The titans of Silicon Valley were talking about cloud computing in the late 1990s — way before anyone called it cloud computing. I remember Larry Ellison telling Charlie Rose that one day, we'd be accessing our data from a box on our desks, but the data would be off somewhere in a central server, not in the box.
Today, whole businesses are building in the cloud, offering companies of every size the ability to manage information strategically — affording a focus on the various communities consuming the information, not where the information is stored.
ReadWriteWeb's excellent ReadWriteCloud, the online publication, just ran this article. While it addresses cloud recovery and whether it's a new name for the simple backup, the article serves as a solid immersion into the value of cloud computing.
Lots of folks weighed in today on the subject of how Twitter can be profitable and how to assess its progress. Here are three of them.
Some takeaway points from the Supernova conference, morning of the second day.
The meteoric rise of social networking sites such as Facebook and LinkedIn, as well as social communications tools like Twitter, pose a series of new legal questions. Here's how panelists Denise Howell ["This Week in Law"], Alex Macgillivray [Twitter], Kerry Krzynowek [Deloitte] and Gabe Ramsey [Orrick] begin to answer them. Read the rest of this post on supernovahub.com.
Not surprisingly, employee morale and
commitment has worsened during the recession — and in response to
company actions to cope with the downturn. A recent survey finds that
high-performing employees have been substantially more affected than
Human Resource Executive Online, October 2009
… the creative class: a fast-growing, highly educated, and well-paid
segment of the workforce on whose efforts corporate profits and
economic growth increasingly depend. Members of the creative class do a
wide variety of work in a wide variety of industries—from technology
to entertainment, journalism to finance, high-end manufacturing to the
arts. They do not consciously think of themselves as a class. Yet they
share a common ethos that values creativity, individuality, difference,
Washington Monthly, May 2002
Watson Wyatt and WorldatWork just released a survey that tracks, among other things, employee engagement, and Lin Grensing-Pophal explains how companies can do a better job of engagement in a recent article. But that may not be enough, going forward out of the recession. The survey's results inspire a look back to an issue economist Richard Florida raised several years ago: how the drivers of employee performance are changing.
Today, the combination of networking tools, with a power burst from social technology, and a recession that now appears to be the result of an infrastructure crashing under its own incongruities — foreseen by folks like Florida — is forcing companies to look not just at compensation methods but at how they categorize employee positions from the get-go. It's no longer the distinction between management and rank-and-file that makes sense in a service-dominated economy, if it ever did in a manufacturing dominated world, but the quality of performance along the scale of creativity and actual contribution. We're in the midst of another major industrial shift that is exciting at the same time it is mind boggling. And its impact will be felt not just inside corporations but around the cities and towns they populate.
… the economy is different now. It no longer revolves around simply
making and moving things. Instead, it depends on generating and
transporting ideas. The places that thrive today are those with the
highest velocity of ideas, the highest density of talented and creative
people, the highest rate of metabolism.
The Atlantic, March 2009
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