Posts Categorized: ConnectedEnterprise

The revolution starts within

Do you work in an organization that is slow to adapt? Do you feel constrained by inept IT and HR policies? Are there deep impenetrable departmental silos within a non-collaborative culture? Is innovation and change painfully slow? If you answered yes to any of these, what can you really do from the inside? Cartoon by… Read more »

our crude knowledge capture tools

Earlier this week I commented that while of course, you cannot capture knowledge in the literal sense, people in organizations need to share their knowledge-making experiences. The aim of knowledge-sharing in an organization is to help make tacit knowledge more explicit, not some type of fictional Vulcan mind meld. I have quoted Dave Jonassen on… Read more »

It starts with capturing knowledge

In the Altimeter Group’s Report on Enterprise Social Networks, four areas of business value were identified: Encourage Sharing Capture Knowledge Enable Action Empower People I would suggest an order of difficulty and business value for these four components. Capturing knowledge is the foundation, and drives value up the chain, enabling sharing of  knowledge and the… Read more »

Flatter hierarchies require deeper skills

The writing is on the wall. Most people manage themselves with great success: they manage to get out of bed in the morning, they manage to get dressed, they manage to get to the office on time. Then, at the office, they meet the “manager” that will manage them until end of the day. That’s… Read more »

In networks, cooperation trumps collaboration

In networks, cooperation trumps collaboration. Collaboration happens around some kind of plan or structure, while cooperation presumes the freedom of individuals to join and participate. Cooperation is a driver of creativity. Stephen Downes commented here on the differences: collaboration means ‘working together’. That’s why you see it in market economies. markets are based on quantity and… Read more »

shifting control

In The Learning Workplace [dead link], Anne Marie McEwan describes “four profiles of learning workplaces according to structure, global reach, knowledge type, workstyle and social complexity”: Traditional, Emergent, Networked & Hyper-networked. Many, if not most, companies today face the challenge of moving from a Traditional profile to what I would call “more networked” or somewhere between profiles… Read more »

Making collaborative work work

Everyone talks about collaboration in the workplace today but what does it really mean? How do you get from here to there? Every snake oil salesman is selling social something: enterprise social; social learning; social CRM; etc. For me it boils down to three principles. Narration of Work: This means actually talking about what you are… Read more »

the new electric media

“Of course we can live without a bodily identity, but the body confers a particular kind of identity. Aquinas pointed out that the principle of individuation consists in the intersection of matter and spirit. Without the body, then, individual identity is not possible. Discarnate man is mass man; individuality is simply not possible because there… Read more »

Getting to Social

You are engaging with social media for marketing and customer support. You have also put in place a social intranet, with activity streams for sharing information, collaboration tools for work teams and document management systems that include social tags and easy sharing. Now the hard work begins. However, this usually occurs just after the software… Read more »

Real organizational transformation is structural

In The 3 Structures of an Organization, the BetaCodex Network covers the weaknesses of our existing management and organizational models and shows a better way to design more network-centic businesses. For example, the authors state that the average modern organization expends about 20% of its energy on value creation, while the best may spend 50%…. Read more »