• The Clash Of Ages: How Technology Divides Workers

  If you’re a boss, what do you do about employees who love to tweet, text and social network throughout the day? It’s a question companies are grappling with as the generation gap threatens to create a communications divide.

  tags: generationY, socialnetwork, divide, culture, technology, technologygap, multitasting, reputation, generationdivide, generations

• Cisco Study Finds Telecommuting Significantly Increases Employee Productivity, Work-Life Flexibility and Job Satisfaction -> News@Cisco

  Today, Cisco announced the findings of its Teleworker Survey, an in-depth study of almost 2,000 company employees. The study, conducted to evaluate the social, economic and environmental impacts associated with telecommuting at Cisco, revealed that a majority of respondents experienced a significant increase in work-life flexibility, productivity and overall satisfaction as a result of their ability to work remotely.

  tags: cisco, telecommuting, productivity, telenetworking

• The Evolving Web In 2009: Web Squared Emerges To Refine Web 2.0

  At first glance this can seem to be an impersonal and inhuman concept as the network expands to surround everything and dominate the participation that so far at least is still driven (for a little bit longer anyway) by what people do and contribute online. However, this bleak vision is tempered by the realization that far from being pushed to the side, we collectively must be the feedback loop that guides Web Squared through billions of daily interactions that makes it possible in the first place. It’s the full environment, including us, which makes it all work.

  tags: web2.0, websquared, productdevelopment, businessmodel, productdesing

• Value Chain Approach to Web 2.0 For Enterprises

  tags: enterprise2.0, valuechain

• The Value Chain 2.0: Bringing In The Consumer

  Value chain 2.0 takes into account the active consumer in the production of value, across every level of a company’s activities. Henceforth, we call the active consumer the “ConsumActor “ to indicate this reality.

  tags: valuechain, valuechain2.0, consumer, consumactor

• Product Development 2.0

  What is Product Development 2.0 exactly? It’s an informal term I’m applying to something that online startups and traditional businesses both are increasingly doing: leveraging of mass user contributions, providing open architectures for others to build on as they like, and even handing control over key product decisions directly to users. The reasoning behind doing this is simple: Satisfied customers have always been essential to having the most successful business, both online and offline. But how best can you ensure that they get exactly what they want from you, as customized and quickly as possible? This is where the scale, new tools, and business models of Web 2.0 have stepped in, giving us the potential to provide our customers with better, rich products, much more quickly, and with more of what they want. Taken as a whole, it’s increasingly clear that there are new business models afoot that are just now being well understood.

  tags: productdevelopment, innovation

• Google Gets Serious about Innovation

  So when the company says it’s missing out on good ideas, this is both surprising, and perhaps somewhat expected. Surprising, because how does a company consistently ranked at the top of innovation surveys miss good ideas? Expected, because Google now employs 20,000. With that many people, how does a company stay on top of all those ideas?

  What I’m seeing is a company that is is progressively systematizing its innovation practice. Google is following the path of its large enterprise brethren, adapting its internal processes to account for its size and its need to grow across multiple fronts. It really has to. It’s no longer the small company where ideas get tossed around on a white board, and everyone knows what’s going on. I mean, there are 20,000 people employed there.

  Google is getting serious about innovation.

  tags: google, innovation, scorecard, innovationmanagementscorecard

• What kills startups

  Most closures, however — even those that do not end in bankruptcy — are the result of unforeseen circumstances. It seems that Murphy’s Law affects entrepreneurs disproportionately. Often, these disasters could have been avoided if company management had paid more heed to the principles of risk management.

  tags: startup, strategy, management, risk, closure

• Disney Crowdsources Its Own Company

  I know what you’re asking: “How can you crowdsource your own company?” Well, in this case I’m referring to the fact that once a year, Disney (DIS) puts out a call for product ideas to its entire consumer products division of 12,532 employees, which includes Fashion & Home, Toys & Electronics, Food, Health & Beauty, Stationery and Publishing. That means sales, communications, and other non-inventing divisions get to participate. It’s what they call the “Big Idears” contest. For the first time, one of these ideas is coming to the mass market…

  tags: disney, innovation, crowdsourcing, business

• Business Strategy Expert Gary Hamel: Ten Tips from the Top

  Recognized by Fortune magazine as “the world’s leading strategy expert in business today”,
  Gary Hamel has outlined ten design rules for innovation for companies intent on generating sustained wealth in the future:

  tags: innovation, garyhamel, openinnovation, openmarkets, experimentation

• Is the Corporate Structure Obsolete?

  We have also seen social media form communities that increase productivity in manufacturing processes, software development, and project management. We have seen people self manage in social media to segregate and elevate good information away from bad information. We have seen communities act with logic, tact, and precision previously thought to be the province of top management guidance.

  In short, we have seen social media replace or duplicate almost every structural element of the traditional corporation outside of the construct of corporations. Can social media provide a corporate structure in and among itself?

  tags: socialmedia, productivity, accounting, businessplan

  • Increasingly, access to the community knowledge inventory is becoming a means be which people can convert productivity to money.
  • The next paradigm of economic development will reside almost entirely on a statistical game of managing risk and return, matching surplus to deficit, and increasing human productivity in the operating system of Social Media. 
  • Finally, look for the threats that can corrupt an innovation economy.  Social Media is currently responsible for trillions of dollars of productivity gains – all this money is still on the table for social entrepreneurs to monetize once the integration reaches a tipping point.

• Social processes #e2open

  The home page is dominated by the activity stream, which includes links to tasks, blog posts, documents and other systems that are relevant to this person’s work. It’s not just the usual social network stuff; it also includes information from enterprise systems such as ECM and BPM systems. There would be rules to set priorities on what’s in any given user’s activity stream.

  tags: ecm, bpm, enteprise2.0, process, activities, activitystream

• Process Discipline and Creativity

  I’ve recently been asked a couple of questions I used to hear all the time. The questions are:

  1. Doesn’t process discipline add overhead and cost?
  2. Doesn’t process discipline stifle creativity?

  tags: process, costs, creativity, discipline, standardization

  • So, process discipline makes the most sense for activities that are routine and sequential –
  • Juran argued that you can manage for control (process discipline, incremental and continuous improvement) or you can manage for breakthrough performance (step change, creativity, process reengineering).  He further argues that each require different organization and management approaches, and you had better be clear on which you need and are trying to achieve – control or breakthrough, and then ensure you are managing and motivating appropriately.
  • Know where you need creativity, and where you don’t, and where the nature of the work lends itself to excellent processes, follow a strong process discipline. 

• Microsoft Reinvents Its Global R&D Model

  Undoubtedly Microsoft is pioneering the R&D 2.0 model that I discussed in my last post — an organizational model that relies on anthropologists and development economists to first decipher the socio-cultural needs of users in emerging markets like India and then use these deep insights to develop appropriate technology solutions. And it’s telling that Microsoft picked India as the epicentre of its global R&D transformation.

  tags: R&D, microsoft, innovation, r&d2.0

• Social Business Design = Web 2.0 + Médias sociaux + Entreprise 2.0

  En ce moment c’est la saison des conférences et l’actualité est particulièrement riche cette semaine avec la 140 Characters Conference à New York et l’Enterprise 2.0 Conference à Boston. Médias sociaux et entreprise 2.0… deux domaines qui suscitent beaucoup de bruit et de créativité mais qui ne se mélangent pas. Une des raisons principale qui fait que ces deux domaines sont jusqu’à présent restés hermétiques est parce qu’ils répondent à des objectifs différents et surtout fonctionnent différemment (notamment dans la motivation et les dynamiques sociales sui régissent les interactions).

  C’est dans ce contexte que le Social Business Design fait son apparition avec l’ambition d’unifier ces deux pratiques en une sorte de Théorie du Tout : From Social Media To Social Business Design.

  tags: socialbusinessdesign, socialmedia, enterprise2.0, ecosystem, value, valuematrix, socialsoftware

• How Companies Increase Innovation

  hose ideas, however, don’t really come from nowhere. Instead, they are typically at the edge of a company’s radar screen, and sometimes a bit beyond: trends in peripheral industries, unserved needs in foreign markets, activities that aren’t part of the company’s core business. To be truly innovative, companies sometimes have to change their frames of reference, extend their search space. New ways of thinking and organization can be required as well.

  tags: innovation, ideas, ideasmanagement, ideagoras, conversations, communities, communitiesofpractices

  • Problem solvers can be professionals, retired scientists, students or anyone who can answer a problem that has stumped a company’s own researchers. InnoCentive, based in Waltham, Mass., says the site gives solutions to about 40% of the problems posed.
  • Many companies set up so-called communities of practice, which are typically internal Web sites where employees are encouraged to share knowledge and skills important to the company.

• From Social Media To Social Business Design

  While I can’t go into the full vision of what we’re thinking about yet—we’re realizing that the bigger picture goes beyond how you can be a great tweeter, blogger or social media evangelist for your organization. It’s time to think beyond marketing and building personal brands and time to think about how participation through social technologies can lead to emergent outcomes for any organization. Can “social media” save GM? It’s unlikely that media can save any organization grappling with changes in their business environment. But what if organizations of that size were able to act preemptively before market conditions forced them into similar predicaments?

  tags: enterprise2.0, organization, ecosystem, GM, socialmedia, socialbusinessdesign, socialbusiness, businesstransformation

  • If the big picture is business transformation, it’s going to take more than a few tweets to get there.

• Enterprise 2.0 Flourishes When You Understand The Business Side Of The Enterprise

  My point, with emphasis, is that we all need to a better job of understanding how our customers operate. Everyone needs to tell product managers that customers don’t care about your widget unless it can be tied to something larger that can transform business. It’s the classic technology silo. If your widget isn’t tied to a larger architecture that can be used to reconstruct a process, it’s just a widget that will rest on a digital shelf instead of a wooden one. (for you shrink-wrap folks)

  tags: enterprise2.0, business, adoption, customers, vendors

  • When vendors press for big picture questions early, they quickly have an opportunity to  brand themselves as strategic instead of the tool company.
  • what I plan to do is look at enterprise 2.o not from a toolset lens but from my customer’s lens.  The disparity between the two is what frustrates me. I’ve seen some of the best technology around with a bunch of folks sitting around a table unable to produce more than one use case for the how it can impact the business.

• Driving innovation in large professional service firms: Six high-return initiatives

  However there are many barriers to innovation in large professional firms, including billing imperatives, strong functional specialization, and often highly risk-averse cultures. Much of the management literature on innovation focuses on product development and design, and is not always relevant to a professional services environment.

  tags: professionalservices, innovation

  • Young, talented professionals show little interest in continuing to plough the furrow of long-established processes, however wax enthusiastic about creating new approaches to their work.
  • There are many aspects to service delivery innovation, notably the integration of internal, external and online resources to create efficient and differentiated value creation for clients.
  • Effective innovation in this space enables offers that create value for both clients and their service providers

• Launching Social Networks for the Enterprise

  Anne said that when a social network is deployed internally separate from the workflow, it does not tend to drive productivity, as employees do not engage. There needs to be a compelling reason apart from the technology to make it work. It cannot be implemented as a utility without a specific value proposition tied to work processes. I am in strong agreement here as it correlates with my own experiences with knowledge management.

  tags: socialnetworks, value, workflow, problems, businessproblems

  • Companies who are interested in implementing the new social networking solutions need to start by identifying a business problem. This premise is almost as old as people but it so often ignored that we need to keep raising it. Every time there is a new hot technology, it can step on its own toes if we are not careful.

• Four Value Network Patterns to Accelerate Time from Ideation to Commercialization | ValueNetworks.com

  Value network analysis as applied to innovation from ideation to commercialization provides a possible solution to one of the most challenging business issues in the intangibles economy: describing exactly how intangible assets such as intellectual capital are converted into ideas and other deliverables deployed in purposeful networks to create economic or social value. The ability to visualize, analyze and optimize innovation networks is of great value to both government bodies responsible for regional development and for commercial businesses seeking to bring innovations to market. Specifically making the transition from one phase or “state” of the innovation network to another is often problematic. As additional roles come into play the nature of the interactions change across the entire network. Innovation networks are increasingly complex and relationships must be maintained in some cases for several years. Supporting the integrity and continuity of an innovation network is critical to success.

  tags: valuenetworks, networks, ideation, comercialization, patterns, innovation, intellectualcapital

• Enterprise 2.0 Reflects the Culture

  Why are Enterprise 2.0 implementations of blogs, wikis, or forums not living up to the expectations of the technology?

  The primary reason is because social media tools reflect the culture of the organization – they can’t change the culture of the organization by themselves. If the “social” part of social media doesn’t exist within your organization or is corrupted, all you’re going to end up with is “media” – a blog with no readers or a wiki with no edits.

  tags: enterprise2.0, implementation, adoption, culture

• Does Self-Censorship Help Innovation? The Enterprise 2.0 Approach

  The next time someone tells you that you need lots of ideas, stop, think and work out the outcomes you want before you go collecting thousands, and thousands, and potentially more thousands of fluffy, non-relevant ideas that go nowhere.

  The gist of Mark’s post is that encouraging the contribution of ideas from all quarters is actually counterproductive. He prescribes the concept of an “appropriate” number of ideas.

  tags: ideas, innovation, enterprise2.0, emergence, filters, culture

  • This perspective is quite different from the tenets that are driving the Enterprise 2.0 movement. There are three elements of Enterprise 2.0 that are relevant here:

    1. Emergence
    2. Filters
    3. Culture

• The Importance of Cultivating Interdisciplinary Relationships

  The result is that a lot of people in the workforce have a pretty narrow view of what the word “colleague” means. It’s important to broaden that definition and cultivate relationships with people in other fields. Here’s why.

  tags: interdisciplinaryrelationships, collaboration, colleagues, learning, partnership, relationship

  • Expanding your definition of who you count as a colleague is not just a petty semantics game. It will help shape the way you interact with people, and could lead to more meaningful relationships where none would otherwise exist
  • But by sticking to familiar ground you’re only doing yourself a disservice in the end.
  • If you happen to be successful at learning about things beyond your usual sphere, you may start to get ideas for strange and unusual projects that bridge disciplines or industries.

• Can Enterprise 2.0 Afford to be Boring?

  It is critically important that Enterprise 2.0 tools get adopted by the risk takers and in-the-line-of-fire people actually driving the business. If we speculate that 20% of the employees are responsible for 80% of the results, we need that proportion reflected in online activity. The people who don’t pull their punches. The ones who dare to call a spade a spade. The ones who know how to tell the truth without unnecessary collateral damage. Without them, the revolution that Enterprise 2.0 thinking is capable of triggering will not happen.

  tags: enterprise2.0, risk, risktaker, adoption

• Le Personal Branding au service de l’entreprise 2.0

  L’entreprise 2.0, ce n’est pas « une entreprise + du Web 2.0 ». L’objectif n’est pas la création d’une entreprise technophile mais d’une « entreprise intelligente » dont les salariés ont un vouloir coopérer (une culture, des croyances qui favorisent les coopérations intellectuelles), un savoir coopérer (un mode de management adapté à l’entraide sur les activités très intellectuelles) et enfin un pouvoir coopérer (une organisation et un fonctionnement qui favorisent la transversalité et le partage des bonnes pratiques). Les technologies Web 2.0 font partie du pouvoir coopérer, elles viennent en support de la culture, des compétences et du fonctionnement de l’organisation.

  tags: personalbranding, enterprise2.0, culture, collaboration, cooperation, reputation

  • Compte tenu du principe de la dissonance cognitive, si un individu fonctionne dans une logique de réseau et d’entraide pour gérer sa carrière, il est fort probable qu’il finira par fonctionner dans la même logique dans ses activités professionnelles. Bien sûr, la transition se fera progressivement.

• Hal Varian (chef économiste Google): “L’heure est venue des micromultinationales” : Entreprise Globale

  La démocratisation totale des moyens de communication, l’explosion du volume d’information disponible – et son organisation, bien sûr, par Google – ne manquent pas de rappeler les responsables du moteur de recherche – auront un impact aussi important, estime Hal Varian, que l’introduction de la chaîne d’assemblage dans l’industrie, voici un siècle. “On optimise ainsi les flux d’information et d’idées pour l’économie de la connaissance. A l’instar de l’optimisation, jadis, du flux de production de biens physiques, dans l’industrie, d’Henry Ford à aujourd’hui.

  tags: informationflows, multinational, organization, communication, startup, micromultinational, collaboration

• The State of Intangibles Measurement – KPI’s Are An Imperfect Answer

  In the industrial economy, we had lots of ways of measuring our work. It was a mostly physical process so we could literally see what was going on. Our financial systems were built around this industrial model and we could also put dollar values on products as they progressed through factories and machines, converting raw materials into finished goods.

  The shift to a knowledge economy has changed that. A lot of the value created today happens inside peoples’ heads or their computers. This is the case in service and technology businesses but even in manufacturing settings where it is the process, not the product, that creates so much of the value.

  tags: kpi, intangible, measurement, intangibleassets, indicators

  • Well here’s what worries me. KPI’s are by definition a small number of indicators. There is no guarantee that KPI’s are the right metrics. And they can be manipulated.

• KM and HR: Siamese Twins?

  I’ve previously pondered over how we could possibly work with HR to ensure success for KM and can perhaps summarize some of the key points as follows: (I am assuming that the points below represent key components in HR strategies)

  tags: km, humanresources, training, hiring, competences, appraisals, incentive, motivation, satisfaction, attrition, retention, talentmanagement, humancapital, rotation, jobrotation

  • Hire people with at least an average KM quotient
  • Encourage informal learning mechanisms
  • including the employee’s KM quotient as one of the objectives/competencies in the appraisal process
  • visibility/recognition/appreciation being more important than monetary gestures
  • I firmly believe that one of the critical aspects that contribute to employee satisfaction, delight and engagement is an environment that enables and celebrates knowledge sharing and collaboration.
  • We need to understand the links between various roles and how rotation of employees (knowledge) would help the organization get more efficient/innovative.

• Réseaux sociaux et réputation, l’étude du cabinet conseil Deloitte LLP

  Le cabinet conseil Deloitte LLP vient de publier une enquête sur l’impact des réseaux sociaux sur la réputation et l’image des entreprises. L’introduction de cette étude par son président, Sharon L Allen est sans équivoque: “Si la décision de publier des videos, des images des réflexions, expériences ou observations sur des sites de réseaux sociaux est un acte personnel, un seul d’entre eux peut avoir d’importantes conséquences éthique pour les individus comme les entreprises. Par conséquent il est important pour les dirigeants d’être conscient des implications et d’élever la discussion au sujet des risques et cela en association avec le plus haut niveau d’encadrement.”

  tags: deloitte, socialnetworks, reputation

• TOYOTA WAY: 14 PRINCIPLES

  The Toyota Way is not the Toyota Production System (TPS) . The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes TPS, also known as lean manufacturing. TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish. The Toyota Way consists of the foundational principles of the Toyota culture, which allows the TPS to function so effectively.

  tags: toyota, management, philosophy, organization, culture, toyotaway, problemsolving, push, tps, lean

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

• Social Networking for the Legal Profession

  We explore the networking practices and social tools that are currently being adopted by individuals and firms, and provide practical guidance to those looking to get started with an online social networking strategy, including:

  tags: lawyers, networking, socialnetworking, legal

• Enterprise 2.0 Software: Commoditization before Monetization | Pretzel Logic – Enterprise 2.0

  So the real question for me is: Are we on the path to super sonic commoditazion in the Enterprise 2.0 market before even a single vendor has truly broken out & dominated the space?

  tags: enterprise2.0, socialsoftware, vendors, commodization, monetization, googlewave

  • The next wave of differentiation amongst Enterprise 2.0 providers was going to be based on content creation as well as smart aggregation, fueled by micro-messaging, integration, aggregation, activity streams and the concept of the real time enterprise
  • Or we will in fact start to see competition based on which software vendor can help organizations move into an Enterprise 2.0 design by focusing on specific business processes.

• 4 idées pour booster l’entreprise 2.0… pour de vrai !

  En complément de cette vidéo qui est longue mais très intéressante, voici 4 idées qui résument mes positions :

  Idée 1 : Le Web 2.0 est relié au comportemental et non au financier

  Idée 2 : L’art du management paradoxal

  Idée 3 : Le Web 2.0 pour vendre et recruter, pour développer sa notoriété et gérer sa réputation

  Idée 4 : Dissoudre un individu dans le collectif nuit gravement… au collectif !

  Voici le détail de ces idées :

  tags: web2.0, enterprise2.0, behaviors, finance, ROI, adeo, management, personalbranding

• How to Support Your IT Innovators

  It’s critical to have at least one person on your team who is a “power user” because, in the words of a wise IT leader I interviewed, “business groups who have somebody on their team who is an IT expert do much better with IT (in terms of leveraging technology to meet their needs) than those who do not.”

  tags: IT, innovation

  • This lack of competence and confidence means that you are letting technology manage you rather than the other way around.
  • This isn’t about “doing IT’s job for them” — it’s about giving your people the capability to discover value-added opportunities and develop “visual” requirements to facilitate productive communication with IT.
  • “safe haven network where users feel free to try anything within the bounds of the innovation rules without fearing harm to the network or disrupting core business.

• Integrating Learning and Work

  Look at “understand the job” and see how much of a challenge that could be in today’s workplace. What do you do when everyone’s job is unique? The learning professional must be in constant contact with the realities of the everyone’s work. Interventions and support will likely be incremental, addressing changing circumstances, but using multipurpose platforms for information and knowledge-sharing. Understanding work needs good two-way communications.

  tags: integration, onboarding, learning, organizationallearning, training

• Management By Listening Around

  Resistance to (fear of) change is one of the leading impediments to introducing social software in businesses. This should come as no surprise. Resistance to change is always one of the greatest barriers to change. But what is different this time is that resistance to change is likely to be quite heavy among managers, even more than on grass-root level.

  tags: socialsoftware, change, enterprise2.0, management, businessintelligence

  • On each level in an organizational hierarchy, information is aggregated from subordinates, filtered and twisted by the managers so they can convey a version of the truth that aligns with their own agendas.
  • But, relying too much on traditional BI can also be deceiving. The diagrams and figures on their BI dashboards do not tell them what people are doing, what problems they are dealing with, which decisions are being made, and so on.
  • By the smart use of social software, a business can create a digital work environment where managers (and others) can inform themselves and learn from the activities and decisions made by people instead of just relying on transactional data and the information they get from their subordinates or managers.
  • But it also presents a threat to those managers (and information-hoarding “experts”) who have build their positions on the exclusive right to distribute information up- and downwards in a hierarchic organization.

• My Notes and Thoughts on Google Wave Video Demo

  I think this integration and the development of more focused capabilities that sit on top of Wave will be key to its success. As I mentioned earlier, I think that the completely open Wave will get some use as a novelty and even as a collaboration platform. However, it is too open ended for many work applications, as people will not want to recreate the functionality and features. It can potentially serve as a meeting point for applications. On the other hand, people might want to shape application themselves and not be forced to follow the structure of existing applications.

  tags: google, googlewave, collaboration, email, sharepoint

  • Since Wave may serve as a useful meeting place for applications, it may not replace many but become a useful platform.

• Enterprise Web 2.0 Calls for Access Control, Not Shutoff

  What’s holding many organizations back are four core concerns:

  * Productivity levels will decrease, due to employees spending time on social media Websites (given that it’s not part of their job).
  * High-bandwidth Web 2.0 sites will overload the network, potentially blocking mission-critical applications and services.
  * Employees will access pornographic material or other inappropriate Websites.
  * Security and privacy issues will increase.

  tags: productivity, enterprise2.0, web2.0, security, access, IT, policies

  • I believe the solution lies in an organization’s ability to gain insight into user activity, applications, and potential threats and then use this knowledge to group users into different categories of access.
  • Only by helping to find out what’s needed and helping management to create policies around these requirements can IT ensure that network resources are available for business-critical applications and traffic spikes — without compromising the quality of the network or the productivity of employees.

• Crowdsourcing: What It Means for Innovation – BusinessWeek

  tags: no_tag

  • Managing those submissions in an effective manner is, of course, another challenge altogether. And the biggest struggle for companies that dip their toes in crowdsourced water is to shift from having a reactive culture to one that’s proactive. There’s a delicate balance between encouraging participation and maintaining clarity of overall business objectives.
  • Another challenge for anyone entering the co-creation/crowdsourcing arena is how to compensate people fairly for their ideas.

• Crowdsourcing: What It Means for Innovation

  Some have predicted that crowdsourcing is the future of the marketing, advertising, and industrial design industries. The phenomenon, they argue, will accelerate creativity across a larger network.

  Others, meanwhile, have predicted this practice of opening up a task to the public instead of keeping it in-house or using a contractor will be the demise of those businesses because of the downward pressure on prices. If LG crowdsources a new cell phone design on CrowdSpring for $20,000, as it did recently, what happens to the old model of paying a design firm millions of dollars for the same project?

  So which is it? Does crowdsourcing represent the beginning of the end of creative organizations? Or does it herald the beginning of something bigger and transformational for those agencies—and for business in general?

  tags: innovation, crowdsourcing, compensation, reward

• Community 2.0

  Challenges in building virtual communities

  In reflecting on the experiences accumulated to date by companies seeking to build virtual communities, I’d like to focus on four challenges:

  tags: communities, virtualcommunities, language, skills, integration, organization, organizationalbarriers, ROI, returnonattention, returnoninformation, ROS, returnonskills, socialsoftware, collaboration, metrics, benefits

  • First Challenge – Language.
  • Second challenge – Integrating diverse skill sets
  • Third challenge – Shifting mindsets. 
  • Fourth challenge – Organizational barriers

• Why 1.5 Is Greater Than 2.0

  Of course, it’s more romantic and revolutionary to assert that only the masses can generate useful content. It’s appealing that the hoi polloi can replace experts, editors, and experienced professionals. It just doesn’t happen to be true. The key word is “augment,” not “replace.” 1.5 is greater than either 1.0 or 2.0.

  tags: enterprise2.0, enterprise1.5, 2.0, 1.5

• Key success factor for Enterprise 2.0: Finding new roles for middle management

  And just like how social media and other Web 2.0 technologies have enabled Lance Armstrong to bypass the middle management (e.g. PR firms, talent management agencies, news makers) that has stood between him and the general public, Enterprise 2.0 technologies enable people who are doing the “real” work within organizations to bypass their middle management and connect and collaborate with each other directly as well as update and engage upper management directly. By cutting out middle management, the savings are not only in the salaries of those individuals but also in the time and energy expended by their subordinates and upper management to interact with them. Yes, middle management is the tangible overhead in many organizations that Enterprise 2.0 can eliminate!

  tags: enterprise2.0, management, middlemanagement

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

• Etude Websense : l’usage, les règles et l’état de la sécurité du Web 2.0 au sein des entreprises

  Websense, Inc. dévoile les résultats d’une étude internationale menée auprès de 1300 responsables informatiques dans 10 pays, qui porte sur leurs perceptions et leur compréhension des technologies Web 2.0 dans le milieu professionnel, et le degré de préparation de leurs entreprises en termes de sécurité.

  tags: security, web2.0, ITdepartment

• Toward a Pattern Language for Enterprise 2.0

  I’m dividing my 2.0 vs. 1.0 comparisons into two groups. First is a set of patterns where 2.0 is just better than 1.0 – where the old should, I believe, just be replaced with the new. Second is a set in which 2.0 is an alternative or addition to 1.0, not a replacement for it. This second group of patterns, in other words, shows two alternatives, both of them valuable and viable, for how computers are used to get work done.

  tags: enterprise2.0, patterns, alternatives, IT, technology

• Lego: la renaissance par l’innovation ouverte et les communautés d’utilisateurs

  Surtout, une stratégie client innovante a été mise en place et semble porter ses fruits. L’entreprise danoise met en place un réseau social spécialement destiné aux enfants, my lego networks. Une série de mécanismes est mise en place de façon à garantir un endroit protégé et sûr. Le succès est au rendez-vous. D’après le chef des nouveaux produits de Lego, Paal Smith Meyer ce réseau aurait plus d’un million de membres. Ce n’est pas tout.

  tags: lego, innovation, socialnetworks, cocreation, productdevelopment

• Les images mentales : pour accélérer et réussir le changement dans les organisations d’aujourd’hui

  Il existe des pratiques simples et très efficaces, permettant de clarifier les repères, de donner du sens, de faciliter les consensus, des pratiques fondées sur la psychologie cognitive : les images mentales.

  Imaginer le changement ?

  Face à tout projet de changement, se pose un dilemme : comment puis-je me fixer les objectifs vers une situation future que je ne peux même pas imaginer ?

  * A partir de mon point A actuel, quel est le point B vers lequel je tends ?
  * Quel sera le chemin pour m’y rendre ?
  * Comment puis-je visualiser la construction et l’aboutissement de mon projet ?

  tags: change, changemanagement, mentalimages

• Le paradoxe du web 2.0 au travail: oui pour mes clients, non pour mes employés…

  Pourtant, les entreprises reconnaissent la montée en puissance de l’internet social. Elles s’enfoncent néanmoins dans une attitude paradoxale. Le site ” Stop blocking” révèle ainsi le résultat d’une surprenante étude: 67% des managers interrogés pensent que les médias sociaux sont une chose importante. Dans le même temps, les mêmes pensent que les employés ne devraient pas les utiliser au travail.

  tags: web2.0, internet, blocking, productivity

  • . Comme l’a récemment démontré une étude de l’université de Melbourne , les employés qui ne passent pas plus de 20% de leur temps de travail sur internet gagnent 9% de productivité par rapport à ceux qui ne le font pas. De plus, les usages ne manquent pas. Il faut juste déployer une bonne stratégie et quelques bonnes règles d’utilisation
  • Une démarche doublement couteuse pour l’entreprise. Elle paye des gens pour mettre en place des filtres qui vont ensuite diminuer la productivité de ses employés. C’est un peu le serpent qui se mange la queue.
  • Face à l’arrivée de nouvelles pratiques en entreprise, il y a toujours la peur des dérives, du risque que celle-ci peut entrainer. Bien les identifier parait être une évidence. Ce qui ne l’est pas c’est la manière de le gérer. Il y a la voie de la sécurité absolue via un contrôle très strict. Ce qui à terme risque de décourager et démotiver les employés.

• Reconciling social computing with the enterprise

  This increasing distance between these two worlds creates a gap — a disconnect, even — that increasingly cuts organizations off from their most valuable assets (their people) and also exerts a subversive force on organizations as their workers help themselves to the tools of their own volition, bring their (and arguably better) new behaviors and processes to work, and try to get things done with them, whether that’s crowdsourcing, Enterprise 2.0, online customer communities, etc.

  tags: socialcomputing, enterprise2.0, enterprise, culture, strategy, process, control, measurement, roi

• The Fallacy of Financial Metrics

  In both entrepreneurial and larger companies, we too often spend time focusing on the desired financial performance target, rather than the inputs that drive those numbers. Because boards, investors and management demand an objective way to measure performance, we often go right to the result without focusing on what caused those results.

  tags: finance, metrics, indicators, inputs, performance, revenue

• The Top 10 Reasons Why Your CEO Sabotages Innovation

  There’s a huge gap between CEOs saying they want their companies to innovate and actually acting in a way consistent with what they say.

  This lack of congruence drives internal change agents crazy, catatonic, or out the door.

  At the very least, it makes them cranky and unwilling to “go the extra yard” required to turn their inspired ideas into reality.

  tags: innovation, sabotage

• Collaborative Networks vs Social Networks

  Tools and technologies are often budgeted for at a departmental level rather than being designed to interoperate between departments, which provides better financial and organizational value. The ability to scale the entire company instead of grappllng with disparate next-generation toolsets in each department that don’t work well with other parts of the business is the way to multiple 2.0 silos in the future.

  tags: collaboration, communities, collaborativenetworks, socialnetworks

  • The point is clear: casual social life organization is very different to working together through deliverables to achieve results.
  • The best Enterprise 2.0 work methods give people unstructured, highly flexible tools to achieve well defined deliverables
  • As I’ve said before buying a toolkit doesn’t make you a mechanic any more than starting blogging makes you a journalist

• Enterprise 2.0 at Goodwin Procter

  Can law firms jump on the Enterprise 2.0 bandwagon? Lawyers are generally seen as conservative users of technology, preferring to use a quill and inkwell over a web-based publishing platform. David Hobbie shares some of the successes he has encountered in the adoption of Enterprise 2.0 at Goodwin Procter (.pdf – page 13) in the June 2009 issue of KM Pro Journal (.pdf)

  Goodwin Procter was one of the early adopters of collaboration and knowledge sharing tools and has begun adopting the internal use of blogs and wikis as tools. This is a great article, summarizing some of the theory behind Enterprise 2.0, comparing it to knowledge management, and giving practical uses of these tools in a legal environment.

  tags: lawyers, enterprise2.0

• The Return of the Non-Virtual Organization

  I can’t tell you how many companies I have worked with that have encouraged or tolerated a large degree of geographic dispersal among employees and management teams. “We’re virtual, and proud of it,” one told me. “It doesn’t matter where you live anymore,” many employees of virtualized companies have argued. “We travel all the time anyway,” has been another frequent mantra.

  tags: organization, management, virtualorganization, interactions

  • Senior managers, in particular, are a group that benefits from high-bandwidth interpersonal contact. Henry Mintzberg and other researchers have shown that their jobs typically consist of a variety of short, and frequently unplanned, interactions. It’s much easier to accomplish these when you are all in the same vicinity.

• Un management « cruel envers les faibles »

  Le géant du cosmétique se distingue par son modèle de management, dit par la « saine inquiétude », et considéré comme exemplaire dans le monde de l’entreprise. Mis en place par M. Lindsay Owen-Jones, qui a dirigé le groupe pendant près de vingt ans, il repose sur l’informel, sur la culture orale, et sur l’esprit de compétition, tant en interne qu’en externe. Quelques anciens salariés ont bien voulu nous raconter leur expérience.

  tags: l’oreal, management, pressure, Lindayowenjones

• Smart Social Networking For Your Small Business – Forbes.com

  Anyway, Social Software Tools: A Critical Evaluation offered useful insight into the choices SMBs need to make when moving into social networking. Tony Byrne, founder of CMS Watch, started with a useful breakdown of the complex world of social networking, beginning with separating external and internal applications, depending on whether the connections occur inside or outside your company:

  tags: socialnetworking, smb, usages, adoption, implementation

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