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07 Oct 09

Hidden costs of unstructured processes

"Gartner defines unstructured processes as “work activities that are complex, nonroutine processes, predominantly
executed by an individual or group highly dependent on the interpretation and judgment of the humans doing
the work for their successful completion”, and notes that most business processes are made up of both structured and unstructured processes. Unstructured processes are costing organizations a lot of money in lost productivity, lack of compliance and other factors, and you can’t afford to ignore them. "

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structuredprocesses unstructuredproceses bpm productivity tasks criticalpath process

29 Nov 08

Characteristics of the Knowledge Economy, continued

In the 21st century, comparative advantage will become much less a function of natural resource endowments and capital-labour ratios and much more a function of technology and skills. Mother nature and history will play a much smaller role, while human ingenuity will play a much bigger role.

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knowledgeeconomy IT organization skills tasks knowledge intangibleassets competences

The IT revolution has intensified the move towards knowledge convergence, and increased the share the knowledge stock of advanced economies
Flexible organizations reduce waste and increase the productivity of both labor and capital by integrating worker cognition and action at all levels of their operations.
2 more annotations...
- Flexible organizations also avoid excessive specialization and compartmentalization by defining multi-task job responsibilities (which calls for multi-skilled workers) and by using teamwork and job rotation.
- The knowledge economy increasingly relies on the creation, distribution and use of knowledge assets. The success of enterprises will become more reliant upon their effectiveness in creation, harvesting, absorption and utilization of knowledge.

14 Aug 08

Giving up on Work e-mail - Status Report on Week 25 (Educating Your Collaborators!)

I could share dozens and dozens of items on what it has meant for me to eventually move away from corporate e-mail and instead engage through social software to increase my collaborative and knowledge sharing efforts. However, going to try to keep it short. So I will mention that my main key benefits from making such jump have been to no longer feel stranded in the e-mail world, having tasks delegated on to you, just because you have the information / knowledge. I no longer have the pressure of having to constantly keep up with the incoming flow of e-mails of which a good chunk of them I wouldn’t even need to get them in the first place! I no longer sense I have lost control of my own productivity while helping others get their tasks done. I no longer feel it is me against them and the corporation. Them sending e-mails across more and more by the day, me, attempting to address them all and try to finish with a zero inbox, which almost never happened!

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email infobesity productivity education tasks socialsoftware informationoverload colleagues

27 Jul 08

Many-to-Many Structure Flexibility vs. Stiff One-to-Many Hierarchies

With project management 2.0 tools, you can start with one task, add fifteen more, organize them, add more tasks, reorganize them and repeat the process on a daily basis. When all team members walk through this process, you start to bring the power of many to work in your planning process. Many-to-many structures emerge with the help of team members’ collaboration.

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projectmanagement projectmanagement2.0 software hierarchy tasks taskmanagement