Apple and IBM team up to go after the enterprise together http://t.co/PMS6PzFtTB Are Macs next?— Stowe Boyd (@stoweboyd) July 16, 2014
Apple and IBM team up to go after the enterprise together http://t.co/PMS6PzFtTB Apple devices/iOS + IBM enterprise software/sales. Kaboom!— Stowe Boyd (@stoweboyd) July 16, 2014
The Dalai Lama
8pen http://t.co/Idi56dcyJ2 A new form of handwriting, like Gregg shorthand, for touch devices (and maybe for paper as well?)— Stowe Boyd (@stoweboyd)July 16, 2014
I want 8pen.
Walt Mossberg, iStick Is a USB Thumb Drive for the Latest iPhones and iPads
I’ve been testing an early, pre-production version of iStick and its companion app of the same name, and found that it does indeed work as advertised for file transfers. It still has a few bugs to work out before shipping, and the process isn’t quite as simple as it is between two computers, due to the unusual file system used by iOS. But the product works, and I suspect it will be welcomed by many iPhone and iPad users.
The iStick is a small, rectangular plastic device with a light-up slider button in the middle. You slide the button one way to expose a standard USB jack you can use in a Mac or PC, and slide it the other way to expose a Lightning connector you can plug into a late-model iPhone, iPad or iPod touch.
It’s made by a company called Sanho, based in Fremont, Calif., whose mostly Apple-oriented hardware accessories go by the brand Hyper. And it’s much pricier than a simple, commodity USB thumb drive. It starts at $80 for an eight gigabyte model, and ranges up to $250 for 128GB of storage. The company says the higher prices are required to license the Lightning connector and to meet stringent Apple requirements.
Why do I need this, if I have Dropbox or iCloud Drive? The only use case that makes sense is wanting to carry around a bunch of videos or documents, and not wanting to use up a lot of storage on the devices.
Nick Crocker, Thirty Things I’ve Learned
Nick Crocker, Thirty Things I’ve Learned
First sighting of a buy now button on Twitter.
I recently interviewed Nichole Kelly, the founder and president of SME Digital, the digital marketing division of Social Media Explorer. I read a post entitled Why We Abolished Our Vacation Policy, and decided I had to interview her about it.Instead or an accrual vacation policy our employees can take time off whenever they need it, without limits or restrictions. Instead of making vacation a “reward” that has to be “earned”, we look at vacation as a requirement to make sure our team always brings their A game to the table. Instead of a maximum limit on time off, we instituted a minimum limit of 10 days for all full-time employees. - Nichole Kelly
Stowe Boyd: Nichole, I read your recent post on your revamping of the vacation policy at Social Media Explorer. As you wrote, ‘Too many times companies hire adults then treat them like children’. Could explain how you now treat your staff as adults with regard to vacation time?
Nichole Kelly: I think most company’s vacation policies treat employees like children. They have to earn time and only take the time that they’ve earned by a specific date or they lose it. This is akin to a rewards system I would design for my children, not the smart adults we hire.
There were three key considerations to how we designed our new approach.
First, taking time to replenish is essential for employees to bring their best to the table. This required a rethinking of what we call our policy. Most people think of taking vacation as going away to some awesome place, but taking a spa day could be equally important to truly replenishing. We all know that a vacation with the kids isn’t always the best form of replenishment. Or wait; maybe that’s just my kids. Just kidding.
As adults, we know the difference between replenishment and taking a day off to cart the kids to doctor’s appointments, but most vacation or “paid time off policies” count these as equal. Therefore, we call our new policy a replenishment policy instead of vacation policy.
Second, time should be controlled by the employee and not an arbitrary accrual method. Instead or an accrual vacation policy our employees can take time off whenever they need it, without limits or restrictions. Instead of making vacation a “reward” that has to be “earned”, we look at vacation as a requirement to make sure our team always brings their A game to the table. Instead of a maximum limit on time off, we instituted a minimum limit of 10 days for all full-time employees. The minimum limit was to ensure that it is clear we don’t reward working yourself to death and celebrate taking time to replenish.
Third, time should be used for true replenishment not running errands. As I mentioned, we wanted a clear distinction between replenishment and taking care of your family. Therefore, we had to put some guidelines in place for what actually counts as a replenishment day and what doesn’t. Employees are trained to follow traditional paid time off standards, so it was important to get them to reframe the way they think about time off as well.