BYO revolution

1. What tends to be wrong with most policies used by organizations, as they pertain" rel="nofollow">in to the BYO revolution and its concepts? How can they be improved?2. Our textbook advises that Marketin" rel="nofollow">ing professionals need to learn to fail, and "fail fast." What does this mean, and why do many people fin" rel="nofollow">ind this a hard thin" rel="nofollow">ing to do? How do organizations disin" rel="nofollow">incentivize failure, and what can and should be done about this? 3. We've taken a number of perspectives on organizational culture, and in" rel="nofollow">in particular at how "high-performance" cultures encourage and support their people in" rel="nofollow">in their efforts to make contin" rel="nofollow">inuous improvement a reality. What role does failure have to play in" rel="nofollow">in this, if any? 4. One argument again" rel="nofollow">inst many of the BYO in" rel="nofollow">initiatives is that they challenge the wisdom of experience as regards the ownership and control of devices software applications, in" rel="nofollow">interfaces and in" rel="nofollow">information itself. Suppose your boss is resistin" rel="nofollow">ing such in" rel="nofollow">initiatives, based in" rel="nofollow">in large part on such concerns. How would you present the other side of the argument to him?