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20 Apr 13:21

How to Lose Your Best Employees

by Whitney Johnson
CSA Images/Getty Images

You want to be a great boss. You want your company to be a great place to work. But right now, at this very moment, one of your key employees might be about to walk out the door.

She has consistently brought her best game to work and has grown into a huge asset. But her learning has peaked, her growth has stalled, and she needs a new challenge to reinvigorate her.

As her boss, you don’t want anything to change. After all, she’s super-productive, her work is flawless, and she always delivers on time. You want to keep her right where she is.

That’s a great way to lose her forever.

This was my situation more than a decade ago. After eight years as an award-winning stock analyst at Merrill Lynch, I needed a new challenge. I’ve always liked mentoring and coaching people, so I approached a senior executive about moving to a management track. Rather than offering his support, he dismissed and discouraged me. His attitude was, We like you right where you are. I left within the year.

This kind of scenario plays out in companies every day. And the cost is enormous in terms of both time and money. But if I had stayed and disengaged, the cost may have been even higher. When people can no longer grow in their jobs, they mail it in — leading to huge gaps in productivity. According to Gallup, a lack of employee engagement “implies a stunning amount of wasted potential, given that business units in the top quartile of Gallup’s global employee engagement database are 17% more productive and 21% more profitable than those in the bottom quartile.”

And yet engagement is only symptomatic. When your employees (and maybe even you, as their manager) aren’t allowed to grow, they begin to feel that they don’t matter. They feel like a cog in a wheel, easily swapped out. If you aren’t invested in them, they won’t be invested in you, and even if they don’t walk out the door, they will mentally check out.

How do you overcome this conundrum? It starts with recognizing that every person in your company, including you, is on a learning curve. That learning curve means that every role has a shelf life. You start a new position at the low end of the learning curve, with challenges to overcome in the early days. Moving up the steep slope of growth, you acquire competence and confidence, continuing into a place of high contribution and eventually mastery at the top of the curve.

But what comes next as the potential for growth peters out? The learning curve flattens, a plateau is reached; a precipice of disengagement and declining performance is on the near horizon. I’d estimate that four years is about the maximum learning curve for most people in most positions; if, after that, you’re still doing the exact same thing, you’re probably starting to feel a little flat.

Take my own career: I moved to New York City with a freshly minted university degree in music. I was a pianist who especially loved jazz. But I was quickly dazzled by Wall Street which, in the late 1980s, was the place to work. I secured a position as a secretary in a financial firm and started night school to learn about investing.

A few years later, my boss helped me make the leap from support staff to investment banker. It was an unlikely, thrilling new opportunity that required his sponsorship and support. After a few years, I jumped again to become a stock analyst, and I scaled that curve to achieve an Institutional Investor ranking for several successive years.

When I began, I was excited to be a secretary on Wall Street. I was also excited to become an investment banker. And I loved being a stock analyst. Though I started in each of these positions at the low end of their respective learning curves, I was able to progress and achieve mastery in all of them.

Eventually, I became a little bored with each job and started looking around for a new challenge to jump to. Most of us follow similar patterns — our brains want to be learning, and they give us feel-good feedback when we are. When we aren’t, we don’t feel so good. The human brain is designed to learn, not just during our childhood school years but throughout our life spans. When we are learning, we experience higher levels of brain activity and many feel-good brain chemicals are produced. Managers would do well to remember that.

Because every organization is a collection of people on different learning curves. You build an A team by optimizing these individual curves with a mix of people: 15% of them at the low end of the curve, just starting to learn new skills; 70% in the sweet spot of engagement; and 15% at the high end of mastery. As you manage employees all along the learning curve, requiring them to jump to a new curve when they reach the top, you will have a company full of people who are engaged.

You and every person on your team is a learning machine. You want the challenge of not knowing how to do something, learning how to do it, mastering it, and then learning something new. Instead of letting the engines of your employees sit idle, crank them: Learn, leap, and repeat.

17 Apr 11:57

Rolls engine blade fault severely curtails 787 ETOPS

Significantly reduced ETOPS and performance limits plus a new set of mandatory inspections for operators of Rolls-Royce Trent 1000 Package C-powered Boeing 787s are set to cause further disruption to a fleet already under strain from earlier problems and replacements.

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16 Apr 19:47

Terrafugia's new VTOL concept transfers detachable passenger pods between ground and sky

by Nick Lavars

Terrafugia says its TF-2 would be able to drop off a pod full of passengers and ...

The flying taxi space has welcomed a lot of newcomers over the past couple of years. But before the likes of Uber, Workhorse and the Volocopter swooped into the scene, Terrafugia had been testing the waters for more than a decade with a variety of flying taxi designs. And this old dog has new tricks in it yet, with a new concept dubbed the TF-2 that features a detachable pod for on-ground transit to and from the launchpad.

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Category: Aircraft

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16 Apr 19:45

F-35 completes comprehensive flight tests without a single loss or fatality

by David Szondy

The F-35 variants have been testing for 11 years

Lockheed Martin's three F-35 Lightning II strike fighter variants have completed what the company called the most comprehensive flight test program in aviation history. On April 11 at US Naval Air Station Patuxent River, Maryland, Navy test aircraft CF-2 carrying external 2,000-lb (907-kg) GBU-31 Joint Direct Attack Munitions (JDAM) and AIM-9X Sidewinder heat-seeking missiles completed the final developmental test flight of the System Development and Demonstration (SDD) phase of the program.

.. Continue Reading F-35 completes comprehensive flight tests without a single loss or fatality

Category: Military

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16 Apr 19:40

World’s third hyperloop test track is now under construction

by Andrew J. Hawkins

We haven’t heard much from Hyperloop Transportation Technologies since last year, when the California-based company released a handful of images and a video to prove that it is building what it says is the world’s first full-scale, passenger-ready hyperloop. Today, the company has broken its silence with the announcement that it’s begun construction of a kilometer-long test track near its R&D center in France.

HyperloopTT says its test track will be built in two phases: a closed 320-meter system that will be operational this year, and a 1 kilometer long full-scale system, elevated by pylons at a height of 5.8 meters, to be completed in 2019. A full-scale passenger capsule, currently under construction at the company’s facility in Spain, is scheduled for delivery this summer.

That would make it the world’s third hyperloop test track to date, and the first in Europe. The other two are in the US: Virgin Hyperloop One’s test track is located in the desert north of Las Vegas, while Elon Musk’s track is sited outside SpaceX’s headquarters in Hawthorne, Calif.

The video and images of HyperloopTT’s track under construction is the first solid evidence that the company is actually pursuing its goal of building a full-scale, passenger-ready hyperloop capable of sending capsules of people or cargo flying through a nearly airless tube at a hypothetical speed of 760 mph. Previously, all we’ve seen from the company is a few random images and some dubious sounding announcements.

By contrast, its crosstown rival, Virgin Hyperloop One has conducted three demonstrations of its not-to-scale system in the desert outside of Las Vegas, most recently hitting a record speed of 240 mph (387 km/h). The company has deals with governments in Dubai and Saudi Arabia — as well as a plethora of leadership churn. And SpaceX has held several versions of its design and engineering competition, with student-led teams also achieving 200-mph speeds.

HyperloopTT is less a traditional business than a elaborate crowdfunding campaign. The company boasts that it is a solely volunteer and crowdsourced venture, with talent from NASA, Boeing, Tesla, and SpaceX working among its 800-plus volunteers. HyperloopTT has run into bureaucratic hurdles. Its test track in California was delayed after it was revealed the company failed to complete the state’s environmental review process. With the company shifting most of its focus to Europe, it’s unclear whether HTT’s California property is still in the mix.

16 Apr 14:49

Rethinking the Twenty-First-Century Economy

by Margareta Drzeniek-Hanouz

With the rise of digital technologies and big data, the global economy is undergoing a fundamental transformation that poses significant challenges to governments and policymakers. Unless tools are developed to measure new sources of value in the real economy, current and future generations' wellbeing will be in jeopardy.

16 Apr 11:12

Escritor faz manifesto com sete razões para ser contra a Amazon

RESUMO Ao ver a tradicional sede de uma histórica editora de Barcelona se converter em um suntuoso quartel-general da Amazon, o escritor catalão faz uma reflexão e um manifesto contra o que chama de expropriação simbólica praticada pela gigante das vendas online. Ou, como ele diz, maior hipermercado do mundo. Leia mais (04/14/2018 - 06h00)
13 Apr 20:48

Especialistas alertam: restrição de recursos para ciência e tecnologia atrasa o país

A restrição de recursos para educação, ciência e tecnologia está levando o país à decadência, na avaliação de especialistas que participaram de audiência pública da Comissão Senado do Futuro.

Para eles, um país sem ciência e tecnologia é um país que deu errado. O debate integrou o ciclo "2022: o Brasil que queremos".

O professor da Universidade de São Paulo (USP) Sergio Mascarenhas criticou o corte de verbas para educação, ciência e tecnologia.

— Chegamos a mandar 3 mil estudantes somente para a China. E fechamos o Ciência Sem Fronteiras apenas porque tinha alguns defeitos. Fechamos o programa por inteiro — disse.

Mascarenhas afirmou que “povos sem ciência e tecnologia estão condenados a serem simples fornecedores de matérias-primas e de mão de obra barata para os países desenvolvidos”.

Já o professor Ildeu da Castro Moreira, presidente da Sociedade Brasileira para o Progresso da Ciência (SBPC), lembrou que o Brasil em 2016 chegou a formar 20 mil doutores e 58 mil mestres.

— Entretanto, estamos vivendo momentos difíceis com a contenção de recursos para os institutos e centros de pesquisas que foram criados desde 2002. Para uma comparação, a China está expandindo seus centros de difusão de ciência, como planetários e museus, enquanto o Brasil está fechando — lamentou.

Moreira disse ainda que congelamento por 20 anos dos gastos na área da Ciência e Tecnologia, com a aprovação da Emenda Constitucional 95, é um desastre para o país. E voltou a comparar a situação brasileira com a chinesa:

— A China criou um superministério da Ciência e da Tecnologia e nós fundimos o nosso com o ministério das Comunicações — ressaltou.

O diretor do Museu da Amazônia (Musa),  Enio Candotti, apontou para a necessidade específica de estudos científicos sobre a fauna e flora da Amazônia, pois lá se encontram formas de vida que possuem potenciais para a Medicina.

— Se perdermos a batalha da Amazônia, perderemos nosso futuro —, advertiu.

O presidente do Conselho Nacional de Desenvolvimento Científico e Tecnológico (CNPq), Mário Borges Neto, sustentou que, apesar dos cortes determinados pelo Ministério da Fazenda, os programas estão andando. Ele defendeu o não contingenciamento das verbas do Programa Nacional de Desenvolvimento de Ciência e Tecnologia, que são seguidamente retidos pela área econômica. Também defendeu que as dotações do Tesouro para a área, as chamadas “fontes 100”, não possam ser retidas pelo governo.

O presidente da Comissão Senado do Futuro, senador Hélio José (Pros-DF), lembrou que diversos cientistas brasileiros estão saindo do país por conta dos cortes de verbas para as pesquisas. Ele disse que há uma grande pressão dos banqueiros para que as verbas do Orçamento sejam direcionadas ao mercado financeiro.

Para Hélio José, é necessário trabalhar fortemente na Comissão Mista de Orçamento para que o dinheiro público seja corretamente destinado à ciência e à tecnologia.

Fonte: Agência Gestão CT&I


13 Apr 20:46

MP aprovada aumenta prazo para empresas de tecnologia reinvestirem em pesquisa e inovação

As empresas brasileiras de tecnologias da informação e comunicação (TIC), beneficiadas com incentivos fiscais, terão prazo de até 60 meses para reinvestirem parte do seu faturamento bruto em Pesquisa, Desenvolvimento e Inovação (P&DI).

Nesta terça-feira (10), foi dado um passo a mais para a concretização desses investimentos com a aprovação da medida provisória (MP 810/2017) pela comissão que trata do assunto, formada por deputados e senadores.
Relator da medida provisória, o deputado Thiago Peixoto (PSD-GO) ressalta os benefícios da proposta.

— Essa era uma lei da década de 90, Lei da Informática, que não se adequava mais ao mundo moderno em que vivemos, que tem como base tecnologia, conhecimento, informação e inovação. Então, nós tínhamos que adequar essa lei ao mundo atual. O que mais gera desenvolvimento e progresso é investimento em inovação. Então, o que nós fizemos aqui foi gerar mais capacidade de maiores investimentos, especialmente em inovação e tecnologia — disse.

A medida provisória atualiza duas leis de 1991 (Leis 8.248/1991 e 8.387/1991) que regulamentam o setor de tecnologia da informação e comunicação. As duas leis concedem incentivos fiscais para empresas do setor de tecnologia, como a redução ou isenção do Imposto sobre Produtos Industrializados (IPI), além de vantagens na contratação pela administração pública. Em contrapartida, as empresas devem investir em pesquisa e desenvolvimento e comprovar esses investimentos.

Prazo maior

A medida também reduz a burocracia do setor, facilitando a prestação de contas das empresas; permite o parcelamento dos valores devidos na aplicação em pesquisa e desenvolvimento; e, principalmente, possibilita o reinvestimento de valores residuais atualizados que estavam retidos nas empresas de informática, pois estas tinham antes um prazo de apenas três meses para comprovar os investimentos no setor. A MP ampliou esse prazo para 48 meses e a comissão mista decidiu torná-lo ainda maior, de 60 meses.

Pela MP, as universidades e os institutos de ciência e tecnologia criados e mantidos pelo poder público também poderão receber esses recursos para aplicar em pesquisa e desenvolvimento.

O texto aprovado pela comissão mista vale para todas as empresas de tecnologia da informação e comunicação do País. A proposta abre ainda a possibilidade de usar os investimentos para capitalizar empresas de base tecnológica, conhecidas como startups. A medida provisória precisa ser votada até 25 de maio pelos Plenários da Câmara e do Senado ou perderá a validade.


13 Apr 20:46

Falta de verba ameaça a pesquisa brasileira na Antártida

A um ano de sua inauguração, a nova estação brasileira na Antártida corre o risco de vir a ser uma casa vazia. Leia mais (03/29/2018 - 19h00)
13 Apr 20:40

Brilho congelado

by Victória Flório

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Mais veloz do que tudo que se move no Universo, a luz pode ser brecada por completo em meio a suas andanças pelo espaço. Esse é o resultado obtido por um método teórico proposto por três pesquisadores, um dos quais radicado no Brasil. Usando simulações numéricas, eles afirmam que seria possível parar pulsos de luz desde que sua trajetória fosse confinada por guias de onda, estruturas físicas que conduzem a luz (fibras ópticas ou canaletas), dispostos de forma a criar singularidades. Esse conceito matemático se refere a pontos excepcionais de um sistema (no caso, a luz passando pelas guias de onda) nos quais emergem propriedades não usuais, indefinidas ou peculiares. Ao passar por esses pontos, a velocidade de um pulso de luz seria igual a zero, segundo cálculos do matemático Alexei Mailybaev, do Instituto de Matemática Pura e Aplicada (Impa), do Rio de Janeiro, e dos físicos Nimrod Moiseyev, do Instituto de Tecnologia de Israel (Technion), e Tamar Goldzak, que faz estágio de pós-doutorado no Instituto de Tecnologia de Massachusetts (MIT), nos Estados Unidos.

O novo método apresenta um diferencial em relação a outras abordagens que perseguem o mesmo objetivo: os pulsos de luz desacelerariam totalmente sem perder sua intensidade original, de acordo com o artigo publicado pelo trio de pequisadores em 3 de janeiro na revista científica Physical Review Letters. A luz se enfraquece antes de ser totalmente brecada, limitação hoje não contornada por outras técnicas. Nos pontos excepcionais, as várias ondas que constituem o pulso de luz se comportariam como se fossem uma só, truque indispensável para que, ao mesmo tempo, o feixe pare e mantenha sua intensidade. Entretanto, Mailybaev lembra que há limitações técnicas para colocar a ideia em prática. “Seria difícil registrar se, de fato, a luz parou”, explica o matemático russo naturalizado brasileiro, que colabora há oito anos com o grupo de Nimrod Moiseyev. “É complicado registrar onde o sinal está em cada momento dentro da guia de onda e, assim, calcular a mudança de velocidade. Mas essas dificuldades técnicas talvez possam ser resolvidas.”

A luz resulta de vibrações de campos elétricos e magnéticos. Os físicos representam matematicamente, por meio de equações, as propriedades dessas ondas, como frequência, amplitude, energia e velocidade de propagação. Mailybaev conta que a ideia de trabalhar com a questão de parar a luz surgiu enquanto os três discutiam fenômenos físicos que emergem de singularidades em cálculos matemáticos. “Por curiosidade, cogitamos o que aconteceria com a luz nessas situações não usuais”, recorda-se o pesquisador do Impa. Eles fizeram as contas e viram que, ao passar pelos chamados pontos excepcionais, a velocidade do pulso de luz seria igual a zero. A partir de então, começaram a investigar maneiras de criar pontos excepcionais em estruturas que direcionam a luz – as guias de onda – e formularam uma proposta. Se duas guias forem colocadas próximas uma da outra e suas configurações forem ajustadas para que a intensidade do pulso cresça em uma delas enquanto diminui na outra, surgiriam os tais pontos excepcionais – e o feixe de luz pararia de se movimentar nessas regiões. Isso porque uma guia de onda dissipa energia exatamente na mesma taxa em que a outra ganha. “A vantagem da nossa proposta é abranger uma grande quantidade de parâmetros em uma estrutura que podemos modificar”, comenta Tamar Goldzak.

Luz mais lenta
No vácuo a luz apresenta velocidade constante e atinge seu valor máximo, de cerca de 300 mil quilômetros por segundo (km/s), mas, quando se propaga em outros meios, como no ar ou na água, desacelera naturalmente. A formação de um fenômeno como o arco-íris, por exemplo, não ocorreria se a velocidade da luz na água (de aproximadamente 225 mil km/s) e no ar (onde se move ligeiramente mais devagar do que no vácuo) fosse igual. Nas últimas duas décadas, os físicos vêm tentando domar a luz e obtiveram resultados surpreendentes. Em 1999, o grupo da matemática e física dinamarquesa Lene Hau, da Universidade Harvard, Estados Unidos, reduziu experimentalmente a velocidade da luz para 17 metros por segundo ao controlar um pulso de laser dentro de um gás ultrafrio de átomos de sódio, estado da matéria conhecido como condensado de Bose-Einstein. Em 2001, a equipe deu um passo além e parou por 1 segundo a luz dentro de um sistema semelhante.

O método de Hau permitiu, desde então, virar a luz de ponta-cabeça; desacelerá-la, acelerá-la ou armazená-la. Mas, até atingir a velocidade zero, o sinal de luz acaba extinto, sua intensidade se perde e sua forma fica praticamente toda impressa na estrutura dos átomos; uma espécie de digital da luz. “Diminuir a velocidade da luz em gases ultrafrios é ótimo para a pesquisa fundamental, mas dificilmente vai gerar aplicações”, avalia o físico Thomas Krauss, da Universidade de York, Reino Unido. Já Mailybaev, Moiseyev e Goldzak dizem que sua proposta teria maior potencial aplicado porque os pontos excepcionais poderiam ser utilizados para controlar a propagação de qualquer tipo de onda (da luz, do som e outras) independentemente do meio em que elas se movem. Até mesmo a onda na água poderia ser controlada por esse método, segundo os pesquisadores. “A luz mais lenta interage mais com a matéria”, pontua Emiliano Martins, especialista em ondas guiadas da Escola de Engenharia de São Carlos da Universidade de São Paulo (EESC-USP). “Essa característica é indispensável para o desenvolvimento das telecomunicações e do processamento de dados ópticos.”

Artigo científico
GOLDZAK, T., MAILYBAEV A. A. e  MOISEYEV, N. Light stops at exceptional points. Physical Review Letters. v. 120, n. 1. 3 jan. 2018.

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13 Apr 16:58

MIT-Boeing educational collaboration aims to scale learning in additive manufacturing

by MIT Open Learning

Additive manufacturing (AM), also known as 3-D printing, is poised to transform product design, manufacturing, and maintenance. However, limited knowledge of the fundamental principles, applications, and business implications of AM is a barrier to its broad and rapid adoption. To help professionals and organizations realize AM’s potential and accelerate its use, MIT and Boeing are collaborating on a new online course for professionals: Additive Manufacturing for Innovative Design and Production.

This nine-week online course explores the transformational capabilities of AM in the design, production, and service of products, and investigates its implications in restructuring production workflows and lowering manufacturing costs. Geared towards industry professionals, the new course teaches critical skills that prepare employees to implement AM in their organizations. The course explains leading AM technologies for polymers, metals, and advanced materials; addresses design for AM via both engineering principles and computational design; and includes quantitative models for assessing the cost and value of components made by AM. 

The MIT-Boeing collaboration in AM education is motivated by the need to scale learning and communicate its potential as a transformative mechanism in the design of parts and products, the definition of their performance, and the ways 3-D printing can increase productivity in manufacturing operations. This applies to aerospace and potentially to any industry involved in the design and manufacture of physical products. The course curriculum reflects AM’s widespread applicability across industries.

Mike Vander Wel, a production engineering chief engineer at Boeing, says the company has been involved in AM for nearly three decades, and now uses it to prototype, test, and manufacture small parts for some aircraft. Spurred by the expiration of key patents, availability of advanced digital modeling software, and improved hardware, 3-D printing is on the verge of use as a mainstream production technology. Improvements in its accessibility combined with persistent advances in the performance of AM machines and materials are prompting innovation in 3-D printing and exponentially increasing its adoption.

While new graduates are entering the workforce with a basic knowledge of AM technology, many seasoned employees have little or no exposure to it. The MIT-Boeing collaboration was designed to jumpstart career learners on AM processes, applications, and analyses — at scale. Aside from its bottom-line benefits, MIT and Boeing view AM as an opportunity to improve job satisfaction as well. “To me, accomplishment equates to job satisfaction,” says Vander Wel. “Upon completion of the course, learners will be able to develop additive applications and work collaboratively to solve problems, which will be deeply gratifying.”

In many ways, AM is already affecting Boeing’s production activities across the entire product workflow. Some parts begin as printed prototypes for form and fit testing, and finished parts are often installed using jigs and fixtures optimized to perform jobs more easily. For actual production, mold tooling might be printed and used, and flyaway parts, including the 3-D-printed structural titanium galley fitting on the 787 Dreamliner, are now made at reduced cost and weight with improved performance.

“Additive manufacturing already has important implications throughout the product life cycle, yet, most importantly, we can now envision its use as a mainstream production technique. This compels us to accelerate our understanding of the unique advantages of AM, and rethink how we design new parts and products, and the metrics by which we define their importance,” says the course director, John Hart, associate professor of mechanical engineering at MIT and director of the MIT Laboratory for Manufacturing and Productivity.

Workplace safety has promoted AM adoption at Boeing, illustrated by the simple example of safety clips for rollers located in the belly of aircraft. The rollers are used to load and unload cargo and can present a slip hazard for mechanics who work on and around them. Using AM, the mechanics team created a clip to cover the cylinders in place and prevent them from rolling. Over a five-day period, engineers rapidly iterated the design until the clips were perfected. Currently, they are used in production and have significantly reduced the number of on-the-job injuries.

Additive Manufacturing for Innovative Design and Production brings together the best of MIT faculty and industry experts in a world-class program. Using advanced digital design, modeling, and visualization tools, the 9-week course, which runs on the edX platform, combines technical knowledge with strategies for implementing and evaluating new product designs and operational practices using AM. The course capstone activity is an in-depth case study, which is an opportunity for students to apply their newly acquired technical and strategic knowledge of AM to a real-world problem. With an intense focus on applied knowledge and practical solutions, the curriculum prepares students to deploy and manage innovative uses of AM.

“Our educational collaboration with MIT encourages employees to grow professionally and develop new manufacturing skills,” says Michael Richey, chief learning scientist at Boeing. “Through a combination of industry and academic expertise, the additive manufacturing curriculum will equip employees with knowledge of the fundamentals of 3-D printing, which has the potential to catalyze widespread change across the manufacturing industry.”

The Additive Manufacturing for Innovative Design and Production course starts April 30. For additional information, visit the course website.

13 Apr 14:07

NASA Has Started Construction of an Ultra Quiet Supersonic Plane

by Matt Williams, Universe Today

Breaking the sound barrier with less boom.

13 Apr 13:58

Men Aren't Better at Science - They Just Think They Are

by Carly Cassella, Science As Fact

And that makes all the difference.

11 Apr 17:28

There’s a new, cheaper way to make graphene

by National University of Singapore

Researchers have developed an economical and industrially viable strategy to produce graphene.

The new technique addresses the long-standing challenge of an efficient process for large-scale production of graphene, and paves the way for sustainable synthesis of the material.

Graphene is a two-dimensional material with a honeycomb structure of only one atom thick. Dubbed the material of the future, graphene exhibits unique electronic properties that can potentially be employed for a wide range of applications such as touchscreens, conductive inks, and fast-charging batteries.

The difficulty of producing high-quality graphene affordably on a large scale, however, continues to stand in the way of its widespread adoption by industries.

The conventional method of producing graphene utilizes sound energy or shearing forces to exfoliate graphene layers from graphite, and then dispersing the layers in large amounts of organic solvent. As insufficient solvent causes the graphene layers to reattach themselves back into graphite, yielding one kilogram of graphene currently requires at least one ton of organic solvent, making the method costly and environmentally unfriendly.

The new method, on the other hand, uses up to 50 times less solvent. Researchers achieved by exfoliating pre-treated graphite under a highly alkaline condition to trigger flocculation, a process in which the graphene layers continuously cluster together to form graphene slurry without having to increase the volume of solvent. The method also introduces electrostatic repulsive forces between the graphene layers and prevents them from reattaching themselves.

Graphene on toast could lead to edible electronics

Researchers can easily separate the resulting graphene slurry into monolayers when necessary or store it away for months. They can also use the slurry to 3D-print conductive graphene aerogels, an ultra-lightweight sponge-like material that can remove oil spill in the sea.

“We have successfully demonstrated a unique exfoliation strategy for preparing high quality graphene and its composites,” says study leader Loh Kian Ping, a professor from the chemistry department at the NUS Faculty of Science and head of 2D materials research at the university’s Centre for Advanced 2D Materials.

“Our technique, which produces a high yield of crystalline graphene in the form of a concentrated slurry with a significantly smaller volume of solvent, is an attractive solution for industries to carry out large scale synthesis of this promising material in a cost-effective and sustainable manner,”

Graphene ink could lead to washable electronics

The findings appear in the journal Nature Communications. The researchers collaborated with Fudan University.

Source: National University of Singapore

The post There’s a new, cheaper way to make graphene appeared first on Futurity.

11 Apr 16:46

Brasil terá centro de pesquisa de transporte de alta velocidade

A proposta é desenvolver um sistema de transporte por tubos de altíssima velocidade, capaz de atingir 1,2 mil quilômetros por hora.
11 Apr 16:45

Aviões com asas metamórficas se parecerão mais com pássaros

O veículo de testes do projeto europeu SMS será nada menos do que um Airbus A320.
11 Apr 14:17

Thin engineered material perfectly redirects and reflects sound

Metamaterials researchers have created a thin plastic structure with geometric details allowing it to control the redirection and reflection of sound waves with almost perfect efficiency.
11 Apr 13:48

What 40 Years of Research Reveals About the Difference Between Disruptive and Radical Innovation

by Christian Hopp
Bloomberg/Getty Images

“If you went to bed last night as an industrial company, you’re going to wake up this morning as a software and analytics company.” Jeff Immelt, former CEO of General Electric

The second wave of digitization is set to disrupt all spheres of economic life. As venture capital investor Marc Andreesen pointed out, “software is eating the world.” Yet, despite the unprecedented scope and momentum of digitization, many decision makers remain unsure how to cope, and turn to scholars for guidance on how to approach disruption.

The first thing they should know is that not all technological change is “disruptive.” It’s important to distinguish between different types of innovation, and the responses they require by firms. In a recent publication in the Journal of Product Innovation Management, we undertook a systematic review of 40 years (1975 to 2016) of innovation research. Using a natural language processing approach, we analyzed and organized 1,078 articles published on the topics of disruptive, architectural, breakthrough, competence-destroying, discontinuous, and radical innovation. We used a topic-modeling algorithm that attempts to determine the topics in a set of text documents. We quantitatively compared different models, which led us to select the model that best described the underlying text data. This model clustered text into 84 distinct topics. It performs best at explaining the variability of the data in assigning words to topics and topics to documents, minimizing noise in the data.

The topic model allows us to analyze similarities and overlap among topics between published papers. For example, the model revealed that the topic “disruptive innovation” is often mentioned alongside the topic “business model” in many studies. We then used a community detection algorithm to map the overall global inter-connectedness of all topics in the network. Two topical communities stood out as being linked to the largest number of the other topics: disruptive innovation and radical innovation.

Disruptive innovation research describes a process in which new entrants challenge incumbent firms, often despite inferior resources.  This may happen in two ways. Entrants may target over-looked segments of the market with a product considered inferior by incumbent’s most-demanding customers and later move up-market as their product improves. Or, they may create markets where no market exists and turn non-consumers into consumers. Importantly, the research landscape we mapped out suggests that disruption is not about technology alone, but rather the combination of technologies and business model innovation.

Radical innovations, on the other hand, stem from the creation of new knowledge and the commercialization of completely novel ideas or products. Research on radical innovation therefore focuses on the types of organizational behavior and structures that explain and predict the commercialization of breakthrough ideas.

To be disruptive, a business must first gain acceptance in the low end of the market, the segment by and large ignored by incumbents in lieu of more profitable high-end customers. A prime example is Netflix. The initial mail-order movie rental business was not appealing to a large group of Blockbuster customers. It appealed to a niche of film nerds. Only with the rise of technology, including eventually the ability to stream over the Internet, was Netflix able to grow its business and eventually offer on-demand movies and TV to a huge audience, conveniently and cost-effectively. It was the initial encroachment from the low-end of the market that made Netflix disruptive. A focus on a larger market segment initially might have induced a fighting response by Blockbuster. Gaining a low-end foothold allowed Netflix to move upmarket with a completely different business model that was eventually attractive to Blockbuster’s core customers. The Netflix case also shows that disruption may take time. Netflix was founded in 1997; Blockbuster went bankrupt in 2010. Now, Netflix is targeting other entertainment providers and is set to disrupt yet another part of its industry.

While disruptive innovation is inextricably linked to variations of business models and low-end market encroachment, radical innovation is reliant on organizational capabilities and individual and organizational human capital. Whereas incremental innovation — e.g. a razor company’s fifth razor blade — helps firms to stay competitive in the short-term, radical innovation focuses on long-term impact and may involve displacing current products, altering the relationship between customers and suppliers, and creating completely new product categories. In doing so, firms often rely on advancements in technologies to bring their firm to the next level. Even in its 181st year of existence, John Deere has revolutionized the agriculture industry through the creation of the most encompassing eco-system for agricultural products.

As early as 2012, the company saw the potential of big data in the agriculture industry. Customers who bought John Deere equipment were able to connect their equipment with several software packages that were later combined into the open platform. Innovation like this requires, among other things, technological aptitude. (Of course, radical innovation can lead to business model changes, too, as in the case of John Deere’s transition to a platform-centric business model. But unlike in disruptive innovation, technology comes first.) Not surprisingly, our topic model suggests that radical innovation are related to topics such as organizational culture and capabilities, social and human capital, and project management. Radical innovations completely transform the way firms engage with the marketplace, and they require completely new technical skills and organizational competencies by firms pursuing this path.

Our text analysis confirms what scholars of innovation have long believed: conflating disruptive and radical innovation is problematic. These types of innovation are caused by very different mechanisms and require very different organizational strategies to respond. So what does that mean for managers and their companies?

When faced with a potentially disruptive innovation, the answer for incumbent firms lies in a focus on organizational strategies: new business units and new business models. Firms that want to respond successfully to disruptions need to focus on the organization as a whole and need to be willing to eventually cannibalize their own revenues to compete with disruptions successfully.

By contrast, research on radical innovation emphasizes dynamic and organizational capabilities. Leveraging core competencies or scaling faster than competitors are important when faced with new technological breakthroughs. Similarly, the literature on radical innovation has a clear focus on people. Imagination and the ability to envision the future of technology are important to the generation of the novel ideas required for radical innovation. Therefore, hiring better and more capable employees equips an organization to cope with sudden and drastic change. However, it may not ensure against disruption if an understanding of customers’ needs gets lost in translation. In other words, companies can be great at generating breakthrough ideas yet still suffer from the managerial myopia that creates potential for disruption.

Disruptive and radical innovations are complex phenomena, but they are important to distinguish from one another. While Marc Andreesen expects many industries to be disrupted by software, with new firms overtaking incumbents, technology may at the same time enable the incumbents to radically transform their businesses, especially with new customer-centric business models embedded in product-service-ecosystems. Many examples highlight how radical innovation may help incumbents to insure against disruption. For instance, Daimler is using their Car2Go strategy to secure market positions against the Uber’s and Lyft’s that may become disruptive to their core business model. Daimler as of recent even announced a partnership with BMW to join forces and to build a joint mobility platform and eco-system.

For disruptive innovation, the key to organizational renewal may lie in the needs of the customers, whereas for radical innovation, it may lie within the capabilities of the incumbent firm itself. To mistake one for the other may in fact do more harm than good.

11 Apr 12:28

4 Ways to Deal With a Toxic Coworker

by Abby Curnow-Chavez
B.S.P.I./Getty Images

Lately, we have been hearing a lot from our clients about “toxic” coworkers and teammates. This issue isn’t new; there have been bad coworkers since the beginning of organized work. But these days, their impact feels bigger and more destructive. Businesses need teamwork to function. And teams need to be more collaborative, adaptable, and proactive than ever. The days of top-down decision making are long gone in many companies and industries, as it’s replaced by grassroots innovation that’s unleashed through coworkers openly networking and sharing information across boundaries. Because of this new dynamic, dysfunctional teammates can damage the results of a whole team in a way that was much harder to do in the old, siloed models of working.

The most common and destructive toxic behaviors we see include:

  • backstabbing, criticizing, and blaming
  • gossiping and spreading rumors
  • agreeing in meetings, but not following through afterward
  • hoarding information
  • purposely undermining others
  • caring only about personal agendas (over team and company goals)

We’ve studied thousands of teams and collected data across all industries, sectors, and geographies to learn what makes some teams high performers and what makes others fail. Our research indicates that the single most important factor in team success or failure is the quality of relationships on the team. In fact, 70% of the variance between the lowest-performing teams, which we call saboteur teams, and the highest-performing teams, or what we have labeled loyalist teams, correlates to the quality of team relationships — not some or most of the relationships, but all of them. Thus, one toxic team member is all it takes to destroy a high-performing team.

Toxic team members are destructive because they:

Create unnecessary drama and distraction. They suck the positive energy and creative brainpower out of the room. Team members waste precious time watching their back, instead of openly innovating, taking risks, and speaking up candidly about what’s on their minds.

Erode the “team brand.” Their bad behavior poorly represents the team and creates a negative impression with colleagues outside the team. In fact, in our research, stakeholders outside the team are 2,000 times more likely to view loyalist teams as being effective in delivering results, as compared with saboteur teams. It’s clear that team dysfunction is highly correlated with team brand and results.

Undermine the values of the leader and the company. It breeds cynicism when companies espouse values and norms of behavior, but don’t hold some employees to the same standards.

Degrade the team culture. The saboteur’s behavior becomes the norm de facto. Well-intended team members begin to reflect this bad behavior as well, treating a toxic teammate with disrespect, griping behind their back, and keeping them out of the loop whenever possible.

If you are the team leader, the way forward is clear. You need to acknowledge what’s happening with the team, and you must hold the toxic team member to a higher standard of behavior. Regardless of their productivity, results, technical expertise, raw intelligence, or invaluable experience, you cannot tolerate behavior that drags down everyone else on the team.

You and Your Team Series


  • How to Have Difficult Conversations When You Don’t Like Conflict
    • Joel Garfinkle
    How Self-Managed Teams Can Resolve Conflict
    • Amit Maimon
    Even Experienced Executives Avoid Conflict
    • Ron Ashkenas

    But what can you do if the toxic person is your peer? Many employees tell us that they feel powerless to change peer behavior. In fact, some end up just leaving the team or company after the impact becomes insufferable to them.

    Here are four steps you can take to deal with a toxic coworker:

    Have an honest, candid conversation with the person. If you don’t attempt to do this, you are 100% ensuring that the relationship will, at best, continue in its current, dysfunctional state. You cannot assume this person will suddenly wake up and realize the error of their ways, so make an honest attempt to provide productive feedback. Focus on the impact the behavior is having on you. Ask for feedback on your own behavior as well. Sometimes, others don’t realize the impact they are having on you. Research shows that most of us lack self-awareness, especially at work.

    Members of loyalist teams are 106 times more likely to give each other feedback than those of saboteur teams, even when it’s tough. Act as a loyalist yourself by opening up an honest, candid dialogue.

    Raise your own game, and keep your ego in check. Don’t stoop to their level. Watch for and manage your fight-or-flight response. The more you can maintain your focus on team goals, the less likely you are to become blinded by win/lose thinking with this toxic peer. Be the role model for how you want the team to act. Set a standard with the rest of the team that supports collaboration and open dialogue, not retaliation.

    On loyalist teams, team members are 35 times more likely to show a visible commitment to each other’s success, and 47 times more likely to work hard to build and maintain trust, as compared with saboteur teams.

    Talk with your boss. Proactively suggest to your boss that the team hold a meeting to set up team norms and begin to address some of the challenging behaviors and conflicts on the team. This session should not be a ruse for taking the toxic team member to task. It should be a real and authentic interaction, in which team members can gain insight into one another’s perspectives, set clear standards of expected behavior, and increase peer-to-peer accountability.

    On loyalist teams, team members are 73 times more likely to have a set of norms and behaviors they live by and 125 times more likely to address unacceptable team behaviors promptly.

    Finally, take care of yourself. Don’t let this toxic behavior damage your emotional and physical health. Own what you can, let go of what you can’t influence, and make a change if you have to. If you have worked your tail off to develop better relationships with your saboteur coworker(s), and it’s going nowhere, or getting worse, consider seeking the advice of an HR professional or trusted mentor on what else you might try. But if you’ve done everything you can, you should consider leaving. Life is too short for work to suck the life out of you.

    When you’re working with a toxic coworker, there is no question that you’re suffering from the experience. And it’s likely that business results are suffering, too. Quite often, the pain provides strong motivation to address the problems and propel things forward, but the work ahead is not easy, and we aren’t going to lie to you: Rebuilding relationships and developing new habits takes a lot of energy and courage. However, once you fully commit to turning around your difficult relationship, you are likely to see improvements. Be well-intentioned in your efforts — and persistent — and you’ll reap the rewards.

04 Apr 20:10

Revestimento duro como dente conserta sozinho quando cortado

Revestimentos inteligentes que se consertam sozinhos prometem tornar os arranhões uma coisa do passado.
04 Apr 20:06

Professor da USP coordenará rede mundial de institutos de estudos avançados

Guilherme Ary Plonski foi eleito coordenador da University-Based Institutes for Advanced Study (UBIAS).
04 Apr 20:06

Asa bioinspirada abre, trava e fecha sem usar energia

A asa artificial biomimética poderá ter diversos usos, dos robôs e drones à eletrônica de vestir e à exploração espacial.
03 Apr 17:26

NASA explores ‘quiet’ supersonic flight over land

by Swapna Krishna
Today, NASA announced its latest experimental aircraft called the Low-Boom Flight Demonstrator (LBFD). The agency signed a contract to design the plane back in 2016; now it's ready to proceed with development and construction. If the LBFD is successf...
29 Mar 13:44

Boeing Says Suspected WannaCry Attack Only Hit 'Small Number of Systems,' Probably Not Planes

by Tom McKay

A South Carolina facility owned by aerospace and defense contracting giant Boeing was hit by a WannaCry attack on Wednesday, the Seattle Times reported, but the company is now trying to tamp down fears that the dreaded ransomware is back on the rise after it was only barely snuffed out last year.


29 Mar 13:39

Waymo Expands Its Robo-Fleet with Electric Jaguar SUVs

by Jack Stewart
The company will buy 20,000 electric I-Paces and use them to create a massive platoon of self-driving ridesharing cars.
29 Mar 13:37

NASA's New Parker Probe Will Skim the Sun's Surface

by Eric Niiler
Engineers hope a special heat shield will keep the craft cool while it collects space weather info.
29 Mar 12:53

Como a Fjord traz inovação (e uma turma de “descolados”) para dentro da Accenture

by Giovanna Riato

Um braço de mar fluido, em constante movimento, que passa entre duas grandes montanhas gigantes e firmes. Assim é um fiorde, formação geográfica que pode se constituir em regiões frias. A descrição serve também para a Fjord, consultoria de design e inovação fundada entre a Inglaterra e a Escandinávia (onde, adivinhem, os fiordes são mais comuns). Assim como a água que corre entre duas montanhas, no caso do acidente natural, o objetivo da iniciativa é levar novas correntes para o meio das grandes empresa. A tarefa começa dentro de casa, com a Accenture, gigante da área de consultoria de gestão e negócios — e controladora da Fjord desde 2013.

A Fjord hoje faz parte do núcleo Accenture Interactive, uma das maiores agências digitais do mundo, e chegou ao Brasil em março de 2015, trazendo o estúdio de design, que tem sede em Londres. Depois de ser comprado, o negócio cresceu em ritmo acelerado e soma mais de mil funcionários pelo mundo e 26 estúdios instalados em cidades como Berlim, Nova York, Hong Kong, Sidney e, claro, São Paulo, de onde é coordenada toda a operação na América Latina. “A Fjord é um agente de mudanças na Accenture e nos clientes”, conta Claudia Niemeyer, 37, líder da Fjord para a América Latina.

É com esse olhar que Claudia se adaptou a uma rotina bem distante da que tinha até então. Formada em Desenho Industrial pela PUC-Rio, ela trabalhou com estratégia e design para clientes como Procter&Gamble, Coca-Cola e Nokia. Decidiu, então, fazer um MBA na Berlin School of Creative Leadership, escola que se propõe a formar líderes com novas capacidades e tem módulos em várias cidades do mundo.

Foi para a capital alemã passar apenas alguns meses e, no fim das contas, ficou por três anos. “Terminei o curso e comecei a trabalhar como consultora de negócios criativos.” Chegou a ser contratada por uma empresa russa para cuidar da área de branding, mas logo foi chamada para um processo seletivo na Fjord. “No começo era para uma vaga em Berlim, mas depois me convidaram para assumir essa posição no Brasil e eu aceitei”, diz a intraempreendedora.


Ela arrumou as malas e desembarcou de volta no Brasil em 2015. Se fosse simplesmente para voltar para casa, Claudia talvez não tivesse topado o desafio, mas outro aspecto fez os olhos dela brilharem. Ela fala que sentiu o enorme potencial de escalar soluções aqui:

“Uma coisa é levar design para os Jardins ou o Leblon, outra é ajudar a desenvolver soluções que melhoram a vida de quem está no Acre”

Assim, topou o desafio, mas não sem sentir algumas dores da adaptação. “Foi engraçado sair de Berlim, onde é cafona usar maquiagem e ninguém usa salto alto porque está sempre de bicicleta, e chegar aqui, em um universo de pessoas engravatadas”, diz. Ela conta que, apesar do alcance relevante da Fjord, as proporções da empresa de design são ínfimas perto dos mais de 300 mil funcionários que a Accenture tem globalmente, por isso conta que o caminho para buscar sinergias e aproveitar todo o potencial da relação entre as duas companhias ainda está sendo pavimentado, principalmente por aqui.

“Há diferenças enormes na cultura e até nas roupas. Um dos chefões ingleses da Fjord certa vez foi barrado ao tentar entrar no estúdio vestindo bermuda em um dia de muito calor. Somos mais informais e, pela nossa cultura, trabalhamos sempre de forma colaborativa, com a preocupação de não deixar que ninguém fique especialista em apenas uma área ou setor. Queremos a diversidade de visões”, diz ao destacar que o esquema é outro na Accenture. “Lá estão os times super experts em cada indústria. A empresa faz muito bem o que se propõe, por isso enfrentamos alguma resistência. Mudar é sempre difícil”, fala Claudia.

Após uma reforma recente, o estúdio da Fjord ganhou um ambiente mais descolado e em sintonia com a equipe.

Segundo ela, no começou havia certo preconceito de um lado e do outro, uma birra tanto dos “arrumadinhos da consultoria” quanto dos “descolados da Fjord” em formar times para trabalhar em regime de colaboração.

A maneira mais eficaz de acabar com o “bode”, conta, foi justamente mostrar os bons resultados que a atuação coletiva poderia gerar. “O nosso trabalho é usar design para criar serviços para as empresas. Nosso core é o humano, a experiência dos consumidores e usuários. A Accenture tem uma entrega muito competente e carrega o ponto de vista das empresas, dos nossos clientes. Quando unimos isso temos os dois lados do balcão e a capacidade de alcançar resultados muito melhores.” A consultoria também é o principal caminho para a chegada de novos projetos, cerca de 90% das demandas começam por ali.


A Accenture Interactive fica em um escritório separado da consultoria, na Vila Olímpia, em São Paulo. Cláudia conta que, no começo, até o ambiente era meio careta demais para uma empresa criativa, algo que afirma estar mudando bastante. Recentemente, uma reforma deixou o espaço bem mais parecido com as pessoas que trabalham ali, com a instalação de um espaço para eventos e um bar onde rola happy hour para que o time se encontre, troque experiências. “Estamos crescendo muito rápido. Quando cheguei eram 20 pessoas, hoje já são 50 colaboradores que passam grande parte do tempo fora do estúdio, nos clientes. Se o nosso foco é o humano, precisamos garantir que todo mundo se conheça, converse, interaja”, diz Claudia, esclarecendo que ter um bar no espaço de trabalho não é só “um capricho hipster”.

Na sua opinião, a Fjord não tem concorrentes locais que façam uma entrega tão completa, o que é bastante desafiador: “Na Alemanha, quando se chega falando de design a conversa desenrola, todo mundo já conhece e entende o quanto é necessário. Aqui é preciso criar espaço, construir esse ambiente, educar o mercado”. Claro que, neste momento, estar sob o guarda-chuva de uma gigante como a Accenture é um adianto e tanto. “Os times começam a ver cada vez mais valor nesse trabalho coletivo e a incluir a Fjord quando entendem que faz sentido”, afirma.

Outro desafio está em encontrar os talentos certos. Cláudia se preocupou em formar uma diretoria forte, com nomes reconhecidos pelo mercado como o designer carioca Jaakko Tammela. A questão é que encontrar grandes talentos em um mercado que ainda não é maduro nesta área não é tão simples assim. Por causa disso, Claudia decidiu adotar outro olhar no processo seletivo e contratar por mindset e não por habilidades, como fala:

“Preciso encontrar pessoas dispostas a fazer algo novo, com criatividade forte e fome de se conectar com o mundo. Precisa gostar e saber trabalhar em equipe”

Segundo Claudia, se a contratação for certeira, em um ano ela consegue garantir que o profissional desenvolva as habilidades necessárias. O mindset, no entanto, precisa estar alinhado com o da empresa desde o início. Antes de entender isso, ela admite ter cometido erros, como o de trazer para a Fjord uma pessoa super talentosa, mas que simplesmente não sabia trabalhar em equipe. “Não deu certo”, diz. Apesar de a empresa ter certa hierarquia definida, as barreiras estão longe de serem rígidas. “As pessoas aqui precisam gostar de se conectar. Levo estagiário para conversar com o CEO de empresas clientes. Não há espaço para estrela, para ego.”

Diversidade e inclusão ainda são uma busca, tanto da Fjord como da Accenture, e um grande propósito para Claudia (no centro da foto, de verde).

Ela conta ter preocupação em desenvolver times diversos: enquanto a Accenture ainda é majoritariamente masculina (apesar de estar se esforçando para mudar, com meta de ter 50% da força de trabalho feminina em 2025), na Fjord metade das funções são desenvolvidas por mulheres. Os gays também tem presença próxima de 50%, de acordo com ela. Há pessoas de vários estados e países diferentes. O grande desafio ainda é racial. “Ainda que não contrate por habilidades, há uma diferença educacional muito grande que é um desafio. A questão é que diversidade é essencial para que a gente entregue inovação. Os clientes precisam destas novas perspectivas, senão teremos sempre o olhar enviesado”, diz. Ciente do ponto fraco, ela fala que está empenhada em mudar esse aspecto. “É algo que já estamos trabalhando, mas para ir em frente preciso que o time todo esteja comigo, disposto a ajudar nessa evolução.”

Outro ponto estratégico para a Fjord, conta Cláudia, é tropicalizar a atuação da empresa, adaptar a cultura inglesa e escandinava ao estilo latino. Neste aspecto, ela entende que a companhia já avançou bastante. “Temos entregas muito criativas aqui no Brasil e um jeito de trabalhar mais próximo e caloroso, que chama a atenção dos nossos outros estúdios no mundo. Sempre tem gringo querendo ser convidado para fazer projetos aqui”, ri.


Claudia conta que, mesmo com certa resistência, a forte cultura criativa da Fjord vem contagiando a Accenture – esta, afinal, era justamente a intenção quando a empresa foi comprada e não recebe para trabalhar para a gigante, mas pode ter outros clientes pagantes . Segundo ela, depois das barreiras iniciais, o valor dessa integração e flexibilidade já é bem mais reconhecido internamente. O processo da empresa inclui imersão profunda nos clientes. Por isso, o desafio é sempre precisar de mais tempo (e mais dinheiro) para ir em frente com os projetos. “Somos um funil, não conseguimos aceitar tudo.”

A parceria entre as duas empresas já rendeu cases importantes. Em um deles, feito em conjunto com um banco, Fjord e Accenture fizeram um trabalho para melhorar a performance da área de crédito. “Mapeamos e vimos que os clientes viam a instituição como vilã. Desenhamos uma política de mais transparência, de proximidade com os consumidores, e escrevemos um manifesto usado agora internamente e em campanhas de publicidade”, diz.

Todos os anos, também, a empresa lança o estudo Fjord Trends, que traz as tendências digitais emergentes para negócios, tecnologia e design para “sugerir como organizações podem navegar por essas correntes para gerar mudanças positivas”. A edição 2018, recém-lançada, destaca sete tendências e pode ser acessada aqui.

Na parte prática, o plano da empresa para este ano é fortalecer o time. “Queremos chegar a 60 funcionários até o fim de 2018”, diz Cláudia. Sua meta, ela conta, é aumentar as capacidades da Fjord, reforçando a habilidade da empresa para trabalhar com inteligência de dados, por exemplo. Outro objetivo é intensificar a colaboração com a Accenture para potencializar as entregas da empresa-mãe. Na visão de Cláudia, engravatados e criativos conseguem ir bem mais longe quando trabalham juntos.

28 Mar 18:25

Folha e Fapesp terão programa de TV de divulgação científica

Estreia na próxima terça-feira (3) o programa Ciência Aberta, fruto de parceria entre a Fapesp (Fundação de Amparo à Pesquisa do Estado de São Paulo) e a FolhaLeia mais (03/28/2018 - 02h00)
27 Mar 17:04

Future electric cars could recharge wirelessly while you drive

Electric vehicles may one day be able to recharge while driving down the highway, drawing wireless power directly from plates installed in the road that would make it possible to drive hundreds -- if not thousands -- of miles without having to plug in.