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Hey everybody its Jacky Humphries.

Thank you so much for being with us today.

The session today is all about what Forbes defined as the biggest challenge for marketing teams in the 21st century,

which they claim is structural.

The session today deals with the fact that the traditional marketing team structure is under siege by new technologies.

Many marketers now realize that their organizations need a complete overhaul

and they need to reinvent themselves in the digital world in order to survive.

However, many are struggling to devise a new world order from a structural perspective.

This in itself is not surprising. With so many blockades within the traditional marketing team structure

to seamlessly connect these silos is a very difficult task.

The Dawn of the Digital Age

recognizes that digital marketing, data analysis, new technology platforms and other aspects of marketing

can no longer be contained in silos

but must be disseminated from across the organization

To illustrate this point with a visual, have a look at these two graphs which show the difference between a typical traditional

marketing team structure versus a possible future

marketing team structure.

The first graph is showing a traditional marketing team structure in which the structure arguably

promotes a company centric philosophy rather than a consumer centric philosophy.

Moving on to the second graph, you will see a proposed future marketing team structure.

This graph is showing the transformation of a marketing team structure in the digital age.

Notice the central importance of consumer insights,

user experience, design and content. Their centrality in this new structure

indicates the shift to a more consumer centric philosophy in the digital age.

So, as industries pivot around the behavior of an erratic social media generation,

marketing leadership will demand diverse adapted

skillsets more than ever before. It's not enough to commit yourself to either the creative visionary or be the

analytics nerd.

According to Forrester at least 30 percent of CEOs will fire their CMOs for not mastering the blended skillset they need

to pull off digital business transformation.

This need will trickle down into marketing teams too.

64 percent of marketing decision-makers are urgently prioritizing recruiting and developing better talent,

according to the same Forrester report. We are seeing a skill set deficit as marketing leaders try to nurture their existing talent.

This is not enough. What is required is a complete overhaul of the

existing teams to adapt to the social media generation,

which undoubtedly has changed consumer behavior for good.

Leaders who create the opportunity for teams to adapt and grow will succeed.

Earlier in the session I referred to the consumer-centricity

and why it's vital for success as you transform your marketing department.

So I'm going to go into a little more detail around the importance of consumer centricity.

Consumer behaviors have changed dramatically within a short period of time and one of the biggest challenges is not only keeping up with these new behaviors

but aligning your organization accordingly.

New possibilities and new rules have led to major disruption in the connected consumer world.

As you know, the new empowered consumer is firstly mobile.

Their smartphone is always by their side.

The new consumer is always in control. There is so much choice available and the consumer decides.

The consumer today is very critical.

So given the choices available, the consumer has become more critical than ever before. And the new consumer is extremely smart.

It's interesting to see how consumers now trust online and personal reviews.

Think of how we review TripAdvisor when searching for our next vacation as an example. This never used to happen in the past

So how do you change marketing team structure at a rapid pace?

Well, let me give you some insight into how I would approach the situation.

Firstly I'd review the team structure and break the traditional silos.

Typically we would have had a marketing team structure encompassing for example:

Head of Marketing Strategy, Media, Advertising,

Product Marketing, Research,

Promotion, and in some instances, even a Creative Services team.

These traditional roles are no longer relevant in their current form in the digital world.

The benefits of digital Reinvention for a business are discussed in our article:

"Why Business model Reinvention is necessary"

(This article can be found in the video description)

The second area that I'd focus on, is to review your talent mix.

You might be surprised at what skills you have existing within your team.

We have found that existing employees are more than willing to apply their newfound digital skills acquired

but the traditional functions have somewhat constricted their ability to apply these.

A full marketing team transformation should allow seamless integration of skillsets

and encourage cross communication, as well as seamless execution.

The third area that I would look at,

is to lead the charge with cross-functional alignment across the organization.

You need to integrate marketing, IT, sales and customer service.

Much easier said than done.

But the connected consumer is becoming increasingly annoyed when contacting one traditional silo,

and this silo has no view of what another silo has done or committed to.

Integrated systems have become more important now than ever before.

So what does the marketing team structure of the future look like?

The new marketing team structure looks very different

to what traditional marketing teams organizational charts look like.

Roles and responsibilities are being adapted and the bridging of skills gaps is now reality

So in conclusion,

over the past few minutes what I've really tried to highlight

Is that the marketing team structure as we knew it has been completely transformed in the digital age.

A consumer centric approach is vital to success, and this is probably paramount.

Roles and responsibilities need to be adapted to suit the digital transformation of your organization.

Nurturing existing talent, while really important, is not enough and the bridging of skills gaps is now a reality.

Integration of departments is key.

So, start with integrating your sales, your IT,

marketing and customer service at the very least...

and assessing where you lie on the Digital Maturity Curve

is vital before implementing any transformation or digital strategy.

Depending on your industry, the size of your organization,

the maturity on the lifecycle curve ie the digital maturity of your organization,

many factors influence the resultant new digital marketing structure

Let us discuss your current structure, business goals, where you are on the Digital Maturity Curve,

as well as your expectations, and offer some advice

on how to bridge the digital marketing organizational structure quickly.

If you enjoyed this discussion, subscribe to our channel for more.

Link to our blog available in the video description.

For more infomation >> Digital Marketing Lesson 1: The disruption of the Marketing team structure in the Digital Age - Duration: 8:41.

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3 Nasihat - Digital Storytelling 2017 - Duration: 6:11.

For more infomation >> 3 Nasihat - Digital Storytelling 2017 - Duration: 6:11.

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Your Digital Marketing Agency Should Be A Digital Neighbor - Duration: 2:02.

For more infomation >> Your Digital Marketing Agency Should Be A Digital Neighbor - Duration: 2:02.

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Internet Marketing Introduction in Hindi - Learn Online Course for free - Digital Marketing Steps - Duration: 3:27.

For more infomation >> Internet Marketing Introduction in Hindi - Learn Online Course for free - Digital Marketing Steps - Duration: 3:27.

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Hackathons - Digital Campus Bordeaux - Duration: 1:40.

For more infomation >> Hackathons - Digital Campus Bordeaux - Duration: 1:40.

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Data in Place: Using Digital Harlem to Map Historical Sources - Duration: 20:26.

>> From the Library of Congress in Washington D.C.

>> Our final talk before the break is from Stephen Robertson

who is Director of the Roy Rosenzweig Center for History

and New Media and Professor History at the George Mason University.

He will tell a story about Digital Harlem,

a project that won the American Historical Association's Roy

Rosenzweig Prize for Innovation in Digital History

and the ABC CLIO Online History Award

of the American Library Association in 2010.

You're on, Stephen.

>> Stephen Robertson: Good morning.

[ Applause ]

Applause [inaudible].

I just want to start with a quick shout out to the wonderful team

of people here at the Library of Congress

who have brought us all here today, and a fascinating group

of people they've brought.

I'm going to go back to maps which it shows you a lot at the beginning

to talk about data in place.

Historical sources are full of data about places and locations.

The spatial data is not very intelligible in textual form,

and even when extracted and organized in tabular form,

it really doesn't tell us a lot.

It's hard to discern the story that it has to tell us.

Now, mapping has been around for a long time as a tool for making sense

of the spatial data, but it's only really with the advent

of web mapping that it's become accessible

to a wider range of people.

You used to have to go find the GIS person in your university

to make you a map for a project, and that was going to be the one map

that you did if you had the months to do that.

The web has fundamentally transformed that, and the project

that I'm here to talk about today owes its form

to the launch of Google Maps in 2005.

Shane White put together a team of four historians,

University of Sydney, of which I was the junior member,

to do a study of everyday life

in New York City's Harlem neighborhood in the 1920s.

Our key sources for this to get beyond the political

and artistic elite that dominate accounts

of Harlem was New York City's two black newspapers, The Age

and the Amsterdam News and the records

of the Manhattan District Attorney.

Now, I was in that project because I'd used those legal records

in my dissertation, and I knew from the dissertation that they were full

of information about where things happened that I'd found no way

to use and analyze when I did the dissertation.

So, what I suggested as my contribution

to this larger project was an effort to map our sources.

Now, when we got funding for the project in 2004, the technology

for doing that was our GIS, and I went away to find collaborators

at the University of Sydney,

our experts in art GIS, to make that happen.

And, at Sydney at that time,

it was the archeological computing laboratory.

However, the problem with art GIS in 2004 was

that it was not possible to use it on the web.

It wouldn't run on our beloved Macintosh computers,

and it simply was, as it still is, far too hard to master

and far too complex to make it worth using

to analyze the qualitative data that we had.

So, and, thankfully, with the launch of Google Maps in 2005 and thanks

to Damian Evans, one of our team who created a hack between our database

and Google Maps, we launched Digital Harlem in 2009

as a web based form of mapping.

As with any large digital project,

there's a whole team of people behind that.

And, before I say anything more, I want to acknowledge all

of those people in addition to the ones I've already named,

a team of historians, graduate research assistants,

technologists of various kinds, and almost a million dollars

of Australian government money which always amuses people.

But, the Australian government, at least in the early 2000s,

was interested in funding innovative scholarship even

about black neighborhoods thousands of miles away.

Now, Digital Harlem was one

of the first historical we mapping projects,

and one of the first digital history projects to shift

from what the Valley of the Shadow was really interested in doing,

digitizing material, creating online collections towards visualizing

those sources.

Now better technologies now exist for web mapping projects.

Nevertheless, Digital Harlem remains a useful starting point for thinking

about mapping as a means of making sources more accessible,

more visual, and more useful.

The contrast here is research with access

and sources through a database.

I think Michell Whitelaw's formulation which I'm sure many

of you are familiar with, captures this best.

Search is ungenerous.

Demanding a query and returning only the terms you enter.

Withholding information about the structure and materials available

and filtering out any alternative hypotheses.

Visualizations, by contrast, are generous, rich, browsable interfaces

that reveal the scale and complexity of the data behind them

and provide a context, a context that enriches the exploration

and analysis of that data.

So, Digital Harlem is not an interface to a collection of forces.

Thanks to copyright, licensing, and restrictions imposed by archives,

it's not possible for us, even if we'd wanted to, which we didn't,

to offer access to the sources on which the site draws.

But, those restrictions do not prevent the creation of data

from those sources which is what Digital Harlem contains,

information about events, an ill-fated tennis tournament

in this case, about people, and to a much lesser extent, about, sorry,

much lesser extent about people.

A lot about places.

It's worth noting that those of us who work on the 20th century

and beyond encounter this problem with access

to sources far more often than our colleagues

who work in earlier periods.

We need to be talking more about the way in which restrictions on access

to sources shape the kind of digital projects we can do

on the 20th century and how creating data is a way of getting access

to material that's otherwise under copyright.

To create data, however, requires a different engagement with sources

than humanity scholars typically have.

Whereas, to use Miriam Posner's words,

we usually immerse ourselves in our sources.

Dive in. Understand them from within.

To create data is to extract information.

And, features from sources requiring a decomposition of a subject

or object into attributes and variables.

If you're now increasing range of computational tools to do

that extraction for you, the data that we gathered

for Digital Harlem was done by hand.

And, because of the problems of access to digitized newspapers

and the limits of ACR, it's still a process

that needs to be done by hand.

So, myself and the team of research assistants who appear briefly

on the screen recorded details of every location

and every event associated with the location in those legal records

that I was talking about.

And, in the Harlem's two black newspapers.

And, crucially, in a way that Ed was alluding to, not just information

from the news stories, but information

from every section of the newspapers.

The fraternal reports, the church records, the sports pages.

There's far more information and far more spatial data in newspapers

than we're used to thinking about when we roll the microfilm through

and looked for the news stories that were part of that.

We organized that information into a data model,

entered it into a database, and geocoded it so that could be mapped.

Now, the metaphor that we commonly use to describe that process,

mining, sits awkwardly with humanity scholars concerned with development

of empathy with an appreciation of the position of the person or group

or the qualities of an object.

It sets up a sense of creating data as somehow dehumanizing.

Mapping data can somehow mitigate that consequence,

can align with an orientation towards [inaudible] data,

one element of which is articulated by [inaudible] as an appreciation

of context, interdependence, and vulnerability.

Maps as a visualization express this relationship of parts one to another

and to many to a greater whole.

Mapping data, mapped data is seen at its geographical context,

and [inaudible] Digital Harlem by the use of a historical map player.

A Bromley Real Estate atlas which shares a lot of the information

and qualities of the [inaudible] and Sanborn fire insurance maps.

It provides building footprints, information on the height

of those buildings, the material they're made out of,

whether they have shops or stores in them.

What it does most dramatically in terms of the maps that we're used

to looking at in historical scholarship is filled

in the spaces on a street map.

And, in that way, the space literally divides,

helps to subdivide and divide Harlem into multiple smaller places

and to give some indication of how those places interact.

And, if you know anything about the history of Harlem in the 1920s,

I chose this flock because on the corner is renaissance ballroom

and casino, the sight of a lot of dances and entertainment

and basketball games next

to the establishment Abyssinian Baptist Church,

one of the main line middle class moral racial [inaudible] of Harlem.

And, the hall to the right of that was the former headquarters

of Marcus Garvey's black nationalist UNIA.

A very interesting gathering of people walking down those blocks

in a way that we don't appreciate without this kind of level of data.

One of the very exciting things going on right here at the Library

of Congress is the digitization of Sanborn fire insurance maps.

We're just going to put these incredibly rich sources

into people's hand, make them freely accessible, transform the kind

of historical mapping projects we can do

by adding this incredibly rich layer of data

about what the place is like.

Layer the different data, and hence large quantities

of data can be combined on a single map, providing an image

of the complexity of the past.

And, I'm going to come back to this really complex looking map.

You can examine maps of sources at different scales, make comparisons,

discover relationships by visually detecting spatial patents

that remain hidden in those texts and tables that we started with.

Now, mapping data has become an increasingly common form

of interface for a lot of digital collections.

But, too often, those projects map only a single collection

of material.

That approach takes really only a small part of the power of mapping.

Geographic location provides a means to integrate material

from a wide range of disparate sources.

So, what's important about assigning a geographic reference to data,

as Karen Kemp puts it, then becomes possible to compare

that characteristic of the phenomenon, etc. with others

that exist or have existed in the same geographic space.

What were previously unrelated facts become integrated and correlated.

The power of maps to bring disparate things together is

where we really need to be going with them as a technology.

Used in this way, the geospatial web can help us capture the confluence

of multiple rhythms that [inaudible] argues make up everyday life.

So, this is one of my go to examples for talking

about Harlem in the 1920s.

It's a map of nightlife during prohibition using data

from newspapers, undercover investigations, legal records.

It shows the venues which drew crowds to Harlem, the night clubs,

the speakeasys, and the venues that black residents opened

in their apartments, known as buffet flats,

catering exclusively to blacks.

The map highlights the different geographies of those venues and,

in particular, the clustering of buffet flats in sections away

from the other venues, away from whites, and drew our attention

to how blacks developed spaces apart from whites as they flocked

to Harlem's night life in the 1920s.

Now, while this map captures some of how prohibition shaped night life

and leisure in Harlem, it's only a partial map

of the commercialized leisure available in the neighborhood.

Digital Harlem lets you create the context by adding dance halls,

theaters, pool rooms, the halls that hosted basketball games

and boxing bouts, and then you can add

to those commercial venues [inaudible]

to understand night life, all of the places

where noncommercial leisure took place in Harlem in this period.

Meetings of church groups, fraternal lodges,

community organizations, and social clubs.

You end up with this incredibly complex map.

Social clubs.

Incredibly complex map

which highlights fundamentally just how a small segment of leisure

and night life in Harlem actually appears in discussions focused

on prohibition which defines the way

that we understand what Harlem was like in the 1920s.

In regards to mapping events rather than places,

this is one of the first maps we created, arrests for numbers

in 1925, which gave our research a new focus.

It shows in the first instance the sheer pervasiveness

of numbers gambling which is a picture that a multitude

of sources reinforced in Harlem, and it's one reason why Shane White,

Steven Garton, and Graham White, and I wrote a book

about the wide ranging economic and cultural role of numbers gambling

in Harlem as one of the outcomes of our collaboration.

Zooming in to that map highlights how placing bets was woven

into everyday life.

Arrests occurred on street corners as residents get on their way

to work, and the businesses lining the avenues

as they went shopping and ran errands.

And, in their homes, on the cross streets

as numbers runners went door to door collecting bets.

Our original concept for Digital Harlem also included mapping

individual lives, but assembling enough data to reveal more

than a single moment

of an individual's life proved beyond our resources.

However, we did generate maps for a handful of people based

on information on their residence, work, and leisure

and probation and parole records.

Those maps make visible the extent to which the lives

of Harlem's residents were not bounded by the neighborhood,

made clear that the census data that we commonly rely on to determine

where people lived ultimately only tells us where they slept.

So, for example, during the five years that Morgan Thompson was

on probation, his work as a laborer took him not only outside Manhattan

but to the Bronx, Queens, and Brooklyn.

We've used lines linking residents with the workplaces and other places

that people frequented while [inaudible]

to suggest their movement through the city.

The geography of work was often different for women.

Annie Dillard, like the majority of Harlem women in the workforce,

found paid employment as a domestic servant in homes

on the upper west side, hotels in midtown,

and in a laundry in lower Manhattan.

The newest version of Digital Harlem adds a timeline to this

to understand how these lives evolved.

Two strikingly different geographies,

two strikingly different reminders that living

in a city is not living in the neighborhood.

It's moving across the city in a way

that we don't often place African Americans in places like New York.

Now, for all the maps that we feature on the site

and that we discuss in our scholarship, much of the usefulness

and impact of Digital Harlem comes from how it allows users

to make their own maps, to visualize the data that interests them rather

than being constrained to what interests the site's creators.

That capacity highlights that these maps are exploratory,

not illustrative, that they raise questions rather

than answering them.

But, the site itself, unfortunately, offers limited help in making sense

of a map and the data it visualizes.

That design is in keeping with the original conception of the site

which was as a research tool for those

of us collaborating on the original project.

When we decided to share the site, we added some material

about the places and events featured on the site

and on the individuals whose lives can be mapped.

And, we created a blog that linked to the site with posts

about additional maps of places and events such as traffic accidents

in this example that incorporate additional material

like photographs.

Unfortunately, those after the fact efforts can only go so far.

Creating a real context for understanding the data

in Digital Harlem is a project in its own right

that will require a wholesale redesign of the site,

and it's one of the things that we need to think about the difference

because producing sites that are research tools for people

who understand the data at some level and sites that are shared

and are going to be used by people

who don't bring the researcher's understanding to the site.

Now, an emerging offer, option for making data more accessible

and useful is to use what's in Digital Harlem as the basis

for a spatial narrative rather than simply a map.

I'm currently exploring that approach for a project

on the 1935 Harlem Riot for which we're creating another version

of Digital Harlem based on that single year.

By the 1930s, there's a much greater wealth of information about life

in Harlem than there is in the 1920s.

Now, a platform like the widely used story map [inaudible]

which creates a linear single path

through a map cannot effectively tell the story of a complex event

like the riot in which multiple things happened at any given time.

Neither, for that matter, can following the timeline

on Digital Harlem let you understand what is going on in the riot.

Neatline, a mapping plugging for [inaudible] which Ed was talking

about earlier, gives some scope for more complex storytelling,

and I've created a prototype narrative of the riot just

to think about, there we go, just to think about what's possible.

What I really like about Neatline is that the timeline slider

at the bottom of that image provides a means of navigating the exhibit.

Dragging it not only changes the points that appear on the map.

It also alters the way points visible on the right.

While points display information on particular events, way points,

way points can be used for broader arguments

which can be grouped together rather than being tied

to a single point on the timeline.

What that means is that it gives you some flexibility

in how a narrative is reared.

You can roll over each way point in a group or explore them

in a sequence, or out of sequence.

Each way point can be associated

with a zoom level on a specific location.

Clicking on a series of way points can, thus, move you around a map.

And, you can annotate those way points, attach them to polygons

and lines as I have in this prototype to draw attention

to the analysis of space in my understanding of what's going

on in the riot, to movement, direction, proximity,

connection, and patterns.

Used in that way, annotations shift some of the argument

into visual form, and that's ultimately where I think we're going

with the kinds of visualizations we've been making in maps,

that the future direction in visualizing data using maps

that this prototype points to is the capacity more extensively

and dynamically integrate maps in narratives.

To visually combine data

and interpretation while retaining the orientation towards putting data

in context, which, to me,

is the most powerful thing that mapping lets us do.

Thank you.

[ Applause ]

>> This has been a presentation of the Library of Congress.

Visit us at loc.gov.

For more infomation >> Data in Place: Using Digital Harlem to Map Historical Sources - Duration: 20:26.

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Dom Digital - Duration: 5:11.

For more infomation >> Dom Digital - Duration: 5:11.

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TEC Digital: somos más que una plataforma - Duration: 1:23.

For more infomation >> TEC Digital: somos más que una plataforma - Duration: 1:23.

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Create a Digital Boardroom agenda: SAP Analytics Cloud (2017.20.2) - Duration: 6:34.

SAP Digital Boardroom enables us to leverage existing stories

to provide a view of business performance across an entire company

to board members, executives, and decision-makers in agendas and dashboards.

In this example, we will compile existing stories into an SAP Digital Boardroom agenda.

Note that the user creating agendas and dashboards in SAP Digital Boardroom

must be assigned the Boardroom Creator role.

All other individuals accessing the agenda or dashboard --

for example, the individual presenting the meeting -- must be assigned the Boardroom Viewer role.

First, we will take a quick look at one of the stories we want to include in our agenda to see how it is set up.

Ideally, pages that we want to use in an agenda or dashboard should be responsive,

meaning that they are formatted into horizontal and vertical lanes

that allow content to be rearranged when viewed on different devices.

Although canvas pages are supported, the viewing experience will not be optimal.

We have the option to make a page responsive when we create it,

and choose from multiple pre-defined responsive layouts.

We can also configure individual components in the story to act as widgets.

When we are presenting the story through the SAP Digital Boardroom agenda or dashboard,

these options allow us to open a chart in Explorer mode,

which means that we can allow users to change the dimensions and measures that are represented in the chart

on the fly, based on parameters we set here,

and enable sorting and ranking.

Note that there is also an option to set up alternative navigation

for stories used in the legacy format for SAP Digital Boardrooms agendas.

For tables, we can also enable the keyboard slider

so that users can change values when presenting an agenda or dashboard.

Now that we know how the story is set up, we can create our agenda.

In this example, we will create a new agenda in the Public folder for an Annual Review of corporate data.

Here, we can choose between two formats:

an agenda, which allows us to present the content in a traditional boardroom meeting structure;

or a dashboard, which allows us to explore the same data in a corporate steering dashboard.

In the new agenda, we can define the subtitle, location, and date for the meeting,

and choose whether it should be enabled for mobile devices.

Now we can start adding agenda items.

First, we will have a senior board member present a corporate overview at 8:00 AM.

Note that we can upload an image for the agenda item, such as a photo of the presenter.

We will navigate to a local file.

Once the details for the agenda item are set, we can add any topics.

Note that we can add topics in sequence

or nest them.

In this example, we are creating a topic for Corporate Insights.

To add pages to our topic, we need to load the stories to the Story Library.

Note that, when we import stories into the library,

only the responsive and canvas pages in those stories are available to be added to the agenda.

We can expand the story to see the pages in it,

and add individual pages

or all pages in a story.

Note that the pages within a topic can come from different stories, if desired.

We can repeat the same process for any other items we want to add to the agenda.

Here, we have added additional agenda items for Finance, Sales, and HR.

Note that we can also control how the agenda will look when it is presented. This includes choosing a theme,

and defining our preferences for layout,

display,

and the context menu.

Note that we must remove existing features from the context menu

if we want to replace them with new features.

Once the agenda is complete, we can save it and test what it will look like when presented.

For more details on how to present the agenda,

refer to the Present Digital Boardroom agendas and dashboards video tutorial.

Note that, from the main Digital Boardroom area, we can search for agendas and dashboards, refresh the list,

create new agendas or dashboards,

copy, edit, delete,

or share the selected agenda or dashboard and adjust the Sharing Settings.

Thanks for watching!

For more infomation >> Create a Digital Boardroom agenda: SAP Analytics Cloud (2017.20.2) - Duration: 6:34.

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The New Digital Citizenship: Empower Proactive Digital Learners - Duration: 2:04.

As an educator, you want your students to be good digital citizens.

To be kind, safe and secure online.

You want learners to become positive agents of change

to use their technology-driven powers to help make the world a better place

The new digital citizenship takes learners beyond the protective, to the proactive

To be a well-rounded digital citizen, each learner must be...

A digital agent

a digital agent uses technology to solve social problems and models compassion and kindness

85% of millennials believe they can make their world a better place.

and more than 80% want to give back to their community.

An effective digital citizen must also be a digital interactor

A digital interactor communicates with empathy and authenticity

Digital interactors collaborate with one another online and rigorously vet online sources

In a recent study, 80% of students mistook sponsored content ads for legitimate news

highlighting the urgent need for media literacy education and critical thinking skills

finally, learners must be empowered to develop their digital self

to cultivate their digital self, students must actively manage their digital identity

and property, while respecting the digital privacy and rights of others

only 47% of teens feel confident that they are doing everything they can

to protect their identity online

these are the three spheres of the new digital citizenship

society needs proactive, empathetic, and responsible citizens

As educators, you are on the front lines of this important work.

But you're not alone.

We can help you get started with ISTE Standards for Students

visit iste.org/StandardsForStudents to learn more.

For more infomation >> The New Digital Citizenship: Empower Proactive Digital Learners - Duration: 2:04.

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Intro and Digital Citizenship - Duration: 4:57.

For more infomation >> Intro and Digital Citizenship - Duration: 4:57.

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Go!Animate Network Analog switching off Digital mode - Duration: 1:21.

The awful life of rosie and daisy,saturdays at 7 p.m.

...on Go!Animate Network

We interup this program to give you a special report from Peynapple,the announcer of Go!Animate Network

This special news is dtv switchover,we are now live to Go!Animate Network transmitter

There is Eric on 8th floor

Hey guys,i'm in the 8th floor of Go!Animate Network transmitter room,its about time to switch the analog into digital

If you are see this message,i'm about to switch the analog to digital,if you still have an analog,it will turn snow and says no signal,which means,the analog is gone forever

If you have digital,you will continue watching Go!Animate Network,if you have a satellite cable,there is no rescanning and no signal

So,the moment we've all been waiting for,goodbye to analog and hello digital,lets count,5 4 3 2 1,thank you for watching Go!Animate Network

Yay 100% Digital

Well,there you have it guys,the analog is gone forever,now,we will continue our regulary schedule programming

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