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Enterprise 2.0 and the Paradigm of Social Partnerships
"Outside of internal team collaboration (say, a group of marketers, a group of engineers, etc.), no spray & pray / general purpose employee collaborative strategy (or tool application) is going to really show sustainable impact for every tribe or collective. And just like traditional business ecosystem partnerships (customers, suppliers, channel), these internal partnerships also get significantly rattled in the face of industry consolidation"
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First, existing structural inefficiencies in how internal or external partners liaise as a result of little adherence to basic human interaction constructs and incentive structures, and unnecessary process centric technology that restricts human capital flow
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. No doubt that the current tools will play a significant role towards simplifying these relationships. But to accelerate business performance via social computing constructs, lots of design work is needed along with the filling of critical technology gaps to truly account for context, cognizance of both process and social at the business activity level, and a deep understanding of and response to individual incentive that makes participation a natural instinct.
Sanity check: Is IT no longer about technology?
It’s become horribly cliche to talk about the importance of IT-business alignment and the need for IT professionals to become much more business-savvy, but Gartner’s Tom Austin (right) takes it to the next level. He believes that the IT professional of the future will be less of an engineer and more of a social scientist.
What? Yes, you heard that right — the word “social” will become a key part of the IT professional’s job description. It flies in the face of most of the stereotypes about techies and it sounds a little corny, but Austin does draw some interesting conclusions that are worth a look, if only because they are so unconventional.
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“Too often, we have measurement and reward systems that are focused on how many transactions did you process, how many orders did you ship, and how many deals did you close — rather than who helped these other people succeed.”
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“There are still people in IT who’ll have to worry about keeping the systems running, but now we’re going to think more about how to exploit the things we can do with social networking, expertise location, and all of the other higher-level social ordered phenomenon we can facilitate using technology.”
The Rise of the Chief Performance Officer
A few weeks ago Obama nominated Jeffrey Zients, another consultant and Washington business executive, for the role. I don't know Zients, but I think the Chief Performance Officer role has a lot of potential, and it's a new wrinkle for something like this to appear first in the federal government.
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Some of the participants pointed out that if you're going to be merging things, you might as well go a bit further. They noted, for example, that if you want to align knowledge and learning with work, you need to know something about business processes and how to improve them. And if you're going to align processes with the content needed to perform them effectively, you need to know something about the technology that would deliver the content in accordance with job tasks.
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The danger, of course, is that a broad business improvement organization would have such breadth that it would lose focus, or that no individual business improver could master the broad array of tools offered. It will be interesting to see how organizations resolve this tradeoff of capability and focus.
Innovate on Purpose: The innovation paradox
The innovation paradox is that the more your firm pays attention to innovation, the less likely it will be to be successful at innovation. That's because, like any other foreign organism, the culture and bureaucracy of your organization identifies an external intruder that has not aligned itself with the organization and function of the rest of the body, and tries to force the innovation program or capability to adopt the decision making processes, risk tolerances, timeframes, perspectives and "best practices" that are part and parcel of the rest of the organization.
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As a management team, kicking off an innovation project or program without the "bubble" in a traditional, conservative, risk averse organization is usually a recipe for failure. That
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To innovate, you've got to do things differently. This includes how you generate ideas and how you manage the ideas, as well as the way your innovation team works within the existing corporate framework. If your innovation team is forced to work within a culture and process that is not innovative, then your innovation team will not be innovative either.
frogpond » Gartner fuels Enterprise 2.0 too
“The main message of the hype cycle is that organisations need to make sure that when they adopt technologies early, they do so for the right reasons – because it is aligned with an area where it is important for them to innovate, not because everyone is doing it”
Importance of Human Resources: The Role of HRM in Knowledge Management
There are several roles that can be played by HR in developing knowledge management system.
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HR should help the organization articulate the purpose of the knowledge management system.
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as a knowledge facilitator, HRM must ensure alignment among an organization's mission, statement of ethics, and policies
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The AppGap » » Allowing for Social Influence in the Workplace: News, views, and reviews of Work 2.0 tools, apps and practices
A much ignored subject in conversations about the workplace is the role that social influence plays. Recent research shows that when making decisions (any kind of decisions) we are much more influenced by known peers than we are by anonymous people or anonymous information inputs. It is the people that we know and trust that we consider the most credible sources of information. Because we’re much more connected to each other online, we’re influencing each other more than we ever used to.
It's Not MY Strategy It's YOUR Strategy - Managing Technology - Dennis McDonald's Blog
One reality of strategic planning projects is, as pointed out in How To Develop a Business-Aligned Social Media & Social Networking Strategy, that the total costs of the initiatives that emerge from a strategic planning exercise often outweigh available budgets. That’s one of the reasons that strategic planning shouldn’t be a one-time activity perfomed by senior management. Instead, it should involve an ongoing process for continued evaluation and review of current and planned initiatives.
Community, Hierachry: Cognitive Dissonance
I believe that most of these efforts are going to crash and burn. The reason; non-alignment between internal cultural norms and the desired external perception.
Alignement : Si l'alignement stratégique n'est pas satisfaisant, le patron de l'organisation se retrouvera dans la même situation qu'un enfant promenant son chien et ses 60 chiots sans laisse.
Tout changement de stratégie exigent l'alignement / réalignement des processus et projets identifiés comme stratégiques, c-à-d en charge de la réalisation des objectifs stratégiques, et naturellement, des ressources consommées par ces derniers
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