Although our dislike of losses might seem obvious—“You need to have studied economics for many years before you’d be surprised by my research; it didn’t shock my mother at all,” Kahneman says—the discovery of loss aversion proved to be an important refutation of human rationality. Unlike homo economicus, that imaginary species featured in macroeconomics textbooks, Kahneman and Tversky demonstrated that real people don’t deal with uncertainty by carefully evaluating all of the relevant information. They stink at statistics and rarely maximize utility. Instead, their choices depend on a long list of mental short cuts and intemperate emotions, which often lead them to pick the wrong options.
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Steve Jobs once appropriated an old quote: “Good artists copy, great artists steal.” It’s becoming more and more clear that Steve felt personally betrayed by Google’s decision to enter the smartphone market with Android — an OS that is in almost every important way a copy of Apple’s iOS.
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Mobile enterprise, social business, cloud computing, advanced analytics, and unified communications are converging. Armed with the art of the possible, innovators are seeking to apply disruptive consumer technologies to enterprise class uses — call it the consumerization of IT in the enterprise. The likely results include new methods of furthering relationships, crafting longer term engagement, and creating transformational business models. It's part of a shift from transactional systems to engagement systems.
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Bill Nguyen launches startups with haste, never researches the competition, and makes the same mistakes "again and again." So why do people keep giving him so much money?
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Occupy George is a series of five stamps that place an infographic about earnings disparities and how wealth is distributed in America directly on the most famous symbol of wealth itself. The project has been pulling all-nighters for about a week, printing on more $1 bills, and then exchanging them at Occupy Wall Street protests, getting more bills to modify each time.
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So far, the hacker collective known as Anonymous--or those claiming the name--has failed to live up to threats made via YouTube and social media. But they have brought a lot of buzz to the Occupy Wall Street movement.
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Understanding your company's attitudes towards social media and mass collaboration is an important step in the process of becoming a social organization. Successfully building and maintaining a repeatable organizational competency requires a clear understanding of the cultural challenges to overcome and the assets to leverage. Different cultural attitudes demand different actions. This assessment will place you on the six F model and provide recommendations for moving forward.
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Leadership attitudes, and the organizational culture they spawn, are critical to social media success. They are among a company's most fundamental social media assets — or liabilities.
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To state this as clearly as possible: The four American companies that have come to define 21st-century information technology and entertainment are on the verge of war. Over the next two years, Amazon, Apple, Facebook, and Google will increasingly collide in the markets for mobile phones and tablets, mobile apps, social networking, and more. This competition will be intense. Each of the four has shown competitive excellence, strategic genius, and superb execution that have left the rest of the world in the dust.
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Have you ever had trouble finding data you needed? Or combining data from different, incompatible sources? How about sharing the results with others in a web-friendly way? If so, we want you to try Microsoft Codename “Data Explorer”.
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But it isn't a cool new gadget. It's an executive training program called Apple University that Jobs considered vital to the company's future: Teaching Apple executives to think like him.
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He often told the press that he was as proud of the devices Apple killed — in the parlance of Silicon Valley, he was a master of “knifing the baby,” which more squeamish innovators cannot do because they fall in love with their creations — as the ones it released. One of the keys to Apple’s success under his leadership was his ability to see technology with an unsentimental eye and keen scalpel, ready to cut loose whatever might not be essential. This editorial mien was Mr. Jobs’s greatest gift — he created a sense of style in computing because he could edit.
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But Steve Jobs also had a reputation among photographers for being a difficult subject–and not just run-of-the mill difficult, but the archetype of difficult.
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Apple product trademarks: the full list What kinds of products have Apple made and what kind of company has Steve Jobs left behind? See the full list of the company's key trademarks.
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He explained that he walked each day, and that each day he set a farther goal for himself, and that, today, the neighborhood park was his goal. As we were walking and talking, he suddenly stopped, not looking well. I begged him to return to the house, noting that I didn’t know CPR and could visualize the headline: “Helpless Reporter Lets Steve Jobs Die on the Sidewalk.”
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It's a Dorian Grayish fable, transposed to the twenty-first century: Steve Jobs has become Steve Jobs by doing what nobody else has done before -- by treating computers not just as tools but as mirrors, by making technology not just the engine but the emblem of transcendence. One day, however, he will have to do what everybody else has done before, and will wind up demonstrating what it's like to be mortal, even in the age of the beautiful machine. And now that he has drawn undeniably closer to the day that has given all his other days their urgency -- now that the face staring back in the mirror has lost its shiny-haired California glamour and has taken on the frank rapacity of an old Arab trader -- it's worth asking what the pressure of continual existential awareness has done to him.
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Our Mobile Planet provides insights into smartphone usage and mobile attitudes. Use it to create custom charts that will deepen your understanding of the mobile consumer and support data driven decisions in your mobile strategy.
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So the next time you happen to grab your wallet to go shopping, don't be fooled: retailers for better or for worse, are the masters of seduction and priming--brandwashing us to believe in perception rather than reality.
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We're thrilled to report that they showed up by the hundreds for the first leg of the HBR/McKinsey M-Prize for Management Innovation, the Management 2.0 Challenge. In just two months, we received 140 boldly original hacks and inspiring and instructive stories--and hundreds more thoughtful builds, comments, and questions. We selected 20 truly stellar finalists, who spent the last few weeks pouring serious effort into further developing their entries. We thank each and every one of you for your valuable contribution and hard work.
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