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Dec

2011

People Are Not Your Greatest Asset - Anthony J. Bradley and Mark P. McDonald - Harvard Business Review

"Many of us in business have heard the popular aphorism, "People are your greatest asset." Some of us may even believe it. But is this sentiment reflected in our corporate cultures and the way our leaders lead? For the most part, no — and there's a reason for that. "

blogs.hbr.org/...e_are_not_your_greatest_a.html

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people empowerment production productivity collaboration collectiveintelligence expertslocation emergence structure coordination relationship

What is the primary purpose of a business organization? To assemble a group of people, who previously may have had no association, and empower them to accomplish productive work toward the organization's objectives
Social media ushers in new ways to enhance your greatest asset, because it is about empowering people to collaborate at unprecedented scale
7 more annotation(s)...
- we studied hundreds of social media implementations and identified a set of key mass collaboration behaviors.
- Collective Intelligence
  Collective intelligence is the meaningful assembly of relatively small and incremental community contributions into a larger and coherent accumulation of knowledge
- Expertise Location
  Expertise location involves seeking and finding specific expertise in the masses of people and the often-staggering amount of available content.
- Emergent Structures
  Emergent structures are structures such as processes, content categorization, organizational networks and hidden virtual teams that are unknown or unplanned prior to social interactions, but that form naturally as activity progresses.
- Interest Cultivation
  Interest cultivation is the forming of communities around a shared interest, with the goal of indirectly deriving enterprise value.
- Flash Coordination
  Flash coordination involves rapidly organizing the activities of a large number of people through fast and short mass-messaging, often spread virally.
- Relationship Leverage
  Relationship leverage is the practice of effectively managing and deriving value from a prodigious number of relationships.

Sep

2011

Five Emergent Strategies for Improving Social Business Performance

"Yet, though C-level involvement is one of the single most effective ways to gain approval for the needed resources, functional cohesion, and organizational priority, it's also a good recipe for bottling up internal social media in a manner that ends up moving it through the traditional IT project machine. This oft-careworn process is usually a well-established -- and largely well-intentioned -- "sausage maker" for repeatably fielding new IT solutions in a linear and highly structured fashion (though it's showing serious signs of age.)"

www.ebizq.net/...tegies_for_social_business.php

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enterprise2.0 socialbusiness adoption emergence process participation integration systemsofengagement systemsofrecord

The nature of open-ended in this discussion is vital and nuanced. Social media finally thrived, most arguably through the rise of RSS, which created a sort of "Unix pipe" for the social world. This allowed the fragmented conversations of blogs to be perceived externally as single albeit decentralized conversations
7 more annotation(s)...
- As Enterprise 2.0 grows up, there's a growing understanding that our old systems of record cannot remain isolated from our new systems of engagement.
- I've been exploring the potential of connecting agile processes to social business recently because because of these issues, and because the two subjects have much in common. Both fields are major transitions in the way work is accomplished and have had significant headwind despite making real and sustained progress.
- 1. Be liberal in accepting forms of participation. While many Enterprise 2.0 products or projects are actually disabling many types of rich media and embedded applications, I believe that is a serious mistake.
- 2. Assume and support new modes of use. If a blog, wiki, or social network ends up becoming a vital part of a business process, be ready to support it to the level that part of the business requires.
- 3. "New modes of use" means deep connection between all systems, all audiences. Do not proceed in your work that Enterprise 2.0 is about self-contained systems. Like the Web, it consists of deeply linked systems of systems. Sometimes this connection is by simple links, but increasingly it's by direct integration of data.
- 4. Enable social discovery. While many manifestations of social media, such as activity streams, naturally make on-the-fly discovery of knowledge and information easier, spontaneous, and even serendipitous, it's not nearly enough by itself to enable widespread emergent reuse. I've argued for years that federated search across all enterprise social "silos" based on the same algorithms that drive the Web is one of the primary solutions to ensure the open work of Enterprise 2.0 is findable, reusable, and has high leverage
- 5. Open your social data. Everything should be syndicated. Most social functionality should be wrapped in OpenSocial so it can be exported across the enterprise and embedded on the intranet and elsewhere. Your Enterprise 2.0 systems should have good, well supported APIs with good documentation.

Mar

2011

Intertwingled Work and Adaptive Case Management

" I'll will try to summarize one theme John develops that seems directly relevant to Intertwingled Work."

traction.tractionsoftware.com/traction

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adaptivecasemanagement work processes collaboration casemanagement judgment knowledgework unpredictability emergence

1) Adaptive Case Management is a data rather than process centric way of looking at how people deal with situations centered around a particular problem, issue, or case. It's intended to support people who need to make decisions that depend on complex and unpredictable circumstances associated with the case that require judgment and knowledge work rather than application of a deterministic process.
2) Observable work can be thought of as an object of Adaptive Case Management, focusing discovery, analysis, requests for advice or assistance and recording of outcomes on the work itself.
3 more annotation(s)...
- Because the process is emergent, you have to model the process using something that people can read, add to, and manipulate readily while they are doing other thing
- Jordan describes the difference between Social and Business Process reengineering as the difference between orchestrating a unique response to the circumstances of a case, versus a futile attempt to capture a response as a rigid business process.
- the key was her ability to figure out What, How and Why. Then she could explain the new process (loosely described as a set of interleaved intelligence communities) and how people could use the technology to do their jobs better."

Sep

2010

Spigit Blog

"In Three Enterprise 2.0 Themes You Should Be Watching in 2010, I argued that the world of social software would bifurcate into:

1. General collaboration suites that replace intranets and portals
2. Specialized applications that deliver tangible value around a specific activity"

blog.spigit.com/...l_software_what_is_your_intent

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enterprise2.0 value innovation crowdsourcing collaboration emergence emergentcollaboration structuredcollaboration

In the second item, it's a case of clear intent. Applying social principles to solve tangible issues for organizations. The applications are designed with deeper domain features to deliver results.

But in some cases, you're seeing vendors pursuing a "we-can-do-everything" approach, loading up their application with features addressing disparate business needs. A case of being betwixt and between.

Jun

2010

Beyond Serendipity for Enterprise 2.0

"I believe that the emphasis on serendipity and emergence as cornerstones of enterprise 2.0 actually inhibits the potential of social computing technologies to drive greater value."

rexsthoughtspot.blogspot.com/...ndipity-for-enterprise-20.html

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enterprise2.0 emergence serendipity value socialsoftware enterprise2.1 socialprocess processes policies

Enterprise 1.0, would suggest that only specialized, trained individuals with the resources knew how to find pearls (i.e. where to dive, specialized equipment, knowledge on how to abstract the pearl from the shelled mollusk, etc.).
Enterprise 2.0 suggests that we can simplify and remove some of the "specialization" barriers to enable more people to search for pearls.
2 more annotation(s)...
- Enterprise 2.1 would suggest that rather than "serendipitously" finding pearls, that we coordinate our efforts to actually create pearl farms.
- Without social engineering and modifying processes, models, policies and education, the initiative was doomed to fail before it even started.

Apr

2010

The Lifecycle of Emergence

howtosavetheworld.ca/...the-lifecycle-of-emergence

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emergence hypecycle decisionmaking

I like this model because it recognizes that decisions and actions start with individual initiative and end with individual responsibility — it is through the intermediate collective stages of conversation, understanding and consensus that the wisdom is obtained to know what to do, but ultimately, what gets done is the sum of motivated individual actions.

Nov

2009

Entreprise 2.0 : Les promesses du management moderne enfin tenues ?

"Peter Drucker est le premier à définir le Knowledge Worker en 1929. L’excellent David Weinberger (un des terroristes du Cluetrain Manifesto) peut bien dire qu’il s’agit là d’une définition pompeuse, elle n’en reste pas moins prodigieusement visionnaire. Toute sa théorie sur les organisations du XXème siècle est articulée autour de ce travailleur de la connaissance."

ceciiil.wordpress.com/...ses-du-management-enfin-tenues

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peterdrucker management knowledgeworkers participation collaboration emergence agility transparence simplicity trust entreprise2.0 management2.0

Cette notion de management participatif est aussi au coeur de la reflexion de Peter Drucker :

Most discussions of decision making assume that only senior executives make decisions or that only senior executives’ decisions matter. This is a dangerous mistake.
La réputation dans le monde connecté est l’évaluation quantifiée de la contribution de l’individu par ses pairs.
2 more annotation(s)...
- As our business grows, it becomes increasingly necessary to delegate responsibility and to encourage men and women to exercise their initiative. This requires considerable tolerance. Those men and women, to whom we delegate authority and responsibility, if they are good people, are going to want to do their jobs in their own way
- Simple, clear purpose and principles give rise to complex and intelligent behavior. Complex rules and regulations give rise to simple and stupid behavior.

Jun

2009

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.

bhc3.wordpress.com/...on-the-enterprise-2-0-approach

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ideas innovation enterprise2.0 emergence filters culture

Nov

2007

Portals and KM: Is Emergence (aka Messy) a Problem in the Enterprise? Is There a Midddle Ground?

billives.typepad.com/...is-emergence-ak.html

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emergence enterprise2.0 web2.0 adoption organization

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