At Issue } essential reading
The Golden Age of universities may be dead. And while much of the commentary around the online disruption of education ranges from cost-benefit analyses to assessing ideology of what drives MOOCs (massively open online courses), the real question becomes — what is the point of the university in this landscape?
It's hard to read the latest gimmick for infusing a dying industry with cash as anything other than journalism selling its soul
Data Brokerage can be big business. Brokers sell profiles filled with your purchases, your favorite stores and more. But, as Emily Steel of the Financial Times explains, your profile's quite cheap.
Rapid advances in artificial intelligence now threaten the jobs of educated white-collar workers
The marketing question is simple. Why is this ad going where angels fear to tread? Surely Cadillac and Rogue, the agency, knew that they were going to stir things up, that Poolside was going to go all cannon ball.
CEO Satya Nadella rolled out a new version of Microsoft’s marketing OS yesterday, announcing in a memo that Chris Capossela is replacing the departing Tami Reller as EVP and CMO. Meanwhile, Mark Penn — the pot-stirring ex-politico who is fond of data-driven decision-making and skeptical about good old intuition — is moving up from directly overseeing advertising to the more nebulous title of EVP and chief strategy officer.
What defines an experience? According to “the Internet,” an experience is “something that happens to somebody.” I like that definition. It’s vague without prerequisites and it does not delineate the environment or space. With the onslaught of real-time marketing and social media, brands are challenged to connect with their audiences in a very real way that will create lasting impressions, memorable experiences and, hopefully, customer loyalty.
Tops brand mentions across social, while Pepsi blows up Twitter
Shortly after Tim Cook succeeded Steve Jobs as CEO of Apple AAPL +0.16% in August 2011, he told a confidant that he got up every morning reminding himself just to do the right thing—and not to think about what Steve would have done. But Jobs's ghost loomed everywhere after he died from pancreatic cancer two months later.
The CEO of an autonomous region for a multinational called with a problem. “We’re too successful,” he said. “We’re number one in the country, not only within my company but across the entire industry. Take your pick of the metric — profit, market share and customer satisfaction — we win.” So what was the problem? Their current success was due to innovations and strategies put into place three years ago. Since then, everything had just purred along. Given that they were constantly lauded as examples of best practice, he was finding it difficult to motivate the senior managers to innovate for tomorrow’s success.