Articles tagged with Networks:
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MAR
24
Automaker to Recruit Online Consumer Advisory Panel
Advertising Age,
March 24, 2008 —
Chrysler will begin recruiting U.S. residents in the next few weeks to participate in closed, online dialogues to gather insights for the automaker's marketing, product development, vehicle features and engineering.
MAR
10
New York Times,
March 10, 2008 —
On a recent Saturday afternoon, John Toppel, a retired Hewlett-Packard sales manager, did not spend his leisure time golfing or mowing the lawn. He spent it at a local electronics store extolling the virtues of H.P. laptop computers to customers. He was not paid by the store or by Hewlett-Packard, for that matter. Mr. Toppel, 62, left the technology company four years ago, but he remains a volunteer cheerleader for H.P., one of thousands of its retirees whom the company is trying to galvanize into an auxiliary army of senior marketers, good-will ambassadors and volunteer sales people. None of them get paid; they do it, they say, because of their affection for the company.
FEB
1
Marketers spend a billion dollars a year targeting influentials. Duncan Watts says they're wasting their money.
Fast Company,
February 1, 2008 —
Don't get Duncan Watts started on the Hush Puppies. "Oh, God," he groans when the subject comes up. "Not them." The Hush Puppies in question are the ones that kick off The Tipping Point, Malcolm Gladwell's best-seller about how trends work.
NOV
2007
Software that maps who is working on common problems is shaving years off research — and honing corporate strategies
BusinessWeek,
November 15, 2007 —
Keeping track of the dizzying proliferation of information in the Digital Age can overwhelm managers, and sizing up potential alliances can be daunting. But getting lost can be a costly setback for those with valuable ideas they want to develop
NOV
2007
Formalizing a company’s ad hoc peer groups can spur collaboration and unlock value.
McKinsey Quarterly,
November 1, 2007 —
In any professional setting, networks flourish spontaneously: human nature, including mutual self-interest, leads people to share ideas and work together even when no one requires them to do so. As they connect around shared interests and knowledge, they may build networks that can range in size from fewer than a dozen colleagues and acquaintances to hundreds. Research scientists working in related fields, for example, or investment bankers serving clients in the same industry frequently create informal—and often socially based—networks to collaborate.
SEP
2007
How can companies come up with new ideas? By getting employees working with one another.
Wall Street Journal,
September 15, 2007 —
When it comes to innovation, the myth of the lone genius dies hard.
Most companies continue to assume that innovation comes from that individual genius, or, at best, small, sequestered teams that vanish from sight and then return with big ideas. But the truth is most innovations are created through networks — groups of people working in concert.
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