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Organizations can become more efficient in the short run by replacing costly, unpredictable problem solving activity with consistent, streamlined routines. However, this efficiency often comes at the cost of long-run adaptability. The more organizational activity is dominated by stable routines, the less the organization learns, and the more rigid and inflexible it becomes. To escape this fate, the authors of this working paper theorize that highly disciplined organizations must actively engage in strategic and selective perturbation of established routines.
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Internet Evolution – Steven J. Bandrowczak – The Changing Role of the CIO
A recent survey Nortel Networks Ltd. (NYSE/Toronto: NT) completed with IDC reports that in less than five years up to 40 percent of the workforce will be hyperconnected, demanding everywhere, all-the-time communications. Not only will these individuals be emailing colleagues or using IM while on the go, they will also be tapping into social networks and online communities such as blogs, wikis, and online forums to improve business communications.
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These workers, whether they are in or out of the office, will expect 24/7 access to information stored on the company’s enterprise server and multiple devices, such as PCs, laptops, and PDAs. Access to these new communications solutions, such as secure wireless Internet access, virtual meeting and telepresence capabilities, and Web 2.0 applications, will become a strong determining factor in their decision whether or not to accept the job.
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In order to compete in the global marketplace and take maximum advantage of this new “culture of connectivity,” corporate management and IT executives need to re-examine their current IT investments and business technology strategies. They must find ways to leverage tools, such as unified communications, and modify personnel policies, security regimes, and overall business practices to turn the challenges of hyperconnectivity into opportunities that drive bottom-line results.
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KMWorld.com: : Enterprise social Software technology
While agreement around the core concepts of « social software » has remained elusive, the underlying phenomenon is quite real. To date, industry analysts have quite properly focused on the cultural and organizational aspects of social software technologies (blogs, wikis, tag clouds and such) in the enterprise. « The sociology is more important than the technology, » you often hear, and I couldn’t agree more.
But the technology still matters, and it turns out that social software tools differ substantially in functionality, maturity, approach and support. Moreover, social software applications have raised concerns in the enterprise: around privacy, security, intellectual property (IP) protection and compliance. IT managers also face more prosaic but equally important considerations of reliability, scalability and sustainability of the software and vendors alike. So let’s look a bit more closely at what constitutes social software.
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We break the 11 scenarios down into two broad categories€”external and internal:
- External scenarios involve social networking and collaboration with people primarily outside your firewall.
- Internal scenarios focus on activity that takes place primarily behind your enterprise firewall. We say « primarily » because in practice enterprise networks can get fungible, especially where collaboration is involved.
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Internal scenarios include: project collaboration, enterprise collaboration, enterprise discussion, information organization and filtering, knowledgebase management, communities of practice and enterprise networking.
External scenarios include: branded customer communities, customer/reader interaction, partner collaboration and professional networking.
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So, while social software is relatively new, the key to success is as old as the first line of application code ever written: Know what you’re trying to accomplish before you invest in the technology.
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Découvrez le livre que nous avons co-écrit avec 7 autres experts avec pleins de retours d'expérience pour aider managers et dirigeants