Vlad Dascalu

To The Fearless Mind

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The Future of Space

Super-Geeks are cooler than you and I. 

Probably some of the finest banter between some of the finest scientific minds.  

Bill Nye needs to get back on TV - he was never this dope in the 90’s. I would religiously watch Daily Planet if he were the host.

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Three insights on the corporate social wellness company and what it might look like 5 years down the road. KEAS.com & Adam Bosworth The Model Keas pursues a B2B model, simply because companies pay – in every sense of the term. Employers are the majority bursars of health insurance as part of a benefit package for their employees. Furthermore, companies accrue costs due to absentees (sick days), and poor efficiency. Practicing preventative medicine through proper nutrition, exercise, and reducing consumption of vices are the best-known methods for decreasing health risk and thus costs. Their pitch is demonstrating this plus the win/win factor. For a little money employers can save a lot, increase morale and efficiency. As an added incentive Keas only charges per engaged user (rather than signed-up) and has a cloud-based platform for an extreme ease of use and implementation with no additional burden on IT. Gamification – Power of Play Video Game designers are known to be some of the most effective motivators. They get users to spend countless hours achieving new levels and objectives based on a point reward system; this same standard is applied to the Keas platform. Employees select a reachable task and upon completion receive points/rewards followed by positive feedback, carrying on throughout the game. This system is innately motivating, resulting in repeated engagement, thus building routine, and psychologically conditioning good behaviour. The Social Effect Social influence is the fundamental factor to the game’s success. Small rewards/prizes (ex. lunch) entices employees, but what drives them is social obligation. Teams are formed in sixes, the sweet spot between social pressure and peer dependability. This makes it fun and competitive. Adam Bosworth dictates that this piece alone is why Google Health hadn’t reached its potential. 5 YEARS LATER Adam Bosworth (founder/innovator) describes the software evolution of his company by a model he calls intelligent reaction. It’s not about intelligent design (which definitely plays a part) or the grand plan but rather about carefully listening to the customers and understanding their needs. He also has a 70/30 rule when developing new structures; thirty percent of the products are designed from what the “kids” say (young employees who fathom ideas) and seventy percent from implementing those ideas and then accordingly directing their commitment. They don’t build anything that the customer does not ask for – that’s the key point. Therefore I will not be “predicting” what Keas may look like five years from now, but rather view it from a customer’s perspective (what I’d like to see) in relation to the to the business dynamics. Further Mobile Integration – Real Time Progress & Competitive Comparisons I would like to see exercise data directly synced to your Keas account via mobile devices. Five years from now objects like pedometers (ex. Nike +) will be built in the mobile device that have increased sensors, analytics, and capabilities. I want them to tell me how much longer I have to workout to reach my daily caloric exertion, and I want to see who on my team has reached there daily goals in real-time (ex. Oh snap, Stephan just ran 2 miles I better do that before dinner). The real time progress increases influential competitiveness. Automated Personal Health Info-Graph I would like to see an automated interactive info-graph (a form of time-line) dictating the user’s previous health history, its progression, and the health habits they’ve adopted (nutrition and exercise) to get where they’re at today. This should go further and indicate where the user would be in one or six months down the road if they continue along the same path, with the ability to make adjustments as they see fit. This will enable the user to see what has worked or hasn’t for them and modify their direction based on this information. Synchronization to Medical Physicians & Records For example, if an individual has an illness or is at risk due to lifestyle choices (ex. diabetes), I would like to see the medical records directly influencing the individual’s challenges in a tailored fashion. One man’s challenges and objectives should be personalized based on their health situation and then guided towards the best known methodologies (particularly nutrition) in order to decrease that specific health risk. Life Long Game A diet should not be what you eat for 12 weeks to lose weight. It should be a lifestyle eating habit.  Keas, currently has a 12-week program and then the ability to continue on another 12 weeks. The natural development would be to look at this program as a progressive platform, similar to that of “Maslow’s Hierarchy of Needs”. 12 weeks equals “Physiological” where the users ascertains the fundamentals and gets on the right path to a healthier lifestyle. As the game advances to “Safety” & “Esteem”, more difficult challenges would be offered based on the user’s desired health objective (ex. BP of 100sys/70dia, Cholesterol 40mg/dL, B.F.P. 14%).  Once the goals are met, a long-term program of maintenance can be embraced. In addition to new challenges being introduced the user may strive to accomplish new personal objectives that he/she never thought possible (ex. marathon). If this is the case possible training and nutrition programs can be implemented on a solo or team basis. If such goals should be accomplished the user is at the highest point of the pyramid, “Self-Actualization”.

Three insights on the corporate social wellness company and what it might look like 5 years down the road.

KEAS.com & Adam Bosworth

The Model

Keas pursues a B2B model, simply because companies pay – in every sense of the term. Employers are the majority bursars of health insurance as part of a benefit package for their employees. Furthermore, companies accrue costs due to absentees (sick days), and poor efficiency. Practicing preventative medicine through proper nutrition, exercise, and reducing consumption of vices are the best-known methods for decreasing health risk and thus costs. Their pitch is demonstrating this plus the win/win factor. For a little money employers can save a lot, increase morale and efficiency. As an added incentive Keas only charges per engaged user (rather than signed-up) and has a cloud-based platform for an extreme ease of use and implementation with no additional burden on IT.

Gamification – Power of Play

Video Game designers are known to be some of the most effective motivators. They get users to spend countless hours achieving new levels and objectives based on a point reward system; this same standard is applied to the Keas platform. Employees select a reachable task and upon completion receive points/rewards followed by positive feedback, carrying on throughout the game. This system is innately motivating, resulting in repeated engagement, thus building routine, and psychologically conditioning good behaviour.

The Social Effect

Social influence is the fundamental factor to the game’s success. Small rewards/prizes (ex. lunch) entices employees, but what drives them is social obligation. Teams are formed in sixes, the sweet spot between social pressure and peer dependability. This makes it fun and competitive. Adam Bosworth dictates that this piece alone is why Google Health hadn’t reached its potential.

5 YEARS LATER

Adam Bosworth (founder/innovator) describes the software evolution of his company by a model he calls intelligent reaction. It’s not about intelligent design (which definitely plays a part) or the grand plan but rather about carefully listening to the customers and understanding their needs. He also has a 70/30 rule when developing new structures; thirty percent of the products are designed from what the “kids” say (young employees who fathom ideas) and seventy percent from implementing those ideas and then accordingly directing their commitment. They don’t build anything that the customer does not ask for – that’s the key point. Therefore I will not be “predicting” what Keas may look like five years from now, but rather view it from a customer’s perspective (what I’d like to see) in relation to the to the business dynamics.

Further Mobile Integration – Real Time Progress & Competitive Comparisons

I would like to see exercise data directly synced to your Keas account via mobile devices. Five years from now objects like pedometers (ex. Nike +) will be built in the mobile device that have increased sensors, analytics, and capabilities. I want them to tell me how much longer I have to workout to reach my daily caloric exertion, and I want to see who on my team has reached there daily goals in real-time (ex. Oh snap, Stephan just ran 2 miles I better do that before dinner). The real time progress increases influential competitiveness.

Automated Personal Health Info-Graph

I would like to see an automated interactive info-graph (a form of time-line) dictating the user’s previous health history, its progression, and the health habits they’ve adopted (nutrition and exercise) to get where they’re at today. This should go further and indicate where the user would be in one or six months down the road if they continue along the same path, with the ability to make adjustments as they see fit. This will enable the user to see what has worked or hasn’t for them and modify their direction based on this information.

Synchronization to Medical Physicians & Records

For example, if an individual has an illness or is at risk due to lifestyle choices (ex. diabetes), I would like to see the medical records directly influencing the individual’s challenges in a tailored fashion. One man’s challenges and objectives should be personalized based on their health situation and then guided towards the best known methodologies (particularly nutrition) in order to decrease that specific health risk.

Life Long Game

A diet should not be what you eat for 12 weeks to lose weight. It should be a lifestyle eating habit.  Keas, currently has a 12-week program and then the ability to continue on another 12 weeks. The natural development would be to look at this program as a progressive platform, similar to that of “Maslow’s Hierarchy of Needs”. 12 weeks equals “Physiological” where the users ascertains the fundamentals and gets on the right path to a healthier lifestyle. As the game advances to “Safety” & “Esteem”, more difficult challenges would be offered based on the user’s desired health objective (ex. BP of 100sys/70dia, Cholesterol 40mg/dL, B.F.P. 14%).  Once the goals are met, a long-term program of maintenance can be embraced. In addition to new challenges being introduced the user may strive to accomplish new personal objectives that he/she never thought possible (ex. marathon). If this is the case possible training and nutrition programs can be implemented on a solo or team basis. If such goals should be accomplished the user is at the highest point of the pyramid, “Self-Actualization”.

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The Fountainhead is just… absolutely enlightening, invigorating, and personally transformational. I refer to it as my bible. 

Atlas Shrugged is its natural successor, some would say, but I like to think of it more as its sequel or extension in thought. 

Ayn Rand is an absolute creature. I hold her mind with tremendous adoration. She portrays her philosophy of Objectivism through her novels in the most captivating fashion. 

Objectivism: ”The concept of man as a heroic being, with his own happiness as the moral purpose of his life, with productive achievement as his noblest activity, and reason as his only absolute.” A.R.

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 I don’t particularly enjoy talking about Facebook or entirely understand it. Also, I don’t think you need to in order to get it. Its evolving so fast that there’s no point. Here are my “guesstimates” in a one-pager on what a portion of it might look like.  FACEBOOK IN FIVE YEARS Facebook is an absolute beast, so I’ve decided to focus on the financial generating areas of this social-media giant + mobile.  Virtual Goods + Gift Shop + Facebook Credits Right now the virtual good store or gift shop is comprised of pictures with cute puppies, flowers or birthday cards – which people actually pay money for ($150M, 2009). Five years from now it will contain applications and practically any digital content (music, books, videos, games, etc.), with third party developers enriching this environment greatly. Every application will be social and directly integrated within the Facebook platform. These will cost money or Facebook credits, by transferring funds from one’s credit card or chequing account ($150M, 2009). The purpose for this virtual currency is for developers of applications (ex. Zynga) to integrate Facebook credits directly into their application (ex. 500 Fb. credits for a cow in Farmville). The popularity of this is evident through games such as WoW or SecondLife. Charities will see broadened benefits from this currency (ex. instead of a generic “happy bday” – “Hey I donated $2/300 Fb. credits to the charity of your choice”). Playing to the altruistic and ego of the human psyche. Super (Location)-Hyper-Targeted Advertising + Mobile As people share more and more explicit and implicit information, analytics of user profiles will advance to a deeper understanding, exposing superior market segmentation. This will result in “super-hyper-targeted advertising” (ex. 26-32 aged, Buddhist, women, living in downtown core of Toronto, in a condo, single, university graduate, graphic designer, with a Great Dane, and has a ZipCar membership). While this is evident to date and is integrated in Facebook’s self-serve ads ($450M, 2009) it will truly take a deeper meaning. As mobile technology continues to permeate our lives the “Super” emanates, as we will experience location-based advertising (ex. pop-up customized coupons are pushed to your mobile device based on your consumer profile and your location in respect to the place of purchase). Mobile will become the largest advertising platform and the best form for two-way communication between brands and their consumers. Augmented Reality In regards to the progression of mobile, we will experience augmented reality where digital content will be integrated into physical context. Mobile will enable people to input digital information in the physical world and share “things” in ways never before possible. They will be able to leave notes for their friends on the street as they pass by (ex. cool Banksy art – this is my favourite bench where the nicest homeless man hangs out), their favourite store or hidden culinary gems (letting them know to try the eggs benni or to ask for Jen ‘cause she’s the best). This integration will absolutely revolutionize how we communicate with each other and the world around us. Furthermore, the possibility of “Super-Hyper-Targeted-Advertising” and pop-up ads in this fashion is practically inevitable.

 I don’t particularly enjoy talking about Facebook or entirely understand it. Also, I don’t think you need to in order to get it. Its evolving so fast that there’s no point. Here are my “guesstimates” in a one-pager on what a portion of it might look like. 

FACEBOOK IN FIVE YEARS

Facebook is an absolute beast, so I’ve decided to focus on the financial generating areas of this social-media giant + mobile. 

Virtual Goods + Gift Shop + Facebook Credits

Right now the virtual good store or gift shop is comprised of pictures with cute puppies, flowers or birthday cards – which people actually pay money for ($150M, 2009). Five years from now it will contain applications and practically any digital content (music, books, videos, games, etc.), with third party developers enriching this environment greatly. Every application will be social and directly integrated within the Facebook platform. These will cost money or Facebook credits, by transferring funds from one’s credit card or chequing account ($150M, 2009). The purpose for this virtual currency is for developers of applications (ex. Zynga) to integrate Facebook credits directly into their application (ex. 500 Fb. credits for a cow in Farmville). The popularity of this is evident through games such as WoW or SecondLife.

Charities will see broadened benefits from this currency (ex. instead of a generic “happy bday” – “Hey I donated $2/300 Fb. credits to the charity of your choice”). Playing to the altruistic and ego of the human psyche.

Super (Location)-Hyper-Targeted Advertising + Mobile

As people share more and more explicit and implicit information, analytics of user profiles will advance to a deeper understanding, exposing superior market segmentation. This will result in “super-hyper-targeted advertising” (ex. 26-32 aged, Buddhist, women, living in downtown core of Toronto, in a condo, single, university graduate, graphic designer, with a Great Dane, and has a ZipCar membership). While this is evident to date and is integrated in Facebook’s self-serve ads ($450M, 2009) it will truly take a deeper meaning. As mobile technology continues to permeate our lives the “Super” emanates, as we will experience location-based advertising (ex. pop-up customized coupons are pushed to your mobile device based on your consumer profile and your location in respect to the place of purchase). Mobile will become the largest advertising platform and the best form for two-way communication between brands and their consumers.

Augmented Reality

In regards to the progression of mobile, we will experience augmented reality where digital content will be integrated into physical context. Mobile will enable people to input digital information in the physical world and share “things” in ways never before possible. They will be able to leave notes for their friends on the street as they pass by (ex. cool Banksy art – this is my favourite bench where the nicest homeless man hangs out), their favourite store or hidden culinary gems (letting them know to try the eggs benni or to ask for Jen ‘cause she’s the best). This integration will absolutely revolutionize how we communicate with each other and the world around us. Furthermore, the possibility of “Super-Hyper-Targeted-Advertising” and pop-up ads in this fashion is practically inevitable.

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THE FUTURE OF LIBRARIES

The following perspectives are on the basis that libraries will not die off but rather reposition their service offering to their society’s needs. I will not be discussing the likelihood of lending out eBooks because the copyright laws for physical content differs drastically in comparison to that of the digital, but this option should definitely not be ruled out. 

Not all libraries are identical. I am going to break them down by their purpose and funding. While you may find some elements under one category be mindful that it may/will apply to all, particularly to that of higher education.

Municipal Libraries

I believe that this library will shift to a community service based environment dedicated to empowering and enabling its local public. Outreach to a broad segment of the population ranging from children to lifelong learners will become a much more important aspect of the librarians roll. In the physical environment, fewer books will be housed in immediate proximity; space dedicated to storage can be devoted to other activities such as exhibitions, readings, and classes (ex. after school programs, education for immigrants, languages, facilitation of work allocation, etc.).

National Libraries

In my opinion these libraries will see the least amount of change. Their central objective will be to preserve the traditions and cultural dynamics of its national roots - think museums. In the future, visual and auditory media will augment text-space information where users will expect seamless integration, and perhaps records of other sensory experiences will be stored and sophistically delivered to users alongside text (ex. the smell of rotting bodies from the trenches of WWII). 

Higher-Education Libraries

This category of library will see the highest dynamic form of innovation while simultaneously holding on to the traditions of the university. Their dominant objective will be that of research. Libraries will have advanced technological infrastructures that can provide sophisticated delivery to a variety of devices. The ability to create a contextually enriched environment will be achieved through the cooperation and collaboration of individual institutions, library collectives, and commercial entities. Large enterprises such as Google and others will provide the foundation with a broad array of content. These libraries will thrive as an increasingly integral part of the university where you will see further capital allocated to this entity in comparison to today’s standards.

Although the methodology of libraries changes with new technology, the core of the services will remain constant. The library of the future will be vibrant, collaborative, and interactive. It will include buildings, books, and people, but it will be transformed by the way individuals interact with technology.

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How companies make the transition from Good to Great. From my observation, this is the most well regarded book on management.  The Fundamentals Level 5 Leadership: Leaders who are humble, but driven to do what’s best for the company. First Who, Then What: Get the right people on the bus, then figure out where to go. Finding the right people and trying them out in different positions. Confront the Brutal Facts: The Stockdale paradox - Confront the brutal truth of the situation, yet at the same time, never give up hope. Hedgehog Concept: Three overlapping circles: What makes you money? What could you be best in the world at? and What lights your fire? Culture of Discipline: Rinsing the cottage cheese. Technology Accelerators: Using technology to accelerate growth, within the three circles of the hedgehog concept. The Flywheel: The additive effect of many small initiatives; they act on each other like compound interest. [edit]

How companies make the transition from Good to Great. From my observation, this is the most well regarded book on management. 

The Fundamentals

  • Level 5 Leadership: Leaders who are humble, but driven to do what’s best for the company.
  • First Who, Then What: Get the right people on the bus, then figure out where to go. Finding the right people and trying them out in different positions.
  • Confront the Brutal Facts: The Stockdale paradox - Confront the brutal truth of the situation, yet at the same time, never give up hope.
  • Hedgehog Concept: Three overlapping circles: What makes you money? What could you be best in the world at? and What lights your fire?
  • Culture of Discipline: Rinsing the cottage cheese.
  • Technology Accelerators: Using technology to accelerate growth, within the three circles of the hedgehog concept.
  • The Flywheel: The additive effect of many small initiatives; they act on each other like compound interest.

[edit]

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Wise insights from ad man Paul Arden - applicable to any industry. The Fundamentals 1. Energy - It’s 75% of the job. IF you haven’t got it, be nice. 2. Do not seek praise. Seek criticism. 3. It’s all my fault. 4. Do not covet your ideas. 5. Don’t look for the next opportunity. The one you have in your hand is the opportunity. 6. Accentuate the positive. Eliminate the negative. 7. Do not put your cleverness in front of your communication. 8. Don’t promise what you can’t deliver. 9. Know your clients’ aims. 10. What do you do when your client won’t buy? Do it his way. Then do it your way. 11. Don’t take no for an answer. 12. When it can’t be done, do it. If you don’t, it doesn’t exist.

Wise insights from ad man Paul Arden - applicable to any industry.

The Fundamentals

1. Energy - It’s 75% of the job. IF you haven’t got it, be nice.

2. Do not seek praise. Seek criticism.

3. It’s all my fault.

4. Do not covet your ideas.

5. Don’t look for the next opportunity. The one you have in your hand is the opportunity.

6. Accentuate the positive. Eliminate the negative.

7. Do not put your cleverness in front of your communication.

8. Don’t promise what you can’t deliver.

9. Know your clients’ aims.

10. What do you do when your client won’t buy? Do it his way. Then do it your way.

11. Don’t take no for an answer.

12. When it can’t be done, do it. If you don’t, it doesn’t exist.