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Intel Communities: IT@Intel Blog: Why Intel is investing in Social Computing
We are 1.5 weeks away from launching the first phase of bringing robust social tools in-house to augment and improve the way our employees connect and collaborate today. I get asked a lot about « Why » we are doing this and the value we believe we will bring to Intel. I wanted to share with you the reasons.
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Employees Want to Put a Face to a Name:
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- Too much time is lost to find people & information to do your job:
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Getting work done effectively in globally dispersed teams is challenging: There
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New hires want to have a way to integrate into Intel faster
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Restructuring and employee redeployment impacts Organizational Health:
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We reinvent the wheel over and over again
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We learn more via on the job training, then we do in a classroom
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We need to deliver radical innovation in a mature company:
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When the mature workforce starts to retire, they carry knowledge out the door:
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L’ARMEE DE L’AIR AMERICAINE DEVELOPPE SA POLITIQUE DE GESTION DE L’OPINION EN LIGNE
L’intelligence économique est une discipline dont les racines viennent avant tout du monde militaire, ce qui constitue un énorme avantage comme un poids dont il faut apprendre à s’affranchir. Ainsi le monde de la Défense nous rappelle à intervalle régulier à quel point la compétences en matière de surveillance, gestion et exploitation de l’information sensible est rare et partagée au sein de la communauté du renseignement comme des opérations militaires. L’exemple dont je vous parle ci-après reflète bien cette ambition, dont le monde professionnel continue de s’inspirer en permanence, à juste titre.
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Gary Hamel’s Management 2.0 : Moonshots for Managers
If you’re a professional manager, here’s a question for you: What’s the obstinate, knotty management problem you’re working to solve€”the one that bedevils your organization, that lies beyond the boundaries of best practice, and has no obvious solution? In other words, are you working on anything that might advance the state of the art in a fundamental way? Are you aiming to fundamentally improve the technology we use to mobilize human resources to productive ends€”that is, the technology of management? If no, why not?
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Adaptability: In a world that is all punctuation and no equilibrium, organizations of all sorts must become as adaptable and resilient as they are focused and efficient. The problem: Typical management processes reflexively favor more of the same and discourage pre-emptive change.
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Innovation: In globalized markets, where companies must compete with “everyone from everywhere for everything” as the 2008 book “Globality” puts it, across-the-board innovation is the only protection from the Schumpeterian winds of creative destruction. The problem: Most management processes were built to promote conformance and alignment rather than contrarian thinking and bold experimentation.
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Engagement: In the “creative economy,” where knowledge advantages are fleeting and entrepreneurial genius is the key to value creation, institutional success depends on the willingness of employees to bring the gifts of initiative, imagination and passion to work each day. The problem: Traditional management systems, while good at compelling obedience and harnessing expertise, typically fail to engage the emotional and spiritual energies of employees.
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Social Consciousness: In an age where executives are widely perceived as selfish and socially irresponsible, there is a growing pressure on commercial organizations to be more proactive in helping to advance social goals. The problem: Legacy management models often perpetuate a dangerously narrow view of corporate interests, and encourage managers to adopt a defensive posture when confronted with new stakeholder demands.
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Potential Pitfalls in Enterprise 2.0
First of all, let me recap some of the key fundamentals of Enterprise 2.0 – social networking with friends, colleagues and business partners, collaboration on job specific tasks (possibly on the same platform), sharing and trusting people in the network. So what are the potential problems people might face?
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The problem of work life balance comes into play. Without control, for example, someone might be responding to emails on their honeymoon because a server crash and he saw a SOS on the wiki. We can’t be working all the time. We need to know when to stop.
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However, some teams can never decide on the proper cause of action or agree on certain things.
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Sharing – free rider problem will always be a problem. “Free riders” are those who consume more than their fair share of a resource, or shoulder less than a fair share of the costs of its production.
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Trust – when one join a social community and put trust in their network, its like opening the front door of your house to the people in the neighbourhood.
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Layoffs not the Best Solution in a Downturn
In a study of 531 large organizations, three quarter reported having cut pay rolls. Out of these 85 per cent that sought higher profit, only 46 per cent saw any measurable profit; 58 per cent sought higher productivity but only 34 per cent saw even the slight increase; 61 per cent wanted to increase customer service but only 31 per cent achieved this. So layoffs are not the best option even in the period of economic recession.
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Globally local – locally global : Intranet purpose: 3 angles
When you define the purpose of an intranet, there are several angles to examine. Each angle requires making a choice. However, they are not mutually exclusive choices. They are choices about what you decide to emphasize.
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Is the primary purpose to communicate, collaborate or work?
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Look at the intranet and its services from three perspectives: the employee, the business and the enterprise.
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Do you want to position your intranet as a layer or as an integrator?
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Six ways to make Web 2.0 work – The McKinsey Quarterly – Six ways Web 2.0 work – Business Technology – Application Management
Over the past two years, McKinsey has studied more than 50 early adopters to garner insights into successful efforts to use Web 2.0 as a way of unlocking participation. We have surveyed, independently, a range of executives on Web 2.0 adoption. Our work suggests the challenges that lie ahead. To date, as many survey respondents are dissatisfied with their use of Web 2.0 technologies as are satisfied. Many of the dissenters cite impediments such as organizational structure, the inability of managers to understand the new levers of change, and a lack of understanding about how value is created using Web 2.0 tools. We have found that, unless a number of success factors are present, Web 2.0 efforts often fail to launch or to reach expected heights of usage. Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
Posted from Diigo. The rest of my favorite links are here.
