Dr. Bharat Anand writes about Mark McCormack, the legendary founder of International Management Group (IMG), who recognized that athletes could earn as much or more off the playing field, as on it. In signing Arnold Palmer as its first client, IMG grew to become the largest talent agency in golf and from there expanded to tennis, motor sports racing, track and field, baseball, football, fashion models, authors and musicians. The reason for IMG’s success was its ability to manage connections across products.
Harvard’s Graduate School of Business Administration is known for its case study methodology. In the Content Trap, Dr. Bharat Anand describes several corporate users, their industries, and the ways in which these companies improved their connections to enhance their growth and success.
We have witnessed declining newspaper readership over the past few decades, and many believe that the culprit is digital alternatives. Dr. Anand notes that this decline has been underway for more than 60 years, caused by multiple technologies from radio and TV networks to cable TV and 24/7 news channels. The impact of the Internet is no greater on readership than the technologies that preceded it. The other two sources of newspaper revenues are classified and retail ads. Classified ad revenues declined precipitously during the past decade (2000-2010) and the reason is that sellers and buyers favor products with more connections.
Bharat Anand, Henry R. Byers professor of business administration at Harvard Business School and author of The Content Trap, states in his afterword, “I knew that many things around us would change by the time I had finished it [and they did].” He recognizes, in an era of massive digital content generation, that content has not changed as much as the art of managing it, thanks to technology and the way in which connections are created. He sets the stage by explaining how content is valued and consumed by billions of people daily. As a result, businesses try to produce the best and most relevant content. The proliferation of content -- five exabytes (five billion billion bytes) are generated every two days -- creates “the problem of getting noticed.” The extremely low cost of digital content distribution, in turn, creates “the problem of getting paid.” The combination of the two problems is deadly.
The fourth conference organized by the Policy and Internet Journal (PIJ, founded in 2009) and the Oxford Internet Institute (OII) was held at the Mathematics Institute at Oxford University in late September. I was pleased to attend and represent American Public University System. The following recaps some of the presentations.
“We move from one online platform to another as part of our daily lives,” said Professor Helen Margetts, OII chair.
Wally Boston glances back to when he acquired his first camera and later down the line, his first digital camera. As technology in this area evolves and becomes more sophisticated, so do consumers' needs for devices that can keep pace. Boston says that while he can only speculate on the power of government-operated facial recognition software, the power distributed to the person on the street through their phones and online software platforms is notable.
Oakland has been chosen as a pilot for the concept of UBI (universal basic income). Y Combinator, a Silicon Valley incubator and early-stage funder of Airbnb and Dropbox, announced a pilot in May to provide 100 individuals a monthly stipend for up to a year. The purpose is not just to test whether the UBI theory will succeed, but to also test the logistics of how to manage such a program. Matt Krisiloff, the manager of the pilot, noted that he was inspired to conduct the experiment based on his work with Artificial Intelligence.
While reading a book about technology’s influence on future jobs, I found a reference to James Barrat’s book, Our Final Invention. My curiosity was piqued because Our Final Invention was portrayed not as a “how to” book about artificial intelligence (AI), but rather a book about the dangers of creating it. The description is accurate.
While reading James Barrat’s book, Our Final Invention, about artificial intelligence and its impact on humanity, I came across the following paragraph.
“Advances in natural language processing will transform parts of the economy that until now have seemed immune to technological change. In another few years librarians and researchers of all kinds will join retail clerks, bank tellers, travel agents, stock brokers, loan officers, and help desk technicians in the unemployment lines.
By Niki Wolf, Associate Vice President, Career Services, American Public University System
Innovative technology is rapidly disrupting higher education. When the grades my daughter is earning in elementary school are entered into the county’s grading portal, it can predict how successful she is likely to be in school when she enters ninth grade. Additionally, when she reaches high school and is ready to take more ownership of her classes, she will be provided a recommended course list complementing her academic strengths and interests.
At American Public University System, we recently completed a successful project to update the peer-reviewed Internet Learning Journal, which focuses on research and advancements in online learning. Our successful incorporation of rich media and interactive elements in the Journal led to a new initiative to utilize the same technology to build out state-of-the-art course applications for a 40-course pilot project to complement our traditional Learning Management System.