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  • How to organize Python modules for PyPI to support 2.x and 3.x

    - by Craig McQueen
    I have a Python module that I would like to upload to PyPI. So far, it is working for Python 2.x. It shouldn't be too hard to write a version for 3.x now. But, after following guidelines for making modules in these places: Distributing Python Modules The Hitchhiker’s Guide to Packaging it's not clear to me how to support multiple source distributions for different versions of Python, and it's not clear if/how PyPI could support it. I envisage I would have separate code for: 2.x 2.6 (maybe, as a special case to use the new buffer API) 3.x How is it possible to set up a Python module in PyPI so that someone can do: easy_install modulename and it will install the right thing whether the user is using 2.x or 3.x?

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  • How to organize Python modules for PyPI to support 2.x and 3.x

    - by Craig McQueen
    I have a Python module that I would like to upload to PyPI. So far, it is working for Python 2.x. It shouldn't be too hard to write a version for 3.x now. But, after following guidelines for making modules in these places: Distributing Python Modules The Hitchhiker’s Guide to Packaging it's not clear to me how to support multiple source distributions for different versions of Python, and it's not clear if/how PyPI could support it. I envisage I would have separate code for: 2.x 2.6 (maybe, as a special case to use the new buffer API) 3.x How is it possible to set up a Python module in PyPI so that someone can do: easy_install modulename and it will install the right thing whether the user is using 2.x or 3.x?

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  • Prevent Python from caching the imported modules

    - by Olivier
    While developing a largeish project (split in several files and folders) in Python with IPython, I run into the trouble of cached imported modules. The problem is that instructions import module only reads the module once, even if that module has changed! So each time I change something in my package, I have to quit and restart IPython. Painful. Is there any way to properly force reloading some modules? Or, better, to somehow prevent Python from caching them? I tried several approaches, but none works. In particular I run into really, really weird bugs, like some modules or variables mysteriously becoming equal to None... The only sensible resource I found is Reloading Python modules, from pyunit, but I have not checked it. I would like something like that. A good alternative would be for IPython to restart, or restart the Python interpreter somehow. So, if you develop in Python, what solution have you found to this problem?

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  • Using Crypt function Python 3.3.2

    - by adampski
    In Windows and Python version 3.3.2, I try and call the python module like so: hash2 = crypt(word, salt) I import it at the top of my program like so: from crypt import * The result I get is the following: Traceback (most recent call last): File "C:\none\of\your\business\adams.py", line 10, in <module> from crypt import * File "C:\Python33\lib\crypt.py", line 3, in <module> import _crypt ImportError: No module named '_crypt' However, when I execute the same file adams.py in Ubuntu, with Python 2.7.3, it executes perfectly - no errors. I tried the following to resolve the issue for my Windows & Python 3.3.2 (though I'm sure the OS isn't the issue, the Python version or my use of syntax is the issue): Rename the directory in the Python33 directory from Lib to lib Rename the crypt.py in lib to _crypt.py. However, it turns out the entire crypt.py module depends on an external module called _crypt.py too. Browsed internet to download anything remotely appropriate to resemble _crypt.py It's not Python, right? It's me...(?) I'm using syntaxes to import and use external modules that are acceptable in 2.7.3, but not in 3.3.2. Or have I found a bug in 3.3.2?

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  • How to Set Up Your Enterprise Social Organization

    - by Mike Stiles
    The rush for business organizations to establish, grow, and adopt social was driven out of necessity and inevitability. The result, however, was a sudden, booming social presence creating touch points with customers, partners and influencers, but without any corporate social organization or structure in place to effectively manage it. Even today, many business leaders remain uncertain as to how to corral this social media thing so that it makes sense for their enterprise. Imagine their panic when they hear one of the most beneficial approaches to corporate use of social involves giving up at least some hierarchical control and empowering employees to publicly engage customers. And beyond that, they should also be empowered, regardless of their corporate status, to engage and collaborate internally, spurring “off the grid” innovation. An HBR blog points out that traditionally, enterprise organizations function from the top down, and employees work end-to-end, structured around business processes. But the social enterprise opens up structures that up to now have not exactly been embraced by turf-protecting executives and managers. The blog asks, “What if leaders could create a future where customers, associates and suppliers are no longer seen as objects in the system but as valued sources of innovation, ideas and energy?” What if indeed? The social enterprise activates internal resources without the usual obsession with position. It is the dawn of mass collaboration. That does not, however, mean this mass collaboration has to lead to uncontrolled chaos. In an extended interview with Oracle, Altimeter Group analyst Jeremiah Owyang and Oracle SVP Reggie Bradford paint a complete picture of today’s social enterprise, including internal organizational structures Altimeter Group has seen emerge. One sign of a mature social enterprise is the establishing of a social Center of Excellence (CoE), which serves as a hub for high-level social strategy, training and education, research, measurement and accountability, and vendor selection. This CoE is led by a corporate Social Strategist, most likely from a Marketing or Corporate Communications background. Reporting to them are the Community Managers, the front lines of customer interaction and engagement; business unit liaisons that coordinate the enterprise; and social media campaign/product managers, social analysts, and developers. With content rising as the defining factor for social success, Altimeter also sees a Content Strategist position emerging. Across the enterprise, Altimeter has seen 5 organizational patterns. Watching the video will give you the pros and cons of each. Decentralized - Anyone can do anything at any time on any social channel. Centralized – One central groups controls all social communication for the company. Hub and Spoke – A centralized group, but business units can operate their own social under the hub’s guidance and execution. Most enterprises are using this model. Dandelion – Each business unit develops their own social strategy & staff, has its own ability to deploy, and its own ability to engage under the central policies of the CoE. Honeycomb – Every employee can do social, but as opposed to the decentralized model, it’s coordinated and monitored on one platform. The average enterprise has a whopping 178 social accounts, nearly ¼ of which are usually semi-idle and need to be scrapped. The last thing any C-suite needs is to cope with fragmented technologies, solutions and platforms. It’s neither scalable nor strategic. The prepared, effective social enterprise has a technology partner that can quickly and holistically integrate emerging platforms and technologies, such that whatever internal social command structure you’ve set up can continue efficiently executing strategy without skipping a beat. @mikestiles

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  • How to Set Up Your Enterprise Social Organization?

    - by Richard Lefebvre
    By Mike Stiles on Dec 04, 2012 The rush for business organizations to establish, grow, and adopt social was driven out of necessity and inevitability. The result, however, was a sudden, booming social presence creating touch points with customers, partners and influencers, but without any corporate social organization or structure in place to effectively manage it. Even today, many business leaders remain uncertain as to how to corral this social media thing so that it makes sense for their enterprise. Imagine their panic when they hear one of the most beneficial approaches to corporate use of social involves giving up at least some hierarchical control and empowering employees to publicly engage customers. And beyond that, they should also be empowered, regardless of their corporate status, to engage and collaborate internally, spurring “off the grid” innovation. An HBR blog points out that traditionally, enterprise organizations function from the top down, and employees work end-to-end, structured around business processes. But the social enterprise opens up structures that up to now have not exactly been embraced by turf-protecting executives and managers. The blog asks, “What if leaders could create a future where customers, associates and suppliers are no longer seen as objects in the system but as valued sources of innovation, ideas and energy?” What if indeed? The social enterprise activates internal resources without the usual obsession with position. It is the dawn of mass collaboration. That does not, however, mean this mass collaboration has to lead to uncontrolled chaos. In an extended interview with Oracle, Altimeter Group analyst Jeremiah Owyang and Oracle SVP Reggie Bradford paint a complete picture of today’s social enterprise, including internal organizational structures Altimeter Group has seen emerge. One sign of a mature social enterprise is the establishing of a social Center of Excellence (CoE), which serves as a hub for high-level social strategy, training and education, research, measurement and accountability, and vendor selection. This CoE is led by a corporate Social Strategist, most likely from a Marketing or Corporate Communications background. Reporting to them are the Community Managers, the front lines of customer interaction and engagement; business unit liaisons that coordinate the enterprise; and social media campaign/product managers, social analysts, and developers. With content rising as the defining factor for social success, Altimeter also sees a Content Strategist position emerging. Across the enterprise, Altimeter has seen 5 organizational patterns. Watching the video will give you the pros and cons of each. Decentralized - Anyone can do anything at any time on any social channel. Centralized – One central groups controls all social communication for the company. Hub and Spoke – A centralized group, but business units can operate their own social under the hub’s guidance and execution. Most enterprises are using this model. Dandelion – Each business unit develops their own social strategy & staff, has its own ability to deploy, and its own ability to engage under the central policies of the CoE. Honeycomb – Every employee can do social, but as opposed to the decentralized model, it’s coordinated and monitored on one platform. The average enterprise has a whopping 178 social accounts, nearly ¼ of which are usually semi-idle and need to be scrapped. The last thing any C-suite needs is to cope with fragmented technologies, solutions and platforms. It’s neither scalable nor strategic. The prepared, effective social enterprise has a technology partner that can quickly and holistically integrate emerging platforms and technologies, such that whatever internal social command structure you’ve set up can continue efficiently executing strategy without skipping a beat. @mikestiles

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  • Python 2 dict_items.sort() in Python 3

    - by DaveWeber
    I'm porting some code from Python 2 to 3. This is valid code in Python 2 syntax: def print_sorted_dictionary(dictionary): items=dictionary.items() items.sort() In Python 3, the dict_items have no method 'sort' - how can I make a workaround for this in Python 3?

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  • Making python 3.3 default python 3 interpreter instead of 3.2

    - by user1873947
    So, to keep it simple. Ubuntu 12.10 has python 3.2 pre installed and it is linked to "python3". I downloaded python 3.3 and it's command is "python3.3". However, I downloaded pySide for python3 from synaptic. Using "from PySide.QtCore import *" fails on python3.3. BUT, when I ran just "python3" (aka 3.2) everything works fine. Synaptic just installed lib for python3.2 which is default for python3 in ubuntu. How can I force synaptic to install modules for python3.3? Thanks

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  • Best practise for Progress Bar in Python's PyGTK

    - by Matthew Walker
    I would like to get feedback on others' opinions of best practice for how to implement a progress bar in Python's PyGTK. The work that the progress bar was to represent was very significant computationally. Therefore, I wanted the work to be done in a separate process (thus giving the operating system the possibility to run it on a different core). I wanted to be able to start the work, and then continue to use the GUI for other tasks while waiting for the results. I have seen many people asking this question indirectly, but I have not seen any concrete expert advice. I hope that by asking this question we will see a community's combined expertise. I have read the FAQ and I hope that "Programmers" is the right place to ask.

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  • sudo apt-get install python.pip python-dev Gives Error

    - by user2539745
    I am learning Django from http://gettingstartedwithdjango.com/ and I have windows 7 32-bit. The tutorial asked to install virtualbox and vagrant(tutorial had precise64 and it had issues in my pc so I installed precise32) so I did it. Now the tutorial asked to do sudo apt-get install python-dev python.pip so I did it but it gave me this error > vagrant@precise32:~$ sudo apt-get install python.pip python-dev Reading package lists... Done Building dependency tree Reading state information... Done Note, selecting 'python-pip' for regex 'python.pip' Note, selecting 'python-pipeline' for regex 'python.pip' The following extra packages will be installed: libexpat1 libexpat1-dev libpython2.7 python-pkg-resources python-setuptools python-support python2.7 python2.7-dev python2.7-minimal Suggested packages: python-distribute python-distribute-doc python2.7-doc binfmt-support The following NEW packages will be installed: libexpat1-dev libpython2.7 python-dev python-pip python-pipeline python-pkg-resources python-setuptools python-support python2.7-dev The following packages will be upgraded: libexpat1 python2.7 python2.7-minimal 3 upgraded, 9 newly installed, 0 to remove and 63 not upgraded. Need to get 34.7 MB/35.7 MB of archives. After this operation, 42.0 MB of additional disk space will be used. Do you want to continue [Y/n]? y Err (http removed)us.archive.ubuntu.com/ubuntu/ precise-updates/main python2.7 i386 2.7 .3-0ubuntu3.1 404 Not Found [IP: 91.189.91.15 80] Err (http removed)us.archive.ubuntu.com/ubuntu/ precise-updates/main python2.7-minimal i386 2.7.3-0ubuntu3.1 404 Not Found [IP: 91.189.91.15 80] Err (http removed)us.archive.ubuntu.com/ubuntu/ precise-updates/main libpython2.7 i386 2.7.3-0ubuntu3.1 404 Not Found [IP: 91.189.91.15 80] Err (http removed)us.archive.ubuntu.com/ubuntu/ precise-updates/main python2.7-dev i386 2.7.3-0ubuntu3.1 404 Not Found [IP: 91.189.91.15 80] Failed to fetch (http removed)us.archive.ubuntu.com/ubuntu/pool/main/p/python2.7/python 2.7_2.7.3-0ubuntu3.1_i386.deb 404 Not Found [IP: 91.189.91.15 80] Failed to fetch (http removed)us.archive.ubuntu.com/ubuntu/pool/main/p/python2.7/python 2.7-minimal_2.7.3-0ubuntu3.1_i386.deb 404 Not Found [IP: 91.189.91.15 80] Failed to fetch (http removed)us.archive.ubuntu.com/ubuntu/pool/main/p/python2.7/libpyt hon2.7_2.7.3-0ubuntu3.1_i386.deb 404 Not Found [IP: 91.189.91.15 80] Failed to fetch (http removed)us.archive.ubuntu.com/ubuntu/pool/main/p/python2.7/python 2.7-dev_2.7.3-0ubuntu3.1_i386.deb 404 Not Found [IP: 91.189.91.15 80] E: Unable to fetch some archives, maybe run apt-get update or try with --fix-mis sing? Please help what should I do ??

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  • Python IDLE: How to type correct indentation?

    - by user2988464
    Mac: Maverick Python: 3.4 I tried to testtimeit module in Python's IDLE import timeit >>> timeit.timeit( "obj.method", """ class SomeClass: def method(self): pass obj = SomeClass() """) When I tried to type def method(self): on the next line of class SomeClass, I hit Tab, it prompted a window showing the files inside my Document directory. So I hit Ctrl+Tab instead. But I still got the error: Traceback (most recent call last): File "<pyshell#26>", line 6, in <module> """) File "/Library/Frameworks/Python.framework/Versions/3.4/lib/python3.4/timeit.py", line 213, in timeit return Timer(stmt, setup, timer).timeit(number) File "/Library/Frameworks/Python.framework/Versions/3.4/lib/python3.4/timeit.py", line 122, in __init__ code = compile(src, dummy_src_name, "exec") File "<timeit-src>", line 9 _t0 = _timer() ^ IndentationError: unindent does not match any outer indentation level Can someone explain: how to fix it, and how to avoid the prompt of My Document appear? Thx!!!

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  • Dawn of the Enterprise Social Developer

    - by Mike Stiles
    Social is not just for poking friends, posting videos of cats playing pianos, or even just for brand marketing anymore. It has become a key form of communication internally and externally across every area of the enterprise. As a Java developer, are you positioning yourself for the integration of social into enterprise business systems that’s on the near horizon? Because it’s the work you do and the applications you build that will influence what the social-enabled enterprise is going to look like and how it’s going to operate. But as a social developer, step one is wrapping your arms around all the things that are possible. Traditionally, the best exploration, brainstorming and innovation come from collaborating with other developers. That’s how the big questions can be hashed (or hacked) out. Is Java the best social development environment? If not, what is? What’s already being done in terms of application integration? The JavaOne Social Developer Program will offer up a series of talks and events on those very issues Tuesday, October 2 at the San Francisco Hilton. If you’re interested in embarking on this newest frontier of enterprise social development, you can connect with others who are thinking the same thing and get moving on your first project.Talks will include: Emergence Of The Social EnterpriseExtending Social into Enterprise Applications and Business ProcessesIntro to Open Graph and Facebook's APIs Building the Next Wave of Social Commerce Platforms Social Data and the Enterprise LinkedIn: A Professional Network Built with Java Technologies and Agile Practice Social Developer Hackathon In addition to these learning and discussion opportunities, you might consider joining the new Oracle Social Developer Community (OSDC), where the interaction and collaboration can continue indefinitely. It doesn’t take a lot of tea leaf reading to know that the cloud will house the enterprise technology of the future, and social (as well as the rich data it brings) is going to be a major part of that as social integrates across every business function as there’s proven value for consumer facing initiatives. The next phase of social development is going to involve combining enterprise data from multiple sources, new and existing, social and traditional, in order to tell compelling and usable stories. And social is coming to the enterprise quickly, meaning you as a development leader should seek to understand not just what's worked on the consumer side, but what aspects of those successes can be applied inside the organization. Get educated, get connected, and consider registering for this forward-looking event now to get started with enterprise social development.

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  • Social Networks & the Cloud

    - by kellsey.ruppel
    It’s no secret that millions of people are connected to the Internet. And it also probably doesn’t come as a surprise that a lot of those people are connected on social networking sites.  Social networks have become an excellent platform for sharing and communication that reflects real world relationships and they play a major part in the everyday lives of many people. Facebook, Twitter, Pinterest, LinkedIn, Google+ and hundreds of others have transformed the way we interact and communicate with one another. Social networks are becoming more than just an online gathering of friends. They are becoming a destination for ideation, e-commerce, and marketing. But it doesn’t just stop there. Some organizations are utilizing social networks internally, integrated with their business applications and processes and the possibility of social media and cloud integration is compelling. Forrester alone estimates enterprise cloud computing to grow to over $240 billion by 2020. It’s hard to find any current IT project today that is NOT considering cloud-based deployments. Security and quality of service concerns are no longer at the forefront; rather, it’s about focusing on the right mix of capabilities for the business. Cloud vs. On-Premise? Policies & governance models? Social in the cloud? Cloud’s increasing sophistication, security in applications, mobility, transaction processing and social capabilities make it an attractive way to manage information. And Oracle offers all of this through the Oracle Cloud and Oracle Social Network. Oracle Social Network is a secure private network that provides a broad range of social tools designed to capture and preserve information flowing between people, enterprise applications, and business processes. By connecting you with your most critical applications, Oracle Social Network provides contextual, real-time communication within and across enterprises. With Oracle Social Network, you and your teams have the tools you need to collaborate quickly and efficiently, while leveraging the organization’s collective expertise to make informed decisions and drive business forward. Oracle Social Network is available as part of a portfolio of application and platform services within the Oracle Cloud. Oracle Cloud offers self-service business applications delivered on an integrated development and deployment platform with tools to rapidly extend and create new services. Oracle Social Network is pre-integrated with the Fusion CRM Cloud Service and the Fusion HCM Cloud Service within the Oracle Cloud. Learn more how you can use Oracle Social Network to revolutionize how you create, understand, and achieve true value through enterprise social networking. And be sure to check out the follow sessions here at Oracle OpenWorld, where can learn more about Oracle Cloud and Oracle Social Network. Tuesday, Oct 2 – Oracle WebCenter’s Cloud Strategy: From Social and Platform Services to Mashups, 1:15pm - 2:15pm, Moscone West – 3001  Wednesday, Oct 3 – Oracle Social Network: Your Strategy for Socially Enabled Oracle Fusion Applications, 11:45am - 12:45pm, Moscone West – 3002/3004

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  • How to install python modules for specific python version

    - by Zayatzz
    I needed to install UCS2 python next to UCS4 python. So I went to comp.lang.python and asked them about it. Probably not the best place to ask it, but they answered https://groups.google.com/forum/?fromgroups#!topic/comp.lang.python/bGuAfqa76W8 and now i have brand new python 2.7.3 ucs2 installed in /opt/bin/python What I need now is - how can I install all other python modules that I have installed for that python version also. Basically stuff like PIL and postgresql and mod_wsgi - basically everything needed to run Django for that python version. Is this the right the place to ask for it?

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  • call python with system() in R to run a python script emulating the python console

    - by Yihui
    I want to pass a chunk of Python code to Python in R with something like system('python ...'), and I'm wondering if there is an easy way to emulate the python console in this case. For example, suppose the code is "print 'hello world'", how can I get the output like this in R? >>> print 'hello world' hello world This only shows the output: > system("python -c 'print \"hello world\"'") hello world Thanks! BTW, I asked in r-help but have not got a response yet (if I do, I'll post the answer here).

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  • Spotlight on Oracle Social Relationship Management. Social Enable Your Enterprise with Oracle SRM.

    - by Pat Ma
    Facebook is now the most popular site on the Internet. People are tweeting more than they send email. Because there are so many people on social media, companies and brands want to be there too. They want to be able to listen to social chatter, engage with customers on social, create great-looking Facebook pages, and roll out social-collaborative work environments within their organization. This is where Oracle Social Relationship Management (SRM) comes in. Oracle SRM is a product that allows companies to manage their presence with prospects and customers on social channels. Let's talk about two popular use cases with Oracle SRM. Easy Publishing - Companies now have an average of 178 social media accounts - with every product or geography or employee group creating their own social media channel. For example, if you work at an international hotel chain with every single hotel creating their own Facebook page for their location, that chain can have well over 1,000 social media accounts. Managing these channels is a mess - with logging in and out of every account, making sure that all accounts are on brand, and preventing rogue posts from destroying the brand. This is where Oracle SRM comes in. With Oracle Social Relationship Management, you can log into one window and post messages to all 1,000+ social channels at once. You can set up approval flows and have each account generate their own content but that content must be approved before publishing. The benefits of this are easy social media publishing, brand consistency across all channels, and protection of your brand from inappropriate posts. Monitoring and Listening - People are writing and talking about your company right now on social media. 75% of social media users have written a negative post about a brand after a poor customer service experience. Think about all the negative posts you see in your Facebook news feed about delayed flights or being on hold for 45 minutes. There is so much social chatter going on around your brand that it's almost impossible to keep up or comprehend what's going on. That's where Oracle SRM comes in. With Social Relationship Management, a company can monitor and listen to what people are saying about them on social channels. They can drill down into individual posts or get a high level view of trends and mentions. The benefits of this are comprehending what's being said about your brand and its competitors, understanding customers and their intent, and responding to negative posts before they become a PR crisis. Oracle SRM is part of Oracle Cloud. The benefits of cloud deployment for customers are faster deployments, less maintenance, and lower cost of ownership versus on-premise deployments. Oracle SRM also fits into Oracle's vision to social enable your enterprise. With Oracle SRM, social media is not just a marketing channel. Social media is also mechanism for sales, customer support, recruiting, and employee collaboration. For more information about how Oracle SRM can social enable your enterprise, please visit oracle.com/social. For more information about Oracle Cloud, please visit cloud.oracle.com.

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  • Social Business Forum Milano: Day 2

    - by me
    @YourService. The business world has flipped and small business can capitalize  by Frank Eliason (twitter: @FrankEliason ) Technology and social media tools have made it easier than ever for companies to communicate with consumers. They can listen and join in on conversations, solve problems, get instant feedback about their products and services, and more. So why, then, are most companies not doing this? Instead, it seems as if customer service is at an all time low, and that the few companies who are choosing to focus on their customers are experiencing a great competitive advantage. At Your Service explains the importance of refocusing your business on your customers and your employees, and just how to do it. Explains how to create a culture of empowered employees who understand the value of a great customer experience Advises on the need to communicate that experience to their customers and potential customers Frank Eliason, recognized by BusinessWeek as the 'most famous customer service manager in the US, possibly in the world,' has built a reputation for helping large businesses improve the way they connect with customers and enhance their relationships Quotes from the Audience: Bertrand Duperrin ?@bduperrin social service is not about shutting up the loudest cutsomers ! #sbf12 @frankeliason Paolo Pelloni ?@paolopelloniGautam Ghosh ?@GautamGhosh RT @cecildijoux: #sbf12 @frankeliason you need to change things and fix the approach it's not about social media it's about driving change  Peter H. Reiser ?@peterreiser #sbf12 Company Experience = Product Experience + Customer Interactions + Employee Experience @yourservice Engage or lose! Socialize, mobilize, conversify: engage your employees to improve business performance Christian Finn (twitter: @cfinn) First Christian was presenting the flying monkey   Then he outlined the four principals to fix the Intranet: 1. Socalize the Intranet 2. Get Thee to a Single Repository 3. Mobilize the Intranet 4. Conversationalize Your Processes Quotes from the Audience: Oscar Berg ?@oscarberg Engaged employees think their work bring out the best of their ideas @cfinn #sbf12 http://pic.twitter.com/68eddp48 John Stepper ?@johnstepper I like @cfinn's "conversify your processes" A nice related concept to "narrating your work", part of working out loud. http://johnstepper.com/2012/05/26/working-out-loud-your-personal-content-strategy/ Oscar Berg ?@oscarberg Organizations are talent markets - socializing your intranet makes this market function better @cfinn #sbf12 For profit, productivity, and personal benefit: creating a collaborative culture at Deutsche Bank John Stepper (twitter:@johnstepper) Driving adoption of collaboration + social media platforms at Deutsche Bank. John shared some great best practices on how to deploy an enterprise wide  community model  in a large company. He started with the most important question What is the commercial value of adding social ? Then he talked about the success of Community of Practices deployment and outlined some key use cases including the relevant measures to proof the ROI of the investment. Examples:  Community of practice -> measure: systematic collection of value stories  Self-service website  -> measure: based on representative models Optimizing asset inventory - > measure: Actual counts  This use case was particular interesting.  It is a crowd sourced spending/saving of infrastructure model.  User can cancel IT services they don't need (as example Software xx).  5% of the saving goes to social responsibility projects. The John outlined some  best practices on how to address the WIIFM (What's In It For Me) question of the individual users:  - change from hierarchy to graph -  working out loud = observable work + narrating  your work  - add social skills to career objectives - example: building a purposeful social network course/training as part of the job development curriculum And last but not least John gave some important tips on how to get senior management buy-in by establishing management sponsored division level collaboration boards which defines clear uses cases and measures. This divisional use cases are then implemented using a common social platform.  Thanks John - I learned a lot from your presentation!   Quotes from the Audience: Ana Silva ?@AnaDataGirl #sbf12 what's in it for individuals at Deutsche Bank? Shapping their reputations in a big org says @johnstepper #e20Ana Silva ?@AnaDataGirl Any reason why not? MT @magatorlibero #sbf12 is Deutsche B. experience on applying social inside company applicable to Italian people? Oscar Berg ?@oscarberg Your career is not a ladder, it is a network that opens up opportunities - @johnstepper #sbf12 Oscar Berg ?@oscarberg @johnstepper: Institutionalizing collaboration is next - collaboration woven into the fabric of daily work #sbf12 Ana Silva ?@AnaDataGirl #sbf12 @johnstepper talking about how Deutsche Bank is using #socbiz to build purposeful CoP & save money

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  • How come Indiegogo links shared on G+ link to their page instead of displaying URL?

    - by Ivan Vucica
    If an Indiegogo link, such as this one, gets shared on G+, their G+ page is displayed in the post in the place where commonly the URL would be displayed. I've tried looking analyzing the HTML, but came up empty handed: there's Twitter cards metadata, there's OpenGraph, there is a G+ button -- but I found nothing that links to Indiegogo's page, not even rel="publisher". So, how does Indiegogo achieve this?

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  • Installing PIL (Python Imaging Library) in Win7 64 bits, Python 2.6.4

    - by Rafael Almeida
    I'm trying to install said library for use with Python. I tried downloading the executable installer for Windows, which runs, but says it doesn't find a Python installation. Then tried registering (http://effbot.org/zone/python-register.htm) Python, but the script says it can't register (although the keys appear in my register). Then I tried downloading the source package: I run the setup.py build and it works, but when I run setup.py install it says the following: running install running build running build_py running build_ext building '_imaging' extension error: Unable to find vcvarsall.bat What can I do?

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  • Pinterest and Social Commerce: The Social Networking Site Retailers Shouldn’t Ignore

    - by Jeri Kelley
    If you are in the midst of remodeling your home, researching the latest spring fashion trends, or simply trying to figure out what to cook for dinner you’ve probably been on Pinterest, and like me, find it extremely useful for generating new ideas and storing them all in one place. Gone are the days of folding over corners of magazines or bookmarking the URL of a Web page – Pinterest makes it easy for you to “pin” ideas, photos, links, and more to virtual bulletin boards where your “followers” can repin, like, and share. As a consumer, Pinterest has gained my attention and I’m definitely not the only one. According to a Monetate infographic, Pinterest’s unique visitors increased 329% from September to December 2011. With this explosion of users, what does it mean for social commerce? Also according to Monetate, Pinterest is one of the top traffic drivers for retailers – driving even more traffic than popular social networking sites like Google+.  For businesses, creating a presence on Pinterest is a great way to extend the reach of your brand, increase inbound links, and drive more traffic to your site. Socialnomics has a great post on how some of the biggest retail brands are using Pinterest to connect with consumers, offer cool content, and engage on a more personal level. When evaluating your social commerce program, while Facebook still delivers the most referrals, Pinterest shouldn’t be ignored as a way to help reach and connect with as many consumers as possible.

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  • IASA Sessions on Social Networking Note Influence of Millennial Generation on Insurance Technology

    - by [email protected]
    Helen Pitts, senior product marketing manager for Oracle Insurance is blogging from the 2010 IASA Annual Conference and Business Show this week. Social networking continues to be a buzzword for many in the industry. Erin Esurance, the Geico Gecko and even Nationwide's "The World's Greatest Spokesperson in the World" all have a prominent presence in the social media world. Sessions at the 2010 IASA Annual Conference and Business Show this week in Grapevine, Texas, highlighted how the millennial generation's exploding use of social media is spurring more carriers to leverage tools like Facebook, LinkedIn and other social networks to engage prospect and customers. While panelists encouraged carriers to leverage social networking tools for marketing and communications, they expressed the need for caution and corporate governance when it comes to using the tools as a part of claims, underwriting, and human resources recruitment business practices, and interactions with producers. (A previous Oracle Insurance blog entry by my colleague Susan Keuer noted that social networking and its impact on the underwriting process was also a hot topic at the recent AHOU conference.) Speaking of the millennial generation, IASA announced a new scholarship program and awarded three scholarships during the association's conference this week. The IASA Insurance Industry Collegiate Scholarship Program awards $2,000 scholarships to students in their second or third year of college who are studying an insurance-related field at a four-year college or university. The IASA scholarship committee is co-chaired by Wendy Gibson, vice president of business development for Oracle Insurance. Gibson, a long time IASA volunteer, is completing her second term on IASA's volunteer management team as vice president of industry relations. Helen Pitts is senior product marketing manager for Oracle Insurance.

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  • Social Retailing

    - by David Dorf
    For retailers the move to mobile has been obvious.  More and more consumers are interacting with retailers, both online and in the store, using their mobile devices.  Retailers are quick to invest in both consumer facing mobile apps as well as ones to equip employees.  But when I talk to retailers about social, the value isn't as clear-cut.  Intuitively, retailers know that better relationships with customers will result in higher sales, but the trip to get there has many paths. The interesting thing about social media is that it has the potential to permeate all parts of the business.  Obviously it works well for marketing, but it also has a place with recruiting, knowledge management, trend analysis, and employee collaboration.  Information gathered from social media can enhance existing processes like assortment planning, product development, space planning, promotion planning, and replenishment.  Letting the customer influence each of these areas helps align the experience. One of the things holding retailers back is the lack of consistent and integrated tools to manage social media and make sense of the huge amounts of data.  To that end Oracle has been aggressively acquiring in the space, as depicted in the infographic below.  Soon, social will get the same level of investment as mobile. The Social CRM Arms Race: A Timeline - An infographic by the team at Pardot Marketing Automation

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  • The Social Business Thought Leaders - Ray Wang

    - by kellsey.ruppel
    It seems both consumers and businesses are at the peak of the social hype. Overwhelmed by social media channels, platforms, and processes both in their private and professional life, many early adopters are starting to feel the social fatigue. Mirroring what happened with email and web sites during the late 1990's - early 2000's, more and more managers are looking to move from ubiquitous social media tactics to the most appropriate business use case and processes. This step becomes even more important considering the year over year contraction in IT budgets and the consequent need to maximize return on every dollar spent in new technologies. Ray Wang, CEO and Principal Analyst at Constellation Research, suggests engagement through collaborative technologies both as a conceptual model and a transformational tool for enterprises to reap business value. Without participation - the reasoning goes - there is no value and good technology alone is not enough to guarantee employee and customer adoption. Enterprise gamification is a new lever to succeed with Social Business by directing a critical mass of participation towards desired outcomes. What kind of outcomes? A recent study from Constellation Research (see 2012 Q1 Gamification Early Adopters Best Practices) highlights how Marketing, Customer Service and HR are leading the pack with gamification in processes such as: Sustaining long term customer loyalty (76.4%) Improving response in campaign to lead (74.5%) Right channeling incidents for resolution in social media (67.3%) Growing the number service and support incidents resolved by the community (63.6%) Improving employee referral rates and effective recruiting (43.6%) Driving on-boarding success with new hires (20%) More than simply adding badges, points and leaderboards to existing processes, enterprise gamification should be holistically embedded into employee and customer experience to stimulate specific behaviors. According to Ray Wang this can be done at three core levels: Measurable actions. The behaviors we want to facilitate consist of granular actions (i.e likes, comments, posts, recommendations, etc) and more complex actions (i.e projects, initiatives, programmes) attributed to individuals, groups and/or external actors  Reputation. The reputation an individual has earned through his actions is a key factor in building motivation among others and it is determined by its identity, social standing status and competitiveness Incentives or the intrinsic and extrinsic rewards that motivate behaviors and drive actions Listen to Ray Wang's video-interview to learn more about the dynamics that are shaping the future of collaboration and how gamification can help organizations attain new levels of engagement.

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