Archivo de la categoría: Innovación y Tecnología

Innovaciones en los procesos, poco glamorosas pero eficaces

Fuente: Harvard Business Review

¿La innovación sólo consiste en introducir productos o servicios nuevos y atractivos, o no? No necesariamente. Hay mucho espacio para que las ideas frescas e innovadoras resuelvan problemas cotidianos de negocios y mejoren procesos aparentemente mundanos, como encontrar una forma mejor, más barata y más rápida de llevar los productos a las tiendas. Piense en la industria de la moda. Las empresas top como Gucci y Burberry están trabajando duro para gestionar mejor sus cadenas de suministro. Un problema crucial es cómo reemplazar colecciones no exitosas antes de que los minoristas se pongan nerviosos. Burberry ha invertido más de US$ 100 millones para mejorar su capacidad de asegurar los productos correctos a las tiendas correctas en el momento indicado. Claro, es una innovación cotidiana. Pero es tan crucial para el éxito de la empresa en largo plazo como lo son productos y servicios revolucionarios y atractivos.
Adaptado de “Everyday Innovation,” publicado por Scott Anthony en “Innovation Insights”, el 26 de agosto de 2008.


People typically associate innovation with the introduction of a sexy new product or service. While this kind of innovation gets the headlines, innovative ideas applied to everyday problems can have just as much business impact.

Consider a recent Wall Street Journal article describing how top fashion companies like Gucci and Burberry are working hard to better manage their supply chain. One critical problem: replacing dud collections before retailers grow antsy. Burberry has spent more than $100 million to improve its ability to ensure that the right products get to the right stores at the right time.

These challenges of course require a fair amount of blocking and tackling, but there’s also ample room for fresh, innovative thinking. And think of the top- and bottom-line impact of finding better, cheaper, and faster ways to get products into stores more quickly.

Innovation should matter to you if your job doesn’t involve strategy or product development.

Innovation is about solving old problems in new ways. Human resources or information technology workers can think of new ways to help internal customers solve the problems they face. Process-focused managers can develop ways to have their processes run better, faster, and cheaper. Customer-focused employees can find new ways to provide positive experiences to customers. And on and on.

The good news is that the principles that help growth-seeking innovators apply equally to internal innovation efforts. The following questions are a good starting point for any innovation effort:

  • What is an important problem that the customer, or internal client, can’t adequately solve?
  • What stops the customer, or internal client, from adequately solving the problem?
  • How can you make it easier and simpler for the customer, or internal client, to address the problem?
  • What is a low-cost way to test your idea?

Innovation doesn’t have to land in the headlines to have impact. Everyday innovation can be critical to long-term business success.


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Archivado bajo Estrategia, Innovación y Tecnología, Marketing Relacional

Why the revolution will not be tweeted

Small Change

Why the revolution will not be tweeted.

by Malcolm Gladwell | The New Yorker, 4 de octubre de 2010

t four-thirty in the afternoon on Monday, February 1, 1960, four college students sat down at the lunch counter at the Woolworth’s in downtown Greensboro, North Carolina. They were freshmen at North Carolina A. & T., a black college a mile or so away.

“I’d like a cup of coffee, please,” one of the four, Ezell Blair, said to the waitress.

“We don’t serve Negroes here,” she replied.

The Woolworth’s lunch counter was a long L-shaped bar that could seat sixty-six people, with a standup snack bar at one end. The seats were for whites. The snack bar was for blacks. Another employee, a black woman who worked at the steam table, approached the students and tried to warn them away. “You’re acting stupid, ignorant!” she said. They didn’t move. Around five-thirty, the front doors to the store were locked. The four still didn’t move. Finally, they left by a side door. Outside, a small crowd had gathered, including a photographer from the Greensboro Record. “I’ll be back tomorrow with A. & T. College,” one of the students said.

By next morning, the protest had grown to twenty-seven men and four women, most from the same dormitory as the original four. The men were dressed in suits and ties. The students had brought their schoolwork, and studied as they sat at the counter. On Wednesday, students from Greensboro’s “Negro” secondary school, Dudley High, joined in, and the number of protesters swelled to eighty. By Thursday, the protesters numbered three hundred, including three white women, from the Greensboro campus of the University of North Carolina. By Saturday, the sit-in had reached six hundred. People spilled out onto the street. White teen-agers waved Confederate flags. Someone threw a firecracker. At noon, the A. & T. football team arrived. “Here comes the wrecking crew,” one of the white students shouted.

By the following Monday, sit-ins had spread to Winston-Salem, twenty-five miles away, and Durham, fifty miles away. The day after that, students at Fayetteville State Teachers College and at Johnson C. Smith College, in Charlotte, joined in, followed on Wednesday by students at St. Augustine’s College and Shaw University, in Raleigh. On Thursday and Friday, the protest crossed state lines, surfacing in Hampton and Portsmouth, Virginia, in Rock Hill, South Carolina, and in Chattanooga, Tennessee. By the end of the month, there were sit-ins throughout the South, as far west as Texas. “I asked every student I met what the first day of the sitdowns had been like on his campus,” the political theorist Michael Walzer wrote in Dissent. “The answer was always the same: ‘It was like a fever. Everyone wanted to go.’ ” Some seventy thousand students eventually took part. Thousands were arrested and untold thousands more radicalized. These events in the early sixties became a civil-rights war that engulfed the South for the rest of the decade—and it happened without e-mail, texting, Facebook, or Twitter.

he world, we are told, is in the midst of a revolution. The new tools of social media have reinvented social activism. With Facebook and Twitter and the like, the traditional relationship between political authority and popular will has been upended, making it easier for the powerless to collaborate, coördinate, and give voice to their concerns. When ten thousand protesters took to the streets in Moldova in the spring of 2009 to protest against their country’s Communist government, the action was dubbed the Twitter Revolution, because of the means by which the demonstrators had been brought together. A few months after that, when student protests rocked Tehran, the State Department took the unusual step of asking Twitter to suspend scheduled maintenance of its Web site, because the Administration didn’t want such a critical organizing tool out of service at the height of the demonstrations. “Without Twitter the people of Iran would not have felt empowered and confident to stand up for freedom and democracy,” Mark Pfeifle, a former national-security adviser, later wrote, calling for Twitter to be nominated for the Nobel Peace Prize. Where activists were once defined by their causes, they are now defined by their tools. Facebook warriors go online to push for change. “You are the best hope for us all,” James K. Glassman, a former senior State Department official, told a crowd of cyber activists at a recent conference sponsored by Facebook, A. T. & T., Howcast, MTV, and Google. Sites like Facebook, Glassman said, “give the U.S. a significant competitive advantage over terrorists. Some time ago, I said that Al Qaeda was ‘eating our lunch on the Internet.’ That is no longer the case. Al Qaeda is stuck in Web 1.0. The Internet is now about interactivity and conversation.”

These are strong, and puzzling, claims. Why does it matter who is eating whose lunch on the Internet? Are people who log on to their Facebook page really the best hope for us all? As for Moldova’s so-called Twitter Revolution, Evgeny Morozov, a scholar at Stanford who has been the most persistent of digital evangelism’s critics, points out that Twitter had scant internal significance in Moldova, a country where very few Twitter accounts exist. Nor does it seem to have been a revolution, not least because the protests—as Anne Applebaum suggested in the Washington Post—may well have been a bit of stagecraft cooked up by the government. (In a country paranoid about Romanian revanchism, the protesters flew a Romanian flag over the Parliament building.) In the Iranian case, meanwhile, the people tweeting about the demonstrations were almost all in the West. “It is time to get Twitter’s role in the events in Iran right,” Golnaz Esfandiari wrote, this past summer, in Foreign Policy. “Simply put: There was no Twitter Revolution inside Iran.” The cadre of prominent bloggers, like Andrew Sullivan, who championed the role of social media in Iran, Esfandiari continued, misunderstood the situation. “Western journalists who couldn’t reach—or didn’t bother reaching?—people on the ground in Iran simply scrolled through the English-language tweets post with tag #iranelection,” she wrote. “Through it all, no one seemed to wonder why people trying to coordinate protests in Iran would be writing in any language other than Farsi.”

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Archivado bajo Comunicación, Innovación y Tecnología

CRM a la manera correcta

A continuación, un articulo publicado en 2004 por Harvard Business Review, que hoy cuatro años después considero sigue siendo interesante. A partir de casos de empresas que han implementado el CRM con y sin éxito, habla sobre cuándo y cómo invertir en la herramienta. Incluso cita casos en los que conviene no implementarlo o hacerlo para algunas áreas específicas antes que para toda la empresa.

Además, los autores sintetizaron las experiencias de empresas líderes en la implementación de CRM en cuatro preguntas que toda empresa debería hacerse al lanzar un CRM. ¿Se trata de un problema estratégico? ¿El sistema pone foco en la zona de dolor? ¿Necesitamos datos perfectos? ¿Cuál es la manera correcta de expandir la implementación inicial? Las preguntas reflejan un nuevo realismo acerca de cuándo y cómo desplegar el CRM para una mejor ventaja.

Para acceder al artículo en pdf, hacer clic aqui.

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Archivado bajo Innovación y Tecnología, Marketing Relacional

Dime con quien andas… y te diré si serás mi cliente

Se habla mucho de las redes sociales, su impacto, cuestiones legales sobre la privacidad de la gente, teorías conspirativas, problemas reales, organizaciones y movimientos que han surgido a partir de esos problemas, educación, acceso de los menores, etc. Siempre aboradado el tema en línea al usuario o protagonista que se mueve y deja sus datos/rastros en los social media. Sin embargo, el “cuidado con lo que decís, subís o hacés” hay quienes lo han dejado un poco de lado para centrarse en el “dime con quién andas”.

Me pareció interesante una nota publicada hoy en Fast Company sobre los social media, ligándolos a una estrategia de data mining en la cual no importa tanto la informacion que uno deja sobre uno mismo en las redes sociales como el comportamiento de su red de contactos.. Se trata de una empresa de data mining, Rapleaf, que propone mirar el comportamiento de los amigos de un prospecto para definirlo o no como posible cliente. Hoy no sos sólo tu perfil en Facebook o LinkedIn sino toda tu lista de amigos, quiénes son y qué hacen.

How Rapleaf Is Data-Mining Your Friend Lists to Predict Your Credit Risk

BY Lucas Conley | Fast Company | Mon Nov 16, 2009 at 7:40 AM

By now, you probably already know your behavior on social networking sites like Twitter and Facebook can get you fired, evicted, and even arrested–but what about your friends’ behavior?

They say you can tell a lot about a person by the company they keep. Joel Jewitt is inclined to agree.

Upon reviewing your social networking friend list, Jewitt and his colleagues at the San Francisco-based data-mining firm Rapleaf say they can help predict which ads you’ll pay attention to and whether or not you’re a worthwhile risk for a credit card or a loan–all without hacking into any accounts or breaking any laws.

“Who you hang around with has empirical implications with how you behave,” says Jewitt, Rapleaf’s vice president of business development. “This is a new type of information. It’s still an evolving science, but the results have been positive.”

Rapleaf is one of a multitude of innovative start-ups currently driving the burgeoning social media monitoring (SMM) space. Going by names like Trendrr, Trackur, and Sentiment Metrics, SMM firms use sophisticated algorithms to collect and analyze the vast amount of personal data consumers leave in their online wake. Post a comment about a book on Amazon? Review a restaurant on Yelp? Rapleaf’s computers analyze your words and file them away in your “social graph.”

The mother lode of personal data comes from sites like Twitter, Facebook, and MySpace–virtual bazaars of user-generated content where status updates, pictures, and any other political, religious, or sexual information not specifically deemed private is accessible to all. Most of it is useless junk–silly status updates and comment streams littered with emoticons and acronyms–but in the world of SMM, there’s no such thing as TMI.

Until recently, such data has largely been applied towards “reputation management,” helping brands, advertising agencies, and public relations firms hear what we’re saying about them. But as the volume of consumer data has grown, and the technology employed to gather, sift, and analyze it has advanced, organizations are turning the tables, asking what the data says about us. There is mounting evidence suggesting that your friends influence everything from your weight to your happiness. Researchers at Victoria University recently proposed using SMM “to identify and monitor bloggers who are depressed and may be at risk of suicide, self harm or harming others.” Even the CIA and NSA have reportedly made forays into SMM in the interest of national security.

As one might expect, SMM presents the greatest potential value to those who do business online–a fact that hasn’t escaped the attention of some major names. Google and Microsoft have each announced SMM services of their own, dubbed Social Search and Looking Glass, respectively. And despite the unforgettable uproar over Facebook’s Beacon, and a related class-action lawsuit where the company was ordered to pay $9.5 million to a nonprofit privacy foundation, Facebook just launched “Friends of Connections,” a service that enables brands to serve up ads to the friends of fans.”It’s only logical that marketers would be looking for value in that information,” says Jim Dempsey, vice president for public policy at the Center for Democracy and Technology. “The question is does the consumer have some awareness and control about what’s being collected?”

The CDT is just one of a growing number of privacy advocates and government regulators monitoring the social media monitors. In February, FTC Commissioner Jon Leibowitz sent a tremor through the online advertising industry when he noted that the commission’s revised set of voluntary principles may represent the “last clear chance to show that self-regulation can–and will–effectively protect consumers’ privacy.” On November 5, the U.S. Judiciary Committee passed two bills (the Personal Data Privacy and Security Act and the Data Breach Notification Act) that would increase penalties for data theft and broaden consumers’ privacy rights as they pertain to information collected and distributed by “commercial data brokers.”

Jewitt emphasizes that Rapleaf only aggregates publicly available information, and that consumers can opt out or register “to discover what information about you is available online and to edit your Internet footprint”–though he stresses that Rapleaf is ultimately making ecommerce faster, cheaper, and easier for consumers and businesses alike.

By accessing its database of 378,968,953 consumer email profiles, banks, retailers, and anti-fraud firms (all of which are counts among its clients) Rapleaf can quickly confirm legitimate customers and weed out scammers, cutting verification costs and improving the user experience. “Companies spend as much as $100 getting customers to their site. The goal is to filter out the bad people and keep as many good people as possible,” Jewitt says. “If a customer’s email address is attached to three or four social networking sites with 300 friends, the email likely isn’t fake and the retailer can put that person in the ‘good’ pile.”

Beyond simply helping verify your identity, Rapleaf claims information about your friends’ behavior can be used to better predict your behavior. For one company, Rapleaf adapted ads based on friends’ responses, ultimately tripling the click-through rate. Rapleaf’s Web site even suggests that clients “use friend networks to enhance … credit scoring.” Jewitt explains: “Say someone would have been rejected for a credit card, but their social graph says their friends are good payers. Instead of saying ‘Rats, we couldn’t give this guy the card,’ they’ll be approved.”

It’s a compelling example, but with 70% of U.S. consumers claiming they “definitely would not” allow advertisers to track their online behavior–even if they remained anonymous–its unlikely consumers will react favorably to businesses monitoring and ranking their social “footprints.” According to the CDT’s Dempsey, further oversight is inevitable, and will likely lead to more transparency. Ultimately, however, Dempsey believes consumers get what they pay for.

“Social networking is part of the advertising-supported Internet,” he says. “It’s one of the free services we all enjoy. Now people are becoming aware there is a cost.”


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Archivado bajo Innovación y Tecnología, Marketing Relacional

Job Search: Pros and Cons of Online Social Networking


Your online image in social networking services is becoming as important as the customized cover letters and resumes you send in more familiar employment explorations. Get an edge by making sure you know how to use social networking technology — even if you have to take a class in it.

Benefits to social networking

Connect. Communicate. Collaborate. Find jobs. Hire employees. All these good things are ascribed to the rising phenomenon of online professional social networking services, which are changing the face of recruiting. Consider the following:

  • Both a personal and a corporate presence on a social network is a tool for success. Social networking services (such as Facebook or MySpace) originally became popular in 2002 as fun things to do among the younger set. Facebook and MySpace now encourage professionals in business, as well as fun seekers in their original base, to post online profiles. 
  • Participation in professional online networks (such as LinkedIn) is an essential tool that links business people and careerists who know each other together in a Web of interconnections. LinkedIn has captured the prestige and numbers in the professional and business market. 
  • In 2008, CNBC and LinkedIn sealed an alliance, in effect combining their business audiences. The deal followed an alliance months earlier between LinkedIn and The New York Times.  

  • Other newspapers such as the Chicago Sun-Times are using social networking to offer reader forums, blogs, and communities.  
  • Downsides to social networking

    Online networking clearly is too gigantic to be ignored in an increasingly hypercompetitive job market. However, there are some concerns:

  • Networking fatigue. Some networkers have grown tired of what once was novel. The essential problem may be that they sign up for every new networking site in sight, and then find they’re spending too much time keeping up with their sign-ups. 
  • *User frustration. Aggregating means combining and forming a whole; Web sites such as and aggregate content to make it easy for job hunters to search for specific advertised jobs. Although a host of start-ups are aggregating social networking profiles, online videos, and more, no dominant aggregator has appeared for social networking. 
  • Eternal digital billboards. Like resumes, online profiles can stick around in cyberspace even after you’ve deleted an unflattering profile (“Look at me wasted after a pub crawl!” “Here’s me, showing off my butt tattoos!”). Your profile “ghosts” can exist for years. 
  • Narrow niche. Resumes and profiles can put a job seeker into a particular category that may be too rigid. So why not just try to say you’re a one-person-band in your online profile or resume? Except for micro-sized companies, employers usually prefer to hire a specialist, not a jack of all trades.  

  • Employers’ legal risks. Employers fear legal exposure if, prior to meeting a candidate in person, they uncover information about the candidate’s characteristics that can lead to discrimination in hiring — such as gender, age, sexual orientation, or religious beliefs. Even when a hiring decision is made without bias, the employer may have to defend the non-hiring choice to the Equal Employment Opportunity Commission, or in a court of law. 
  • Recruiters’ time management woes. Recruiters may source (find) candidates themselves or subcontract the work to professional sourcers. Scouring social networking sites, blogs, and other Web 2.0 resources eats up enormous amounts of time.  
  • Although your online presence increases your visibility in the job market, it can also quash your chances of getting the job. Because your network is a reflection of you, be selective in keeping your network filled with individuals you’d be proud to stand next to.

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    Archivado bajo Innovación y Tecnología, Work Life

    Plan para una campaña de Social Media

    No es el plan de comunicacion…. pero bien puede un Social Media Plan cotizar en la bolsa australina tambien! Les copio nota y video (sugiero verlo) que levanté de

    Para esta semana, el album Sound of Silver, de LCD Soundsystem. Bienvenido junio!

    miércoles 20 de mayo de 2009

    ¿Cómo desarrollar un Social Media Plan? (Iniciador Barcelona)

    Ayer tuve la suerte de ser el ponente invitado en Iniciador Barcelona (honor doble ya que ayer se celebraba el primer aniversario de este evento). El tema, “Social Media para emprendedores“. Mi objetivo era tratar de transmitir mi experiencia personal en la red, así como la de Cava&Twitts durante los últimos meses, tratando de explicar lo que me ha funcionado y lo que no con el uso de los Social Media. No era doctrina, no era una tesis doctoral… era mi experiencia.

    Y nada mejor que empezar preguntando… ¿Cuantos de vosotros tenéis blog? ¿Cuantos de vosotros tenéis Twitter? ¿cuantos de vosotros estáis en una red social?…. la inmensa mayoría contestaron que SI. La siguiente pregunta es ¿Cuantos tenéis un plan?… la gran mayoría no lo tenía.

    El objetivo era constatar la importancia de seguir unos pasos, sencillos, pero necesarios para tratar de garantizar un resultado. Construir un Social Media Plan no garantiza el éxito, pero si evita cometer muchos errores. ¿que pasos seguir?

    1. Definir objetivos : que quiero conseguir
    2. Posicionamiento: ¿que dicen de mi? ¿como funciona mi sector en Internet?
    3. Escuhar y hablar: definir que herramientas utilizar
    4. Medir, medir, medir, medir (lo que no se puede medir no existe)

    Os dejo la presentación de ayer (supongo que en breve colgarán el vídeo con toda la charla):



    De todo lo que hablamos si me gustaría repescar algunas cosas que se comentaron:


    • Para encontrar diamantes hay que picar mucho carbón“. Sólo con tener un blog, un twitter y estar en facebook no te garantiza nada, hay que entender tu entorno, tener claros los objetivos… Sobre este tema se cuestionó cuanto tiempo dedicar a cada cosa: la respuesta se irá modulando, al principio seguirás a muchos blogs o participarás mucho en las redes sociales y poco a poco se irá encontrando el punto de equilibrio. Cada uno tiene su propio equilibrio.
    • Internet y los Social Media son muy potentes, pero no hay que olvidar que una parte importante de la población no está todavía en la red o, si lo están, no participan de forma activa.
    • En los Social Media hay el mismo SPAM que por correo electrónico. Discutimos si es o no legitimo usar los social media para generar notoriedad y atraer tráfico (como cuando un “amigo” de facebook te invita 10 veces a que te hagas fan de un determinado grupo)… opiniones encontradas como siempre. Para el que envía un millón de correos vendiendo Viagra para que 2 lo compren, seguro que les es rentable pero ¿que imagen dejas a los otros 999.998?
    • Para todos hay un ecosistema en Internet, lo importante es encontrarlo. El que venda ropa para perros… tiene su espacio para encontrar a su público objetivo, la comunidad Unitteddogs tiene más de 44.000 perros dados de alta.

    Seré un romántico, pero sigo pensando que hacer las cosas paso a paso garantiza un éxito a medio y largo plazo, aunque a corto no sepas ver los resultados.

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    Archivado bajo Branding, Comunicación, Innovación y Tecnología, PR, Publicidad

    Bloggers, los ¿nuevos? referentes de opinión

    La charla de café para hoy es sobre la importancia que han tomado los bloggers como referentes de opinión, pero visto en un caso concreto. Creo que su lectura bien podría servir para sacar conclusiones tanto quienes necesitan “spread” su marca mediante campañas virales de mkt, como quienes laburan en periodismo de investigación, consultoría, política…
    Se trata de un artículo y una entrevista a un periodista iraní que fue encarcelado y luego puesto en libertad gracias a la presión de la “blogosfera”… Lo interesante es cómo una misma causa, la libertad de expresión (su privación o su respeto) te encarcela al mismo tiempo que te libera.
    Lo mejor es la entrevista que le hacen al periodista de la nota. Muy bueno! Habla sobre cómo influyen las nuevas tecnologías en el tema de la libertad de expresión en IRAN y también sobre la presión psicológica en la cárcel.
    Y por último, para rescatar, la nota es de 2004… y ya por entonces, el vicepresidente de Iran escribía un weblog… sí, Irán… sí, 2004.

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    Archivado bajo Estrategia, Innovación y Tecnología, Periodismo, PR