• Meaningful metrics to quantify ROI for KM and Enterprise 2.0

  “Recently some select firms have forgone the necessity to prove return on investment (ROI), for KM, portal and Enterprise 2.0. However for the vast majority, ROI justification remains a constant. In this session at the 2010 ILTA Conference, the panel examined the basics of metrics, how to measure productivity rather than busyness, how to measure engagement and concrete ways to measure portal and Enterprise 2.0 applications.

  As a baseline understanding for this discussion, metrics are numbers to gauge progress, i.e. a quantifiable means to measure if there is a move from one point to another. Firms engage in this activity to evaluate success and decide what to fund.”

  tags: enterprise2.0 portals KM ROI metrics

• Atlassian’s Big Experiment with Performance Reviews <span class="“> – Annotated

  “I’m happy to announce that we are undertaking a thorough, public trial of an alternative to the traditional performance review.
  ratings pic.pptx.jpgDo you ever wonder if and how you could call a halt to your performance review process? Do you think traditional processes are marred by the distribution curve (and forced rankings), huge time investments and low impact on performance improvements? Maybe you agree that your processes have their faults, but you think that it’s not sensible to abolish performance appraisals altogether or replace them with coaching sessions.”

  tags: performancereview performanceappraisal hr hr2.0 coaching review peerreview

  • o, what was the problem? In short, twice a year the model did exactly the opposite to what we wanted to accomplish. Instead of an inspiring discussion about how to enhance people’s performance, the reviews caused disruptions, anxiety and de-motivated team members and managers. Also, even though our model was extremely lean and simple, the time investment was significant.
  • We’ll stop paying individual performance bonuses. Instead, we’ll give everyone a salary bump (similar to Netflix’s approach, paying top market salaries rather than bonuses).
  • Every six months, managers and team members use a one-on-one catch up to discuss their performance and how often they have challenged themselves in the last six months. Unlike in traditional performance reviews, there will be no requirements to write lengthy written assessments in preparation for the catch up
  • At the beginning of each six month period, we’d like everyone to focus on some personal areas where they can challenge themselves either by capitalising on activities they already love or by improving a weakness.
  • Also, whilst we have been pretty good in concentrating on people’s ‘weaknesses’, we seldom focus on developing areas that people are intrinsically motivated by. Research shows that people don’t change that much. Put simply, we may be wasting time by only concentrating on flaws. Instead, we will make a shift where we can try to enhance existing strengths to make full use of them

• Employees Hold the Key to Innovation – WSJ.com <span class="“> – Annotated

  “Innovation communities are a way of giving new shape and purpose to knowledge that your employees already possess. The detailed discussions that take place, led by senior managers, often represent a company’s most productive and economical engine for increased profits.”

  tags: innovation communities conversations productdevelopment measurement value

  • CREATE THE SPACE TO INNOVATE. Line managers and employees occupied with operational issues normally don’t have the time to sit around and discuss ideas that lead to cross-organizational innovation. Innovation communities create a space in which employees from across the organization can exchange ideas.
  • GET A BROAD VARIETY OF VIEWPOINTS. It’s essential to involve people from different functions, locations and ranks, not only for their unique perspectives, but also to ensure buy-in throughout the company afterward. Innovation communities focus on creating enthusiasm as well as new products.
  • CREATE A CONVERSATION BETWEEN SENIOR MANAGEMENT AND PARTICIPANTS. By definition, innovation communities can’t work in isolation: To create sustainable cross-organizational innovation, it’s important that ideas flow to senior managers.
  • PARTICIPANTS SHOULD BE PULLED TO JOIN, NOT PUSHED. Members need to be enthusiastic about participating. Employees can’t be forced to reveal their thoughts or be imaginative.
  • MEASUREMENT IS KEY. Innovation communities are sustainable only if they can produce demonstrable value. Otherwise senior management loses interest.

• How Millennials’ Sharing Habits Can Benefit Organizations <span class="“> – Annotated

  “The Pew Internet and American Life Project recently asked a large group of experts if they thought Millennials would grow out of their currently strong penchant for online sharing and self-revelation. A strong majority of this group — 67% — said that this would not be the case, and that Generation Y would keep sharing as it aged.”

  tags: generationy sharing

  • As this happens, two broad benefits materialize. First, people who narrate their work become helpful to the rest of the organization, because the digital trail they leave makes others more efficient.

• This Y Generation thing is nonsense <span class="“> – Annotated

  “I don’t know how many times I’ve read alarmist material that says Gen Y, millennials or whatever they’re now called are going to change the workplace beyond recognition. It’s nonsense. “

  tags: generationy humanresources millenials

  • The fact that change is a constant is nothing new. The pace of change may be accelerating but that doesn’t necessarily correlate with seismic changes in work practices though it might signal changes in buying behaviours.
  • I worry that Gen Y is an entitlement generation where work is not a priority and where dependency upon state and family are genuine issue
  • The idea widely spread that Gen Y wants to collaborate and that peer recommendation is their normal way of engaging in consumption is again
  • Rigour in understanding what is going is being eschewed for popularity and plugging into fleeting sentiment rather than addressing the deeper issues of the day.
  • Invention, innovation and world class thinking is not restricted to the Gen Y’ers. Most of my peers are Gen X, Boomers and almost all have some reasonable claim to genuine influence across all generations

• Six Fundamental Shifts in the Way We Work <span class="“> – Annotated

  “We thought we would kick off our new postings by summarizing some of the ideas from Pull that resonated the most in our many conversations from the last few months. from The Power of Pull.”

  tags: work management value asia knowledge socialnetworks push pull innovation collaboration passion ROA training talents

  • he average return on assets (ROA) of US companies has steadily fallen to almost one quarter of what it was in 1965. We’re running faster, but still losing ground. There is no sign of this long-term erosion flattening out, much less turning around.
  • Value ain’t where it used to be. Competition is not only intensifying (pdf), it’s changing the source of value creation from stocks to flows of knowledge, and the means for value creation from push to pull.
  • The collaboration curve supplants the experience curve. We may, for the first time, have an opportunity to turn diminishing returns performance improvement into increasing returns.
  • As it becomes increasingly possible to scale the number of connections and interactions between participants in a given environment, however, a new kind of performance curve is emerging: the collaboration curve. This is characterized by increasing returns: the more participants — and interactions between those participants
  • In part, the paradox arises because executives tend to focus on talent acquisition and retention, but do not invest much time on talent development throughout the firm. When they think about talent development, they spend time designing training programs rather than re-thinking the work environment to accelerate talent development

• Thinking about your organization as a network <span class="“> – Annotated

  “The Internet is ultimately about sharing knowledge, making connections and collaborating to put knowledge to work. This makes it the platform for much of what your organization will do in coming years. But the Internet is the exception to the rule as networks go. Most networks are smaller, with limited size and, usually, a specific purpose. Every organization today is itself a network that is made up of many smaller networks. This means that, without a doubt, you need to understand networks. “

  tags: networks internet organization processes humancapital relationshipcapital structuralcapital

  • And you need to learn to think of your organization as a network, your people as participants in networks and your work processes as themselves as networks.
  • This form of model shows the unique combination that your organization creates by connecting human and relationship capital through structural capital.
  • The knowledge factory includes a series of processes (structural capital) that bridge human and relationship capital. Each one of these processes is essentially its own network.

• IDC offers an impartial social business framework | ZDNet <span class="“> – Annotated

  “The social business analyst team at IDC, led by Michael Fauscette, has stepped in to fill the need for an impartial framework, and currently offers its document as a free download. This image shows the IDC social business framework:”

  tags: socialbusiness socialbusinessframework framework

  • 

• The End of Management – WSJ.com <span class="“> – Annotated

  “But can this great 20th century innovation survive and thrive in the 21st? Evidence suggests: Probably not. “Modern” management is nearing its existential moment.”

  tags: management managers bureaucracy change transactioncosts coase resources resourceallocation costallocation

  • Corporations are bureaucracies and managers are bureaucrats. Their fundamental tendency is toward self-perpetuation. They are, almost by definition, resistant to change. They were designed and tasked, not with reinforcing market forces, but with supplanting and even resisting the market.
  • The weakness of managed corporations in dealing with accelerating change is only half the double-flanked attack on traditional notions of corporate management. The other half comes from the erosion of the fundamental justification for corporations in the first place.
  • He argued corporations were necessary because of what he called “transaction costs.” It was simply too complicated and too costly to search for and find the right worker at the right moment for any given task, or to search for supplies, or to renegotiate prices, police performance and protect trade secrets in an open marketplace. The corporation might not be as good at allocating labor and capital as the marketplace; it made up for those weaknesses by reducing transaction cost
  • Complicated enterprises, like maintaining Wikipedia or building a Linux operating system, now can be accomplished with little or no corporate management structure at all.
  • They believe corporate hierarchies will disappear, as individuals are empowered to work together in creating “a new era, perhaps even a golden one, on par with the Italian renaissance or the rise of Athenian democracy.”
  • Transaction costs are rapidly diminishing. And as a result, everything we learned in the last century about managing large corporations is in need of a serious rethink. We have both a need and an opportunity to devise a new form of economic organization, and a new science of management, that can deal with the breakneck realities of 21st century change.
  • The new model will have to be more like the marketplace, and less like corporations of the past. It will need to be flexible, agile, able to quickly adjust to market developments, and ruthless in reallocating resources to new opportunities.
  • Resource allocation will be one of the biggest challenges. The beauty of markets is that, over time, they tend to ensure that both people and money end up employed in the highest-value enterprises. In corporations, decisions about allocating resources are made by people with a vested interest in the status quo.
  • Because engineers don’t have to compete for funds, the Google approach doesn’t have the discipline of a true marketplace, and it hasn’t yet proven itself as a way to generate incremental profits. But it does allow new ideas to get some attention.
  • Information gathering also needs to be broader and more inclusive. Former Procter & Gamble CEO A.G. Lafley’s demand that the company cull product ideas from outside the company, rather than developing them all from within, was a step in this direction. (It even has a website for submitting ideas.) The new model will have to go further. New mechanisms will have to be created for harnessing the “wisdom of crowds.” Feedback loops will need to be built that allow products and services to constantly evolve in response to new information. Change, innovation, adaptability, all have to become orders of the day.

• Web 2.0 en entreprise : les salariés ignorent les consignes de sécurité – Solutions-Logiciels.com

  “Or mettre en œuvre une solution de sécurité flexible capable d’administrer les outils du Web 2.0 exige davantage de visibilité, ainsi qu’une plus large sensibilisation des utilisateurs et un contrôle granulaire des applications. Il s’agit à la fois d’un défi technologique et d’une question d’éducation des employés. » “

  tags: web2.0 ITdepartment IT security

Posted from Diigo. The rest of my favorite links are here.

• Stop Making People use E2.0 – Get Perspective <span class="“> – Annotated

  “According to many, “resistance to change” is the biggest factor inhibiting the adoption of E2.0. This is not the case. The biggest inhibitor to the adoption of E2.0 technologies is when organizations attempt to make people use E2.0 tools – “make” being the operative word. This may seem subtle, but is an extremely critical distinction that separates tremendous success from puzzling failure with these technologies.”

  tags: enterprise2.0 adoption implementation wording

  • In order to connect with the people who will ultimately touch some form of E2.0 technology, we need to rid our vocabulary of the words Wiki, Blog, Tag, RSS, Mashup, Microblogging and others that make sense to use, but mean nothing to end users.  In email example above, we do not talk about SMTP servers or TCP IP, but the about the value that an email brings to communication

• Alcatel-Lucent Genesys expose sa vision stratégique des médias sociaux pour les entreprises, qui établit un lien étroit entre le service client et le marketing <span class="“> – Annotated

  Les consommateurs attendent aujourd’hui des entreprises qu’elles s’adressent à eux par le biais des médias sociaux. Or, si pratiquement toutes ont déjà tenté d’être présentes sur ces médias, les entreprises ne le font encore que de façon “artisanale” et autonome, pour répondre aux questions et aux réclamations des consommateurs. A défaut de mettre en place une stratégie de médias sociaux à l’échelle de l’entreprise et parce qu’elles ne se portent au devant du consommateur que service par service, les entreprises déçoivent le consommateur, ce qui décrédibilise leur marque et compromet la fidélité escomptée.

  tags: alcatellucent customercare customerservice marketing socialmedia reputation brand

  • 4.     Intégrer : intégrer les conversations à
    l’ensemble des fonctions marketing et de service client et autres points de
    contact, tout en s’appuyant sur les compétences du reste de l’entreprise et sur
    les investissements informatiques déjà engagés.
  • Dans une étude de 2010 effectuée par la Society of New Communications
    Research, “72 % des personnes interrogées ont affirmé qu’elles utilisaient les
    médias sociaux pour évaluer, avant d’effectuer tout achat, la réputation d’une
    entreprise du point de vue de l’assistance à la clientèle, et 74 % qu’elles
    s’adressaient prioritairement aux entreprises dont elles avaient observé en
    ligne qu’elles étaient appréciées des internautes pour ce critère.

• Email Usage Drops 28% in Past 12 Months! <span class="“> – Annotated

  “A recent study by Nielsen that focused on how Americans spend their time online, unexpectedly found that email usage has dropped by 28% over the last year”

  tags: email socialnetworks communicaion

  • Not surprisingly, the data show that social networking use increased by 43% over the same time period.  A
  • 

• The case AGAINST new Technology – beware at IMTS! <span class="“> – Annotated

  “This is true whether we are talking about new machines, a new ERP system or any other technology. Technology is necessary, but it is not always sufficient to help you make more money. Which is why we have a saying in Theory of Constraints — Technology is necessary but not sufficient. And of course Eliyahu M Goldratt also has a book by the title Necessary But Not Sufficient.

  So read on and I will give you 4 questions to ask about any technology purchase your considering.”

  tags: technology ERP theoryofconstraints limitation

  • Technology can bring benefits, if and only if, it diminishes a limitation.

    • This does NOT mean that if technology diminishes a limitation it necessarily brings benefits – only that it can or may bring them.

    • Even if the limitation is NOT recognized (you aren’t aware of it), the statement holds true

  • 1. What is the main power of the technology?

    2. What limitation does this technology diminish?

    3. What rules helped us to accommodate the limitation?

    4. What rules should we use now (with this new technology)?

Posted from Diigo. The rest of my favorite links are here.

• Retirees Help Keep Boeing’s Knowledge Base

  “The company is approaching a critical juncture in its history: Half its work force here in the Puget Sound region will be eligible for retirement within the next decade. With an influx of largely younger employees, Boeing is searching for ways to retain its knowledge base before its experienced Machinists and engineers leave.

  “My job title is tribal knowledge facilitator,” Spigler said with a laugh during an interview recently.

  But that tribal knowledge really is the reason Boeing reached out to retirees still living in the region, said Joyce Whitehorn, a manufacturing and quality assurance manager who helped get the program going.

  “These are people who have a proud legacy with the Boeing Co.,” she said.

  Retirees such as Gandee and Spigler were at the pinnacle of Machinists’ knowledge when they left the company, making them ideal teachers of new employees, Whitehorn said.”

  tags: knowledgemanagement boeing retirement knowledgetransfer retirees

• Six Counterintuitive Truths About Enterprise 2.0 Adoption <span class="“> – Annotated

  “Ten years of knowledge sharing deployments convince me that the rules are different for E2.0. Transactional system benchmarks just don’t work, but we keep applying them to collaborative situations anyway. When you think about it, it doesn’t make sense.

  Consider the “truths” for traditional back-office deployments: get everything right before you go live. Mandate a cutover date and turn off the old system. Calculate ROI by increases or decreases in anything tangible — widgets, hours, paperwork.”

  tags: enterprise2.0 adoption deployment bestpractices compliance training

  • 1. Launch Before You Are Comfortable
  • 2. Training Discourages Adoption
  • 3. Compliance is Not Victory
  • 4. Impossible Deadlines Work Best
  • 5. Past Successes Don’t Count
  • 6. Accomplishment Trumps Productivity

• Seven misconceptions about corporate social networking <span class="“> – Annotated

  “While there are extreme competitive advantages to effectively deploying social media strategies to build communities around your enterprise, there is also no shortage of misconceptions,”

  tags: socialnetworking socialnetworks internalcommunities enterprise2.0 innovation

  • 1) Build it and they will (continue to) come:
  • 4) My company is smarter than I am: Companies are too obsessed or hidebound with delivering the marketing or approved-by-legal line in social media forums, versus allowing for spontaneous, human-to-human interactio
  • 6) It’s my world, customer, just live in it
  • 7) You can control your brand: The power of brand creation is shifting away from corporate corner offices and toward consumers

• Ten tech-enabled business trends to watch <span class="“> – Annotated

  “Two-and-a-half years ago, we described eight technology-enabled business trends that were profoundly reshaping strategy across a wide swath of industries.1 We showed how the combined effects of emerging Internet technologies, increased computing power, and fast, pervasive digital communications were spawning new ways to manage talent and assets as well as new thinking about organizational structures.”

  tags: cocreation network innovation IT socialnetworks management collaboration technology mckinsey

  • • Trend 1: Distributed cocreation moves into the mainstream
      • Trend 2: Making the network the organization
        • Trend 3: Collaboration at scale
          • Trend 4: The growing ‘Internet of Things’
            • Trend 5: Experimentation and big data
              • Trend 6: Wiring for a sustainable world
                • Trend 7: Imagining anything as a service
                  • Trend 8: The age of the multisided business model
                    • Trend 9: Innovating from the bottom of the pyramid
                      • Trend 10: Producing public good on the grid

• The 2010 Social Business Landscape <span class="“> – Annotated

  “To help with keeping up with the fast moving pace of Social Business, we’ve created a useful new model aimed at helping you stay up-to-date with the major moving parts of Social Business today. We define Social Business here as the distinct process of applying social media to meet business objectives.”

  tags: socialbusiness enterprise2.0 maturitycurve maturity

  • 

• Is Social Intranet a Collaboration Solution? <span class="“> – Annotated

  “Here’s a theme that’s been causing a lot of debate amongst my peers of late — is a social intranet the same thing as a social workplace and the same as social collaboration? Can one product or set of features meet the needs of all of these requirements?”

  tags: socialintranet socialworkspace collaboration communities team knowledgemanagement expertslocation intranet

  • • Community: a group of people, usually a larger one, 25+ members with some affinity for each other.
    • Organization: a company, government agency, enterprise or other formally recognized institution that has a defined purpose for its existence.
    • Team: a group of people with a specific objective or purpose for their association.
  • Creative collaboration is a purpose-driven effort toward a specific outcome
  • Connective collaboration is the fine are of connecting the dots, where we (through a weaker set of ties) are able to discover related ideas, key information, spot trends and generally ensure that information and insight is discovered and connected in the right context, at the right time, by the right people. People also use terms like “expertise identification” and “serendipity” to describe this type of collaboration.
  • Compounding collaboration is where present meets and leverages past.

  • An intranet is (or should be) the digital embodiment of an organization’s purpose and resources. It should inform, empower and enable employees to understand the organization, its mission, and the resources and processes available to help them get their work done.

    A good intranet is current, authoritative, relevant and inclusive. It keeps the organization as a whole informed, and gives employees both the map and the keys to the corporate assets.

  • n other words, teams should also have the ability to be a part of a larger, weaker-tied community within the organization, and constantly have rich, highly contextualized access to prior relevant work.
  • In a perfect world, the two flow and leverage one another, but social intranets and collaboration can’t replace each other. They have different goals and different requirements.

• How to incentivise knowledge sharing? <span class="“> – Annotated

  “Every month I review the search terms that lead people to our Knoco website, just to see what people are searching for. A common search term that came up again this month, is “How to incentivise knowledge sharing”.

  I thought it was worth a blog post on it’s own.

  The simple answer is Don’t!”

  tags: knowledgesharing knowledgemanagement incentive pull push explicitknowledge tacitknowledge rewards

  • 
  • Firstly, make it clear that Knowledge Sharing is part of the job. If you need your sales reps to put knowledge into the CRM system, then write it into the company expectations. Just as timewriting is an expectation, or performance appraisals are an expectation, so knowledge entry should be an expectation, in this case
  • Whatever conversations you have about performance, knowledge sharing needs to be part of that conversation.
  • Thirdly, it does no harm at all, and is positively beneficial, for the community coordinator or the KM coordinator of the knowledge base, to publically thank the good contributors
  • Fourthly, you use the Nudge principle of peer pressure. You publish, to management, league tables of KM activity. You highlight the divisions that are sharing freely, and the ones that aren’t sharing at all.
  • If you focus only on Explicit Push, you miss 75% of Knowledge Management territory, and it is the more powerful 75% that you have missed.

• Customer Enablement Technology « Social CRM ideas by Mark Tamis <span class="“> – Annotated

  “The boundary between the technologies in the home and at the office is becoming less marked, but I still have the impression that the products developed are evolutionary rather than revolutionary – blogs, wikis, communities and so on with an ‘enterprise control’ layer – nothing disruptive as such. If you look at Gartner’s Magic Quadrants on the subject, you see that there are some big and a plethora of smaller actors (ripe for a round of consolidation?) with all of them having more or less the same feature set. So the question that arises in my opinion is where do we find inspiration for software innovation?”

  tags: software softwareinnovation socialsoftware customers partnership socialcrm socialcustomer customerenablementtechnology analytics socialanalytics customerfeedback feedback

  • Analytics is going to be the hot topic the next 2-3 years, and in my opinion especially when we start combining Social Network interactions and interrelations with transactional customer data in our CRM systems.
  • but again these are systems are developed by ESVs from the point of view of enterprise needs.  Ideas are funneled into business processes, lost to the customers because they are left to ‘wander off’ to be worked upon behind closed doors.
  • Where an ESV can add value is by devising platforms that are designed from the outset to facilitate interaction and engagement between all actors of the collaborative value chain, and in particular to capture the customer’s job-to-be-done and facilitate collaboration that leads to the desired outcomes. Facebook, blogs and Twitter are interesting platforms but when customers post comments or ideas for a company – they do so with the hope that the company is listen AND will do something about it AND will acknowledge and give them feedback
  • ESVs could focus more on providing solutions that help the customer partner with the enterprise

• Why Employees Are NOT Your Most Important Asset <span class="“> – Annotated

  “lmost all companies have a sign on a wall stating something similar to “Our employees are our most important asset.” The wording may be slightly altered, and “asset”’ may be replaced with “resource,” but usually there is such a sign posted somewhere on the premises. Regardless of the exact wording, the intent is the same: the organization is trying to say that it values its employees and the sign is a visible indicator of that value or belief. “

  tags: employees assets employeesatisfaction value humanresources

  • First of all, assets don’t walk out if they are dissatisfied.
  • Another reason the message is flawed involves the issue of creation. Assets don’t create; they modify (like a printing press) or shape (like a metal lathe.) They transform (like a computer) or direct (like an artificial intelligence software application), but assets don’t create something that was not there before. Creation is the territory of people.
  • By placing people and assets in the same basket, a sort of mental confusion begins and real problems can develop. People’s objections can be dismissed more easily, because they are in the class with assets (owned articles.

• Harold Jarche » Active sense-making <span class="“> – Annotated

  “he sense-making part of the process requires action and it takes practice to be good at it. How to make sense of one’s experiences is up to the individual. Sense-making is an activity, a regular practice. It can be a simple as creating a list (Filtering) or as complicated as a thesis (Customization). People with better sense-making skills are able to create higher value information and when this is shared, they contribute to their networks. This strikes me as the core of collaborative knowledge work.”

  tags: sensemaking personalknowledgemanagement

  • 

• Finding Expertise Inside the Organisation <span class="“> – Annotated

  “We go in search of expertise, or the person with knowledge about a subject, for many reasons:

  * to answer our work-related questions, whether large or small

  * to determine who should be included on a work team

  * to bring together a community of practice

  * to improve our problem-solving

  * to improve our decision-making

  * to fill in gaps in our own knowledge

  * when looking for a mentor

  * to add to our knowledge management system

  * to identify and fill gaps in expertise

  * to determine what expertise can be leveraged for future opportunities.”

  tags: expertise experts expertslocation directory communities communitiesofpractices

  • if you speak French in New York you are an
    expert in French; if you speak French in France, you are just another
    person on the street.
  • An expertise directory may be a good starting point
    if you are lucky to have one already created; however you will
    probably need to supplement it. If you do not have one available,
    you will need to start looking from scratch.
  • To find expertise inside your
    organisation, you ultimately want to tap into what Joel Alleyne
    calls ‘expertise networks’ or ‘social, technical and organisational
    networks that connect experts with novices and other networks’
  • Communities of Practice – perhaps you
    have a business network type system inside your organisation for
    your staff that is not indexed by enterprise search. You will want
    to go there directly as well to hunt through the profiles and
    conversations.
  • Ask around – continue by asking those
    inside your network in the organisation whether they know anyon

• Social Learning Powered by E2.0 <span class="“> – Annotated

  ““Social learning allows humans to learn through a self-directed mechanism that involves finding, organizing and categorizing resources in a coherent manner for their personal learning needs. Resources include connecting with experts and communities; watching presentations and videos; listening to podcasts; reading articles, blogs, books, and documents; and observing others perform tasks.””

  tags: sociallearning learning socialmedia mentoring

  • • Internal “YouTube-Like” Solution – provides a mechanism for subject matter expert (SME) employees to create and share tutorial videos; ability to purchase industry expert tutorial videos
    • Connecting With Experts – the prevalence of social networking as part of E2.0 toolsets has created a mechanism called “Expert Exchange” where a set of experts can share and collaborate with an entire community of people. This of course assumes that you have rich social/user profiles in place which is really the new-age employee directory!
    • Instant Messaging/Twitter – provides an informal real-time mechanism to chat with one or more individuals
    • Webinars and Narrated Presentations – the ability to easily capture a presentation with full audio and video then post for others to watch; the narration provides essential context which is otherwise difficult to convey
    • Video Conferencing – connecting with one or more people with full-streaming video provides a rich collaboration platform; the ability to see facial expressions, emotions and body language are extremely important …

• Collaborative Culture, or the Real Enterprise 2.0 <span class="“> – Annotated

  “The “real” Enterprise 2.0 is not a technology or marketing plan, but the reinvention of the enterprise itself. It’s a rethinking of the structure, process, culture and even, in some cases, the very purpose of the enterprise.

  With technology erasing barriers to participation and communication, we’re seeing a change in the nature of how we go about running an organization.”

  tags: enterprise2.0 organization structure processes culture purpose informationsharing sharing transparency participation leadership collaboration

  • 1. The Power Shift From Information Hoarding to Sharing
  • This means that your ability to recognize where and when your information is valuable, and being recognized as a reliable source confers more status.
  • 2. Replacing Perfection with Perfect Aspirations
  • The idea that we must not show vulnerability or imperfection is being replaced by the idea that only by exposing what is going wrong do we have a chance of doing great things.
  • 3. Transparency
  • A transparent culture gives people permission to be imperfect. It gives them permission to share prior to completion, to seek out problems, and openly discuss and resolve them.
  • 4. Participation
  • One of the great things about this new appreciation for participation is that employees whose ideas are sought and valued are much, much more committed to the success of the venture.
  • 5. Leadership

  • There are 4 hallmarks of a collaborative team:

    1. Shared mission: Without a common goal, it is nearly impossible to form an effective team.
    2. Mutual respect: This is not about who’s better. The team members must not be questioning each others competence or trying to demonstrate their own.
    3. Trust: Mutual respect enables trust that allows for frank discussions and debates, focusing on the issues, not the people.
    4. Commitment to continual improvement and to each other.

• Entreprise 2.0: la gouvernance pour vaincre l’incompétence… <span class="“> – Annotated

  “Quel est ce tabou dont on n’ose parler sur la place publique? Eh bien, je vous le donne en mille. C’est l’incompétence de plusieurs personnes qui travaillent dans les départements de Ti, l’obsession pour la sécurité de leurs gestionnaires et l’immobilisme général qu’ils imposent à l’entreprise.”

  tags: entreprise2.0 governance usages adoption ITdepartment

  • . Comme dans 70% des cas, toutes entreprises confondues, cette équipe fait partie du département des communications. L’équipe est consciente qu’elle doit prendre le virage 2.0 et teste les différents outils (blogue, wikis, etc.) mais doit le faire «sous le radar», en dehors de l’entreprise et de son firewall et surtout pas sur les serveurs de l’entreprise.
  • L’informatique de cette entreprise est tellement dépassée et bureaucratisée qu’elle a évalué que la mise en place d’un blogue interne coûterait, tenez-vous bien, au-delà de 100 000$…
  • 
  • La gouvernance implique un partage équitable des pouvoirs de décision et d’action en ce qui a trait à la mise en oeuvre d’une stratégie Web d’entreprise et ce, entre plusieurs acteurs importants, habituellement, les Communications, les Ressources humaines, les Ti,  une ou plusieurs unités d’affaires en tant que clients stratégiques (Qui sont en demande et ont les budgets) réunis pour la prise de décision dans un comité directeur (VPs et CIO) et pour le prise d’actions dans un comité de coordination.
  • 

• A Crisis of Management not Economics <span class="“> – Annotated

  “As you may expect, I have a management lens through which I look at these things. I really think that it is significantly a management problem, more than an economic problem or financial problem. If you look at the sub-prime issue, there were two things that were indications of management gone wrong. One is the short-term nature in how people manage. So, write those mortgages as quick as you can, cash in and get the heck out which is a very short-term perspective with people who are mismanaging”

  tags: crisis management economics mintzberg shortterm leadership communities communityship cooperation Sustainabledevelopment

  • This is partly because they do not care about the long-term and partly because they do not care about their own institutions or customers, they care about themselves.
  • Even if leadership is designed to encourage and to bring along other people and engage other people, it is still the individual driving it
  • I think that we need to put more emphasis on what I prefer to call, there is no word for it but I use the word ‘community-ship’, which is the idea that corporations and other organizations, when they function well, are communities.
  • So, you have destroyed the whole sense of community. I think that the worst thing about the American economy today is not what has happened, it is the total depreciation of so many publicly-traded corporations and they are just going down the drain
  • To add one other thing, part of the problem is this whole phony separation between leadership and management. The idea that somehow they are the big shots who do all of the leadership, and it is everybody else who does the scud work as managers.
  • lso, just one last point, we make a lot of fuss over micro-managing, meddling in the affairs of your subordinates. Macro-managing or macro-leading is a much bigger problem: people who are managing at such an abstract level that they do not know what is going on and that includes all of those bankers that bought all of that mortgage junk
  • So, they are not trained to understand and respect their businesses, they are trained to flip from one case to another and it is very dysfunctional.
  • I think that there are many more long-term, sustainable manners of raising capital through patient capital, patient capital investors perhaps the sort of Warren Buffett type of person, I do not know, through co-ops. There are amazingly successful business co-ops such as Mondragón in the Basque country that has something like eighty thousand employees and is totally a co-op.

• The five stages of Facebook grief <span class="“> – Annotated

  “Teens are a “leading indicator” here. The rest of us will follow. Facebook users appear to follow a predictable pattern of evolution with their feelings about Facebook, and teenagers are just further along.

  Here are the five stages of Facebook grief:”

  tags: facebook socialnetworks teens teenagers adoption privacy

  • 1. Confusion. What’s it for?
  • 2. Discovery. Hey, my high school friends are here. Reading my News Feed actually makes me feel more connected to people. This is actually pretty fun.
  • 3. Utility. Facebook helps me stay connected to former colleagues, which could help me find a job in the future.
  • 4. Embarrassment. Whoa! I did NOT want my co-workers to see the picture of me someone else tagged. Too much personal information in that post! Whoops! I did not mean to offend someone — I forgot who would be listening.
  • 5. Withdrawal. To avoid problems, I’m going to have to assume that everything I say is public, not private like I used to think.

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