Posts Categorized: ConnectedEnterprise

Working in the dark

I discuss transparency a lot on this blog. I see it as one of the three principles for net work. Transparency is a key enabler of shared power and making our organizations more democratic. Alex Bogusky says that, “Transparency isn’t a choice. The only choice is does it happen to you or do you participate in it.” As… Read more »

Coherence in complexity

Many of our older business models are not working any more. Anecdote reports that John Kotter, leadership guru, is accepting that methods like his 8-step process for leading change may not be effective in the face of complexity. “The majority of the [HBR Paywall] article is focussed on a ‘new’ concept Kotter calls ‘Strategic Accelerators’. In… Read more »

Social business for organizational survival

The potential of social business is organizational survival, because enterprises must be able to share knowledge quicker than before.  Why? As everyone and everything gets connected to the Net, feedback loops, both positive and negative, accelerate. A video can go viral and generate fame and revenue almost overnight. A racist act can be recorded and… Read more »

Enterprise social network dimensions

Many organizations are using social media and social networks, but how do they know if they are using them appropriately or adequately? Do they have all the aspects of collaboration and cooperation supported in order to succeed as a social business? I started looking at how we can begin to make sense of enterprise social… Read more »

It takes time to be social

According to research by the Dachis Group, only 10 – 20% of employees in large organizations are actively engaged with their enterprise social collaboration platforms, as reported in this MIT Sloan article: It may be that for many employees, even in these early adopter firms working to integrate internal social business applications, using these applications… Read more »

"I am what I create, share and others build on”

The Entrepreneurial Learner: Takeaways. (1) in a world of constantly changing contexts, best practices don’t travel very well. (2) As contexts change, we need to move past stories (which explain a specific event) to narratives (which create a framework for moving us to action, perhaps in a new direction). (3) there are important shifts occurring:… Read more »

Chance favours the Connected Company

About 18 months ago I wrote in Embrace Chaos, that I think the outer edge will be where almost all high value work gets done in organizations. Core activities will be increasingly automated or outsourced and these will be managed by very few internal staff. Change and complexity will be the norm in our work and… Read more »

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 »