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"Understanding who knows what inside today’s modern organizations can be an exercise in frustration, especially when you’re trying to get things accomplished in tight timelines. Social software that delivers insight into the community can help by making it easier to find the right person. SAP’s Scott Lawley explores how, by leveraging community connections and interactions, a series of expertise dimensions can be measured, computed, and put to good use to improve collaboration."

expertise experts expertslocation salespeople communities connections information

"Surprisingly short, it turns out. In a recent talk, John Hagel pointed out that the average life expectancy of a company in the S&P 500 has dropped precipitously, from 75 years (in 1937) to 15 years in a more recent study. Why is the life expectancy of a company so low? And why is it dropping?"

organization lifeexpectency productivity ecosystem identity listening connections socialbusinessdesign socialbusiness culture

"Late last week, we issued the 2010 edition of the Shift Index, updating each metric with new data. Perhaps not surprisingly, given its focus on long-term trends, this edition of the Shift Index confirms many of the trends identified in the original report. In a previous posting, I summarized the key trends revealed by our original report."

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"Here are several communication "wingtips" gleaned from my experience as a fighter pilot that can apply to you as a business leader:"

leadership communication feedback connect connections awareness trust

"The five attributes the authors identified as relevant for innovation are: associating (making connections across unrelated ideas or problems), questioning (especially focused on "what if" or "why not"), observation (especially observing behavior), experimentation (new experiences or exploration) and networking (especially with people from different industries or perspectives). Let's assume these factors are correct - from my experience they appear to be. Then, let's compare to what happens in many firms today."

innovation innovators questioning associating connections experimentation networking networks socialnetworks teams humanresources

Enterprise 2.0 (and Web 2.0 in general) is a great example of technology increasing the efficiency of the consumption of a resource. By being social we are creating more efficient and useful filters and information sharing capabilities. Whether it is expertise location on an internal social network or the ease with which we can share family photos, we have more efficient ways than ever to interact with large groups of people.

resources attention enterprise2.0 connections socialnetworks socialcomputing socialnetworking

The analogy itself between neural networks and a real community-based company is striking, and so are the similarities between the limitations of this approach and some Enterprise 2.0 concerns. Neural networks encountered two big problems: relevancy and convergence (they couldn’t ensure to converge onto the desired pattern, and sophisticated training techniques, such as back-propagation, were necessary to ensure convergence). Social media are facing the very same problems in the enterprise: how could we ensure that communities lead to the right consensus for applicable decisions to be taken? I evoked some possible trails in my last post, and this is a crucial point.

AI networks neuralnetworks socialnetworks connections businessprocess kaizen process

Viktor Mayer-Schönbergeren est persuadé, dans le futur "nous verrons apparaître des poches d’équipes réduites avec moins d’interconnections et un mode de pensée moins grégaire". Elles pourront ainsi prendre plus de risques et s’aventurer à essayer des solutions plus radicales. Il est également urgent de réintroduire une certaine compétition entre les différentes équipes de développement. Et de faire évaluer les projets non par des pairs - comme c’est l’usage - mais par un panel d’experts évoluant dans des domaines légèrement en retrait de celui étudié.

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Researchers at IBM and MIT have found that certain e-mail connections and patterns at work correlate with higher revenue production

MIT IBM socialnetworks value connections

Using tools which provide you with central hub for communication (such as a wiki), instead of directly contacting each individual person, allows you to reduce the number of connections involved. This, in turn, reduces the number of interruptions and the number versions of the document that are generated, making the discussion much more manageable. Furthermore, if the article is in a wiki, then it becomes search-able by all the users of the wiki too, so other people can find it again in the future. This is not the case if it’s stuck in someone’s inbox.

socialsoftware hub productivity connections interruption email teamwork

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. (Their identities were shielded from researchers, who viewed them only as encrypted numbers, known as hash codes.) They compared the communication patterns with performance, as measured by billable hours.

email contacts connections revenue management informationoverload socialsoftware socialnetworks socialmedia knowledge knowledgeeconomy

Here's a suggestion for what should be at the top of agenda of every decision-maker across the economy, from Davos, to Obama, to Sand Hill Road, to the revolutionaries in tiny garages hatching tomorrow's Googles: reconceiving growth.

growth smartgrowth economy capitalism creativity peoplecentrism connections

With a social infrastructure in place, a company will manage its resources with best efforts to produce intended, or expected, outcomes. In addition, the transformation will produce emergent outcomes. Doing business differently will produce different results: product breakthroughs, process improvements, and broader interpersonal connections.

outcomes emergentoutcomes crowdsourcing breakthrough process improvements connections

The ROI on “connections” depends on what we do, create or solve with our connections which in turn creates a relationship. Get it?

ROI connections relationship

Je suis en train de préparer un exposé sur les réseaux sociaux. Non pas dans le sens Facebook ou LinkedIn, mais au sens de la structure sous-jacente, que l'on l'étudie en tant que graphe ou du point de vue d'un sociologue.

Je m'intéresse aux réseaux sociaux depuis quelques années, ce qui est visible à travers les différents posts de ce blog. En revanche, il n'est pas toujours facile d'expliquer pourquoi je trouve cette nouvelle discipline scientifique, à la croisée de la théorie des graphes, de la sociologie expérimentale, de la physique théorique et de la psychologie de la communication, passionnante. Cette science a son journal « Social Networks », auquel je me suis récemment abonné, et son association INSNA.

Je me suis donc livré à l'exercice suivant : quelles sont les 10 choses les plus remarquables que j'ai lues, retenues et que j'utilise dans ma propre réflexion. C'est un exercice subjectif (à comparer avec Wikipédia) et doublement difficile : d'une part il est difficile de résumer un concept en quelques lignes, et d'autre part ces idées ne sont intéressantes que par ce que l'on peut en tirer, ce que je n'ai pas le temps de développer. Voici néanmoins ma liste :

socialnetworks connections sociology structure

socialmedia relationship connections learning conversations benefits

We build community out of crisis and we build community by accident, but we do not know how to build community by design.

communities enterprise2.0 connections socialnetworking communitiesofpractices communitiesofinterest