Interview with Filipe Carrera about Post-Graduation in Digital Marketing (3)

Interview with Filipe Carrera about Post-Graduation on Digital Mkt (2)

Interview with Filipe Carrera about Digital Marketing Post-Graduation

“Our True Divinity is in Our Power to Create” – John Perkins

http://ivancampuzano.com/how-to-reclaim-your-child-like-creativity/

How To Be Creative:

We are all born creative, as young children we have yet to confine our minds to a rigid way of thinking. The line between reality and our dream world becomes blurred. Just observe how young kids are able to switch worlds with such ease. They will be playing, you talk to them, they listen to you, then as soon as you’re done they switch back to their dream world as easy as changing TV channels. You can catch the glimmer in their eye; they really are living in a dream world with infinite possibilities.

If we want to reclaim the creativity that was once ours we need to get rid of all our social conditioning’s, otherwise whatever we create is truly not our own unique creation. Our social conditioning’s only allow us to modify and copy ideas that where never really ours. To be creative in the purest sense is to be an individual, to not allow our creations to be colored by the mass psychology.
If you really observe creative people, you will see that the more creative they are, the more assured they are in their individuality. Creativity is also something that comes to you when you are healthy, relaxed, and calm. The desire to create naturally arises within you when you are feeling good.

Getting Ready To Create:

Your Being: Before you create something of lasting beauty make sure your being is in harmony. Achieve harmony in mind, body, and spirit. Being in tune with these three aspects makes you more aware, conscious, and open to creativity.

Feeling: Become aware of your feelings, they let you know how you are interacting with your environment. Your feelings know no boundaries, they transcend logic. You simply need to allow your feelings to express themselves through you. Become drunk in your feelings, and be the medium in which the universe creates something new.

Action: The ideal place to take action is from a calm relaxed state of being. When you are relaxed and aware of your being and you feel a hunch, you will take the appropriate action. Actions arising from a calm being are total because they are not hindered by past or future; it’s simply a response to the present. This is the perfect response because it is not contrived. You also have the energy necessary to take action, when you are relaxed you just go on accumulating energy.

When you take action make sure it is just not an activity you are doing. Let your actions be unrehearsed inspired actions in response to the present. An activity always has a certain motivation to it. When you are really relaxed there is no urge to be participating in activity.

If you make your painting an activity, it will than become a goal that always exists in the future. It will not have the beauty of a painting that arises from you in the present moment, when you become engrossed and integrated with it. When you are so relaxed that you feel empty, everything comes out. “Wei Wu Wei” is a Taoist term which translates as action that is non-action, from the stillness that comes from a totally relaxed state, action will arise from inaction.

Being creative the deepest parts of your being are activated, you feel an amazing feeling of connection to your higher self. When you are being creative you realize that you already are everything you always wanted to be. All that matters is your creation and the creative process, your ambitions fade away, because they belong to your ego.

“every child is an artist. the problem is how to remain an artist once he grows up” Pablo Picasso

Obstacles Keeping You from Creativity:

1. Recognition: Society has made us believe that something is not creative or beautiful unless it is recognized. This is non sense, when you create something do it only because you get personal fulfillment from it. If you like to dance, then dance don’t worry if you will be recognized for it. If you do become recognized so be it, even better, but don’t let this be the focus on why you create something.

2. Your Beliefs: When you are creating something become immersed in the experience, put your beliefs aside. Your beliefs make you closed, because when you believe something you don’t accept new perspectives and ideas. Be open to the experience you are having. Anything can become a creative experience if you bring enough awareness and love into it.

3. Intellect: You have to be able to transcend your thinking mind; your knowledge binds you to seeing the world to what you know. Through meditation you can rise above your thinking mind, to be in a space that has immense clarity. Just learning to watch your thoughts and mind without becoming attached to them.

4. Trying to be perfect: There is no such thing as perfection. When you are creating something don’t judge it, just become consumed with your experience, it will be perfect in that moment.

5. Being Self Conscious: Just remember that what you create is not really your creation but the universes, you are simply the medium of how the universe expresses it self. As soon as you become self conscious you worry about how others will perceive what you are doing, you are trying to put your stamp on it, because of your ego. When you create through the ego you are constantly seeking approval from others. You will not create something unique because you are trying to please everyone.

Whats Your Creative Purpose?

Becoming More Child Like:
1. Be Ready To Learn: When you don’t know something you are open to new possibilities. Cultivate the attitude of being open and ready to explore unknown experiences.

2. Find Beauty in the Ordinary: Beauty is all around you, you just need to become aware of it. Learn to observe your environment without judgment, without verbalization, let its beauty reveal itself to you. Go to a park sit on a bench, take in all the sights and sounds.

3. Dare to Dream like Peter Pan: Impossible is nothing when you are from never never land

Try Something New Every Day

http://www.associatedcontent.com/article/2547239/move_out_of_your_comfort_zone.html?cat=49

If you want to be more adventurous in your thinking then be more adventurous in your activities. Deliberately push yourself out of your routine. Try things that you do not normally try. Do things that you have never done before. Do things that scare you. Most people operate in a comfortable rut. Here are some ideas for pushing you out of your rut.

* Take salsa dancing lessons

* Try a new sport.

* Drive a different route to work every day for a month.

* Learn to knit.

* Read some special interest magazines that you have never read before.

* Perform in a karaoke bar.

* Go to an art gallery.

* Go on a flower arranging course.

* Learn a foreign language.

* Join an amateur dramatic society and act a minor part in a play.

* Help in a charity shop.

* Become a prison visitor.

* Talk to somebody new every day. Listen to them carefully.

The same philosophy applies to your business. We tend to hide behind old mottos like:

Stick to the knitting. Or

Focus on your strengths. Or

Don't try to be all things to all men

These can be excuses for staying within our corporate comfort zone. It is by trying new activities that we gain new experiences and skills. If we keep doing the same things we learn very little.

Nokia was originally a small Finnish wood pulp company. Nokia diversified many times. They tried all sorts of different things. At one time they made rubber boots. Now they are one of the world's leading providers of mobile phones.

Virgin group started as a record label. Richard Branson has led countless diversifications. Many experiments have failed but they have established businesses in areas such as trains, airlines, books, cola, etc.
If we as individuals need a good push to get us out of our comfort zones then unwieldy organisations need a mighty shove. It takes guts and determination to try new business initiatives in areas outside our core competence. This is what Lou Gerstner did when he turned around IBM. Gerstner was brought in as CEO to halt the slide as the giant corporation lumbered towards irrelevance and oblivion. He took many deliberate and highly symbolic steps to change the company's culture and to turn it away from a dependence on products to become a leader in computer services.

If you want to succeed at a personal or organisational level then you need to continually challenge yourself. Keep trying something new.

Should You Be An Entrepreneur?

Should You Be An Entrepreneur?
Take This Test

Some of your friends are doing it. People who do it are in the front pages and web almost every day. Even President Obama is talking about it. So should you do it? Should you join the millions of people every year who take the plunge and start their first ventures? I've learned in my own years as an entrepreneur — and now an entrepreneurship professor — that there is a gut level "fit" for people who are potential entrepreneurs. There are strong internal drivers that compel people to create their own business. I've developed a 2–minute Isenberg Entrepreneur Test, below, to help you find out. Just answer yes or no. Be honest with yourself — remember from my last post: the worst lies are the ones we tell ourselves.
1. I don't like being told what to do by people who are less capable than I am.
2. I like challenging myself.
3. I like to win.
4. I like being my own boss.
5. I always look for new and better ways to do things.
6. I like to question conventional wisdom.
7. I like to get people together in order to get things done.
8. People get excited by my ideas.
9. I am rarely satisfied or complacent.
10. I can't sit still.
11. I can usually work my way out of a difficult situation.
12. I would rather fail at my own thing than succeed at someone else's.
13. Whenever there is a problem, I am ready to jump right in.
14. I think old dogs can learn — even invent — new tricks.
15. Members of my family run their own businesses.
16. I have friends who run their own businesses.
17. I worked after school and during vacations when I was growing up.
18. I get an adrenaline rush from selling things.
19. I am exhilarated by achieving results.
20. I could have written a better test than Isenberg (and here is what I would change ....)
If you answered "yes" on 17 or more of these questions, look at your paycheck (if you are lucky enough to still get one). If the company that issued the check isn't owned by you, it is time for some soul searching: Do you have debts to pay? Kids in college? Alimony? Want to take it easy? Maybe better to wait. Do you have a little extra cash in the bank and several credit cards? Do you have a spouse, partner, friends, or kids who will cheer you on? If so, start thinking about what kind of business you want to set up. It doesn't matter what age you are: research by the Kauffman Foundation shows that more and more over–50s are setting up their own businesses. Talk to people who have made the plunge, learn how to plan and deliver a product or service, think about that small business you might buy, talk to people with whom you would like to work, and talk to customers.
"I like to take risks" is not on the list. People don't choose to be entrepreneurs by opting for a riskier lifestyle. What they do, instead, is reframe the salary vs. entrepreneur choice as between two different sets of risk: the things they don't like about having a steady job — such as the risk of boredom, working for a bad boss, lack of autonomy, lack of control over your fate, and getting laid off — and the things they fear about being an entrepreneur — possible failure, financial uncertainty, shame or embarrassment, and lost investment. In the end, people who are meant to be entrepreneurs believe that their own abilities (e.g. leadership, resourcefulness, pluck, hard work) or assets (e.g. money, intellectual property, information, access to customers) significantly mitigate the risks of entrepreneurship. Risk is ultimately a personal assessment: what is risky for me is not risky for you.
"I want to get rich" is not on the list either. All else being equal (and all else is rarely equal in the real world), on the average, people who set up their own businesses don't make more money, although a few do succeed in grabbing the brass ring. But the "psychic benefits" — the challenge, autonomy, recognition, excitement, and creativity — make it all worthwhile.

Fonte:
• Daniel Isenberg (Professor of Management Practice, Babson College)

• http://blogs.hbr.org/cs/2010/02/should_you_be_an_entrepreneur.html?cm_mmc=npv-_-DAILY_ALERT-_-AWEBER-_-DATE

The Decade in Management Ideas

http://blogs.hbr.org/hbr/hbreditors/2010/01/the_decade_in_management_ideas.html

Tis the season for "year's best" lists — and even, this year, for "decade's best" lists — and who are we to resist the urge? A few of us HBR editors (Gardiner Morse and Steve Prokesch helped especially) took the opportunity to look back on the past ten years of management thinking and are ready to declare our choices for the — well, why not say it — most influential management ideas of the millennium (so far).

1. Shareholder Value as a Strategy. The notion of producing attractive returns for investors is as old as investing, but this was a decade when the pursuit of shareholder value eclipsed too much else. Increasingly sophisticated tools and metrics for value-based managementpushed the consideration of stock price effects deep into operational decision-making, and made sure everything pointed toward bonus day. By 2009, even the man most known for focusing on value was saying it was a dumb idea. "Shareholder value is a result, not a strategy," Jack Welch proclaimed. "Your main constituencies are your employees, your customers and your products."

2. IT as a Utility. The current mania for cloud computing is the latest step in a long process by which enterprises have dispensed with their proprietary glass houses and begun buying computing capabilities as services. One impetus was the Y2K scare, which forced attention onto those onerous legacy systems as the new millennium dawned.

3. The Customer Chorus. Through a range of technical and social developments, customers' voices grew louder (whether collectively in ratings systems like Amazon's, or individually through viral kvetches like Dave Carroll's "United Breaks Guitars") and companies found ways to listen. It's a true megatrend: the steps along the way have felt gradual and natural, but collectively they change everything.

4. Enterprise Risk Management. Sounds crazy right now to say that the last decade was notable for risk management. But especially after 9/11, companies saw the sense of bringing the many and various pockets of it under the same umbrella. Newly empowered chief risk officers looked for trouble spots on a landscape ranging from financial hedging to pirates on the open sea.

5. The Creative Organization. The decade saw a general revolution in the way many organizations came to view their source of competitive advantage, and a commitment to finding ways to produce creative output more reliably. Even before they embraced "design thinking," managers were encouraging collaboration, drawing on diverse perspectives, and engaging whole workforces in "ideation."

6. Open Source. Purist geeks will be quick to point out that the term open source and some very substantial achievements came in the late 1990s, but here we pay homage to the spread of that model beyond software code. Was it only in 2001 that Wikipedia was born? And how many things have been wiki'ed since?

7. Going Private. Cheap debt reignited the LBO scene just as post-Enron reforms created real disincentives to operate as a public company. As the decade wore on, private equity's playbook for turning around businesses was increasingly held up as best-practice management. Now, ideas like, ahem, leveraging up don't seem so wise, but private equity's devotion to strategic focus and demanding governance might endure.

8. Behavioral Economics. Okay, by now, you're all shouting "that's definitely older than 10 years" and you're right. But talk about a set of ideas whose time has come. In the prior decade, can you remember when someone with Steven Levitt's profile had a breakout bestseller? Or when someone modifying the word economist with "rogue" (or "rock star") could keep a straight face?

9. High Potentials. Consulting firms and other deeply knowledge-based businesses knew this all along, but in the past decade the rest of the corporate world woke up to the fact that some managers are more equal than others. Formal programs were established to identify, cultivate, and retain "hi-po's". Executive coaching, a perk often provided for the anointed, experienced explosive growth as an industry.

10. Competing on Analytics. Decades of investment in systems capturing transactions and feedback finally yielded a toolkit for turning all that data into intelligence. Operations research types, long consigned to engineering realms like manufacturing scheduling, got involved in marketing decisions. Managers started learning from experiments that were worthy of the name.

11. Reverse Innovation. The bigger story here is the maturation of the concept of globalization, particularly with regard to emerging economies. Most big corporations in 2000 saw them primarily as a source of natural resources and, increasingly, cheap labor. Then, as rising employment fueled the development of middle classes, cities in India and China came to represent valuable markets. Now, these non-US consumers are coming to the foreground. Firms like GE and Microsoft are doing R&D in emerging markets, optimizing on those preferences and constraints, and then bringing the results back home.

12. Sustainability. More than anything, the first ten years of the 21st century will be remembered as the decade that businesses went green — if only in their marketing to a public highly attuned to Al Gore's inconvenient truth. We're not cynical on this point, however. The efforts we see by companies large and small to reduce their carbon footprints and other environmental impacts are sincere and effective, as far as they go. But ten years from now, as we revisit this exercise, forgive us if we declare 2010-2020 to be the decade of sustainability. "The idea was in the air before 2010," we can picture ourselves writing. "But this was the decade when it really took hold."

So there it is: our roundup of the management ideas that shaped the decade. Now, you tell us: Which ones don't belong on this list? And what did we miss?