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Entries Tagged as 'Jay Hariani'

Unlearn

April 29th, 2008 · 3 Comments · Jay Hariani

Unlearning old patterns of behavior is vital for innovation. Unlearning how to create documents in a program that runs on your PC is difficult. Unlearning how to email these documents as attachments is perhaps even more so. Unlearning is critical to untangling ourselves from “stone age tactics” (as I’ve recently heard emailing attachments referred to) [...]

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Iterative Projects

April 26th, 2008 · 7 Comments · Jay Hariani

At work, I’ve been busily cranking away at deploying Atlassian Confluence to our firm’s internal users (a case study will be going up at wikipatterns.com within the next few weeks). One interesting aspect of Confluence is that Atlassian builds it using the agile development process - iterative releases every few weeks. Because of this, we’ve [...]

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Enterprise Mashups Get Serious

March 14th, 2008 · 3 Comments · Jay Hariani, Nate Nash

Kapow’s Andrew Lasko recently trained Nate and I on their firm’s mashup server family. For those of you who don’t know, Kapow makes tools to enable organizations to build enterprise mashups - pulling in data from any application that is accessible via a browser. Because the majority of today’s enterprise applications are web-enabled, Kapow can [...]

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Stop Talking, Start Listening

February 19th, 2008 · 2 Comments · Jay Hariani

Umar Haqiue of Havas Media videos blogs about why, in a world where information and interaction are cheap, the need to distill the essence of an entire corporation down into a logo or TV spot becomes increasingly unnecessary. Branding “…is dead”. Companies and marketers don’t need to fit their sales pitch the smallest possible, most [...]

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The Good, The Bad and The Ugly of Corporate Blogging

February 17th, 2008 · 7 Comments · Jay Hariani

Increasing “intimacy” between your company and your customers has a lot of positives: You can make better products and provide better services, which your newly vibrant customer community is more likely to advocate. But, this takes a degree of organizational wherewithal and self confidence that not everyone seems to have in abundance. It seems to [...]

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