Tech Humanist How You Can Make Technology Better For Business And Better For Humans
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Tech Humanist: How You Can Make Technology Better for Business and Better for Humans by Kate O'Neill Pdf
Technology drives the future we create. But are we steering that technology in directions that create that future in the best way, for the most people? In her new book
Make your marketing truly resonate by personalizing every message, powered by data, research and behavioral economics. To break through the noise, marketers today need to be hyper-relevant to their customers. To do that takes data and a deep understanding of your audience. Data-Driven Personalization breaks down the best ways to reach new customers and better engage your best customers. By combining principles of persuasion, behavioral economics and industry research, this book provides readers with an actionable blueprint for how to implement a customer-centric approach to marketing that will drive results. The book is broken into six parts that detail everything from what data is most valuable for personalization to how to build a data-driven marketing team that's prepared for the next five years and beyond. Each chapter includes actionable insights to guide marketers as they implement a data-driven personalization approach to their strategy. The chapters also focus on hands-on tactics like identifying messages that will move the needle with customers, how to generate seamless omnichannel experiences and how to balance personalization with data privacy. The book features case studies from top brands, including FreshDirect, Target, Adobe, Cisco and Spotify.
Radically Human by Paul Daugherty,H. James Wilson Pdf
Technology advances are making tech more . . . human. This changes everything you thought you knew about innovation and strategy. In their groundbreaking book, Human + Machine, Accenture technology leaders Paul R. Daugherty and H. James Wilson showed how leading organizations use the power of human-machine collaboration to transform their processes and their bottom lines. Now, as new AI powered technologies like the metaverse, natural language processing, and digital twins begin to rapidly impact both life and work, those companies and other pioneers across industries are tipping the balance even more strikingly toward the human side with technology-led strategy that is reshaping the very nature of innovation. In Radically Human, Daugherty and Wilson show this profound shift, fast-forwarded by the pandemic, toward more human—and more humane—technology. Artificial intelligence is becoming less artificial and more intelligent. Instead of data-hungry approaches to AI, innovators are pursuing data-efficient approaches that enable machines to learn as humans do. Instead of replacing workers with machines, they're unleashing human expertise to create human-centered AI. In place of lumbering legacy IT systems, they're building cloud-first IT architectures able to continuously adapt to a world of billions of connected devices. And they're pursuing strategies that will take their place alongside classic, winning business formulas like disruptive innovation. These against-the-grain approaches to the basic building blocks of business—Intelligence, Data, Expertise, Architecture, and Strategy (IDEAS)—are transforming competition. Industrial giants and startups alike are drawing on this radically human IDEAS framework to create new business models, optimize post-pandemic approaches to work and talent, rebuild trust with their stakeholders, and show the way toward a sustainable future. With compelling insights and fresh examples from a variety of industries, Radically Human will forever change the way you think about, practice, and win with innovation.
How did some countries like South Korea catapult into the future? They hired Toffler Associates, and in this book, their CEO shares how companies and individuals can be more forward-thinking and more humanitarian
In this incessantly readable, groundbreaking work, Vincente makes vividly clear how we can bridge the widening gap between people and technology. He investigates every level of human activity - from simple matters such as our hand-eye coordination to complex human systems such as government regulatory agencies, and why businesses would benefit from making consumer goods easier to use. He shows us why we all have a vital stake in reforming the aviation industry, the health industry, and the way we live day-to-day with technology.
The Fourth Industrial Revolution by Klaus Schwab Pdf
World-renowned economist Klaus Schwab, Founder and Executive Chairman of the World Economic Forum, explains that we have an opportunity to shape the fourth industrial revolution, which will fundamentally alter how we live and work. Schwab argues that this revolution is different in scale, scope and complexity from any that have come before. Characterized by a range of new technologies that are fusing the physical, digital and biological worlds, the developments are affecting all disciplines, economies, industries and governments, and even challenging ideas about what it means to be human. Artificial intelligence is already all around us, from supercomputers, drones and virtual assistants to 3D printing, DNA sequencing, smart thermostats, wearable sensors and microchips smaller than a grain of sand. But this is just the beginning: nanomaterials 200 times stronger than steel and a million times thinner than a strand of hair and the first transplant of a 3D printed liver are already in development. Imagine “smart factories” in which global systems of manufacturing are coordinated virtually, or implantable mobile phones made of biosynthetic materials. The fourth industrial revolution, says Schwab, is more significant, and its ramifications more profound, than in any prior period of human history. He outlines the key technologies driving this revolution and discusses the major impacts expected on government, business, civil society and individuals. Schwab also offers bold ideas on how to harness these changes and shape a better future—one in which technology empowers people rather than replaces them; progress serves society rather than disrupts it; and in which innovators respect moral and ethical boundaries rather than cross them. We all have the opportunity to contribute to developing new frameworks that advance progress.
Utopia Is Creepy: And Other Provocations by Nicholas Carr Pdf
A freewheeling, sharp-shooting indictment of a tech-besotted culture. With razor wit, Nicholas Carr cuts through Silicon Valley’s unsettlingly cheery vision of the technological future to ask a hard question: Have we been seduced by a lie? Gathering a decade’s worth of posts from his blog, Rough Type, as well as his seminal essays, Utopia Is Creepy is “Carr’s best hits for those who missed the last decade of his stream of thoughtful commentary about our love affair with technology and its effect on our relationships” (Richard Cytowic, New York Journal of Books). Carr draws on artists ranging from Walt Whitman to the Clash, while weaving in the latest findings from science and sociology. Carr’s favorite targets are those zealots who believe so fervently in computers and data that they abandon common sense. Cheap digital tools do not make us all the next Fellini or Dylan. Social networks, diverting as they may be, are not vehicles for self-enlightenment. And “likes” and retweets are not going to elevate political discourse. Utopia Is Creepy compels us to question the technological momentum that has trapped us in its flow. “Resistance is never futile,” argues Carr, and this book delivers the proof.
Beyond Digital by Paul Leinwand,Mahadeva Matt Mani Pdf
Two world-renowned strategists detail the seven leadership imperatives for transforming companies in the new digital era. Digital transformation is critical. But winning in today's world requires more than digitization. It requires understanding that the nature of competitive advantage has shifted—and that being digital is not enough. In Beyond Digital, Paul Leinwand and Matt Mani from Strategy&, PwC's global strategy consulting business, take readers inside twelve companies and how they have navigated through this monumental shift: from Philips's reinvention from a broad conglomerate to a focused health technology player, to Cleveland Clinic's engagement with its broader ecosystem to improve and expand its leading patient care to more locations around the world, to Microsoft's overhaul of its global commercial business to drive customer outcomes. Other case studies include Adobe, Citigroup, Eli Lilly, Hitachi, Honeywell, Inditex, Komatsu, STC Pay, and Titan. Building on a major new body of research, the authors identify the seven imperatives that leaders must follow as the digital age continues to evolve: Reimagine your company's place in the world Embrace and create value via ecosystems Build a system of privileged insights with your customers Make your organization outcome-oriented Invert the focus of your leadership team Reinvent the social contract with your people Disrupt your own leadership approach Together, these seven imperatives comprise a playbook for how leaders can define a bolder purpose and transform their organizations.
Integral Ecology and Sustainable Business by Anonim Pdf
This collection addresses the relationship between business, the natural environment, ethics and spirituality with insights from economists, business scholars, philosophers, lawyers, theologians and practitioners globally. The contributions offer new and invigorating approaches to sustainable business practices and sustainability leadership.
The Innovation Delusion by Lee Vinsel,Andrew L. Russell Pdf
“Innovation” is the hottest buzzword in business. But what if our obsession with finding the next big thing has distracted us from the work that matters most? “The most important book I’ve read in a long time . . . It explains so much about what is wrong with our technology, our economy, and the world, and gives a simple recipe for how to fix it: Focus on understanding what it takes for your products and services to last.”—Tim O’Reilly, founder of O’Reilly Media It’s hard to avoid innovation these days. Nearly every product gets marketed as being disruptive, whether it’s genuinely a new invention or just a new toothbrush. But in this manifesto on thestate of American work, historians of technology Lee Vinsel and Andrew L. Russell argue that our way of thinking about and pursuing innovation has made us poorer, less safe, and—ironically—less innovative. Drawing on years of original research and reporting, The Innovation Delusion shows how the ideology of change for its own sake has proved a disaster. Corporations have spent millions hiring chief innovation officers while their core businesses tank. Computer science programs have drilled their students on programming and design, even though theoverwhelming majority of jobs are in IT and maintenance. In countless cities, suburban sprawl has left local governments with loads of deferred repairs that they can’t afford to fix. And sometimes innovation even kills—like in 2018 when a Miami bridge hailed for its innovative design collapsed onto a highway and killed six people. In this provocative, deeply researched book, Vinsel and Russell tell the story of how we devalued the work that underpins modern life—and, in doing so, wrecked our economy and public infrastructure while lining the pockets of consultants who combine the ego of Silicon Valley with the worst of Wall Street’s greed. The authors offer a compelling plan for how we can shift our focus away from the pursuit of growth at all costs, and back toward neglected activities like maintenance, care, and upkeep. For anyone concerned by the crumbling state of our roads and bridges or the direction our economy is headed, The Innovation Delusion is a deeply necessary reevaluation of a trend we can still disrupt.
How are all these things affecting us? How can their role in our lives be understood? What Things Do answers these questions by focusing on how technologies mediate our actions and our perceptions of the world.
The distinction between "online" and "offline," between "digital" and "physical," once seemingly unambiguous, has begun to blur thanks to the ubiquity of smartphones and personal location data, ad and experience targeting, connected devices, wearable technology, the Internet of Things, and additive capabilities like 3-D printing. The biggest business opportunities for innovative experiences, according to digital marketing expert and "tech humanist" Kate O'Neill, will come from blending the physical and digital worlds intentionally to create a meaningful and integrated human experience. And to do that, we must recognize that human motivations connect these worlds through a transactional data layer, and create experiences with respect for the humanity represented by that data. In looking at the opportunities presented by the convergence of physical and digital, O'Neill also examines the underlying meaning of place, as well as the abundant metaphors of place already in use in digital experience, and how we can shape our audiences' experiences more meaningfully in alignment with our own business objectives. Executives, strategists, marketers, city planners, and anyone who creates experiences for humans will take away valuable insights from this book.
A NATIONAL BESTSELLER A programmer, musician, and father of virtual reality technology, Jaron Lanier was a pioneer in digital media, and among the first to predict the revolutionary changes it would bring to our commerce and culture. Now, with the Web influencing virtually every aspect of our lives, he offers this provocative critique of how digital design is shaping society, for better and for worse. Informed by Lanier’s experience and expertise as a computer scientist, You Are Not a Gadget discusses the technical and cultural problems that have unwittingly risen from programming choices—such as the nature of user identity—that were “locked-in” at the birth of digital media and considers what a future based on current design philosophies will bring. With the proliferation of social networks, cloud-based data storage systems, and Web 2.0 designs that elevate the “wisdom” of mobs and computer algorithms over the intelligence and wisdom of individuals, his message has never been more urgent.
What links the frustrations of daily life, like VCR clocks and voicemail systems, to airplane crashes and a staggering “hidden epidemic” of medical error? Kim Vicente is a professor of human factors engineering at the University of Toronto and a consultant to NASA, Microsoft, Nortel Networks and many other organizations; he might also be described as a “technological anthropologist.” He spends his time in emergency rooms, airplane cockpits and nuclear power station control rooms -- as well as in kitchens, garages and bathrooms -- observing how people interact with technology. In the first chapter of The Human Factor, Kim Vicente sets out the disturbing pattern he’s observed: from daily life to life-or-death situations, people are using technology that doesn’ t take the human factor into account. Technologies as diverse as stove tops, hospital work schedules and airline cockpit controls lead to ‘human error’ because they neglect what people are like physically, psychologically, and in more complex ways. The results range from inconvenience to tragic loss of life. How has this situation come about? The root cause of the problem, Vicente explains in the second chapter, is a “two cultures” issue. There is a divide in the world of technological design -- just as there is in the world more generally -- between humanistic and mechanistic world-views. The humanistic view (in, say, cognitive psychology) deals with people in the abstract, ignoring that using tools is an integral human activity. The mechanistic view, on the other hand, forgets that it is real people who have to use the tools engineers develop. The two groups aren’t talking to each other: as the author puts it, “our traditional ways of thinking have ignored -- and virtually made invisible -- the relationship between people and technology.” As is often the case in human factors engineering, the solution is both revolutionary and, on the surface, simple: what we have to do is focus on the relationship between people and technology. Taking a cue from systems thinking, Kim Vicente argues that we should focus not just on better products or better practices, but the fit between them. What this means is not the development of more high-tech or low-tech articles, but a Human-tech revolution, where the human comes before the technological but the two are always linked. In some areas the revolution is already at work: it’s not always the case that technology doesn’t take the human factor into account. When it does, as in the case of the Reach toothbrush, the Palm Pilot, or the “critical incident” reporting method developed at the Philadelphia Children’s hospital, the technology is a success. The Fender stratocaster guitar became the favourite of musicians around the globe because it was designed with the needs of guitarists in mind, in everything from its overall shape to the position of its controls. The Human-tech Aviation Safety Reporting System, a way for pilots to confidentially report near-misses, has made air travel dramatically safer. Technology as Kim Vicente understands it isn’t just the physical “stuff” we use. In The Human Factor the word is used in a much broader sense, to include the physical and non-physical elements of complex systems. Information, teamwork, organizational structures and political decisions play a crucial role in determining how well a technological system as a whole functions. The “Human-tech ladder” sets this out in more detail, and also provides the structure for the rest of the book. Design should begin by understanding a human or societal need, and then tailoring the technology to reflect what we know about human nature at the physical, psychological, team, organizational and political levels. Kim Vicente offers a host of examples of technology relating to human needs poorly and well at each level. The physical is perhaps easiest to understand: a toothbrush that fits into hard to reach parts of the human mouth is better tailored to the human body than one that cannot. At the psychological level, technology has to take into account how people process and remember information, whether in designing voicemail systems or airport baggage checks. Poor Human-tech can be devastating. For example, awkwardly placed and uninformative gauges in the design of the control room at the Three Mile Island nuclear power station left even highly trained engineers uncertain as to the status of the reactor, contributing to the infamous accident there. At the team level, the Cockpit Resource Management system is a way of training pilots to communicate and share responsibilities effectively. The way people work together is itself a form of technology that needs to run smoothly to avoid disastrous accidents, such as the time an Eastern Airlines jet crashed in Florida because the entire crew was distracted by the condition of an unimportant light bulb and no-one attended to flying the plane. Kim Vicente discusses the human factor at the organizational level in chapter seven of The Human Factor. “Soft” technology such as staffing levels and corporate culture can be designed so that an organization learns from its front-line staff. For instance, the medical community traditionally holds individual doctors and nurses responsible for mistakes. When things go wrong we tend to blame people -- when in fact they may have made heroic efforts to use poorly designed technology. Errors in hospitals are more often the result of systemic flaws: none is wholly at fault, but together they interact to cause accidents. At the Philadelphia Children’s hospital, the Human-tech solution is a system which encourages staff to make full reports on near-misses, and asks them to tell managers about potential dangers so that the hospital as a whole can institute protective measures. This critical incident technique led to a 90% reduction in medical mistakes at the hospital. The final level of human nature which The Human Factor addresses is the political. Here, a Human-tech shows us that when political elements -- laws, funding, regulations -- ignore what we know about human nature, dangers arise. In the case of the E. coli tragedy in Walkerton, Ontario, Kim Vicente uncovers a host of “system design” elements at the political level -- policy aims, legal regulations, budget allocations -- which interacted with environmental factors and staff incompetence to kill seven people and make thousands of others sick. In conclusion, Kim Vicente feels that our civilization is at a crossroads: we have to change our relationship with technology to bring an end to technology-induced death and destruction, and start to improve the lives of everyone on the planet. The final chapter of The Human Factor sets out the ways we can regain control of our lives. As consumers, we can recognize and distinguish better designed products, and buy the more Human-tech ones. By participating actively in society we can remind people that ignoring the human factor, as happened at Walkerton, has terrible implications. In our workplaces we can all ensure that more human friendly technologies, hard and soft, predominate. Companies need to take a Human-tech approach to the rules and practices they institute, and design soft systems to guarantee that their employees have the competencies, information, goals and commitment to do their jobs. Other bodies, from the media to engineering schools can all play their part in making technology with a close affinity to human nature the norm rather than a rarity: a better world will be the inevitable result.
A Way Through the Global Techno-Scientific Culture by Sheldon Richmond Pdf
Computers are supposed to be smart, yet they frustrate both ordinary users and computer technologists. Why are people frustrated by smart machines? Computers don’t fit people. People think in terms of comparisons, stories, and analogies, and seek feedback, whereas computers are based on a fundamental design that does not fit with analogical and feedback thinking. They impose a binary, an all-or-nothing, approach to everything. Moreover, the social world and institutions that have developed around computer technology hide and reinforce the lack of alignment between computers and people. This book suggests a solution: we do not have to accept the way things are now and work around the bad social and technical design of computers. Rather, it proposes a diverse, distributed, critical discussion of how to design and build both computer technology and its social institutions.