“In the recently published Work Media Roadmap, we identified one trend that is having the biggest impacts on business today, in the context of adopting social tools in general, and work media tools (enterprise social networks) specifically. I called this the 3D Workforce:”
Some 85% of American adults own a cell phone, and these mobile devices now play a central role in many aspects of their ownersâ€™ lives according to a new survey. For many cell owners, their phone is an essential utility that they check frequently, keep close at all times, and would have trouble functioning without:”
“As attractive as cloud environments can be, they also come with new types of risks. Executives are asking whether external providers can protect sensitive data and also ensure compliance with regulations about where certain data can be stored and who can access the data. CIOs and CROs are also asking whether building private clouds creates a single point of vulnerability by aggregating many different types of sensitive data onto a single platform.”
Refusing to use cloud capabilities is not a viable option for most institutions. The combination of improved agility and a lower IT cost base is spurring large enterprises to launch concerted programs to use cloud environments. At the same time, departments, work groups, and individuals often take advantage of low-cost, easy-to-buy public-cloud servicesâ€”even when corporate policies say they should not.
Regardless of any â€œno cloudâ€ policy, the democratized nature of cloud purchasing reduces the middleman role played by traditional IT departments and makes central control difficult.
Ironically, forbidding cloud offerings may lead to users subscribing to less secure solutions.
At some level, for the cloud, we are simply in the early days of contracting for enterprise-class services.
The current state of data fragmentation at many enterprises provides a peculiar kind of risk-management benefit. Dispersing sensitive customer data across many platforms means that a problem in one platform will affect only a subset of a companyâ€™s information.
Both public- and private-cloud solutions can provide data-protection advantages compared with traditional, subscale technology environments.
We believe that IT organizations must now adopt a business-focused risk-management approach that engages business leaders in making trade-offs between the economic gains that cloud solutions promise and the risks they entail.
The public cloud can be a good option for developing and testing software, since this usually does not involve sensitive data. Any workload that includes personally identifiable customer information will require careful consideration before it could be hosted in a public-cloud environment.
The risk-management methodology should address several elements, including transparency, risk appetite and strategy, risk-enabled business processes and decisions, risk organization and governance, and risk culture
A business-focused risk-management approach enables large institutions to strike the right balance between protecting data and taking advantage of more efficient and flexible technology environments.
“With a huge and growing user base of nearly half of American adults, smartphones are now a core part of our daily lives. Evolving far beyond the email productivity tools pioneered by RIM in the early 2000s, iPhones and Android handsets now dominate the mobile landscape with industry-leading functionality and advanced ecosystems. The value proposition? That we’ll work and play faster, longer, better, and smarter. In fact, we found that over 40% of young business leaders ranked mobile as the most important technology to business in the twenty-first century (cloud computing came in second at 13%).”
First, we don’t remember anything anymore.Research shows that we’re increasingly outsourcing our personal memory banks to Google and other search engines, effectively wiping our own brains of easily accessible information.
Second, we waste time preserving optionality. As the global smartphone user base surpasses 1 billion, more of us are caught in a terrifying, mobile version of the responsiveness trap. As one young entrepreneur remarked, “It’s gotten so ridiculous…I spend more time trading Facebook messages about where to meet, who to invite, and what to talk about than actually sitting in meetings themselves.”
One consultant summed it up: “I’m now in a constant grey zone: Whatever I’m supposed to be doing next will change.”
Finally, we get stuck in the infinite notification loop. As we accumulate newer and more apps, the competition for our limited attention intensifies. As a result, developers are aggressivelybombarding our screens with dozens of daily push notifications in the hope of pulling us back into their individual app.
As smartphone technology becomes increasingly sophisticated, we can’t fool ourselves into thinking that our lives will automatically benefit. Instead of passively falling into costly behavioral traps, actively manage your mobile matters. If you’re reading this, you probably own a smartphone. Now, ensure your smartphone doesn’t own you.
“â€œExperts in business and government are always talking about economies of scale. They say that increasing the size of projects and institutions brings costs savings. But the â€œefficient,â€ when too large, isnâ€™t so efficient. Size produces visible benefits but also hidden risks; it increases exposure to the probability of large losses.â€
On the other hand the â€œconventional wisdomâ€ says that small is better when it comes to innovation and it also says that the more people are involved in the innovation process the better the result.”
“The use of â€œcrowdsourcingâ€ as a business concept can fairly be traced back to James Surowieckiâ€™s groundbreaking 2005 book, The Wisdom of Crowds and Jeff Howeâ€™s influential 2006 article in Wired Magazine: â€œThe Rise of Crowdsourcingâ€.
What is crowdsourcing? Briefly put, it is outsourcing of human power en masse. Putting the effort of many minds together, it has been shown, will yield a more powerful and more accurate result than even the best specialist minds working alone. Because it relies on cooperative effort, it caught on quickly and has been a tremendously successful model for non-profit and volunteer organizations.”
Crowdsourcing performance reviews. The crowdsourced review has been a cutting edge practice in 2012, but we believe it will come into its own in 2013.
Refreshing and realigning core values: Periodically a company will refresh and realign its core values (or even its name). Rather than leaving this assessment to execs in the boardroom, consider getting a sense of what really matters in your company by asking your employees.
“I’ve noticed that many of the on-line conversations on organizational complexity tend to gravitate towards a discussion on the need for more empowered ways of working. At first sight, the two themes of empowerment and complexity seem to fit naturally together. After all, the former implies fewer formal controls, a shift towards more localized decision-making, and more direct cross-functional interactions. “
I think that it is important not to confuse the advocacy and adoption of a more empowering approach to management practice with an understanding of the underlying dynamics of organization.
self-organization is not a matter of management choice. It is a given
It occurs just as much in a so-called “command and control” regime as it does in one designed to facilitate widespread self-management.
one consequence of viewing organization in terms of the complex social processs of human interaction is a recognition that these dynamics are uavoidably â€˜messyâ€™ and political.
Thirdly, it is important to recognize that the formally stated aims, ambitions and values of empowered self-management reflect an idealized view of the desired working relationships.
It is both mistaken and misleading to suggest that the adoption of the former will somehow reduce or overcome that complexity – however appealing such a thought might be to hard-pressed managers. It is arguably worse still to claim that the adoption of this – or any other ‘do this and you’ll get that’ prescription - will guarantee success and make the future more controllable.
“”Training is a funny thing,” James Sanders, Manager of Innovation at Deloitte Consulting, told me recently. “No matter how easy you make it to access, or how brilliant the learning programs are, training is simply not the first thing people think of doing when they have some free time. Let’s face it, for most people, on a typical Sunday morning, if given the choice between ‘Am I gonna watch ESPN, or am I gonna do some training?’ training will not win out.”
And yet, by using gamification principles, Deloitte has seen use of its Deloitte Leadership Academy (DLA) training program increase. Participants, who are spending increased amounts of time on the site and completing programs in increasing numbers, show almost addictive behavior. Since the integration of gamification in to Deloitte Leadership Academy, there has been a 37 percent increase in the number of users returning to the site each week.
DLA found that by embedding missions, badges, and leaderboards into a user-friendly platform alongside video lectures, in-depth courses, tests and quizzes, users have become engaged and more likely to complete the online training programs.
The content on the site falls into three categories: videos, “in-depth content,” and self-assessments
they are instructed how to personalize the site to their individual learning priorities
As learners complete each online learning program, they receive a badge to mark their achievement. Most of those badges are won upon completion of straightforward competencies, but some are ‘secret’ badges
Instead of displaying one standard list of the top ten scorers overall, each general “level” of user has its own top-ten leaderboard, so that each user’s competition for top-ten is limited to other users on that same level
Sanders says. “The same consistent top users, with astronomic scores, turn off everyone who knows they have no chance of beating them.” I
What are your business goals? Define the business problem that gamification is trying to address as clearly as possible.
Who is your audience? Will this be directed to internal employees or external stakeholders such as dealers or distributors
How will you track success? Have a plan in place for measuring the effectiveness of your gamification efforts. It’s not enough to capture data; you need to analyze it as well
To be clear, the reason why weâ€™ll see less Head of Social Media positions is because social media is becoming increasingly important, not less.
Increasingly, companies are figuring out that many departments and functions can benefit from social media, from product development to retail marketing to public relations, and more.
More â€œsocial-centricâ€ roles will begin to show up in departments across the organizations, leading to an increasingly non-centralized approach to corporate social media usage.
These roles will also be responsible for coordinating across departments, serving as a referee between different parts of the organization
Once numerous departments start leveraging social media to better achieve their KPIs, they shouldnâ€™t need long-term help from the global social media role. In fact, the better these Director of Social Media Excellence do in their roles, the quicker theyâ€™ll render themselves obsolete.
“Communities enable to engage with the company value chain at the â€žweb point-of-saleâ€œ. When customers are in shop already, why not embrace their visions, views and emotions. Why not share those with your partners immediately? Why not display the employeesâ€™ authenticity, competence and transparency inside your websites?”
“Everybody seems to â€œknowâ€ that the only way a worker can produce more and be more productive is by working longer hours or by working harder.
This has lead to the view that the key management responsibility is for the performance of the people. This however is too narrow a definition. The way we should think today is that the key responsibility is for the application and performance of knowledge.”
The task today is asking: â€œif we did not do this already, would we go into it knowing what we know now and knowing what technologies and new tools have become available?â€ If the answer is no, the next question to ask is: â€œHow could we plan abandonment rather than try to prolong the life of outdated practicesâ€.
Learning that is not industrial in todayâ€™s sense of acquiring pre-set information, earning credentials or passing tests, but from the perspective that learning is the foundation for creative action.
Our present formal training systems offer a trade-off between different goods. They are neither designed for networked, life-long progression nor designed for situation specific just in time problem solving. Thirdly, they are not accessible for all learners at all times.
The competitive edge of learning comes from the ability to connect with new knowledge and skills as and when they are needed.
Learning then does not mean cumulative growth of knowledge but occurs as shifts in meaning and is simultaneously individual and social.
Productivity is not about doing more but about learning more.