Sedan dess har ett nytt filmavtal kommit på plats med teknikneutralitet som sin viktigaste ingrediens, det vill säga att en film kan få stöd av Filminstitutet även om den inte är avsedd för bioduk.

Sveriges radio har gjort en serie om kultur för mobilen. Första avsnittet handlar om att det skapas film avsedd för mobila enheter.

Produktionsbolaget Pocket film tipsar i inslaget om hur att man förändra sitt skapande:

• Komprimera berättelserna
• Rak historia
• Fånga till tittaren på 5 sekunder

Jag noterar också att teamet är litet, tre personer, och att man gör en serie korta filmer istället för en lång. Bra grej, för att få ihop filmaffären på digitala plattformar måsta man hitta vägar att producera billigare på.

Mina smilgropars fest slutar abrupt när Peter Possne på filmbolaget Sonet film får reportagets sista ord: “man får förenkla och man förlorar ju också mycket av filmens magi”

Den kan man kanske tycka, men det är ett dåligt argument för att man inte ska komplettera sitt uttryck och producera film till kostnad man kan bära och till en plattform konsumenterna i allt högre utsträckning befinner sig på.

Göran Du Rées på filmhögskolan i Göteborg sticker ut hakan och säger att “det är klart att tekniken alltid förändrar uttrycksätten”.

Lev med det nya, bevaka hur människor konsumerar media och experimentera med det nya. Framförallt, vänta inte på din 10 miljoners budget innan du skapar film av dina grymma idéer.

(via Kulturekonomi)

Det handlar om att spara pengar, miljön och tid genom att ha bättre koll på var grejor är och att länka samma olika system av sensorer så att de kan prata med varandra.

Men hur kul är det egentligen. Inte alls faktiskt.

Precis innan vårt rundabordssamtal förra veckan åt jag lunch med Franciso Javier Zorzano på spanska Telefonica. De investerar stort i internet of things, han lämnade mig med ett bra statment “internet of things right now is black, we need content to light it up, it’s up to the creatives to do it”.

Sagt och gjort. I det därpå följande samtalet pratade vi om hur vi medieproducenter kan använda ett nätverk av uppkopplade saker när vi skapar innehåll och tjänster.

Medias roll i Internet of things

Det är tjänsten vi vill ha
För oss handlar det om att skapa ett Internet of services. Det är tjänsten människor vill ha, inte produkten. Vi skiter i sakerna. Bara tjänsten fungerar.

Det som är roligt slår
En anledning till att Internet of things inte är känt för den breda allmänheten kan vara att det inte är roligt. Här har vi medieskapare både en roll att fylla och en möjlighet att skapa. Det var inte banktjänster som gjorde mobiltelefoner till en rolig pryl.

Sömlös integration
För att vi verkligen ska kunna använda ett internet of things i vår vardag och överallt så måste de olika systemen hänga ihop på ett bra och logiskt sätt. Här har världens interaktionsdesigners en viktig roll att fylla.

Här startar vi

Städerna är nyckeln
Städer är fulla av sensorer som redan idag genererar data. Städer som San Francsiso, Stockholm och New York har börjat göra den tillgänglig. Sen är det upp till oss att bygga tjänster för att göra mening av, visualisera och skapa förståelse för datan.

Situationsbaserad media
Med hjälp av ett nätverk av uppkopplade sensorer kan vi skapa media som förändras beroende på vilken plats och i vilken situation konsumenten befinner sig.

I samtalet deltog Anders Hedberg (Videocent), Caroline Lantau (Media Evolution), Christer Månsson (Media Evolution), Dennis Rosinder (Magisty), Erik Wallin (City conversity), Håkan Isaksson (Rampen), Jenny Sahlström (Film i Skåne), Joakim Lindblom (Augmented event), Leif Kajrup (The Concept Factory), Martin Thörnkvist (Media Evolution), Mats Lindholm (Woody bygghandel), Michael Nilsson (Spelkultur AB), Michaela Schmied (Augmented event), Per Johansson (Infontology) och Rikard Windh (Scantags).
______
Lås också Per Johanssons tankar från samtalet.

När världens stora telekomföretag tävlar om att överträffa varandra i det förutspådda antalet uppkopplade enheter vi kommer ha omkring oss i framtiden, Ericsson-chefen tror på 50 miljarder 2020, kan vi lugnt konstatera att det är mycket som kommer vara uppkopplat.

Själv har vi kopplat upp oss till internet i över ett decennium. Med sensorer (framförallt GPS) knutna till oss i högre utsträckning är vi numera även på allvar uppkopplade (i alla fall på joggingrundan och på vågen). Att även saker i vår omgivning ska vara uppkopplade lärde vi oss för ganska många år sedan i kontexten välfyllda hyllor i kylskåpet.

Att förstå ett nätverk av saker

Sedan hypen kring det uppkopplade kylskåpet har komplexitetsnivån höjts och med den svårigheten att beskriva vad internet of things är.

Sätten att beskriva det revolutionerande i att allt omkring oss kommer vara uppkopplat varierar. Inför The Conference förra året pratade jag med Joakim Formo på Ericsson User Experience Lab om det här. Det visade sig att det var en av deras stora utmaningar, att göra användningsområdet begripligt för en bredare allmänhet. Som ett svar på det Ericsson satt internet of things i en kontext som vi all känner till, sociala nätverk.

HP pratar om att skapa ett nervsystem för planeten.

För IBM handlar det om att göra planeten smartare.

Media och internet of things

“With this knowledge we can reduce cost, cut waste, improve the efficiency, productivity and quality on everything from companies to cities.” - från “Decade of smart”

Med sensorer överallt kommer vi kunna ta bättre underrättade beslut som leder till att vi kan bli mer effektiva och så vidare. Men den stora frågan för oss som skapar media är hur vi kan använda alla uppkopplade sensorer.

Frågan är var mediainnehållet kommer in i den här ekvationen? Text, bild, ljud, spel och så vidare? Vilken roll kommer det spela. Är vår kunskap pusselbiten som gör tekniken användbar och får Internet of things att lyfta på riktigt?

Att de stora IT-bolagen satsar på att bygga infrastruktur är ett gott tecken för oss att börja fundera på vad nätverket av sammankopplade saker ska trigga och vilka saker som ska triggas av media.

Gränssnitten mellan oss och tingen – vi tittar på media

Internet of things handlar i grunden om saker som är uppkopplade, men det handlar lika mycket om gränssnitten mellan det uppkopplade och oss människor. Här spelar i dagsläget tekniker som NFC, RFID och QR-koder just nu stor roll.

Men för mediebranscherna tror jag att det är skärmarnas utveckling som kommer vara det viktiga. På sikt kommer vi ha skärmar överallt som så klart kan visa den media vi skapar, med hjälp av de gränssnitt vi utvecklar. Media är i de flesta fall kopplat till att vi tittar på något. Filmer, spel, tv, litteratur.

TAT har skapat en vision för hur skärmar i det mesta kommer förändra vår vardag

I Microsoft framtidsscenario är de centrala.

Att allt är uppkopplat och att vi har skärmar överallt kan vara det som göra media och internet of things till en riktigt intressant kombination. Möjligheter för interaktivitet och anpassning till den kontext och plats vi befinner oss på gör att media med internet of things kan utvecklas till något som är än mer invävt i människors vardag än idag.

Om vi tänker oss att alla ytor är en uppkopplad skärm blir kopplingen internet of things och media enklare att förstå och möjligheten för klarsynta framtidsscenarierna större.

Kinas premiärminister pratar om internet of things, det är läge för mediebranscherna att göra detsamma.

“We want to integrate learning in the business. We do it by making ‘Stop & Reflect’ an everyday ingredient. It is about stepping back, thinking, looking and describing. You detect patterns, get insights and explore what things can mean. It is about finding meaning and discovering new opportunities.”
IKEA Learning Booklet (2009)

Curt Temin, Learning and Development Manager at IKEA of Sweden, believes that more employees at IKEA must become seniors. This means they should climb up a step on IKEA’s skills ladder from being “in the role,” where they master their field from every possible aspect, to become “senior” and thus take responsibility for developing the field, as well as coaching and mentoring employees in the field.

In Donald Schön’s terminology, it could be described as becoming a reflective practitioner, i.e. a person who has acquired the ability of “reflection in action”.

Learning in the business process

IKEA’s learning philosophy is based on Kolb and ultimately aims for learning to become an integral part of the business process and thus a means for developing the organization and all of its business processes. At both the team and the individual level, learning is based on actions undertaken in a given situation.

For learning to occur, it is necessary to step back and reflect on what did or did not go well. Only then can patterns emerge and conclusions be drawn about one’s behavior. With such insights, the individual is better equipped to deal with a similar situation the next time around. Learning has occurred.

Creating a learning culture

To build a culture that integrates learning into daily work, IKEA tries to take a reflective approach by applying “Stop and Reflect”, a method that entails stopping and considering a situation from a learning perspective.

At the individual level it is about questions such as: What did you learn about the business? What did you learn about yourself? What do you need to improve?

At the team level, it primarily involves issues relating to cooperation: What helps or hinders us from working together effectively? What do we need to change and improve to become a more effective team?

IKEA also addresses a more systemic level, known as “Big talk”. Questions that are relevant here apply to the organization as a whole:

What does this say about other parts of IKEA and about the rest of the world? What does the rest of the world say about us? What does it mean for us and how can we make good use of it? How can we share our insights and discoveries with other parts of IKEA?

The Intranet — past and present — is the megaphone the management group uses to keep employees informed. Even though people in the marketing world have encouraged dialogue in relation to the market for decades.

This era, however, is finally over! Companies are finally beginning to realize that even the internal organization should be regarded as a market.

We have organized our experience on these issues into ten points to consider for your company’s internal communications strategy. We call it a digital workplace.

Philosophical

1. Transparency!
Feedback and dialogue encourage innovation and creativity in the organization. A company with open discussion promotes participation.

2. Collaboration is the very purpose
In addition to being able to interact transparently with each other, your employees should also be provided with tools that encourage effective collaboration.

3. Open space for dialogue
Email is a short-term form of dialogue with contents that does not reach the entire organization. To build structural capital, information should be exchanged in a work space to which everyone has access.

4. Encourage innovation and creativity
A company that is transparent, encourages dialogue, provides tools for collaboration and has structural capital readily available will increase innovation and creativity.

5. Build the internal brand
A thoughtfully planned and open digital workplace is the ideal forum in which to build and strengthen corporate culture and to internally build the company brand and values.

Practical

6. An irresistible home page
A successful storefront attracts customers into a store. The same applies to the home page. Base it on the needs and ordinary work day of the employee.

7. Comment, share & like
Giving employees the opportunity to comment on a news item, share horizon scanning and say what they think about the content is what social media is all about. It encourages dialogue and allows for transparency.

8. Filtering is the new “like”
All information should be accessible to everyone, but the employee must be able to choose what he or she needs to follow.

9. Maximum searchability
Think carefully about how to structure and tag information and documentation. It should be just as easy to find on the digital workplace as on Google.

10. Don’t forget the mobile units
Accessing digital workplace content by tablet and mobile phone should be just as natural as from the computer.

Tools

Goal-oriented courses and training programs
Both traditional courses and e-learning are distributed and administered using a Learning Managmnent System. Moodle.org is an open web-based system that is free. Shorter goal-oriented courses can be quickly produced with programs such as Articulate.com. Web meetings can be quickly organized and broadcast using the free software Skype.

Job-oriented learning
Learning material can easily be uploaded and distributed using the platform Drupal.org. It is web-based and free. PowerPoint or Keynote presentations can exported to Articulate.com and the inflow of information and knowledge can be organized using the free service Netvibes.com.

Collaboration and Communication
The social web service Ning.com can be used to get started with knowledge sharing and collaboration. To build and share common knowledge, try the web-based Wikispaces.com, which is similar to Wikipedia. If you want to produce and upload videos, try Ning or streaming on YouTube.

Interview

It would be no exaggeration to say that Johan Skoglöf, CEO at LearnTech, is a leading e-learning consultant and learning trendspotter in Sweden. He has worked with several major organizations from different industries at varying levels of maturity with respect to learning.

What distinguishes mature learning processes from the more traditional?
“Traditional courses and e-learning courses are often handled via a Learning management System (LMS). You administer courses and do reporting. More mature, target-driven and flexible learning is based on standardized process support for systematic skills management. What skills are needed for future business development? Which skills does it require? And what skills activities should be implemented operationally?”

“In mature learning processes, objectives are set at the individual level, activities come on time and e-learning is mixed with traditional courses. One new trend is to integrate evaluations based on the impact of the activity at work.”

What do you do if you want to approach learning at work?
“The purpose of work-oriented learning is to support staff on the job, like sales representatives with a certain product, or a group of financial advisers, and then the information is more contextualized directly on the web site in the form of screenshots, etc. The trend is to achieve what is known as a personal learning environment (PLE), in which the flow of knowledge is configured in a personal overview for blogs, Twitter flows and so on.”
How do you take the step to collaborative learning and what does it entail?

“Collaborative learning is completely user-driven and situational. It involves building a culture of learning from the knowledge and experience of others, while contributing one’s own. You generate your own forums or wikis online that, for example, programmers often use. But the driving forces vary, depending on the organization and role. In some cases you use grades, or focus on specific items. But just having the opportunity to relate personal experiences and become visible in the organization is a strong driving force.”

“Openness in the large organizations is still quite limited. Communities are built inside firewalls, even though little of the information involves trade secrets. An example of the opposite is Cisco, which has open forums for developers.”

“Creating Facebook or LinkedIn groups at work, which are work-related, is also becoming increasingly common since companies are realizing how difficult it is to draw the line between work-related learning and other things.”

Facebook, blogs and YouTube have changed the lives of most people. People learn from the knowledge and experience of others and contribute with their own in a way that is unprecedented. As a result people are learning—developing new ways to understand themselves and the world.

The business community, public organizations, universities and schools share a strong belief and hope that new media and communications capabilities will lead to new and more effective ways to learn. There is also a clear tendency to focus more on learning issues than on teaching and education issues.

At the same time it must be noted that changing how learning is perceived is not easy. There is a deeply rooted tradition in some places where learning occurs when some people read (or lecture) to others, while others listen and read (or study) afterwards. This approach also largely characterizes new forms of e-learning and mobile learning.

Learning in the future

This scenario is supported by experience from the network “Learning in the future in a business-driven organization” in which several international companies participate, including IKEA. Several of the companies in the network believe that 10 percent of skills development should be achieved through training, 20% through mentoring/coaching and 70% on the job. When companies present their approach, they focus almost entirely on training and mentoring/coaching. They have well-developed systems for this purpose, both digital and analog. Very little is said about how on the job learning can be an important part of skills development.

But how can the experience gained from the open internet be translated and applied in the particular context of a company or organization? The concept of learning must be analyzed from angles other than the one so totally dominated by our experience from school and other education. In addition, we must question the very nature of the organization today, when production of goods and services is so different from yesterday.

This does not mean that “traditional” education doesn’t work. But if learning is lifted from a personal to an organizational level, more entrances are required. The organization needs an integrated approach for handling questions about the organization, learning and new information and communication technologies. It is essential for developing a learning organization in our time.

Single or double loop

Organizational gurus Schön and Argyris describe two different types of organizational learning, single loop learning and double loop learning. Single loop learning occurs when errors and irregularities are corrected so that individuals continue to do what they were doing previously, only better. Double loop learning is not only a corrective process, but also entails formulating questions and considering actions from a new perspective so that insights and procedures change. This approach corresponds with the creation of conditions in which 70% of skills development takes place on the job, in activities that are not primarily aimed at learning, known as informal learning.

Shared knowledge is double knowledge

This is the crux of a learning organization in our time – how can we best share practices, insights, etc., with other parts of the organization? The obvious answer would be to bring in the forms of communication developed on the open Internet, social media etc., as a common procedure within the organization. In addition to offering a channel for the dissemination and sharing of knowledge from every corner of the organization, patterns could also soon be recognized at the system level.

Thinking about an organization’s communication infrastructure from this perspective shows its strategic significance – a way to nurture employees’ reflective experiences, and thus a tool for recognizing patterns and developing.

In his influential book “The Fifth Discipline”, Peter Senge points out that systems thinking is the crucial (fifth) discipline in terms of the ability of organizations to create their own future. New media offer a communicative arena where the big picture can emerge, allowing itself to be captured and become available for analysis.

The challenge

The challenge for companies is not primarily to implement Facebook-type social functionality in its intranet, that’s easy – but to build a culture that rewards employees who share their reflected experiences, a “culture of contribution”.

The entire field of activities for which Human Resources (HR) and Learning and Development (L&D) are responsible would have a brand new digital arena for skills development, “talent management”, “change management”, and more. Top management and other operational managers, would have an instrument to make a systemic analysis of the organization, and thus could identify the needs of changing procedures, policies and practices – double loop learning.

Despite the obvious benefits of taking the step to build an internal communication and learning system inspired by innovations from the open Internet, we have noticed caution from global companies. Some conduct the occasional experiment, but they are still hesitant to take a holistic approach. Why is that? Must we finally come to terms with the hierarchical assumptions we inherited from industrialism about how we organize work?

One thing is certain: people are developing new approaches for collaboration and shared learning on the Internet. These new forms of communication will penetrate, and deeply influence, how we organize our businesses. Great opportunities are hidden here.

A wiki can be an incredible place for a company to gather its knowledge. Not only can it help to retain knowledge when employees move on or make it easier for new employees, but it is also a great place to gather documentation on things that may not be used every day, but are still important.

To ensure getting maximum benefit from a wiki, certain things should be considered.

Structure

First, having a good structure ready when setting up the wiki is helpful. You may not know exactly how it will be used, but sit down and work out the best structure you can think of at the time.

Examples:

• Guides – step by step, how do I do this?
• Documentation – description of code standards, server information, etc.
• Design – what is already implemented, but also what is planned and wild ideas
• Company information – contact list and information about time off
• Projects – all possible information about completed and planned projects
• Wiki – syntax, FAQ, proposals, rules

Dividing information by department is often a good idea. For example, the Paradox internal development wiki uses the sub-headings programming, graphics and scripting.

Organization

To ensure that it’s actually used, start by posting as much information as you can think of, then share the wiki with people who might be most interested first. Give them some time to fill in the information and then share it with everyone else. This way, those who are less interested can immediately see how it could be useful. The wiki is frequently filled with information quickly, people see how great it can be, and most people like to have the opportunity to organize their knowledge.

In my experience, not many rules are needed, but if the company has topics that are sensitive, it may be best to be aware and mention them when the wiki is introduced.

Maintain enthusiasm

The next difficult step is to ensure that the wiki is updated. Many people like the idea of a wiki, and enjoy reading it, but if the information starts to become outdated, it’s easy to just ignore it and then the knowledge gets lost again.

The best way to prevent this is to ensure that the wiki is updated. If you have to send out information about something, post it on the wiki and send a link to it. Remind others to do the same. If people go to the wiki, it’s easy to update what was changed last week while they are there.

It requires a little management, but done properly, the wiki can become what it is meant to be – a great tool for sharing knowledge and simplifying communication.

Adobe has developed software products in close collaboration with our users for over 25 years. The methods and tools for this purpose have been refined and developed throughout this period. The typical product cycle for our products is 12 to 18 months, which allows plenty of time for development teams and product coordinators to verify ideas, functions and solutions with the users.

Early feedback

Early feedback occurs through Prerelease Programs – which begin 6 to 8 months before the program is functional, complete and ready for delivery. We offer a small circle of users the opportunity to test new features, along with documentation explaining how they should work and the problems they solve. Special discussion forums are linked to this testing activity to communicate with users, get feedback and answer their questions.

Shorter product cycles

Development of the Adobe Digital Publishing Suite, a page layout, technology and distribution product, for building iPad magazines and the like, is completely different. Adobe uses the Scrum application development method for DPS, which allows significantly more frequent upgrades. From a product cycle of 12 to 18 months, we can now present an updated product at intervals as frequent as four to six weeks.

Adobe is completely dependent on active and engaged users. At most over 3,000 users were involved. Development was also carried out in close collaboration with selected major publishers – partly to get direct feedback on layout program features, interactive tools such as video, panoramic photography, navigation and 360-degree image rotation, but also to ensure that this new way of publishing material also offers the opportunity to integrate the digital workflow in daily production and to be able to use existing systems such as subscription to the digital iPad edition.

Closer collaboration

To do this we opened a number of Application Program Interfaces (APIs) and worked directly with the publishers’ development department. Some examples of such close collaboration include Condé Nast and Bonnier Digital – Dagens Nyheter.

Regarding the latter, DN+ in AppStore, daily meetings were held between the development teams: Bonnier Digital in Stockholm and the Adobe Digital Publishing team in San Francisco. As a result, Adobe now not only delivers software for design and layout, but is also responsible for daily distribution of newspapers and magazines to readers around the world, regardless of e-reader or system platform.

To date, around five to six months after the launch, over 9 million copies have been distributed to over 1,200 customized apps.

Riyaad Minty leads the Al Jazeera Network’s social media initiatives. As part of the Network’s New Media team, he ensures that Al Jazeera has a presence and is part of the conversation across Facebook, Twitter and other social media platforms. At Media Evolution The Conference 2011 Riyaad talked about how he and his company is working with the social media to empower people on the ground to generate news.

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Riyaads’ presentation on iTunes.

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