5 of the Top Emerging Technology Trends of 2014

In a recent study, technology research firm Gartner identified a number of top technology trends emerging in 2014, with the potential to have a significant impact on enterprises over the next three years.

David Cearley, a vice president at the firm, said there is a “Nexus of Forces” made up of social, mobile, cloud and information technologies, which are converging and creating demand for “advanced programmable infrastructure that can execute at Web-scale.”

Here are 5 of the top trends Gartner identified:

Mobile Device Diversity and Management
The Bring Your Own Device (BYOD) phenomenon is a new reality in the workplace.
Business are in the middle of deciding how they want to address the expectations of their employees, and some business are pushing BYOD themselves, in a bid to save costs on hardware and software.
According to Gartner, one result of BYOD is “a doubling or even tripling of the size of the mobile workforce.”
Provisioning for all of these devices is a major undertaking, with the need to secure network access for employees, guests, and partners, even when they are using personal devices at 

work.

Mobile Apps and Applications
Gartner predicts improvements in JavaScript performance will push HTML5 and browser-based enterprise application development environments into the mainstream.
The firm recommends the development of richer voice and video as a key focus for developers, which can already be seen as WebRTC grows in prominence.
Gartner believes the number of mobile apps will grow—while the number of larger applications shrink–with apps becoming smaller and more targeted than more comprehensive applications.

The Internet of Everything
Along with smart TVs and field equipment, the “Internet of Things” is beginning to take off, with a staggering array of devices, appliances and vehicles just waiting to have their own IP addresses.
Garter lists four basic usage models created by the combination of data streams and services digitizing everything: “Manage, Monetize, Operate and Extend,” which are applicable to any of the four fields of the Internet: people, things, information and places.
The reports cautions that “most enterprises and technology vendors have yet to explore the possibilities of an expanded Internet and are not operationally or organizationally ready.”

Software-Defined Anything
This is another area that’s been very buzzy lately, usually focused on Software-Defined Networking, or SDN.
Gartner predicts Software-Defined Anything (SDx) will result in emerging standards bridging capabilities to benefit portfolios, while challenging individual technology suppliers to achieve true interoperability standards, as opposed to seeing increased siloing.
“Vendors who dominate a sector of the infrastructure may only reluctantly want to abide by standards that have the potential to lower margins and open broader competitive opportunities,” Gartner says, “even when the consumer will benefit by simplicity, cost reduction and consolidation efficiency.”

Smart Machines
You may want to call this “The Rise of the (Smart) Machines.”
Gartner forecasts that over the next two decades, there will be a “proliferation of contextually-aware, intelligent personal assistants, smart advisers (such as IBM Watson), advanced global industrial systems and public availability of early examples of autonomous vehicles.”
According to the firm, this will be the most disruptive in the history of IT.
Whatever the consequences of these titanic shifts in technology and how it’s used, you have to admit: These are interesting times.

XOLO A500S Review

4 Tips for Hiring People Who Work As Hard As You Do

A few years ago, I met serial technology entrepreneur, Heidi Messer, at a CEO Summit hosted by Astia, where I serve as a board member. Astia is advancing women into high growth entrepreneurship. I asked Messer how her priorities have changed since her first start-up experience. Unlike most CEOs who focus solely on sales or product development as an early stage imperative talking point, Messer said that human resources and culture have evolved as top priorities from the get-go. We talked about what successful companies do toattract talent.

Culture and people determine success. I get it. But, now what? How does a CEO ensure that she hires the right people and cultivates the right culture from the get-go? I turned to Sue Stockdale, author of Motivating People, consultant, speaker, and contributor at PSDNetwork LLC, where I am co-founder, for some tips. This is what she shared:

1. Subscribe to social media platforms you think your potential employees follow.

LinkedIn, Twitter, and Facebook are only the beginning; look at Pinterest, Instagram and Tumblr. Make sure your messaging on each platform is consistent with the story you want to tell about your business. Every touch point is a possible opportunity to engage prospects.

2. Use a behavioral assessment tool in your recruiting process.

Consider the skills, experience, behavior, and values that are important for your business and map them to the candidates you have coming through the door. You might find a candidate with the right skills and education, but not the right culture for the team you are building.

3. Be prepared to invest in your employees.

When you are running lean, like most start-ups, you rely on your staff to deliver fast results. But, your approach to their development needs to be long-term if you want to attract the right talent and keep them with you. "View your job as enabling your team to succeed," says Stockdale. You want to give people a reason to be led by you today and tomorrow. If you invest in hiring on and developing the right staff, they will invest in you.

4. Offer competitive compensation packages.

The war for talent for key positions is tough, even with economic uncertainty. "Candidates are looking for what's in it for me," says Stockdale. Competitive compensation packages that don't break the bank, opportunities to directly impact direction, and inspiring leadership styles all contribute to the attractiveness of candidate and employee engagement.

Over and over I hear from founding teams who learn that they chose the wrong staff or realized too late that they hadn’t created a structure and talent pool conducive to the type of corporate culture they desired. Don’t let this happen to you. Invest in the right people and you build the business you want to lead.

Three Musts to Retaining Superstar Talent

In a previous post, I wrote about five toolsto look for when recruiting superstar talent. In this post, I'd like to share some key lessons learned over the years when it comes to retaining your top people.

As a general rule, it's important to note that by the time your best talent comes to you and says they're leaving, more often than not, it's too late. They've long since reached the conclusion it's time to go, having repeatedly seen or experienced examples of why they no longer want to be at the company. At that point, it's going to be extremely difficult to keep them.

One of the reasons it's so hard to change a person's mind once they've communicated their intention to leave is that they may not be willing to share the truth behind their rationale. At least in the case of the tech industry, it's a "small town," so people understandably want to leave doors open vs. burning bridges by speaking hard truths. Without knowing what's really motivating a person's decision to transition, it can be challenging to convince them otherwise.

Additionally, if losing the person to another company, you'll most likely be up against a grass-is-greener dynamic. Departing employees know what it's like at your company -- both the good and the bad -- but they are being wined and dined by hiring managers and recruiters who are telling them only the good, if not the great, about what it's going to be like to join a new team.

Lastly, sometimes the person can't quite put their finger on the reason they want to make a change. They just "know it's time" or have a gut feeling it's the right thing to do. Generally speaking, it's hard to counter an argument when one isn't being made.

All of this underlies one critical dynamic when retaining talent: Start the retention process when the person is still open to staying and not after they've already told you they're leaving. From time to time, you may be fortunate enough to walk someone back from the ledge (in certain cases, I've seen people retained even after they've accepted roles elsewhere), but this is the exception rather than the rule. If you are counting on your ability to persuade people to stay after they've already made the decision to leave, you should expect to lose far more talent than you save.

So how can you prevent this scenario to begin with? In my experience, there are three critical must-haves, all of which need to be in place well before the individual comes to you saying they are on their way out: Mentorship, career path, and recognition.

Mentorship

The primary role of a mentor in this case is to help the mentee determine what it is they ultimately want to do, and ensure they are well equipped to pursue that path. Why is this so important when it comes to retention? Because the clearer your talent is about their desired end goal, the earlier in the process you can work with them to make it a reality.

Bear in mind, simply because you are someone's boss, doesn't make you their mentor. To the contrary, by virtue of your role as manager, your employee may be hesitant to share their future plans (especially if it doesn't include you), or concerns about why working for you or your team is leaving them dissatisfied. Without knowing what's on their mind, it's going to prove prohibitively difficult to make the appropriate course corrections.

Rather than assume you are the right mentor for your directs, help them find the right mentor. That means leveraging your understanding of the individual -- their strengths, weaknesses, values, sensibilities -- and suggesting the best person to complement them. A mentor can come from within your organization or outside the company. Either way, they are there for your employee first, providing an impartial sounding board that can draw upon the mentor's own relevant experiences to assist the talent in making and pursuing the right career choices.

Career path

One of the most common questions I'm asked, especially among interns and new college grads, is, "What can I do to successfully achieve my career goals?" My reply is simple: Understand what it is you ultimately want to accomplish. As straightforward as this sounds, I can't tell you the number of times I've asked this question of people who have been working for five, 10, even 15 years, and still don't have any idea what the answer is. Oftentimes, this is due to the fact their careers have largely been opportunistic vs. goal driven. Swept up in a current of promotions, raises, and job offers from the latest hot new company, these individuals steadily work their way up the ranks in title and money, only to find themselves thoroughly unhappy in their current role years later.

Three ways to avoid this scenario are for any individual to:

1. Know what they want to do (optimizing for both skills and passion)
2. Surround themselves with the right people (e.g. see "Mentorship" above)
3. Always be learning

As a manager, one of the most valuable things you can do for your top talent is ensure you are asking the right questions, encouraging the right conversations, and doing everything within your power to help them realize these three dimensions on the way towards achieving their dream job.

Recognition

Every individual you work with, regardless of their position within the organization, not only wants to be recognized -- they need to be recognized. It's a fundamental part of human nature.

While compensation is an important part of the mix, recognition goes well beyond what a person earns. It can take the shape of a promotion, a shout-out at a staff meeting, a congratulatory email, or a pat on the back. The key is taking the time to understand what motivates the individual and expressing your appreciation whenever appropriate. The more personal and authentic, the better.

Don't make the mistake of taking your most talented people for granted and assuming they know how you feel. If that's the case, more often than not you'll end up telling them, but only after it's too late. Recognize a job well done consistently and you'll not only be more likely to retain your most valuable people, you'll motivate them to do their best work along the way.

What Makes Businesses Pinteresting?

In just over 12 months, Pinterest has gone from a social network of choice to an essential marketing tool for many brands. Its online bulletin boards can help humanize a brand and display personality.

With more than 1.36 million visitors every day, Pinterest also gives businesses a platform to tell a compelling story, driving traffic back to their website in the process. In fact, Pinterest has more referral traffic than LinkedIn, Google+ and YouTube combined.

For many brands, it’s the next step once they have established a digital presence
elsewhere, combining two of the most compelling elements of social media: visual content and sharing who you are.

Before you take the Pinterest plunge, here are some tips for building your brand’s presence:

Related Resources from B2C
» Free Webcast: The Success of Visual Brands: How to Measure the Value of Instagram

#1 Make a Business Page

Like Facebook, Pinterest has an optionto establish a business page, providing access to analytical tools that allow you to track the number of unique users, repins, , impressions and visits to your boards.

#2 Write a Good Description

You have only 200 characters to describe your business to the Pinterest world, but with such a visually driven site, that’s plenty. Google Analytics is a great place to start when writing your description; it will tell you what keywords drive people to your site.

#3 Use your Current Website Images (To Start)

Certain industries are more visually driven than others, and while it may seem like building a Pinterest presence will require significant effort that’s not always the case. To start, take an inventory of the photos on your website and post those that best personify your brand. Be sure to consider all of your audiences and look for images and content that speak to their needs.

#4 Follow Other Businesses

Follow other businesses to see what they are doing to generate content and traffic. Pinterest is a platform where many businesses share content not found elsewhere. In most cases, when you follow someone they will follow you back, building your Pinterest presence.

#5 Explore Rich Pins

This may be the most important tip for the Pinterest skeptics out there. Rich pins add more information to a pin, beyond just using a picture.

Pinterest has 5 types of topic-specific rich pins, which you can include various details related to the pin.

Article Pins – Headline, Author Story description and link

Product Pins – Real-time pricing, availability and where to buy

Recipe Pins – Ingredients, cooking times and serving information

Movie Pins – Ratings, cast members and reviews

Place Pins – Address, phone number and map

You must apply for, add information to and validate your Rich Pins before you can use them, but in the end it’s worth it! These Rich Pins give users and followers more information about the topics they are interested in (YOU!)

YouTube vs. Facebook: Only One Of These Still Has An Audience

We are closing in on the midway point of 2014 and it’s shaping up to be the year online 

video reaches its tipping point in capturing brand dollars.  A recent report showed for the first 

time, Internet ad revenues have passed broadcast TV revenues.  Brands now have to take into consideration that we’re living in a multiscreen world with people watching more and more content online.  But they also have to be fully aware engagement is key or viewers will bypass ads, similar to fast forwarding through every commercial on the DVR.

When it comes to large platforms for brands, Facebook is where brands used to look in the past, but this is 2014 not 2008. Facebook’s declining organic reach and insistence upon brands needing to pay to reach the audiences they’ve spent millions to acquire has left many brands frustrated. Meanwhile, YouTube, with its higher engagement metrics and earned media potential is in a prime position to capitalize and capture brand dollars.

A recent study this February found companies’ posts only reach around 6% of their fans organically on Facebook. This means if your Facebook page has 100,000 fans, only 6,000 of them are likely to see the post. The other 94,000 won’t know your post existed unless they go to your Facebook page and the chances of that happening are even slimmer. Facebook is hinting in the near future brands and companies should expect organic reach to be zero.

Some brands have stopped using Facebook altogether and are going to other platforms. Food site Eat24, which had over 70,000 likes, wrote a “breakup letter” saying they were deleting their page because Facebook is no longer a true social network.  This could be the first of many of brands jumping ship on Facebook and taking up real estate elsewhere.

Facebook says the reason for gradual decline in organic reach is because of increased competition for limited space in the newsfeed for brands. Content being produced is being created at a faster rate than people can consume it. An average of 4.75 billion pieces of content are being shared daily on Facebookand 58% of consumers have liked at least one brand page.

While one brand leaving the platform is hardly a diaspora, it’s likely brands will be looking elsewhere to engage with their fans and YouTube is the likely candidate. According to data I recently pulled across the top five brands on each platform, the engagement rate of YouTube compared to Facebook is 20 times greater (infographic below).

Highly engaged viewers drive sales and according to YouTube, four in ten shoppers visit a store in person or online as a direct result of watching a video.  In addition, 34% of apparel shoppers said they were more likely to make a purchase after viewing an online video.  So, while Facebook fans are becoming less engaged and seeing a steady decline of the youth demo, losing 25.3% over the last three years, YouTube is going in the opposite direction. As I mentioned in a previous post, YouTube has a massive young user base, with more US adults ages 18-34 than any cable network.

At a time when Facebook is alienating advertisers, YouTube is aggressively courting them. Three weeks ago YouTube launched an aggressive print, TV, and outdoor ad campaign, as well as its Google Preferred program, which provides upfront media packages to make itself more palatable to more traditional advertisers.

Brands such as Taco Bell, named marketer of the year for 2013, are generating significant sales and touting YouTube influencers as core to its digital strategy. Now others are likely to follow suit.

It’s not unlikely we’ll see more brands follow Eat24’s lead, opting out of investing in a platform in which engagement is continuing to decline. Meanwhile, YouTube’s aggressive moves to acquire advertisers and overwhelming engagement rates leaves the platform primed to welcome brands looking for alternatives.

Facebook: I'm Giving Up, You've Jumped The Shark

I'm giving up. Facebook Wins, We all lose.

Facebook's Edgerank Algorithm keeps getting worse for exposure of both personal and business posts. I'm giving up trying to share relevent and educational articles from other sites. Facebook buries them. Shared photos and videos? Facebook buries them. With my Personal account supporting The Chris Voss Show blog I have roughly 20,000 facebook followers/friends and still even paying to promote, the results suck. I can tell now by how Facebook puts certain boxes around my posts when they go up, some really small for Youtube shares, others simple around a shared news story, that almost no one will see it. You can tell by the lack of comments and engagement. Text posts seem to be the only thing that works anymore. Facebook has been honest about what its burying and the bottom line is they want you to buy ads to promote your interests if you want engagement.

Buy Ads or get nothing. Pay to Play. Content engagement isnt quality anymore, its just about $$.

I knew this would happen all along. I knew Facebook would go ad based and betray all the people who spent tons of money building their Fan Pages and then hold the followers for ransom. Did you really think Facebook wouldnt grow up into an ad service platform? Just think if you'd spent all that money building up your own .com site? This was seen coming by me for miles away. For 4+ years I've told clients I consult with to grab as much online real estate as you can, cause someday it wont be free. Some listened, fools waited. I've got news for all you complainers. It will keep get worse and you will have to pay more or sit out.

Necessity and economics drive change. Time is ripe for change again.

I remember the heady days of MySpace. Its was an awesome exciting platform at the time where you could share and communicate with your friends. For companies struggling with the recent recession it was a great emerging platform for small and large business. Then Rupert Murdoch showed up and bought the company for $580 million and MySpace suddenly had massive debt. It had to grow up and meet shareholder demands. The end result was more ads, more red tape and pages you had to go through to do anything. They killed its experience and we left for new open Facebook.

Even Facebook knows it has you trapped and surrounded.

Now Facebook has become the experience killer MySpace was. A small percentage of followers will see your posts in terms of 3-7% if your lucky. Thats likely Impression Rates too showing up on a giant feed wall so you might as well be yelling into an empty forest? Even Rupert Murdoch Tweeted a warning to Facebook 10 months ago: "Look out Facebook! Hours spent participating per member dropping seriously. First really bad sign as seen by crappy MySpace years ago." Mark Zuckerberg is furiously investing in other companies as people move to other platforms with their time spent online. He knows he's got to squeeze you for whatever $$ you have left as you spend more time elsewhere and hopefully he'll pick you up at the other site. If you really think about it, its pretty smart. Facebook will squeeze you for money, you run to another site, Facebook owns it or buys it and will eventually squeeze you there too. ITS LIKE A RAT MAZE GAME! All Facebook has to do for survival is just buy the next place youre leaving it for. Well at least Facebook was smarter than MySpace in that regard.

Are you expecting it to improve or get cheaper by complaining?

Its not gonna get cheaper or easier on Facebook. If you're complaining now, its only gonna get worse and more expensive. Right now the only thing that seems to get any traction, engagement and views, is writing an original text post and I'm not even sure a photo should be on it, Facebook might think its a meme. The sad part is this really kills sharing outside posts and information which is what social media is built on - the freedom and democratization of information. Facebook wants you to make content for them and if you want to SHARE other stuff as a distribution point for others, you'll need to pay for that too.

I learned a long time ago as a serial entrepenuer and investor that if you dont own it and control it, kiss it goodbye. I've never poured money into getting Facebook Fan Page tons of fans. All my money goes into a site I own and control: TheChrisVossShow.com. I can still send posts to everyone on my lists without paying more. Maybe its time we all invested into something we control for a change and quit the rat maze race?

So Facebook you win. You've killed my fun and experience. Its all about you and your money grubbing now. I'm pulling back all the sharing and just doing a few text posts and a picture or 2 giving you the bare minimums until something better comes along. Which it will. Who needs a Facebook "killer" when you've got Facebook suicide.

Time for a change.

Heartbleed bug: millions of Android devices still vulnerable

Millions of Android smartphone and tablet users could still be vulnerable to the Heartbleed bug, which can be exploited by hackers to steal passwords, credit card details, encryption keys and other sensitive data from web servers, without leaving any trace.

Heartbleed is thought to be one of the most serious security flaws ever found, partly because it remained undiscovered for more than two years. Experts estimate that around two-thirds of the world's web servers run the software that contains the bug, known as OpenSSL, meaning they are vulnerable to attack until a security patch is installed.

In a blog post last week, Google product manager Matthew O'Connor said that all versions of Android are immune to Heartbleed, with the exception of Android 4.1.1. Patching information for Android 4.1.1 is being distributed to device manufacturers and mobile operators, who are responsible for creating and issuing the updates.

Android fragmentation is a known problem within the ecosystem, and millions of users could still be running version 4.1.1, which was released in 2012. According to Google's own Android developer dashboard, up to 34.4 percent of all Android users are currently running 4.1 - 4.1.2, though the exact number of users running 4.1.1 is not known.

The Heartbleed bug was made public at he beginning of last week by researchers from Google and a Finnish company called Codenomicon.

A fix was simultaneously made available and quickly implemented by the majority of vulnerable websites (including Google Search, Gmail, YouTube, Wallet, Play, Apps, App Engine, AdWords, DoubleClick, Maps, Maps Engine and Earth), but there is no easy solution for Android gadgets that carry the flaw, according to security experts.

“One of the major issues with Android is the update cycle is really long,” Michael Shaulov, chief executive of cyber-security company Lacoon Security told Bloomberg. “The device manufacturers and the carriers need to do something with the patch, and that’s usually a really long process.”

However, Marc Rogers, principal security researcher at mobile security firm Lookout, told the news agency there are no signs that hackers are trying to attack Android devices through the vulnerability, as it would be complicated to set up and the success rate would be low.

"Given that the server attack affects such a larger number of devices and is so much easier to carry out, we don’t expect to see any attacks against devices until after the server attacks have been completely exhausted," he said.

Job Interview: Why Only 3 Questions Really Matter

Even for the most fearless amongst us, job interviews can be nerve wracking. In order to give us the best chance of success we tend to prepare for many of the difficult questions we anticipate, questions like:

• Why should we hire you?
• What can you do for us that other candidates can’t?
• What are your key strengths and weaknesses?

Of course, you can never predict how an interview will go and what questions you will get. You might get an interviewer who fires one tough question at you after the other, or one that turns the interview into a more comfortable, natural two-way conversation. Preparing, therefore is difficult. In most cases we practice the answers to a long list of possible questions. The problem is that this can leave you over-prepared and as a consequence your pre-conceived answers can come across a bit robotic.

From my experience, there are really only 3 questions you have to prepare for and you can link most of the interview questions back to these three. Preparing for these three questions also means you can answer most questions more naturally, simply by referring mentally back to your preparations for these three questions.

Basically, any interviewer wants to establish 3 key things:

1. Have you got the skills, expertise and experience to perform the job?
2. Are you enthusiastic and interested in the job and the company?
3. Will you fit into the team, culture and company?

However, during the job interview, the interviewer might use many different questions and angles to get to the answers. If the interviewer doesn’t get what he or she wants from one question, they might ask them in different ways. Or they might probe from different angles to test for consistency in your answers.

Here is what’s behind these 3 questions:

1. Have you got the skills, expertise and experience to perform the job?

Think about the key skills you might need for the job you have applied for and assess your own level of expertise and experience in that context. It makes sense to identify the more specific or technical skills that your potential employer might expect as well as some more generic skills such as being a good communicator, having good IT skills, being a team player, etc. Once you have prepared for this question it will help you answer many different interview questions without getting sidetracked into talking about things that are not relevant. Remember that you want to demonstrate that you are aware of the key skills, expertise and experience required to do the job and that you have what it takes to perform it. Always go back to the key skills, expertise and experience when answering scary (and sometimes silly) questions like:

• Tell me about yourself?
• What are your greatest strengths / weaknesses?
• What can you do for us that other candidates can’t?
• Why do you think you are right for this job?
• What do you think the main challenges will be?
• Etc.

2. Are you enthusiastic and interested in the job and the company?

Any potential employer wants to know that you are interested in the company and excited about the prospect of working there. You therefore want to demonstrate that you have researched the company, understand its strategy, current performance, structure, market position and products and that you can’t wait to join them. For most, you will have done your homework before you even applied for the job, but if you haven’t then check out the ‘about us’ section on their website and search for the latest strategy documents, annual reports, key statistics as well as the company history. Show that you know them and demonstrate your enthusiasm for the job and company. Here you might also want to think about your ambitions and how they fit into the company you have applied for. You can then use the insights for answering questions such as:

• What do you know about our company?
• What do you think our company is aiming to achieve?
• What do you know about our products and services?
• Why do you want to work for this company?
• Why do you think this job is right for you?
• What motivates you?
• Etc.

3. Will you fit into the team, culture and company?

This final key question is about your personality and your style and how you as a person fit into the team and culture of the company. Companies have different cultures, which translate into different ways of behaving and working. It is important to make sure you fit in and don’t feel like a fish out of water. In fact, it is important for the company as well as for you. Again, hopefully you will have done some research prior to applying for the job. Sometimes, it can be tricky to find detailed knowledge about the company culture, in which case you simply talk about your assumptions and why you feel you fit in. One relatively new website that offers a glance inside companies is Glassdoor. The site is still in its infancy but provides a growing amount of data and information about what it is like to work for different companies. You want to map the culture of the company or the team you are planning to join and compare this to your personality traits, style and behaviors. Again, once you have done this you can use it to answer questions such as:

• How would you describe your work style?
• How would you describe yourself?
• How would your colleagues describe you?
• What makes you fit into our company?
• What makes you a good team member?
• If you were an animal, what animal would you be?
• Etc.

Of course, any interview is a two-way process. In the same way the interviewer wants to find out that you are right for the company, you need to assess whether the company is right for you. Each of the questions can be turned around so that you can assess:

1. By joining this company, will I make best use of my skills and expertise and will they help me to grow them further?
2. Is the company excited about having me work for them and will they give me the necessary support?
3. Is the company culture the right fit for me so that I can flourish and be myself?

If you ask relevant questions from your point of view then this will make the interview more balanced and create a more natural conversation.