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As a junction for traffic and rail, the Plaça de les Glòries Catalanes was a major interchange in the city – but not a great place for people.  Eventually the railways went underground, the roads were elevated, and a park was placed in the centre of a giant roundabout - the view still shown in Google Maps, from above:


Glories 5


And on Streetview:

Glories elevated


It could have been worse:

Glories future


And it almost was:

Glories past


Before they came up with this:

Glories roundabout


And now, as of July 2014, that’s almost gone – another part of the transformation of Glòries.



Add it to the list of Freeways without a Future – at least in its elevated form, taking up too much public space and deterring the development of too much real estate.  So the city is in the last stage of drilling it apart and pulling it down:





 Already it’s apparent how much space is now available, unencumbered by concrete:



What’s to come?  It’s hard to be sure, given the financial constraints and changing plans of the city, but I’ll go with this rendering of 2012:



Very close to the Cerda vision for the new centre of Barcelona, c. 1860 – a century and a half later.

Centro Comercial Glòries
Centro Comercial Glòries

Barcelona 4 – Glòries Transformation (3)
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Guy Laurence and his Rogers 3.0 vision is coming together.

According to a report in the Toronto Star, Rogers has shed several hundred middle management positions and approximately 15% of its employees at the VP and above level.

Rogers spokesperson Patricia Trott stated that the company is currently overhauling its customer service experience and “as part of the restructuring we have reduced the number of vice president and above positions by 15 per cent and several hundred middle management positions have also been eliminated across the company… These decisions are never easy… The goal is to become a more nimble, agile organization with much clearer accountabilities. Savings will be reinvested in areas like training and systems to better serve our customers.”

While this is no surprise, it is still unfortunate. Back in May, when Rogers announced its new vision to act as “One Rogers,” CEO Guy Laurence said “there will be job losses at the management level” and the plan is to invest in customer service and front-line staff.

As a refresher, here are the seven strategic priorities that Rogers is planning to implement “become a more nimble, agile organization.”

Rogers 3.0: Accelerating Growth and Overhauling the Customer Experience:
1. Be a strong Canadian growth company
2. Overhaul the Customer Experience
3. Drive meaningful growth in the business market
4. Invest in and develop our people
5. Deliver compelling content anywhere
6. Focus on innovation and network leadership
7. Go to market as One Rogers

Laurence also declared at the time that “we will be utilizing things we already have… We will double down on innovation” and “will focus on fewer, more impactful initiatives and execute with more precision to deliver on our game plan.”

Rogers currently has over 10,000 employees across Canada.

Rogers cuts several hundred jobs, will ‘become a more nimble, agile organization’
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“There are, of course, lots of ways to resist progress. People take up knitting or quilting or calligraphy. They bake their own bread or brew their own beer or sew their own clothes using felt they have fashioned out of wet wool and dish soap. But, both in the scale of its ambition and in the scope of its anachronism, paleo eating takes things to a whole new level. Our Stone Age ancestors left behind no menus or cookbooks. To figure out what they ate, we have to dig up their bones and study the wear patterns on their teeth. Or comb through their refuse and analyze their prehistoric poop. And paleo eating is just the tip of the spear, so to speak. There are passionate advocates for paleo fitness, which starts with tossing out your sneakers. There’s a paleo sleep contingent, which recommends blackout curtains, amber-tinted glasses, and getting rid of your mattress; and there are champions of primal parenting, which may or may not include eating your baby’s placenta. There are even signs of a paleo hygiene movement: coat yourself with bacteria and say goodbye to soap and shampoo.”


Elizabeth Kolbert, How the Paleolithic Diet Got Trendy  

"There are, of course, lots of ways to resist progress. People take up knitting or quilting or…"
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Last week, a Russian website reported that the back of the Galaxy Tab S 8.5 were deforming due to overheating issues. Today, Samsung has released an official statement on this matter saying that the deformation is being caused due to a defective back cover and has nothing to do with the device overheating.  Continue reading →
Galaxy Tab S deformed back cover a manufacturing defect, says Samsung
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Hey there, badgers!

Here’s a quick run-down of what happened this week:

  • The Badge Alliance led this week’s community call, taking advantage of a gap in the presentation schedule to update the community on some of what’s been happening in the Working Groups, and in the Alliance as a whole. For more details, check out the summary and audio recording

  • On Tuesday, Carla Casilli, Doug Belshaw, Barry Joseph and others participated in the HASTAC webinar session ‘Trust Challenges Across Connected Learning Environments’ - check it out
  • A recent survey highlights workforce skills that digital badges could help employers identify - read more here

  • The Mozilla Webmaker team have been testing new Web Literacy 'maker' badges, and are now moving on to test the ability for Webmaker Mentors and Super Mentors to issue them - read more on the Webmaker blog

We hope everyone has a great weekend, and we’ll see you next week!

Badger Beats: The Week In Review [49]
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The best community concepts are aligned to an existing motivation. They help us do something we already want to do. 

The BJFogg model is a good way of talking about existing motivations. 

Most organizations develop a community about themselves. They’re shocked their precious members don’t want to talk about them. 

If members are visiting, but not sticking. It’s usually a concept problem. 

Base your concept around one of the six core motivations:



If you can identify the specific activity members like to do within the topic, it’s easier to build a community around it.

People use the HuffingtonP ost to complain about Republicans, Wikipedia editors have 40,000 word discussions about grammatical rules, GAIA Online members talk utter gibberish (for 1.6bn posts), 4Chan members try to antagonize each other. 

You can pinpoint the single things prospective members like doing and develop an entire concept around that. 


Most customer service communities are based around solving a pain. 

The challenge is to pinpoint specifically what your audience is most interested in and build the entire concept around that interest.

BackpackingLight is a terrific example. It’s not a community about travelling or backpacking, it’s a community about having the lightest possible backpack. They identified the single core pain and developed an entire concept around it. Homebase developed an entire community for people that want to get into gardening, not the seasoned experts. 

You can ask members about their biggest challenge and build the concept around the answer. 


Many communities in the advocacy, health, and personal improvement sectors are based around hope. 

People participate in the FitBit community to improve themselves, likewise with the BodyBuilding forums. You can ask members what they want to achieve/be in the future and create the concept around that. 

Community organizers used hope to build a community. They asked people what they wanted to achieve, identified common themes, and worked towards achieving them. 


You can build communities around things we’re afraid of/afraid of happening. CancerConnection ensures people won’t go through cancer alone. HomeEnergyPros helps those worried about new technology/regulations in the sector. 

You can ask members what they’re most afraid of and develop a concept to resolving that. 

Social Acceptance

You can build communities for the desirable peer groups we wish to be accepted within. Ask prospective members who we look up to and create exclusive communities for this group.

Diageo built a community for the world’s top bartenders. We built a community for the world’s top community professionals. Andrew built a community for the top eCommerce professionals. 

There’s always a market for an ever-more exclusive groups. 

Social Rejection

Social rejection is harder to build a community along. Ask prospective members who we consider our peers and build a community for those groups. Very often, nothing will already exist. 

Many of the existing small, successful, groups on LinkedIn/Facebook are based around this. You can go large too. ModelMayhem is the definitive place for models in the USA. If you’re not a member, you’re probably not a model. 

Aligning any topic to an existing motivation.

Any topic can have a variety of possible concepts. Imagine you’re building a community for HR professionals. 

You might build a community for HR professionals to share their funniest or most memorable stories. This would be innately pleasurable. 

You might build a community for HR professionals to discuss a single big challenge they face.

You might build a community for HR professionals to change something in their sector or acquire specific skills.

You might build a community for HR professionals to tackle something they’re most scared of..e.g giving feedback to their boss in effective ways.

You might build a community for the top HR professionals or those with a high levels of experience.

You might build a community for HR professionals in the topic.

If you want to get immediately better at building communities, get the concept right. Get a concept that’s attached to an existing motivation. You will find members convert into active participants more easier.

Six Great Community Concepts
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