Joel Liu's Library tagged Mobile →  View Popular

Teemu Arina: Some years ago, Finland was very strong in the mobile side and people where laughing at the idea of mobile learning. But I think it’s coming. I think it’s integrating with the informal learning space, because being mobile means that the context is around you.

You are not saying things in a classroom out of context, you are not sitting in a formal course within an organization but you are actually there, where you need to be. You need to apply the context to the context itself. I think that’s what mobile learning does: it enables us to utilize the context in a better way.

We are going back to the ancient times of  platonic-style conversations, which means having conversations with people who help you come out with ideas by asking the right questions.

That’s what you are doing Robin: you are asking the right questions. When mobile learning and  informal learning intersect it’s like typical life and I think it’s the direction we should go to.

The  industrial revolution generated the need for structures that were useful: but in the future I think we have gone too far, seeing people – as  Max Weber would say – as cogs in machines. People like little cogs trying to get into larger cogs.

Teemu Arina: I think there are certain things you need to do. One is to increase  serendipity, which is accidental interaction between people, perhaps by creating very effective “third places”. I mean places between the home – which is the first place – and work or school – which are second places. The third place is where you can escape school, the demands of your family and the demands of your manager to share meaningful conversations.

A place which is not connected by technology, in which people meet each other and are able to interact on topics over different fields. If you invest in such environments where you can have such conversations with your employees, that’s when you start to come up with ideas from different mindsets than your own.

It’s very easy to have a tunnel-shaped vision of thinking when you are looking for rational argumentations inside your organization. You have to look for new environments existing outside your organization and let people go there and share different conversations.

The role of teacher is to show different points of view of the same thing that is important to understand.

You don’t look at the sky from the same point of view all the times in order to understand what’s going on with the planet. The teacher shows different angles to these interconnected constructs around us.

Managers manage things; leaders lead people. You don’t lead people by saying what to do and what things to look at.

You actually light the fire inside them to go towards a direction that is collectively useful. This is what the role of teachers should be in the future: they should be leaders, rather than managers. They should help people come up with ideas rather than being the source of ideas.

I think it’s like the  global warming: we see the problem (e.g. we see the problem of learning and teaching) but sort of, you know, you wake up in the morning and there is no problem with it – not yet – so you don’t do anything about it. One day you wake up and it’s a disaster.

Maybe we should be more proactive than reactive about learning and knowledge.

We don't know which native applications will emerge as ones that combine these unique capabilities and new behaviors into true breakout services, but here are some categories that we find interesting along with some of the challenges that they face:

* Location-based social networking, such as Loopt, Brightkite and foursquare. The big question in this category is whether these new networks will gain enough scale that they can compete effectively with the mobile offerings of existing social networks, or if the mobile networks differentiation in value proposition will be insufficient to overcome the current gap in scale.

现在，我们的服务行业已经在悄悄发生转变，周末你如果想看一场电影，可以在手机上选择“移动支付”，系统会先在手机绑定的账号扣分，同时，一个二维条码发到手机上，你到影院后打开手机刷条码，就可以进去看电影了。这种移动支付的方式目前还仅是应用在个别行业中，未来这种应用会越来越普遍。人们的生活将会越来越向无纸化和完全移动化发展。

所以，未来每个人的身份会由自然身份、通讯身份、支付身份和交易身份四种身份组合在一起。这四个身份就是四个数码身份，并将统一在一起，谁能掌控这个数码身份谁就是最赚钱的公司。

李岩：你知道可口可乐和百事可乐的竞争激烈，其实可口可乐很大的销售量并不是在像家乐福这样的大超市里，最主要的渠道是通过销售终端，比如小的便利店、餐馆等等，事实上，可口可乐和百事可乐之间的竞争最主要就是对零售终端和零售网点的争夺。可口可乐公司需要一个庞大的物流信息化管理系统，我们就给它做了一个数据采集系统。这个庞大的终端市场被划分成小的区域，每个区域都有自己的业务代表，他们每天的工作就是骑着自行车拿着四联单统计出货量，记完之后回到办公地点，录在电脑里才能进公司的ERP系统。现在我们的用户只需要拿一个手机就可以把各种产品的即时统计信息反馈总部，这不仅增强了临时定货的灵活性，更重要的是大大提高了物流速度，加快了现金周转的速度，这对生产企业来讲是至关重要的变化。

再比如，惠普有一个针对全球服务器用户的金牌工程师服务，如遇服务器故障，客户就打惠普的全球服务电话，终端会自动生成工单，工程师打印后上门服务，然后客户签字确认，再回总部录入电脑确认该服务流程结束，之后可以接收新的任务。现在，我们的系统会让工单自动生成后将含有服务密码的短信发送给报修客户，修理完毕之后，客户把服务密码告诉工程师让他以短信发回给总部。就这一项改变，你知道能为惠普带来什么变化吗？惠普工程师到达客户的时间平均缩短了2个小时，这意味着大量的人力成本被节约了。