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McKinsey: What Matters: Using technology to improve workforce collaboration
"Knowledge workers fuel innovation and growth, yet the nature of knowledge work remains poorly understood—as do the ways to improve its effectiveness. The heart of what knowledge workers do on the job is collaborate, which in the broadest terms means they interact to solve problems, serve customers, engage with partners, and nurture new ideas. Technology and workflow processes support knowledge worker success and are increasingly sources of comparative differentiation. Those able to use new technologies to reshape how they work are finding significant productivity gains. This article shares our research on how technology can improve the quality and output of knowledge workers. "
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The nature of collaborative work ranges from high levels of abstract thinking on the part of scientists to building and maintaining professional contacts and information networks to more ground-level problem solving.
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But for knowledge workers, what might be thought of as collaboration productivity depends on the quality and quantity of interactions occurring
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Enterprise 2.0 : knowledge, innovation and productivity
The objective is to address key issues faced by organizations built around knowledge : management of not only knowledge but also innovation and productivity. First to see the current limitations with the tools and processes in place and then to see how collaborative platform and enterprise 2.0 approach can offer competitive advantages to the company.
Manufacturers Tap Social Networks
"Social networking is taking its place among the corporate strategies of a growing number of companies. Manufacturing businesses are no exception. In fact, some of the world’s better-known companies are plunging into the social networking scene in a big way.
Here’s a rundown of what some of them are doing:"
Using social software to reinvent the customer relationship
For its part, Social CRM paints a vision of creating a deeper and more engaging community-based relationship with your customers, instead of the traditional approach of managing them, in a very Cluetrain Manifesto way. Part online community, part crowdsourcing, part customer service, Social CRM can create an emergent, collaborative online partnership with customers that can result in an array of improvements to business performance.
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Customers must be able to create an identity and perceive other customers, as well as individual workers, and be able to interact with both types of parties in a Social CRM environment.
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A Day with Gary Hamel
"The day after the lights went down on the World Business Forum, the lights went up on an all day seminar with Gary Hamel across the street at the Time Life Building. It was great to be able to get down to the next level of detail below the talk that Gary gave at the World Business Forum"
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"While we are in here bullsh**ting about strategy, something is happening out there."
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- Capable of transcending the inherent tradeoffs?
- Coordination without centralization
- Scale without inflexibility
- Leadership without formal heirarchy
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Blogging Innovation: Identifying the Innovators in your Firm
"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."
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The point here is that most organizations actively work against many of the attributes that would define good innovators.
So, if you are seeking to build an innovation team, or hire people with a greater proclivity for innovation, perhaps you should ask the following questions:
Ex-Employees, Social Networks, and the Reverse Flow of Knowledge
"Traditionally, ex-employees have been viewed as unloyal, traitors and not to be trusted. After all, an employee who leaves is likely taking all their knowledge with them to the next company, right?
But in an economy so demanding of maintaining relationships with talented individuals, does it make sense to cut ties with those who walk out the door? And does it necessarily mean that an organization loses that knowledge altogether?"
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- New communication channels may be established between the old and new firms
- Colleagues from the old firm gain an increased awareness of the new firm as a resource for knowledge
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“When people are viewed strictly as ‘human capital’, the departure of an employee results in the former employer’s loss of that person’s intellect and talent, and the corresponding gain of those same valuable attributes for the company doing the hiring…But Rosenkopf says the picture is different when employees are viewed in terms of ’social capital’. Workers aren’t just silos of knowledge and skill onto themselves, but rather are part of social networks of workers from various firms
When Does Anonymous Idea Posting Make Sense?
"Solid advice for any type of social software is that the greater the transparency, the greater the benefit. This means a bias toward making information available to all, not a few. It also means associating contributions to specific individuals. Visibility of contributors gives context, improves the quality of discussions and makes it easier to find individuals with ideas and knowledge on specific subjects.
But there are occasions when it makes sense to allow individuals to contribute ideas without revealing their identity, which Spigit's platform does allow. In these cases, the ideas and related information are visible to anyone who has eligibility to see them. However, participants in the innovation community won't know who submitted the ideas. There are two reasons companies would enable anonymous posting:
1. Employees are concerned about retribution for their ideas
2. Employee identity may influence the feedback others provide"
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Fundamentally, this is a cultural issue. Something in the environment has sent the message that execution more than participative innovation is valued. The foundations of that culture need to be addressed.
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In this scenario, anonymous posting is a bridge to a more transparent culture. It is a temporary feature to be turned off when the core work environment changes.
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7 enseignements sur le community management, par Chris Preuss, VP de General Motors
"Chris Preuss a le titre de VP GM Global Communications. Il a participé la semaine dernière à un tchat sur le blog bien connu Fastlane. Interrogé sur la stratégie digitale du groupe GM, il nous livre plusieurs réflexions enrichissantes.Si les billets sont légions autour du thème "les 10 commandements d'une bonne stratégie sur les médias sociaux""
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une présence sur les médias sociaux fait partie de la stratégie globale
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A cela s'ajoute un élément évidemment décisif : l'appui mais surtout l'implication de la direction : "we've gotten huge support from leadership.". En effet, lorsqu'on observe les nombreux invités qui participent aux discussions sur le blog, on voit que le management n'hésite pas à mouiller la chemise : "Fritz is spending several hours a week answering his blog weekly", confirme CP.
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Employee Computing for Collaboration, Innovation, and Productivity
The anecdotes come from the fieldwork of a major study of employee computing released by nGenera Corporation earlier this week. A group of colleagues and I spent more than a year conducting the research, which was sponsored by a blue-ribbon syndicate of global corporations that are members of our nGenera Insight programs. We interviewed individuals at top vendors, global companies, and major government agencies to understand the best way to unleash employee creativity, support new forms of collaboration, and drive new levels of productivity.
L’assureur Chubb cueille les idées de ses employés et s’offre un pipeline d’innovations
L’assureur américain Chubb Group of Insurance correspondait sans aucun doute, récemment, à cette lugubre description. Voici quelques mois, cependant, le groupe s’est lancé dans une nouvelle expérience, raconte le magazine Rick & Insurance, visant à insuffler durablement un esprit d’innovation dans toutes les strates de l’organisation.
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Trente jour après l’installation de la plate-forme en ligne, l’assureur avait récolté 607 idées.« Certaines de ces idées tenaient sur un email de trois paragraphes, rapporte l’article de R&I. D’autres idées étaient bien plus longuement développées. Elles renvoyaient à des documents annotés des commentaires. Nous en sommes sûr: beaucoup de ces idées vivotaient depuis de nombreuses années dans le cerveau de certains employés. Ils voulaient les soumettre mais ils n’avait personne pour les entendre et nul par où les exprimer. Elles étaient perdues… »
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« Je sais que je peux partir d’une graine d’idée et, en trois mois, bâtir tout un business plan. Et je dispose des fonds pour soutenir la mise en oeuvre. De la sorte, je suis armé pour devancer n’importe qui« , précise Jon Bidwell, Chief Innovation Officer de Chubb Group of Insurance, à R&I.
The Front End Of Innovation Challenge
In my talks with innovation leaders on this, the issues evolve around the funnel system and stage-gate like models; how to identify the ideas and get them from one stage to the next. Another key issue is how you organize for this. It is my experience that companies often make a couple of mistakes on this. They are:
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1. Too much focus on internal sources
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2. Too much focus on ideas and too little on processes and people
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How Web 2.0 usage is changing over time
Across all categories, the use of Web 2.0 technologies by employees for internal purposes has increased from 53% in 2007 to 65% of respondents in 2009. The largest components of growth have come from using Web 2.0 to develop new products / services internally, to manage internal knowledge and to reinforce the company culture via tools such as internal social networking applications. The companies who have embedded these tools in their day-to-day activities and processes have seen the largest impact by improving communication across silos to reduce duplicate work and leverage experts in other areas.
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In contrast, over the past 3 years, the adoption of Web 2.0 technologies for connecting with business partners and suppliers has stagnated at 40%.
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The momentum we see in the growth of Web 2.0 technologies implies we will see higher penetration in 2010 for using these technologies for employees to collaborate and to facilitate interactions with customers.
Thoughts on Socializing Change in Innovation Initiatives
The success factors of socialization are well-documented — we all know the guidelines but often treat them as just another task in a big initiative. Socialization implies a deeper commitment than most organizations acknowledge - in fact, socialization, its actions and its attitudes may be the most complex part of innovation. Here are a few throughts on socializing change.
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Key owners and sponsors must “sign up” for change. Many teams take appropriate steps and even ask sponsors to sign an approval document. But, sign up goes beyond approval meetings and documents. The team leading the initiative must ensure that owners and sponsors know exactly what they’re signing up for -
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, educate the business and operational leaders first. Train these leaders to a level of competency that ensures they can hold their employees accountable for rapidly adopting new processes, methods, tools, etc
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How 3M Forged a Culture of Collaboration
The Post-it company built and nurtured a system in which employees across divisions are encouraged—even expected—to collaborate
How companies are benefiting from Web 2.0
The heaviest users of Web 2.0 applications are also enjoying benefits such as increased knowledge sharing and more effective marketing. These benefits often have a measurable effect on the business.
Tips on Innovation & Entrepreneurship From Jeff Bezos
Listening to Jeff Bezos, founder and chief executive officer of Amazon, is like going to startup school where you learn that failure is part of entrepreneurial growth. Whenever I have talked to Bezos in the past, the things that have stuck in my head have been his willingness to be wrong and his unflinching abhorrence of the status quo. At the Wired Business Conference in New York City, Bezos reiterated some of those points in a conversation with writer Steven Levy.
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“You need a culture that high-fives small and innovative ideas and senior executives [that] encourage ideas,” he said. In order for innovative ideas to bear fruit, companies need to be willing to “wait for 5-7 years, and most companies don’t take that time horizon.”
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His tip on managing during tough times such as those faced by Amazon during the bust was to communicate more with its employees
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Corporate R.& D. as the Ringmaster of Innovation
Its role will be smaller and its advantage diminished, suggests Michael Schrage, a research fellow at the Center for Digital Business at the Sloan School of Management at M.I.T. The idea-production process, according to Mr. Schrage, will continue to shift away from the centralized model epitomized by large corporate labs, going from “proprietary innovation to populist innovation.”
Top 10 Gary Hamel Insights
I had the good fortune to hear Gary Hamel of London Business School's Management Innovation Lab speak on the first day of the Spigit Innovation Summit on August 13, 2009.
Here are the top ten insights that I captured from Gary Hamel's speech:
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management (44)- collaboration (25)
- web2.0 (24)
- enterprise2.0 (21)
- organization (17)
- ideasmanagement (16)
- strategy (14)
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- knowledgeeconomy (13)
- communities (13)
- openinnovation (12)
- management2.0 (11)
- socialnetworks (10)
- IT (10)
- collectiveintelligence (10)
- culture (9)
- crowdsourcing (9)
- business (9)
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