Open Innovation, or is Business War?
The catchphrase of Henry Chesbrough’s work on innovation (a doctrine called “open innovation” and described in Open Innovation, 2003, and Open Business Models, 2006), is “not all the smart people work for you.” The key operational message that corporations seem to take away from it though, is “buy and sell intellectual property vigorously and throw some money at universities.” Somewhere along the way unfortunately, a sophisticated reconstruction of the logic of innovation becomes reduced to quick-money recipes.
more fromwww.ribbonfarm.com
Reinventing Silos
Blogs and wikis provide specific formats to content. There are behavioral format clues that differentiate a blog from a wiki, but under the covers it’s all content. Content elements have value beyond the formats and applications that hold them hostage — they’re enterprise assets that can be repurposed in other formats. The specific format of content (.pdf .doc .html) is really only relevant for consumption — to associate the ‘viewing’ of the content with an application that can display it. The semantics of the content itself doesn’t really care about the format (don’t hold me to that when I’m telling you how to create semantically-relevant formats), just ask your favorite search engine — it’s all words to them.
more fromwww.fastforwardblog.com
Notes from Enterprise 2.0: Still looking for End User Adoption
What I did not hear from these groups are the three things that I think are crucial to encouraging use amongst the rank and file:
more fromblog.strategicheading.com
Productivity in a Networked Era – Assessing ROII (Return on Investment in Interaction)
Today’s networked era requires a new way to make investment decisions that incorporates intangible assets and more accurately depicts how value is created.
The industrial age has run out of steam. Look at General Motors. Look at Chrysler. We are witnessing the death throes of management models that have outlived their usefulness.
The network era now replacing the industrial age holds great promise. Networked organizations are reaping rewards for connecting people, know-how and ideas at an ever-faster pace. Value creation has migrated from what we can see (physical assets) to intangibles (ideas). Look at Google and Cisco.
more fromblog.wirearchy.com
Collaborative Enterprise: Enterprise 2.0 & The Flywheel
My triggering point for this post was a post by Peter Bergman in the Harvard Business blogs on the best way to change corporate culture. It is in many ways a recapitulation of fundamental issues organizations face on the cultural side. He says: "Performance reviews and training programs define the firm's expectations. Financial reward systems reinforce them. Memos and communications highlight what's important. And senior leadership actions — promotions for people who toe the line and a dead end career for those who don't — emphasize the firm's priorities. In most organizations these elements develop unconsciously and organically to create a system that, while not always ideal, works."
What all of this really boils down is two things - human and social capital. Toyota in my view could be one such company - the robust and high performance knowledge sharing network they have built across their supply chain is a case in point. See research paper here .
more fromdinesht.typepad.com
Is the Corporate Structure Obsolete?
We have also seen social media form communities that increase productivity in manufacturing processes, software development, and project management. We have seen people self manage in social media to segregate and elevate good information away from bad information. We have seen communities act with logic, tact, and precision previously thought to be the province of top management guidance.
In short, we have seen social media replace or duplicate almost every structural element of the traditional corporation outside of the construct of corporations. Can social media provide a corporate structure in and among itself?
more fromwww.ingenesist.com
Process Discipline and Creativity
I’ve recently been asked a couple of questions I used to hear all the time. The questions are:
1. Doesn’t process discipline add overhead and cost?
2. Doesn’t process discipline stifle creativity?
more fromvaughanmerlyn.com
How Companies Increase Innovation
hose ideas, however, don’t really come from nowhere. Instead, they are typically at the edge of a company’s radar screen, and sometimes a bit beyond: trends in peripheral industries, unserved needs in foreign markets, activities that aren’t part of the company’s core business. To be truly innovative, companies sometimes have to change their frames of reference, extend their search space. New ways of thinking and organization can be required as well.
more fromonline.wsj.com
From Social Media To Social Business Design
While I can't go into the full vision of what we're thinking about yet—we're realizing that the bigger picture goes beyond how you can be a great tweeter, blogger or social media evangelist for your organization. It's time to think beyond marketing and building personal brands and time to think about how participation through social technologies can lead to emergent outcomes for any organization. Can "social media" save GM? It's unlikely that media can save any organization grappling with changes in their business environment. But what if organizations of that size were able to act preemptively before market conditions forced them into similar predicaments?
more fromdarmano.typepad.com
Enterprise 2.0 Flourishes When You Understand The Business Side Of The Enterprise
My point, with emphasis, is that we all need to a better job of understanding how our customers operate. Everyone needs to tell product managers that customers don’t care about your widget unless it can be tied to something larger that can transform business. It’s the classic technology silo. If your widget isn’t tied to a larger architecture that can be used to reconstruct a process, it’s just a widget that will rest on a digital shelf instead of a wooden one. (for you shrink-wrap folks)
more fromwww.wowfeed.com
Driving innovation in large professional service firms: Six high-return initiatives
However there are many barriers to innovation in large professional firms, including billing imperatives, strong functional specialization, and often highly risk-averse cultures. Much of the management literature on innovation focuses on product development and design, and is not always relevant to a professional services environment.
more fromrossdawsonblog.com
Launching Social Networks for the Enterprise
Anne said that when a social network is deployed internally separate from the workflow, it does not tend to drive productivity, as employees do not engage. There needs to be a compelling reason apart from the technology to make it work. It cannot be implemented as a utility without a specific value proposition tied to work processes. I am in strong agreement here as it correlates with my own experiences with knowledge management.
more fromwww.fastforwardblog.com
Does Self-Censorship Help Innovation? The Enterprise 2.0 Approach
The next time someone tells you that you need lots of ideas, stop, think and work out the outcomes you want before you go collecting thousands, and thousands, and potentially more thousands of fluffy, non-relevant ideas that go nowhere.
The gist of Mark’s post is that encouraging the contribution of ideas from all quarters is actually counterproductive. He prescribes the concept of an “appropriate” number of ideas.
more frombhc3.wordpress.com
The Importance of Cultivating Interdisciplinary Relationships
The result is that a lot of people in the workforce have a pretty narrow view of what the word “colleague” means. It’s important to broaden that definition and cultivate relationships with people in other fields. Here’s why.
more fromwebworkerdaily.com
Le Personal Branding au service de l’entreprise 2.0
L’entreprise 2.0, ce n’est pas « une entreprise + du Web 2.0 ». L’objectif n’est pas la création d’une entreprise technophile mais d’une « entreprise intelligente » dont les salariés ont un vouloir coopérer (une culture, des croyances qui favorisent les coopérations intellectuelles), un savoir coopérer (un mode de management adapté à l’entraide sur les activités très intellectuelles) et enfin un pouvoir coopérer (une organisation et un fonctionnement qui favorisent la transversalité et le partage des bonnes pratiques). Les technologies Web 2.0 font partie du pouvoir coopérer, elles viennent en support de la culture, des compétences et du fonctionnement de l’organisation.
more fromwww.reputation.axiopole.info
The State of Intangibles Measurement - KPI's Are An Imperfect Answer
In the industrial economy, we had lots of ways of measuring our work. It was a mostly physical process so we could literally see what was going on. Our financial systems were built around this industrial model and we could also put dollar values on products as they progressed through factories and machines, converting raw materials into finished goods.
The shift to a knowledge economy has changed that. A lot of the value created today happens inside peoples’ heads or their computers. This is the case in service and technology businesses but even in manufacturing settings where it is the process, not the product, that creates so much of the value.
more fromwww.i-capitaladvisors.com
KM and HR: Siamese Twins?
I've previously pondered over how we could possibly work with HR to ensure success for KM and can perhaps summarize some of the key points as follows: (I am assuming that the points below represent key components in HR strategies)
more fromnirmala-km.blogspot.com
Enterprise 2.0 Software: Commoditization before Monetization | Pretzel Logic - Enterprise 2.0
So the real question for me is: Are we on the path to super sonic commoditazion in the Enterprise 2.0 market before even a single vendor has truly broken out & dominated the space?
more fromwww.pretzellogic.org
How to Support Your IT Innovators
It's critical to have at least one person on your team who is a "power user" because, in the words of a wise IT leader I interviewed, "business groups who have somebody on their team who is an IT expert do much better with IT (in terms of leveraging technology to meet their needs) than those who do not."
more fromblogs.harvardbusiness.org
Management By Listening Around
Resistance to (fear of) change is one of the leading impediments to introducing social software in businesses. This should come as no surprise. Resistance to change is always one of the greatest barriers to change. But what is different this time is that resistance to change is likely to be quite heavy among managers, even more than on grass-root level.
more fromwww.thecontenteconomy.com
Notation: * = Private bookmark and comment|… = Clipping [?] | … = Public highlight [?]
Recent Tags (50)
- 36enterprise2.0,
- 16innovation,
- 13adoption,
- 12collaboration,
- 11management,
- 10socialsoftware,
- 9socialnetworks,
- 8organization,
- 8communities,
- 8productivity,
- 8culture,
- 6roi,
- 6web2.0,
- 5value,
- 5vendors,
- 5it,
- 5measurement,
- 5socialmedia,
- 4policies,
- 4implementation,
- 4generationy,
- 4technology,
- 4strategy,
- 4process,
- 3metrics,
- 3productdevelopment,
- 3twitter,
- 3microblogging,
- 3security,
- 3socialnetworking,
- 3socialcomputing,
- 3humanresources,
- 3email,
- 3communitymanagement,
- 3problems,
- 3middlemanagement,
- 3personalbranding,
- 3reputation,
- 3ideas,
- 2integration,
- 2connections,
- 2valuechain,
- 2currency,
- 2marketing,
- 2knowledgemanagement,
- 2control,
- 2usages,
- 2businessprocess,
- 2communitiesofpractices,
- 2cisco