Bertrand Duperrin's Library tagged apple →  View Popular, Search in Google

"I presented at the MacWorld,/iWorld, MacIT conference with my colleague, Cary Thomas in San Francisco last week. We presented on deploying Apple (Mac, iPhone, iPad) inside IBM."

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"Watson is designed to augment (improve) our capacity to think through complex problems, ask the right questions, judge possible solutions and make informed confident decisions based on real-world data that exists within our own memory banks and beyond."

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"Paying attention to customers seems like such a fundamental thing. So why do so many companies do it so poorly? How do companies lose touch with their customers, and lose their grip on the realities of the marketplace?"

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". Now IBM's Blue Gene is trying to not just outperform, but simulate the whole damn human brain. It's 4.5 percent of the way there."

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"Et pourtant, Steve Jobs, dont l'hagiographie fait la une de nos journaux cette semaine après l'annonce de son départ, n'a pas cité une seule fois le mot "client" dans sa lettre de démission.

Le parcours et le comportement de cet homme sont une source d'enseignement pour les professionnels du marketing client. Observons trois idées répandues qui sont autant de paradoxe"

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"One person is the Decider for final design choices. Not focus groups. Not data crunchers. Not committee consensus-builders. The decisions reflect the sensibility of just one person: Steven P. Jobs, the C.E.O.

By contrast, Google has followed the conventional approach, with lots of people playing a role. That group prefers to rely on experimental data, not designers, to guide its decisions. "

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"That was my goal in synthesizing these lessons from the observations of associates who worked for and with Apple over the years, as well as from my own interactions with the company and some published reports, as referenced. Of course, nobody was willing to go on the record, which is par for the course as explained in #6."

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"At the office, you've got a sluggish computer running aging software, and the email system routinely badgers you to delete messages after you blow through the storage limits set by your IT department. Searching your company's internal Web site feels like being teleported back to the pre-Google era of irrelevant search results.

At home, though, you zip into the 21st century. You've got a slick, late-model computer and an email account with seemingly inexhaustible storage space. And while Web search engines don't always figure out exactly what you're looking for, they're practically clairvoyant compared with your company intranet.

This is the double life many people lead: yesterday's technology for work, today's technology for everything else. The past decade has brought awesome innovations to the marketplace—Internet search, the iPhone, Twitter and so on—but consumers, not companies, embrace them first and with the most gusto."

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Many other companies are also trying to foster greater collaboration within their ranks. Some are using web-based social media to help them. For instance, Lockheed Martin, an American defence giant, plans to roll out Unity—a software platform that encourages employees from different areas to connect with one another via blogs, wikis and other online tools—across its entire business later this year, after piloting it in one area. But dismantling internal barriers to co-operation is a tricky business that requires much more than smart software. Unless firms are careful, there is a real danger that collaborative crusades could do them more harm than good.

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