Bookmarks du 08/16/2008

  • An older method of context analysis, called SWOT analysis, allows the business to gain an insight into their strengths and weaknesses and also the opportunities and threats posed by the market within which they operate.The older method of SWOT analysis does not apply to the context analysis of social networks because of the systemic dynamics of an ever-changing market brought on by the social networking medium.

    tags: swot, factoranalysis, socialmedia, socialnetworks, interrelationship, socialnetworking

  • tags: IT, cloudcomputing, hosting, scalabity

  • We have a second model too – a WE Corporate Assessment framework that lays out six operational components that will determine where on organizational maturity scale a company is. the six components are:

    * Strategy
    * Corporate Structure & Operations
    * Culture
    * Community Membership
    * Tools
    * Content

    tags: communities, adoption, organization, management, maturity, enterprise2.0, readiness

  • I think some of the so-called “information overload” is actually a “channels” problem – we often use the wrong channels for a given purpose. Email, of course, is the most prone to abuse. Part of this is a lack of accepted, shared protocols that would bring some sense and order to the email chaos. Part of this is the old “hammer” problem – when all you have is a hammer, everything is treated as if it were a nail. Clearly, tools such as Instant Messaging, collaboration hubs, and a better balance between “push” and “pull” communication methods can take the sting out of email. At nGenera, my email traffic is down significantly since we began using a collaboration hub.

    tags: informationoverload, infobesity, collaboration, web2.0, email

  • This paper examines the latest of paradigms – the Virtual Network(ed) Organisation – and whether geographically dispersed knowledge workers can virtually collaborate for a project under no central planning. Co-ordination, management and the role of knowledge arise as the central areas of focus. The Linux Project and its development model are selected as a case of analysis and the critical success factors of this organisational design are identified. The study proceeds to the formulation of a framework that can be applied to all kinds of virtual decentralised work and concludes that value creation is maximized when there is intense interaction and uninhibited sharing of information between the organisation and the surrounding community. Therefore, the potential success or failure of this organisational paradigm depends on the degree of dedication and involvement by the surrounding community.

    tags: management, networks, decentralization, decentralizednetworks, communities, collaboration, project, valuecreation, interactions, linux, coordination, knowledge

Bertrand DUPERRINhttps://www.duperrin.com
Head of Employee and Client Experience @Emakina / Ex Directeur Consulting / Au croisement de l'humain, de la technologie et du business / Conférencier / Voyageur compulsif.

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