Google Smashes U.S. Search Market Share Record, Closes in on 70%
In October, Google smashed its own search engine market share record, accounting for 66.9 percent of all searches conducted in the U.S., comScore reported. Microsoft’s Bing also had a record month, hitting a less spectacular though still noteworthy 16 percent share.
To commemorate the life and work of British mathematical genius, Dr Alan Turing OBE FRS, 2012 was declared The Alan Turing Year. His contributions to breaking the German Nazi Enigma code during WWII were considered critical to the Allied war effort and one of the greatest contributions to the outcome of WWII by an individual thinker. His work provided pioneering foundations to everything from AI and computer science to philosophy and cognitive science.
Citywide hosted an event for Melbourne business leaders, on Wednesday 21 November, on strategic innovation …
– TITLE: Â Innovation in Two Switches Â – CONTENT:
In your business there are two major expenses: payroll and marketing. The strategic problem is how to get a much better return on these two major expenses.
– What if you could find an innovation switch that led to a ten times better return on payroll? – What if you could find an innovation switch that led to a ten times better return on marketing?
Business leaders in Melbourne will be coming to a breakfast meeting on Wednesday to find out about these two switches from Dr Michael Hewitt-Gleeson, a world authority on strategic innovation.
If you’d like to be considered for an invitation and you are a business leader, (a CEO or an executive decision-maker) you may RSVP.
cvs2bvs universal brain software is a powerful cognitive switch: from cvs to bvs.
cvs2bvs is the killer app for doubling your speed of innovation.
cvs2bvs is the productivity solution for a better return on payroll.
JACK WELCH, CEO of GE used cvs2bvs as an enterprise solution to accelerate the transformation of GE from a 100-year-old slow-thinking monolith to a fast-thinking modern business with a growth surge of 4000% in shareholder value. He said, “cvs2bvs is the simplest idea in the world!” Jack understood the power of cvs2bvs as a killer business management app. He wrote: “I wish I had a management team that really understood the cvs2bvs equation because it is the value-added role in the management process”.
cvs2bvs is software for the brain which is based on The First Law of Thinking derived from modern cognitive science and our understanding of the differences in attention favoured by the two separated hemispheres of the brain.
The left brain favours inside-the-square thinking and the right brain enables outside-the-square thinking. The cvs2bvs brain app enables you to switch from left to right. From past to future. From inside to outside. From preferable to possible. From slow to fast. From good to better. From old to new. From cvs to bvs.
The First Law of Thinking is:
“the current view of the situation (cvs) can never be equal to the better view of the situation (bvs)”
“the cvs can never be equal to the bvs”Â
“cvs â‰ bvs”
The Second Law of Thinking is:
“the better view of the situation (bvs) can be ten times the current view of the situation (cvs)”
Thirty-three years ago today, on 17 November 1979, the School of Thinking was founded in a meeting in New York between Michael Hewitt-Gleeson and Edward de Bono. From the first meeting in New York, SOT went on toÂ become the world’s biggest and longest-running program for teaching thinking skills to education, business and public sectors.
SOT has disseminated over half a billion thinking lessons since 1979!
For eight years (1977 to 1984) Dr Hewitt-Gleeson and Edward de Bono collaborated to launch a project to get THINKING taught in schools as a school subject.
This was the Learn-To-Think Project and was first published in their textbook The Learn-To-Think: Coursebook and Instructors Manual, ISBN 0-88496-199-0 which was co-authored by Hewitt-Gleeson and De Bono in 1982.
Their original textbook on thinking skills was featured as a cover story on all global editions of Readers Digest (article entitled Seven Steps to Better Thinking, April 1983) with a readership of 78 million readers in 70 countries and published in 21 languages. This global publication event was the widest ever dissemination of thinking skills and remains so to this day.
To advance this project they created and co-owned several corporate entities: Edward de Bono & Associates Inc, New York (1977), The Cognitive Research and Training (CoRT) Foundation Inc, New York (1983) and The Edward de Bono School of Thinking Inc, New York (1983).
In 1983 they developed The Six Thinking Caps method for teaching thinking skills. In the Preface of a recent edition of Six Thinking Hats Edward de Bono acknowledges that their thinking hats method “may well be the most important change in human thinking for the past 2300 years”.
In 1984, they agreed to separate their business partnership. Since then they have both independently operated successful programs for teaching thinking skills.
Dr Hewitt-Gleeson continued with the School of Thinking and remains Principal. In Melbourne, Australia, in 1995 he established the School of Thinking as the first school on the internet. In 2011 SOT lessons were sent out to members in more than 51 countries.
The first Chief Instructor and former Managing Director of the Edward de Bono School of Thinking in New York was Dr Eric Bienstock who is the current Vice-Principal of SOT. Eric is a pioneer of thinking skills in the US and is widely known for his “3-Minute Thinking Method“.
Dr George Gallup of the Gallup Poll at Princeton was Michael Hewitt-Gleeson’s mentor and Examiner for his PhD. He is singularly and permanently honoured as the Patron of the School of Thinking.
Dr Gallup said: “What the School of Thinking is doing, to teach people to think for themselves, may be THE most important thing going on in the world today.”
– How does a Chief Executive Officer (CEO) make a strategic business decision?
– How does an executive form an opinion on the balance between a return on an allocation of resources and the potential risk involved?
– How do bankers or investors decide to invest their capital and how do they weigh up the balance between the hoped for Return On Investment (ROI) and the possible loss of their capital?
– How do they ‘see’ a business? On what basis is their ‘perception’ of the business formed? What model do CEOs use to get a map of a business in their mind?
– Amazingly, most of today’s investment and business decisions are still based on an invention that has not yet been updated for over 500 years!
In Venice in 1494, a Franciscan monk and collaborator of Leonardo Da Vinci, Fra Luca Pacioli, invented double-entry bookkeeping and published the world’s first textbook on accounting principles and practice. Ever since, this has been the basis of investment decisions. Double-entry bookkeeping shows a map of how money and goods flow through a business.
This allowed investors and business people to ‘see’ a business, evaluate risk and return and then form an opinion on whether or not to make an investment.
In those days and even on through the industrial revolution, a business consisted of things. Things are tangibles like property, buildings, inventories, cash in the bank and so on. So the double-entry bookkeeping system seemed like a useful way of organising one’s view of the ebb and flow of these tangibles and one simply accepted this way of looking at things and then went on to make one’s investment decision.
That was then, this is now. Since the knowledge and information revolutions, it’s hard to imagine how young business people could be misled more than to be given the impression that this is what today’s businesses are still made up of – tangibles. Yet we find that in business colleges and MBA programs around the world the medieval measurement, the ‘double-entry’ view of a business, is still being taught as though it were enough.
In the 2000s we already have computers that can do more than 100 billion computations a second and we are still using pre-Newtonian physics to make our business decisions. In the next few years, this will have to change.
In knowledge-based companies like Apple and Google what does the traditional accounting system capture? Hardly anything.
The old accounting system is blind to knowledge-based assets and is often limited to just considering labour and material costs. In today’s fastest-growing, market-responsive businesses the cost components of many products are intellectual capital like R&D and customer-service.
As clever companies increasingly recognise their intellectual assets, they will increasingly direct their attention to developing those assets. When it comes to productivity, two heads are always better than one and that means networking – intranets, extranets and the Internet. It means the messaging on Facebook and Twitter and the other emerging cognocracies.
Intellectual Capital (IC)
These ‘far-seeing enterprises’ will be exploiting, managing and measuring the primary ingredient of their economic performance, their intellectual capital or IC as it is now being called. The intangible IC assets of information, knowledge and skill will be formalised, captured and leveraged to produce higher-valued assets, higher performance and a more profitable enterprise.
Also, hi-tech manufacturing companies of today and tomorrow will derive most of their value-added from knowledge and skill. This will have to be accountable. Those businesses that are not accounting for their IC assets will be under-valued and left behind. Those that do will more than double their assets and move ahead.
ICD and Investing in People
In business, people are now becoming more important than money. IC is becoming the most valuable asset of many corporations. IC accounting is how a modern business gets a more accurate view of its people assets when knowledge is its chief resource.
Suppose you are an investor. You can form a more useful and realistic perception of companies like Google by accounting for their ‘soft’ IC assets than you can by merely accounting for their ‘hard’ assets like their office buildings, cash and equipment.
FACT: The value of the tangible (money) assets on today’s balance sheet is exceeded many times by the value of the IC (people) assets of the enterprise.
FACT: The intellectual capital of the enterprise is the raw material from which all financial results are derived.
FACT: The intellectual capital owned by the enterprise can be measured, managed and developed along with the financial capital and tangible assets currently recorded on the balance sheet of the enterprise.
Your brain synapses are actually more like individual microprocessors than simple on/off switches, and your brain has hundreds of trillions of them.
According to Stephen Smith, a Stanford professor of molecular and cellular physiology, the brain is vastly more intricate than we had ever imagined:
One synapse, by itself, is more like a microprocessor–with both memory-storage and information-processing elements–than a mere on/off switch. In fact, one synapse may contain on the order of 1,000 molecular-scale switches. A single human brain has more switches than all the computers and routers and Internet connections on Earth.
Yup, you’ve got the world’s craziest network right on top of yer shoulders.