Posts Categorized: ConnectedEnterprise

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 »

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 »