every few minutes, the system searches out the world's blogs for specific entries for occurrences of the phrases "I feel" and "I am feeling" expressed in a sentence. The age, gender, and geographical location of the author is often extracted and saved along with the sentence. All of this information is saved. The result is a database of several million human feelings that increase by 15,000 to 20,000 new feelings per day. The feelings can be searched and sorted acrtoss a number of different demographic slices. Do Europeans feel sad more often than Americans? Do woman feel fat more often than men? Which are the happiest cities in the world? What are the most representative feelings of female New Yorkers in their 20s? Those are some of the responses one can achieve through this system.
Just as I declared that I shall resume my writing, I have now received comments (see Andrew Marritt single-handedly ends my boycott!) from my friend and colleague, David Kippen, that infer the boycott should go on. His reasons are sound and logical - two very good reasons to ignore them. I will say this in defense of discontinuing my boycott: it only took eight days for content-related dialogue to appear - and that was the stipulation for ending my campaign. And yes, my boycott did get more commentary than any of my previous, purposeful entries. But all this proves is the point made in my April 10th entry: "Now you see it, now you don't." (Go ahead, you know you want to go read it now.) However, in the future I reserve the right to employ other guerilla tactics, which could include kidnapping one of my fellow bloggers, posting all my entries in Sanskrit, or even pirate blogging from off-shore. But for now, the building permit for the parking lot has been revoked. r
I am officially ending the boycott of my blog, thanks to Andrew Marritt of Geneva, Switzerland, who has offered to spread the word on the employer brand (see comments posted to "Boycotting my blog - Day 8). Thank you, Andrew, for restoring my faith in the employment marketing and blogging communities - and good luck with your presentation in Germany. If these random, semi-articulate postings are reaching beyond the Alps, perhaps others are reading them as well. Hope is such a dangerous drug. r
MSandE472 Entrepreneurial Thought Leaders' Seminar Marissa Mayer, Vice President, Search Products & User Experience, speaks about the true entrepreneurial and innovative culture at Google and what are the key principles that drive this culture. As part of a lecture series on thought leadership through Stanford University, she explains where and how ideas are formed at Google, and what is needed in order to cultivate it. The kind of principles that any company that is remotely serious on innovation should take to heart. Quite an interesting lecture in that the content structure in and of itself is a very effective recruiting vehical for Google. You really feel that you are hearing the true inside scoop of the company, and it is delivered in a very real way. No elevator speak. You can tell that she is actually tied directly to the work. She rolls up her sleeves and dives right in. And what is more compelling than to hear and see who you would be working with. Watch the video while you brainstorm on your next "innovation".
Had to step away from the boycott to replenish and get ready for the long haul. While my efforts have had absolutely no response from the HR community, apparently the boycott has had a significant effect on political impasses in two small Central American countries. r
Thinking I need more muscle behind my boycott. First two options: the entire Teamsters Union membership or Oprah. Either one could lead to a book deal. Have now gone through all the provisions except for the Hostess products. r
Got another comment about my boycott (see Day 2). The holdout continues until I hear from the non-colleague world about the topics I've been discussing for the last months. Something got into my provisions, so I'm now on half-rations. I've scrapped the screenplay. r
“The phenomenon of corporations creating goods, services and experiences in close cooperation with experienced and creative consumers, tapping into their intellectual capital, and in exchange giving them a direct say in (and rewarding them for) what actually gets produced, manufactured, developed, designed, serviced, or processed.” This is the definition given to an ongoing methodology of how companies are building their brand loyalties, relationships, and ideas. In the May 2006 trend briefing from trendwatchers.com, they explored the what, the why, and the who is doing this and doing it well. This all stems back to involving your audience as in the converse shoe gallery in the past posting....nothing new, however they do acknowledge the employment factor.