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Sunday, March 30, 2014

Even the innocent should worry about sex offender apps

The average citizen may not feel that they have anything to fear from the rise of apps that promise to identify sex offenders in their area but they are part of a worrying trend that should act as a warning about what happens when personal data is flattened out and sliced up into apparently user-...

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Friday, March 28, 2014

What killed SAP CEO Ranjan Das and lessons for corporate India

Boss' Day Out: Ranjan Das of SAP India:

Mr CEO take a chill pill

Burnout? SAP India MD Ranjan Das dies of heart attack - Economic Times

What killed SAP CEO Ranjan Das and lessons for corporate India | Support Site for The Unemployed & Underemployed

You want to know who has access to what? Good luck

You want to know who has access to what? Good luck

Roger A. Grimes | March 26, 2014 

There's a dirty little secret in the computer security world that makes the dream of least-privilege access control very hard to attain: It's often literally impossible to determine who has what level of access to which objects.

How so? The access privileges granted to a person or any other security subject -- such as another computer, service, daemon, and so on -- are determined by the permissions configured on each individual computer and each individual object, such as file, folder, registry key, memory area, and more. Both can be difficult to check, but the latter is much more difficult, thanks to scale.

Your basic access-control model
Overall access policies are defined for every computer. These include the types of access that are allowed, either for all users or specific sets of users. In Windows, more than a dozen different types of general access can be defined: logging on locally, using RDP, over the network, anonymously.

After access has been granted, the objects a user can view, read, delete, or modify are controlled by the individual permissions stored along with each object. In Windows, these permissions are called access-control entries, and the collection of all access-control entries is called an access-control list.

When the user attempts to access a particular object, Windows first checks to see if the user is allowed to access the computer via the method employed, whether local, network, or otherwise. Then it compares the access-control list's set of permissions to the access requested. If they match, the user is allowed to access the object.

That's the local machine. When the user requests write access to a particular file on a remote computer over the network, the user's "security token" -- holding his or her authenticated identity and group memberships -- is passed to the remote operating system along with the user's desired access request. A security mechanism in the remote operating system then queries the file's access-control list. The access-control list defines what users and groups are allowed to work with the object and with what permissions (read, write, and so on).

Let's say the user account is allowed read access only, but the user belongs to a group that is allowed write access. In most modern operating systems, that group membership would enable the user to write to the file. This is a pretty straightforward process -- or so it seems.

Who can do what
Now suppose a company wants to know all about a particular user's access privileges. Unless that has been meticulously documented, every computer system and every object on every computer system in the environment must be queried to generate an accurate list.

Now repeat this process for every user and computer within your environment. Even if you limit queries to important computers and important files, you can easily end up with hundreds of billions of individual queries and answers, even in a small-to-midsize business.

To obtain accurate results, the query must match the user and the groups they belong to against the object's allowed users and group memberships -- and understand how nested groups impact the answer. It's not unusual for a single user to belong to dozens or even hundreds of groups, and no small percentage of those groups are typically members of other groups. I've seen a user account that apparently belonged to 10 groups, but after taking nesting into account, the user actually belonged to more than 100 groups.

When an access-control query comparison is made, the querying tool must first build a master list of all the groups the person belongs to, including nested groups. This is no small task, since most companies I deal with have more groups than users. The real world is far messier.

Application permissions
You also need to appreciate application-level permissions. Most network applications have varying levels of access control for an application. While a user may not be a network or domain administrator, he or she may have privileged access inside a particular application. This access is just as important as operating system permissions.

In a large organization, it is not unusual for a common network application to have dozens or even a hundred or more admins. If a computer is completely compromised, the hacker can access anything available to the affected user, including application data.

That hypothetical hacker may not be able to take over the domain or dump any other user's passwords, but can download and change any data in the application database. Ultimately, most of today's hackers are after exactly that: application data. They compromise OS accounts and permissions as a way to get to the data.

Note that I haven't included the problems of multiple operating systems, mobile platforms, data copied to nonmanaged systems, access to offline data (such as tape backups), and many more complications. To get a completely accurate account of what access a particular person has to all the resources in a company takes a really granular and comprehensive survey by a really smart tool. And that tool does not exist.

I have no doubt vendors will claim their tool can determine who has what access to every object in the environment. I'll be glad to be schooled about a new, great tool. But I've been teaching computer security for more than two decades, including a decade-plus spent working with computer security auditors, and I can tell you that no tool comes close to doing a decent job.

Partial solutions
Some tools can search many of the computers in your environment and tell you which users and groups can access particular objects. Getting just that information is more than most people have. Most of these tools work by running a query on each computer and compiling all the findings in a large database. You can then query that database to find out who has what access to which files and folders. The query is run on a regular basis to update the database.

On the downside, these tools never cover all object types (registry keys, memory areas, metadata), rarely understand the impact of group nesting, don't take into account the user's overall access to a computer (local vs. remote), and never cover all operating systems and platforms. But if you don't have a tool that can at least do the basics, you probably need to get one. Otherwise, you won't have a clue as to what is going on.

Allow me to make two other recommendations. First, use groups as much as possible to set permissions. This has long been a best practice for security pros. We want to reduce individual access-control designations as much as possible. If you can confirm that all access is accorded only by group membership, then getting the whole access-control picture is easier.

Second, take advantage of tools that let you set and document access control from a centralized console. Within those tools you can often easily determine who has access to what -- when the access control has been set by the tool, that is. Many directory services, applications, and role-based access-control systems have this capability. My only caveat is that they often don't understand group nesting well or apply to all objects in the enterprise. But some centralized control is better than no centralized control.

I welcome reader or vendor recommendations on access-control query tools. But the sad fact is, we cannot reliably answer the supposedly easy question: Who has access to what?

Source: InfoWorld

Is it time to back up your life into the cloud?

Is it time to back up your life into the cloud?
March 28, 2014 - 9:28AM

Cloud Computing . Illustration Karl Hilzinger. Photo: Karl Hilzinger


As cloud storage becomes all but free, is it time to rethink your online back-up regime?

These days most people have turned to the cloud as an off-site back-up solution, perhaps combined with a home network-attached storage drive tucked away in their study. If you set up your back-up regime quite a few years ago, like I did, you might have been frugal with what you sent to the cloud – due to the cost of online storage and bandwidth limitations. Back-up tends to be set and forget, but it's worth revisiting your back-up plan every now and then.

These days online storage is as good as free unless you demand terabytes. If you've held off on uploading big files such as home movies and disc images then it might be time to reconsider, but this could mean changing your cloud storage service. Starting from scratch is a major pain, so it's not a decision you should make lightly. Of course as cloud storage has become cheaper your home upload speeds haven't necessarily become faster, so you'll need to decide how practical it is to upload massive files.


I've got a lot of data tucked away in Amazon Web Services via Jungle Disk, where I pay about 12 cents per gigabyte per month. A few years ago it was a pretty cost-effective way to store large amounts of data in the cloud, especially when you're backing up from multiple computers. Jungle Disk's desktop client offers a lot more flexibility when it comes to backing up and syncing your data than you will get from cloud sync services such as Google Drive, Microsoft OneDrive and Dropbox.

Of course these days Google Drive offers 1 terabyte for $9.99 per month – so that's 1 cent per gigabyte. That makes it a tempting place to dump the photos and videos which are taking up the bulk of my storage space in Amazon Web Services. I'm already paying AWS more than $10 per month but I'm using a lot less than 1TB. The cost creeps up every time I dump photos from my camera. I'd like to bring that cost down and right now Google looks a lot more attractive than its peers – for $10 per month you'll only get 100GB from Dropbox, while OneDrive's cheapest paid plan is $25 per month for 50GB.

Like I said, I like Jungle Disk's advanced data management features and I'm likely to stick with it for backing up and syncing small files which change regularly, such as office documents. I don't like the idea of fragmenting my data across multiple cloud services, but I also don't like the idea of spending more than I have to. Using Jungle Disk to store all my photos is slowly getting more and more expensive.

Amazon Web Services is cutting data prices, but we haven't seen that flow through to consumer-grade services such as Jungle Disk. Amazon's archive-grade Glacier service can match the price of Google Drive at 1 cent per month, but it doesn't offer instantaneous access to your files. You might need to wait a few hours to retrieve your data, but I guess this doesn't matter if you're only using it to archive precious files such as family photos. Glacier support isn't built into Jungle Disk, but it is built into alternatives such as CrashPlan.

There are plenty of other cloud storage services to consider, from Box, Crashplan and SugarSync to Cubby, Mozy and Carbonite. If you're trying them out, my advice is to start with a small data set and test out the desktop software before you take the plunge. I need to take another look at the Google Drive desktop client to see if I'm happy with it (the fact you need to move files into the desktop Google folder is a pain, it's one of the key differences between back-up and sync services, but there are workarounds). You'll also need to crunch the numbers to see which service is most economical for your storage requirements.

What's your cloud back-up system? Do you upload absolutely everything? Which cloud solution serves you best?

Thursday, March 27, 2014

What is 3D printing?

What is 3D printing?

Julie Sartain | March 25, 2014 

3D printers are the hottest new technology on the IT landscape. Everyone —users and vendors alike— wants a piece of the pie and, with 3D systems now printing candy and food, they could get their wish; that is, an actual, edible piece of pie.

Why are 3D printers so popular? Because they are the 21st century version of Star Trek's replicators and they can, literally, print (or replicate) anything from a piece of pumpkin pie to a full-blown multi-story house.

Wohlers Associates, a consulting firm in Fort Collins, Colo., has identified more than 50 additive manufacturing and 3D printing companies. A report from 3ders.orglists more than 230 printers and printer kits starting at $199 and ranging all the way up to $330,000 or more. On this list, the average 3D printer price is $2,346; not much more than a high-end color laser printer and certainly not out of reach for most users.

Origins and technologies

The most common 3D printer technologies, thus far, are fused deposition modeling (aka fused filament fabrication), stereolithography, digital light processing, selective laser sintering, direct metal laser sintering, selective laser melting, selective heat sintering, laminated object manufacturing, and polyjet 3D printing.

There are other, similar technologies available and many more on the horizon as independent entrepreneurs and Kickstarter candidates continue to research, design, and develop new ways to create three dimensional objects from pools of plastic, polymer resins, powdered products, sand, glass, food substances, and liquid metals such as stainless steel, cobalt chromium, titanium, aluminum, and nickel, silver, and gold alloys.

In a nutshell, 3D printers are simplified versions of rapid prototyping machines, which have been around since the early 1980s, only smaller, cheaper, and less complicated. However, as the pool of inventors expands, the lines between rapid prototyping and 3D printing are becoming more and more blurred. The smaller, cheaper 3D machines are using more varieties of materials and some of the larger rapid prototyping machines are getting smaller and costing less. For example, Michigan Technological University has just unveiled a new, open-source 3D metal printer that sells for only $1,500. And Makerbot's Replicator 2 Desktop 3D Printer (which sells for $2,899) can print a functioning, mechanical, 3D-printed hand called the Robohand. Makerbot also sells a mini version of this same printer for $1,375.

How it works
The process of each 3D technology (also called additive manufacturing) is fairly similar. Objects are designed with a CAD-like software program, then sliced into extremely thin layers (like slicing a loaf of bread). The machines then spray, squeeze, or dribble the material onto a base, one layer at a time, fusing these together with heat until the object is formed. Some machines extrude a filament of plastic materials through a nozzle and build the objects on a platform from the bottom up. Some build the objects in a tray of powder or liquid and the platform lowers as each layer is applied, building from the top down.

Some use lasers, such as selective laser melting (SLM), direct metal laser sintering (DMLS), and selective laser sintering (SLS); some fuse the materials together, such as fused deposition modeling (FDM) and fused filament fabrication (FFF); some cure liquids as in stereolithography (SLA); and some use a lamination process called laminated object manufacturing (LOM), where thin layers are sliced and then laminated together using papers, polymers, and/or metals. Each process has its own unique set of challenges and its own bundle of benefits.

Accuracy, materials, cost, and production time generally determine which printer an individual or company chooses.

Draw it or scan it

Most all 3D printers come with their own proprietary 3D design software, most are compatible with a number of CAD/CAM programs, and Adobe's new Creative Cloud includes Photoshop CC, Adobe's radically simplified 3D modeling software. Other independent programs include Autodesk 123D family of products, SketchUp, Maya, Form Z, Bonzi3D, TinkerCad, etc., plus a number of open source options.

3D scanners, which also play an important role in this new economy, are an easy solution for replicating an existing product or design. Makerbot's Digitizer Desktop 3D scanner (looks like a small, open DVD player) is easy to use (no design or 3D modeling skills necessary). Users see results in two clicks -- from original object to scanned file; but cost, including software, is a hefty $1,099.

Cubify's Sense 3D scanner is a handheld device that looks like a rectangular flashlight with a grip through the center. Because it's small and portable, this device can scan anything from a coffee mug to a motorcycle. The Sense 3D scanner fully integrates with Cubify's Sculpt software and cost only $399. And, like 3D printers, these scanners come in all shapes, sizes, and prices.  

Print your next car or build a 2,500-square-foot house in 20 hours
There will always be a need for the giant 3D rapid prototyping machines because precision, size, and complex materials are required for many of the items produced in the aerospace, medical, architecture, automotive, and defense industries. For example, the Urbee 2, a hybrid car that gets hundreds of miles to the gallon was created on the Stratasys Dimension 3D and Fortus 3D production printers. But the biggest project, so far, is Contour Crafting's first, and only, 3D printed house.

Owned and developed by Professor Behrokh Khoshnevis at the University of Southern California, this automated construction of civil structures includes actual life size, inhabitable buildings. Khoshnevis says, "We have built sections of buildings. But it has been logistically difficult to build a complete house because, if we build one in the lab, we will not be able to build anything else, hence we would have to demolish the house and remove it from the lab. However, we will soon attempt it once we secure a site in an open field and obtain the permit from authorities to build complete buildings."

These types of printers cost hundreds of thousands of dollars — not in the price range of most techies, but some of these systems print custom orders; that is, you create your own custom-designed products and they print them for you (at sites like Some can be rented such as, for example, Professor Khoshnevis' $500,000 construction printer. Even if it cost $6,000 a day, your house would be complete in 20 hours, so that's cheap for a complete house.

But Khoshnevis also has other plans. In his vision, the technology would be used to renew the world's slums and repair areas destroyed by natural disasters. "Robot construction is cheaper, stronger, faster, safer, and more eco-friendly than manual construction," says Khoshnevis. "And the technology could also be used to build lunar habitats, laboratories, roads, and bridges on the Moon or Mars; structures that would eventually house humans, or even full colonies."

In addition to tools, jewelry, clothes, cars, and even houses, another big industry for 3D printing is food. Hershey and 3D Systems have partnered to create chocolates in various designs and shapes for Hershey's customers across the country; and its ChefJet printer makes an endless assortment of confectionate goodies for custom candies, cake decorations, party favors, and more. Another company called Natural Machines (headquartered in Barcelona Spain) has a machine called the Foodini that can 3D print everything from pizza to quiche to vegetarian bean burgers. Even NASA has joined the 3D printing food craze. Last year, they awarded a research contract to a company in Austin, Texas, called Systems and Materials Research Consultancy to study the possibilities of creating healthy, delicious 3D foods for the astronauts. Restaurants and bakeries across the globe (such as the Moto Restaurant in Chicago and Dos Cielos in Barcelona) are already experimenting and/or using 3D printers in their kitchens — right between the microwave and the convection oven.

Will this technology kill jobs?
According to Gartner's 2014 Top Predictions for IT Organizations and Users report; by 2018, 3D printing will cost $100 billion per year in intellectual property loss, globally. The same report also says that "by 2020, the labor reduction effect of digitization will cause social unrest and a quest for new economic models in several mature economies."

But Pete Basiliere, a research director at Gartner, doesn't necessarily agree with that sweeping prediction. "There are certain items, many items, that will never be replaced by 3D printing because it's more cost effective to make them in long runs. For example, a company such as Nike will continue to manufacturer large volumes of running shoes in low-labor-cost countries because that's the model and most people are willing to accept the same running shoe as everyone else but — for the niche runners who may be elite athletes, or others who have unique footsteps, or those with a physical disability — Nike has the capacity to make custom 3D soles and other such parts. So, while we'll always have long-run manufacturing, there are also niche applications that 3D printing is ideally suited for, and it's really the only practical way to meet these custom needs."

Disruptive technologies attorney Paul Banwatt adds, "I was surprised by Gartner's $100 billion number; my own view is more optimistic. If there really are enough 3D printers out there to commit that level of IP theft, there is even more potential value. But I don't believe that the primary purpose of 3D printers is to commit IP theft, just as the primary purpose of personal computers was not to break the law, even though many computers are used to do so. Current and potential IP rights-holders should be thinking about their 3D IP portfolios and getting creative with new opportunities, such as authorized community participation in customized product designs and accessories, created by the ability to scan and print 3D objects at low cost."

Future 3D
Basiliere predicts that enterprise-class desktop 3D printers will be available for less than $2,000 by 2016 and that seven of the 50 largest multinational retailers will sell 3D printers online and/or in their physical locations early next year. Some of the superstores such as Staples, for example, are already stocking and selling 3D printers. More will follow soon. Gartner also predicts that shipments will nearly double every year through 2017, then more than double each year thereafter.

"This new industrial revolution (also a book by Chris Anderson) is about the 'Maker' community — a term Anderson popularized — which is also about those individuals who are extreme enthusiasts and brilliant hobbyists who like making things—not only with 3D printers, but with other tools as well," adds Basiliere.

"It's a growing universe of people who are interested in making all things, every things —just as some of the patents of the material extrusion technologies are rolling off. But 3D printers are just the beginning, and what a place to begin. In their world, anything is possible and nothing is broken. But if it does break, they just 3D print another one. They even created a printer that can make its own 3D replacement parts. Now that's real progress."

Wednesday, March 26, 2014

Bruce Jenner Speech

Bruce Jenner captivated the world at
the 1976 Olympic Games in Montreal when he broke the world record by
scoring 8,634 points in the decathlon and earned the title of "World's
Greatest Athlete." His accomplishments earned him the coveted, iconic
Wheaties cereal box for 7 years.

In the years following his
athletic achievements, Bruce Jenner has been involved in a wide variety
of projects and causes. He's been a guest star on numerous prime time
television programs, a commentator for NBC, ABC and Fox sports and host
of his own health show. Bruce Jenner and his wife Kris have also
produced multiple infomercials and videos.

Bruce Jenner is a
highly respected and much sought-after motivational speaker, especially
within the corporate sector. His message of "Finding the Champion
Within," which is also the title of his book, is relevant to everyone,
from high school students to corporate Vice Presidents.

Bruce Jenner is also an entrepreneur, commercial spokesperson, television personality, actor, producer and author.

devoted husband and father of ten, when he isn't making corporate
appearances, Bruce Jenner can be found spending time with his family
onscreen on E! Network's Keeping up with the Kardashians. Rated as the
#1 show in its first two seasons, the series documents the daily lives
of the Kardashian/Jenner family.

Bruce Jenner is a supporter of
many charitable organizations and serves on several advisory boards.
Governor Arnold Schwarzenegger appointed him the Athletic Boxing
Commissioner for the state of California.

Off screen and outside
of work, Bruce Jenner finds time to enjoy his own hobbies including
flying planes, racing cars in Grand Prix events and working on his golf

Jack Canfield: "America's Success Coach," Co-Author of "Chicken Soup For...

**If you receive this by email, click on the link at "Posted by ECGMA to ECBeez Blog" to view the blogpost**

Published on Dec 17, 2012

As the originator of the Chicken
Soup for the Soul® series, Jack Canfield fostered the emergence of
inspirational anthologies as a genre - and watched it grow to a billion
dollar market. As the driving force behind the development and delivery
of over 100 million books sold through the Chicken Soup for the Soul
franchise, Jack Canfield is uniquely qualified to talk about success.

the empire Time Magazine called the "publishing phenomenon of the
decade" Jack Canfield is America's leading expert in creating peak
performance for entrepreneurs, corporate leaders, managers, sales
professionals, corporate employees and educators. Jack Canfield is a
compelling, empowering and compassionate coach who for the past 30 years
has helped hundreds of thousands of individuals achieve their dreams.

known as "America's #1 Success Coach", Jack Canfield has studied,
interpreted and presented what makes successful people different. He
knows what motivates them, what drives them, and what inspires them.
Jack Canfield brings this critical insight to countless audiences
internationally --- sharing his success strategies in the media, with
companies, universities and professional associations in over 20
countries around the world.

Jack Canfield is a Harvard graduate
with a Master's Degree in Psychological Education, developing the
specific methodology and results-oriented activities to help people take
on greater challenges and produce breakthrough results. Mr. Canfield
also holds an Honorary Doctorate from the University of Santa Monica,
Parker College of Chiropractic and St. Ambrose University. Over the past
30 years, he has been a psychotherapist, an educational consultant,
trainer and a leading authority in the areas of self-esteem, achievement
motivation and one of the earliest champions of peak performance.

More About Speaker, Jack Canfield . . .
addition to the Chicken Soup for the Soul series and The Secret, Jack
Canfield's best-selling books include -The Success Principles™: How to
Get From Where You Are to Where You Want to Be, The Power of Focus, The
Aladdin Factor, and Dare to Win.

Jack Canfield is Founder and
Chairman of the Canfield Training Group in Santa Barbara, California,
which trains entrepreneurs, educators, corporate leaders and motivated
individuals how to accelerate the achievement of their personal and
professional goals. Mr. Canfield is also the founder of The Foundation
for Self-Esteem in Culver City, California, which provides self-esteem
resources and trainings to social workers, welfare recipients and human
resource professionals.

Jack Canfield holds the Guinness Book
World Record for having seven books simultaneously on the New York Times
Bestseller List - beating out Stephen King. He even holds the Guinness
Book World Record for the largest book-signing ever for Chicken Soup for
the Kids Soul. And Jack Canfield is the only author to have won both
the "ABBY" Award and the Southern California Book Publicist Award in the
same year - honoring him as both an outstanding writer and a consummate
book marketer.

Jack Canfield has also been a featured guest on
more than 1,000 radio and television programs in nearly every major
market worldwide - many of them on a repeat basis, including: Oprah,
20/20, Inside Edition, The Today Show, Larry King Live, Fox and Friends,
The CBS Evening News, The NBC Nightly News, Eye to Eye, CNN's Talk Back
Live!, PBS, QVC and many others.

To book Jack Canfield to speak and inspire at your next event, contact BigSpeak Speakers Bureau

Tuesday, March 25, 2014

CIOs must become technology consultants

CIOs must become technology consultants

CIO Staff | March 24, 2014 

The new role of the CIO can be summed up in one word: consultant.

"Technology's role in the business is increasing" beyond the purview of the traditional CIO, says Andrew Wilson, CIO at giant tech consultancy Accenture. "The CIO has to embrace the challenge."

In the old days, the CIO would green light or, more often, red light technology purchases and manage all the technology in their data centers. They would provide service to internal customers much like a big telephone company would for customers — that is, at the CIO's discretion and with varying levels of customer service.

"A good consultant comes at it from an industry and client perspective and with an outcome rather than with tools and technology." — Andrew Wilson, CIO at Accenture\

The CIO's Role Is A-Changing

Times, though, have changed dramatically in the last few years. New and exciting technology in social media, mobile and cloud have empowered business leaders to seize control and benefit from technology directly. Today's business leader seeks to adopt immature, consumer technology that the CIO used to shun.

It's now contingent upon the new CIO to make the technology sales pitches, not receive them. The new CIO must show how IT services can help business leaders become better within their particular operations, as well as how a cross-departmental, holistic approach raises the tide and lifts all boats. The new CIO must advise and assist on technology adoption, not give orders and mandates.

In essence, the new CIO must become an internal tech consultant and reach out to business unit leaders in marketing, finance, human resources and other departments, Wilson says.

Accenture CIO Andrew Wilson

In truth, though, the CIO is in the perfect position to make a sales pitch.

"I spent time with our chief marketing officer on how to bring alive the value proposition of technology, which may be quite leading edge and possibly something we might not have automatically adopted in the way we used to operate," Wilson says, adding, "Don't be competitive with the C-suite."

CIOs and CMO Suddenly Must Be BFFs

There is no question that the relationship between the CIO and CMO is going through a sea change, as the CMO is forced to become tech savvy. Social networking, mobility, customer data and analytics are giving rise to the digital marketer. Suddenly, the CIO and CMO roles are overlapping. Thus, the CIO has to become a partner with the CMO or risk being left out of the technology purchasing decision.

While technology is shaking up marketing, finance is also undergoing a transformation. A joint Oracle and Accenture survey of 1,275 mostly CFOs and senior finance executives found that the CFO needs to be a technology evangelist. Nearly three-quarters of finance executives believe new technologies, such as cloud, mobile and social media, will change how finance is structured and run.

Yet only 20 percent of C-level respondents say their finance departments have adopted leading-edge technology. New skills and analytics capabilities are needed to execute on modern finance's mandate, the study concludes. All of this makes a sales environment ripe for an internal tech consultant, such as the CIO.

"A good consultant comes at it from an industry and client perspective and with an outcome rather than with tools and technology," says Wilson. "I must not just be a technologist. I must be an articulate, collegiate business operator who also owns the technology responsibilities that enable the firm."

The new CIO will need to speak the language of the CFO, the CMO and even the CHRO.

Biggest Internal Client May Be HR

The HR function, too, is looking at a technology facelift with social tools for internal collaboration and external communication. Many CHROs are seeking transformative technologies in talent management and analytics.

Yet many CHROs lack a digital strategy. They're only beginning to apply analytics and social business to their processes. According to a recent IBM study, only 50 percent of the HR organizations surveyed use workforce analytics, with far fewer using predictive analytics to optimize decision making in areas such as sourcing and recruiting. Helping CHROs are at the top of the CIO's list this year, the IBM study concludes.

By now, it should be clear that CIOs must expand their role and be a consultant to the rest of the business, in addition to their current responsibilities. A recent study by Forrester found that the share of IT projects primarily or exclusively run by IT will decline from 55 percent in 2009 to 47 percent in 2015.

"Change in the CIO role is more prevalent now than at any point in my career," Wilson says, adding, "It's about running IT as a business."

What business would that be? A consultancy, of course.

Here's an idea: Let's put aircraft black boxes in the cloud

As searchers from more than two dozen countries continue to look for the missing Malaysian Airlines Flight 370, some transportation experts are calling for a revamp of the traditional black box flight recorder, recommending that at least some key flight data be transmitted from aircraft to the cl...

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Whispers, secrets and lies? Anonymity apps rise

Whispers, secrets and lies? Anonymity apps rise

NEW YORK (AP) — At a time when Facebook, Twitter and LinkedIn are pushing people to put forward their most polished, put-together selves, a new class of mobile applications aims for a bit more honesty.
Among the latest is Secret, created by two former Google engineers who were looking for a way to let people deliver genuine feedback to co-workers. With the app, friends and friends of friends can share their deepest and darkest thoughts, along with gossip, criticism and even plans to propose marriage, under a cloak of near-anonymity.
"This idea that you have to craft this perfect image online," says Secret's 30-year-old co-founder Chrys Bader-Wechseler. "That's stressful. We want to remove that stress."
Secret joins a handful of apps such as Confide, Whisper and Yik Yak that have become popular — and in some cases, notorious — in recent months, by offering users a way to communicate while cloaking their identities.
What happens when people are free to say what they want without a name and profile photo attached? It's an experiment in human nature that harkens back to the early days of the Web, when faceless masses with made-up nicknames ruled chat rooms and online message boards.
In the past decade, anonymity has been fading. As Facebook soared to dominate online social networks, the trend shifted toward profiles, real names and the melding of online and offline identities. But as people's online social circles grew from friends to parents, grandparents, in-laws, colleagues and bosses, many became increasingly reluctant to share as openly as they once did.
"People go on Facebook and say they just got engaged. But what you don't see is 'I am going to propose today,'" says Secret co-founder and CEO David Byttow, 32.
Launched in 2012, Whisper is especially popular with teenagers and 20-somethings, with the bulk of its users under 24. Yik Yak, released late last year, made headlines recently when a California high school went into lockdown after someone used the app to post an anonymous bomb threat.
Although anonymity apps are being criticized as platforms for bullying, supporters say they can be tools for preventing mischief. They also have a cathartic value for some users.
"My baby boy passed away recently. I saw his picture today and cried. I cried because I love him and miss him. I'm a guy, so no one thinks to talk to me," read a recent post on Secret.
Another recent Secret message read: "Fact: It's downright scary to hire your first woman onto an all-male team."
On Secret, users are told when a friend has posted a secret — they just don't know which friend. Whisper, meanwhile does not tell users how, or if, they are connected to a person posting.
"I am a closeted gay guy and the sheer number of hot fraternity guys on campus is a special kind of hell," read a recent post on Whisper.
Whisper CEO Michael Heyward, 26, says the company's app does not allow people to "use anonymity to hurt anyone else." Users, for instance, can't put proper names into posts unless the names belong to public figures. So Justin Bieber is okay. Justin from Spanish class is not. Whisper also employs 120 human moderators to comb through posts in real time.
"There is no safer space," Heyward says of Whisper. The company announced a partnership with media site BuzzFeed on Monday, in which BuzzFeed writers will use content posted on Whisper as source material for articles. The deal, reported in the New York Times, does not have a financial component.
Secret, meanwhile, has been especially popular in Silicon Valley and its satellite technology communities outside of the San Francisco Bay Area. Startup gossip — from personal attacks on company founders and venture capitalists to acquisition rumors that turned out to be false — has been a mainstay of Secret in the less than two months since its launch.
Secret tries to add a layer of accountability to anonymous posts by showing users' secrets to their friends and allowing only friends, or friends of friends, to comment on each shared post. Bader-Wechseler is quick to point out that the app is not exactly anonymous. Anonymish, maybe.
To sign up, users can provide their mobile phone number, email address or both. When you post a secret, your phone and email contacts who are also on Secret will be able to see it. If they tap a heart icon indicating that they "love" your secret, then their friends will be able to see it too. You won't know which of your friends is on Secret.
Secret says it ensures security by encrypting posts and without uploading contact information to its servers. The app also offers a panic button of sorts, called "unlink my posts." When a user clicks it, any link between them and all previous secrets they have posted is removed.
Katy Nelson, an early user of the app who heard about it from a friend who works at Secret, says she finds herself commenting on posts more than sharing secrets herself. This is especially true "when I see secrets where people are being really vulnerable, asking for advice about a relationship, substance abuse," she says.
"The ease of honesty that anonymity gives you is really cool," says Nelson, who works for a nonprofit group in Washington DC. She acknowledges that such honesty would not be possible on Twitter or Facebook.
"The stakes on a public platform with your name attached are just higher," she says. "It's not safe to be brutally honest, or make yourself really vulnerable."
Online anonymity is often synonymous with bullying, harassment and nasty comments. That's why sites from YouTube to the magazine Popular Science and Huffington Post have moved away from anonymity in recent months. But Heyward and Byttow argue that the new apps are different, filling a need for honesty that's only possible when identity is stripped away.
"Even though we are sharing more online than ever before, I think we have become more guarded," Heyward says. "It's like people are living their digital lives in front of a window. No one is not going to show their best self...Identity can feel sort of shackling, But if you remove that, it can lead to intimacy."
But Steve Jones, a professor who studies online culture and communications at the University of Illinois at Chicago, believes there's a "significant degree to which people want to be associated with their words," get comments, likes and acknowledgements for them. Anonymity apps, he says, could have a difficult time maintaining a business model because they are exposing themselves to a lot of liability.
"I don't want to dismiss the optimistic view that the makers of these apps have," he says. "But I don't have that much evidence yet that these apps are appealing for a better nature."
Find Barbara Ortutay on Twitter at

Monday, March 24, 2014

FireChat lets you text friends, even without a signal

FireChat sounds fairly conventional from the get-go. It's a new iPhone app that lets you chat and share photos with nearby users — anonymously, if you so choose. But instead of relying on global positioning or cell tower triangulation to plot you and others on a map, FireChat relies on Bluetooth ...

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The Secret to Making Money by starting a small business.

A great Seminar on how to get a business going without having to spend a
lot of money. Justis talks about how its possible to use what he calls
the three "S's" to create successful small businesses that do what you
want them to other words make you money and give you freedom
rather than taking money and time away from you.

This 38 minute program is a great primer on how to start any business and make it a success.

Ross Shafer: Is your business staying relevant?
Shafer is a six-time Emmy Award winning comedian, writer, and TV Host
of such shows as The Match Game on ABC, The Late Show on FOX, and Day's
End on ABC.

What Ross gleaned most from show business, was how TV
and movies reacted to emerging trends and human behavior shifts. In
l994, he began studying how cultural influences and customer emotional
connections affected organizational growth (or extinction).

Ross Shafer is one of the most sought-after keynote speakers on the
subjects of Customer Empathy, Personal Motivation, and Business
Relevance, and his presentations "shake up and wake up" some of the
world's most significant companies.

To that end, he has also
written 14 H.R. training films on customer service, motivation, and
leadership and is the author of Nobody Moved Your Cheese, The Customer
Shouts Back, Customer Empathy, Are You Relevant? 12 Reasons Great
Organizations Thrive in ANY Economy and his most recent, Grab More
Market Share: How to Wrangle Business Away from Lazy Competitors.

Friday, March 21, 2014

CommBank: Mobile wallets will takeover Australia by 2021

CommBank: Mobile wallets will takeover Australia by 2021

Mike Gee | March 21, 2014

CommBank is tipping mobile wallets will replace physical wallets in Australia by 2021.

New research released by the bank shows that as the popularity of contactless card and smartphone payments increases, the majority (73 per cent) of Australians expect mobile wallets to replace their entire physical wallet in the next seven-and-a-half years and cash and card payments within six-and-a-half years.

The survey found that from paying for the bus or buying a coffee, to redeeming special offers or purchasing tickets to a gig, one in two (50 per cent) agree the majority of payments will be made via a mobile wallet in the near future. Although, 77 per cent believe there will always be a need for cash.

Commonwealth Bank CIO and group executive enterprise services, Michael Harte said, "Consumers are 'going mobile' and they are clearly showing their preference for the convenience and simplicity of transacting on mobile anywhere, anytime and on any device."

He expected the trend to continue.

Executive general manager cards, payments, analytics and retail Strategy, Angus Sullivan, said innovations such as Tap & Pay smartphone payments were driving the mobile wallet revolution.

"While there may always be a need for different payment methods, such as cash for emergencies and cards for travel, it's clear the mobile wallet is set to become a part of many Australians' everyday lives,"he said.

"As a nation, we've been at the forefront of the contactless payments revolution and Australians appear keen to lead the world into the new era of the mobile wallet."

The CommBank survey found that accessing loyalty schemes (55 per cent), redeeming coupons (45 per cent), storing receipts (44 per cent) and getting around on public transport (43 per cent) were just some of the most useful features expected of mobile wallets in the future.

It said other features which would make Australians use mobile wallets include:

To consolidate physical cards, such as loyalty or membership cards (34 per cent)
To store tickets for events (28 per cent);
So they don't have to worry about carrying cash (25 per cent);
To receive personalised offers, coupons and discounts (24 per cent);
To replace the need to carry a physical wallet (21 per cent);
and To store personal identification (21 per cent).

"Mobile banking and payments are clearly going to be the primary functions of mobile wallets, at least in the short-term. However, it's clear in many day-to-day instances consumers expect their smartphone to not only replace cash and cards, but also their bus ticket or loyalty and membership cards," Sullivan said.

Frustrations with physical wallets
It's not just technology innovations driving mobile wallet adoption, many Australians are also becoming increasingly frustrated with their physical wallet. The survey found some of the most common frustrations with a physical wallet included:

.Forgetting to take it out (94 per cent)
.Forgetting to put specific items in a wallet (88 per cent)
.Having to carry a bulky wallet (77 per cent)
.Having to carry too many cards in a wallet (50 per cent)
.Not being able to find the right card in a wallet (48 per cent)

The study was conducted by Lonergan Research among 1024 Australians aged 18 years and older. After interviewing, data was weighted to the latest population estimates sourced from the Australian Bureau of Statistics.

Thursday, March 20, 2014

Brian Tracy - Secrets Of Self Made Millionaires


Donald Trump Speech - Donald Trump How to Get Rich - How to Get Rich

Donald J. Trump started his business career in an office he shared with
his father, Fred, in Sheepshead Bay, Brooklyn, New York. He worked with
his father for five years, where they were busy making deals together.
Mr. Trump has stated, "My father was my mentor and I learned a
tremendous amount about every aspect of the construction industry from
him." Likewise, Fred C. Trump often stated that "some of my best deals
were made by my son, Donald....everything he touches turns to gold." Mr.
Trump then entered the very different world of Manhattan real estate.

New York City, the Trump signature is synonymous with the most
prestigious of addresses. Among them are the world-renowned Fifth Avenue
skyscraper, Trump Tower. Luxury residential buildings include Trump
World Tower at the United Nations Plaza, Trump Park Avenue at 59th
Street and Park Avenue, Trump Place on the Hudson River, and Trump
Palace. In 1997, Trump International Hotel & Tower opened its doors
to the world, a 52-story super luxury hotel and residential building
designed by the famed architect Philip Johnson. The property is one of
only three in the country to have received a double Mobil Five-Star
rating for both the hotel and its restaurant, Jean- Georges. In 2008,
the 92-story Trump International Hotel & Tower Chicago opened and
was touted by Condé Nast Traveler as the "hottest new hotel in North
America." The Trump Hotel Collection has projects going up around the
world and met with tremendous success.

Mr. Trump is also known as
a world-class golf course developer, with award-winning courses in New
York, New Jersey, Los Angeles (Trump National Golf Clubs), Palm Beach
(Trump International Golf Club), Canouan Island in the Grenadines and
one in development in Aberdeen, Scotland (Trump International Golf
Links) as well as Puerto Rico and the Dominican Republic. Mr. Trump is
an avid golfer and his passion is evident in the spectacular courses he
has developed and continues to develop worldwide. His latest
acquisitions are Trump National Golf Club, Colts Neck, N.J, and Trump
National Golf Club, Washington, D.C. which fronts the Potomac River for
three miles.

As an accomplished and best selling author, Mr.
Trump has had numerous best sellers including: The Art of the Deal,
which is considered a business classic, The Art of the Comeback, The
America We Deserve, How To Get Rich, Think Like a Billionaire, Trump
101, Why We Want You To Be Rich, Think Big, Never Give Up, and Think
Like a Champion.

In a departure from his real estate
acquisitions, Mr. Trump and the NBC Television Network are partners in
the ownership and broadcast rights for the Miss Universe, Miss USA and
Miss Teen USA Pageants. In January of 2004, Mr. Trump joined forces with
Mark Burnett Productions and NBC to produce and star in the television
reality show, "The Apprentice". The show quickly became #1 on television
and is currently in its tenth season. Mr. Trump's production company,
Trump Productions, is based in Los Angeles. Mr. Trump also had a
successful radio program on Clear Channel for several years.

J. Trump is the very definition of the American success story. He has
continually set new standards of excellence while expanding his
interests nationally and internationally. Mr. Trump is personally
involved in everything that his name represents. This commitment has
made him the pre-eminent developer of quality real estate known around
the world, and in all his endeavors the Trump gold standard is apparent.
He is the archetypal businessman—a deal maker without peer and an

The Most Motivational Video for Success in Life and Business MUST WATCH!

*If you received this via email, click on the link at "Posted by ECGMA to ECBeez Arts Blog" to view the blogpost"*

Misha Glenny: Hire the hackers!

Despite multibillion-dollar investments in cyber security, one of its
root problems has been largely ignored: who are the people who write
malicious code? Underworld investigator Misha Glenny profiles several
convicted coders from around the world and reaches a startling

New Social App Has Juicy Posts, All Anonymous


New Social App Has Juicy Posts, All Anonymous

Posts on Secret, an app that allows users to put up anonymous updates, can range from benign to sometimes inappropriate.
From Facebook to Twitter to Instagram and Google, many big Internet successes depend on coaxing people into sharing every last bit of information about themselves and their lives.
But a five-week old social app, Secret, is testing the limits of just how much sharing Silicon Valley thinks is a good thing. That's because the sharing is done anonymously. And, as it turns out, much of the chatter is about Silicon Valley itself — offering a rare, unvarnished look at the ambitions, disappointments, rivalries, jealousies and obsessions of the engineers and entrepreneurs who live and work there.

Secret, like a number of other recent apps, connects people anonymously through their address books. Messages appear only as from "friend" or "friend of friend." Juicy posts that receive a lot of likes or comments also appear occasionally, identified simply by the city or state where they originated.
Secret's makers do not reveal download figures, and it is not highly ranked on iTunes charts. But since the service was introduced less than two months ago, it has gained popularity among early adopters and particularly among the tech crowd.

Many of the posts on Secret border on the mundane. But they can also offer a hotbed of Silicon Valley gossip. Postings express frustrations about valley culture ("I really hope the King I.P.O. is a flop"), the struggle of raising money ("Battery put us through the wringer, but they never had any intention to invest"), put forth insider-y tidbits ("Going through a merger is like going on a double date as your friend's wingman") and even report the occasional Mark Zuckerberg sighting. Some postings go so far as to target specific people, including prominent members of the tech industry, even though such comments go against the app's guidelines.

Because of the anonymity, it is never clear whether the posts are truthful. That has not seemed to curb the audience for them. To some, though, the app may be cutting a bit too close to the bone.

A few days ago, the venture capitalist Marc Andreessen dashed off a series of messages on Twitter that appeared to be directed at lurid gossip circulating on applications like Secret, although he did not name that app.

"Every day, each one of us has many choices about whether to lift people around us up or tear them down," he wrote in a series of tweets. "For most of us, those choices are local in nature — people we know or meet, interact with face to to face, one on one. But for some of us, those choices loom larger, in the social software and systems we design, build, report on, advertise on, fund."

Mr. Andreessen declined to comment for this article. But his tweets exploded across Twitter as many weighed in on the value of anonymity and ethics. After his remarks, some on Secret wondered whether his take could be interpreted as sour grapes, perhaps from missing out on the opportunity to invest in the company, although Mr. Andreessen's firm, Andreessen Horowitz, declined to comment on that as well.

Neither Mr. Andreessen nor his firm has invested in Secret, but the app has won the wallets of many others. The company recently announced that it had raised $8.6 million from a number of well-known investors, including Alexis Ohanian, a founder of Reddit, and Bing Gordon of Kleiner Perkins Caulfield & Byers.

Mr. Ohanian, who invested as part of his new firm, Initialized Capital, said that "apps like Secret become an outlet for people to speak honestly about things that would otherwise result in career damage." He added that the company also appealed to him as a contender for the future of social networking beyond the scope of Facebook.
Others in the valley directly criticized Secret.

"For me, it's nothing more than what you would see etched on a bathroom wall," said Mark Suster, a venture capitalist, in a telephone interview. "Anyone can say anything on a private network — any grievance with a work colleague or score to settle. You have the ability to slander that person, and there's no measure of your authority or reputation."

Christopher Poole, who started 4chan, an anonymous message board that attracts 20 million people each month, shrugged off the assumption that identity obscuring alone is enough to breed bad behavior.

"People use Facebook to say all kinds of terrible things," he said. "It really just depends on who is in your network."
Mr. Poole also pointed out that Secret was hardly the first anonymous social network, saying that the earliest versions of these services were message boards that did not require real names or photographs. He suggested that perhaps the frenzy around Secret came from a larger desire to interact in ways that weren't tied to public profiles, which has largely been missing from the era of social networking on Facebook, Twitter and Google.
"This is the first wave of what will probably be dozens more" apps like Secret, Mr. Poole said. Already the competition is stiff, with rivals like Whisper and Yik Yak building momentum.
Unlike older, Web-based message boards and forums, Secret posts are easy to pass around through text messages or on social media. All you need do is upload a screenshot to spread something meant for a few friends to dozens or even hundreds of people.

Sarahjane Sacchetti, a spokeswoman for Secret, said the company did not condone attacks against specific people, adding that gossip about specific people within the tech industry made up "a very small fraction of the overall posts."
The company recently introduced a feature that recognizes when users type a person's name and warns them to "think before they post." The company has also made it easier to flag offensive content.

Over a recent breakfast during the South by Southwest technology conference, David Byttow, a founder of Secret, described the app as a "masquerade ball," where "you know who is there and who is on the list, but no one can see faces."
Before working on Secret, Mr. Byttow helped build Google's social networking products, where the dominant thinking is that real names lead to higher-quality content. When working on Secret, though, he and his co-founder, Chrys Bader-Wechseler, decided that quality came from dialogue and honest conversations. So they decided to strip out the names and "put people into an environment with their friends and see what happens."

Kartik Hosanagar, a professor of e-commerce at the Wharton School at the University of Pennsylvania, said that tech insiders, as well as outsiders, were curious about the goings-on in a world swirling with billion-dollar valuations, scandal and intrigue.
"It's not just people sitting around and writing code," he said. "There's drama and interesting stories there."

Correction: March 19, 2014

An earlier version of this article misstated the status of Secret on Google Play charts. As the app is not yet available for Android, it is not ranked at all on Google Play; it is not the case that it is "not highly ranked."

Wednesday, March 19, 2014

Mark Cuban: Only Morons Start a Business on a Loan

Published on Jun 14, 2013

June 14 (Bloomberg) -- Entrepreneur
Mark Cuban discusses the U.S. Economy and starting a business with Trish
Regan at the Clinton Global Initiative in Chicago on Bloomberg
Television's "Street Smart." (Source: Bloomberg)

Monday, March 17, 2014

LA Times - How companies can make better use of big data

How companies can make better use of big data


March 16, 2014, 8:00 p.m.

Like bacteria, big data are lurking in the stomachs of cows. Some farmers are using sensors and software to analyze it and predict when a cow is getting ill.

Just like customers, cows do not always speak out when something is wrong. But companies can use data to predict potential risks and opportunities in cows and customers alike.

The message of a new book, "Big Data @Work," by Thomas H. Davenport, a fellow of the MIT Center for Digital Business, is that companies are only beginning to understand the questions they can ask of their vast stores of data — and how to build the internal structures to make the most of it.

"Big data" is a fashionable, sometimes overused term for the vast amounts of information that can now be stored because of the growth of online activity and the low cost of storage.

While companies are busy talking the talk and hoarding the information, according to studies cited by Davenport, only a tiny percentage is analyzed in any way and by only 28% of companies.

In the book published by Harvard Business Review Press, the author has written a guide for those leaders still puzzling about how this fashion fits their business. He insists that companies think up questions to ask the data rather than just playing with it in the hope that magic will happen.

Previously, companies used data to help solve problems, but now they need to develop the "always on" capability to search out opportunities, he argues.

The book is at its best when offering examples that could spark ideas.

The casino company Caesars Entertainment uses data to spot when gamblers have lost so many times at the slot machines that they might not come back: "If the company can present, say, a free meal coupon to such customers while they're still at the slot machine, they are much more likely to return to the casino later."

That example may sound somewhat cynical. But elsewhere Davenport notes how London's Heathrow airport increased the number of on-time flights from 65% to 80% in just two months after using an algorithm to coordinate everything that goes into a flight turnaround process.

Telecom company Verizon has a unit that analyzes location data for other businesses — for example, telling a basketball team where the fans at their stadium came from.

But Davenport underplays these examples, running them alongside case studies of managers stressing the (quite obvious) importance of return on investment.

He focuses a tad too little on enticing examples of big data's uses, such as the farmers who analyze the information in their cows' stomachs. He also has a penchant for "idiot's guide"-style checklists.

More importantly, Davenport shies away from the frontiers of big data. For example, he skates over its use in workplace monitoring to understand employee productivity.

The book fantasizes about a future in which facial recognition can spot poorly behaved dogs in a pet food shop, but neglects to mention the ways that facial recognition is already being used by some companies.

"Big Data @Work: Dispelling the Myths, Uncovering the Opportunities" is full of advice on the kind of technologies used in big data analysis and how to get the right workforce — a real problem because universities are only just starting to create big data courses.

But for a "how to" guide that itself scorns "techno speak," it is surprisingly heavy on the jargon.

It is not clear what there is to be learned from paragraph upon paragraph about which companies call their head of big data "chief digital officer" or "chief analysis officer" or "vice president of customer optimization and data."

For managers unsure what to do with the data piling up in their vaults, the book is worth sticking with. By the end, the cow's stomach may be healthy but the reader's stomach is heavy with the weight of the big data equivalent of porridge.

Hannah Kuchler is a San Francisco-based correspondent for the Financial Times of London, in which this review first appeared.

Amazon founder and CEO Jeff Bezos delivers graduation speech at Princeto...

Amazon founder and CEO Jeff Bezos gave the Baccalaureate address to Princeton University's Class of 2010. Bezos graduated from Princeton in 1986 with a degree in computer science and electrical engineering. He was introduced by Princeton University President Shirley M. Tilghman.

Bezos spoke to the Class of 2010 about the difference between choices and gifts. Cleverness, Bezos pointed out, is a gift, while being kind to others is a choice. One's character, he suggested, is reflected not in the gifts one is endowed with at birth but rather by the choices one makes over the course of a lifetime. Full transcript here:

Thursday, March 13, 2014

Article: 5 things that will remake big data in the next 5 years

Big data has evolved a lot of the past few years; from a happy buzzword to a hated buzzword, and from a focus on volume to a focus on variety and velocity. The term “big data” and the technologies that encompass it have been pored over, picked over and bastardized sometimes beyond recognition. Ye...

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Article: Here's how the NSA can collect data from millions of PCs

We know that the NSA has been ramping up its efforts to collect data from computers, but it's now clear that the intelligence agency has the tools to compromise those computers on a grand scale. Information leaked by Edward Snowden to The Intercept has revealed that the NSA has spent recent years...

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Article: The Flight of the Birdman: Flappy Bird Creator Dong Nguyen Speaks Out

How did a chain-smoking geek from Hanoi design the viral hit Flappy Bird - and why did he walk away? Last April, Dong Nguyen, a quiet 28-year-old who lived with his parents in Hanoi, Vietnam, and had a day job programming location devices for taxis, spent a holiday weekend making a mobile game. H...

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Friday, March 7, 2014

How to Make Money by Blogging on LinkedIn |


How to Make Money by Blogging on LinkedIn BY DAVE KERPEN

An entrepreneur reveals how he generated leads and revenue with his LinkedIn blog and show how you can do the same.

16 million.

That's how many people viewed my blog content on LinkedIn last year. Those 16 million page views led to 300,000 followers, thousands of sales leads and books sold and more than $1 million of revenue.

I'm super lucky. I've been part of the LinkedIn Influencer program and that's been a huge part of my success. But now, LinkedIn has opened up its publishing platform to its 275 million users. Now, everyone can blog on LinkedIn. Now, with this roadmap, everyone can make money through LinkedIn. Here's exactly how:

1. Think of a great headline.

A clear, powerful headline that promises to deliver value to the reader counts for as much as 60% of the overall success of your blog post on LinkedIn, as headlines grab readers' attention in an increasingly crowded landscape. Use the headline to guide your content, and deliver what you would tell your best customer.

For example, if you're an accountant, you could try "5 Essential Tax Saving Tips This Year." If you're a small-business growth consultant, you could try "The Secret to Growing Your Business." If you're a recruiter, try "How to Find the Best Talent." Don't worry about giving away your secrets!

2. Find or take a compelling photo.

The "hero image" directly beneath the headline counts for about 30% of the overall success of your post on LinkedIn, as people notice images much more than they notice text. A photo of you, or you with one other person that the post will reference, is perfect. Choosing and licensing a photo from a site such as Shutterstock is another option. Don't ever skip the photo.

3.Write a concise post.

It depends on what you want to deliver, but typically, 400-600 words is good. Use bold, italics, number and block quotes to add variety to your post. Consider embedding Slideshare presentations and or videos through LinkedIn's easy-to-use toolbar. If you want to become a better writer, here is apost on writing that I wrote.

4. Include two strong "calls to action" at the bottom of your post.

Conclude your post with two calls to action for readers: The first should ask readers to comment and give them specific questions to answer related to your post. As comments are a huge driver of virality on LinkedIn, you'll want to solicit comments from your connections and readers. The second call to action is an offer--this is where you'll drive leads, sell books, or solicit app downloads. Drive people to a landing page on your website with a call to action such as "To learn more, click here." Consider a clickable picture here too.

5. Share the post on LinkedIn, Facebook and Twitter.

LinkedIn is most obvious network to share your post on, for obvious reasons. Consider sharing it both publicly (with all of your connections) and privately (through messages to key connections). Consider sharing it with LinkedIn groups you're in, and your company page if you have one. Don't be afraid to share it up to four times, as your friends and colleagues are logged in at different times through the day and week. Ask your network to share your post with their network.

6. Repeat steps 1 through 5.

To obtain the best results, blog consistently, at least once per week, on LinkedIn. Remember, you don't need to reach a million people on LinkedIn in order to make money, you just need to reach a few of the right people. And chances are, no matter what you do, the right people are in your LinkedIn network and your network's network.  To reverse-paraphrase the movie The Social Network:

You know what's cooler than reaching 275 million people on LinkedIn? Reaching the right 275 people, with the right message.

For more examples, ideas, and inspiration, feel free to check out my 98 posts on LinkedIn.

Here's to your first post, and to you making lots of money blogging on LinkedIn.

What questions do you have about LinkedIn's blog publishing platform? Let me know in the Comments section below, and I promise to answer each one.