recently bookmarked

• The Customer Revolution: Killing 2 birds with one stone – why cost reduction within customer service doesn't mean decreased customer satisfaction 2011/05/30
  
• UCLA study finds that searching the Internet increases brain function / UCLA Newsroom 2011/05/30
  
• OUPblog » Blog Archive » Who’s next? Digital media and the inevitable surprise of political unrest 2011/03/21
  RT @cshirky: Philip Howard asks "Who’s next? Digital media and the inevitable surprise of political unrest" http://bit.ly/edTu6a
  
• Social Media: Social Skills - Medical Marketing and Media 2011/03/21
  social media has quickly become a must-have component in healthcare communications and marketing. But there is still a lot of confusion out there about what works and what doesn't, not to mention ongoing trepidation over legal issues in the absence of FDA guidelines. 
  
• AsOne - Case Studies 2011/02/08
  Case studies on collaborative innovation
  
• Rethinking knowledge work: A strategic approach - McKinsey Quarterly - Organization - Strategic Organization 2011/02/05
  Knowledge workers’ information needs vary. The key to better productivity is applying technology more precisely.
  
• CONTEMPORIST 2011/01/11
  
• Towards a new model of management and society 2010/12/13
  we are at the beginning of a second wave of development and acceleration
  
• Touchpoints Bring the Customer Experience to Life - Adam Richardson - The Conversation - Harvard Business Review 2010/12/12
  Chances are that you are already creating these touchpoints. You are creating a customer experience. But what turns this collection of touchpoints into a superlative customer experience? The key is coordinating and integrating the touchpoints so that they seamlessly meld together. There are two ways this needs to happen — longitudinally throughout the customer journey, and with each touchpoint type supporting the others for each stage of the journey.
  
• Cayuga Hospitality Advisors 2010/12/07
  Another potential pitfall is falling prey to PCS (pretty, cool, shiny) syndrome where the organization urgently deploys the hottest new technology without the slightest credence to objectives, processes or measurement – the key elements required to understanding if something is functioning properly.