Vision is hot. According to studies in the US and in European countries, a great majority of managers claim that a vision is a necessary and effective management tool. According to a recent study amongst leading managers in profit and not-for-profit-organizations in the Netherlands, 80% claim that a vision is engaging employees, 78% that a vision inspirers people to greater performance and 74% that a vision has a positive effect on P&L. This is the good news. The bad news is that 78% of the same group of managers say their vision is not inspiring and that 53% claim their vision is not authentic. These are shocking results, that ask for an explanation. A vision is successful when it tells an engaging story that people want to be part of, challenges people, and creates a sense of excitement. Success occurs when the vision becomes embedded in the daily decisions and actions of those you want to lead. However, when these are saying that their vision is not authentic and inspiring, we are faced with a serious problem. How can you lead when you don’t believe in the core of your organization?

Hans van der Loo will be speaking at the Experience Academy event this friday Program* 2 nov compr.pdf

What exactly is the P2P dynamic we so often refer to in our contributions? The important shift to remember is in my view the following: instead of institutions dealing with what are assumed to be atomized individuals, through mass media, directing products to ‘passive consumers’, it should from now on be considered that such individuals are always already connected through peer groups. Not just one, but a multitude of them, both pre-existing, but also intensional networks that are purposely formed at various point in life, in order to achieve specific goals. This turns institutions into facilitators and enablers.

Dan Hill was key note lecturer at the yearly HSMAI conference the 5th of Oktober. He has done extensive research on facial coding and what sort of emotional responses could be deducted from the enormous film material of facial expressions that they collected. He is fascinated by the gap that exists between what people say and what people do. We feel before we think he argues. Less than 0,01% of our reactions are conscious. We respond within 3 seconds and most of the responses are through smell and 50% through visual information.We sense, we feel and than we act. Our first impressions are mostly through our sight. So the process works as follows, visual stimulation, emotional response, and rational answer. Dan has done research on eyetracking, and has discovered that our brains for 50% are occupied by working through our visual information.Through facial coding and eyeball tracking they know what emotions are evoked by commercial expressions. What sort of emotion does your website evoke, or the logo of your company. Facial coding is based on the 7 basic emotions; 1.Happiness, 2. surprise, 3.anger, 4.sadness, 5.fear,6.disgust, 7.contempt.

Today, I am very happy to announce that I am releasing my new book “The End of Control” online, for free. You can now get a new chapter per week, via the website, RSS, email, pdf, MP3 or video, at www.endofcontrol.com. Yes, I may eventually offer a printed, tree-wasting version, as well - but in the meantime, just fire up your RSS feeds. The End of Control (EoC) book expands on the key topics introduced in my previous book “The Future of Music” while escalating the debate out of the music realm and into media at large. EoC addresses the single most important issue underlying many debates about the future of media: who controls what, why, when, and where, and how can digital content still generate revenues when most of the traditional ways of controlling its flow (i.e., distribution) are no longer available. In the book I will argue that in the future, controlling distribution is replaced with earning, receiving, and maintaining attention; that in media’s future friction is fiction; and that the “people formerly known as consumers” now literally run the show.

What is the difference between Physical and Virtual Experiences? Anna approaches this issue by first describing how value creation took place before the whole experience ‘venture’ started. She has taken us along a journey of economic scientists like Heskett(1997) and Hirschman (1982) about the extrinsic motivations and the intrinsic motivations. In the extensive literature there is a vast amount written about experience, clear definitions are lacking. If everything is Experience NO-THING is Experience. The American philosopher Dewey(1934) defines Experience as follows; contact with the raw stuff, and event like qualities like progression over time, emotional involvement, anticipation, unity and uniqueness, and consummation vs continuity. The differences between physical and virtual experiences Anna argues are in the field of accessibility, continuity, sensory intensity, the nature of cummunication, and shared experiences. For full presentation.