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IBM Study: The end of advertising as we know it
The information for this post is from an IBM global surveys of more than 2,400 consumers and 80 advertising experts … the report is titled, The end of advertising as we know it.”
Putting a Price on Social Connections
Researchers at IBM and MIT have found that certain e-mail connections and patterns at work correlate with higher revenue production
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Researchers at IBM Research and MIT's Sloan School of Management found that the average e-mail contact was worth $948 in revenue. To unearth that and other data, they used mathematical formulas to analyze the e-mail traffic, address books, and buddy lists of 2,600 IBM consultants over the course of a year.
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To be sure, not all networking yields dividends. The IBM-MIT study found that consultants with weak ties to a number of managers produced $98 per month less than average. Why? Those employees may move more slowly as they process "conflicting demands from different managers," the study's authors write. They suffer from "too many cooks in the kitchen."
E L S U A ~ A KM Blog Thinking Outside The Inbox by Luis Suarez » The Impact of Corporate Culture on Social Media (IBM’s Case Study) by Adam Christensen
"[...] here’s the main point: That culture is, in my view, the most overlooked, underestimated factor determining whether social media succeeds or fails in a company. And when corporate culture and social media are pitted against each other, social media will always fail. Always."
Do you value your social capital ?
To what extent does your company facilitate social networking between employees split by geographical or organisational distance, or with (existing or potential) clients and business partners? What's the value of this social capital to the company (i.e. the connections within and between social networks as well as connections among individuals). How does it change the nature of opportunities and constraints each person faces, and the flow-on effects to the team and company as a whole?
IBM recently published its research surrounding Beehive (an experimental internal platform designed to blur the boundaries of work and home, professional and personal, and business and fun). The report provides empirical evidence of the power of nurturing social capital in the enterprise.
IBM Social Networking Research.pdf
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And finally, the more intensely someone uses Beehive (meaning more frequent visits and stronger associations with the community on the site) the higher they report their social capital is, across all measures. They have closer bonds to their network, they have a greater willingness to contribute to the company, they have a greater interest in connecting globally, have greater access to new people, and a greater ability to access expertise."
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As with any change initiative, building the right adoption models are equally important as building the right architectural/technical models.
Usages et technologies du web 2.0 en entreprise
Timothée Mervillon a réalisé un mémoire de fin d'études pour son master de Méthodes Informatiques Appliquées à la Gestion des Entreprises (MIAGE) intitulé : "Quelle valeur ajoutée en entreprise avec les technologies et usages du web 2.0". Ce mémoire est une bonne synthèse du management de l'information et de l'utilisation des outils du web pour y parvenir. Outre le fait que ce mémoire fait une "bonne pub" à IBM, il permet surtout de mettre en valeur l'utilisation des médias sociaux en entreprise.
The services game: Will you trust a tech company to solve your business problems? | Between the Lines | ZDNet.com
Then all the IT giants will be talking about how they solve business process problems more than deliver technology.
Does “Management” Mean “Command and Control?
I read recently that IBM was abandoning the term “knowledge management” for “knowledge sharing.” According to an article on the KnowledgeBoard site (thanks to Chris Johannesson from NBC Universal for suggesting that I blog about it), Chris Cooper, knowledge sharing solutions leader at IBM Global Business Services (GBS), deems it a “philosophical repositioning.” Cooper notes, “Management suggests control: control of process and control of environment.” Another GBS knowledge specialist, Luis Suarez, notes in the same article, "Command and control corporations are no longer going to be there. People need to be freed to share what they know."
Big Blue Embraces Social Media
Over the past two years, IBM has been busily launching in-house versions of Web 2.0 hits. "We're trying to see how things that are hot elsewhere can be fit for business," says Irene Greif, an IBM Fellow who heads up Collaborative User Experience.
Innovation/Web 2.0 - The Global Human Capital Journal
their clients are struggling with adjusting to the Knowledge Economy, globalization and decreasing margins and Enterprise Adaptability prescribes collaboration and innovation to cure legendary agility gaps.
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